LYCOS RETRIEVER 
Unilever: Markets
built 215 days ago
[T]he story of Unilever in the United States provides rich new empirical evidence on critical issues relating to the functioning of multinationals and their impact. It raises the issue of what is meant by "control" within multinationals. Management and control are at the heart of definitions of multinationals and foreign direct investment (as opposed to portfolio investment), yet these are by no means straightforward concepts. A great deal of the theory of multinationals relates to the benefits—or otherwise—of controlling transactions within a firm rather than using market arrangements. In turn, transaction-cost theory postulates that intangibles like knowledge and information can often be transferred more efficiently and effectively within a firm than between independent firms. There are several reasons for this, including the fact that much knowledge is tacit.
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The cuts are likely to be felt in the old markets of Europe, where Unilever has started to outsource bureaucratic head office functions such as IT and human resources. Unilever’s centre of gravity has shifted south and east, says Harish Manwani, head of Unilever for Asia and Africa. The move is not only in terms of markets but in ideas, where Unilever reckons it has an edge in its understanding of customers and what motivates them.
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In the past year, WildTangent has successfully worked with WPP agencies on gaming initiatives with key clients such as Novartis and Unilever. Going forward the two companies ... plan to collaborate on market development initiatives aimed at creating research driven standards for advertising in and around games.
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