IFE-EFE-CPM-Matrix Uni Lever

EFE Matrix
Key External Factors
Weight
Ratings
Weighted
Score
OPPORTUNITIES
1.
Could develop new products.
0.02
0.60
2.
Local competitors have poor products.
0.03
0.45
3.
Unrelated diversification.
0.03
0.10
4.
Since pak has one of the least cocentrated

retail market in the world with state owned
utility stores corporation holding
0.02
0.20
5.
Around 0.3 % of the market. USC has given

license to many Super Stores which is a
seems to be a good oppurtunity as they can
make alliances with them.
0.02
0.04
6.
Aaround 40% tea is smuggled so that can be

catered too by unliever thus a big market
remain un-addressed.
0.03
0.06
8.
Only urban area are familiar with shampoo

there still awaits a long way to go.
0.04
0.12
End-users respond to new ideas.
0.03
0.06
10.
Support core business economies.
0.02
0.02
11.
Could seek better supplier deals.
0.02
0.06
12.
Strategic acquisitions can help Unilever to

expand its business.
0.02
0.08
13.
Population continously increasing in

Pakistan.
0.03
0.12
14.
Huge potential in the rural areas of Pakistan
0.03
0.12
15.
Big opportunity in food business.
0.02
0.08
16.
Export opportunity of hlal foods to Foreign

Countries.
0.04
0.12
9.
17.
Younger generation is becoming look and

beauty conscious.
0.04
0.08
18.
More awareness about hair protection and

hair cleanliness.
0.04
0.08
19.
New soups can be introduced in winters.
0.03
0.03
20.
E-commerce- Online Selling can be initiated.
0.03
0.09
21.
Forward Integration can be done by

launching unilever stores
0.04
0.08
22.
Enough space available for launching of

nutritious food items.
0.03
0.12
23.
Like Pepsi's Lays and P&G's Prigle can Come

up with Chips.
0.03
0.12
24.
Pakistan is the third largest importer of tea

in the world so huge potential in tea
farming.
0.04
0.12
25.
Huge oppurtunity is awaiting in detergent as

about 50% of the population uses laundry
soap for fabric washes.
0.04
0.12
THREATS
1.
Legislation could impact.
0.02
0.04
2.
Existing core business distribution risk.
0.02
0.04
4.
Retention of key staff critical.
0.02
0.08
5.
Could distract from core business.
0.01
0.01
6.
Possible negative publicity.
0.01
0.02
8.
Vulnerable to reactive attack by major

competitors.
0.02
0.02
Health consciousness people may find an

alternative low calorie diets and exercise.
0.01
0.03
10.
Low GDP growth rate.
0.02
0.02
11.
Deteriorating security conditions.
0.01
0.04
12.
Energy shortage.
0.01
0.02
13.
Smuggling of tea and its own international

products.
0.02
0.06
9.
14.
Deteriorating value of Pakistani currency.
0.01
0.02
15.
High taxation.
0.02
0.06
16.
The local companies.
0.02
0.08
17.
Price wars.
0.01
0.04
18.
Competitors' aggressive marketing.
0.02
0.08
19.
Religious Semitism can be provoked being a

Non Muslim MNC.
0.02
0.06
20.
Distribution and Retailer ship can be

compromised for various reasons like they
may go bankrupt or other factors could
influence which will have direct impact on it.
0.02
0.04
21.
Due to Political situation their top notch

could migrate.
0.01
0.02
22.
Strategic allies might seek for better

opportunities.
0.01
0.02
Total Weighted Score
1.0
3.87
Total weighted score of EFE matrix of UNILEVER (3.87) shows strong response of company
towards external factors.
CPM Matrix
Critical Success Factor
Weight
P&G
Lakson
Reckit
1.
Advertising.
Rating
Score
Rating
Score
Rating
Score
0.1
0.4
0.2
0.03
0.09
0.36
0.18
0.27
0.1
0.3
0.04
0.03
2.
Product Quality.
3.
Price.
4.
Management.
0.04
0.16
0.12
0.16
5.
Financial Position.
0.04
0.16
0.12
0.12
6.
Customer Loyalty.
0.06
0.24
0.18
0.18
8.
Marketing/Branding.
0.04
0.16
0.08
0.12
9.
Market Share.
0.06
0.24
0.12
0.18
10.
Infrastructure.
0.05
0.15
0.20
0.10
11.
Technology.
0.06
0.24
0.12
0.24
12.
Assets.
0.06
0.18
0.24
0.12
13.
Distribution & Network.
0.03
0.12
0.06
0.12
14.
Logistics and Supply Chain.
0.06
0.24
0.18
0.24
15.
Potential Human Resource.
0.05
0.20
0.15
0.20
16.
Consumer Feedback System.
0.04
0.12
0.08
0.08
17.
Product Line
0.04
0.16
0.12
0.12
18.
Strategic Alliances
0.04
0.12
0.12
0.12
19.
Research & Development
0.04
0.16
0.08
0.16
1.0
3.71
2.39
2.59
IFE Matrix
Key Internal Factors
Weight
Ratings
Weighted
Score
STRENGTHS
1.
Customers Loyalty.
0.04
0.16
2.
High dividend pay out.
0.03
0.12
3.
International brand strength.
0.03
0.12
4.
Market share of 41%
0.04
0.16
5.
Strong financial position.
0.04
0.16
6.
Have won more than 10 awards.
0.03
0.09
7.
Oldest MNC of Asia
0.04
0.12
8.
Highly Motivated Human Resource
0.06
0.24
9.
Vast Distribution Networks.
0.05
0.20
10.
Large range of brands to match the diversity of

its consumers.
0.03
0.09
11.
Committed to business ethics, safety, health,

environment and community.
0.05
0.15
12.
An Active participant in Social Service.
0.03
0.09
13.
Latest state of the art facilities and technology.
0.03
0.12
14.
Possess multiple international standard

certifications like ISO 9001, ISO 14001, OHSAS
18001.
0.02
0.06
15.
Well-established brand name.
0.04
0.16
16.
Good social responsibility to shareholders and

employees.
0.04
0.12
17.
Established Raabta Consumer Careline for their

consumers.
0.04
0.12
18.
Spare manufacturing capacity.
0.03
0.09
19.
Enjoying market edge of 41% in FMCG

industry. UNILEVER is at number one in ice
cream segment
0.03
0.12
WEAKNESSES
1.
Strategic Alliance
0.02
0.02
2.
Costly Products.
0.04
0.08
3.
Discrimination among Employees.
0.03
0.03
0.01
0.01
4.
Weak Web Presence.
5.
Contradictions on website.
0.02
0.02
6.
Only 1500 Employees are on their Payroll as

per website.
0.02
0.02
7.
Many protests have been conducted by labour

Unions against Unilever Pakistan.
0.02
0.02
8.
Accused of involvement in exploitive tactics

against indirect employees.
0.01
0.01
9.
Not able to manage factories on their own

closing and outsourcing.
0.01
0.02
10.
As per IGI Security Report, The main focus has

been investing in HPC business constituting
over 60% of the total advertising expenditure.
However, the growth in sales has lagged the
growth in advertising spend.
0.02
0.04
11.
Heavy reliance on casual, temporary and

agency workers, workers whose contracts bring
them no job security and inferior pay and
benefits to those formally employed by
Unilever, is the rule throughout the company's
operations.
0.02
0.02
12.
Recently, ULEVER has closed down the Karachi

tea factory in view of low demand and sales
volumes.
0.01
0.02
13.
Using Nameless Factories for Prduction as in

the case of Tea, in Karachi.
0.01
0.02
14.
Unilever systematically violates worker and

trade union rights through direct attacks on
trade unionists
0.02
0.02
15.
Indirect Distribution Network.
0.01
0.01
16.
Had to sale dalda.
0.02
0.02
17.
Operational Complexity.
0.01
0.01
1.0
2.88
The score 2.88 shows that company has solid internal position, its strengths are overcoming
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EFE Matrix

Key External Factors

Could develop new products.

Local competitors have poor products.

Since pak has one of the least cocentrated

Around 0.3 % of the market. USC has given

Aaround 40% tea is smuggled so that can be

Only urban area are familiar with shampoo

End-users respond to new ideas.

Support core business economies.

Could seek better supplier deals.

Strategic acquisitions can help Unilever to

Population continously increasing in

Huge potential in the rural areas of Pakistan

Big opportunity in food business.

Export opportunity of hlal foods to Foreign

Younger generation is becoming look and

More awareness about hair protection and

New soups can be introduced in winters.

E-commerce- Online Selling can be initiated.

Forward Integration can be done by

Enough space available for launching of

Like Pepsi's Lays and P&G's Prigle can Come

Pakistan is the third largest importer of tea

Huge oppurtunity is awaiting in detergent as

Legislation could impact.

Existing core business distribution risk.

Retention of key staff critical.

Could distract from core business.

Possible negative publicity.

Vulnerable to reactive attack by major

Health consciousness people may find an

Low GDP growth rate.

Deteriorating security conditions.

Smuggling of tea and its own international

Deteriorating value of Pakistani currency.

The local companies.

Competitors' aggressive marketing.

Religious Semitism can be provoked being a

Distribution and Retailer ship can be

Due to Political situation their top notch

Strategic allies might seek for better

Total Weighted Score

Critical Success Factor

Distribution & Network.

Logistics and Supply Chain.

Potential Human Resource.

Consumer Feedback System.

Research & Development

Total Weighted Score

Key Internal Factors

High dividend pay out.

International brand strength.

Market share of 41%

Strong financial position.

Have won more than 10 awards.

Oldest MNC of Asia

Highly Motivated Human Resource

Vast Distribution Networks.

Large range of brands to match the diversity of

Committed to business ethics, safety, health,

An Active participant in Social Service.

Latest state of the art facilities and technology.