Unilever is a British-Dutch transnational consumer goods company co-headquartered in London, United Kingdom, and Rotterdam, Netherlands. Its products include food and beverages (about 40 percent of its revenue), cleaning agents, beauty products, and personal care products. This presentation covers the internal & external Analysis of Unilever Bangladesh Ltd.

1. Course Title
Strategic Management
Presentation On:
Internal & External Analysis of Unilever Bangladesh Ltd.

2. Prepared By:
Sanjida Ashrafi Ananya
Department of Accounting,
Premier University, Chittagong.

5. About Unilever
Unilever is a British-Dutch transnational consumer goods company co-headquartered
in London, United Kingdom, and Rotterdam, Netherlands. Its products include food
and beverages, cleaning agents, beauty products, and personal care products. It is
Europe’s seventh most valuable company. Unilever is one of the oldest multinational
companies; its products are available in around 190 countries.

6. Overview of Unilever
Founders of Unilever
William Lever Samuel Van Den BerghJames Darcy Lever

7. Overview of Unilever
Type:
Dual-listed Public limited company
Industry:
Consumer Goods
Predecessor:
Lever Brothers & Margarine Unie
Founded: 1930 (by merger)
Headquarters:
Unilever House, London, UK Rotterdam, Netherlands
Area Served:
Worldwide
Number of Employees: 169,000 (2017)
Revenue: €53.715 billion (2017)

8. Overview of Unilever Bangladesh Limited (UBL)
The Unilever Bangladesh Limited is consumer goods company based in
Dhaka, Bangladesh was formerly known as Lever Brothers Bangladesh Ltd.
and changed its name in December 2004, engaged in the manufacture and
distribution of home care products, personal care products, and foods. It is a
joint venture of the Government of Bangladesh and Unilever. Unilever holds
60.4% and Government of Bangladesh holds 39.6% of its share.

10. Unilever’s Vision Statement
To make sustainable
living commonplace.
We believe this is the
best long-term way
for our business to
grow.
Commonplace sustainable living
Best long-term way
Business growth

11. Unilever’s Mission Statement
To add vitality to life. We
meet every day needs for
nutrition, hygiene and
personal care with brands
that help people feel good,
look good and get more out
of life.”
Adding vitality to life
Meeting everyday needs for nutrition, hygiene,
and personal care
Helping people feel good, look good, and get more
out of life

13. Products
Beauty & Personal Care

14. Products
Foods & Refreshments

15. Products
Home care & Water purifier

16. The General Environment:
Unilever’s PESTEL/PESTLE Analysis

17. Unilever’s PESTEL/PESTLE Analysis
Political Factors Affecting Unilever’s Business
Political stability of most countries (opportunity)
Political issues in the Bangladesh (threat)
Growing free trade relations (opportunity)

18. Increasing wages in developing countries (opportunity & threat)
Unilever’s PESTEL/PESTLE Analysis
Economic Factors Important Unilever
High growth of developing countries (opportunity)
Economic stability of developed countries (opportunity)

19. Rising health consciousness (opportunity)
Unilever’s PESTEL/PESTLE Analysis
Social/Sociocultural Factors Influencing Unilever’s Business Environment:
Rising environmentalist behaviors (opportunity)
Gradual dismantling of the gender divide (opportunity)

20. Rising business automation (opportunity & threat)
Rising R&D investments (threat)
Decreasing cost of transportation based on technological
efficiencies (opportunity & threat)
Unilever’s PESTEL/PESTLE Analysis
Technological Factors in Unilever’s Business

21. Rising interest in business environmentalism (opportunity)
Increasing business efforts on sustainability (opportunity)
Increasing complexity of environmental programs (opportunity)
Unilever’s PESTEL/PESTLE Analysis
Ecological/Environmental Factors Affecting Unilever

22. Increasing complexity of environmental regulations (opportunity)
Strengthening international patent laws (opportunity)
Strengthening consumer rights laws (opportunity)
Legal Factors Facing Unilever

24. The Industry Analysis:
Unilever’s Five Forces Analysis (Porter’s Model)

25. Unilever’s Five Forces Analysis (Porter’s Model)
Competitive Rivalry or Competition with Unilever
High number of firms (strong force)
High aggressiveness of firms (strong force)
Low switching costs (strong force)

26. Unilever’s Five Forces Analysis (Porter’s Model)
Low switching costs (strong force)
High quality of information (strong force)
Small size of individual buyers (weak force)
Bargaining Power of Unilever’s Customers/Buyers

27. Unilever’s Five Forces Analysis (Porter’s Model)
Moderate size of individual suppliers (moderate force)
Moderate population of suppliers (moderate force)
Moderate overall supply (moderate force)
Bargaining Power of Unilever’s Suppliers

28. Unilever’s Five Forces Analysis (Porter’s Model)
Low switching costs (strong force)
Low substitute availability (weak force)
Low performance to price ratio of substitutes (weak
force)
Threat of Substitutes or Substitution

29. Low switching costs (strong force)
High cost of brand development (weak force)
High economies of scale (weak force)
Threat of New Entrants or New Entry

31. Unilever’s SWOT Analysis

32. Unilever’s SWOT Analysis
Strong brands
Broad product mix
Economies of scale
Strong global market presence
Unilever’s Strengths (Internal Strategic Factors)

33. Unilever’s SWOT Analysis
Imitable products
Limited business diversification
Dependence on retailers
Unilever’s Weaknesses (Internal Strategic Factors)

34. Unilever’s SWOT Analysis
Business diversification
Product innovation for health
Business enhancement for environmental
conservation
Market development
Opportunities for Unilever (External Strategic Factors)

35. Tough competitive rivalry
Product imitation
Increasing popularity of retailers’ house brands
Threats Facing Unilever (External Strategic Factors)

37. Value Chain Analysis

38. Value Chain Analysis
Primary activities
It is important to develop strong relationships with suppliers as their
support is necessary to receive, store and distribute the product.
Some examples of inbound logistics are retrieving raw material,
storing the inputs and internally distributing the raw material and
components to start production.
Inbound Logistics

39. Value Chain Analysis
Primary activities
The importance of analyzing operational activities raises when raw material
arrives, and UBL is ready to process the raw material into the end product
and launch it in the market.
Some examples of operational activities are machining, packing, assembling
and testing. Equipment repair and maintenance also falls into this category.
Operations

40. Value Chain Analysis
Primary activities
Outbound logistics include the activities that deliver the product to the
customer by passing through different intermediaries.
Some outbound logistics activities are material handling, warehousing,
scheduling, order processing, transporting and delivering to the
destination.
Outbound Logistics

41. Value Chain Analysis
Primary activities
At this stage, UBL will highlight the benefits and differentiation points
of offered products to persuade the customers that its offering is better
than competitors.
The marketing strategies can either be push or pull in nature, depending
on the UBL’s business objectives, brand image, competitive dynamics
and current standing in the market.
Marketing and Sales

42. Value Chain Analysis
Primary activities
The pre-sale and post-sale services offered by the UBL will play
an important role in developing customer loyalty. The modern
customers consider post-sale services as important as marketing
and promotional activities.
Services

43. Value Chain Analysis
Secondary activities
The firm infrastructure denotes a range of activities, such as- quality
management, legal matters handling, accounting, financing, planning and
strategic management. Effective infrastructure management can allow UBL
to optimize the value of the whole value chain. UBL can control the
infrastructure activities (or commonly called overhead costs) to strengthen
the competitive positioning in the market.
Firm infrastructure

44. Value Chain Analysis
Secondary activities
Unilever Plc can analyze human resource management by evaluating
different HR aspects, including- recruiting, selecting, training, rewarding,
performance management and other personnel management activities.
The effective HR management can allow Unilever Plc to reduce
competitive pressure based on motivation, commitment and skills of its
workforce.
Human resource management

45. Value Chain Analysis
Secondary activities
In a modern, technological advanced era, almost all value chain
activities depend on technological support.
Some examples are- automation software, technology-supported
customer service, product design research and data analytics. The
research and development department of UBL is classified in this
category.
Technology development

46. Secondary activities
The procurement in value chain denotes the processes
involved in purchasing the inputs that may range from
equipment, machinery, raw material, supplies, raw material
and other items necessary for producing the finished product.
Procurement

48. Resource Based View of Unilever Bangladesh Limited (UBL)

49. Resource Based View of Unilever Bangladesh Limited (UBL)
• Financial: an annual turnover of €39.6 billion or approximately 2,40,000
Crore Taka.
• Physical: Modern plant & facilities, favorable manufacturing location
• Technological: Innovative production process, patents, copyrights,
trademarks.
• Organizational: Effective strategic planning process, excellent evaluation &
control system.
Tangible Resources

50. Resource Based View of Unilever Bangladesh Limited (UBL)
Intangible Resources
• Human Resource: . 10,000 people directly and through its dedicated suppliers, distributors
and service providers. 99.5% of UBL employees are locals and we have equal number of
Bangladeshis working abroad in other Unilever companies as expatriates.
• Innovation and creativity: Unilever Bangladesh apply most effective scientific and technical
skills which is control by the Unilever global Research & Development Department.
• Reputation: They hold 90% of market share of the total household, personal care, foods &
refreshment market in Bangladesh.

51. Resource Based View of Unilever Bangladesh Limited (UBL)
Organizational Capabilities
Working with external partners and stakeholders; and on
another, it has decentralized power and authority, empowering
its young leaders to make critical business decisions. Through its
‘freedom within framework’ policy, UBL has increased its speed in
innovating, decision making and processes.

52. Today Unilever is one of the popular companies’ all-over the
Bangladesh with their best quality of products. They always focus
on customer satisfaction and want to give their products best
position in the market. UBL has been moved by the significant
circumstances of the day like economic boom, rapid change in
technology, depression, people's lifestyle, and recession.