The document provides demographic and economic information about Western European countries. It notes that the unemployment rate has been high due to recession and lists GDP growth rates and per capita incomes of some countries. It also discusses the business culture and political environments in Western Europe.

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2. 4

3. 3

4. 2

5. 1

7. Name ID No.
Nipa Acharjee 18126
Mustafa Al Maruf 18143
Md. Najmul Hossain 18149
Tafsir Ahmed 18156
Md. Tuhin Hossain 18157
ZannatunTazry 18190
S M Zahid Hasan 18111
Quamrul Islam 18115
Shafiqul Islam 18141
Saidul Islam 18182
Biplob Chandra Das 18185
Sumi Akter 18211
Group Profile

8. WESTERN EUROPE COUNTRIES
Austria Belgium Denmark Finland France
Germany Ireland Italy Netherlands Spain
Sweden Switzerland
United
Kingdom

9. Economic Conditions of Western
European Countries
• The unemployment rate of Western Europe is high
because of recession occurs in western Europe. For
example the unemployment of France in 2003-2014 is
10.4%
• The rate of GDP Growth is high in western European
countries. For example the rate of GDP Growth in
Austria is 13.2 in 2005-2014 fiscal years.
• The income level is high in Western Europe and so their
standard of living is high. For example the per capital
GDP in Netherlands is 34,900 Euro.
• Western Europeans have more cars per person than
Americans

11. Economic condition
• Ireland has the highest Real GDP growth of 4.8%
amongst the rest of the Western European
countries.
• France has the lowest Real GDP of about 0.4%
growth.
• United Kingdom has the highest rate of inflation
of 1.5%
• Spain has the highest number of unemployment
rate of 24.3 %
• Germany has the lowest number of
unemployment rate of 5.0 %

12. GDP Growth Rate
Countries GDP Growth
Rate
Reference Previous Highest Lowest
Austria 0.00 Nov/14 -0.30 1.60 -1.80
Belgium 0.20 Nov/14 0.30 15.80 -2.20
Denmark 0.40 Nov/14 0.40 3.89 -2.42
Finland -0.20 Nov/14 0.10 5.00 -6.30
France 0.10 Nov/14 0.30 1.60 -1.70
Germany 0.70 Nov/14 0.10 2.10 -3.70
Ireland 0.20 Nov/14 0.40 5.50 -4.30
Netherlands 0.50 Nov/14 0.20 2.00 -2.20
Portugal 0.50 Nov/14 0.30 3.30 -2.60
Switzerland 0.60 Nov/14 0.70 1.90 -2.20
United
Kingdom
0.50 Nov/14 0.70 5.00 -2.70

13. Nipa Acharjee
ID: 18126

14. Political environment
• Here are all social democracies to varying degrees (a democracy
with a strong safety net by social welfare -- not the same as
socialism). Most of them are:
1. Parliamentary (except France, Romania, and Finland)
2. Unitary (except Germany, Belgium, Switzerland, and
Austria)
Western European governments are generally evenly split
between republics (where the head of state is appointed or
elected) and constitutional monarchies (where the head of state is
selected by hereditary descent). In Eastern Europe, all EU
members are republics.

15. Political environment
• Republics: Iceland, Ireland,
Portugal, France, Germany,
Switzerland, Austria, Italy, San
Marino, and Malta.
• Constitutional monarchies: United
Kingdom of Great Britain and
Northern Ireland, Spain, Andorra,
Monaco, the Netherlands, Belgium,
Luxembourg, Denmark, Norway,
and Sweden.

16. Business culture
Similarities in Western European business culture
• All six countries have the Euro as their common
currency.
• They are all within the same time zone (CET: 0).
• The political and economic structures are relatively
stable.
• The transport infrastructure and public transportation
schedules are well developed and maintained.
• The educational systems are also compatible with a
high level of educated work force.

17. Business culture
• When it comes to business etiquette, these
countries tend to favor formal arrangements
where documentation and formalities are
preferred over personal relationships in business.
• Punctuality in Western European countries tends
to be valued.
• The most common social media network used for
private purposes is Facebook.

18. Md. Tuhin Hossain
ID: 18157

19. Business culture
Differences in Western European business culture
• When addressing someone formally in a work setting, location
should be born in mind to avoid offence. In Austria, France,
Germany and Luxembourg it is common to use the complete
title of a person together with his last name to address him or
her. However, in Belgium and the Netherlands this is not the
case – rather, the title is not necessary, only the name.

20. Business culture
• Most of the individuals in these countries could speak
English as their business language as well as German.
However, in France, an effort to speak French is
appreciated since it is considered to be a major part of the
national culture.
• Another example of differences can be found in the use of
social media networks for business purposes.
While LinkedIn is one of the
primary professional social
networks in Luxemburg and the
Netherlands, Germanys’ most used
business network is called Xing and
in France it is Viadeo.

21. Demographic information
• Germany has the highest number of population
compared to other western European countries.
(Nearly 81,799,600)
• Netherlands has the highest population density of
about 498 people per km²
• Spain has highest number of population increase
over last 10 years. (Increase of about 13.00% of
the total population)

22. Sumi Akter
ID: 18211

23. PESTEL Analysis
P
• actions against over-consumption
• restrictions by government (prohibition, taxes..)
E
• cost reduction
• economy crisis
S
• health and fitness
• demand for flavored beers
T
• increase in efficiency
• centralization of production and administration
E
• acquisition and mergers
• lower pollution, green companies
L
• restrictions in advertising
• Tax burden

24. 5-force Analysis
Threat of entry
low threat
capital intensive
loyal customers
Threat of
substitutes
wine and licker,
soft drinks
Power of buyer
loyal customers
switch from on-
trade to off-trade
switch to
substitute
Power of
suppliers
packaging
suppliers
row materials
energy suppliers
Competitive
rivalry
low product
differentiation
acquisitions and
strategic alliances
big competitive
rivalry

25. Strengths, Weaknesses & Recommendations
25
• long tradition
• clear strategy
• centralized production
• operating own pubs
Strengths
• not flexible
• shift from on-trade to off-trade
• wide portfolio
Weaknesses
• stay innovative
• focus on off-trade
• don't expand portfolio
• focus on marketing, promotion and innovation
Recommendations

26. Shafiqul Islam
ID: 18141

28. Company Overview
Name Unilever LTD.
Type Dual-listed
Industry Consumer goods
Predecessor Lever Brothers
Margarine Unie
Founder  Antonius Johannes Jurgens
 William Lever, 1st Viscount
Leverhulme
 James Darcy Lever
 Samuel van den Bergh
Georg Schicht
Headquarters UnileverN.V. Rotterdam, Netherlands
Unilever House, London, United Kingdom

29. Market Situation (PEST)
Political
• Unilever is subject to the local control of the imports of goods, employment of
expatriates and the pricing set and others.
Political
• Unilever do not get involved with sponsoring in any political parties.
Political
• Unilever uses their own tactical strategy and experience to gain ground in the
political environment.
Political
• Unilever has developed company strategies to ensure its profitability drive in
sustaining its place.
Political

30. Economic
 The competition in the EU arena has risen
and been strong thus making Unilever
having difficulties in country like in France
and Netherlands.
As for the Fast Moving Consumer
Goods (FMCG) been asking the
producers to reduce prices on their
products as consumer would not be
buying goods or brands that are priced
higher as due to the current situation in
the economy tide.
There are many hindrances in the
European market as a result from the
European Union free trade policies.

31. Market Situation (PEST)

32. S M Zahid Hasan
ID: 18111

33. SWOT analysis (Strength)
• Great contacts with other major
markets.
Quality of the
products having its
reputation
Enormous organization

34. SWOT Analysis

35. SWOT analysis (Threats)
•A large proportion of Unilever’s
products are premium brands aimed at
consumers with relatively high levels
of disposable income.
Broad product portfolio
Increased financial uncertainty might lead
households to move away from the brand

36. Biplob Chandra Das
ID: 18-185

38. OVERVIEW
• Company Name: Vodafone Group Plc
• Company Type: Telecommunications company
• Founded: September 16, 1991,Newbury, United
Kingdom
• Market Position : 3rd Ranked in FTSE and
London stock Exchange
• Turnover: £92 billion as of November 2010
• Founders: Ernest Harrison, Garry Whent
• Area Served : Over 65 countries

39. Vodafone PEST Analysis
Political factors
government intervention through legislation
EU Roaming Regulation
Increasing level of consumer rights
within Europe
Regulatory Framework made by EU

40. Economic factors
• The growth of GDP
• Level of inflation
rate within markets
• Global economic
issues like the
global financial
crisis of 2007-2010

41. Social factors
• Changing work patterns
• Relying in communication
technologies
• Change in lifestyle
• People of different age
Technological factors
• Technological Innovation
• emergence of alternative
means of communication
• Market competitions
• Availability of technologies
Vodafone PEST Analysis (cont..)

42. Md. Saidul Islam
ID: 18-182

43. SWOT Analysis
Strengths
• Diversified geographical portfolio
with strong mobile
telecommunications operations.
• Network infrastructure
• Leading presence in emerging
markets.
• Adaptation to local market needs
Weakness
• Negative return on assets (ROA)
underperform key competitors like
AT&T, BT Group, Deutsche
• No Network in Rural Areas
• Most of the Business generated
solely on Europe
• Weak US presence

44. SWOT Analysis
Opportunities
• Focus on cost reductions improving
returns.
• Research and development of new
mobile technologies, increasing 3G
and 4G coverage.
• Good Tariff packages was also
applauded by most commentators.
• Vodafone’s escalating share price
Threats
• Highly competitive market.
• Still lags behind major competitors
in the US.
• Extremely high penetration rates in
key market areas.
• Twenty first century challenges,
government auctioning licenses to
third generation

45. Md. Najmul Hossain
ID: 18149

47. Company Overview
Name Rolls Royce Motors
Parent Company BMW
Category Luxury Cars
Sector Automobile
Tagline Trusted to deliver excellence; Like
nothing else on earth
USP Premium status with exclusivity
worldwide
Competitors 1. Maybach
2. Limousine
3. Mercedes
Target Group Only the rich & affluent, also Rolls
Royce chooses who their customer
will be

48. Market trends affecting Rolls-Royce
• Rolls–Royce was rescued by being nationalized by a
Conservative government when the firm reached its
nadir in 1971. Margaret Thatcher privatized it in 1987,
when Rolls–Royce’s engines were then used by only a
handful of airlines. There was a trend that the engine
market would be dominated by GE and Pratt &
Whitney. After that, the core of the firm's strategy had
been to increase the number of its engines powering the
world's civil jets.

49. Market trends affecting Rolls-Royce
• There was a trend that defense spending would be
reduced after 1987, which was the edge of the end of
cold war. Growth in civil business was doubly
important because Rolls-Royce was badly hit by the fall
of the Soviet Union—at which time defense accounted
for 60% of its revenues (The Economist, 2005).
• Government began to reduce defense spending, thus
Rolls–Royce got less orders from the military. Worse
for the firm, British Airways, which was Rolls–Royce’s
old customer, equipped its new Boeing 777 wide-body
planes with GE engines (The Economist, 2005). From
then on, Rolls-Royce tried its best to get its engines on
the wings of big airlines around the world.

50. Quamrul Islam
ID:18115

52. Company Overview
Name Mercedes-Benz
Type Division
Industry Manufacturing
Tagline The best or nothing.
Predecessor Benz & Cie. (1883-1926)
DMG (1890-1926)
Founder Karl Benz and Gottlieb Daimler
Headquarters Stuttgart, Germany
Products Automobiles
Trucks
Buses
Internal combustion engines
Luxury vehicles
Services Financial services
automobile repair

53. Mercedes-Benz market share

54. Mercedes-Benz Cars Sales

55. Zannatun Tazry
ID: 18190

57. Overview
Industry Food processing
Founded
Anglo-Swiss Condensed Milk
Company (1866)
Farine Lactée Henri Nestlé (1867)
Nestlé and Anglo-Swiss Condensed
Milk Company (1905)
Founder
Henri Nestlé, Charles Page, George
Page
Headquarters Vaud, Switzerland
Area served Worldwide
Products
Baby food, coffee, dairy products,
breakfast cereals, confectionery, bottled
water, ice cream, pet foods (list...)
Revenue CHF 92.16 billion (2013)
Operating income CHF 13.07 billion (2013)
Profit CHF 10.02 billion (2013)

59. PEST analysis of NESTLE

60. Mustafa Al Maruf
ID: 18143

61. Market Share
Nestlé employs approximately 253,000 people in
some 511 factories worldwide. Nestlé is not only
Switzerland's largest industrial company, but also
the world's largest food company, considerably
larger of than its nearest rivals Kraft Foods Inc.
and Unilever plc. With products like Perrier and
Nescafé, it is the market leader worldwide in
coffee and mineral water, the largest manufacturer
of pet food, and is fast increasing its share of the
ice cream market.

62. Nestlé's Corporate Business Principles
1. Nutrition, Health and Wellness
2. Quality Assurance and product safety
3. Consumer Communication
4. Human rights in our business activities
5. Leadership and personal responsibility
6. Safety and health at work
7. Supplier and customer relations
8. Agriculture and rural development
9. Environmental sustainability
10. Water

63. Conclusion
• Western Europe is the Group’s largest market for
consumer durables and professional products. Western
Europe is made up of many countries and language
areas, which has resulted in widely varying consumer
patterns and the establishment of a large number of
appliance manufacturers, brands and retailers. The low
degree of consolidation is one reason for overcapacity
and price pressure in the industry. Around 65 per cent of
sales of Professional Products occur in Western Europe,
with strong positioning in restaurants, hospitals and
commercial laundries. Despite the weak macroeconomic
trend, the market for built-in appliances continues to
experience long term growth.