unilever bangladesh case study

Case Study of Unilever Bangladesh Limited

1.1. Introduction

Unilever is a multi-national corporation, formed of Anglo-Dutch parentage that owns many of the world’s consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever employs nearly 180,000people and had worldwide revenue of almost €40 billion in 2005. Unilever  is  a  dual-listed  company  consisting  of  Unilever  NV  in  Rotterdam, Netherlands and Unilever PLC in London, England. This arrangement is similar to that of Reed Elsevier, and that of Royal Dutch Shell prior to their unified structure. Both Unilever companies have the same directors and effectively operate as a single business. The current non-executive Chairman of Unilever N.V. and PLC is Michael Treschow while Paul Polman is Group Chief Executive. The company is widely listed on the world’s stock exchanges.

1.2. Rational of the study

We are 3rd year 1st semester students. After one and half year, we will be going to job market and competing with other universities’ graduates for getting a suitable job. For getting an expected job, we need to concern about job market condition from today. Going to prepare recruitment and selection process in Unilever Bangladesh as a Human Resource Management course, we acquire required knowledge about Unilever Bangladesh’s recruiting and selection process that help us to perceive a common picture about recruiting and selection process in all multination company in Bangladesh. We can identify our lacks; prepare ourselves for future job market. So, we have the same opinion that this fruitful report not only assure reasonable grade mark in our curriculum result but also assure well-done feedback for near future job market.

1.3. Objective of the Study

We have prepared this report based on two purposes. Those are-

1.3.1 Primary Objective:

The report aims to provide information on the procedures of Recruitment and selection techniques followed by the UBL through HR department.

1.3.2 Secondary Objective:

• a) Unilever is one of the world greatest consumer goods companies. The report is strongly informed with how this multi-local multi-national company conducts the aptitude ands psychometric for a candidate and how it helps them to get objective, reliable and relevant information on candidates.
• b) Unilever always try to add variety in life. At Unilever they have created an environment where people with energy, creativity and commitment work together to fulfill ambitious goals. This report helps us to know how the selection process of a candidate leads him to become leader.
• c) Selection is the last step for hiring a right employee. In Unilever Bangladesh Limited, the selection board lasts for an entire day and covers a wide range of activities for fulfilling this post. By studying the report, we will know what type of activities they arrange for the entire day to get the final candidate.
• d) Unilever wants to attract the best graduates to join in their leadership actions. This report enlightens what type of recruitment opportunities offered by Unilever Bangladesh Limited for university students and how the students can access that opportunity.

1.4. Scope of the Study

There is a certain boundary to cover this report. Our particular report only covers Strategic planning of Unilever Ltd. We mainly focus on Strategic planning of Unilever Bangladesh. And we also cover executive and higher-level planning process. We surveyed only Dhaka regional office of Unilever Bangladesh Ltd. There is HR department in Dhaka regional office, here we talked with some of expert and experienced officials and collect information about planning process in Unilever Bangladesh through sharing their experience. We communicate with Unilever Bangladesh Ltd. HR department in Dhaka and able to collect some valuable information as well as we gathered information through internet Unilever Bangladesh Ltd. official web-site. Moreover we got some confidential information which is not possible to disclose publicly, so those data and information had to be ignored for this report.

1.5. Limitations of the Study

We are lucky enough to get a chance to prepare a report on “Strategic planning of Unilever.” We tried heart & soul to prepare a well-informed report. But unfortunately we faced some difficulties when preparing this report. We tried to overcome the difficulties. In spite of trying our level best, some difficulties that hamper our schedule report work:

1.5.1 Shortage of time:

Within a short time, we need to prepare some other courses’ reports for in this session.

For this reason, we could not get a fluent time schedule for the report.

1.5.2 Limitation of related with the organization:

The employees of Unilever Bangladesh Limited were too busy of there work. For this, they did not sufficient time to fulfill our queries and some of them neglected us to support.

1.5.3 Difficulty in collecting data:

Many employers of the organization were not well known about all information that we asked them. Many of them also hesitated to answer the questions. These things hampered the information collection.

1.5.4 Confidential data:

We got some confidential data which is not possible to disclose publicly, so those data and information had to be ignored for this report.

1.6. Methods

For making any report most of the data should be taken that reflect actual situation. For our report we have collected various types of primary and secondary data. In a disciplined way we can say that the report input were collected from two sources-

1.6.1 Primary sources:

Face to face conversation with the employees in Khulna regional office and share their own experience in getting job.

1.6.2 Secondary sources:

• Unilever Bangladesh Ltd. official web-site
• Annual Reports iii. Prospectus iv. Brochures

2.1. Background:  

Unilever is a British-Dutch multinational corporation that owns many of the world’s consumer product brands in foods, beverages, cleaning agents and personal care products.

Unilever is a dual-listed company consisting of Unilever N.V. in Rotterdam, Netherlands and Unilever PLC in London, United Kingdom. This arrangement is similar to those of Reed Elsevier and Royal Dutch Shell prior to their unified structures. Both Unilever companies have the same directors and effectively operate as a single business. The current non-executive Chairman of Unilever N.V. and PLC is Michael Treschow while Paul Polman is Group Chief Executive.

Unilever’s main international competitors include Nestlé and Procter & Gamble. They also face competition in local markets or product ranges from companies such as ConAgra, Danone, General Mills, Henkel, Mars, Inc., Pepsico, Reckitt Benckiser,and S. C. Johnson & Son.

2.2. Behind the Unilever:

Unilever was created in 1930 by the amalgamation of the operations of British soap maker Lever Brothers and Dutch margarine producer Margarine Unie , a merger as palm oil was a major raw material for both margarines and soaps and could be imported more efficiently in larger quantities.

In the 1930s the Unilever business grew and new ventures were launched in Latin America. In 1972 Unilever purchased A&W Restaurants’ Canadian division but sold its shares through a management buyout to former A&W Food Services of Canada CEO Jefferson J. Mooney in July 1996. By 1980 soap and edible fats contributed just 40% of profits, compared with an original 90%. In 1984 the company bought the brand Brooke Bond (maker of PG Tips tea).

In 1987 Unilever strengthened its position in the world skin care market by acquiring Chesebrough-Ponds, the maker of Ragú, Pond’s, Aqua-Net, Cutex Nail Polish, and Vaseline. In 1989 Unilever bought Calvin Klein Cosmetics, Fabergé, and Elizabeth Arden, but the latter was later sold (in 2000) to FFI Fragrances.

In 1996 Unilever purchased Helene Curtis Industries, giving the company “a powerful new presence in the United States shampoo and deodorant market”. The purchase brought Unilever the Suave and Finesse hair-care product brands and Degree deodorant brand.

In 2000 the company absorbed the American business Best Foods, strengthening its presence in North America and extending its portfolio of foods brands. In April 2000 it bought both Ben & Jerry’s and Slim Fast.

The company is multinational with operating companies and factories on every continent (except Antarctica) and research laboratories at Colworth and Port Sunlight in England; Vlaardingen in the Netherlands; Trumbull, Connecticut, and Englewood Cliffs, New Jersey in the United States; Bangalore in India (see also Hindustan Unilever Limited); and Shanghai in China.

The US division carried the Lever Brothers name until the 1990s, when it adopted that of the parent company. The American unit has headquarters in New Jersey, and no longer maintains a presence at Lever House, the iconic skyscraper on Park Avenue in New York City.

The company is said to promote sustainability and started a sustainable agriculture programme in 1998. In May 2007 it became the first tea company to commit to sourcing all its tea in a sustainable manner, employing the Rainforest Alliance, an international environmental NGO, to certify its tea estates in East Africa, as well as third-party suppliers in Africa and other parts of the world. It declared its aim to have all Lipton Yellow Label and PG Tips tea bags sold in Western Europe certified by 2010, followed by all Lipton tea bags globally by 2015.

Covalence, an ethical reputation ranking agency, placed Unilever at the top of its ranking based on positive versus negative news coverage for 2007.

In 2008 Unilever was honoured at the 59th Annual Technology & Engineering Emmy Awards for “Outstanding Achievement in Advanced Media Technology for Creation and Distribution of Interactive Commercial Advertising Delivered Through Digital Set Top Boxes” for its program Axe: Boost Your ESP.

On September 25, 2009, Unilever to acquire the personal care business of Sara Lee. Leading brands such as Radox, Badedas and Duschdas strengthen category leadership in Skin Cleansing and Deodorants

On August 9, 2010, Unilever signed an asset purchase agreement with the Norwegian dairy group TINE, to acquire the activities of Diplom-Is in Denmark, as of 30 September 2010.

On September 24, 2010, Unilever announced that it has entered into a definitive agreement to sell its consumer tomato products business in Brazil to Cargill

On September 27, 2010, Unilever purchased Alberto-Culver, the maker of personal care and household products such as Simple, VO5, Nexxus, TRESemmé, and Mrs. Dash for $US3.7 billion.

On September 28, 2010, Unilever and EVGA announced that they have signed an agreement under which Unilever will acquire EVGA’s ice cream brands (amongst others, Scandal, Variete and Karabola) and distribution network in Greece, for an undisclosed amount.

On March 23 2011: Unilever announced that it has entered a binding agreement to sell the global Sanex business to Colgate-Palmolive for €672m. Unilever also announced that it has entered into a binding agreement to acquire Colgate-Palmolive’s laundry detergent brands (Fab, Lavomatic and Vel) in Colombia for US$215m

2.3. Organizational structure:

3.0. Strategic planning of Unilever

3.1. Corporate planning:

The Unilever Credit Union will be the preferred financial services provider for the majority of Unilever North American employees and their families

• b. Mission:

The Unilever Credit Union will become the preferred provider by: (1) Offering a full range of cost effective financial services (2) Delivering personalized, customer focused service (3) Leveraging its unique position within Unilever NA to drive membership

• c . Strategic business unit (SBU):

Unilever has three types of brands, like

• Home care brands
• Personal care brands
• Food brands
• d . Mission Statement:

Unilever’s mission is to add Vitality to life. Unilever meets everyday needs for nutrition; hygiene and personal care with brands that help people feel good, look good and get more out of life.

Unilever operates their business with a view to:

 We work to create a better future every day.

 We help people feel good, look good and get more out of life with brands and services that are good for them and good for others.

 We will inspire people to take small, everyday actions that can add up to a big difference for the world.

 We will develop new ways of doing business with the aim of doubling the size of our company while reducing our environmental impact.

A new vision:

In November 2009 we launched a new vision to double the size of our business while reducing our overall environmental impact across our entire value chain. The commitment presents Unilever with a major challenge. The reduction we are talking about is an absolute one. It incorporates all our impacts right across the value chain ± from the sourcing of our raw materials through to consumer use and disposal of  our products. In short, we intend to decouple growth from environmental impact

=> Star Products:

High growth rate & high market share

=> Cash Cow products :

Low growth rate & high market share

• Lipton Taaza
• Lifebuoy soap

=> Question Marks products

High growth rate & low market share

• Wheel Power White
• Wheel lemon Power
• Fair & lovely

=> Dog Products:

Low growth rate & low market share

• Lifebuoy shampoo

3.2. Departments in Unilever:

During my visit at Unilever office I come to know that there are following departments are currently working:

=> Research and development

=> Information technology

=> Human Resource

=> Supply Chain

=> Marketing

=> Customer development

=> Business to Business

=> Finance Department

Research and development

This department brings ideas to improve and introduce their brands as well.

Information technology:

The managers of this department find the new technologies available and use this technology to drive competitive advantage.

Human Resource department:

Managers of this dept use to drive the employees in a disciplined manner to achieve organizational goal. Here the also motivate the employees to the fullest possible extent.

Customer development:

Building relationship with customer and maintain the relation is important job for any organization that and is done by the managers of this departments. This department also tries to find needs and wants of the customers.

Supply chain department:

After production how products should be distributed to the supplier- wholesalers, retailer or what would be the chain of supply of the products from production till sales to the final consumer is totally operated by this department.

Marketing department:

Managers of Marketing department tries to create values of their brands to the customer by taking various steps like- promotion, advertisement, free distribution and so on.

Finance department:

The vital role is played by finance department This department develop plans for their financial activities and also prepare the budget for the coming fiscal year

3.3. Business planning:

SWOT analysis:

• a. Strengths => Largest organizations => Advanced technology => well skilled professionals’ => Good distribution network all over world => Unilever provided creative strategies => Strong marketing and good image creation => Wide distribution channels in both national and internal markets => Decentralized decision-making => High market share => Strong management teams => Efficient HRM department => Strong reputation => Global innovation centers => Understanding local culture

=> Competitors offered better alternative product

=> Dual co-chair approach and dual company structure create problems => Lack of high volume brands => Slow sales growth compared with the competitors. => Low cash flow => Focus on short term strategy => High cost of restructuring => Hard to manage and control company structure

=> High cost limit promotions in company

• Opportunities

=> Rural areas are a large prospective market => Employing external job applicants => Gain high market share => Introducing new distribution channel => Advertising through e-commerce => Promote its products in new geographic areas => Customer base is increasing with effective marketing

=> Take advantage of the changes of technology => Increase cash flow => Gain scale of economies => Decrease its labor cost => Maintaining good relationship => Population expanding at a rapid rate

=> Current capacity utilization is 80%

=> Product innovation is ineffective

=> The high competition for market share increases rapidly

=> Changes of people’s lifestyle

=> Political and Economic factors

=> Increasing social awareness in society => Unfavorable conditions => Company’s image destroyed => Acquisition decision

3.4. Product planning:

3.4.1. Strategic business unit (SBU):

• 1 . Home care brands:

=> Surf Excel Surf excel is the highest selling premium washing powder in Bangladesh. Over the last twenty years it has anticipated the changing washing needs of the Bangladeshi homemaker and constantly upgraded itself.

Surf excel is a champion of unleashing human potential. Consequently, it believes that children learn best when left to discover things on their own. For any consequential stains there is Surf excel. And because it takes only one minute for children to get dirty, Surf excel now removes tough stains like ink & shoe polish within one minute.

=> Vim Bar

The highly popular Vim Bar challenge campaign created quite a hype in households all over the country. Housewives were challenged that they have never before experienced such a quick and efficient cleaning effect on their kitchen utensils with any other product! The Vim Bar, a revolutionary innovation for household products, brought together tradition and technology and came up with a dishwash in soap form.  The Vim Bar is a powerful grease cutter that removes tough burnt marks easily.  It is also suitable for all types of dishes and offers easy cleaning with a pleasing lemon fragrance.

=> Wheel

A dominant market leader in the detergent segment, Wheel Washing Powder is known for its great cleaning ability with minimum effort. The new formulation of Wheel Washing Powder is enhanced with the fragrance of thousand flowers as well as the power of lemon, thus not only removing the tough dirt in your cloth, but also leaving clothes smelling of a thousand flowers well after washing. The convenience provided by Wheel Washing Powder has relieved many housewives from the laborious laundry process of the traditional Ball Soaps.

• Personal care brands:
• Lux Strawberry and Cream: Every woman wants to be indulged! Use Lux Strawberry and Cream to fill your skin smooth and silky. Lovingly created with a sumptuous mix of luscious strawberries and moisturizing cream extracts that leaves your skin soft.
• Lux Peach and Cream: No women can resist the pleasure of being pampered. Use Lux Peach and Cream, lovingly created with the blend of juicy peach and moisturizing cream extracts, for a velvety, soft skin. Just gorgeous!
• Aqua Sparkle: Wake up to a body that looks fresh and full of life. Lux Aqua Sparkle, with refreshing mineral salts and seaweed extracts, is the best kept secret to help renew your skin from bored to full of life! There won’t be dull days!

=> Pond’s

In 1886 it was relaunched as Pond’s Extract and in 1914 Pond’s Cold Cream and Vanishing Cream marked the brand’s evolution to a beauty icon. By the mid-1920s it was reflecting this positioning with endorsements by society beauties. Its stylish image was underpinned by guarantees of product delivery and an understanding of women’s beauty routines and needs.

In 1955 Pond’s Extract Company merged with Chesebrough Manufacturing and in 1987 Unilever purchased Chesebrough-Pond’s. By this time the Pond’s brand had built up a powerful international presence.

Pond’s Daily Face Wash

Even the best soaps are alkaline, which while cleansing your face, dries and stretches your skin, resulting in premature wrinkles and lines. Pond’s Daily Face Wash is 100% soap-free, thus non-alkaline. Its Active Cleansing System deep cleans without drying. Your face retains its natural moisture and looks noticeably radiant.

Pond’s Vanishing Cream An innovation from Pond’s Institute, Pond’s Vanishing Cream reduces excess oil from your skin through a two-way action:

• It’s unique Oil Control System helps regulate oil secretion
• It’s unique Micro Sponges absorb excess oil

Pond’s Nourishing Facial Scrub

Pond’s Nourishing Facial Scrub brings you the promise of clean skin that feels softer and nourished. Its Skin Exfoliating and Revitalizing System contains two kinds of microbeads. The white Scrubbing Beads help to deep cleanse gently, removing dead skin cells, thus preventing blackheads and pimples. The orange Nourishing Beads with vitamin C help to nourish the skin. Its pH-balanced cleanser formula deep cleans without destroying the moisture balance of the skin.

Pond’s Moisturising Cold Cream Feel the difference from the very first time you use it. It provides:

• Vital Beauty Oils which penetrate deep to provide complete nourishment
• Natural Moisturising Factors which help retain essential moisture to prevent dry lines

Pond’s Dreamflower Talcum Powder

A whole new world of freshness and fragrance to give you a confident start

Pond’s Moisturising Body Lotion Pond’s Moisturising Body Lotion is a light non-greasy lotion that gives you silky smooth skin. Its formulation is enriched with moisturisers and vitamin E that with regular use:

• Softens your skin from within
• Gives your skin a silky smooth feel

=> Close up

Close up was launched as a gel toothpaste containing micro-whiteners and mouthwash in 1984, and fired the imagination of the population with its exciting advertising.

Seeing the success that Unilever Bangladesh had with low unit price packs in other categories, a sachet – more popularly called mini pack – met with astounding success and enabled millions of youth, who aspired for a modern trendy brand but were unable to afford one, to use the brand.

=> Fair & Lovely

World’s number 1 fairness cream now redefines the route to fairness with the new advanced Multivitamin Fairness and Nourishment formula. The cream gives total fairness in four weeks that rivals the best professional beauty treatment, but without bleach or harmful chemicals that can damage skin.

Different people have different skin types and that is why, Fair & Lovely has a range of variants to meet the different needs:

– Fair & Lovely Ayurvedic Fairness Cream

– Fair & Lovely Body Fairness Milk

     – Fair & Lovely Skin Clarity

     – Fair & Lovely Menz Active

Taaza: Taaza consistently delivers on its promise of freshness with the help of Unilever’s world-class buyers and blenders. Taaza is available as:

• Taaza Danedar — the classic Taaza blend that gives a sweet liquor with brilliant colour and aroma, a cup of tea filled with daylong freshness.
• Taaza Teabag — Taaza’s special double chamber flow-through teabag provides a cup of tea with exceptionalcolourand taste. Consumers now have the option to customize their own cup of tea, the way they like it — light, regular or strong.

The report has attempted to point out strategic planning process in Unilever Bangladesh. Though there is HR department in Unilever Bangladesh Dhaka office. We face some little bit problem to collect the necessity information. We can get little information about planning process in Unilever Bangladesh. We have to communicate with Unilever Bangladesh head-office in Dhaka. After few refusals, at last we are able to collect information from Unilever Bangladesh HR department but it curtails our time duration to prepare a rich full report. We also take support by some secondary reports as well as internet and Unilever report publication. We have to ignore some confidential data.

4.2. Recommendations:

• They should encourage new products.
• Bring innovations in the existing products.
• They should conduct more surveys in order to know about customer satisfaction level.
• Easy access for communication should be provided in the rural areas.

Suggested Strategies:

• Market Development
• Market Penetration
• Product Development
• Restructuring
• Retrenchment
• Liquidation

Bibliography:

=> Marketing Management. (11 th Edition)

By: Philip Kotler

=> Unilever Dhaka office

=> www.unilever.com.bd

=> www.unilever.com

=> www.google.com

=> www.consumer.com

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Sustainability goes mainstream: Unilever Bangladesh shows the way

As the world becomes increasingly aware of the negative impacts of traditional business practices on the environment and society, corporations are reevaluating their purpose and goals. Gone are the days when the sole focus was on maximising profits at any cost. Today, companies are increasingly recognising the benefits of incorporating sustainability into their operations and strategies. A prime example of this is Unilever Bangladesh, a leader in the movement towards sustainable business practices. By placing sustainability at the core of the business, the company is not only doing its part to address pressing environmental and social issues, but it is also positioning itself for long-term success and building positive relationships with stakeholders.

"Our strategy is centered around making sustainable business practices the norm. We define it by our motto, 'Brands with purpose grow, companies with purpose last, and people with purpose thrive'," said Zaved Akhtar, CEO and Managing Director of Unilever Bangladesh at the CXO Summit 2022 that was held on December 3, 2022.

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Unilever Bangladesh has made significant progress in incorporating sustainability into all aspects of their value chain, as demonstrated by their commitment to achieving net zero carbon emissions by 2030, and collecting more plastic than they produce by 2025. The company has implemented various measures to reduce energy consumption and carbon emissions within its operations, as well as reducing water consumption (412 million litres since 2020) and waste generated from plastic. These efforts have resulted in the equivalent of planting 150,252 mature trees. In addition, Unilever Bangladesh has created a more carbon-neutral production zone, further demonstrating their commitment to sustainability.

Unilever Bangladesh partnered with the United Nations Development Programme (UNDP) and Narayanganj City Corporation and piloted a project called 'Plastic Waste Management: Building Circular Cities,' which aimed to create a plastic-neutral environment in Narayanganj City. The project focuses on finding a circular economic model for plastic waste, particularly in relation to flexible packaging and single-use plastics (SUP). To date, the initiative has collected approximately 482 tonnes of flexible plastic waste and SUP from homes and the environment in Narayanganj City. The project has also been expanded to Chattogram with a local NGO, Young Power in Social Action (YPSA), and in partnership with the Chattogram City Corporation. It is showing promising results in managing plastic waste in the port city.

According to Zaved, the project has been successful in educating households on how to manage plastic waste and create a sustainable ecosystem for its collection. The project has also explored various models for plastic collection, including household, waste picker, and community-based approaches.

"This year, our sustainability team will recover 40% of the plastic that we produce; next year, it will be 100%," he added while talking about the plastic footprint.

Zaved also believes that great brands are made by rooting them in a purpose, which is reflected in Unilever Bangladesh's Dove Self-Esteem Project (DSEP) in partnership with Plan International Bangladesh. The brand worked with teachers and parents apart from female students.

"I have learned to distinguish what to say and what not to say in front of my children. After all, they will learn from me," says Marufa Begum, a parent. Globally, Dove is working on this project to educate more than 50 million children about self-esteem by 2030, as they believe children who grow up with self-esteem can ensure a beautiful future.

Unilever Bangladesh has a number of notable projects in addition to the initiatives mentioned above. These include the Lifebuoy Friendship Hospital, a floating hospital on the banks of the Jamuna river that provides healthcare to marginalised communities in the char areas, and Domex's efforts to promote safe sanitation practices.

"Unilever Bangladesh has been educating people about the importance of handwashing for over a decade. According to an empirical study, handwashing was correlated with a reduction in diarrheal instances and child mortality below the age of five. We could see the positive impact of this practice," said Zaved Akhtar.

He added that Unilever Bangladesh is working on equipping more than a million youth with skills by 2030 and propelling this initiative across the education and business competition programmes.

"We believe that when sustainability is at the core of your business strategy, you can actually grow the business", says the CEO & MD of Unilever Bangladesh.

With the core principle, "What is good for Bangladesh has always been good for Unilever", the company strives to rebuild the world in a sustainable way. From ensuring eco-friendly business strategies to strengthening the building blocks of the nation- the youth, Unilever Bangladesh is pulling out all the stops to make Bangladesh better socially and environmentally.

চাপ সামলাতে হিমশিম খাচ্ছি: হৃদরোগ ইনস্টিটিউটের চিকিৎসক

চিকিৎসকরা জানান, এই ধরনের গরম আবহাওয়ায় রক্ত সঞ্চালনের জন্য হার্টের ওপর অতিরিক্ত চাপ পড়তে পারে। যার কারণে বুকে ব্যথা, শ্বাসকষ্ট, এমনকি কখনো কখনো হার্ট অ্যাটাক পর্যন্ত হতে পারে।

নিজেদের ব্যর্থতা গোপন করতেই কি বাংলাদেশ ব্যাংকে সাংবাদিক প্রবেশে নিষেধাজ্ঞা, প্রশ্ন টিআইবির

Home ›› 18 Oct 2021 ›› Corporate

LATEST NEWS

Unilever Bangladesh launches business case competition

With a view to developing leadership quality and analytical skills among the youth, Unilever Bangladesh Limited (UBL) has launched the 12th edition of its flagship business case competition ‘BizMaestros 2021 .’

The interested students are asked to register their business ideas for evaluation through the BizMaestros 2021 website -- bizmaestros.site -- that went live on Sunday, said a press release.

Marking the milestone of 11 glorious years in providing students with the thrill of real business, BizMaestros returns this year with the theme - “Navigating in the New Normal,” added the release.

Fast-moving consumer goods company UBL with the proposition of “Join the League of Future Leaders” promises to provide the youth with opportunities to develop and elevate themselves to become the leaders of tomorrow.

This year, UBL is expecting a direct engagement with over 600 students in the first round. Last year, more than 30 universities across the nation attended the competition where over 400 students in 145 teams participated in the first-round of BizMaestros 2020.

The first round will focus on the context of the new normal, highlighting significant shifts in the consumer landscape and how Unilever’s purpose-led brands can have dynamic way to connect consumer to drive sustainable business growth. Three-member teams hailing from the same university will submit their solutions.

Second round will be a live presentation assessment round, where 30 qualifying teams, selected from the first round, will present their individual solutions virtually to the judges. They will be aided with mentoring and learning sessions in this stage.

After the virtual two rounds are over, ‘BizMaestros 2021’ will conclude with a grand physical finale, where top six teams will compete each-other for the championship. They will have top corporate leaders of this age as their judges.

The panel of judges comprised of renowned business leaders will announce the name of ‘BizMaestros 2021’ champion and runner up teams officially.

The champions will have the opportunity to represent Bangladesh in the Unilever Future Leaders League (FLL 2022)– the global competition of Unilever that takes place in the UK every year where champion teams from across the world battle it out to win the global championship.

The champions will also get fast-tracked in the recruitment process for Unilever’s flagship Management Trainee programme, the Unilever Future Leaders Programme (UFLP).

The top three teams of the competition will also be provided with the opportunity to avail an internship programme under ULIP (Unilever Leadership Internship Programme).

Apart from the top 3 teams, those who qualify for the second round throughout the competition will be in the talent pipeline of future recruitment opportunities in Unilever Bangladesh.

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Unilever Bangladesh

Unilever's journey in the land of red and green spans six decades and tells the growth journey and success stories of 22 brands that have also contributed to positive impact across societies and the environment. From shaping the lives of its consumers through its brands to helping retailers grow, from producing generations of business leaders to introducing systems and processes that continue to inspire the industry, Unilever Bangladesh has left a strong imprint on the country and its people.

We are Unilever Bangladesh

• 60 years of sustainable business in Bangladesh
• 22 Brands in operation
• #1 Employer of Choice awarded 12 times since 2011
• 9/10 Bangladeshi homes use our brands & products everyday

Latest news

Unilever Bangladesh Wins the Bangladesh Sustainability Excellence Award

December 4, 2023

Unilever Bangladesh Limited (UBL), the country’s leading Fast-Moving Consumer Goods (FMCG) company, received the Bangladesh Sustainability Excellence Awards for its outstanding contribution in the Environment category. The accolade, presented by The Daily Star and CSR Window...

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BizMaestros 2023: Shaping Future Business Leaders for a Sustainable World

November 7, 2023

UBL, UK Government and EY to fund Plastic Circularity, Climate Innovation

November 2, 2023

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Date- 12th December Time- 05-06pm IST

From December 24th to 1st January , our offices will be closed and all employees will have the opportunity to take time off to rest, relax, and rejuvenate.

During this break, we encourage our employees to unplug from work, spend time with their loved ones, and engage in activities that nourish their mind, body, and spirit.

We believe that investing in the well-being of our employees is essential to their happiness and success. We are committed to providing a supportive and inclusive work environment where our team members can thrive and achieve their potential."

Unilever—A Case Study

This article considers key issues relating to the organization and performance of large multinational firms in the post-Second World War period. Although foreign direct investment is defined by ownership and control, in practice the nature of that "control" is far from straightforward. The issue of control is examined, as is the related question of the "stickiness" of knowledge within large international firms. The discussion draws on a case study of the Anglo-Dutch consumer goods manufacturer Unilever, which has been one of the largest direct investors in the United States in the twentieth century. After 1945 Unilever's once successful business in the United States began to decline, yet the parent company maintained an arms-length relationship with its U.S. affiliates, refusing to intervene in their management. Although Unilever "owned" large U.S. businesses, the question of whether it "controlled" them was more debatable.

Some of the central issues related to the organization and performance of multinationals after the Second World War can be illustrated by studying the case of Unilever in the United States. Since Unilever's creation in 1929 by a merger of British and Dutch soap and margarine companies, 1 it has ranked as one of Europe's, and the world's, largest consumer-goods companies. Its sales of $45,679 million in 2000 ranked it fifty-fourth by revenues in the Fortune 500 list of largest companies for that year.

A Complex Organization

Unilever was an organizational curiosity in that, since 1929, it has been headed by two separate British and Dutch companies—Unilever Ltd. (PLC after 1981), and Unilever N.V.—with different sets of shareholders but identical boards of directors. An "Equalization Agreement" provided that the two companies should at all times pay dividends of equivalent value in sterling and guilders. There were two head offices—in London and Rotterdam—and two chairmen. Until 1996 the "chief executive" role was performed by a three-person Special Committee consisting of the two chairmen and one other director.

Beneath the two parent companies a large number of operating companies were active in individual countries. They had many names, often reflecting predecessor firms or companies that had been acquired. Among them were Lever; Van den Bergh & Jurgens; Gibbs; Batchelors; Langnese; and Sunlicht. The name "Unilever" was not used in operating companies or in brand names. Lever Brothers and T. J. Lipton were the two postwar U.S. affiliates. These national operating companies were allocated to either Ltd./PLC or N.V. for historical or other reasons. Lever Brothers was transferred to N.V. in 1937, and until 1987 (when PLC was given a 25 percent shareholding) Unilever's business in the United States was wholly owned by N.V. Unilever's business, and, as a result, counted as part of Dutch foreign direct investment (FDI) in the country. Unilever and its Anglo-Dutch twin Royal Dutch Shell formed major elements in the historically large Dutch FDI in the United States. 2 However, the fact that all dividends were remitted to N.V. in the Netherlands did not mean that the head office in Rotterdam exclusively managed the U.S. affiliates. The Special Committee had both Dutch and British members, and directors and functional departments were based in both countries and had managerial responsibilities without regard for the formality of N.V. or Ltd./PLC ownership. Thus, while ownership lay in the Netherlands, managerial control was Anglo-Dutch.

The organizational complexity was compounded by Unilever's wide portfolio of products and by the changes in these products over time. Edible fats, such as margarine, and soap and detergents were the historical origins of Unilever's business, but decades of diversification resulted in other activities. By the 1950s, Unilever manufactured convenience foods, such as frozen foods and soup, ice cream, meat products, and tea and other drinks. It manufactured personal care products, including toothpaste, shampoo, hairsprays, and deodorants. The oils and fats business also led Unilever into specialty chemicals and animal feeds. In Europe, its food business spanned all stages of the industry, from fishing fleets to retail shops. Among its range of ancillary services were shipping, paper, packaging, plastics, and advertising and market research. Unilever also owned a trading company, called the United Africa Company, which began by importing and exporting into West Africa but, beginning in the 1950s, turned to investing heavily in local manufacturing, especially brewing and textiles. The United Africa Company employed around 70,000 people in the 1970s and was the largest modern business enterprise in West Africa. 3 Unilever's total employment was over 350,000 in the mid-1970s, or around seven times larger than that of Procter & Gamble (hereafter P&G), its main rival in the U.S. detergent and toothpaste markets.

A World-wide Investor

An early multinational investor, by the postwar decades Unilever possessed extensive manufacturing and trading businesses throughout Europe, North and South America, Africa, Asia, and Australia. Unilever was one of the oldest and largest foreign multinationals in the United States. William Lever, founder of the British predecessor of Unilever, first visited the United States in 1888 and by the turn of the century had three manufacturing plants in Cambridge, Massachusetts, Philadelphia, and Vicksburg, Mississippi. 4 The subsequent growth of the business, which was by no means linear, will be reviewed below, but it was always one of the largest foreign investors in the United States. In 1981, a ranking by sales revenues in Forbes put it in twelfth place. 5

Unilever's longevity as an inward investor provides an opportunity to explore in depth a puzzle about inward FDI in the United States. For a number of reasons, including its size, resources, free-market economy, and proclivity toward trade protectionism, the United States has always been a major host economy for foreign firms. It has certainly been the world's largest host since the 1970s, and probably was before 1914 also. 6 Given that most theories of the multinational enterprise suggest that foreign firms possess an "advantage" when they invest in a foreign market, it might be expected that they would earn higher returns than their domestic competitors. 7 This seems to be the general case, but perhaps not for the United States. Considerable anecdotal evidence exists that many foreign firms have experienced significant and sustained problems in the United States, though it is also possible to counter such reports with case studies of sustained success. 8

During the 1990s a series of aggregate studies using tax and other data pointed toward foreign firms earning lower financial returns than their domestic equivalents in the United States. 9 One explanation for this phenomenon might be transfer pricing, but this has proved hard to verify empirically. The industry mix is another possibility, but recent studies have suggested this is not a major factor. More significant influences appear to be market share position—in general, as a foreign owned firm's market share rose, the gap between its return on assets and those for United States—owned companies decreased—and age of the affiliate, with the return on assets of foreign firms rising with their degree of newness. 10 Related to the age effect, there is also the strong, but difficult to quantify, possibility that foreign firms experienced management problems because of idiosyncratic features of the U.S. economy, including not only its size but also the regulatory system and "business culture." The case of Unilever is instructive in investigating these matters, including the issue of whether managing in the United States was particularly hard, even for a company with experience in managing large-scale businesses in some of the world's more challenging political, economic, and financial locations, like Brazil, India, Nigeria, and Turkey.

The story of Unilever in the United States provides rich new empirical evidence on critical issues relating to the functioning of multinationals and their impact. — Geoffrey Jones

Finally, the story of Unilever in the United States provides rich new empirical evidence on critical issues relating to the functioning of multinationals and their impact. It raises the issue of what is meant by "control" within multinationals. Management and control are at the heart of definitions of multinationals and foreign direct investment (as opposed to portfolio investment), yet these are by no means straightforward concepts. A great deal of the theory of multinationals relates to the benefits—or otherwise—of controlling transactions within a firm rather than using market arrangements. In turn, transaction-cost theory postulates that intangibles like knowledge and information can often be transferred more efficiently and effectively within a firm than between independent firms. There are several reasons for this, including the fact that much knowledge is tacit. Indeed, it is well established that sharing technology and communicating knowledge within a firm are neither easy nor costless, though there have not been many empirical studies of such intrafirm transfers. 11 Orjan Sövell and Udo Zander have recently gone so far as to claim that multinationals are "not particularly well equipped to continuously transfer technological knowledge across national borders" and that their "contribution to the international diffusion of knowledge transfers has been overestimated. 12 This study of Unilever in the United States provides compelling new evidence on this issue.

Lever Brothers In The United States: Building And Losing Competitive Advantage

Lever Brothers, Unilever's first and major affiliate, was remarkably successful in interwar America. After a slow start, especially because of "the obstinate refusal of the American housewife to appreciate Sunlight Soap," Lever's main soap brand in the United Kingdom, the Lever Brothers business in the United States began to grow rapidly under a new president, Francis A. Countway, an American appointed in 1912. 13 Sales rose from $843,466 in 1913, to $12.5 million in 1920, to $18.9 million in 1925. Lever was the first to alert American consumers to the menace of "BO," "Undie Odor," and "Dishpan Hands," and to market the cures in the form of Lifebuoy and Lux Flakes. By the end of the 1930s sales exceeded $90 million, and in 1946 they reached $150 million.

By the interwar years soap had a firmly oligopolistic market structure in the United States. It formed part of the consumer chemicals industry, which sold branded and packaged goods supported by heavy advertising expenditure. In soap, there were also substantial throughput economies, which encouraged concentration. P&G was, to apply Alfred D. Chandler's terminology, "the first mover"; among the main followers were Colgate and Palmolive-Peet, which merged in 1928. Neither P&G nor Colgate Palmolive diversified greatly beyond soap, though P&G's research took it into cooking oils before 1914 and into shampoos in the 1930s. Lever made up the third member of the oligopoly. The three firms together controlled about 80 percent of the U.S. soap market in the 1930s. 14 By the interwar years, this oligopolistic rivalry was extended overseas. Colgate was an active foreign investor, while in 1930 P&G—previously confined to the United States and Canada—acquired a British soap business, which it proceeded to expand, seriously eroding Unilever's market share. 15

The soap and related markets in the United States had a number of characteristics. Although P&G had established a preponderant market share, shares were strongly contested. Entry, other than by acquisition, was already not really an option by the interwar years, so competition took the form of fierce rivalry between incumbent firms with a long experience of one another. During the 1920s and the first half of the 1930s, Lever made substantial progress against P&G. Lever's sales in the United States as a percentage of P&G's sales rose from 14.8 percent between 1924 and 1926 to reach almost 50 percent in 1933. In 1930 P&G suggested purchasing Lever in the United States as part of a world division of markets, but the offer was declined. 16 Lever's success peaked in the early 1930s. Using published figures, Lever estimated its profit as a percentage of capital employed at 26 percent between 1930 and 1932, compared with P&G's 12 percent.

Countway's greatest contribution was in marketing. During the war, Countway put Lever's resources behind Lux soapflakes, promoted as a fine soap that would not damage delicate fabrics just at a time when women's wear was shifting from cotton and lisle to silk and fine fabrics. The campaign featured a variety of tactics, including washing demonstrations at department stores. In 1919 Countway launched Rinso soap powder, coinciding with the advent of the washing machine. In the same year, Lever's agreement with a New York agent to sell its soap everywhere beyond New England was abandoned and a new sales organization was established. Finally, in the mid-1920s, Countway launched, against the advice of the British parent company, a white soap, called "Lux Toilet Soap." J. Walter Thompson was hired to develop a marketing and advertising campaign stressing the glamour of the new product, with very successful results. 17 Lever's share of the U.S. soap market rose from around 2 percent in the early 1920s to 8.5 percent in 1932. 18 Brands were built up by spending heavily on advertising. As a percentage of sales, advertising averaged 25 percent between 1921 and 1933, thereby funding a series of noteworthy campaigns conceived by J. Walter Thompson. This rate of spending was made possible by the low price of oils and fats in the decade and by plowing back profits rather than remitting great dividends. By 1929 Unilever had received $12.2 million from its U.S. business since the time of its start, but thereafter the company reaped benefits, for between 1930 and 1950 cumulative dividends were $50 million. 19

Many foreign firms have experienced significant and sustained problems in the United States. — Geoffrey Jones

After 1933 Lever encountered tougher competition in soap from P&G, though Lever's share of the total U.S. soap market grew to 11 percent in 1938. P&G launched a line of synthetic detergents, including Dreft, in 1933, and came out with Drene, a liquid shampoo, in 1934 both were more effective than solid soap in areas of hard water. However, such products had "teething problems," and their impact on the U.S. market was limited until the war. Countway challenged P&G in another area by entering branded shortening in 1936 with Spry. This also was launched with a massive marketing campaign to attack P&G's Crisco shortening, which had been on sale since 1912. 20 The attack began with a nationwide giveaway of one-pound cans, and the result was "impressive." 21 By 1939 Spry's sales had reached 75 percent of Crisco's, but the resulting price war meant that Lever made no profit on the product until 1941. Lever's sales in general reached as high as 43 percent of P&G's during the early 1940s, and the company further diversified with the purchase of the toothpaste company Pepsodent in 1944. Expansion into margarine followed with the purchase of a Chicago firm in 1948.

The postwar years proved very disappointing for Lever Brothers, for a number of partly related reasons. Countway, on his retirement in 1946, was replaced by the president of Pepsodent, the thirty-four-year-old Charles Luckman, who was credited with the "discovery" of Bob Hope in 1937 when the comedian was used for an advertisement. Countway was a classic "one man band," whose skills in marketing were not matched by much interest in organization building. He never gave much thought to succession, but he liked Luckman. 22 This proved a misjudgment. With his appointment by President Truman to head a food program in Europe at the same time, Luckman became preoccupied with matters outside Lever for a significant portion of his term, though perhaps not to a sufficient degree. Convinced that Lever's management was too old and inbred, he dismissed about 15 percent of the work force soon after taking office, and he completed the transformation by moving the head office from Boston to New York, taking only around one-tenth of the existing executives with him. 23 The head office, constructed in Cambridge by Lever in 1938, was subsequently acquired by MIT and became the Sloan Building.

Luckman's move, which was supported by a firm of management consultants, the Fry Organization of Business Management Experts, was justified on the grounds that the building in Cambridge was not large enough, that it would be easier to find the right personnel in New York, and that Lever would benefit by being closer to the large advertising agencies in the city. 24 There were also rumors that Luckman, who was Jewish, was uncomfortable with what he perceived as widespread anti-Semitism in Boston at that time. The cost of building the New York Park Avenue headquarters, which became established as a "classic" of the new postwar skyscraper, rose steadily from $3.5 million to $6 million. Luckman had trained as an architect at the University of Illinois, and he was very involved in the design of the pioneering New York office.

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An Analysis of the Impact of Remuneration on Employee Motivation: A Case Study on Unilever, Bangladesh

The purpose of this study is to investigate the impact of remuneration on employee motivation. Today, business world is too much competitive. Therefore, all the business organization ensures best employees for getting competitive position. This study mainly focuses on Unilever because it is the biggest multinational corporation of Bangladesh. The researchers evaluate here how remuneration impact on employee's motivation in the context of Unilever, Bangladesh. Hence, it also identified that which remuneration factor influences the employee's desire level. This study also evaluates the relationship between remuneration and motivation. The qualitative research method is used for data collections and researchers used secondary sources of data for review in the systematic manner. The researcher also used the case study methods for understanding the unclear situation of Unilever.

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