Surge in eating at home cushions virus hit for Unilever

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Updated 23 July 2020
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Surge in eating at home cushions virus hit for Unilever

BENGALURU, India: Second-quarter sales at Unilever fell much less than expected as a pick up in eating at home during coronavirus lockdowns boosted demand for products such as Hellmann’s mayonnaise and Breyers ice cream.

Shares in the consumer goods giant rose as much as 8.7 percent in early Thursday trading, as the Anglo-Dutch group surprised analysts who had expected a much bigger hit to sales from the closure of restaurants, schools, cinemas and outside venues.

“Overall, Unilever’s strong performance in the period and an increasingly focused strategy has led to a sigh of overdue relief from investors,” said Richard Hunter, head of markets at interactive investor.

Underlying sales fell 0.3 percent in the three months ended June 30, compared with analysts’ mean forecast for a 4.3 percent drop.

That was still the first decline in quarterly sales since the third quarter of 2004, according to Jefferies analysts.

Underlying sales in North America jumped 7.3 percent in the first half, with volumes up as much as 20 percent in some categories, Chief Financial Officer Graeme Pitkethly said. The US is Unilever’s biggest market by revenue.

Breyers, Magnum and Klondike ice-cream, along with Hellmann’s mayonnaise and Knorr soups, were strong performers in food, while Suave beauty products did well in hygiene, he said.

HIGHLIGHTS

  • Helped by strong growth in North America.
  • Unilever to put parts of tea business in separate unit.
  • Shares jump as much as 8.7 percent.

“We see no signs of North America slowing down,” Chief Executive Officer Alan Jope told analysts, despite coronavirus-cases spiking in the US. 

Other virus hot-spots were more of a concern, however.

“Things are starting to get into the toughest phase in Latin America and Africa,” Pitkethly said, adding a surge in gang-related violence in Mexico was making business difficult there.

Highlighting the huge disruptions caused by the pandemic, Unilever said food service sales declined by nearly 40 percent and out-of-home ice cream by nearly 30 percent in the first half. However, e-commerce sales were up 49 percent, with North America leaping 177 percent. Pitkethly said the firm’s food solutions business, which caters to canteens, schools and cafeterias and makes about 5 percent of group sales, was starting to recover as lockdowns are lifted.

While sales were down 70 percent in March, the decline has eased to 38 percent, with the improvement accelerating, he said.

Unilever said that after exploring options for its tea business, it had decided to keep its operations in India and Indonesia and its ready-to-drink joint venture with PepsiCo. The rest of the tea business, which sells Pukka Herb and PG Tips, will be separated into an independent entity.

Some analysts think that Unilever could ultimately be more exposed to the pandemic than rivals such as Procter & Gamble and Nestle due to its greater reliance on emerging markets, where it makes about 60 percent of annual sales.


AI will never replace human creativity, says SRMG CEO 

Updated 30 January 2026
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AI will never replace human creativity, says SRMG CEO 

  • Speaking to Maya Hojeij, senior business anchor at Asharq with Bloomberg, Jomana R. Alrashid expressed pride in SRMG platforms that had absorbed and adopted AI

RIYADH: Jomana R. Alrashid, CEO of Saudi Research and Media Group, highlighted how AI cannot replace human creativity during a session at The Family Office’s “Investing Is a Sea” summit at Shura Island on Friday. 

“You can never replace human creativity. Journalism at the end of the day, and content creation, is all about storytelling, and that’s a creative role that AI does not have the power to do just yet,” Alrashid told the investment summit. 

“We will never eliminate that human role which comes in to actually tell that story, do the actual investigative reporting around it, make sure to be able to also tell you what’s news or what’s factual from what’s wrong ... what’s a misinformation from bias, and that’s the bigger role that the editorial player does in the newsroom.”

Speaking on the topic of AI, moderated by Maya Hojeij, senior business anchor at Asharq with Bloomberg, the CEO expressed her pride in SRMG platforms that had absorbed and adopted AI in a way that was “transformative.”

“We are now translating all of our content leveraging AI. We are also now being able to create documentaries leveraging AI. We now have AI-facilitated fact-checking, AI facilities clipping, transcribing. This is what we believe is the future.”

Alrashid was asked what the journalist of the future would look like. “He’s a journalist and an engineer. He’s someone who needs to understand data. And I think this is another topic that is extremely important, understanding the data that you’re working with,” she said.

“This is something that AI has facilitated as well. I must say that over the past 20 years in the region, especially when it comes to media companies, we did not understand the importance of data.”

 

The CEO highlighted that previously, media would rely on polling, surveys or viewership numbers, but now more detailed information about what viewers wanted was available. 

During the fireside session, Alrashid was asked how the international community viewed the Middle Eastern media. Alrashid said that over the past decades it had played a critical role in informing wider audiences about issues that were extremely complex — politically, culturally and economically — and continued to play that role. 

“Right now it has a bigger role to play, given the role again of social media, citizen journalists, content creators. But I also do believe that it has been facilitated by the power that AI has. Now immediately, you can ensure that that kind of content that is being created by credible, tier-A journalists, world-class journalists, can travel beyond its borders, can travel instantly to target different geographies, different people, different countries, in different languages, in different formats.”

She said that there was a big opportunity for Arab media not to be limited to simply Arab consumption, but to finally transcend borders and be available in different languages and to cater to their audiences. 

 

The CEO expressed optimism about the future, emphasizing the importance of having a clear vision, a strong strategy, and full team alignment. 

Traditional advertising models, once centered on television and print, were rapidly changing, with social media platforms now dominating advertising revenue.

“It’s drastically changing. Ultimately in the past, we used to compete with one another over viewership. But now we’re also competing with the likes of social media platforms; 80 percent of the advertising revenue in the Middle East goes to the social media platforms, but that means that there’s 80 percent interest opportunities.” 

She said that the challenge was to create the right content on these platforms that engaged the target audiences and enabled commercial partnerships. “I don’t think this is a secret, but brands do not like to advertise with news channels. Ultimately, it’s always related with either conflict or war, which is a deterrent to advertisers. 

“And that’s why we’ve entered new verticals such as sports. And that’s why we also double down on our lifestyle vertical. Ultimately, we have the largest market share when it comes to lifestyle ... And we’ve launched new platforms such as Billboard Arabia that gives us an entry into music.” 

Alrashid said this was why the group was in a strong position to counter the decline in advertising revenues across different platforms, and by introducing new products.

“Another very important IP that we’ve created is events attached to the brands that have been operating in the region for 30-plus years. Any IP or any title right now that doesn’t have an event attached to it is missing out on a very big commercial opportunity that allows us to sit in a room, exchange ideas, talk to one another, get to know one another behind the screen.” 

The CEO said that disruption was now constant and often self-driving, adding that the future of the industry was often in storytelling and the ability to innovate by creating persuasive content that connected directly with the audience. 

“But the next disruption is going to continue to come from AI. And how quickly this tool and this very powerful technology evolves. And whether we are in a position to cope with it, adapt to it, and absorb it fully or not.”