A few years ago, and despite its stable of star-studded brands, Unilever had experienced a decade of stagnant sales and profits. New CEO Paul Polman decided the company needed renewed energy and purpose and to answer the question, ‘why are we here?’ Looking beyond the usual profit-driven corporate goals, Polman asserted that Unilever existed ‘for consumers, not shareholders’ saying that ‘if we are in sync with consumer needs and the environment in which we operate, and take responsibility for our [societal  impact], then the shareholder will also be rewarded’. Unilever’s Sustainable Living Plan was launched in late 2010. This aggressive plan went further than any previous sustainability programme had and underpinned Polman’s belief that long-term commercial success depends on how well a company manages the social and environmental impact of its actions. The Plan goes far beyond simply creating more responsible supply and distribution chains. Approximately per cent of the total greenhouse has a footprint by Unilever’s products and 50 per cent of the water footprint occur during consumer use, so Unilever is also working with customers to improve the environmental impact of its products in use. Given that around 2 billion people in 190 markets use a Unilever product on any given day, that’s huge potential to reduce any negative impact. The quest for sustainability saves money by reducing energy use and minimising waste. It fuels innovation, resulting in new products and new consumer benefits. And it creates new market opportunities; more than half of Unilever’s sales are from developing countries, the very places that face the greatest sustainability challenges. Polman claims the sustainability plan is not just the right thing to do for people and the environment, it’s also right for Unilever; profits continue to grow despite volatility in its global markets.

1. Are Unilever’s sustainability initiatives truly practising enlightened marketing, or are these ‘green’ policies no more than vested self-interest and a marketing policy? Give as many examples as you can to justify your answer.
2. Analyse Unilever's policies and strategies according to the environmental sustainability grid.

Dynamic Futon forecasts the following purchases from suppliers: Jan. Feb. Mar. 32 28 25 Value of goods ($ millions) Forecasted level of payables a. Forty percent of goods are supplied cash-on-delivery. The remainder are paid with an average delay of one month. If Dynamic Futon starts the year with payables of $22 million ,what is the forecasted level of payables for each month? (Enter your answers in millions rounded to 1 decimal place.) Jan. Mar. Forecasted level of payables $ Apr. 22 19.2 $ Jan. Feb. May 20 Feb. 16.8 $ Jun. 20 b. Suppose that from the start of the year the company stretches payables by paying 40% after one month and 20% after two months. (The remainder continue to be paid cash on delivery.) Recalculate payables for each month assuming that there are no cash penalties for late payment. (Enter your answers in millions rounded to 2 decimal places.) Mar. 15 $ Apr. Apr. 13.2 GA May May 69 12 $ Jun. Jun. 12