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Photo: Sazzad Ibne Sayed "There's a definite shift in how brides are choosing dresses that promotes our local brands and at the same time promoting the work of the talented artisans who are involved in the production. I love the fact that my young clients are always looking for unique designs that truly complements them" said Sarah Karim, fashion designer and owner of Sarah Karim Couture.

Buoyed by the success of brands like Chantilly by Selina Nusrat, Sarah Karim Couture, Sahar Rahman, Zurhem by Mehruz Munir, Nuzat Nawar and more, it's now possible for the bride and the groom to enjoy having the perfect wedding attire, with some help of course! Saris that will give off the radiant vibe that you want on your wedding day, or the gown with a long flowing tail that will charm everyone present, or maybe you want to be involved right from scratch to customise every design and visual fundamentals for the wedding wear, you name it, and our local brands will provide it to you.

Even with our local industry making headway into the 'wedding fashion' scene, a lot still needs to be done. A penchant for Indian and Pakistani designer dresses still looms heavy while there's still a certain lack of interest from consumers to fully dive into the local bridal brands, add to that a lack of co-operation from local designers also plays its part. Photo: Sazzad Ibne Sayed Fashion designer, Nuzat Nawar had this interesting insight regarding the industry, saying, "I am educated in all aspects of designing like colours, lighting, visualisations and more.

So, this comes to me naturally and I want to work with my fellow designers more. Unilever's rich portfolio ensures quick and consistent sales, a fact that gives it a clear advantage over less diverse or less recognized players please see infographic above. The company nurtures close relationships not only with large retailers in the West and in China but also with small family shops and rural customers throughout Africa and Southeast Asia.

Unilever's approach to developing markets is in fact quite unique - according to Vijay Mahajan, a professor at the University of Texas, the company has the most ingrained 'rural DNA' among all the largest companies in the world. Unilever, so it goes, has a matchless 'ability to recognize the rural opportunity and to develop innovations to tap those markets along with their urban markets'. Unilever's deep entrenchment in the countryside - a mammoth market comprising about 3 billion people in Asia and in Africa - dramatically pushes up the costs for any competitor trying to establish a new foothold outside the more heavily urbanized areas.

Another key factor in Unilever's success is its deep know-how in managing through volatile scenarios. Such cultural understanding ensures that the best value-accretive decisions are taken regarding local consumers. Unilever's competitive advantages also stem from its highly efficient supply networks the firm occupies the top spot on Gartner's Supply Chain Top 25 and from its vast economies of procurement and scale.

Does Unilever operate within an attractive market? These markets are also typified by intense competition between global and regional players, and between manufacturers and retailers promoting their private label offerings. Unilever intends to increase sales mainly through volume growth, a sensible approach given both the deflationary environment being felt in Europe and the lingering pressure on margins in almost every other market where the firm participates.

This state of affairs will certainly continue to depress margins throughout the whole FMCG industry, making it harder for Unilever to achieve higher profitability in the medium-term. Unilever is becoming less and less competitive in this arena, a fact perfectly reflected in its latest and unusual actions which are no more than a symptomatic manifestation of weakness in its food businesses : for instance, Unilever has sued Hampton Creek over its Just Mayo brand a vegetable-based, mayonnaise-like spread , because this product is not 'exactly, precisely, only and simply mayonnaise' according to Unilever's lawyers.

President Harry Truman used to say that 'If you can't stand the heat, get out of the kitchen' and Unilever seems to be complying with his authoritative pronouncement - the company, having created a new Baking, Cooking and Spreads business as a stand-alone unit, is quite literally exiting the kitchen in a gradual and calculated manner.

Selling processed food in developed markets is a tough, saturated and 'hard-to-stand-out' business for any market participant. But western FMCG companies should also not underestimate their competition in emerging markets. Local players are quickly becoming as efficient and as aggressive as any multinational from North America or from Western Europe. These are not merely local or regional companies; Marico, for example, is already well established in the Middle East, in North Africa and in Southeast Asia.

The scattered nature of this market makes it prone to consolidation initiatives in which Unilever, in its quest for premiumization, will probably play an integral role. In addition to its premiumization initiatives, Unilever is also moving its portfolio into more profitable categories in the personal and home care spaces.

Moreover, most of Unilever's current woes are transient, not structural. Many emerging markets have been hit by geopolitical unrest or currency devaluations, and the slowdown of the Chinese economy also had a domino effect on the neighboring nations and on Latin American countries whose economies depend on the export of raw materials. However, an escalating GDP across most emerging market countries will continue to act as a strong tailwind for the personal care industry in years to come. Favored by its demography and economics, such countries really are the next frontier of expansion for the FMCG industry - and Unilever undoubtedly occupies an enviable and rather immovable position at the very top of the food chain in these emerging economies.

Is Unilever a diversified company, with multiple and complementary cash flow generators? Though not a conglomerate, Unilever is a very diversified company and perhaps too much so this firm sells a lot of different stuff, from consumer electronics to out-of-favor margarine.

Its current portfolio of more than different brands is divided into four categories: Personal Care; Foods; Home Care; and Refreshment. With a turnover of EUR Unilever created a new Prestige subcategory which is now heavily investing in premium personal care products that will further strengthen its offers. Foods is Unilever's second largest category. Having failed to turn it around over the past four years, Unilever will probably get rid of this legacy business in the near future.

On the other hand, many of the company's local food brands are growing at a fast clip, such as Maizena in Brazil and Kissan in India. In general, Unilever has also been quick in its response to shifting trends in food consumption: according to the company, its new and healthier products have been market share gainers both in Europe and in America, as exemplified by Knorr Mealmakers and Hellmann's with olive oil.

Nevertheless, mainstream packaged foods will probably see declining sales in the long run. Refreshment, Unilever's smaller category, registered a turnover of EUR This category is also being strongly subjected to premiumization. Spanning many distinct geographies and product lines, Unilever's multifaceted portfolio benefits both its operational and brand risk profiles. Such portfolio also ensures that no single broad category produces more than one-third of Unilever's operating cash flows.

Moreover, it provides 'optionality' and further opportunities to explore new growth runways. Is Unilever a dominant company within its markets? The company retains the global No 1 place in ice cream, tea, deodorants, mass skin care, food dressings, spreads, and savory products. Unilever is also the No 2 global player in laundry and daily hair care products. Household cleaning and oral care play second fiddle to Unilever's power brands but both categories still retain sizable strength in regional markets.

The company is especially dominant in ice cream, in deodorants and in tea the most consumed beverage in the world aside from plain water. Despite its ongoing afflictions in developed markets, Unilever is also particularly strong in food dressings and spreads. Worldwide, the global ice cream market is expected to grow at a CAGR of 4. Deodorant and antiperspirant products, a profitable segment, will grow even faster at a CAGR of 6. Most people in developing nations do not use any kind of deodorant on a daily basis - but they will if history is a lesson - and so Unilever will probably enjoy ample opportunities to explore in the years ahead.

Interestingly, deodorant is a product that benefits from a high degree of loyalty on the part of consumers, which tend to consistently choose a brand that delivers the intended results. Does Unilever have a clear runaway to grow and compound value over an extended time frame?

The company stands to benefit from its deep entrenchment in emerging markets and from the strategic shift into growing categories in the personal and household care segments. However, its upward trajectory will also suffer from a great amount of turbulence. Unilever's Growth Drivers Restructuring the Portfolio Unilever has been sharpening its portfolio strategy in order to increase its exposure to more profitable and faster-growing segments of the market.

According to FactSet, the main drivers of sales growth within the global consumer goods sector are household and personal care products; bolstered by ever increasing demand from the Asia-Pacific region, these two categories recorded a noteworthy year-over-growth of Image Source: FactSet It's no wonder then that Unilever is steadily shifting its focus towards these higher-margin offerings and away from mainstream packaged food ice cream, its largest and most vibrant product line, is the clear exception.

In personal care, the company intends to expand the competitive footprint of its 'power brands' such as Axe, Lux, and Dove , while further strengthening its premium offerings. Dove For Men and Dove Advanced Hair Series, which have been a resounding success since its introduction, are both fitting examples of this strategy.

The last few years have also seen some major product roll-outs, such as the launch of Lux in the Philippines - a huge market comprising million people - or the introduction of Zendium a premium toothpaste that employs enzymes to boost the mouth's natural defenses in Central and Eastern Europe, as well as in the Middle East. Taking into account that personal care is now Unilever's most value accretive category, such strategic repositioning should benefit both margins and organic growth - providing execution is faultless.

Unilever's Growth Drivers Premiumization Unilever has been shifting its focus to premium categories mainly in its Personal Care and Refreshments segments. Home Care was also subjected to premiumization, though not so much in relative terms.

Its portfolio mix is now substantially more tilted towards higher-margin products, a change that makes sense in light of the new trends in consumer behavior: shoppers are more eager to buy new higher-quality products and are also willing to pay up for better results and experiences. A premiumization strategy leverages the fact that many consumers, at all income brackets and across many geographies Europe and Latin America remain weak spots , are now in better financial shape than just a few years ago.

Premiumization in Personal Care Unilever acquired a host of niche premium brands for its prestige Personal Care segment with the purpose of expanding them to an aggregate billion-worth business. Although the company is still considering other acquisitions, its basic plan is to leverage innovation and consumer insights to drive sales, both in prestige and in the mass market segment.

With Dermalogica, Unilever acquired one of the world's top-selling professional skincare franchises. Dermalogica, which is sold in over 80 countries, is already well-established both online and at physical locations mainly in salons and specialized department stores. Unilever seems to be a fitting springboard for further expansion, and by adding to Dermalogica and Living Proof the previous trio of acquisitions, the company has in effect created the second largest personal care business in the world after France's L'Oreal.

On the whole, Unilever's strategy on this front appears promising. However, this plan comes with considerable perils: on the one hand, Unilever may be chasing growth at the wrong price and at the wrong tempo; on the other, there are in fact few synergisms between its legacy mass market channels and the new premium products.

Premiumization in Tea Despite the pervasiveness of private level, it seems that premiumization in tea has lifted off in much of the developed world. Tea, the archetype of a healthy beverage, lends itself particularly well to premiumization and consumers are now discovering and demanding new flavors and new types of tea, from matcha to oolong, and from 'dust' to 'leaf' teas. Unilever intends to ride this growing trend by extending the variety and exclusivity of its tea products, both at-home and in out-of-home consumption, and by escalating T2's geographic footprint.

Image Source: Statista T2, a high-end boutique retailer of premium teas, will spearhead the attack on the premiumization front. Kevin Havelock, Unilever's aptly named President for Refreshment, thinks " there's scope for a T2 in every major city globally", adding that " T2 is a fast growing premium tea business with great potential.

This will allow us to bring the benefits of scale and access to new markets to the T2 business and for both businesses to share tea category expertise". Such remarks clearly highlight Unilever's determination to maintain its prominent status as the most powerful player in the global tea market. However, the company is still over-reliant on mass products based on black and herbal teas. T2, which seems to be following Starbucks' blueprint for expansion, is seen as the most appropriate vehicle to introduce premium teas to a new cohort of consumers who were drawn to the beverage thanks to the perception of uniqueness surrounding it.

In fact, the company has ruled out leveraging the T2 acquisition by taking it into mass retailers. Premiumization in Ice Cream Unilever is determined to widen its dominance in the global ice cream market through innovation, increased out-of-home consumption, and premiumization. Here again, Unilever acquired its way to growth by buying small but successful firms with bright prospects for future expansion.

One of its latest acquisitions was GROM, an Italian brand of super premium artisanal gelatos produced with organic ingredients that cater to health-conscious and ethical-oriented clientele. Gourmet ice creams, sorbets, and Italian-style gelatos have been gaining popularity all across the developed world. The company is now building up new production facilities to keep up with demand.

For Unilever, premiumization not only feeds in to sprouting consumer trends driving up volume, it also provides the opportunity to greatly increase unit prices per scoop; being just another 'value product' for retailers, the mainstream ice cream market is characterized by low differentiation, high volumes and squeezed margins. Unilever wants to distance itself from this unpleasant scenario by increasing its sales mainly through out-of-home channels.

This is a very ambitious goal. Unilever's Growth Drivers Leveraging Networks in Emerging Markets Emerging markets are composed of two very distinct spheres: the urban sphere, where middle-class consumers are not very dissimilar to any other consumer in the developed world; and the equally huge rural sphere, where aspiring consumers have to wrestle with a series of challenges in order to get access to basic staples such as shampoo, soap or household cleaning products.

This rural sphere is, in fact, the next 'frontier market' - comprising well over 3 billion people, this is still a largely untapped opportunity for FMCG companies in search of sustained growth. It would be a mistake to assume that these people are all too poor to buy consumer products.

There's a middle class in the countryside, and it is on the rise. However, even relatively affluent consumers struggle with the long distances, the lack of infrastructure and the immature supply chains. Such underdeveloped environment acts as a powerful barrier to most FMCG companies - but not quite to Unilever. The company has a long tradition of developing ingenious measures to play along with the idiosyncrasies of each local marketplace.

This is only possible because Unilever is actually a fluid compilation of several local subsidiaries, each with its own particular approach to the market. Its current success in the countryside is largely due to an initiative that requires local managers to live for a month in a village in order to get precious insights into the desires, difficulties, and wants of rural households. HUL, a quite resourceful firm, also broke new ground back in with its ' Project Shakti ', an initiative that trains local women to sell Unilever's products throughout rural India.

Ten years later, HUL's project was further developed to include 'Shakti' men typically, the relatives of Shakti women that distribute Unilever's products mainly on bicycles. As of today, this pioneering initiative already has about For Unilever, the project provides access to many rural consumers that the company couldn't reach before, and it also generates a valuable source of income for everyone involved.

In places like rural India or Bangladesh, it is vital that companies make direct contact with their potential consumers. Among many others, Unilever has also tailored its approach to the Pakistani, Vietnamese, Bangladeshi, Egyptian, Philippine and Thai markets. For instance, in the Philippines - a country where myriad small shops are still prevalent - Unilever is enlisting many of the larger private stores to serve as middle-level distributors; in Pakistan, the company is training women as hairdressers and cosmetologists that rely on Unilever's products to produce a steadfast source of income; in Egypt, Unilever recruited pharmacists, and their pharmacies, to sell products like Dove soaps; and, in the many countries where it obtains raw materials, Unilever has trained thousands of farmers in sustainable farming practices who are now working as favored partners.

The company is preparing the integration of about Of course, these enormous armadas of close associates are also doubling-up as loyal customers. However, many would-be customers in emerging markets are unable, or unwilling, to buy products that are viewed as too expensive. Unilever's response to this problem was to segment its offers and also to create small, single-use items that can be bought on a week-by-week or month-by-month basis.

In laundry, for example, Unilever sells Wheel for the poorest and Surf Excel for the richest, while Rin is sold to the emerging middle class. Furthermore, Unilever as been especially good at 'reverse engineering' its products in order to flood the market with personal care products - the company starts with the price consumers are willing to pay, and then it figures out how to sell the product for a profit.

In countries like India, the Philippines, and Indonesia, the bulk of its sales are generated by small, one-use packets of shampoo, for instance that cost only a few cents. This is a very successful concept but impossible to implement in developed countries that allowed Unilever to absolutely dominate the market for consumer goods like shampoos and deodorants. As investors, we should not get carried away with blind enthusiasm.

However, concerning emerging markets and their immense latent potential , it is not easy to find a better-positioned company than Unilever. The company is already growing from an almost insurmountable base with proven cultural knowledge and market development models that will, most probably, generate sustained growth for many years to come.

Unilever's Growth Drivers Expanding Into Growing Mass Market Categories Unilever is seeking to offset declining growth in some mass market product lines by expanding into newer growth categories. Examples of this strategy are the acquisition of Dollar Shave Club, a mail-order razor company, and the acquisition of Seventh Generation, a personal and household care product manufacturer with green credentials.

With Seventh Generation - which uses recycled packaging and natural substances on their goods - Unilever wants to increase its presence in the market for products that appeal to the ecologically-conscious consumer. Even though this is still a niche category, the acquisition makes strategic sense because it offers premiumization opportunities, a better corporate image, and potential growth in the low double-digits range.

Up until now none of the larger manufacturers has rolled out green-focused cleaning products, and so there is a vast white space to fill both in the US and abroad. Another burgeoning category is men's grooming, and no product appeals more to a man than a shiny new, easy-on-the-skin razor blade. According to Bloomberg "Global sales of men's grooming products like face creams, eye rollers, and exfoliating scrubs are expected to grow 3 percent annually through " with e-commerce being a key driver of sales.

Image Source: Bloomberg The USD 1 billion acquisition of Dollar Shave Club implied a very rich multiple five times revenues but will provide Unilever a strong presence in the promising business-to-consumer channel. Dollar Shave Club turned on its head the traditional 'razorblade model' by offering subscription services that sell blades for a few dollars per month, including shipping and handling.

Connected, experience-driven millennials are unwilling to pay for the premium-priced, complicated shaving contraptions sold by Schick and Gillette and, by lowering prices and offering convenience coupled with smart tongue-in-cheek marketing , Dollar Shave Club has indeed managed to build a very strong 'millennial' brand in just a few years.

Image Source: Bloomberg Unilever plans to expand this brand beyond the US and scale its direct-to-consumer subscription model to include lotions, after shave, and other high-margin products. But risks abound. Image Source: Bloomberg Unilever's Growth Drivers Aligning Brands with Principles At first glance, doing good business and doing good for the planet are two irreconcilable attainments.

Unilever, however, begs to disagree and it is now betting on its Sustainable Living Plan USLP to spur sustained and sustainable growth. This grand plan aims to broaden the positive social contributions of the company, reduce its ecological footprint, and greatly increase profitability and sales.

It is not entirely clear how the company will achieve such hefty goals. For now, the Anglo-Dutch titan, as one of the largest food producers in the world, is committed to source all its agricultural raw materials sustainably by the end of the decade, halve its environmental impact, and help people improve their health and wellbeing with a focus on specific demographics in emerging markets, like women and children - Lifebuoy soap, for instance, has championed the importance of hand-washing in order to prevent gastrointestinal diseases in poor countries changing the hand-washing behavior of new mothers, birth attendants, and toddlers can have a major impact on reducing deaths amongst children under five ; Dove, on the other hand, is being employed as a vehicle to improve the self-esteem of young women struggling with their body type or facial looks.

Such initiatives can certainly create positive long-term outcomes, such as improve corporate reputation, raise brand-awareness, increase employee satisfaction and attract top talent. But more immediate and tangible benefits arise from improved cost-saving measures, and from a more efficient use of water, materials, and energy.

In partnership with other organizations, Unilever has also enabled around Unilever has also developed best-selling products that use a smaller amount of resources. An example is Omo, a laundry product that only needs a single rinse to achieve its purpose. Is the USLP plan working as it should? But that's exactly what has been happening in the Asia-Pacific region, where Unilever is now a major seller of air and water purification devices. The acquisitions of Qinyuan and Pureit water purifiers, as well as the acquisition of Sweden-based Blueair in , reflects Unilever's latest growth strategy of reducing exposure to low-growth brands in favor of greater investments in higher-growth products with strong social and environmental credentials.

Air purifier devices have seen impressive sales growth in the last few years and, according to Euromonitor, this category is " expected to rise at a promising 4. Such acquisition may be a bit surprising for unsuspecting investors - Unilever is known for its hair conditioners, not for air purifiers. Despite this, the company wishes to take advantage of the fact that both air and water pollution are worsening global problems.

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