Unilever 2010 Annual Report Download - page 14

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Unilever Annual Report and Accounts 2010 11
“ Meeting our growth ambition requires us to stick
toourstrategy. This is set out in ‘the Compass’, which
is based on winning infour key areas.” Paul Polman
Our Compass strategy
Savoury, Dressings and Spreads
Ice Cream and Beverages
Personal Care
Home Care
Report of the Directors About Unilever
Share of growth in 2010
Underlying volume growth in 2010 was
underpinned by strong growth across our
categories and regions, but particularly in
Personal Care and the emerging markets.
Developed
Share of growth: 17%
Emerging
Share of growth: 83%
Where we will win
Growth priorities
Our aim is to win share and grow volume
profitably across our categories and countries.
We have a strong portfolio of leading brands
and market positions. Our outstanding
presence in the emerging markets leaves us
well positioned to win where much of the
world’s future growth will be. We will also
grow in the developed world which is almost
50% ofthe business. €4.6 billion of acquisitions
have been announced since 2009. These
underpin our determination to have scale and
grow inEurope and the US as we accelerate
growthin the emerging markets.
How we will win
Winning with brands and innovation
Brands and innovation are at the heart of our business model. We aim
to offer a broad portfolio that appeals to consumers with different
needs and budgets. Unilever brands must also offer superior product
quality and be supported by excellent marketing. Our innovation
programme is focused on being ‘bigger, better and faster’. This means
using technology to create bigger, better innovation platforms that
arethen rolled out rapidly to multiple markets.
For more go to page 12
Winning in the market place
New markets are our biggest opportunity for growth. We can achieve
this by being best-in-class at market development. When working
withour customers, the challenge is to grow the size of the categories
in which we operate. In a fast changing world, this requires flexibility
inour approach to different channels and responsiveness todifferent
customer strategies. To sustain winning relationships and to enable
growth, we need to be consistently brilliant at customer service and
in-store execution.
For more go to page 14
Winning through continuous improvement
Winning in consumer goods requires a continuous improvement
philosophy – a little better every day. Our goal is to be faster and
simpler and translate efficiency into more competitive costs. We are
prioritising speed and flexibility in the supply chain to deliver growth.
We are leveraging our scale more aggressively, especially in support
services. And we are working toget a better return on our advertising
and promotional expenditure – one of our most significant areas
ofcost.
For more go to page 16
Winning with people
We will only meet our growth ambition if we have the necessary talent
and organisation in place. Across the business we are conducting
reviews of people, skills and capabilities and are taking appropriate
action and investing for the future. We know that high employee
engagement and a performance culture are critical enablers of growth;
our goal is to be employer of choice in our key markets. We have
made necessary changes in our remuneration andworking practices
and are increasing investment in training and leadership development.
For more go to page 18