It is hereby declared that the internship report “Marketing Strategy of Unilever Bangladesh Limited” has been prepared as part of the completion of BBA program of Department of Business Administration, Sonargaon University (SU) conducted by Md. Unilever Bangladesh Limited., as a subsidiary of Unilever in Bangladesh, it has also become one of the leading multinational companies in the world of FMCG industry.
Chapter-One Introduction
Introduction
- Origin of report
- Objective
- Limitation
- Methodology of this report
It was also difficult to obtain relevant information from respondents due to their busy schedules. Because of the accessibility and availability of information, I decided to work on the service strategies of Unilever Bangladesh Ltd.
Chapter-Two
Literature Review
Revisiting the marketing mix
- Other criticism
- New Ps
- The new range of "Ps"
University of Pretoria etd 31 • The marketing mix consists of a basic mix (product, price, distribution and communication). The lack of agreement on the composition of the marketing mix and the fact that it was developed for tangible products are important factors that have likely led to the proliferation of a large number of additional marketing mix elements (e.g. people, processes and physical evidence for services marketing).
Chapter-Three Overview of Unilever
- History & Growth
- History & Growth in Bangladesh perspective
- Unilever Bangladesh (core information)
- Key Dates
- Corporate Objective
- Vision, Mission & Goals
- Among the targets Unilever has set
- Volume growth ahead of Unilever markets Underlying volume growth
- Healthy cash delivery
- Corporate image
- Environmental issues
- Social issues
- Organizational Structure
- Principal Operating Units
Demand began to rise and the company continued its mission of satisfying consumer needs by producing quality soaps, introducing Lux and Wheel beauty soaps. The year 1989 heralded the beginning of a fairytale story - the launch of the LUX Photogenic Pageant, which brought a real-life experience of glamour, fame and fortune to the doorsteps of young girls across the country. In the early 90s, Unilever Bangladesh entered the tea-based beverage market and introduced Lipton Taaza, Lever's flagship packaged tea brand, with the aim of becoming the most popular tea among Bangladeshi consumers.
The world famous Pond's cream and Pepsodent - the dental hygiene expert - were manufactured at the Kalurghat factory. The long-term success of its operations is closely linked to the vitality of the environment and the communities in which Unilever operates. Unilever isn't the only company to have recently tightened environmental targets, but the targets are more ambitious than many, perhaps even most.
Change the hygiene habits of 1 billion people in Asia, Africa and Latin America to help reduce diarrhea - the world's second leading cause of infant mortality. Underlying volume growth accelerated to 5.8% in 2010, Unilever's best in more than 30 years. Pursuant to the agreement, Strauss ice cream and krembo may only be sold in
Chapter – Fore Market Overview of
Unilever Bangladesh Limited
Top Unilever competitors
Market share
Principal Competitors
Advertising
- Outlook and risks
- Where Unilever will win
- How Unilever will win Strategy
With the improvements Unilever has made to its operations, Unilever is well prepared to meet these challenges. Geographically, the excellent presence in emerging markets means we are well positioned to win where much of the future growth will occur. Yet Unilever is also determined to grow in the developed world, which represents about half its business and where most of the world's wealth will remain for many years to come.
It's about the day-to-day disciplines of ensuring that Unilever delivers to its customers the products they want, in the quantities they've ordered, when they need them. By focusing on these fundamentals, Unilever is already seeing huge improvements in ROI across a number of areas. Getting the right number and quality of people in preparation for the future does not happen by accident.
Unilever assesses those areas of the business that are most important to its strategy to define their specific goals, and whether Unilever has the structure and the talent to achieve them.
Positioning for the 21st Century
Unilever and Procter & Gamble (P & G) started fighting again in 1994, this time for supremacy in the European detergent sector. According to Andrew Lorenz, writing in the July 1996 issue of Management Today, the Persil Power debacle served as a catalyst for fundamental management reorganization. As was typical of the time, this streamlining was aimed at improving decision-making by reducing authority to a lower level.
Along with this major reshuffle came a change in leadership, with Niall FitzGerald replacing Michael Perry as UK. In the late 1990s FitzGerald and Tabaksblat oversaw a comprehensive review of Unilever's wide-ranging businesses in an effort to focus on the strongest core areas: ice cream, margarine, tea-based beverages, detergents, personal soaps, for skin care and prestigious fragrances. This comprehensive review of the product portfolio was aimed at increasing annual growth rates from the appropriate percentage to six to eight per cent and ultimately reaping annual savings of £1 billion.
The whirlwind events of the late 1990s seemed destined to position the company as one of the most formidable global consumer products companies of the 21st century.
Lux (soap)
The brand concentrated on building its association with the increasingly popular film world, focusing more on movie stars and their roles rather than the product. While still retaining the star element, the focus shifted to the consumer and the role of the brand in her life. The brand also moved forward with the launch of LUX in the Middle East, entering a more conservative market.
Unilever projects more like a "day in the life" of stars with an emphasis on their "natural beauty". The 80s established itself as the BEST beauty soap for stars and beautiful women and emphasized the importance of skin care - the first step to beauty. The brand provided Unilever with a link between aspiring role models and real life with the 'Lux Brings Out the Star in You' campaign.
From 2008, building on the brand's strengths, focus shifted to beauty (as opposed to femininity), appealing to consumers' fantasies and aspirations.
Dove (toiletries)
In the 1990s, Lux shifted from generic beauty benefits to a focus on specific benefits and transformation. The communication was much more regionally specific and localized, using stars like Maul Madre and Debora Bloch. In 2005, Lux envisioned women celebrating and living out their femininity with the 'Play with Beauty' philosophy, featuring stars like Aishwarya Rai.
Lux believes that "beauty is a female instinct that should not be denied", and shows the pleasure that every woman enjoys in using her beauty, capturing that idea in a simple phrase: Declare her beauty. Dove is mainly made from synthetic surfactants, salts from vegetable oils (sodium palmate from palm kernel) and salts from animal fats (sodium tallow ate from cow's fat). Pigeon contains animal fat (tallow) and for this reason some vegans may refrain from using it.
It claims to be "an agent of change to educate and inspire girls about a wider definition of beauty and to make them feel more confident about themselves".
Lifebuoy (soap)
Laundry detergent
The use of enzymes for laundry was introduced in the early part of the 1900s by Otto Rohm. Only in the latter part of the century with the availability of thermally robust bacterial enzymes did this technology become mainstream. One of the most common builders is sodium triphosphate, which is used on a very large scale for this application.
Enzyme amounts can be up to about 2% at Unilever to the right of the product. Such additives change the foaming properties of the product by stabilizing or preventing foaming. Many ingredients affect the aesthetic properties of the object you are cleaning or the detergent itself before or during use.
Early in the introduction of sulfonate-based detergents, Unilever expressed the low biodegradation rate of the branched alkylbenzene sulfonates.
Sunsilk
Regarding phosphate additions, betUnilever 1940 and 1970 ―the amount of phosphates in urban wastewater increased from 20,000 to 150,000 tons per year. As the phosphates increased, algal blooms grew prodigiously on the excess phosphorus and used up most of the oxygen in the waters, killing fish and plants. Sunsilk was launched in Great Britain in 1954 and by 1959 was available in 18 different countries worldwide.
At the time, Sunsilk had an advantage over other shampoos on the market because it only needed one application, which meant less natural oils were washed out of the hair. In 1961, Sunsilk liquid shampoo was relaunched as Sunsilk Beauty because the "Liquid" in the name, originally used to differentiate the product from powder shampoos, had become meaningless as most Unilever shampoos were now in liquid form. In the 1960s, a TV advert for Sunsilk featured the John Barry-composed tune 'The girl with the sun in her hair', which proved so popular that it was later released as a pop single.
Starting in 2009, Sunsilk began collaborating with a number of professional hair experts to develop new and improved products.
- Products
- Price
- Place
- Promotion
The population of the country is divided into three parts which are urban, sub-urban and rural consumers. Therefore, the company is targeting the urban and suburban upper middle and middle class residents, who are the second highest segment of the country. Unilever Bangladesh Ltd has gained a good position in the minds of customers with better product features, price and quality offering the product in a different way than competitors do.
The focus will be to tap the segment between the mass and the premium end of the segment. Product price perception provides a starting point for developing the product's marketing mix. After changing the image of Unilever, it tries to make the availability of soap in the middle of the upper part of society.
Some films were made exclusively for retailers such as Walmart and aired in-store.
Chapter-Six
Analysis & Findings
Findings
Many poor people cannot use their product because the product price is high than the competitors. Build long-term, mutually beneficial relationship with customers and be available for product at all times.
Chapter-Seven
Conclusion & Recommendation
Conclusion
One of the reasons for their success was Unilever; they create brands for specific countries and regions. Unilever knows that if Unilever is to achieve their ambitious growth targets, Unilever must reduce the overall environmental impact of the business. Unilever is embarking on a long-term program of work with suppliers, customers and other partners to realize this goal.
With its portfolio of strong brands, presence in new markets and long-term commitment to shared value creation, Unilever believes that Unilever is able to deliver on this ambition. Over 100 years ago, its founders not only created some of the world's first consumer brands, they also built a company with strong values. Then, in 2005, Unilever began to integrate this agenda into its product brands using a process called Brand Imprint.
Unilever is starting to think about how to make Unilever's social commitments and activities more visible and relevant to their consumers.
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