The project was presented as early as the 1930s, when products such as "rish" soap, "arranger" soap, etc., produced by unilever's predecessor, lihua brothers, inc., in shanghai wisdom, inc., became the best seller in the chinese market because of their quality. In 1986, when unilever returned to shanghai, the preferred joint venture, shanghai reiward limited, continued to produce "rish" soap. Limited to the living standards at that time, the use of “rich” soap is seen by young people as a symbol of “open” and “fashion”. "rish" is china's priority soap. Since its official launch in december 1987, shanghai lihua limited has been growing in size, with annual increases in product varieties and increasing economic efficiency. The product variety evolved from two specifications of the initial single swiss soap to 72 specifications of four main categories in 1996. The address is 2310 yang tree road, shanghai. The company has now developed into a nation-renowned japanese-chemical company, which for the sixth consecutive year has been recognized as a state-of-the-art enterprise of foreign wisdom and has been awarded the title of a dual-optimal enterprise of national foreign intelligence in 1994. From 1995 to 1996, it was among the 500 industrial enterprises in the country that were chosen with great foreign wisdom. From 1986 to 1999, unilever has wisely selected $800 million in china, created 14 joint ventures and introduced more than 100 advanced proprietary technologies. Thirteen brands, such as pong, lish, shaslan, omei, china, litton, yellow card, and lucho, are in three series of household and personal care items, ice cream, food, etc., making it possible to open a decent store in china with a ulysses label and linking people to all aspects of their daily lives. Unilever has more than 400 brands globally, most of which are acquired and extended to various parts of the world, such as bentley, an american brand that was bought and developed by unilever as a skin-protecting brand, and china; and charleslyn, a british brand that was promoted in south-east asia, where unilever introduced china. Over the years, unilever has not only brought many international brands into the chinese market; it has also been vigorously nurturing local brands in china. Following the acquisition of one food brand, the old cai soy, in shanghai, two more notable acquisitions took place in 1999: the acquisition of the beijing food brand, the “kyohua tea”, and the purchase of another shanghai ice cream brand, the “rushue”, using the ice cream brand, which represents 15 per cent of the world's market. Unilever recognized that the “localization” of internationalized science and technology and business experience would be viable and, with wisdom, chose 160 million yuan to establish its sixth research and development centre in shanghai, the united lihua china research and development centre. The centre has 150 chinese scientists and scientists; it focuses on research in product-owned processes, with particular emphasis on introducing elements promoted by traditional chinese science into the products of unilever. On 22 september 2000, the united lihua brand of unilever was inaugurated in shanghai by unilever inc., which was reconstituted by the joint wisdom of shanghai light industries (salw) and mankind tncs. This is a major asset restructuring of the shanghai light work new highlands, which was hailed by the shanghai city government as “a highlight of shanghai's economic development, a force of urban industries”. The united kingdom of great britain and northern ireland corporation is an important partner in shanghai light industry holdings (gso). In recent years, the parties have chosen their common wisdom by forming four joint ventures in shanghaiside limited, shanghai lihua limited, shanghai unilever toothpaste limited and shanghai irida limited. In order to scale up their operations and enhance their market competitiveness, the parties decided to restructure the four joint ventures and establish a new unilever corporation, with an annual sales volume of more than $4 billion. In the '90s, william heskith lever, founder of lever bros, for his innovative new product-- sunlight soap has developed the product concept of “making clean work easier, helping women reduce the burden of domestic work, promoting health, empowering individuals and making users better”. This new product spreads the concept of sanitation and hygiene in the queen victorian uk. These concepts were put forward long before the introduction of the “business mission” and, although their language, as well as the belief at the time that women were the only ones doing domestic work, were outdated, their concept remains at the heart of today's business. The history of unilever has spanned three centuries, and its success has been marked by major historical periods: periods of economic prosperity, depression, world wars, changes in human lifestyles and technological advances. Unilever has been developing new products to improve people's lives, such as helping people reduce time spent on household chores; increasing food nutrition; making food tastes enjoyable; and starting to focus more on themselves, families and clothing. At the end of the nineteenth century, unilever's predecessor enterprises offered vocational training for workers; new products developed for consumers were widely appreciated by society; hygiene and personal clean-up was universal; vitamins were added to food to improve food nutrition... All of this seems no longer to be new, but at the time it was a first step. Unilever remains convinced that success means a high standard of corporate behaviour, `a high standard of corporate behaviour towards employees, consumers, society and the entire world in which they live'. Over the years, a growing number of projects have been initiated or have been involved in the search for sustainable development raw materials; protection of the environment; support for local communities, etc. Legally qualified legal persons, other economic organizations, individual business owners or natural persons; 2 financial requirements; economic power to develop and maintain markets and operate brands; 3 management capacity; good credit and a certain level of business management capacity; 4 compliance with regulation/regulation; compliance with corporate harmonization of management and training and ability to cooperate with corporate supervision in tracing; 5 access to branding; knowledge of branding culture, consensus on business concepts and development thinking; self-fulfilling and promotion of brand image; 6 intellectual investment; a spirit of corporate win-winness and cooperation, a mentality and pragmatic development awareness of rational investment; 7 service awareness; awareness of quality service delivery to customers, self-fulfilling brand reputation; access to a process to product information; access to an official brand site or contact with brand owners to understand branding and union policy; 2 alliance applications, formal review of investor information, confirmation of investor qualifications; 3 contract recognition, contract-making; 4 building site, permanent construction site, and training to conduct a full-time, headquarters-based shop design, training; 5 headquarters-based training to conduct a full-time, business development; 5 headquarters-based training; 5 headquarters-level training