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Essay / Research Paper Abstract
This 18 page paper looks at Unilever from a number of perspectives. The paper starts by looking at the divestment and acquisitions between 2003 – 2008. The second part of the paper considers the social responsibility report that is seen in the annual reports, what it says and undertakes a critique of the content and approach. The last part of the paper discusses the additional statements that are included in the financial reports and compares Unilever with Rio Tinto, looking at the Chairman's Statements and the financial highlights sections. The bibliography cites 33 sources.
Page Count:
18 pages (~225 words per page)
File: TS14_TEperunilever.rtf
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Unformatted sample text from the term paper:
is a large international company, there is Unilever N.V in the Netherlands and Unilever PLC in the England and Wales, these two parent companies operate together, along with other subsidiary
groups and companies, as a single entity, and the reports which are presented are the consolidated accounts for the entire company. The company which is diversified into two main
markets; foods and home and personal care, is in markets that have been showing growth. The firm is changing rapidly in a proactive and a reactive manner. Looking at different
aspects of the firm it is possible to appreciate that change. 2. Acquisitions and Divestments at Unilever In todays competitive environment it is essential that business remains focused on
their markets and are able to adapt and change as needed. This may include expansion as well as withdrawal from markets. Unilever has made some interesting decision over the last
five years. Looking at the last five financial years for which accounts are available1. Acquisitions and divestments are part of an ongoing strategy for Unilever, they will add to
their ranges when suitable opportunities arise and divest of firms or division that it is felt no longer offer value to the firm. The strategy that is seen is reflective
of the realization that the firm had become too diversified and that as well as economies of scope and scale it is also possible for a firm to try and
be active in too many markets with too many brands, so that no brands are maximized. The decision to rationalize the business
may have appeared to be a strategy that would loose a high level of sales due to the loss of the brands. The strategy was to limit the company to
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