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Troubled times at Unilever led the company to undertake a major five-year restructuring program called the "Path to Growth Strategy" from 2000-2005. The strategy involved shrinking the workforce by 10%, consolidating 300 operating companies into 10 regional groups, pruning the brand portfolio from 1,600 to 400 brands, and decentralizing control over subsidiaries. The restructuring helped boost sales growth and share price recovery in the short term, but Unilever struggled after 2003 to maintain the higher g

Author

adityalko

Language

EN