Professional Documents
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STRATEGIC ANALYSIS
OF
Submitted by:
Submitted to:
DEDICATION
WE DEDICATE THIS HUMBLE EFFORT TO
OF
All the respects are for the last Prophet of God, HOLY
PROPHET MUHAMMED (Peace Be Upon Him) Who is the greatest
scientist of all the ages, whose moral and spiritual teachings
enlighten our heart, mind and soul and flourished our thoughts
towards achieving higher ideas of life.
Table of Contents
1- Introduction of UNILEVAER………………………………….6
2- Company Summary...………………………………………..…8
2.1- Vision………………………………………………..….8
2.2- Mission……………………………………………..…...8
2.3- Objectives……………………………………………….9
3- Internal and External Audit…………………………..................10
4- The Input Stage………………….……………………… ...12
4.1- EFE matrix…………………………………… ………..12
4.2- IFE Matrix………………………………………………14
5- The Matching Stage ……………………………………………16
5.1- SWOT Matrix………………………………………….16
5.2- SPACE Matrix ……………………………………..….18
5.3- BCG Matrix…………………………………………….21
5.4- IE Matrix……………………………………………….24
5.5- Grand Strategy Matrix………………………………….25
6- The Decision Stage …………………………………………..…26
6.1- QSPM Matrix………………………………………….26
7- Strategic Recommendation…………... ……………………….…27
8- References ………………………………………………….…..…28
The Company’s factory at Rahim Yar Khan was one of the first
industrial units to be constructed after the creation of Pakistan. As
the consumer base expanded over the years and the Company
entered into new product lines like Personal Products and
Margarine, it invested further in the installation of modern
manufacturing facilities including a factory at Karachi. Today, the
Company is using latest state-of-the-art technology for producing
high quality products.
The company had a turnover of Rs. 23.3 bn (Euro 309 mn) in 2007,
and enjoys a leading position in most of its core Home and Personal
Care and Foods categories, e.g. Personal Wash, Personal Care,
Laundry, Beverages (Tea) and Ice Cream.
Since the time Unilever Pakistan began its operations in 1948, the
Company has been closely connected to the Pakistani people and its
brands have been an integral feature in their daily lives. In fact, the
nature of our business enables our brands to be the pulse and
heartbeat of the 164 million people in Pakistan.
Our Vision
Our Mission
150 million times a day, in 150 countries, people use our products at
key moments of their day. In the future, our brands will do even
more to add vitality to life. Our vitality mission will focus our brands
on meeting consumer needs arising from the biggest issues around
the world today – ageing populations, urbanisation, changing diets
and lifestyles.
“Our deep roots in local cultures and markets around the world give
us our strong relationship with consumers and are the foundation
for future growth. We will bring our wealth of knowledge and
international expertise to the service of local consumers - a truly
multi-local multinational” - extract from Unilever’s Corporate
purpose.
Strengths:
Customer’s Loyalty.
Weaknesses:
Opportunities:
Threats:
EFE Matrix
Ratings:
1 – Poor 3 – Above Average
2 – Below Average 4 – Superior
Justification of ratings:
On opportunity side:
1. It is a general observation that people of developing countries
like Pakistan are more inclined towards consumption rather
than saving and the major portion of spending is on FMCG.
% of total
1990 1995 2005 2010 2015E
population
Rural 31.9 34.3 37.0 43.3 47
Urban 68.1 65.7 63.0 56.7 53
Total (mn) 109.4 123.6 159.2 179.6 202.2
On threats side:
IFE Matrix
WEAKNESSES
1. Strategic Alliance 0.15 1 0.15
2. Costly Products. 0.15 2 0.30
3. Operational Complexity. 0.05 1 0.05
Total Weighted Score 1.0 2.80
The score 2.80 shows that company has solid internal position, its
strengths are overcoming the weaknesses.
Ratings:
1 – Major Weakness 3 – Minor Strength
2 – Minor Weakness 4 – Major Strength
Justification of ratings:
On strength side:
On weakness side:
STRENGHTS WEAKNESSES
1. Customer’s Loyalty. 1. Strategic Alliance
2. Micro level retail
2. Costly Products.
outlets
3. Latest state of the art 3. Operational
facilities and technology. Complexity.
SWOT / TOWS 4. International brand
Matrix strength.
5. Market share of 41%
6. Committed to business
ethics, safety, health,
environment and
community.
Proposed Strategies:
SPACE Matrix
Total: +11
Industry Strength (IS)
Total: +11
Competitive Advantages (CA)
Total -9
Environmental Stability (ES)
Total: -17
Average scores:
FS = 11/5 = 2.2
IS = 11/4 = 2.75
CA = -9/5 = -1.8
ES = -17/5 = -3.4
X-axis = IS+CA = 2.75-1.8 = 0.95
Y-axis = FS+ES = 2.2-3.4 = -1.2
FS
+6
CA -6 + 0.95 +6
IS
-1.2
Competitiv
e
Strategy
-6
ES
1. Product development
2. Market Development
Following are some factors that prove why I choose this strategy for
UNILEVER:
BCG Matrix
Market Share
?
High +20
Ice cream
Knorr
INDUSTRY
SALES ?
GROETH
RATE (%) Detergents Dove
Medium 0
Beverages (Tea)
Soap
Low -20
Industry Classification:
Unilever has the first mover advantage in the capital intensive ice
cream segment. With around 65% market share, ULEVER is the
only major operator in the industry. The company is in the process
of increasing production capacity and strengthening its distribution
channel. In CY07, sales were restricted by lost trade confidence,
delay in factory expansion resulting in plant shutdowns, and
adverse weather conditions. However, going forward with per
capita consumption at a low 0.5 liters per annum tremendous
growth potential exists in the ice cream segment.
We expect segment revenue growth of CAGR 19% in CY08-CY12E.
Internal-External Matrix
The IFE matrix score for UNILEVER is 2.80 and for EFE matrix score
is 2.95 therefore our IE matrix falls more around ‘v’ cell.
Rapid Market
Rapid market Growth
Growth
Q2 Q1
Weak Strong
Competitiv Competitiv
e Position e Position
Q3 Q4
The grand matrix helps us to determine the strategy that firm must
pursue, based on its competitive position and market growth.
QSPM Matrix
Market Product
Development Development
Attracti Attracti
Weig
External Factors ve Total ve Total
ht
Score Score
Untapped Rural area. 0.05 4 0.20 --- ---
Market of developing 0.15 3 0.15 --- ---
countries.
Rapid increase in world’s 0.15 4 0.60 1 0.15
population.
Hygiene Consciousness 0.10 --- --- 2 0.20
Unrelated diversification. 0.10 --- --- --- ---
Legal, political and 0.05 4 0.20 1 0.05
regulatory factors of host
country.
Inflation Rate. 0.08 2 0.16 3 0.24
Competition from P & G 0.15 4 0.60 3 0.45
Raw material cost 0.10 3 0.30 4 0.40
increased.
Smuggled products and 0.07 3 0.21 4 0.28
local competition.
Strategic Recommendation
References
www.pakistanunilever.com
www.igisecurities.com.pk
And various news paper articles, research findings and blogs, which
helped me indirectly to build up my mind about Pakistan UNILEVER
and figure out their External and Internal Factors which were
involved in the project.