Apart from the name, the Anglo-Dutch company also adopted a new logo yesterday. The U-shaped logo accommodating the company's values and principles in 25 miniature icons replaces its traditional sun-shining logo.

Announcing the new corporate identity, Chairman and Managing Director Sanjiv Mehta at a press conference in Dhaka yesterday said the changed name aligns Lever Brothers identity with global Unilever. "We are renewing our commitment and coming with new vigour to add more value of our products to this country."

Contribution of local inputs in 14 Lever Brothers brands has jumped to 40 percent from 19 percent six years back. The company now focuses on local outsourcing to become more competitive and increase local value addition. Some 99 percent of Lever products are now produced in Bangladesh plants. "So, the company likes to pursue 'Made in Bangladesh' image," Mehta said.

The company's success comes with the hands of local managers. Of the 10,000 people involved in the company, only a few are expatriates. Corporate disciplines and international training set the benchmark of quality manpower who contribute to the growth of the company. "In 2003 alone, our employees have spent 350 man-days in training outside the country," he said.

Speaking on the new logo Mehta said Unilever's mission is to add vitality to life. "The new logo is a powerful symbol of the company's vitality mission. With new name we are renewing our pledge to serve the consumers even better and in a more reliable manner," Mehta expressed hope at the press conference.

Starting business in Bangladesh in 1964 with a soap factory in Kalurghat, the company is now market leader in 13 out of its 14 product categories in Bangladesh. It overcame many challenges including Halal soap onslaught in 1998 and is now a company with Tk 800 crore sales a year. Out of every Tk 100 value created by the company Tk 73 is distributed to the government as taxes and dividend.

The alignment with Unilever followed Bangladesh unit's double-digit growth for six consecutive years and becoming highest growth performer among Unilever's Asian subsidiaries in 2003 recording 17 percent growth.

"The continuos growth is because we create demand for a product among consumers. We conduct market research to know what types of product the consumers need. We translate people's need into a product. We hold field demonstration on use of a new product in rural areas that helps create a market there."

Drawing example he said, "If we can convince people that they should brush teeth with toothpaste at least once in a day, the demand for toothpaste will rise by eight times."

The personal care, nutrition and hygiene company spends about Tk 150 crore a year on consumer research, product development and advertisement, he said.

"We continuously strive for a deep understanding of local consumers. We introduce sachets to reach consumers of all economic condition. The small packs contribute a handsome portion to our sales revenue. In some items, sachets supersede regular sizes," he disclosed.

As the company develops a strong distribution channel, its brands--Lux, Lifebuoy, All Care, Sunsilk, Pepsodent, Close-up, Pond's, Fair & Lovely, Surf Excel, Wheel, Vim, Lipton Yellow Label Tea, Lipton Taaza and Rexona Deodorant-- are available in 5 lakh outlets. Over 90 percent of Bangladeshi households use one or more Unilever products a day.

Unilever owns 60.75 percent share in Unilever Bangladesh while government holds 39.25 percent.

Supply Chain Director Kamran Bakr, Finance Director Waqar Qazi, Human Resource Director MA Abdullah, Customer Management Director Reazul Huq Chowdhury and Brands and Development Director Naushad Chowdhury were also present at the press conference held at Pan Pacific Sonargaon Hotel.