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Assignment prime sample assignment on strategic management

Strategic Management

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Assignment prime sample assignment on strategic management

Table of Contents

INTRODUCTION................................................................................................................................3

TASK 1 ................................................................................................................................................3

Similarities and differences in strategy development and Implementation ....................................3

Identification of strategy approach in relation to Porter's Generic Model ......................................4

Identification of the outcomes of the selected strategy....................................................................4

TASK 2.................................................................................................................................................4

Identification and discussion the possible future strategic direction ..............................................4

Justification of actions using Porter's Generic Strategy..................................................................5

TASK 3.................................................................................................................................................6

Implementation challenges faced by Unilever.................................................................................6

Recommendations............................................................................................................................7

CONCLUSION....................................................................................................................................7

REFERENCES.....................................................................................................................................8

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INTRODUCTION

Strategic management is the process of planning, monitoring and analysing the strategies

formulated by a company. This is done so as to assess whether the goals and objectives envisioned

by the organisation are achieved or not (du Toit, 2016). Strategic management is done to also

analyse the internal and external environment. This is done with the objective of achieving

competitive advantage for a organisation over it's competitors. Formulation of strategies is done to

enhance the current performance and skills of employees as well as the company. The report studies

how Unilever achieved competitive advantage by designing and bringing strategic developments in

an organisation.

TASK 1

Similarities and differences in strategy development and Implementation

Strategy development is the first phase of the strategic process. It refers to evaluation of the

strategies currently been used by Unilever. This is because only after evaluation certain measures

can be created to improve the current potentials of the organisation (Kumari, Pundir and

Ganapathy, 2016). On the other hand, strategy implementation is the final phase of strategic

management process. While implementing management make sure to put the designed strategy to

its action.

Similarities

Differences

Strategic

development

and

Strategy development refers yo

implementation are done to design a

designing whereas implementation deal

structure in Unilever so as to handle

with execution of strategies in Unilever.

strategic change in the organisation

Apart from this, Strategic development

(Ertek, Tokdemir, Sevinç and Tunç,

is a logical process thus it is done by

2015).

the top management (Heiyantuduwa,

Other then this, implementation and

Wannisingha and Rupasinghe, 2015). In

development is done to achieve

contrast to this implementation is a

competitive

advantage

over

operational thus it is initiated by the

competitors.

functional management of the

organisation.

The process of strategic development

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Assignment prime sample assignment on strategic management

emphasis on generating effectiveness.

On the contrary implementation

emphasises on bringing efficiency in

Unilever.

Identification of strategy approach in relation to Porter's Generic Model

The Porter Generic strategic model was created by Michael Porter in the year 1980. As per

this model a company must create strategies that have an competitive approach to them. Unilever

have adopted this model to achieve competitive advantage over its competitors. Porter sub divided

strategies into cost leadership, differentiation or focus. The main aim of Unilever PLC was to

become and better by bringing product development and innovation (Unilever in the UK, 2016). In

order to do that company tried to enter to market and on the same times focused on expanding in the

domestic market as well. This strategy was exponentially huge due to the large economic size. It is

evident that expansion is a very time consuming and expensive method to achieve market size. In

contrast to this Unilever kept on endorsing and marketing on a huge level. In addition to this the

company also made new products with the existing products. As there was a lot happening, it can be

argued that company faced huge deficits. In order to cover the cost of strategy employed by the

company, Unilever's product were much costly then its competitors (Top 10 FMCG Companies in

the World 2015, 2016). However companies branding and loyalty helped Unilever to grow

exceptionally well in both domestic and international market.

Identification of the outcomes of the selected strategy

The outcome of this strategy was very much in the favour of Unilever. The company was

able to expand in various new markets. This gave Unilever PLC a good brand image. Unilever is

present in more then 160 counties with a market capital of $72.6 billion. The global revenue of the

personal food segment was €17,739bn and revenue of food segment was €3,607m (Statistics and

facts on Unilever, 2015). This is because company not only developed its product but

simultaneously increased its market from one country to other. The positive outcome for Unilever is

that its a household name not only in United kingdom but worldwide. The strategy developed by the

company provided customer's with more choices which led to increase in revenue for Unilever.

TASK 2

Identification and discussion the possible future strategic direction

Unilever is famous for it's uniqueness to provide multiple products, each highly qualitative

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from one other. The company is making multiple products in the sector of fast moving consumer

goods. These products varies from Surf, Dove, Vaseline, Bovril, Cif, Cornetto, Lipton and many

more (Kaifeng, Xiaoqing and Jianping, 2015). Although company has a range of products, it is

important for the company to identify as to how it could improve its strengths over its competitors.

This identification helped company to evaluate its current market position with its competitors.

Unilever found that although all the products were doing successfully it still had hopes in increasing

its strengths in the market. Strategist at Unilever found that company can bring low cost product

with cutting edge innovation to achieve higher USP. This will also help the company from

distinguishing itself from its competitors. The Procter & Gamble Company, Reckitt Benckiser

Group PLC and Nestlé s.a. are one of the top competitors of Unilever (Rabe, Sari, Fechteler and

Ruini, 2015). Although competitors were rising day by day it was important for the company to

bring an cutting edge differentiation among its product. This was important so as to create

differentiation among its image in the company.

After identification of the strategic direction, Unilever found that it had to bring cost

leadership as a advantage towards it. In order to do this company would have to bring innovation in

its product. This will help the company to manufacture products with low cost (Gould, 2012). In

order to produce low cost product company will have to acquire skilful innovators. They will help

Unilever in achieving innovation in the technology. Innovation in technology refers to adopting

methods that will help an organization in reducing cost of manufacturing products. In order to that

Unilever first made its internal structure strong by enhancing its capital structure. This was done so

as to raise investment to support manufacturing and operational activity. Unilever was successfully

in implementing this strategy. The main advantage for the company was to be able to reduce cost

and simultaneously achieve reasonable profit margin (Fuchs, Bender and Glen, 2015). Being

technologically advanced and strategically smart Unilever was also able to to achieve grater market

share. There are many potential market which served to be a beneficially source of revenue for the

company. Unilever not only achieved market share in United Kingdom but also was acclaimed to

achieve superior customer support from various new countries.

Justification of actions using Porter's Generic Strategy

The application of above strategy is justified with the success of Unilever all around the

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world. Unilever not only was able to improve its presence in United kingdom. It was able to enter

new market in various new countries (Eden and Ackermann, 2013). Low cost is considered to be an

ideal of reducing cost of a product. It should be noted that reducing cost does not mean reducing

sale price even. Cost and selling price are two different component. By reducing cost and

maintaining stagnant selling price company made it possible to improve its global revenue model.

As Unilever was able to achieve higher and denser market its supply system also improved.

Company was able to focus in improving its internal capacity to meet with the rigid components of

the external environment. By reducing the cots of its manufacturing product Unilever maintained its

growth factor as well. Saving money by reducing cost helped the company to divert its financial

resources to developments and research (Swayne, Duncan and Ginter, 2012). Unilever was able to

conduct new research so as to bring new innovation in its technology and product.

Unilever was able to improve its performance by improving the functionality of various

departments. As cost reduced company enhanced its ability to focus on advertising and marketing

products (Hitt, Ireland and Hoskisson, 2012). Marketing and advertising helped Unilever in getting

more customer base. Thus is important so as to achieve attraction of customers. This further helped

the company to increase its customer traffic. As customer increased companies sales also increased

simultaneously. In order to handle this Unilever brought improvement in its supply chain. Company

was able to improve its logistics so as to deliver goods in a faster time. By doing so Unilever

improved all of its operational process. Thus it can be said that strategic development not only

brought revenue but also improved the structure and capabilities of its internal departments.

TASK 3

Implementation challenges faced by Unilever

While implementing strategies there are various challenges and issues faced by the

company. These challenges are refereed to as implementation issues as they grates barrier for the

company to apply its strategic decisions in the internal structure. This is also due to the fact that

strategic decision bring change in the organisation (Hill, Jones and Schilling, 2014). Change of any

form affects the work culture and environment of the country. The main issues faced by the

company was making its employees resistance to change. Bringing low cost strategic development

led to decreased employee participation. Employees were not able to accept the new developments

brought in the company. This brought a negative and chaotic environment. It was difficult for the

managers to make the employees accept the changes that were incorporated in the structure. Due to

innovation and technological advancements Unilever was forced to write off its human resources.

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This made many employees dissatisfied as only the most skilled employees could be retained by the

company. Another barrier was implementing strategic change ion the allotted time one (Kaifeng,

Xiaoqing and Jianping, 2015). Each department was provided with a set guideline in which they

had to achieve their targets. It was difficult for the manager to be able to motivate all the employees

so they could achieve the targets and objectives of the company.

Another barrier that brought major challenge for the company was to be able to effectively

manage the issues that were arising due to lack communication problems. Employees were eager to

know as to what is happening in the organization. This created a environment of commotion and

myths. The flow of communication disrupted when disrupted when management failed to provide

information about decision making in Unilever (du Toit, 2016). Employees felt as they were not part

of the process which de-motivated them. The main barrier was exercising application of

technological developments in the organisation. It was very difficult for the manager to provide

training and development to teach about the new technology been implemented in the organisation.

Employees felt over burdened to learn new technology that was implemented in the organisation.

Another issue was to conduct effective monitoring in the organisation. Monitoring was important as

to check the effectiveness and success factor of the strategies appointed by Unilever. This was due

to the fact that a lot was happening at the time of implementation (Heiyantuduwa, Wannisingha and

Rupasinghe, 2015). It was lengthy and chaotic procedure. It was very difficult for the manager to

monitor activities by each employee.

Recommendations

It can be said that to improve efficiency of the implementation programme Unilever must

exercise few recommendation. Proper mentoring can be given to the employees to make them them

technologically capable. The manager can introduce training and development to raise awareness

about the changes been brought in the organisation (Fuchs, Bender and Glen, 2015). Apart form this

Unilever can also try to conduct analysis to identify strengths and potentials of the employees. This

will be helpful in accessing delegation of authority. Unilever can also access performance analysis

to motivate and inspire employees working under strategic change. The performance results can be

used to develop the skills and capabilities by enhancing the work quality of the employees in

Unilever.

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CONCLUSION

From the above report it can be said that strategic management played an important role ion

brining revenue advantage for Unilever. The company was able to make strategies that would

enhance its market space and product development. Strategic management nit only improves the

growth of the company but also brings competitive advantage. By improving the internal capacities

can can bring advancements that can help it to grow over its competitors. Thus it can be concluded

that strategic management helped Unilever to achieve cost advantage by reducing cost and

achieving customer support.

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REFERENCES

Books and Journals

du Toit, A.S.A., 2016. Using environmental scanning to collect strategic information: A South

African survey. International Journal of Information Management.36(1). pp.16-24.

Eden, C. and Ackermann, F., 2013. Making strategy: The journey of strategic management.

SageAmit, R. and Schoemaker, P.J., 2012. Z STRATEGIC ASSETS AND

ORGANIZATIONAL RENT. Strategische Managementtheorie,.14. pp.325.

Ertek, G., Tokdemir, G., Sevinç, M. and Tunç, M.M., 2015. New knowledge in strategic

management through visually mining semantic networks. Information Systems Frontiers.

pp.1-21.

Fuchs, J.E., Bender, A. and Glen, R.C., 2015. Cheminformatics Research at the Unilever Centre for

Molecular Science Informatics Cambridge. Molecular Informatics.

Gould, G.W., 2012. New methods of food preservation. Springer Science & Business Media.

Heiyantuduwa, M., Wannisingha, W.M.N.N. and Rupasinghe, T., 2015. December. A Strategic

Analysis of the use of Third Party Logistics Providers (3PLs) in Fast Moving Consumer

Goods (FMCG) Industry: A Systematic Review of Literature. In 12th International

Conference on Business Management (ICBM).

Hill, C., Jones, G. and Schilling, M., 2014. Strategic management: theory: an integrated approach.

Cengage Learning.

Hitt, M., Ireland, R.D. and Hoskisson, R., 2012. Strategic management cases: competitiveness and

globalization. Cengage Learning.

Kaifeng, M.A.O., Xiaoqing, C.H.A.I. and Jianping, O.U., 2015. On the Reform of FMCG

Customer-Oriented Marketing Organization. Management Science and Engineering.9(3).

Kumari, M., Pundir, A.K. and Ganapathy, L., 2016. Managing Demand Variability at Customer

Level in a FMCG Company. In Managing Flexibility. pp. 323-331.

Rabe, M., Sari, M.U., Fechteler, T. and Ruini, L.F., 2015. Discrete event simulation as a strategic

decision instrument for a CO2–and cost-efficient distribution chain applied in the FMCG

sector. International Journal of Advanced Logistics.4(1). pp.47-53.

Swayne, L.E., Duncan, W.J. and Ginter, P.M., 2012. Strategic management of health care

organizations. John Wiley & Sons.

Online

Statistics and facts on Unilever.,

<http://www.statista.com/topics/1397/unilever/>. [Accessed on: 30thJanuary, 2016].

Top 10 FMCG Companies in the World 2015., 2016. [Online]. Available through:

<http://www.statista.com/topics/1397/unilever/>. [Accessed on: 30thJanuary, 2016].

Unilever

in

the

UK.,

2016.

<http://www.unilever.co.uk/aboutus/introductiontounilever/Unilever_in_the_UK/>. [Accessed

on: 30thJanuary, 2016].

2015. [Online]. Available through:

[Online].

Available

through:

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