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MARKETING STRATEGY
MKT 5004
Assignment One
TABLE OF CONTENTS
1 EXECUTIVE SUMMARY ………………………… 3
2 INTRODUCTION ………………………… 4
2.1 An Overview of the Malaysian Industry ………………………… 4
2.2 The Global Furniture Hub in Asia ………………………… 5
2.3 Current Major Market Player of Office Furniture in Malaysia … 6
2.4 Beau Poise Office Concepts Sdn Bhd ………………………... 7
9 RESOURCES ………………………… 23
10 APPENDIX I ……………………….... 27
11 APPENDIX II …………………………. 29
13 APPENDIX IV ………………………… 31
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14 APPENDIX V ………………………… 32
EXECUTIVE SUMMARY
No matter who you are, or where in the world you are, the chances are that our products
are a familiar part of your daily routine. Every day, around the world, people reach for
Unilever products.
Our brands are trusted everywhere and, by listening to the people who buy them, we've
grown into one of the world's most successful consumer goods companies. In fact, 150
Look in your fridge, or on the bathroom shelf, and you're bound to see one of our well-
known brands. We create, market and distribute the products that people choose to feed
their families and keep themselves and their homes clean and fresh.
People's lives are changing fast. As the way we all live and work evolves, our needs and
tastes change too. At Unilever we aim to help people in their daily lives. So we keep
developing new products, improving tried and tested brands and promoting better, more
We have a portfolio of brands that are popular across the globe - as well as regional
products and local varieties of famous-name goods. This diversity comes from two of our
key strengths:
• Strong roots in local markets and first-hand knowledge of the local culture.
everywhere.
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Focusing on performance and productivity, we encourage our people to develop new
ideas and put fresh approaches into practice. Hand in hand with this is a strong sense of
terms; how we achieve results is important too. We work hard to conduct our business
Source: http://www.unilever.com/ourcompany/aboutunilever/introducingunilever /
2. INTRODUCTION
In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for
Sunlight Soap – his revolutionary new product that helped popularise cleanliness and
hygiene in Victorian England. It was 'to make cleanliness commonplace; to lessen work
for women; to foster health and contribute to personal attractiveness, that life may be
more enjoyable and rewarding for the people who use our products'.
This was long before the phrase 'Corporate Mission' had been invented, but these ideas
have stayed at the heart of our business. Even if their language - and the notion of only
In a history that now crosses three centuries, Unilever's success has been influenced by
the major events of the day – economic boom, depression, world wars, changing
consumer lifestyles and advances in technology. And throughout we've created products
that help people get more out of life – cutting the time spent on household chores,
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improving nutrition, enabling people to enjoy food and take care of their homes, their
Source: http://www.unilever.com/ourcompany/aboutunilever/history/default.asp
Mission
Applies to the corporate and business unit levels By understanding its business, an
organization can take steps to define its mission, A statement of the organization’s scope,
I. Markets,
II. Products,
III. Technology
IV. Values.
Source: http://www-rohan.sdsu.edu/~renglish/370/notes/chapt02/
Vision
"To be the leading provider of goods and services all over the wold with satisfied
Source:http://www.unilever.com/ourcompany/aboutunilever/history/default.asp
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Ben Cohen and Jerry Greenfield were grade school classmates on Long Island. In 1978
they headed to Vermont and eventually started Ben & Jerry's–a company that produces
dozens of flavors of ice cream, ice milk, and yogurt. Some of their early products and
flavors: Rainforest Crunch, Peace Pops, and Chocolate Cookie Dough ice cream.
They and their website have a creative, funky approach to business–linked to a genuine
concern for social causes. In fact, Ben & Jerry's contributes 7.5 percent of its pretax
profits to charity. But by the late 1990s Ben and Jerry concluded the company’s sales
were flattening and it needed additional financial resources to grow. So in 2000, Ben &
Jerry’s agreed to be acquired by Unilever, a huge multinational. Ben & Jerry’s would
operate separately from Unilever’s current ice cream business to preserve the company’s
legendary concern for the environment and social responsibility, and both cofounders
continuously revisit both marketing and corporate strategies, as Ben and Jerry have had to
do.
Source: http://www-rohan.sdsu.edu/~renglish/370/notes/chapt02/
Knowing where the organization is at the present time enables managers to set a direction
for the firm and start to allocate resources to move in that direction. Two techniques to
aid in these decisions are (1) portfolio analysis and (2) market-product analysis
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The Portfolio of Businesses - BCG Analysis
Characteristics of SBU's
Distinct mission Specific target market Control their resources Their own competitors
Source:http://www-rohan.sdsu.edu/~renglish/370/notes/chapt02/
Business Portfolio Analysis uses quantified performance measures and growth targets to
analyze a firm’s business units (called or (SBUs by BCG) as though they were a
collection of separate investments. This analysis has also been applied at the product line
Source:http://www-rohan.sdsu.edu/~renglish/370/notes/chapt02/
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Stars Question marks or problem
children
But may not generate enough cash Low share of high-growth markets
. Market,
Growth.
Source: http://www-rohan.sdsu.edu/~renglish/370/notes/chapt02/
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STRENGTHS:
Requires firm to forecast which SBUs will be cash producers and which will be cash
Source: http://www-rohan.sdsu.edu/~renglish/370/notes/chapt02/
WEAKNESSES
Other important factors are missing from this analysis, such as possible synergies among
the SBUs when they use the same sales force or research and development facilities.
Hard to motivate people in an SBU labeled a dog or cash cow that is unlikely to get new
Source:http://www-rohan.sdsu.edu/~renglish/370/notes/chapt02/
Source: http://www-rohan.sdsu.edu/~renglish/370/notes/chapt02/
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Involves taking stock of where the firm or product has been recently, Where it is now,
and Where it is headed in light of The organization’s plans The external factors andtrends
affecting it. An exhaustive study of the four areas in Step 1 of the planning phase:
Identifying trends in the firm’s industry. Analyzing the firm’s competitors. Assessing the
Source: http://www-rohan.sdsu.edu/~renglish/370/notes/chapt02/
SWOT ANALYSIS
identify the critical factors affecting the firm build on vital strengths, correct glaring
Michael Porter is a leading authority on competitive strategy and the competitiveness and
economic development. His two seminal books ‘Competitive Strategy: Techniques for
In them, he describes a concept that has become known as the ‘Five Forces Model’. This
addressed.
Two things determine a company's profitability - the industry in which it competes and
its strategic position in the industry. Some industries have inherently low profit potential
while others are highly profitable. The most profitable companies have a strong
competitive position in a highly profitable industry. The poorest companies have weak
• Buyers'/customers' power
• Suppliers' power
Source: www.strategy4u.com
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Product differentiation
Buyers’ volume
Supplier power
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Supplier concentration
Product differentiation
Diversity of competitors
Exit barriers
Strategic stakes
Threat of new entrants
Barriers to entry
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Economies of scale
Product differentiation
Capital requirements
Government policies
Incumbants’ defence of market share
Industry growth rate
Threat of substitute products
Relative price of substitute
Source:www.manyworlds.com
A recent report by the accountants Grant Thornton International claims that over one
third of European businesses have not yet begun to upgrade their systems to be euro
compliant. With the deadline fast approaching, Finance Line spoke to members of
Unilever's treasury to find out how they are preparing and how the euro will affect their
business. & quantify you traveled around the world you would find homes across all
continents where people used Unilever products. In fact in many countries it would be
hard to find homes without Unilever products. & quota; So says the Unilever marketing
material. The company has operations on all continents, hundreds of subsidiaries and
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thousands of suppliers. So what exactly does the introduction of the euro mean for the
Source:http://www.trema.com/solutions/
Unilever started its project to prepare for the euro nearly three years ago. The
and a higher workload than many other companies are facing. The treasury employs over
30 people and is involved in nearly all market activities - foreign exchange, interest rate
management, cash management, investments and funding. Unilever has two parent
companies, Unilever NV and PLC, of which NV will immediately adopt the euro for
Treasury operations. Consequently all Treasury transactions will use the euro as the base
currency. Unilever NV will also net payments in euro. Unilever PLC will continue to use
sterling. Gerard Tuinenburg, Treasury manager back and middle office for Unilever,
says, & quot;We act as an in house bank for our European subsidiaries and the euro
presents many opportunities and challenges. At the end of last year we started addressing
our cash management requirements. From a basic cash management perspective many of
our tasks will be much easier. For each subsidiary we will only need to have one euro
Source: http://www.trema.com/solutions/
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From a payments perspective Unilever is not requiring third parties to invoice in euros
but internal invoices will all be generated in the new currency. Unilever is consulting all
of its third parties and encouraging them to use euro but not stipulating that they must.
Tuinenburg continues, & quot;All the banks we deal with, including non participant
member state banks, want to see us using the euro & quota. Initially the treasury lacked a
seminars and generally raising the level of information in the department, key issues and
Tuinenburg points out that obviously much of the work is system related but stresses, &
quot;We have been working with Trema to ensure we have everything covered.
Essentially this has meant being involved with system planning, specification and
project although testing and training obviously takes longer. All our instruments will be
re-denominated as from 1 January 1999 & quota. Funding decisions will not be changed.
Unilever will issue commercial papers in euros unless there are differences in local
markets that present arbitrage possibilities. From an accounting perspective Unilever will
initially deal with two denominations, the guilder and the euro. From 1999, it will plan in
euro and as per 2000 the external reporting will change to euro
Source: http://www.trema.com/solutions/ .
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TRADING OPPORTUNITIES
Tuinenburg comments, & quot; From a liquidity perspective, a single currency will
obviously make things easier. Investment activities for instance will change as certain
instruments will become more prominent in euro, such as credit or asset backed notes. &
quota; & quot;We feel that 'euro land' is going to present many new, interesting
possibilities. As the financial market gets bigger, so it will become more efficient and
transparent. If we have the need to issue bonds or carry out a substantial financial
activity, whereas previously we may have looked to the US market, we will now have a
sizeable financial market on our doorstep. Of course, we may have to use local markets
and comply with local regulation as long as these are not yet harmonized, but we expect
the euro market will give us a depth compared to the US market. & quot;
Source: http://www.trema.com/solutions/
Anon Kamphuis, Treasurer Parent & Holding Companies, sees the creation of a large
new financial market as probably the main benefit presented by the euro. &
quot;Basically we are looking forward to the development of a large capital and money
market from which we can either withdraw or invest large amounts if necessary. The size,
liquidity and further deregulation of the market present the major opportunities. The ease
of settlements and the possible development of the new clearing systems will be
beneficial. There will also be opportunities for savings resulting from the elimination of
exchange rate differences and removal of exposures will make business decisions easier.
& quot; He continues, & quot; we also see a major risk. The euro market may come
under intense pressure from financial and political sources. We have to bear in mind that
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the European Central Bank may take some time to build up credibility. From a political
perspective the member countries all move at different paces and a common interest rate
may pose problems. There is an issue as to whether this common rate will work.
Ultimately I suppose the threat is that there is a breakdown of the new system. & quot;
Transition presents Unilever with a big workload. As 1999 approaches more information
is becoming available about conventions and regulations in the new market but there are
still many fundamental unanswered questions. Kamphuis gives an example, & quot;Will
Euro-Libor or Euribor become the benchmark standard? There has been a wealth of
information available to us but the difficulty has been to assess which is the right
information. Many of the answers are simply not known. The banks, for instance, can talk
conceptually about how it will be but they certainly can not show anything working yet.
Effective cross border payment mechanisms, for example, still have not been developed.
& quot; When asked to sum up the treasury's attitude towards the euro next year,
Tuinenburg is confident, & quot;In general, I could say that there might be a problem
with the length of the transition period. It may be too long, which could present problems
with rounding and conversion. But in general rearranging cash management across
Europe will make our lives easier. & quot; Tuinenburg and Kamphuis are confident that
Unilever will be adequately prepared, & quot; we put a lot of faith in our systems
Source: http://www.trema.com/solutions/
The Term Suite: is a versatile treasury & asset management suite that supports the
widest range of instruments and functions, in a single integrated, yet open and modular
and control, and easy compliance throughout the enterprise. The Trema Suite Version 7
includes a new instrument framework enabling faster instrument implementation and has
unique support for structured products helping borrowers to lower their funding cost. A
new global accounting support and parallel accounting framework facilitate the
Module (CLM) with dedicated features to manage the whole lifecycle of commercial
loans.
The Trema Suite™ can also be used by banks and financial service providers to provide
complete corporate treasury services to their customers on a secure, cost effective and
scalable platform.
Source: http://www.trema.com/solutions/
The Richmond Suite is an effective corporate treasury solution that is quick to install,
easy to use, maintain and yet delivers best practice in one cost effective package. It
accounting.
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The Richmond Suite can be deployed on the desktop or over the web and is available in
ASP mode. It comes with a powerful task scheduler which can automate, time, and
sequence many workflow processes, including the import or export of data to and from
other systems.
Source: http://www.trema.com/solutions/
Conclusion
With the interview conduction, it is affirmed that in Beau Poise, products were developed
in response to different segmented target market, for the designers and architects in terms
of pricing, function and flexibility with a comprehensive range of the system furniture. In
management and approaches are increasingly important and it is the key to the business
by providing excellent CRM with the support of PRM to gain market shares, attracting
and retaining profitable customers with the value of satisfaction of the customers.
Market-ing is the soul, not just one part of the body in any organization. Therefore,
List of Reference
web reference
1. http://www.unilever.com/ourcompany/aboutunilever/introducingunilever
2. http://www.unilever.com/ourcompany/aboutunilever/history/default.asp
3. http://www-rohan.sdsu.edu/~renglish/370/notes/chapt02/
4. www.strategy4u.com
5. www.manyworlds.com
6. http://www.trema.com/solutions/
Appendix I