Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Unilever pakistan

3,591 views

Published on

strategic management

Published in: Business, Career
  • Be the first to comment

Unilever pakistan

  1. 1. HISTORY • Lever brothers is founded by WILLIAM HESKETH LEVER in 1890 • Key player in food & household product industry • Historically grew through acquisitions
  2. 2. INTRODUCTION LEVER BROTHERS, THE OLD NAME OF UNILEVER CHANGED INTO UNILEVER AFTER THE MERGER OF LEVER BROTHERS & MARGARINE UNIE IN 1930 UNILEVER IS A MULTI NATIONAL COMPANY IT IS ONE OF THE LARGEST CONSUMER GOODS COMPANIES IN THE WORLD ITS BRANDS ARE ON SALE IN 151 COUNTRIES
  3. 3. UNILEVER STAFF TODAY UNILEVER EMPLOYEES 179,000 PEOPLE IN 150 COUNTRIES WORLDWIDE TODAY UNILEVER EMPLOYEES IN PAKISTAN ARE1677.
  4. 4. VISION STATEMENT “We help people around the world to meet everyday needs for nutrition, hygiene and well being, with brands that help people look good, feel good and get more out of life”
  5. 5. MISSION STATEMENT “Vitality is at the heart of everything we do. It’s in our brand, our people and our approach to business”
  6. 6. OBJECTIVES
  7. 7. • To be honest transparent and ethical • To win hearts and minds of consumers • To deliver what we promise • To become empowered leaders
  8. 8. • To believe in trust, truth and team work • To care and actively contribute the community
  9. 9. LOGO This is the logo of “UNILEVER”
  10. 10. SLOGAN “FEEL GOOD, LOOK GOOD AND GET MORE OUT OF LIFE…”
  11. 11. CEO UNILEVER “PAUL POLMAN” CEO OF UNILEVER (FROM OCT. 08)
  12. 12. UNILEVER PAKISTAN(1948) 4 WHOLLY OWNED AND 6 3RD PARTY MANUFACTURING SITES FIRST SITE IN PAKISTAN WAS IN RAHIM YAR KHAN LARGEST FMCG COMPANY NOW OPERATING AT SIX LOCATIONS IN PAKISTAN
  13. 13. CEO UNILEVER PAKISTAN MR.EHSAN A.MALIK CEO IN PAKISTAN
  14. 14. GENERAL INFORMATION NO. OF EMPLOYEES 1677 SHARES 13,293,869 SHARE HOLDERS 4171 REVENUE 59.7 BILLIONS (2012)
  15. 15. FOOD BRANDS • • • • • • Badami • Pearl dust Blue band Brooke bond supreme • Rafhan • Wall’s Energile Knorr lipton
  16. 16. • • • • • • • PERSONAL CARE BRANDS Clear shampoo Close up Dove Fair & lovely Lifebuoy shampoo Lifebuoy soap Lux • • • • Pond’s Rexona Sunsilk Vaseline
  17. 17. HOME CARE BRANDS • • • • • Comfort Rin Sunlight Surf excel vim
  18. 18. PESTEL ANALYSIS
  19. 19. POLITICAL FACTORS • Smuggling of black tea under afghan transit trade agreement • Increased tax and import duties (33.7%) • No steps being taken to discourage counterfeiting
  20. 20. ECONOMIC FACTORS • UPL uses palm oil as a major input, but price fluctuations • Energy crises is effecting the ice-cream segment • High inflation rate
  21. 21. SOCIAL CULTURAL FACTORS • Growing urbanization • Higher number of youngster • Rising income These factors led to change consumer life style
  22. 22. • Total population 173.51 million • 110.46 million rural areas • 63.05 million urban areas
  23. 23. TECHNOLOGICAL FACTORS • Spent 891 million Euros on R & D in pak • UPL uses internet to train its employees • Energy crises
  24. 24. LEGAL FACTORS • Changing legislation • Minimum wages of unskilled workers increased from 6000 to 7000 rs in 2010 • As per law after 9 months temporary workers should me made permanent
  25. 25. STRENGTH’S • Customer loyalty • High dividend payout • International brand strength • Market share of 41%
  26. 26. • Oldest MNC of Asia • Strong financial position • Vast distribution network • Large range of brands • Well established brand name
  27. 27. • Latest state of art and technologies • Established raabta consumer care line
  28. 28. WEAKNESSES • Costly products • Discrimination among employees • Weak web presence
  29. 29. • Only 1500 employees are on their payroll • Many protests by labor unions • Using nameless factories in Karachi • Had to sale dalda
  30. 30. opportunities • Could develop new product • Local competitors have poor products • Unrelated diversification • Around 40% smuggled tea can be catered
  31. 31. • Urban areas are only familiar with shampoo • End user respond to new ideas • Strategic acquisitions can help to expand further • Huge potential in rural areas
  32. 32. • Young generation is becoming beauty concious • New soaps can be introduced in winter • Forward integration can be done • Pakistan is 3rd largest importer of tea, huge potential in tea farming
  33. 33. THREATS • Legislation could impact • Retention of key staff critical • Major competitor • Competitor aggressive marketing
  34. 34. • Security conditions • Energy shortage • High taxation • Price war
  35. 35. PORTERS 5 FORCES
  36. 36. BARGAINING POWER OF BUYERS UPL has to be precautious on deciding about prices and satisfying customers to avoid of switching customers
  37. 37. COMPETITIVE RIVALARY • Large num of competitors P & G • Substitute products and low prices of competitors • UPL have capacity of mass production
  38. 38. THREAT OF SUBSTITUTE • Should focus on R & D to avoid substitute products • Substitutes has reduced brand loyalty
  39. 39. THREAT OF NEW ENTRANT • In pak less legal requirements and capital is required • ULP’s brand image is a strong barrier
  40. 40. SUPPLIERS BARGAINING POWER • ULP has policy of local buying and local manufacturing • Blanket agreements with suppliers • Built strong relations with supplier by treating them fairly
  41. 41. BCG MATRIX
  42. 42. BCG MATRIX
  43. 43. STARS PRODUCTS OF ULP High growth rate & high market share Walls Lux Surf excel Fair and lovely
  44. 44. CASH COWS Low growth rate & high market share • • • • Sunsilk Ponds Lipton Blue band
  45. 45. DOGS Low growth rate & low market share • Rexona • Lifebuoy shampoo
  46. 46. QUESTION MARKS High growth rate & low market share • Lifebuoy soap • Clear shampoo
  47. 47. BRAND LIFE CYCLE
  48. 48. INTRODUCTION • Domex GROWTH • Lux • Sunsilk • Clear shampoo
  49. 49. MATURITY • Surf excel • Ponds • Lipton DECLINE • rexona
  50. 50. VALUE CHAIN ANALYSIS Focusing on cost leadership in shampoo markets
  51. 51. Firms infrastructure • Knowledgeable experts • Effective management information system • Marketing research department shares consumer research data
  52. 52. Human resource management • Skilled, qualified and expert management • Formal and informal network communications • Training programs and seminars
  53. 53. Technological development • R&D brought improvement in shampoos
  54. 54. procurement • Outsource raw material  Europe, America, far east and local availability • Automatic replenishment systems • Packaging material from packages limited Lahore
  55. 55. operations • Have got economies of scale to reduce unit cost • Production process of sunsilk and lifebuoy is reliable
  56. 56. distribution • Shipped to 6 depots via truck • Transportation cost is beard by whole sellers
  57. 57. Relationship and marketing • Incase of lifebuoy focus only on males and ignore female • Incase of shampoo main focus is on females • No strategy to make good relationships with retailers
  58. 58. • One thing they lag’s in is centralized long term strategies
  59. 59. STRATEGIES
  60. 60. MARKET PENTRATION • • • • Clear shampoo Badami Vim Walls Bill boards, launching new advertisements
  61. 61. • Surf excel ad campaign (daag to achay hote hain) • Lifebuoy Hand washing campaign
  62. 62. MARKET DEVELOPMENT • Vaseline Old product but working on its development • Sunsilk Exploit the religious Semitism of Muslim women (hijabi women's)
  63. 63. PRODUCT DEVELOPMENT • Domex launched against harpic • Fair menz A new product for men fairness
  64. 64. FORWARD AND BACKWARD INTEGRATION ULP has never indulged in backward and forward integration
  65. 65. HORIZONTAL INTEGRATION • Polka (1998) • Knorr (2000) • Lipton (1988) • Brokebond (1997) • Glaxose-D (1999)
  66. 66. DEFENSIVE STRATEGY • Increase scale of economy to reduce unit cost RETRECHMENT STRATEGY • In 2007 292 contract employees were fired
  67. 67. CONTINUES IMPROVEMENT • 41% reduction in CO2 • 65% reduction in water use • 73% reduction in total waste
  68. 68. STRATEGIC TYPE • Unilever is a prospector with fairly broad product line and focuses on  Innovation  Market opportunities
  69. 69. Determining the sustainability • There is a huge chance of imitability in FMCG’s
  70. 70. THE END…!!
  71. 71. ANY DOUBTS OR QUESTIONS???
  72. 72. THANK YOU!!!

×