The brands were to have a purpose that could be

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The brands were to have a purpose that could be embedded into their strategy.Focus groups were held to understand human themes that connected the individual to the brand and how it fits into their lives.Looking Back to Look Ahead: Next StepsWhile pleased with the progress, there was a desire to evaluate whether further adjustments were needed, particularly in light of current operation conditions.There were some who remained sceptical about whether USLP’s benefits outweighed its costs, and still viewed it as a corporate social responsibility.In response, the SVP of sustainable development, the CSO and the Group Financial Controller committed to developing tools that could measure the business impact of the USLP strategy. In 2014, they subjected all unilever products to this analysis to determine growth rate and profitability as well as to determine whether they contributed to USLP objectives.Identification of “sustainable living brands”. Whose brand was built on a sustainable living purpose.
In April 2015 when the analysis was complete. Evidence showed that integrating sustainability into its business strategy was driving growth, reducing costs and increasing business resilience. “sustainable living brands” accounting for half of the company’s growth and had grown at twice the rate of the rest of the business.

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