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Table of Contents

Executive Summary 3
PEST Analysis 3
Financial Analysis 6
Porter’s Five Forces 8
Market Audit-Space 10
Boston Consulting Group( BCG) 13
Segmentation 15
Critical Success Factors 16
Key Problem Identification 17
Marketing Objectives 21
Other Strategies 22
Marketing Budget 24
Monitoring and Control-Balance Score Card 26
Bibliography 28

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EXECUTIVE SUMMARY
We are the XYZ Group and our aim is to develop a Global Strategic Marketing Plan
for three years for Unilever Company.Unilever is the British/Dutch jointly owned
multinational consumer goods manufacturer. The Mission statement is deduced from
the case study and stated to give a clear picture and guide to the global marketing plan
for Unilever.

The paper will assess the changes taking place in the company’s environment and
how these changes will affect Company. To do this we will examine the Macro-
environment, Microenvironment. SWOT analysis and financial analysis will be
carried out on the company’s external and internal environment.

Corporate Objectives will also be stated to indicate the future of Unilever Company.
Marketing Audit, Internal analysis, Critical success factors, Segmentation, Targeting
will be analysed to find the position of Unilever Company in the foods, home and
personal care retail industry.

Different Growth strategies, Marketing Mix strategies and Competition Strategies will
also be analysed to assess their suitability and fit to the Marketing Objectives of the
company.

The Marketing Budget will be drawn to know how much will be spent and what time
in order to achieve the objectives of Company. The plan will also provide guidance
for the implementation of the chosen strategic choices undertaken by the company.

PESTLE ANALYSIS

POLITICAL & LEGAL


Unilever operates in both developed and developing countries worldwide where the
political situation in these countries is stable and encourages more Investments. Also
legislations in these countries favours free market economy with no government
intervention.

ECONOMICAL
With the introduction of the European Union and single currency the whole European
market has been transformed to a single market hence increasing the market for
Unilever products.
Also inflation and exchange rates in most of the countries has been stable thus not
affecting the prices of products or any future Investments.

SOCIOLOGICAL
Due to recent developments people around the world have changed from using natural
food products to the use of genetic modified food products or to special types of foods
with special attributes like carbohydrate free meals, slimming foods, meal
replacements, appetite controllers and suppressants.
Unilever has tried to cope with all the changes that take place in the modern world.

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TECHNOLOGICAL
The objective of Unilever is not only to maximize the wealth of its owners but also to
anticipate the aspirations of its customers and consumers and to respond creatively
and competitively with branded products and services that raise the quantity of life.
Unilever put much emphasis on research and development, modern technologies and
launching of modified products so as satisfy its stakeholders

SWOT ANALYSIS:

STRENGTHS

• Leaders in most food products like in culinary category, soups, packet teas, ice
creams, margarine and spreads, and branded oil-olive oil.
• Leaders of frozen foods in Europe
• Leaders in home care products such as cleansing and hygiene products.
• Best selling multiple brands.
• Ability to tailor products to customer demands
• In-depth understanding the different markets and innovate the products
suitable for each market.
• Adhering to a policy of listening to customers
• Range of brands to match the diversity of its consumers
• Global leader in products for skin cleansing, deodorants and antiperspirants.
• Successful Brand extension in dove from skin care to hair care
• Ponds Perfect launched in Japan gained leading position in the mass sector of
anti-ageing market
• Good social responsibility to shareholders and employees
• Good diversity of nationalities on the Unilever executive board which indicate
no discrimination
• Encouraging managerial personnel from developing world as well as women
• Large range of brands to match the diversity of its consumers.
• Recent successful innovation and launch of liquid tablets for laundry business
as well as fabric softeners, which make fabrics, smell fresher and prevents
lime scale when used in steam irons.
• Path to growth-concentrating and refocusing on core brands
• Frozen foods continued to show strong growth in Italy and Britain
• Increasing market share in Africa, Middle east and Turkey
• Increase of sales in Latin America

LACK OF FINANCIAL STRENGTH. HARD FOR THE ORGANISATION TO


TAKE EFFECTIVE INVESTMENT DECISIONS

WEAKNESSES

• Facings slump in demand from America


• Prestige perfume, frozen foods and household care under-performing against
benchmark target of 5%
• Lagging divisions affecting sales growth of Unilever‘s 400 leading brands

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• Falling profits due to slim fast products
• Decline in sales value on slim fast
• Declining market share for slim fast products as people started emulating twig
like celebrities on low carbohydrates diets
• Health consciousness people found an alternative low calorie diets and
exercise
• Growth in healthy eating habits-OPPORTUNITY
• Firm’s structure was not suitable
• Facing competition from Marks & Spencer, and Sainsbury who have started
healthy eating brands
• Consumers believeth that meal replacements do not work in the long-term,
largely because they can’t keep them up. As a result they came to a conclusion
that exercises and consistent health diet was better way to stay slim.
• Struggling retailers like Ahold were running down their inventories

OPPORTUNITIES

•Unilever had an opportunity of changing its market segments to a more health


conscious group specifically working women who can afford to buy the
products
• Market Development in developing countries
• Integration providing innovation opportunities
• Increase market share and growth in Africa, Middle east and Turkey by
market growth and development
• Increase market share and growth in Latin America by market penetration and
development
• VERY FEW OOPORTUNITIES
THREATS

• Stiff competition from speciality retailer Danone, Marks and Spencer,


Sainsbury
• customers had lost confidence and trust in their products as they decided that
people did not necessarily have to eat a powder mix to stay thin and were
switching to reduced-fat and plenty of exercising.
• Retailers can curtail sales by not stocking enough stock

NOT COMPREHENSIVE THREATS, HARD TO JUSTIF THEIR OBJECTIVES

FINANCIAL ANALYSIS

The assessment of the financial position of the firm constitutes an important aspect of
the internal analysis which must be carried out to determine the strengths and
weaknesses of the organisation .It is important to carry out a financial performance of
the corporation –Unilever Ltd. because the financial appraisal will indicate the extent
to which the firm is meeting some of its key objectives and also help management to
direct operations and make decisions in ways which will achieve or fulfil the overall
corporation objectives.

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Two categories of financial performance measures are commonly used and these can
be based on absolute values, which measure profitability and those based on relative
form of return on investment or capital employed.

Profitability
Businesses come into being with the primary purpose of creating wealth for their
owners. Profitability measures indicate how effectively the total firm is being
managed and in many ways constitute the most important aspect. Profit is widely
used as an absolute measure of profitability and provides a means by which a
corporation can be compared with another in the same industry e.g. Novartis or the
same company over different times of period.

Net profit margin


This ratio relates the net profit of the business to the sales generated for the sales
period. Net profit represents the difference between sales, the cost of sales and the
operating expenses used to generate that profit.

Year of 2002 2001 2000 1999 1998


Operation

Sales 48,27 51,51 47,58 40,97 40,437


0 4 2 7
Net Profit 2,129 1,838 1,105 2,771 2,944

Net Profit 4.4 3.6 2.3 6.8 7.3


Margin in %

We can see the profit ratio was up in early years but due to intensive competition and
new product innovations it started falling. After Unilever’s revised its strategy and
innovation of slimming product, and acquiring of competitors like Best food in
America we can see profit is growing faster from 2.3% in year 2000 to 4.4% in year
2002. At 4.4 % in 2002 indicates that there is safety at the current prices as the
organisation successful performance suggests that the profit is not all eaten up by
expenses, which is a favourable trend.
Gross Profit

Year of 2002 2001 2000 1999 1998


Operation

Sales 48,27 51,51 47,58 40,97 40,437


0 4 2 7
Gross Profit 5,041 5,174 3,181 4,303 4,410

Gross Profit 10.4 10 7 10 11


Margin in %

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The gross profit margin indicates that the gross profit is stable over the five years
under consideration at 10% at the most is a favourable trend.
Liquidity
In analysing the liquidity position we want to know whether Unilever is able to meet
its short-term obligations as and when they fall due.
Year of 2002 2001 2000 1999 1998
Operation

Current Assets 16,20 17,67 20,08 25,40 21,601


9 8 6 7
Current Liabilities 20,60 23,21 28,36 12,13 17,970
2 2 4 4
Liquidity Ratio 1:1 1.1 1:1 2:1 2:1

From the given figures we can see that Unilever have a sound liquidity position of 1:1
meaning the corporation is able to meet its short-term obligations from its current
assets without having to raise finance by borrowing, issuing shares or selling fixed
assets which is a favourable trend.

Return on Investment

Return on Assets
21% 18% 11% 36%

Unlived are efficiently using their assets to full capacity in order to generate sales at
21 % in 2002 compared to the previous two years of 18%and 11% respectively
presuming to have been leaving some assets lying idle and not used to full potential to
generate more sales. It is a favourable trend in financial position.

Return on Equity 18% 23%

The return on equity measures the rate of return on the shareholders capital.

2002 2001 2000 1999 1998


Price Earning Ratio 2:1% 2:1% 1:1% 3:1% 4:1%

The price-earning ratio is generally good at 31 it shows that the corporation is held in
high esteem in the market

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2002 2001 2000 1999 1998
Dividend Cover 2441 1838 1320 2972 3088

The divided cover compares the amount of profit earned per ordinary share, which is
2441 in 2002, is good compared to the previous years.

2002 2001 2000 1999 1998


Efficiency 2 1.74 1.63 2.65 3.30

The company is being operated efficiently in order to generate sales.

Finally Unilever is financially sound and a going concern that is able to take up any
challenges.

Vision
Value and low prices as hallmark of development

Mission Statement
For best quality and best price. TOO NAROW

COMPETITOR PROFILE ANALYSIS


The five forces analysis will aim to identify the key forces, which will affect the level
of competition in food, home and personal care where Unilever operates.

The five forces Framework

Potential entrants

Threat of
Entrants (Low)

Competitive
Rivalry (High)
• Norvatis
• Nestle
Suppliers • Kraft Food
Bargaining • Danone Buyers
Power (Low) • Sainsbury Bargaining
Power (low)
• Marks &
Spenser

Threat of

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Substitutes (High)

Substitutes

Threat from new entrants (Low)

Food, home and personal care requires high capital investment in order to enter
market and Unilever have built up experience and distribution channels to compete
effectively in the industry. Currently Unilever is operating in 100 countries and is
able to tailor its products to the different markets and anticipate customers’ demand.
Most of its products like Birhante, CIF for home care, Lipton teas and soups for
food are market leaders.

Threat of Substitutes (high)

Emphasis on healthy eating and growth in consumer awareness has turned them to
look for alternative diets, such as low-carbohydrate, low calorie food, reduced-fat,
reduced salt. Programmes promoted by ‘twig-like’ celebrities and government
pressure on food producers to check food contents.

Bargaining power of Suppliers (low)

Unilever is a very big and strong business entity, which cannot be easily influenced or
forced in its decisions by suppliers, as it is not dependent on one supplier. As stated
in the case Unilever has no problem with supply of raw materials as is able to operate
in 100 markets with a variety of products without run short of raw materials.

Bargaining power of Buyers. (High)

Customers especially in European market frequently keep on demanding more new


products, better features and great variety at acceptable prices. This has forced
Unilever to develop new products such as slimming products like reduced-fat,
reduced-salt, or low-calorie food product and laundry soap bars for consumers using
river water to tablets for the most advanced washing machines.

Competition (High)
Unilever’s main competitors are Novartis, Nestle, Kraft Food and Danone. Due to
this Unilever was under restructuring programme, which aimed at cutting its old
portfolio of 1600 brands down to 400 core brands, urging divisions to improve
performance or alternatively to be sold.

Competitors such as Novartis, Nestle, Kraft food and Danone are producing the
same products as Unilever, hence bring competition in the market.

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Producers of carbohydrate free meals, low carbohydrate programmes promoted by
‘twig-like’ celebrities, growth in healthy eating has been driven by meal replacements
and appetite suppressants provided by brands such as slim-fast and weight watchers.
All these above and the people’s awareness on healthy eating poised a threat on
growth of the market share in the UK where by slimming products market grew by
only 14%. In fact Unilever has been buying new products such as Hellmann’s
mayonnaise and Ragu sources from competitors, which came with the takeover in
year 2000 of an American firm, Bestfoods.

INTERNAL ANALYSIS

Resource audit
In this section we are going to look at the resources that are available to unilever
exposure by analysing the 5M.

Money
Unilever has the financial capability to take up any project, as we will see this fact
later with the financial analysis. The position is sound.

Machinery
Path to growth there is a shift in the balance of Unilever. In the north, factories were
closed and the supply chain narrowed. It was considered that in Europe and America
Unilever had half the physical plant it owned a decade ago, while at the same time
money was ploughed into building infrastructure in Asia and Latin America. Then we
can recommend that Unilever have to renovate its machines to use latest technology
so as to compete well in all markets.

Manpower
Unilever has enough skilled labour and efficient manpower as a company is made up
with staff from 33 different nationalities. This make the organization to have new
ideas, as we know Unilever is operating in different market.
Markets
Unilever has markets for its products.

Make up
The structure of the company is good, as they have successfully involved people with
different nationalities well placed in the organization chat. As we can see that the
senior corporate officers re responsible to ensure that board meetings and board
committee meetings are supplied with the information they need.
‘MARKETING AUDIT
SPACE ANALYSIS
The marking audit will be analysed in terms of SPACE analysis
Space is the acronym for
S- Strategy:
P- Position of Marketing department i.e. external and Internal
AC- Action
E- Evaluation

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There are four areas to be considered under SPACE
Financial Strength (FS)
Market share – Unilever currently occupies a prominent share of the food and home
cares industry.
Profits – Profits have increased to £3979 million.
Sales - decreasing sales from £51514 million in 2001 to £48270 million in 2002 due
to the decline of sales in slim fast products
Earning per share – in 2002 was £2.14
Income – Unilever had £3979 billion in 2002

Industry strength (IS)


Company’s industry position
Unilever have a very strong industry position being the leaders of food, home and
personal care in USA and Europe to occupy double-digit market share of 14 %.
Unilever are still perceived as the leading retailer by critic and competitors.

Company’s Industry life Cycle


Unilever is at industry maturity stage in its industry life cycle and slowly heading for
the decline stage.
Elasticity of demand
The demand in the retail industry is price elastic, especially for the middle class and
low class customers...
Competitive Advantage (CA)
Quality and customer service have been the focus of Unilever competitive advantage.
Unilever is very well represented globally with stores in all the major economic
markets of Americas, Europe and Far East...

Environment Stability (ES)


Stability of economy
Unilever is a worldwide organisation and as such operates in different and diverse
economic environments. Each environment must be assessed individually to
determine its impact on the company’s operation.
Stability in political settings
Unilever is a worldwide organisation and as such operates in different and diverse
Political environments. Each environment must be assessed individually to determine
its impact on the company’s operation.

FIGURE 1.0 SPACE MATRIX

FS

Aggressive

CA IS

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ES
In the SPACE analysis, Unilever ought to continue to occupy the Aggressive position
because of the strong Financial Strength (FS) and Industry Strength (IS). The
financial position is strong and sales have increased although the slim fast product has
not been performing well as it still is profitable and can support this position. This is a
good position to maintain for them to continue as market leaders in food and home-
care industry.

INTERNAL ANALYSIS

MARKET AUDIT

Competition – The core values of Unilever quality, affordability and service came
under the greatest attack, not from critics, but from competitor, Danone, Novartis,
Nestles and Kraft Foods Marks and Spencer’s
MARKETING MIX AUDIT

Price – Unilever has concentrate on all classes of customers, it has continued value-
pricing strategy and the company uses a similar ‘outstanding value’ campaign across
America, Europe and Latin America.

Products - Unilever a multi-brand names, such as Knorr, Birds’eye, Dove and


several others. The brand names have a wide range of products and reputation of high
quality products. By selling only one brand, Unilever is in the unique position of
being able to insist on the same high standards. Unilever has a wide range of frozen
foods, teas, ice-creams laundry soaps, bathing soaps to name but a few. It is also
dedicated to providing people with access to the best information about food and
nutrition so they can make informed choices about their diet, which is vital to well
being.

Promotion – Currently promotion at Unilever is by advertising basically on


assumption on TV and online and bill board. There is limited to Word of mouth.
Emphasis is on quality and values alone.

Distribution
Unilever distribute their products through intermediaries which range from retailer
large super stores like Asda, Boots, Safeway now Morrison, wholesalers and various
corner shops as well as off licence stores on the streets of cities of various countries.
Unilever is successful in two basic formats. The first format is a general home care
merchandise, with its basement dedicated to hygiene and cleansing, while the second
offers foods only.
MARKET PROFILE

BCG Matrix

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The Boston Consultative Group BCG Matrix is a Portfolio strategic analysis tool. It
evaluates the portfolio of strategic business unit or markets according to their
performance and groups them as Stars, Cash Cows, Question Marks or Dogs. The
matrix is a market share - market growth matrix.
Companies must develop new businesses but also must carefully prune, harvest or
divest tired old businesses in order to release resources and reduce cost. In the case of
Uniliver, we are going to analyse the portfolio of the business based on BCG matrix,
examine the relationship between market share and market growth of the different
business units and identify their position in order to propose the right strategies for a
balanced portfolio

In the case at hand, the Market profile of Unilever is evaluated as in TABLE 1 and2
below:
BCG MATRIX FOR MARKETS

Market Share
growth
High low
Stars Question Marks
High • Latin America • Asia +Pacific
Market
Growth
Cash cows Dogs
• UK • Africa
• • Middle East
• USA • Turkey

BCG MATRIX FOR PRODUCTS

Market Share
growth
High low
Stars Question Marks
High • Best foods • Deodorants
• Frozen • Anti- Prespirant
Market
Growth Cash cows Dogs
• Knorr • Slim Fast
• Flora

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STARS (High market share, high market growth)

As we have seen in the question mark businesses, there are brands within the business
units that are performing well and if the question marks are successful they become
stars.
Brands like Bestfoods in America and Canada, Findus in Italy and Iglo in other
European countries among the frozen food business are stars, they enjoy high market
share in a growing market. Brands like Wall’s, Algida, Ben and Jerry under the ice
cream division fall in this category as the world leading ice cream producer.
In home and personal care, products for cleansing, deodorant and antiperspirant under
the brands of Axe Lux Pond’s, Rexona, CIF, comfort, Domesto, Omo, Skip and
Snuggle have a good share of the growing market. However, Uniliver may have to
spend substantial funds for its stars to keep up with high market growth and fight off
the competitors’ attacks as a leader in these core brands, Uniliver may be spending
heavily to gain that share, however, cost may be reduced over time and hopefully at a
rate faster than competitors. Even if these star businesses may not necessarily produce
a positive cash flow for the company, Uniliver would be justifiably concerned if it has
no stars.

CASH COWS (Low market share, high market growth)

With a relatively high market share in a mature market, products under the culinary
category with knorr, margarine, and spreads under Becel, Flora and Take Control,
branded olive oil under Bertolli brand, Brook and Bond tea, Comfort Vaporess are
cash cows. Uniliver does not have to invest heavily on marketing or to finance
capacity expansion, as the growth is low and market conditions more stable. As these
business units are market leaders, they enjoy economies of scale and higher profit
margin. Uniliver should use these cash cow businesses to support the lagging ones
that drive down the profit of the company. As the cash cows are not as many as the
question marks, they may be vulnerable if good care is not taken, They should
maintain their market share otherwise Uniliver may have to pump money back into to
maintain market leadership. If it does not the cash cows may devolve into a dog.

QUESTION MARKS (High market share, low market growth)


Question Marks
According to our matrix Uniliver prestige perfumes, frozen foods and household care
business units are question marks as they are operating in a growing market without
high market share, thus holding the sales growth of the company’s 400 leading brands
by 0.6%. However some brands within these business units such as Britain’s Birds
Eye and Italy’s Findus in frozen foods are still showing progress.
Therefore it can be noticed that not the whole divisions are under performing, as a
result Uniliver needs to invest more in these business units to keep up with the fast
growing market because they are already successful but need better performance.
Brands such as Knorr, Lipton, and Magnum in food and Dove and Persil in the
household product sector are among the core brands that raise concern for Uniliver.
As they operate in a growing market more investment is needed to boost sales and

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margin and as it is unlikely that these units achieve sufficient cost reduction benefits,
Uniliver may turn to its cash cow businesses to offset such investment.
As part of its path to growth strategy Uniliver must build on these businesses to
improve performance as the market share must grow if they are to become stars
otherwise they may face alternative solutions that could include the sale of the
business, which should be the last alternative because of the growing divisions inside
the business.
However, as the company operates 3 question mark businesses, it may be too many,
Uniliver might be better off investing more cash in frozen foods and household care,
since the market is growing it may gain more share and dominance

DOGS (Low market share, low market growth)

.
The slim fast products sales have brought down food revenues by 5%. With a weak
market share in low growth market, they may be considered as dogs. As consumers
started questioning the effectiveness of slimming products and turning to alternative
diet such as low-carbohydrate, reduced fat, low calorie food products, Uniliver started
loosing market share for its slimming products. Due to light innovation and the
growing concern of consumers for loosing weight, Uniliver slim fast products fail to
meet the need of health conscious customers. The growth of the market is lowered by
the consumers’ beliefs that exercise and consistently healthy diet is a better way to
stay slim. This has resulted to sales decline due to a 17% drop in revenues from Slim
Fast.
Uniliver may choose to sell off this business unit as it is acting as a drag to the
company’s profit, however, it should consider holding on to it as a turnaround may
take place considering the growing health conscious consumers, the surge in demand
for slimming products and their plan to fight back in order to gain more share and
meet customers needs. This includes the launch of slim fast ice cream in USA and the
introduction of reduced fat, reduced salt, low calorie food products or low
carbohydrate diets.
These dog products (slim fast) have a useful place in the portfolio. They may be
necessary to complete the product range and provide a credible presence in the
market. They may be held to keep competitors out. They are capable of revitalisation.

Uniliver has got a balanced portfolio with more cash cows and stars than dogs. Its
sound and growing businesses may support its lagging ones and strengthen its path to
growth strategy. As market leader in most of its products market growth is important
for Uniliver because it is easier to gain dominance when the market is in its growing
stage. GOOD BCG ANALYSIS

Segmentation

Market segmentation is the process of taking a heterogeneous market and


breaking it into smaller homogenous groups where all members have similar needs
and respond similarly to a set of marketing efforts. Once the market has been
segmented, the organization selects the segments to be served (known as target
markets).

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Targeting

A target market refers to an identifiable group at which an organization directs its


marketing efforts. Target markets are those segments that show the best potential for
successful marketing. A strategy is developed for each target market by designing the
marketing mix elements (product, place, price, and promotion) to meet the needs of
the target market. NOT NECESSARY
.
• Unilever target households for home care products, health conscious people
for slimming products and the adult women as well as men for personal care.
LACK OF PRECISENESS
Positioning

Determine positioning. A market position is developed for the product so that the
target will clearly know where the product stands in relation to the competition, as
well as other products marketed by the organization.
• Unilever have positioned themselves as Foods and home and personal care
producers.
Product positioning is how a product is positioned in the mind of the consumer.
Positioning begins with finding a difference in the product that is worth establishing
to the extent that it is important, distinctive, superior, communicable, pre-emptive,
affordable, and profitable.
• Unilever have position their products-High Quality and good price
• Unilever products are positioned as good value products but are slowing threat
faced by Unilever was the fact their customers had lost confidence and trust in
their products as they decided that people did not necessarily have to eat a
powder mix to stay thin and were switching to reduced-fat and plenty of
exercising.
Differential advantage refers to any feature of a product or organization perceived
by customers to be desirable and different from the competition. An organization uses
its resources and capitalizes on them to obtain a differential advantage by offering
unique products.

CRITICAL SUCCESS FACTORS

Critical Success Factors are factors upon which the success of the business is
dependant. Unilever attend to these factors to ensure success.
• Ability to tailor products according to different market and anticipate customer
demands
• Understanding in depth of the countries in which Unilever operates
• Policy of listening to customers.
• Producing different range of products to match the diversity of its consumers
• Scaling down of portfolio of 1600 brands to 400 core brands
• Increased advertising budget and interaction with advertising agencies
• Reorganisation

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KEY PROBLEMS
• Decline of market demand Slim Fast Foods
• Growth target for sales reduced from 5 – 6% to 4%.
• Demand for prestige perfumes, frozen food has gone down in America. As a
result the business is under performing against benchmark target of 5% annual
revenue growth.
• Corporate Structure is too tall, slowing down decision-making
• Growth target for sales reduced from 5 – 6% to 4%-not suitable.
• In stability in slimming products caused by new developments in “stay slim”
necessities.
• Competition intensified in the slimming product market as celebrities are
taking a leading role and super market are increasing their own label offering
in healthy eating products.
• It operates as a separate business between home and personal care and foods
division
• Retailers running down inventories

KEY PROBLEM IDENTIFICATION

1. Slim fast product


SOLUTION
PRODUCT DEVELOPMENT:
Slim fast products are faced with big challenge caused by changes in people’s
knowledge and perception. The company should invest accordingly in Research and
development activities so as to come up with products that are inline with the
changing customer needs.
• Selecting and promoting effective products mix to service target markets in
developing as well as in developed countries.
• Creating brands that will help universalise and promote the poor performing
fragmented slim-fast products. -Innovation
• Aggressive Marketing stand
Developing and launching new products to meet emerging customer needs

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2 DECLINING MARKET

SOLUTION

MARKET DEVELOPMENT:
Adopt an innovative and creative approach in product production, advertising, sales
promotion, packaging, selling approaches and distribution so as to increase market
share in the developed world where market is at its matured level. Seek market in the
developing nations.

3 COMPETITION
SOLUTION
Adopt competitive strategies such as:
Cost Leadership- Produce products at low costs through economies of scale and
compete favourable on low price. Huge capital investment can be made which
competitors cannot easily copy.
Differentiation- Different products as far as possible by unique features, adding value
by high quality and can only be achieved by research and development by product
development.
Focus - This is a combination of the cost leadership and differentiation

4 Struggling Retailers-like Ahold were running down their


inventories.
Solution
Adopt push and pull strategies as detailed below

• Push Strategy
When a company is pursuing a push strategy, it promotes to channel
intermediaries to encourage them to stock the products. This means that
when customers want to buy the product, it is readily available. Push
strategies normally involve the use of sales promotion and personal
selling.

• Pull Strategy and the communities mix( Problem Solution)

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When a company is pursuing a pull strategy, it promotes its products to the
final customers to encourage them to buy. They are encouraged to demand
the product from intermediaries.
Pull strategies normally involve the use of advertising; direct marketing
activities and consumer sales promotions.

Push Strategy Pull Strategy

Manufacturer
Manufacturer
Promotions
Intermediaries Intermediaries
Promotions Promotions

Customers Customers

Push and Pull Strategies


Unilever have intermediaries who they can use and apply the strategies of push and
pull in relationship of manufacturer and the Intermediaries.

5 Company Structure not suitable


Solution
RESTRUCTURING:
Following the cut-down in brands and consequent focus on leader products, the
company should be more integrated and have global features to support the changes.
Instead of working as a separate business, the company should be integrated into a
single organisation and create division geographically

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IMPLEMENTATION STRUCTURE

EXECUTIVE
COMMITEE

DIRECTOR DIRECTOR DIRECTOR DIRECTOR


EUROPE NORTH AMERICA ASIA AND AFRICA AND
PACIFIC MIDDLE EAST

SENIOR OFFICERS SENIOR SENIOR SENIOR OFFICERS


* OFFICERS * OFFICERS * *

*
FINANCE
MARKETING
PERSONNEL
PRODUCTION
6 Health conscious people-people who are eating healthy foods
which has reduced fat and salt.
Solution
Innovate products that promote good health with less fat and salt content.
Sponsor health programmes like Gyms, London Marathon.

CORPORATE OBJECTIVES
• Yet one of Unilever’s major and most important objective was anticipating the
aspirations of consumers and customers and responding creatively and
competitively with branded products and services which raise the quality of
life In crease customisation to local national taste by establishing additional
brand names.
• Regain Market Leadership with 5 years.
• Regain Stockholder confidence
• Internationalise Management
• Marketing Mission Statement
• ‘To provide the best quality products and Service to the customer and be the
market leaders in the retail industry.’

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MARKETING OBJECTIVES
Uniliver, a British/Dutch multinational consumer goods manufacturer has these main
marketing objectives:

• To create sustainable, profitable growth and value for shareholders and


employees by improving profits by 10%.
• To cut its old portfolio of 1,600 brands down to 400 core brands
• To improve performance of the lagging businesses
• To boost sales and margin through its path to growth strategy by 10%
• To spend on marketing and advertising 200 core brands through marketing
budget £4827 million expenditure.
• To increase market share and maintain leadership of its core brands by
creating customer loyalty.
• To tailor products to different markets and anticipate consumer demand
through research and development-innovation.

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OTHER MARKETING STRATEGIES
GROWTH STRATEGIES
Growth Vector Analysis

Options
Existing Product Improved New Product
product (new,
changed)
Existing Market Penetration Product variants Product line
market or product extension
differentiation

Market Market Market-Product -New product


expansion segmentation segmentation development
-Market
development
-Existing
boundary
New Market Market Diversification Conglomerate
development diversification

Alternatives

The most suitable strategies of meeting the Marketing objectives stated above are:
Market Penetration
A market penetration strategy suggests that growth is possible by achieving a deeper
penetration (sell more) of its present product within a present market. An
organization could sell more of its current product(s) to its current customers, attract
competitors’ customers, or convince non-users to begin using the product, thereby
increasing its existing market share. Another growth alternative is to try and identify
new markets for its present products.
Unilever should sell more of the existing Products in Asia, Europe and North
America.
Product Line Extension
Through a product line extension strategy, an organization might create an
augmented product in order to stimulate the current markets and create new ones.
Unilever must quickly start pursuing this strategy as its current products are falling
out of favour with the consumer and should pursue this further.

Market Development
By employing a market development strategy, an organization might identify new
markets for its product by determining potential user groups for its current products,
seeking additional distribution channels in its present locations, or offering its product
for sale in new geographic locations, either domestic or international. Another
alternative is to develop new products for an existing target market.

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Ford has the opportunity to develop a very profitable market in Africa and the pacific
region in particular the former commonwealth countries that readily identify with
anything British.
.
New Product Development – New Product development in existing Boundaries.
Entirely new products can be developed taking into consideration customer tastes and
preferences. This will enhance competitive advantage and keep competition at bay.

Unilever must use a combination of these strategies to achieve best result in market
growth and be able to compete effectively in the industry.

COMPETITIVE STRATEGIES

Focused Differentiation

This occurs when the company a range of clearly differentiated products which appeal
to different segments of the market. This will be the most suitable strategy to pursue
due to the companies reputation of quality, value and service. It will also be congruent
with the core aspirations of the company.
Cost Leadership- (problem solution)

Although Unilever has not competed on cost in the market it must try to cut costs
because it is currently under attack from its competitors on both quality and cost of
products. Therefore it must be seen to be challenging the competition not only on the
quality of the products but also on the cost.

MARKETING MIX STRATEGIES

Marketing mix strategies

The marketing mix is the means used by the marketer to satisfy customers.

1. Product policies- new product development & brand development


• Branding – family, corporate branding. Branding is part of the actual product
and is a major issue in overall product strategy. Branding is used to give
products unique identities and helps the marketer to differentiate their product
from those of competitors use a tool.
o Branding Strategy Family branding: this involves using a brand image
and name for a range of products.
o Corporate branding: this means that a company uses its own company
name as a brand for its products.
o Individual branding: this means that each product is given a distinct
name and image by a company.

Unilever must use this strategy because the brand name is well established, launch
costs of new products may be low and brand loyal customers are more likely to try the
branded new products

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• New Product Development - An organisation that wishes to survive long term,
must invest in new product development (NPD). Always, all products
eventually reach the decline stage of the PLC. Without new products an
organisation’s sales will eventually become non-existent and Customers will
seek competitors’ products. Additionally, by introducing new and innovative
products to the market place first, an organisation may generate customer
loyalty and maintain its market share as the market grows. NPD is costly and
can be a long process. If a new product fails, a company may make huge
financial losses and the ensuring bad publicity can be detrimental. The NPD
process helps to minimise the risk of failure. Unilever must heavily invest in
this strategy of new product development.

3. Promotion policies
Promotion is more than just advertising. It includes almost any form of
communication that a company has with its customers.
Indeed, it includes communication with stakeholders, suppliers, intermediaries and the
general public. The range of parties that a company promotes to is known as the target
audience.

Promotion strategies and the communities mix

When a company is pursuing a pull strategy, it promotes its products to the


final customers to encourage them to buy. They are encouraged to demand
the product from intermediaries.

4. Place policies
Place is the term used in the marketing mix to mean distribution. Distribution involves
all the activities necessary in getting a product to a customer.
Distribution can be looked from two perspectives: channels of distribution and
physical distribution. Channel of distribution refer to the organisations involved
(distributors, wholesalers, retailer, agents). Physical distribution refers to the physical
transportation, handling and storage of products necessary to make products available
to customers.

Produce ->Distributor/agent/ -> customer

STANDARDISATION VS ADAPTATION
.
MARKETING BUDGET
After years of little or no advertising, Unilever has embarked on an aggressive
marketing program. In line with this position we are proposing the following
marketing budget to reflect this aggressiveness and meet the set objectives. The
following assumptions are taken into consideration:
• The marketing budget will be 10% of the previous years sales

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• 40% of this Budget will go to advertising. Advertising is the single most
important aspect of creating awareness and establishing brand and image in
the food and home care industry.

Marketing Communication Plan-Unilever
J F M A M J J A S O N D Millons
Activities £
Online Advertising xx xx xx xx xx xx xx xx xx xx xx xx 1930.80
TV Advertising xx xx xx xx xx xx xx xx 241.35
Trade Advertising xx xx 241.35
Promotional xx xx xx xx xx 724.05
Sponsorship-Gyms 724.05
Direct Mail xx xx xx xx xx xx xx 241.35
Personal Selling xx xx xx xx xx xx xx xx xx xx xx xx 241.35
Contingencies 482.70
4827.00
2002 Total Turnover has been used as a
yardstick-10%

IMPLEMENTATION
‘A Brilliant marking Plan counts for nothing if it is not implemented properly’ (Kotler
2000).

In implementing the marketing plan for Unilever the following should addressed:-
Who does what – Suitable Individuals and departments should be identified and
allocated specific tasks. E.g. managers in Japan can be tasked to increase sale by 30%
Where do they do it – Specific markets and methods adverting, promotion and
distribution must be selected and targeted.
When do the do it – By the use of a Gantt chart all activities must be planned and
scheduled. This helps to monitor and control what has been done and what remains to
be done.
How do they do it – Each activity in the marketing plan must have defined and
specific execution steps to accomplish the task.

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MONITORING AND CONTROL

THE BALANCED SCORE CARD

Financial Perspective Customer Perspective


Critical Success
Measure CSF Measure
Factor (CSF)
 Increased  Profit  Customer
profit by margin Customer satisfaction
10% Service index
 Increased  Dividend  Customer
value for ranking survey
shareholders

Internal Perspective Innovation and Learning


Perspective

CSF Measure CSF Measure


Improved Speed to  Speed to

management decision making Service market


structure leadership  Response to
customer needs

There are 4 type of marketing control that Unilever can employ by using the Balance
control card method as follows:
Financial Perspective –
• For Unilever to meet the marketing objectives to achieve increased profit of
10% they should closely monitor and measure the profit margin sales, profit

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and other goals established in its annual plan through the use of Management
by Objectives.
• This implies that Unilever should measure the profitability of the products,
territories, and customer group, segments, and trade channel and order sizes.
• To meet the increase in shareholders value, they can measure this through
dividends.
Customer Perspective
The critical success factor of concentration in this area is customer satisfaction and
can be measure for control purposes by
• Maintaining customer satisfaction index and also analysing the problems
highlighted by addressing them immediately since Unilever is known to
listening to customers.
• Carrying a customer ranking survey
Internal Perspective
The other control measures are to improve the management structure as we have
recommended previously on the key problems in order to speed up decisions making
as the old structure was too tall.
Efficiency control – this will involve controlling such marketing aspects as sales
force efficiency, advertising efficiency, sale promotion efficiency and distribution
efficiency

Innovation and Learning Perspective

Unilever have set themselves as service leaders and should therefore be speedy to
make response to customers needs through research and innovation.
.
Strategic Control –Unilever needs to undertake critical review of the overall
marketing goals and effectiveness. Unilever should reassess its strategic approach to
the market place with marketing-effectiveness reviews and marketing audit.

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BIBLIOGRAPHY
1. Alan H. Anderson and Dennis Baker (1994) Effective Business Policy, a skills
and activity-based approach, British Library

2. Gerry J and Kevan S. (1999), Exploring Corporate Strategy, Prentice Hall,


fifth edition.

3. John L Thompson (2001), Understanding Corporate Strategy, Thomson


Learning

4. Jacqueline .B (1988) Principles and Practice, Effective Marketing. Liverpool


Business Publishing.

5. Paul Fifield (1999), Marketing Strategy, British Library second edition

6. Philip Kotler (2000), Marketing Management, Prentice Hall International,


Millennium edition

7. Philip Kotler, Wong V, Armstrong G, Saunders J (1999), Principles of


Marketing, Prentice Hall International, 2nd European edition

8. Roger Bennett (1996), Corporate Strategy and Business Planning, Financial


Times Pitman Publishing

9. T.Lucey (1996), Management Accounting, Martins by Printers, Berwick upon


Tweed, Fourth Edition

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