Unilever CEO on Pricing, Ben & Jerry's and Successor

Unilever CEO on Pricing, Ben & Jerry's and Successor

Assessment

Interactive Video

Business, Religious Studies, Other, Social Studies

University

Hard

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The transcript covers Unilever's recent earnings, highlighting a significant revenue milestone and strategic growth. It discusses the challenges of inflation and pricing strategies, emphasizing the company's efforts to balance cost pressures with consumer affordability. The reorganization from three to five business groups is noted as a key change aimed at enhancing efficiency. The role of board members, including Nelson Peltz, in driving strategic initiatives is discussed. The resolution of the Ben and Jerry's dispute is addressed, reaffirming Unilever's commitment to socially driven brands. Finally, the transcript touches on future leadership transitions and the focus on sustaining growth.

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10 questions

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1.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What milestone did Unilever achieve in its latest earnings report?

Crossing 80 billion in revenue

Crossing 70 billion in revenue

Crossing 60 billion in revenue

Crossing 50 billion in revenue

2.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Which area did Unilever invest more in to support growth?

Marketing and R&D

Supply Chain

Human Resources

Customer Service

3.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What was the percentage drop in Unilever's volume despite price increases?

1.5%

2.1%

3.0%

4.5%

4.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

How much of the input cost inflation did Unilever pass through last year?

90%

50%

60%

75%

5.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What is Unilever's current view on input cost pressure?

It is increasing

It is stable

It is decreasing

It is unpredictable

6.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What is Unilever's approach to balancing price and volume?

Prioritize volume over price

Prioritize price over volume

Ignore both factors

Balance both carefully

7.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What strategic change did Unilever implement in its organization?

From five to three business groups

From three to five business groups

From six to four business groups

From four to six business groups

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