Think global act focal
Annual review of the global top 50 FMCG giants (2008)
Tuesday 03 June 2008Report
Global suppliers are focussing on their billionaire brands and reaping the rewards in spite of the economy.
There’s not much you can do with olive oil. At least that was the rationale behind Unilever’s decision to offload its Bertolli olive oil business to Grupo SOS in a £500m sale last month.
Bertolli is one of the world’s leading olive oil brands, yet Unilever says there is little scope for innovation and development around the range – unlike the brand’s sauces, spreads and frozen meals, which the supplier intends to keep.
In the past eight years Unilever has reduced its portfolio of brand names from 1,600 to 400. Divesting itself of the olive oil interest was just another step in an ongoing journey to refocus on its core business. It’s a strategy that means Unilever’s 12 leading ‘billionaire brands’ which include the likes of Knorr, Surf, Dove and Hellmann’s, now account for more than 60% of its turnover.
Read Publication
Suggested Reading
Are you up to speed with Due Diligence 2.0?
In an environment of high deal valuations and plentiful dry powder, investors need to work harder than ever to track down the best assets and set themselves up to make a strong investment
Big pie bigger bite
A bigger bite is what every FMCG company should attempt to get of the growing pie of demand this year. But not all firms will achieve that
Building a brand Chinese can trust
In a market where fakes, pricing scandals and food safety are big issues, trust is the most important criterion for customers in choosing their favourite retail brands
Cause for celebration?
To their relief, most retailers pulled off a good Christmas after a fraught year. As the festive trading season nears its end, Lisa Berwin examines the key findings from OC&C’s Christmas Trading Index
Defining the battlefield
In essence retail is simple; sell goods that customers want and find a way to make money doing it. This straightforward truth leads retail managers to believe that retail is only about operational execution