Unilever Horizontal Analysis Ratios | | Liquidity | | | 2014 | 2013 | Current Ratio | | | 0,63 | 0,70 | Acid test retio | | | 34,52 | 44,14 | Accounts receivable turnover | | 99,62 | 198,72 | Accounts receivable turnover days | | 4 | 2 | Inventory turnover | | | 6,81 | 7,38 | | | | | | | | | | | Profitability | | | 2014 | 2013 | Profit margin | | | 0,08 | 0,07 | Asset turnover | | | 1,10 | 1,05 | Return on assets | | | 0,09
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value of employees.Working in a friendly and happy environment will improve the loyalty of employees and efficiency of their jobs.Because of valuing human resource,Unilever would like to spend a lot of money every year on MT program and employees' improvement.And facilities like the Lidun bar, refectory,gym,leisure areas prove Unilever pay attention to employees basic needs.The opportunities for self-improvent through online studying and work shift from deferent apartments and even abroad can keep
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MGT 6170-Marketing, Unilever in Brazil Case Study Table of Contents 1. INTRODUCTION ............................................................................................................... 2 1.1. 2. Aim of the report .................................................................................................. 2 CONSUMER BEHAVIOUR ON PURCHASE OF DETERGENTS IN BRAZIL ................. 2 2.1. 2.2. Consumer decision Process .........................................................
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A DECADE OF ORGANIZATIONAL CHANGE AT UNILEVER 7 November 2012 • Originally founded in 1872, and incorporated in 1929, Unilever was facing a difficult time when upon their discovery that the organizational architechture and strategy they were employing was not benefiting the company. • The company was under a decentralized structure for generations. o Managers looking for a change o The decision was to go global • It was mid-1990 and initial changes were made with minmal results. o Managers
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Global Branding of Unilever and Nestle | Report Analysis | ] | Global Branding of Unilever and Nestle | Report Analysis | | 1. Executive summary 4 2. Introduction 4 3. Overview of Unilever and Nestle
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CEO Report (3) « Strategy of International Business » International Management Claire BODEL Professor Park, Young Ryeol 2016/05/09 Unilever returns to Cuba Summarize Unilever is one of the word’s leading suppliers of food, home and personal care products with sales in over 190 countries and reaching 2 billion consumers a day. It has 172 000 employees and generated sales of 48 billion euros in 2014. Intersuchel S.A. is a Cuban mechatil society with a long experience in the production
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in the world, both P&G and Unilever have been extremely successful in building highly recognized brands that meet consumer needs and drive sustainable value to its shareholders. Currently, P&G operates in two unique segments: Beauty/Grooming and Household Care. It has completely exited the foods segment with the latest divestiture of Pringles. In comparison, Unilever operates in three different segments: Personal Care, Foods, and Homecare. In the past five years, Unilever has re-aligned its foods portfolio
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Best Practices Series, whose titles include: • Marketing sustainability • Sustainable sourcing among SME’s • Beyond auditing • Sustainable trading • Retailers and sustainability • Sustainable sourcing and procurement Case study Unilever sustainable tea Part I: Leapfrogging to mainstream Tania Braga, By Aileen Ionescu-Somers and Ralf Seifert, IMD’s Center for Corporate Sustainability Management Dutch Sustainable Trade Initiative (Initiatief Duurzame Handel) Utrecht
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Unilever, one of the world’s oldest multinational corporations, generates annual revenues in excess of $50 billion and a wide range of branded products in virtually every country. Furthermore, Unilever was organized on a decentralized basis, in which subsidiary companies in each major national market were responsible for the production, marketing, sales and distribution in that market. However, by the mid-1990s, this decentralized structure was increasingly out of step with a rapidly changing competitive
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discuss and compare University of KwaZulu Natal (UKZN)’s Human Resource (HR) practices to that of Unilever and Johnson & Johnson (J&J). I will critically analyze the case study provided (Johnson & Johnson vs. Unilever) in comparison to university’s current HR practices. The focus will be on recruitment and selection processes, talent management and diversity management. In the case study between Unilever and Johnson & Johnson, the focus is on recruitment selection of managerial staff and also on development
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