Unilever's marketing strategy: strengths and issues

Docs en anglais | 19 pages | 08-02-2008 | Format : | Note : Non noté

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Résumé

In 1930, Unilever was created by the merger of the Dutch company Margarine Unie and a British-based soap & detergent company called Lever brothers.
Since the following years, the firm have carried out a policy of acquisitions of food, personal care and household products companies and brands.
Since the 70s the company has developed a diversification strategy into chemicals, advertising, packaging and market research.
Later, in the 90s the company decided to divest the previous activities to focus on the core business (food, household & personal care products).
In 2000, Unilever decided to implement the Path To Growth Strategy which was going implemented in the following year. It included among other actions make some acquisitions worldwide, reduce the company's brand portfolio by 75 % and divest some business.
The strategy itself was not wrong. The problem was its implementation: too many and complex actions in a few period of time.
This report is address to identify which were the problems of the Path To Growth strategy, what the alternatives to the company's problems are and what alternative is the most desirable for the company internal and external situation.
At present, the company have 9OO brands of products sold in 150 countries worldwide and some of the brands have adopt a different name in the different areas they are marketing ( Eg.: ice cream Brands).

Table of contents:

Introduction

1. Unilever environment
2. Strategic challenge
3. Strategic alternatives
4. Alternatives
5. Implementation
6. Contingency plan

Conclusion

Recommandations

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