eQ2007-BoardPrez-06Mar08 (2)

Confidential&Proprietary•Copyright©2007TheNielsenCompanyProjectMilestoneeQPresentation-ATradeSatisfactionSurvey-March20082019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage2Agenda•CustomereQModel•UnileverOverallPerformance•StrategicImplications•ActionPlan2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage3Agenda•CustomereQModel•UnileverOverallPerformance•StrategicImplications•ActionPlan2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyBestSuppliereQ™ModelinChinaProductQualityServiceBuildingTradePartnerProfitabilityImageMarketing&TradeSupportBenchmarkCompetitionHPC:•P&G•Colgate•J&JFood:•MeiJi•Taitaile•WeiHaoMeiOrdering,Delivering&Billing2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage5eQIndex=OverallPerformanceConsiders(weighted)importanceonrelevantissues&ourperformance2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage6Whatareimportantfactorsinfluencingortradecustomers?2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage7FactorImportanceFactorImportance(1-100)FOOD2007Base:228;2009Base:17120406080100ProductQualityProfitabilityImageMarketingSupportServiceO&DPartnershipYear2005Year2007Non-FoodTradecustomersareputtingmoreemphasisontheProductQuality,ProfitabilityandServicesprovidedbysuppliers.+20%+20%+25%20406080100ProductQualityProfitabilityImageMarketingSupportServiceO&DPartnership+21%+21%+24%2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage8Agenda•CustomereQModel•UnileverOverallPerformance•StrategicImplications•ActionPlan2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage9Ref:Q7Base:Allrespondents(485)P&G,29J&J,2Colgate,3Nestle,3Unilever,46Taitaile,2Others,16Figuresinbracketreferstogain/lossvs2005(+14)(-17)(-2)(+2)(-5)(+1)OverallBestSupplier(BaseonKA&WS–ExcludeDT)Significantat95%C.I.Unileverisratedasbestsupplieramongall.ThisrecentgainisatexpenseofP&G.2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage10Notverysatisfied,8Notatallsatisfied,1Verysatisfied,48Somewhatsatisfied,30Absolutelysatisfied,13SatisfactionofrelationshipwithUnileverDistributorsandWholesalerareslightlymoresatisfiedwithUnileveringeneralthanKeyaccount.Ref:Q84Base:Allrespondents(485)KADTWSBase25218350Absolutelysatisfied8%17%16%Verysatisfied47%48%50%Somewhatsatisfied34%27%28%Notverysatisfied9%8%6%Notatallsatisfied2%1%0%2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage11CustomersatisfactionimprovedforbothUnileverHPC&FOODin2007.TheeQindexisalsohigherthantheNielsennorm.eQTMINDEXHPCFOODY05Y07Y05Y07OVERALL76787777KeyAccount77787877Distributors74797577Wholesaler7576----North77817381East73787379West77778074South76767774NielseneQIndexChinaNorm:74APNorm:74TheOveralleQTMIndex-TOTAL2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage12FOODleadsoveritscompetitors,whileP&GismarginallyaheadofHPCinnon-foodcategories.TheOveralleQTMIndex-COMPETITIONOVERALLeQTMINDEXHPCY05Y07UnileverHPC7678Competition7876-P&G8280-Colgate7574-J&J--75Base468403OVERALLeQTMINDEXFOODY05Y07UnileverFOOD7777Competition6868-MeiJi6869-TaiTaiLe7070-WeiHaoMei6665Base4684032019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage13PerformanceRatingsFactorRankingin2007Y05Y07GAPProductQuality8385+2%Profitability5351-2%Image7480+6%Service6774+7%Market&TradeSupport74740%BuildingPartnership6170+9%Ordering/Delivery/Billing6171+10%DriversPerformanceGapvs2005(Top-2-box)Significantat95%C.I.ShownsignificantimprovementonImage,Service,BuildingpartnershipaswellasO/D/B.Profitability,Service,Market&TradeSupportandBuildingPartnershipareareasUnileverreceivedimprovedperformancebutstillsign.roomforimprovement(performance80).2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage14Agenda•CustomereQModel•UnileverOverallPerformance•StrategicImplications•ActionPlan2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage15InternalStrategicResourceAllocation“Profitability”isidentifiedasthemostcriticalareaforimprovementWeightedBase:Unilever(2005=468)/(2007=403)CriticalNeedofImprovementStrengthSecondaryNeedofImprovementMaintenanceMaintenanceIMPORTANCELOWPERFORMANCE(weightedTop2Box)TOTALAVERAGELOWHIGHHIGHOpportunityforDifferentiationUnilever+5%-5%Marketing&TradeSupportService(FOOD)BuildingPartnershipOrdering/Delivery/BillingProductQualityProfitabilityImageService(HPC)2019年7月31日星期三Confidential&ProprietaryCopyright©2007TheNielsenCompanyTopicofPresentationPage16StrategicResourceImplicationsComparedto2005,HPChasenhanceditscompetitivestrengthonProductQuality,ImageandMarket&TradeSupport.(FOODisingeneralintheleadingpositionthancompetition)WeightedBase:Unilever(465)/Competition(698)CriticalNeedofImprovementStre