Outpacing the market. Frank Braeken Group Vice President China, Hong Kong and Taiwan. Morgan Stanley Investor Field Trip Beijing 12 March 2008
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1 Unilever Accelerating China change Outpacing the market Frank Braeken Group Vice President China, Hong Kong and Taiwan Morgan Stanley Investor Field Trip Beijing 12 March 2008
2 Unilever China: the context The opportunity The challenges and our responses The outcome
3 Unilever China: the context The opportunity The challenges and our responses The outcome
4 Local roots with global scale Local roots Global scale
5 Unilever s strategic priorities Personal Care Developing & Emerging Markets (D&E) Vitality
6 D&E: a major driver of Unilever s growth D&E underlying sales growth c. 8% p.a. since early 1990s % 2004 Sales % 2007 Sales Other developed 3% Other developed 3% North America 23% D&E 36% North America 21% D&E 44% Western Europe 38% Western Europe 32%
7 D&E growth is profitable 2007 Operating margin before RDIs* Unilever average Developed D&E D&E excl. Russia & China *Restructuring, Disposals, One-off Items
8 Unilever s local roots Our heritage and local expertise mean that D&E is in our DNA Understanding of the local consumer Brands and products across a wide range of income levels Critical mass on the ground Corporate reputation with local stakeholders and talent pool Local roots
9 Unilever and China - A long history Lever Brothers entered China in 1923 Unilever returned to China in 1986
10 Investing to win in China Priority status: 5 year growth plan One Unilever organisation New leadership team Increased innovation capability in Shanghai (+100 FTEs) Step-up in marketing investment Priority allocation of talent
11 Doubling the China business in 3 years Unilever sales in China US$ 1 bn US$ 0.5 bn
12 Unilever China by Category Oral 12% Savoury 12% Dressings 3% Hair 19% Spreads 1% Tea 5% Ice Cream 10% Skin 16% Laundry 22% Based on 2007 turnover
13 Unilever China: the context The opportunity The challenges and our responses The outcome
14 The size of the prize Market size US$ bn bn +0.3bn +0.1bn +0.6bn +0.4bn 2007* 2010# +0.1bn Ice cream Tea Savoury Fabric cleaning Oral Personal wash Face Hair * Source: AC Nielsen # Source: Unilever estimates
15 HPC market still consolidating Skin cleansing Hair Oral Fabric cleaning Unilever Global competitors Local competitors Others Face care Source: AC Nielsen
16 The race is still open - Brand loyalty Q. If you were buying from your usual store and the brand is not available, would you? Soft drinks Ice cream Biscuits Shampoo Detergent Snacks Look for the same brand but choose something different. Buy the same brand at another store Buy an alternative brand Wait until it was available Cigarettes Instant noodles
17 Unilever China: the context The opportunity The challenges and our responses - Understanding the Chinese consumer - Connecting with the Chinese consumer - Sustainable expansion of distribution - Building a world class supply chain - Managing complexity - War for talent The outcome
18 Case study - Clear anti-dandruff Unmet consumer need 70 % of Chinese have dandruff concerns Professional AD shampoos account for only 18% of the market 40 % of users are not satisfied with the current offering AD needs are same cross gender. There is no AD brand speaking to me in my language. Key success factors Integrated support plan Superior product performance Sharp brand position Deep consumer understanding Source: Retail Audit Data
19 Clear brand activation Airport Billboard Bus body Launch conference Metro Office LCD Bus shelter Symposium Magazine Advertising Promotion Road-show Sampling ISA Flagship store wrap up
20 Clear - Market progress % Value market share Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Share in handler Total share Weighted distribution: 43% 51% 53% 55% Source: Retail Audit Data
21 Case study Knorr convenient thick soup Consumer insights: 99.9% of all soup consumption in China is in-home Knorr Thick Soup Treasure produces the taste and nutrition of thick soup in instant soup time.
22 Challenge Connect with the Chinese consumer Highly complex media environment segmented nationally, provincially and locally (660 discrete markets) Top 10 TV stations account for 30% of national audience 4 MUNICIPALITIES 23 PROVINCES 2 ADMIN REGIONS 5 AUTON. ZONES 259 CITIES 400 COUNTY CITIES 660+ DIFFERENT MARKETS NATIONAL APPROACH PROVINCIAL APPROACH LOCAL APPROACH Fact File TV Penetration 96% TV Stations 302 Satellite TV Channels 94 Cable TV Channels 663 Cable Subscribers 128m Source: ACNielsen Media Monitoring
23 Response Micromarketing Channels G eo gr ap hy The Heat cube Prioritisation across geography, category and channel Category 4
24 Micromarketing Laundry OMO Competitor HLJ HLJ XJ XZ QH GS CD SC YN NM NX SX SaX HeN HuB CQ HuN GuZ GX GD JL LN BJ TJ SD JS AH ZJ JX FJ SH TW XJ XZ QH GS CD SC YN NM JL BJ LN NX HeB TJ S SD X SaX HeN JS HuB AH SH CQ ZJ HuN JX FJ GuZ GX GD TW HN High SOV: >30% Medium SOV: 20-30% Low SOV < 20% HN Source: A.C. Nielsen / CSM 2006
25 Zhonghua Zhonghua Crest Crest HLJ JL LN SD HN GX YN XZ XJ QH CQ HuN GuZ JX AH HeN SX SaX GS NM TJ HeB NX JS SH FJ GD SC BJ ZJ TW CD HuB HLJ JL LN SD HN GX YN XZ XJ QH CQ HuN GuZ JX AH HeN SX SaX GS NM TJ HeB NX JS SH FJ GD SC BJ ZJ TW CD HuB HLJ JL LN SD HN GX YN XZ XJ QH CQ HuN GuZ JX AH HeN SX SaX GS NM TJ HeB NX JS SH FJ GD SC BJ ZJ TW CD HuB HLJ JL LN SD HN GX YN XZ XJ QH CQ HuN GuZ JX AH HeN SX SaX GS NM TJ HeB NX JS SH FJ GD SC BJ ZJ TW CD HuB Zhonghua Micromarketing Oral Competitor High SOV: >30% Medium SOV: 20-30% Low SOV < 20% Source: A.C. Nielsen / CSM 2006
26 Micromarketing Lux body wash in South China Opportunity Guang Dong Province is the largest shower gel market Objectives Grow turnover +50% Increase market share >6% Expansion plan Increase share of voice Expand media footprint Continuous promotion schemes to drive consumer uptake Increase in-store visibility
27 Outcome In 200 stores 110% increase in uptake 60% sales growth 8% market share * *Source: AC Nielsen
28 Challenge Sustainable expansion of distribution Sustainability Balance trade push and consumer pull Scale sufficient to make distribution viable Strength of relationship with route to market partners Capability build
29 Response Implementing best practice distribution model 2 nd Scale up st Scale up WORLD 2007 OPTIMIZED COVERAGE STABILIZED CONTROLLED DISTRIBUTION ENHANCED OPERATIONS CLASS UNILEVER FIELD CAPABILITY
30 Challenge Building a world class supply chain Manufacturing locations Inner Mongolia Heilongjiang Jilin Xinjiang Liaoning Beijing Hebei Tianjin Qinghai Ningxia Shanxi Shandong Xizang Gansu Sichuan Shaanxi Chongqing Henan Hubei Jiangsu Shanghai Anhui Zhejiang Guizhou Hunan Jiangxi Fujian Closed since 1997 Yunnan Guangxi Guangdong Current manufacturing location Hainan
31 Conversion cost reduction Laundry Powder Conversion Cost per Ton Personal Wash Liquids Conversion Cost per Ton Y00 Y02 Y04 Y06 Y08 Est 15 Y00 Y02 Y04 Y06 Y08 Est.
32 Challenge Managing complexity From (1997) To (2007) 10 joint ventures 1 wholly owned business 13 business units 29 senior executives 1 operating unit for Foods, Ice Cream and HPC Simplified management structure led by 12 senior executives
33 Challenge War for talent 17% 15% Employee turnover rate FMCG 14.9% 13% All industries 13.9% 11% 9% Unilever 10.2% 7% 5% Source: Hewitt Salary survey 2006
34 Response A rewarding Vitality environment Correct leadership objectives Developing Asian leaders Simplification De-layering Stimulating environment
35 Unilever China: the context The opportunity The challenges and our responses The outcome
36 The outcome A Unilever growth engine with sustainable 20% growth momentum
37 Accelerating change Unilever China Outpacing the market Mumbai 14 th November 2007
Accelerating change. Unilever China. Outpacing the market. Safe harbour statement. Mumbai 14 th November 2007 Mumbai 15 th November 2007
Unilever China Accelerating change Outpacing the market Frank Braeken Group Vice President China, Hong Kong and Taiwan Mumbai 14 th November 2007 Mumbai 15 th November 2007 Safe harbour statement This
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