How to create a homogeneous culture across boundaries?
Résumé du mémoire
We have decided to study the company Unilever for several reasons. Firstly, Unilever is a European company that is one of the biggest multinationals in the world. Secondly, as we have chosen to study the corporate culture of multinationals, Unilever presents a particular corporate culture. Indeed, as opposed to most of the other multinationals, Unilever presents values based on human relationships and local autonomy. Finally, we had the opportunity to get an interview with a Unilever executive called Stéphane Verhaeren. He is the Brand Manager for the Knorr Culinary Aids.
Sociability and solidarity: two dimensions, four cultures
Practical case: Unilever
Description of Unilever's culture
Harmonization of corporate culture in Unilever
Conclusion
Extraits du mémoire
[...] In the branded olive oil category they are a leader, the most important brand being Bertolli. They are the world's leading ice cream producer, with brands such as Algida and Wall's in Europe, and Ben & Jerry's in the United States. They are the largest seller of packet tea in the world through our Lipton and Brook Bonds band. They lead the home care market in much of the world, which includes cleaning and hygiene products. Many of their home care products are market leaders including Brilhante, Cif, Comfort, Domestos, Omo, Skip and Snuggle. [...]
[...] Soap and margarine were to remain at the heart of the Unilever's business. Unilever's historical development included a uniquely wide geographical spread. The firm's predecessors had been among the ?first' multinational firms, which, during the second half of the nineteenth century, had begun to build factories in foreign countries rather than merely export products to them. Indeed, in 1890, ?Lever Brothers? began to switch from exporting its soap to building factories in foreign markets. Factories were built in other European countries, in the richest markets of the British Empire such as Canada and Australia, and in the United States. [...]
[...] (censuré) fax . (censuré) e-mail . (censuré) Unilever a mis une procédure au point afin de rapporter les possibilités d'infractions au Code. Si vous pensez avoir découvert une infraction à l'un des principes du Code de Conduite des Affaires Unilever, nous vous encourageons à la rapporter. Une procédure existe dans toutes nos entreprises qui vous permet de dénoncer de telles infractions à votre chef hiérarchique ou au National HR Director (Peter Goethuys). Toute personne dénonçant une infraction est assurée de l'anonymat le plus total. [...]
[...] Different elements of Unilever's corporate culture could be traced to stereotypical views of either British or Dutch management. For example, the preference for meetings in which there is a search for consensus is a typical feature of Dutch management. The tendency to fix outcomes in corridors and rest rooms are a noted characteristic of British managers. The relationship between the British and the Dutch is undoubtedly assisted by cultural compatibilities. The two countries are geographical neighbours on either side of the North Sea, which share a common mercantile, seafaring and colonial heritage. [...]
[...] Concurrence Unilever croit en une concurrence forte mais loyale et soutient le développement d'une législation adaptée dans ce domaine. Unilever et ses salariés respecteront les principes d'une concurrence loyale et toutes les réglementations qui s'y rapportent. Intégrité Unilever n'effectue ou ne reçoit aucun paiement illégitime pour maintenir ou acquérir quelque avantage que ce soit, commercial ou financier. Les salariés ne peuvent ni offrir ni recevoir de cadeau ou paiement qui serait ou pourrait être assimilé à une forme de corruption. [...]
