Unilever, the global giant that has built some of the world's best-known consumer brands, is managing a period of huge organisational change. At its heart is a five-year plan called "Path to Growth," which includes a re-shaping of the brand portfolio to concentrate on core brands, significant improvements in supply chain and innovation, a closer consumer focus and the building of an agile, enterprising business culture. Unilever has also undertaken a substantial acquisition programme (including Ben & Jerry's Ice Cream, Slimfast and the much-publicised takeover of Bestfoods). Successfully integrating new companies and achieving the "Path to Growth" are vital to Unilever's future success - and sound communication is the prerequisite.
Over the last 12 months, Jack Morton Worldwide has worked closely with central teams in both London and Rotterdam to devise and deliver a series of global communication initiatives in support of Unilever's core business strategies. Among the key success factors: the London-based team's ability to engage Jack Morton sister offices in New York and Singapore to deliver consistent understanding of Unilever's brands and business goals across its worldwide sectors -- thus supporting this global client as a truly global communications company.
Among the initiatives already delivered:
Unilever Finance Conference, June 2000
In order to deliver "Path to Growth," the Unilever finance function realised it must develop a sharper and more agile strategy for the future. Jack Morton worked with the Finance Director's team in London to design and produce a two-day event for 250 top Unilever finance managers from around the world. Held in the UK, the event - which comprised a main plenary session, workshops, gala dinner and guest speaker - was designed around the core strategic goals of the new finance strategy. This allowed the audience not only to immerse themselves fully in what the strategy would...
Somewhat useless
Although this is a good piece of writing, I don't see how it can be useful to anyone.
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