Today, business and management continue to be transformed by high technology. The free competition in the enterprise is more and more violent. Therefore, business process is very important to customer and for the company development. It makes a difference between companies and other competitors and is one of the strengths that a business needs to promote. The company Unilever is one of the world's largest and leading multi-channel retailers with over 6,700 stores operating in 13 countries and employing over 520,000 people and serving millions of customers every week. Unilever .com is a wholly owned subsidiary offering a complete online service, including Unilever direct.com and Unilever .net. The company also offers a range of both online and offline personal finance services. The company was originally founded in the Hertfordshire SL, where its headquarters are still located. Mission- the company’s mission statement reads, Our core purpose is, 'To create value for customers to earn their lifetime loyalty'. We deliver this through our values, 'No-one tries harder for customers, and 'Treat people how we like to be treated' Aims and Goals
1. To be an outstanding international retailer in stores and online (marketing; market development)
2. To grow the SL core business
3. To be as strong in non-food as in food. (Marketing; product development, diversification)
4. To develop retailing services in all their markets - such as Unilever Personal Finance, Telecoms and Unilever .com (marketing; diversification)
5. To put community at the heart of what they do. (Corporate social responsibility, build up positive image for the company)
6. To be a creator of highly valued brands
7. To build their team so that they create more value
Objectives Offering customers the best value for money and the most competitive prices Meeting the needs of customers by constantly seeking, and acting on, their opinions regarding innovation, product quality, choice, store facilities and service Providing shareholders with progressive returns on their investment improving probability through investment in efficient stores and distribution depots, in productivity improvements and in new technology Developing the talents of its people through sound management and training practices, while rewarding them fairly with equal opportunities for all Working closely with suppliers to build long term business relationships based on strict quality and price criteria Participating in the formulation of national food industry policies on key issues such as health, nutrition, hygiene, safety and animal welfare Supporting the well-being of the community and the protection of the environment
When looking at function vs. process within an organization, there is typically a vertical (Functional) vs. horizontal (process) perspective maintained. To describe the difference between function and process in a company like Unilever , which is organized functionally – Research, Manufacturing, Marketing, Sales and Logistics. If taken a process such as “Bringing a product to Market” the process will go from R&D to manufacturing to marketing to sales to logistics, with some stops/iterations within/between different functions, as well as some other functions (such as accounting, procurement, legal, compliance) involved as well.
Business functions are activities specific to a functional area of operation In an organizations like Unilever , there are functional areas within the business where each area has their own responsibility and obligation for achieving operational goals to the biggest goals of an organization. For example, there are such functional areas within the organization as finance, marketing, human resource, general management, product development, operations and so on. Every department works closely with another department to build inter-relationships in the organization.
· Business functional areas of operation
· Functional area of operation
· Marketing and Sales
· Supply chain Management
· Accounting and Finance
· Human Resources
· Business Functions
Marketing of a new product and determining its prices Taking sales order Customer support Customer reationship management Sales forecasting Advertising
Purchasing goods and raw materials
Receiving goods and raw materials Transportation and logistics Scheduling production runs Manufacturing and production of goods Plant maintenance
Financial accounting of payments from customers and to suppliers Cost allocation and control Planning and budgeting Cash-flow management
Recruiting and hiring employees
Training and development Payroll Benefits
Government compliance Plan personnel needs of individual departments
Business process is defined as the layout of the various tasks appearing in a coordinated manner and the set of various activities that are within the dimensions of the organizations that are done by the human workforce or machinery equipment, with a basic aim of achieving the set of goals. Processes deliver a likely resolution. In the wide-ranging of sense, it can be described as collections of tasks and activities that together transform inputs into outputs. Within an organization like Unilever , these inputs and outputs are as varied as materials, information and people. Examples of processes include new product development, order fulfilment, and customer service but equally legitimate candidates are resource allocation and decision making Input Functional area responsible for input Marketing and sales Accounting and Finance Marketing and sales Supply chain management Process Output Request to purchase a product Financial help for purchase Techinical support Fullfillment of order
Order is generated Customer finances through company Customer’s techinical query is resolved Customer receives the product
Arranging finance in-house 24-hour help line available Shipping and delivery
Through the table of the relationship between processes and functions in the department, we can also see that the process and function have a relationship and influence each other. It can be inter-relationship between processes or between functions together. Furthermore, it is also interrelationship between difference processes and functions in the department or different department.
Unilever PLC has seen a rapid increase in the number of its customers and has added many non-food products and services to its catalogue. To accommodate this growth, Unilever created the Unilever Direct service and built a new order-processing system to support its operation. The new solution works better with suppliers’ warehousing software systems; is more reliable; and has increased order-processing capacity. It has achieved its intended performance benchmark of processing 5,000 orders per hour while using only 20–25% of processor capacity. This enhanced performance has made it possible for Unilever to add to its catalogue of products and services without expanding the current hardware configuration, thereby reducing system maintenance costs.
The online ordering process is systematically planned which seems to save time for both the consumers and the organization itself. This would dramatically increase its capacity to process customer orders.Relationship of marketing/sales function with other various functional areas of operation within the business Human resources department administrates the legal requirements for the job and the job information to M/S department, and then M/S sends back the hiring needs and personnel information needed for the new job. Then M/S department passes on its sales order data to accounting and finance department and get back the cost/profit analysis from A/F department. The supply chain management department informs M/S department about the product availability data and order status, after which the M/S provides the sales forecasts and sales orders back to SCM. The received order is shelved in the supermarkets for sale to customers and depending on the demand of products the sales order is received by the M/S department. Relationship of supply chain management function with other various functional areas of operation within the business
Cheung and Bal, 1998, keep up that a philosophy for association's change is truly just in the same class as the instruments and methods that bolster it. Among the assorted systems for both the radical overhaul and the incremental change of business procedures. Business process mapping alludes to exercises included in characterizing what a business substance does, who is mindful, to what standard a business procedure ought to be finished, and how the achievement of a business procedure can be resolved. Business process mapping takes a particular goal and measures and analyze that target nearby the whole association's destinations to ensure that all procedures are adjusted to the organization's qualities and capacities. The fundamental reason behind Unilever utilizing process mapping is to help the association in turning out to be more productive. It demonstrates the connections between the exercises, individuals, information and objects included in the generation of a predefined yield. Process mapping offers valuable, and generally economical, depictions, which can help towards enhancing and re-planning business forms. The Four Major Steps of Process Mapping utilized as a part of Unilever
· Process distinguishing proof - accomplishing a full comprehension of the considerable number of ventures of a procedure.
· Information gathering - recognizing goals, hazards, and enter controls in a procedure. Talking with and mapping - understanding the perspective of people in the process and outlining genuine maps
· Analysis - using apparatuses and ways to deal with make the procedure run all the more successfully and productively (Jacka, J. Mike)
Process mapping at Unilever includes two closures that is the place to begin and where to get done with keeping in perspective the different necessities and impediments amid the technique performed. Process arranging and outline in Unilever includes change of the procedure that can convey variables like minimal effort, high caliber, improved usefulness and pace to the generation procedure of products or administrations. Unilever takes after a lesser-automated channel of methodology. It doesn't need to experience the dreary creation handle however it packages merchandise to be put in the stores. Arranging and outline is an on-going process so Unilever has been constantly wanting to spread its altered expense over the volume. It offers a summed up stream shop operation that permits the clients a simple entry to every one of the areas without swarming out and making bottlenecks. Unilever Management utilizes process mapping to overhaul existing administrations and include more administrations into its operations. Be that as it may, because of an alternate nature of business, it utilizes process mapping less often. Three sorts of procedure
· Internal Measures – Time, Volume,
· Cost Output Measures – Quality, Delivery, Success
· Satisfaction Measures - Perception
Unilever has embraced the standards of inventory network administration and has decreased its expenses by around 45%. Thus, it has possessed the capacity to lower its stock too (Unilever , 2010). As it arrangements in purchaser gadgets and fundamental things with standard advantages like nourishment, home supplies, standard apparel and so on. Its principle capacity here is cost decrease adjusted to consumer loyalty. With the design merchandise, course of events is focussed more because of quickly evolving patterns. Unilever manages both the residential clients and to business clients i.e. B2C and B2B individually. Along these lines, it has adjusted itself well to take into account both the business sector
Each procedure ought to be measured utilizing an adjusted arrangement of these three sorts of estimation. Inward measures tells about what's experiencing the procedure (volume, cost, preparing and process duration), Output measures the nature of what the procedure is doing (exactness, convenience, culmination, dissensions, achievement rates), and Satisfaction measures what the clients think about the procedure and its yields (frequently impression of execution). Jones and Clarke (2002) bring up that regardless of the triumphs of the reconfiguration of the Unilever store network in the 1980s and 1990s, investigation of the chain indicated various territories where advantages could even now be accomplished. In a tremendously cited case, a jar of cola was followed in the production network from a mine (for the metal to make the can) to the store. It was found that it took 319 days to experience the whole chain, of which time just 2 hours was spent making and filling the can. This procedure included numerous areas, firms and trips. As Jones and Clarke note, 'even in the best-run esteem streams there are bunches of chances for development'. Process mapping is vital device to comprehend the procedure stream and distinguish esteem including and non-esteem including time in a procedure. For making store network productive time based, process mapping is done and non esteem reducing so as to include time is diminished 7 savage squanders. Unilever has utilized this device successfully to distinguish waste in the store network. Initial phase in the process under-taken by Unilever included the mapping of the customary quality stream. This mapping process exhibited the stop– start–stop nature of the quality stream. Second and thus in this manner, esteem streams that " streamed " were made/composed. Third, emerging from stream standards, Unilever started to take a gander at synchronization and parts of incline assembling by its suppliers. At last, Unilever used its customer information from its steadfastness card to reexamine what items and administrations ought to be found where in the worth stream (Humby et al, 2003). Jones and Clarke (2002) depict this procedure as the production of a 'client driven store network'. Others may utilize the term 'request chain'. This procedure is basically where Unilever is right now as far as its production network.
Before making enhancements Unilever production network was as above in the chart. For Unilever non esteem adding time hopes to be identified with Method and Machine as there was no focal framework accessible and no standard working practice took after therefore the procedure was long and holding up time was high at every stage coming about into one conveyance for each day. The aggregate procedure time was high. Accordingly Unilever presented nonstop renewal model which came about into huge diminishment in holding up time and coming about into numerous conveyances every day and a ceaseless stream. They actualized a solitary framework for every one of the items which are midway controlled. Unilever utilized worth stream mapping broadly to lessen all the non-esteem including time and squander in its store network. Taking after table shows changes accomplished by Unilever 's store network for soda. The non-esteem adding time identified with touches, stocking focuses, choice time and all through time lessened definitely to make the inventory network.
Service & Staff: Helping people deliver great service by investment in recruitment, training and equipment, dedicated to particular departments such as production so that customers notice the change. Stores & Formats: Making stores better places to shop and work, with the pace of new store development moderating, and the pace of refreshing their existing stores stepping up. Price & Value: delivering great value for money through the right blend of price, promotions, couponing and loyalty schemes. Range & Quality: building the right ranges of quality products, reviewing and refreshing entire range of Unilever brand products, making their products range more store and format-specific, and bringing dunnhumby, their marketing insight business, back into the heart of Unilever . Brand & Marketing: Making sure that they get back to having the right conversation with their customers about Unilever. Clicks & Bricks: Making this a potent combination for their customers, with the roll-out of Click & Collect and the transformation of their range and online presence. Table 4, plans to promote goals, fieldwork
Unilever like whatever other organization has points and targets that they make and attempt to meet inside of a set time. Working on such a vast scale requires a reasonable way for general achievement and to manage market position, in this way Unilever clearly takes setting points and destinations as a genuine errand. Obviously Unilever has been effective through setting "Shrewd" destinations, which gave firstly the organization a reasonable way on where they need to go, and every store with a way on what they should do to meet the general objectives of Unilever all in all. Reasonably in today's cutting edge world there is presently more need to focus on different components than simply money related ones for an organization to be fruitful. Organizations need to assess moral variables and also client focused components and look at how to meet them. Unilever states that their center reason for existing is 'to make esteem for clients to win their lifetime dependability' as their prosperity relies on upon it. Unilever trusts in treating their client and staff in the most ideal way imaginable and attempt to best address their issues. The goals can be at an assortment of levels, from little individual focus (to increment individuals served every hour) to an organization (to develop the SL center). To be compelling and quantifiable destinations ought to be SMART. For this situation, a SMART objective or target is: Specific: Unilever 's goals are particular and centered with a solitary key result. On the off chance that more than one result are to be expert, more than one target are be composed. Realizing what is to be expert is a major step towards accomplishing it. Unilever make it clear that they need to accomplish zero net deforestation in ten years from 2010-2020. Quantifiable: The target must be quantifiable. Unilever 's destinations can be measured numerically. This helps Unilever perceive how it is performing. Just the target that influences conduct measurably can be ideally compelling. Eg. Including worldwide suppliers in their objective to lessen production network outflows by 30% by 2020. Achievable:
The goal must be achievable with the assets that are accessible. It must be sensible. Numerous destinations are reasonable. Yet, the time and assets it takes to accomplish them may be doubtful.
To accomplish this goal by generating so as to acquire carbon counterbalances as well as their power and warm/cooling from renewable sources. In the event that there are any leftover emanations that they can't dispense with, they will create more renewable vitality than they require and pass the overabundance to others.
The goal ought to be integral to the objectives of the organization. The effective fulfillment of the target ought to have any kind of effect.
It's imperative that authenticity is utilized as a part of Unilever 's destinations on the grounds that it can influence shareholders if the business isn't accomplishing the objectives set in light of the fact that they are not reasonable. Regardless of the possibility that Unilever acknowledges obligation to seek after an objective that is particular and quantifiable, the objective won't be valuable for the organization or its partners if, for instance, the objective is to enter another market and begin new branches inside of a 6-moth time period Time outline:
Targets of Unilever identify with a period scale, this is done to propel everybody inside of the organization, as there is a due date to meet.
The targets are traceable. Particular targets empower time needs to be set and time to be utilized on destinations that truly matter. Making SMART targets can offer Unilever to gauge its execution – to ensure that it some assistance with being accomplishing its points. They ought to be concurred by the general population who need to accomplish them to enhance the odds of progress. The diverse sorts of Unilever clients incorporate inward and outside. Inside clients are individuals from staff or outside suppliers who contribute towards the administration accommodated the outer clients. Outer clients are the general population who really purchase or utilize the association's items and administrations. Outside clients are then arranged into individual, bunch, age, society, dialect talked and particular need.