塔斯马尼亚大学论文代写:联合利华

联合利华在洗衣粉领导地位[21]的市场份额为75%。Omo,密涅瓦和Campeiro排名1、2日和4日分别在市场份额方面(表7)。

东北洗衣粉市场的年增长率17%的速度增长[22]。

联合利华品牌洗衣粉是众所周知的,被巴西人。展览3所示,大多数巴西东北部有见过或试图联合利华的品牌之一。[23]97.2%的消费者购买每年至少一次。还表现出8提供信息,联合利华品牌有很高的品牌知名度,知识和1996年在东北渗透。

洗涤剂仍然联合利华巴西的摇钱树,为其他行业的增长提供燃料。

联合利华在东北面临一个大分配问题作为洗涤剂在货架上不存在大约75000[24]小门店。东北人不喜欢去沃尔玛或者家乐福等大型商场,联合利华使用出售其品牌但更喜欢去当地的小商店。

没有关注低收入段及其属性。

塔斯马尼亚大学论文代写:联合利华

Unilever had leadership position in the detergent powder with 75% [21] of market share. Omo, Minerva and Campeiro are ranked 1st, 2nd and 4th respectively in terms of market share (Exhibit 7).

Detergent powder market in North-east is growing at remarkable annual rate of 17% [22] .

Unilever brands in detergent powder are well known and perceived by Brazilians. As shown in Exhibit 3, most of Brazilians in North-east have either seen or have tried one of Unilever’s brands i.e. 97.2% [23] of consumer bought at least once per year. Also Exhibit 8 provides information that Unilever brands had high brand awareness, knowledge and penetration in NE in 1996.

Detergent remained the cash cow of Unilever Brazil, providing fuel for growth in other sectors.

Unilever were facing a big distribution issue in the North-east as its detergents are not present on shelves in approximately 75,000 [24] small outlets. Northeastern were not fond of going to big stores such as Wal-Mart or Carrefour where Unilever use to sell its brand but prefer going to small local stores.

No attention was paid to Low-income segment and its attributes.