Unilever 2012 Annual Report Download - page 20

Download and view the complete annual report

Please find page 20 of the 2012 Unilever annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 153

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130
  • 131
  • 132
  • 133
  • 134
  • 135
  • 136
  • 137
  • 138
  • 139
  • 140
  • 141
  • 142
  • 143
  • 144
  • 145
  • 146
  • 147
  • 148
  • 149
  • 150
  • 151
  • 152
  • 153

17
Unilever Annual Report and Accounts 2012 Report of the Directors About Unilever
ABOUT UNILEVER GOVERNANCE FINANCIAL STATEMENTS SHAREHOLDER INFORMATION
A PERFET WAY TO SHOP
Making our products easy for shoppers to find and
buy is at the heart of our ‘Perfect Stores’ programme
which went from strength to strength in 2012. How
do we do it? By translating the marketing knowledge
and expertise we’ve gained from building our brands
into improving the experience for shoppers in-store.
A better shopping experience leads to improved sales
growth, as shoppers purchase our products more
frequently. The programme has led us to develop
our understanding of what works in different channels
and store formats, and also encouraged us to develop
a range of new IT systems to facilitate measurement
of key parameters, that’s improving the way we do
business and helping us stand out from the competition.
DOVE FLIES INTO
THE PHILIPPINES
In 2012, the Dove hair
range was introduced
into the Philippines
as a premium haircare
brand. Its launch included
post-wash products like
conditioners and
treatments. Within six
months, the Dove hair
range had become the
number three brand
in the market and we
achieved our highest
share of the haircare
market for a decade.
WASH THOSE
ERMS RIHT OUT
OF MY HANDS
On 15 October 2012,
people in 42 countries
took part in Lifebuoy’s
fifth Global Handwashing
Day. Each year, over
200 million people hear
about it through the media.
We aim to change the
behaviour of 1 billion
people across Asia, Africa
and Latin America by 2015
and reduce diarrhoea and
respiratory disease.
OUR USTOMERS TO FIND OUT HOW WE WORK WITH CUSTOMERS SO OUR PRODUCTS REACH
SHOPPERS GO TO WWW.UNILEVER.COM/SUSTAINABLE-LIVING/CUSTOMERS-SUPPLIERS.
There are 2 bllon consumers who use
our products on any gven day and we
want to reach many more We do ths
by addressng dfferent consumer needs
wth relevant nnovatons at dfferent
prce ponts, rollng them out fast
across all markets, and ncreasng the
avalablty and vsblty of our products
through our growng ‘Perfect Stores’
programme At the heart of our ‘wnnng
n the market place’ strategy s a desre to
acheve growth n the most cost-effectve
and sustanable way
Reachng more consumers
Reachng more consumers
Market development is a key driver
of our growth and built around the
following approach:
• reaching up (encouraging more
affluent consumers to use our
premium brands);
• reaching down (offering value products
for consumers on lower incomes in
emerging and developed markets); and
• reaching wide (being first and fast to
take our brands into what we call ‘white
spaces’, namely new geographies like
Central Africa and Myanmar, emerging
consumer segments like male
grooming, and new channels like
e-commerce).
Premumsaton
By 2020, 1.8 billion more consumers,
mainly from emerging markets, will move
up the ladder and become more affluent.
Reaching up is therefore a critical growth
opportunity for us.
5 mllon
‘Perfect Stores’ across 75 markets
119 mllon
people reached with Lifebuoy
handwashing programmes since 2010
During 2012, we continued to focus on
building our premium portfolio across
categories to deliver growth and better
margins. For example, in January 2012,
we launched the Dove hair range in the
Philippines, and it became the market’s
number three brand in just six months.
Similarly, in May we launched the Clear
brand into the US, the largest haircare
market in the world, proof that we can
grow through premium brands in
developed markets too.
It’s not just in Personal Care that we are
driving premiumisation. Magnum, our
premium ice cream brand, is growing
faster than the category average and
became a €1 billion brand in 2012.
You can now buy Magnum in more than
40 countries, including the Philippines,
Pakistan and Thailand, following the 2012
roll-out of the brand in these countries.
Offerng affordable brands
There remain many less affluent
consumers in emerging markets who
can benefit from our affordable brands.
However, reaching down is not simply
about expanding into these markets;
it is also about offering affordable
products to shoppers struggling in tough
economic conditions across Europe and
the US. This year, for example, 46 million
people in the US used food stamps.
Unlever Annual Report and Accounts 2012