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Maria Fernanda Mejia - Kellogg's
Simplifying food date labels is an important step forward in preventing food waste, and will help end the confusion related to 'sell by' dates.feedback
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Sep 20 2017
You can find on this page a variety of quotes, by one or many people, on what they said about Unilever. 87 people are quoted and you can read 158 citations of them about Unilever. Paul Polman, Pablo Zuanic, Hermione Taylor and Warren Buffett, are those who have spoken the most about this topic. Paul Polman said: “I am not giving guidance, but the assumption that we double (in India) in the next 10 years or seven-eight years is a no-brainer. Because US is not going to double. India as an economy is going to do better than other parts of the world. If we fail, then we would be the first one to be very disappointed.”.
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Frank Yiannas - Wal-Mart Stores

As an advocate for greater transparency in the food system to benefit customers, Wal-Mart looks forward to expanding on our initial work by collaborating with others to accelerate exploration on how this technology can be used as a more effective food traceability and food safety tool. Blockchain technology enables a new era of end-to-end transparency in the global food system, equivalent to shining a light on food ecosystem participants that will further promote responsible actions and behaviors.feedback

Brigid McDermott - International Business Machines

We see other industries like energy, healthcare and marketing, looking at transformation that really could be happening. And I think it's partially because the transformation you see happening with blockchain can come from different areas.feedback

Howard Popoola - The Kroger Company

Yes, the industry is cautious because this could be the next best thing since sliced bread, but you wouldn't say everything was fine and dandy after a trial you had with just two suppliers. The key right now is to involve suppliers and retailers and see how well we can share data to oil the IBM blockchain machine. This is an opportunity for us to speak with one voice and say to the world that food safety is not going to be a competitive issue.feedback

Gemma Tillack - Rainforest Action Network

We believe that there was a rush to clear land because the [logging] companies knew that there would be government intervention to stop forest clearances.feedback

Gemma Tillack - Rainforest Action Network

Relying on NGOs to uncover the truth is simply not good enough. If RAN, with our relatively limited budget, can figure it out, then multibillion dollar, multinational corporations certainly can. The fact that they haven't demonstrates that it is not a lack of ability holding them back, but a lack of will. Global brands like Pepsico can no longer hide behind paper promises and simply blame their international partners for forest crimes. The Leuser ecosystem will die a death of a thousand cuts if brands don't start taking urgent action to address the root cause of this crisis.feedback

Paul Polman

We anticipate accelerating growth in the second half of the year driven by the phasing of our innovation plans and a step-up in brand and marketing investment. We now expect an improvement in underlying operating margin this year of at least 100 basis points and strong cash flow.feedback

Paul Polman

It once more shows the validity of Unilever's long-term compounding growth model. Our first half results show continued growth well ahead of our markets and a substantial step-up in profitability despite the persisting volatile global trading environment. The transformation of Unilever into a more resilient, more competitive and more profitable business is accelerating.feedback

Paul Polman

In the end, our strategy...in investing is Warren's strategy. And my returns have been higher in the last eight years than Warren's returns. So I think it's better if he leaves us with what we know how to do well.feedback

Pablo Zuanic - Susquehanna Financial

We are now coming around to the view that a hostile bid for [Unilever] is more than 75 percent likely.feedback

Pablo Zuanic - Susquehanna Financial

By mid-August, the six-month hiatus required by British takeover law will have passed, and KHC could proceed to make a hostile bid for Unilever. We think it is telling KHC has done nothing (M&A wise) for the past five months.feedback

Pablo Zuanic - Susquehanna Financial

We doubt anything less than a 20 percent premium could entice Unilever shareholders (assuming KHC goes hostile).feedback

Keith Rutherford

The more I constrain and say 'I want you to innovate on less than two euro cents per unit, or without the use of water', everyone initially says it can't be done.feedback

Nitin Paranjpe - Unilever

Many people have given ZBB a bad name, only thinking of it in terms of indiscriminately cutting things to shore up the bottom line. We don't believe in that. It has given us a pot that has enabled us to invest in initiatives.feedback

Robert Waldschmidt - Liberum Capital

It would've been throwing money away to not launch this one, but the question is, will we see more of these going forward? They need to keep doing this type of thing because driving innovation is the lifeblood of big, branded companies.feedback

Nitin Paranjpe - Unilever

We're not holding back or saying we have to pause, that we can't do this this year or next year, no. We are going straight ahead, investing as much as is needed.feedback

Fiona Carter - AT&T

I realised that the casting… we had less than 50 percent women, they weren't in speaking roles, the positions of authority were white males and secondary positions were people of color or they were women. For me that was a personal moment when I realized I had the power and the responsibility to make a change.feedback

Keith Weed - Unilever

Why would you only use half the talent in the world if you can use the whole talent in the world? You could get a lot of middle aged men and teach them to try and think differently or take a diverse group of people and leverage the diversity among them.feedback

David Pakman - Venrock

We were dismissed early on as inconsequential in the market. We were ridiculed for thinking that we could ship a razor that would be liked by consumers. We were eventually sued. And then we were copied.feedback

Nancy Dubin

Michael says to me: 'This is how the conversation went, Mom. Hi. Oh, you wanna buy into my company? Okay. How much? $400 million? No, I'm sorry, that won't be enough.feedback

David Pakman - Venrock

He intuitively understood how to use content and conversation as marketing at a time when legacy brands were still shouting at their customers with TV ads, purchased without actually knowing their customers.feedback

Alfred DuPuy - Interbrand

He's been the face of this thing for four or five years, whether on (CNBC show) Squawk Box or on a video, letting lose the appropriate expletives … If I'm the CEO of Unilever, I'd want him to be around for a long time. This is not what I'm gonna do for the rest of my life.feedback

Alan Jope - Unilever

Do you like spending $20 a month on brand-name razors? Nineteen go to Roger Federer. DSC has built a cult-like following not just because of the products and their member-based offering, but frankly because of Michael's extraordinary approach to marketing, his great sense of humor, and also his vision. He is the fun guy you see in the commercials, but he is also a shrewd and committed business leader. It's a reminder to all our brands that the people who buy our products should always come first and be the focus of what we do.feedback

Ben Jacobson

The numbers told an incredible story. $7 million in revenue the first year ... $20 million in revenue the second year. And the consumer love for the brand was off the charts, right? So to me, it felt obvious.feedback

Ben Jacobson

(A) bunch of people passed and some didn't even take the meeting. And the Series B round, we didn't get any leads for.feedback

Phumzile Mlambo-Ngcuka - United Nations

Stereotypes reflect deep-rooted ideas of femininity and masculinity. Negative, diminished conceptions of women and girls are one of the greatest barriers for gender equality and we need to tackle and change those images wherever they appear. Advertising is a particularly powerful driver to change perceptions and impact social norms. UN Women is excited to partner with the foremost industry shapers in this Alliance to challenge and advance the ways women are represented in this field.feedback

Paul Polman

They have put the interests of the country ahead of their own. They were all convinced that we should have stayed in the Paris agreement and some now are continuing to work very actively with this administration to see that the right things happen. Hopefully, we keep our moral beacon and move the thing forward for the interests of humanity.feedback

Paul Polman

You see groups of mayors, states, the business community, civil society really accelerating its pace of implementation. Seeing this enormous outcry I come to the conclusion a little bit that he might have done us a favor; that we're moving faster now than we otherwise might have been. At the governmental level, we see an increased momentum. We saw that coming in from the G6, we saw it in Brussels last week when the Chinese and the Europeans met. So at the political level, which is very difficult, we see momentum. Over 70 percent of the business community overwhelmingly wanted to stay in Paris.feedback

Zoisa Walton

Eneco is proud to partner with Unilever to provide a solution to its 2030 ambition to become carbon positive.feedback

Yvette Edwards - Unilever UK

It's been an exciting start to the year in the UK where we are on a journey to improve the sustainability of our sites. This latest step in securing an in-country, sustainable supply of wind-generated energy is an important milestone in helping us meet our bold ambition of becoming carbon positive by 2030. It's made all the more significant as any surplus supply will be sold to nearby communities, thereby progressing our vision of making sustainable living commonplace.feedback

Paul Polman

Better than Warren's, . What we have talked about with government is that it strikes me that the UK is not – and I put my words carefully – in an equal position. You have to have a discussion of why these differences are there, and whether you are putting yourself in a good position or a bad position, especially at the time of Brexit and many other things.feedback

Paul Polman

Now that doesn't mean – and I stress it again – that we need to have protection. It means asking what is the government framework to encourage a system that works for everybody, and to balance a focus on the shareholder with the other stakeholders? Graveyards are full of companies that have been cutting costs but ultimately not fulfilled their purpose to do anything useful for society.feedback

Paul Polman

The financial market has changed and you need to be clear on what you want. Do you want short-term forces – that work for a few people, and make a few more billionaires – to be the dominant force? Or do you want the system to work for the billions that need to be served? It's a fundamental choice.feedback

Paul Polman

Hedge funds and others are not owners of companies. They are agents. They are middle men. So who are your shareholders? You ask that first. Second, what are the fiduciary duties of companies? Is it to someone who can come into your shares, who has never been there, and can decide that they can create some value in the short term? So the importance of a company like this is not a national test of security, but a national test of what sort of economy we want. I think more and more people are starting to discover that the economy needs to work for more people and needs to be more inclusive.feedback

Paul Polman

PWe need to put the right group of people together who can put a recommendation to the government. And Unilever is happy to be part of that. Right now, for Unilever, it would be an important decision in terms of where we would have our centre of gravity.feedback

Paul Polman

We don't have the answer yet. If you have an HQ, you need to know what the movement of people is, the tax jurisdiction, the corporate governance code, the tax laws, and whether you can have a big enough shareholder base. These are not easy decisions. That is why it is absolutely important that we work together with the UK government and the Dutch government. We have a deep bench of talented people that stay with us, people who go through tougher times and better times.feedback

Sophie Galvani

Dove celebrates real women of all ages, shapes, sizes, and ethnicities in our campaigns, because they represent the real beauty diversity in society. The custom bottles … were designed to celebrate this diversity with others who share in our mission; they are not available for consumers to purchase. We take women's beauty confidence very seriously. Through the Dove self-esteem project we have reached more than 20 million young people with body-confidence education, and we aim to reach 20 million more by 2020.feedback

Anders Gustaffson - Zebra Technologies

Retail, overall retail – e-commerce and brick-and-mortar retail – has been a strong vertical for us. We can help [a traditional brick-and-mortar retailer] very much transform to become an omni-channel company. We see a lot of investments in the warehouse part of manufacturing, the deliveries from manufacturing, lots of investments to make those as efficient as they can be.feedback

Susan R. Salka - AMN Healthcare

The aging of the clinical population is a huge issue. Over half of nurses are 50 or older. It's even more for physicians. So many of them are hitting retirement age. At the same time, we have bottlenecks in the education system. In fact, the aging of the faculty in nursing schools is one of the biggest issues that's preventing us from getting more nurses through the educational pipeline. And on the physician side, there aren't enough residency programs in order to be able to create that future workforce.feedback

Susan R. Salka - AMN Healthcare

The economy has been a really important part of our growth over the last four or five years, but also the aging population. With so many more people hitting that magic 65, there's a greater demand in utilization. And then amidst that, we have a shortage of clinicians. In fact, we are at the beginning of what's expected to be one of the worst shortages of nurses, physicians, allied professionals and leaders within health care.feedback

Paul Polman

What you see is consumer-direct [trends], so we bought Dollar Shave Club. Millennials are Ben & Jerry consumers, Seven Generation consumers. We just bought a very cool brand, Sir Kensington, which is in condiments.feedback

Paul Polman

I come from a part of the Netherlands where we keep our heads down and deliver, and delivered we have done. Our top line growth over the last eight years has been 5 percent a year on average in a market that's only growing half. Our shareholder return has been over 200 percent. The market is changing very fast, Jim, and consumers are changing very fast. And you have two millennial kids and they are totally different from what we were, and normally, the saying would go, Wait until they start working and pay tax and they turn out like us.' It's not the case anymore and you know it.feedback

Paul Polman

In the end, our strategy ... in investing is Warren's strategy. And my returns have been higher in the last eight years than Warren's returns. So I think it's better if he leaves us with what we know how to do well. We've only accelerated that in the last eight years, so there is nothing wrong. Double the market growth, enormous returns. And here, you see two conflicting models: us, a long term compounding growth model, and someone here that really hasn't proven that they can grow.feedback

Alex Behring - 3G's

We don't need to go anywhere that we are not welcome by shareholders in order to do a deal. Our intention was to proceed on a friendly basis only. As it became clear that Unilever did not wish to pursue a transaction we withdrew the offer.feedback

Hermann Soggeberg

The works councils are deeply disappointed that Unilever is taking away part of its own soul to sacrifice it for the shareholders' profit expectations. Yet again, it is the employees who have to pay for this. For a long time, the company swore that they would retain the margarine business. Now margarine, as one of the two historic cornerstones of our company, is being sold. This is a serious blow to us all.feedback

Ashraf Bakry - Unilever

Egypt makes absolute sense because there is very low skilled labour cost and very low utilities cost as well very attractive logistics cost because the location is close to many markets.feedback

Ashraf Bakry - Unilever

Everyone is squeezed on dollars so you start looking at your import list to knock off some dollar imports.feedback

Ahmed El Sheikh

Localising raw materials is extremely important at this time. We cannot depend on a dollar-based cost structure with an Egyptian pound revenue streamline. Right now with the new cost structure, the labour cost, is considered to be low so you will have much bigger opportunities to be competitive in terms of pricing versus other relative PepsiCo entities across the region so we see this as an opportunity.feedback

Neil Wilson - ETX Capital

Margins are where it really counts for Unilever as it tries to shore up its defences against another bidder who can promise higher margins and better return on equity. Unilever is aiming at an underlying operating margin of 20 percent by 2020, underpinned by growth in emerging markets. The first quarter update suggests it's on track but risks remain.feedback

Chris Beauchamp

Now, after recent data on wage growth has confirmed that UK shoppers' pay packets are shrinking in real terms, we could see a boost for the cheaper end of the market, with Primark being a beneficiary.feedback

Luciano Siracusano

I basically say [there are] two approaches. There's the cappuccino approach and there's the espresso approach. If you want Asia full on, you buy Asia direct: you go the espresso route. If you want Asia light, you go the cappuccino route. So you buy Nestlé or you buy Unilever, you buy the companies in the West that are, as fast as they can, diversifying into Asia.feedback

Paul Polman

That fast money coming in; do they have the same rights as a shareholder that has been with you for a longer period of time? Some countries make distinctions. The US has very high protection measures that are put in, that are called 'poison pills'. One of these papers out there said I want protection. I've never said that. I've really never said that. In the UK, although you have it written that the board needs to protect the interests of a broad range of stakeholders, it is very much shareholder oriented. Some other countries have a broader view.feedback

Paul Polman

It's like an earthquake or a natural disaster – you cannot be prepared for all the scenarios you have to deal with.feedback

Paul Polman

I don't want to be Churchill so this was not a time for rousing speeches. You want to be very sure that as you fight this battle that the people that are there are aligned with you.feedback

Paul Polman

We had no idea. We thought they'd be interested in some part of our business and they'd come back with a proposal.feedback

Paul Polman

When Heinz was for sale, which wasn't long ago, we were not interested because we thought it didn't fit. When Kraft was for sale, we came to the same conclusion. These are fundamentally different businesses and the synergies between us and them were difficult to see. The value creation was difficult to see.feedback

Paul Polman

Some people say to me why do you spend so much time on this? And my answer really is, I'm fortunate enough to get this job when I don't have children at home any more. I have a supportive wife, I really like what I'm doing, so for me the weekends are the same as the weeks.feedback

Paul Polman

We continue to invest very heavily in the UK with our research centres that are here, Port Sunlight has had a major investment and we've added jobs there. One of these papers out there said I want protection. I've never said that. I've really never said that. What I said is that when [Kraft's bid for] Cadbury happened in the UK we took some lessons from it. When Pfizer tried to take over AstraZeneca, we took lessons from that. What I said was, Wouldn't it be right to debrief, and see are there lessons here we can learn to put ourselves in a better position?feedback

Paul Polman

Companies like ours, traditional companies, have to continually reinvent ourselves. We would get away with making changes over a five or 10-year period but if you don't implement them now within a six or 12-month period, you are probably toast. You don't want people on your team who are against you as you go to war. I have long days. And rather than saying, Let's climb a mountain or go on my bike,' I say, I like to do this because I think it's a great opportunity with a company like ours, it's very relevant.feedback

Paul Polman

I've been here a little bit more [he points to the picture window, with St Bride's Church in the foreground and the rest of London behind], less travel, so it has allowed me to go to the gym, and have a little bit more regular life, which is the truth. It would be irresponsible to jump to a conclusion without having done the work. But what we have discovered as we drive to unification, we actually have more possibilities to guarantee the future of this company. New York is not an option. For us it's a long-term decision. It's not whoever is in office right now.feedback

Paul Polman

We are confident our model of long-term compounding growth is working.feedback

Paul Polman

The review has also highlighted the opportunity for accelerated development of our portfolio. After a long history in Unilever, we have decided that the future of the Spreads business now lies outside the Group. We will look to increase our strategic flexibility for further portfolio optimisation through a review of the dual-headed legal structure, with a view to simplifying it. We feel confident that the changes we are announcing today will accelerate the transformation of Unilever and the delivery of sustainable shareholder value over the long term.feedback

Neil Wilson - ETX Capital

The Kraft Heinz bid was a massive wake-up call. Unilever realised it needed to do more for shareholders but it also has to improve margins - the appeal of Kraft's bid was being able to squeeze far higher margins out of the business - bribes alone won't work. The test is whether it can achieve underlying operating margin of 20% by 2020 while growing the business in emerging markets. That will generate long-term loyalty better than share buybacks.feedback

Marijn Dekkers - Unilever

The review that the board has undertaken has been detailed and comprehensive. It has confirmed that our model of long-term shareholder value creation has been successful and remains as valid as ever. The actions we are now going to take are fully supported by the Board.feedback

Maximilian Bittner - Lazada Group

The goal is to find better ways to address the exploding middle class across Southeast Asia and communicate directly with them.feedback

Keith Weed - Unilever

These are companies that have leading-edge approaches in different aspects of doing marketing and I haven't bought 51 or 100 per cent of the companies because we don't want to take an ownership position, what we do want to do is have our fingers on the pulse of what's going on.feedback

Keith Weed - Unilever

Can you imagine seeing half of a TV screen for two seconds and we'd say that is a TV ad view? I certainly wouldn't consider it as such. We learnt from Ben & Jerry's [the ice cream company it bought in 2000] and we moved out into other areas as well, and then surprise surprise, you will see everything from sustainable vanilla in Wall's vanilla ice cream as much as you see it in Ben & Jerry's. So [we] learn one way and then apply broader.feedback

Keith Weed - Unilever

In fast-changing markets, not everyone is changing at the same speed and that's why of course you see companies just dropping out, the Kodaks [for example]. I was just reading that in 1998 they had 170,000 people and had 65 per cent of the world's film market. And three years later the film market disappeared. It's extraordinary.feedback

Theresa May

As we saw when Cadbury's – that great Birmingham company – was bought by Kraft, or when AstraZeneca was almost sold to Pfizer, transient shareholders, who are mostly companies investing other people's money, are not the only people with an interest when firms are sold or close. Workers have a stake, local communities have a stake, and often the whole country has a stake.feedback

Mark Martin

Towards the end of last year there was a lot of bearish talk about rich valuations in consumer staples like Unilever. Now you've got sensible investors including Buffett still finding as much as 20 percent upside for Unilever.feedback

Kasim Kutay

There's nothing wrong with being taken over, it's more what's going to happen afterwards. The UK happens to be a particularly open market for takeovers, which is an advantage in many ways; M&A, big and small, is a very important part of corporate strategy. But, as increasingly recognised, there are long-term socio-economic benefits to having other tests beyond the pure markets test when it comes to large and defining corporate moves.feedback

Oliver Parry

Shareholders are very important stakeholders, absolutely, but they're by no means the most important stakeholder. All decisions, not just in M&A activity, should take into account other stakeholder interests, employees, customers, regulators, maybe politicians. The code, we think, is broadly fit for purpose but that doesn't mean that it shouldn't be looked at again.feedback

Oliver Parry

If the Government were to go down the legislation route it would potentially run out of time in this parliament. It's probably an important matter that needs addressing sooner rather than later. The great thing about the code is that they can consult on it relatively quickly.feedback

Robert Wieder - Bryan Cave

The way he puts it is to protect national champions – but if the largest soap company needs protection, it's not a good show. If it's a utility or there's a real public interest – if someone wants to take over our electricity network, for example – then I understand, I can see then that there is an issue. For a soap company or an oil company, I don't really see it.feedback

Charlotte Hogg

I do not anticipate that an actual or potential conflict will arise in future.feedback

Greg Clark

We have taken the opportunity to look at our arrangements to make sure they are kept up to date. We have said we would do that in the context of mergers, particularly if it relates to critical infrastructure, as outlined by the Hinkley Point C decision [to build a new nuclear power station with funding from China]. So we will be setting out some proposals in the weeks ahead.feedback

Pablo Munoz

In a recent research project we observed the different sustainability strategies used by companies entering, or willing to enter, conscious consumer markets, and there were some incredible examples. American ice-cream company Ben & Jerry's was one of the first companies in the world to place a social mission in equal importance to its product and economic missions. They were bought by Unilever in 2000, though only on the understanding that they would have a board independent of their parent company, so they could maintain their high standards.feedback

Hermione Taylor

According to a recent study by Cone Communications, an American public relations and marketing agency, 79 per cent of millennials say they consider a company's environmental and social commitments when deciding where to work.feedback

Pablo Munoz

A more robust sustainability approach, developed through eco-efficient practices – such as environmental management – can significantly decrease operational costs.feedback

Phil Gilbert - E.On

Energy costs can have a significant impact on a business's bottom line and putting yourself in control of your energy use – by cutting down waste, using smart technology to manage buildings, and possibly generating your own power – are all options to consider.feedback

Hermione Taylor

Behaviour change is often made to seem terrifyingly complex, but I believe that when you break it down into individual actions, it becomes startlingly simple – and usually these actions just make sense. To embed a culture of change that will allow businesses to adapt to the complex issues of sustainability and energy, you must engage their whole workforce in the challenge.feedback

Hermione Taylor

As times get tough, businesses need to retain talent more than ever – replacing staff costs on average £5,311. So actively showing staff how they can help their company to reduce its environmental impact has a double benefit: cutting environmental costs and reducing turnover.feedback

Hermione Taylor

Clear direction and inclusive leadership is vital. Leaders must paint a bold, inspiring vision of where they want to get to, and then break this down into small, simple steps that each individual employee can act on and take ownership of immediately. Measure progress, show employees the impact that they're having, and you'll be amazed at how far employees are willing to go to help you achieve your goals.feedback

Pablo Munoz

Some argue that Unilever's transformation was due to Ben & Jerry's strong culture, and there is evidence to support this. It is one of the most amazing underdog stories: they changed an empire from the inside out. As I see it, if companies don't show a commitment to sustainability they are simply out of the game.feedback

Phil Gilbert - E.On

Investing in energy efficiency or in new generation technologies can make sound investments, often paying back in only a few years. Across Europe we are seeing customers actually profiting from improving their energy efficiency. As well as the bottom line impact, investing in new energy solutions can also unlock new growth and improve productivity and overall competitiveness.feedback

Jeroen Dijsselbloem

Aggressive takeovers such as what was in danger of happening with Unilever, I think are a true threat to the future earnings capacity of the Netherlands. That makes them very good prey because (a buyer) can first strip the cash and then sell the parts. This is not a theory I'm describing, this really happens and it's in danger of happening again. Don't dare me to name them and thereby stick a 'for sale' sign in their gardens. My warning is that we must be able to protect Dutch industry.feedback

Warren Buffett - Berkshire Hathaway

Will there be another deal at Kraft Heinz someday? My guess is yes, but who knows when ... it would have to be friendly and frankly, the prices in that field make it very, very, very tough to make an intelligent deal. Alex took it as a maybe and gave this letter outlining a deal to Unilever. Once the three of us learned that it was regarded as unfriendly, we had no intention of making one and I think the Unilever people understand that now.feedback

Warren Buffett - Berkshire Hathaway

After that Friday, I got a call indicating that the offer was unwelcomed. It became very apparent that Unilever did not want this offer.feedback

Graeme Pitkethly - Unilever

It certainly was a trigger moment for Unilever, and we will not waste it.feedback

Kevin Grundy - Jefferies

That's why you saw the (home and personal care products) companies move up on Friday and you're seeing some of them follow through today.feedback

Jasper Lawler - CMC Markets

Unilever shares are still up on the bid announcement. I think that probably reflects that maybe they'll come back to the table at a later point, with maybe a more revised, better offer for Unilever, which values it a bit better. It might get a more positive reaction from the board. Or … some smaller transactional deal might take place.feedback

Jasper Lawler - CMC Markets

Politics was certainly part of it. We heard a few key government ministers in the UK voicing their disapproval with it. There's a history with Kraft in the UK. They took over Cadbury a few years ago. There were promises there to maintain jobs in the UK which were abruptly broken not long after the deal.feedback

Severin Brizay - UBS

There has been no punishment by the market or investors if a deal does not close. The overall context has been shareholder support for trying to get deals done and that has been an engine of growth in the M&A market.feedback

Bernardo Vieira Hees

We will focus our investments in innovation, renovation and marketing on our leading brands.feedback

Jauke de Jong

The approach by Kraft-Heinz is a total surprise. Unilever has double the revenue of Kraft for instance.feedback

Steve Clayton

This is cheap money meeting industrial logic. Putting portfolios of brands together can create huge synergies across marketing, manufacturing and distribution, even before you think about cutting the combined headquarters back to size. Kraft Heinz is attempting a massive push on the fast forward button, for to acquire the sheer scale of brands that Unilever represents through one-off acquisitions could take decades. With debt cheap and abundant right now, Kraft have spotted their opportunity.feedback

JJ Kinahan - TD Ameritrade

People don't want unnecessary risk heading into a three-day weekend. This is more about taking off risk than about aggressive selling.feedback

Don Bilson

It seems plausible that the HPC piece of (Unilever) then becomes a merger partner for something 3G might do on its own in HP. In other words, this could be part one of a huge two-step process.feedback

David Palmer - RBC Capital Markets

(The rebuff of Kraft) makes us also wonder if Unilever's focus on sustainability might make it very resistant to any further approach from Kraft.feedback

David Palmer - RBC Capital Markets

We believe Kraft will likely need to raise its offer substantially if it hopes to change the outcome.feedback

Philippe Ferreira

On the event-driven side, (hedge funds) are now building long exposures on Unilever and ... short Kraft the acquirer.feedback

Hilmi Unver

You're starting to see managers launching pure mergers and acquisitions hedge funds.feedback

Paul Polman

Speed of innovation has never been faster. It's confusing a lot of companies. It's confusing a lot of individuals.feedback

Graeme Pitkethly - Unilever

We do expect the first half and Q1 in particular to be slightly slower than that rate. You are actually starting to see the impact of things like the devaluation in the UK pull through in terms of market growth.feedback

Paul Polman

As long as we continue to generate more value as owners of this business than we would receive from any other options, we should continue to manage this business and protect our value.feedback

Richard Edelman - Edelman

They wanted CEOs to help fill the hole, they want more people like (Unilever CEO) Paul Polman or (outgoing Starbucks CEO) Howard Schultz. They want people who are recognizing that business has a social responsibility. I'm not talking about CSR (corporate social responsibility), I'm talking about dealing with automation or trade, what's going to happen to me (as an employee).feedback

Meghna Abraham

Companies are turning a blind eye to exploitation of workers in their supply chain. Big brands continue to profit from appalling abuses. These findings will shock any consumer who thinks they are making ethical choices in the supermarket when they buy products that claim to use sustainable palm oil.feedback

Paul Polman

Our (planned) new and sustainable installations demonstrate our commitment to invest in the long-term growth of the Cuban economy.feedback

David Potts - Morrisons

Our like-for-like sales have now been positive for a year, which is thanks to the hard work and dedication of the whole Morrisons team. There is a lot more we plan to do. We will keep investing in becoming more competitive and improving the shopping trip, and I am confident we will serve our customers even better during the important trading period ahead.feedback

Jon Cox - Kepler Cheuvreux

Europe looks like it was under pressure during the quarter while China weakness is weighing on Asia despite the recovery in India. The cut in guidance is disappointing although all of the staples companies looked like they have had a tough quarter - they need to find relevance with consumers.feedback

Alex Dryden - JPMorgan Chase & Co.

At the moment, it is a case of which one of these grocery companies are going to be the first to pass on the inflationary pressure that we are going to start seeing impacting into next year.feedback

Alex Dryden - JPMorgan Chase & Co.

Which one of them breaks first will be sort of interesting considering they have been a bit on a price war for the last few years, as they have been benefiting from falling prices and they have tried to compete that on the downside. It will be interesting to see which one of them passes that cost on to the outside now that we are starting to see a rebound.feedback

Alex Dryden - JPMorgan Chase & Co.

Inflation next year is really going to change the dynamics for investors.feedback

David McCarthy - HSBC

Tesco is well placed to do so, as it is delivering the best volume growth to most of its suppliers. It is harder for Tesco's mainstream competitors (Sainsbury's, Asda and Morrisons ) who are not delivering anywhere near the volume growth and therefore will have much less to negotiate with.feedback

David Sables - Sentinel Management

(Tesco) highlighting the fact that the suppliers are driving the inflation is a good way forward to prepare the consumer for the inflation – it blames Brexit rather than Tesco.feedback

David McCarthy - HSBC

For the first time in many years, Tesco is coming across as the consumer champion and in the popular press is being reported as the company fighting to keep prices low for shoppers. This is good news for Tesco.feedback

Duncan Swift

Unilever gets free publicity for its brands and will probably still get the same price increases it would've negotiated had it all been conducted in private. It hasn't hurt anybody. What it has done is put into the public consciousness that the sterling devaluation has an effect on staple food prices.feedback

Bruno Monteyne

While politicians can deny reality, a shampoo produced on the continent is now more expensive. This isn't about Tesco or Unilever, but about all UK retailers and suppliers.feedback

Neil Wilson - ETX Capital

A weaker pound can only mean higher prices for consumers or lower margins for suppliers and retailers, or a combination of all of these. Supermarkets are afraid to raise prices and the Tesco-Unilever tussle is a symptom of a bitter sector price war that is crimping margins.feedback

Johnny Birch

It gets you up and gets you energy. Our mornings won't be the same again. I want to stock up. It's a disgrace.feedback

Dave Lewis - Tesco

Since the referendum we have not increased prices. Since the referendum, actually, our prices have continued to go down. I can't tell you what the exchange rate will do to the supply base going forward, it depends on the level. What I can give you as a commitment is, it's not our intention to let prices flow through to retail inflation if it is at all avoidable.feedback

Mackenzie Leary

I think prices are going up every day. Even the cheaper stores like Lidl seem to be getting more expensive, so I think actually, yeah, it will probably impact a lot of people and they might struggle. I don't even like Marmite.feedback

Patrick O'Brien

This is the first warning sign of there being a real change.feedback

Peter Wishart

Who would have thought that the first casualty of this hard Brexit would be the nation's supplies of Marmite?feedback

Christopher Haskins

Undoubtedly what Unilever is doing is justified in terms of the economics of it, but Tesco's worried that Aldi may not follow suit.feedback

Jane Foley - Rabobank International

Clearly Unilever won't be the only company wanting to pass on a 10 per cent or similar price increase due to the fall in the pound.feedback

Bruno Monteyne

While politicians can deny reality, a shampoo produced on the continent is now 17 per cent more expensive. This isn't about Tesco or Unilever but about all UK retailers and suppliers.feedback

Wes Streeting

If people are worried about losing Marmite from Tesco, wait until they find out about jobs.feedback

Joerg Karas - Schwan-Stabilo

Halal certification is a requirement that might be put in place by other countries in the future.feedback

Dirk Mampe - BASF

It's an enabler to do business in certain areas of the world.feedback

Marijn Dekkers - Unilever

Negative factors are mounting such as weak growth in emerging markets, less dynamic global trade and the end of the global investment boom.feedback

George Salmon - Hargreaves Lansdown

Companies like Unilever, which offer consistent growth even in difficult economic times, have come to be seen by investors as a safe port in a storm.feedback

Michael Dubin - Dollar Shave Club

DSC couldn't be happier to have the world's most innovative and progressive consumer-product company in our corner. We have long admired Unilever's purpose-driven business leadership and its category expertise is unmatched. We are excited to be part of the family.feedback

Rob de Wijk

This country has become more inward looking, it's preoccupied with itself, there is a tendency to ignore what is happening in the outside world.feedback

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