Read Chapter 11: Answer Three Of The Following Four Question
Read Chapter 11 Attachedanswer Three Of The Following Four Questions
Read Chapter 11 Attachedanswer Three Of The Following Four Questions: • How did the competitive environment confronting Unilever change during the 1990's? • What changes did Unilever make in its strategy and structure to compete effectively in the new environment? • Does the new corporate identity of HLL fit the new strategy and environment? • Is Unilever pursuing a global standardization strategy or a localization strategy? Create a brief synopsis with your answers. Your initial post should be 200 to 300 words. You should use at least two credible and recent sources. Your post must be organized using APA.
Paper For Above instruction
The 1990s marked a significant transformation in the competitive landscape faced by Unilever, driven by globalization, changing consumer preferences, and rising competition from local and international firms. During this decade, the company's environment evolved from a primarily national focus to a more complex, global marketplace where competitors leveraged innovations and local tastes to gain market share (Ghemawat & Guillen, 2000). This shift necessitated strategic adjustments to maintain competitiveness and market relevance.
In response, Unilever restructured its strategy to become more locally responsive while maintaining core global efficiencies. One key change was the development of an integrated organizational structure that balanced global brand management with local market adaptation (Kotler & Keller, 2016). For example, Unilever increased its focus on consumer insights and customized product offerings to cater to regional preferences. Additionally, the company invested in reducing operational redundancies by streamlining its supply chains and expanding its direct-to-consumer channels, aligning with a more flexible global strategy.
The rebranding and integration under the new corporate identity of Hindustan Lever Limited (HLL), now simply Hindustan Unilever Limited, aimed to reflect the company’s shift toward a unified global vision while emphasizing local relevance. This identity aligns well with the dual strategic focus of standardization and localization, as HLL retained core international brand elements but adapted products and marketing to resonate with Indian consumers (Gupta & Govindarajan, 2002).
Unilever’s strategic approach during this period exemplifies a transnational strategy, blending global standardization with local adaptation. This approach allowed the company to achieve efficiency through global scale while remaining responsive to diverse regional markets, supporting sustained growth and competitive advantage (Prahalad & Doz, 1987).
References
Ghemawat, P., & Guillen, M. F. (2000). The Rise of Collaborative Strategy in Global Competition. _Harvard Business Review_, 78(6), 138-147.
Kotler, P., & Keller, K. L. (2016). _Marketing Management_ (15th ed.). Pearson Education.
Gupta, A. K., & Govindarajan, V. (2002). Cultivating a Global Mind-Set. _Academy of Management Perspectives_, 16(1), 116-126.
Prahalad, C. K., & Doz, Y. L. (1987). The Multinational Mission: Balancing Local Demands and Global Vision. _Free Press_.
Additional References:
1. Unilever. (1999). Annual Report. https://www.unilever.com/investor-relations/annual-reporting/
2. Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). _Strategic Management: Concepts and Cases_. Cengage Learning.
3. Bartlett, C. A., & Ghoshal, S. (1989). Managing Across Borders: The Transnational Solution. _Harvard Business School Press_.
4. Yip, G. S. (1998). Total Global Strategy: Managing for Worldwide Competitive Advantage. _Prentice Hall_.
5. Verbeke, A. (2009). The Ongoing Evolution of Global Strategy. _Strategic Management Journal_, 30(3), 357-375.