This paper provides a case study of the famous Unilever company, concentrating on its global corporate strategy.
Written in 2003; 3,836 words; 14 sources; APA; $ 105.95
Paper Summary:
In this article, the writer analyses Unilever's corporate strategy and main initiatives in order to see their appropriateness in the current globalisation environment. The writer examines the relevance of Unilever's different key strategic perspectives. This report also provides some key factors and suggestions that Unilever could examine so that the company remains a global leader in the food and home and personal care (HPC) products. The writer concludes that from a general perspective, it can be said that Unilever is and will remain a powerful global company for years, if its managers keep on implementing such a strong corporate strategy.
Table of Contents:
Summary
Introduction
Part 1 - Unilever's Corporate Strategy
Unilever Key Strategic Perspectives
Growth Strategy
Restructuring Strategy
Divestment and Retrenchment Strategy
Branding Strategy
Innovation Strategy
Strategy Analysis
Five Forces Model of Competition
SWOT Analysis
Part 2 - Unilever's Strategic Initiatives
Acquisition of Ben and Jerry's (B&J's)
Acquisition of Bestfoods
Part 3 - Development OF Unilever's Strategy
Unilever's Recent Initiatives
Recommendations for fFuture Strategic Direction
References
Appendix A Unilever's Strategies
Appendix B Unilever Portfolio Perspective
Appendix C Balanced Scorecard
Appendix D Unilever's Path to Growth Strategy
From the Paper:
"One of the options to expand is the mergers and acquisitions (M&A). The benefits are that products are ready made and an organisation enters an unknown market thanks to another which already has the knowledge of the environment and the know-how. Competition is neutralised, a market is penetrated, investments are lower and synergy are created such as economies of scale. A rapid geographical, products range and financial expansion is gained. Unilever's acquisitions are detailed further. There is a paradox between cooperation and competition. A company decides to cooperate to eliminate an existing competitor but takes the risks of creating a stronger competitor by cooperating with it because mutual knowledge and strengths are shared.
The aim is to enhance the profitability and quality of the business. In support of this, developments may serve to introduce the organisation into new geographical areas, to increase the sectorial position."
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