Unilever Case Study Report

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Introduction
Unilever is the world’s third-largest multinational consumer goods company. It owns over 400 brands and focus on 14 brands with sales of over 1 billion euros. It provides its employee well-rounded benefits and various opportunities of learning and improving both personal career and personal life quality. However, Unilever is not the king of company that solely focuses on its business development; it shows great care to the society at the same time. In the PWC report of “Managing Tomorrow’s People”, Unilever has shown the sign of becoming a combination of “green world” and “blue world”.
Looking into the talent management methods Unilever are currently using, it is showing the evidence of going into blue century. It contributes great efforts to lock “potential” talent by initiating various kinds of campus activate such as internship opportunities, In house day at Unilever, Unilever Campus club and so forth. The effects of “building up cultural and professional skills” are geometric growth. The students will get easier access to more opportunities if he did well in one of them. Before they actually become an employee of Unilever, a series of interview and evaluation centers will be adopted to ensure the candidates’’ value is consistent with Unilever’s corporate culture. After joining Unilever, all kinds of employee benefits are provided: moving allowance, personal insurance, etc. Badminton courts, yoga classes are provided inside the company. The line between inside work and outside work is often blurred here at Unilever. Driven by the huge people cost in this future “blue world”, Unilever systematically evaluating every employee’s performance using many measuring tools, such as talent and organization readiness’ assessm...

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...rs while monitor the current using suppliers (Figure 4). Unilever could build up its brand name of advocating sustainable development, and as consumer are become more aware of environment issues, the brand name of being environment friendly would turn into its competitive advantage.
From a long term perspective, Unilever should try to streamline its management system, at the same time; there may be another program works as a fast track of delivering a product so Unilever won’t miss short trend of consumption. “A structured approach to decision-making could need to maintain a dual internal and external focus to prevent important opportunities and threats from being overlooked (Palisade, 2014).” The overall management efficiency should be measured by the length of design a new line of products to the official launch of the product to distribution channels.
Conclusion

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