Unilever 2013 Annual Report Download - page 13

OUR
BRANDS
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INNOVATION +
MARKETING
INVESTMENT
PROFITABLE
VOLUME
GROWTH
COST
LEVERAGE +
EFFICIENCY
Turnover
€18.1 BILLION
2012: €18.1 billion
Underlying
sales growth
7.3%
2012: 10.0%
Core operating
margin
17.8%
2012: 17.0%‡
Our brands make a difference. They
succeed when we create high-quality
products which make a connection with
people’s lives and needs, bringing a
promise to the consumer and driving
sustainable, profitable growth. A stream
of innovations is helping us create ‘brands
with purpose’. We aim to grow our
business and improve our margins by
building on our brands’ strength –
especially our 14 €1 billion brands,
where our impact can be greatest.
BUILDIN BRAND EQUITIES
Behnd every brand should be a unque
nsght nto the purpose t wll serve n
the lfe of the person who buys t We buld
brand equty by ensurng not only that
our brands have a purpose, but also that
t s clearly understood, and valued,
by our consumers
BRANDS WITH PURPOSE
Whether t s Lfebuoy or Domestos helpng
to prevent the spread of darrhoea and
other serous dseases Becel mprovng
heart health remndng parents that ‘drt
s good’ for ther chld’s development and
gvng them the best laundry detergents
lke Omo to clean up afterwards gvng
people the confdence to get more out of
lfe through our Personal are brands or
provdng delcous food and refreshments
made wth more and more sustanably-
sourced ngredents – our brands make a
dfference
PRODUTS THAT DELIVER MORE
By combnng human nsght wth
technologcal nnovaton we fnd new ways
to connect wth consumers In February
2013, for example, we launched a radcal
new compressed aerosol deodorant for
women from Dove, Sure and Vaselne
n the UK The new cans are half the
sze and use half the propellant of ther
predecessors, whle lastng ust as long and
delverng the same excellent protecton
Not only does ths reducton n packagng
and materal delver envronmental benefts
– ncludng an overall carbon footprnt
reducton of an average of 25% per can
– but the format was an mmedate success
More than 9 mllon cans have been sold
snce launch, representng a 96% share of
the female antpersprant aerosol market
Another Personal are nnovaton,
Vaselne Spray & o mosturser, features
a contnuous-spray system whch delvers
a targeted applcaton easly and evenly
across the body In developng a formulaton
whch was thn enough to be sprayed but
contaned the rght balance of mostursng
ngredents, we were workng on the
nsght that people wanted mostursers
whch could be appled rapdly and dd not
need to be rubbed n Snce ts launch, n
North Amerca alone Vaselne Spray & o
has added more than 25 mllon turnover
to the Vaselne brand
INNOVATIN TO FIND NEW HANNELS
Innovaton can also buld the equty of
brands by brngng establshed products to
consumers through novel channels For
example, Lpton ntroduced new hot and
ced-tea varetes for the Keurg K-up
brewng system – by sales value, the leadng
sngle cup coffee and tea dspenser n the
US The nnovaton, combned wth a
campagn that ncludes reachng 25 mllon
consumers through Twtter, has seen Lpton
gan over 10% of the tea capsules market
Unlever Annual Report and Accounts 201310 Strategc report
OUR
BRANDS
OUR ATEORIES
PERSONAL ARE