How a binational troika manages the world's most multinational group
Article Abstract:
Kenneth Durham, chairman of Unilever PLC of Great Britain and vice chairman of Unilever NV, its Dutch affiliate, is part of a three-person management team, along with another Briton and a Dutchman, that has been accused of being slow-moving and inefficient. This view is not shared by Durham, however, who sees the arrangement as the best way to manage two companies as one without bruising the egos of either, and while he admits that Unilever has not always been as responsive as it should have been to the needs of its large U.S. company, Lever Brothers, he claims that actions have been taken to improve that company's position compared to Proctor and Gamble, its principal rival in North America. In an interview, Durham expresses his views on a wide range of topics, including his company's marketing in the U.S. and the effectiveness of management-by-committee.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1985
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Holland's Akzo carves out a profitable niche
Article Abstract:
Akzo NV, a multinational chemicals conglomerate based in Holland, has implemented a decentralized management plan intended to reduce its dependence on cyclical business to 45 percent of sales, which reached $5 billion in 1984 (with profits up 75 percent to $227 million). Aarnout Loudon, the company's chairman, claims that the key to success in the future will be shortened lead times to take advantage of technological innovations and reduced product life cycles. Loudon believes that this can be done by eliminating discrepancies in business and research priorities and by keeping in closer contact with its customers' needs. The chairman's plans for the future and his aggressive approach to research and development are described.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1985
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Is it wise to enter into an East-West partnership?
Article Abstract:
A hypothetical case is described in which a manufacturing concern in Singapore is considering a partnership with a Western company in order to expand into new markets and provide the resources it requires for further growth. The company's manager is advised to enter into the partnership, but an outside advisor cautions the manager on the pitfalls of partnerships. It is recommended that the manager explore more options than simply an either-or deal with the Western firm, and that he consider his firm's relative strengths and weaknesses. In order to ensure adequate flexibility in future planning, the manager should enter into a separate joint venture with the Western firm and keep its operation at arm's length.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1984
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