Unit 711 - Strategic Planning

Student Name: Ihssan Omar Naji

Student Number: Q018845

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Acknowledgment
I certify that this assignment is my own work, based on my personal study and/or research,
and that I have acknowledged all material and sources used in the preparation of this
assignment whether they be books, articles, reports, lecture notes, any other kind of
document, electronic or personal communication.
I also certify that the assignment has not previously been submitted for assessment in any
other course or at any other time in this Course, unless by negotiation, and that I have not
copied in part or whole or otherwise plagiarized the work of other students and/or persons. I
have read the policy on plagiarism and understand its implications.

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 Table of Contents
Acknowledgment……………………………………………………………………………………….….2
Introduction......................................................................................................................................5

Task 1...............................................................................................................................................5

A.C. 1.1 “Critically analysing and identify the organization’s strategic aims and objectives
including the approach adapted to strategic planning”....................................................................5

AC. 1.2 “Determining alternative strategic options available and the implications for the
Organization”...................................................................................................................................7

A.C. 1.3 “Critically evaluating the impact of stakeholder expectations on a strategic plan and the
planning horizon”............................................................................................................................8

Task 2.............................................................................................................................................10

A.C. 2.1 “Critically evaluating the alternative strategic options available to the Organization over
the existing planning horizon and factoring in wider context market and competitor impacts”...10

A.C. 2.2 “Assessing and determining the priorities and feasibilities of alternative options Over
existing planning horizons”...........................................................................................................11

A.C. 2.3 “Carrying out a risk assessment of the preferred strategy and alternative”....................13

A.C. 2.4 “Identifying, justifying and articulating the selected strategies within the plan and
address any potential problems”....................................................................................................14

AC. 2.5 “Producing a strategic plan and its components to achieve then selected strategic
direction”.......................................................................................................................................15

Task 3.............................................................................................................................................19

A.C. 3.1 “Critically reviewing the organizational and market factors to be considered in the
implementation of the strategic plan”............................................................................................19

A.C. 3.2 “Determining and applying a range of tools and concepts to monitor and review the
Strategic plan”...............................................................................................................................20

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A.C. 3.3 “Determining the impact of the strategic plan on the organization’s direction and
achievement of the organization’s objectives”..............................................................................22

Conclusion.....................................................................................................................................23

References......................................................................................................................................24

List of Figures……………………………………………………………………………………26

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Introduction

The strategic planning process refers to the state within which leaders of the organization
regulate their vision for the future aspects and acknowledge the goals and objectives of the
companies (George Walker and Monster, 2019). This is being functioned in the companies to
reach its goals by deeply reflecting the organization’s stated vision. They are enabled in a
business to look towards the day-to-day activities and their impacts upon the whole operations of
the company; this means the businesses are assessed to set their priorities and head towards
achieving goals. It has an additional benefit that helps a company to predefine aspects that didn't
go well and provides more access to be proactive in the activities articulated in the organization.
It raises the efficiency of the operational segment and makes reliability upon the direction of
work towards success. As it helps companies to formulate strategies through which the
organizations can attain great strength in the market of competition and deeply enhance customer
satisfaction.

It also adheres to uplift the revenue mark and cultivates profit for the virtue of the company. A
strategic plan on the other head is integrated to manage all the issues, the controlling process and
attitude to mitigate the issue properly from the business context. As this helps the stakeholders to
retain a positive impression upon satisfying themselves with the products or services the
company is enabling in the industry and gaining a high advantage over new entrants or other
large ventures with high market share. Unilever Plc is one of the largest consumer goods
companies in the UK that are mostly known for items such as personal care, cleaning agents, ice
cream etc. They are divided into three divisions that involve beauty care, foods and refreshments
and home care items.

Task 1

A.C. 1.1 “Critically analyzing and identify the organization’s strategic aims and objectives
including the approach adapted to strategic planning”

Unilever plc has been one of the largest companies that are highly known for their consumer
goods production that includes personal care products, vitamins and minerals, home care
products and many more. The strategic aim of Unilever plc is to be a sustainable company in

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the next 8 years that induces more high-performing brands products and items and will be deeply
connected with future buyers. This is the aim that has been initiated in the culture of the business
and is expected to expand gradually with the trends reflected in the industry (Pereira et al.,
2021).

The strategic objectives that Unilever plc has meant to derive into the culture and within its
operations the company is to be more financially stable which means increasing the stage of
revenue and ensuring more diversity within its profits. The next strategic objective that Unilever
plc has settled within its culture is to raise customer satisfaction according to the innovative
items. They are also scaled to serve broader product offerings towards the virtue of the customers
and increase their external market share. They are uniting the teams of the company that involve
the professional marketing team, operational group, financial team, and R&D department that are
working according to the scaled strategic aims and objectives (Walters, 2021). There are
approaches that Unilever plc is recognized to adapt within its strategic planning to first outline
expectations as most of the time stakeholders have high expectations upon the leaders and
managers from misunderstanding their deal for the project that has undertaken for business
expansions.

As process timelines, responsibilities, and budgeting out the processes can cross functions. The
next is to verify the business context that relies on the mission and vision that the company has
set for success which will fortunately implement more sustainable energy within the commitment
to sustainable practices and make the employee get through that the business is existing with a
broader view. Next Unilever plc operation team commented that before the expansion and
production they need to scale aims and objectives as per the intensity of the success.
Typically, the strategy evaluation process involves answering questions such as:
 How much progress have we made towards our Vision?
 Are our Strategic Focus Areas still relevant?
 Which of our Objectives have we completed?
 Which Objectives are no longer needed?
 Do we have sufficient Projects to deliver incomplete Objectives?
 Are our KPIs still effective for measuring progress towards our Objectives?
 Where we fell short of our targets, why did this happen?

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 Figure 1: Steps in strategy evaluation
Source: (scribd.com)

AC. 1.2 “Determining alternative strategic options available and the implications for the
Organization”

There are several strategic options for Unilever plc that are subject to a business level strategy
which derives all the action and helps the companies to approach the way to face the uncertain
competition and manage all the strategic issues that are uplifting for the negative cause of
Unilever plc. It gives strength to the company to compete in the market or in the consumer
goods industry. They have been driven by the senior level of the management of the company
and it will focus on raising the competitive position for Unilever plc. Further, it will expect an
increase in the chances of the products or items offered to a mass base of customers in the
market. The next option that is available for the company is a functional level of strategy as this
is applied in the culture due to objectives that have been settled to meet the right segment of
success. This alternate strategy is accessed to work in the business strategy in alignment which is
an ultimate advantage for the company to foster in the market. It will majorly be focusing on the
sales strategy, financial strategy, production strategy and marketing strategy. The first
implication that Unilever plc needs to attain in the culture of the organization is to hire a leader
that takes all the responsibilities ahead, as an internal report conveyed that their past leader has
meant to act with more dictatorship attitude that creates a negative work culture which ultimately
made the company suffer in the most unwanted conditions. The second implication that the

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company need to attain is to drive innovation of new product in the culture as about 90% of the
customers will accept a drastic change within their stock of items in the future which will
moreover drive their confidence to stand in the competitive edge. Unilever plc refers to work
aligning with the different departments of the company to meet the aims and objectives
successfully.

A.C. 1.3 “Critically evaluating the impact of stakeholder expectations on a strategic plan
and the planning horizon”

According to the scope and direction of the company settled as per the range of long term are
meant to achieve higher advantages with collected resources and within a changing atmosphere
to fulfil the expectation of the stakeholders. Therefore, they have an influence upon the strategic
plan, as this includes all the future-oriented activities that the companies will be having over the
scaled duration of time, and which will figural allow the Company to survive in the most
competitive atmosphere and succeed through its scaled objectives. Stakeholders are committed to
the expectation from the strategic plan as its summary of the aims and objectives, mission and
vision and scanning out both internal and external atmosphere to deeply understand the strategic
place of the business. It also signifies that the stakeholders also depended upon the impact that
comes from deriving expansion into the macro environment. On the other hand, it has complied
that after making up the process strategic choices are generated in reflection on the opportunities
and strengths of the company which further translate into the strategic action dictating across
each and every department so the company through technologies, resources, events, programs
and performance management structure. Therefore, the stakeholder always wants rights,
ownership and perfect value of the acquired profit that the company has earned within a year or
on a targeted date. It commits that they have a high influence upon the company’s operations
with respect to PESTLE, SWOT, Porter's five forces, and stakeholder analysis stakeholder maps
are being served by the operation team inside the atmosphere of the company and crafted
according to the expectation settled overall by both the stakeholder and company. Thus,
influences are highly served by the expectation of the stakeholders upon the strategic planning
and planning horizon.

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Figure 2: Stakeholders
Source: Annon 2020

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 Figure 3: Stakeholders Map
Source: Henri Gisclard-Biondi 2021

Task 2

A.C. 2.1 “Critically evaluating the alternative strategic options available to the
organization over the existing planning horizon and factoring in wider context market and
competitor impacts”

The alternative strategic options that are available to the company Unilever plc are a business
level strategy and functional level strategy as this has been an influence over companies’
attributes, as this also differ in ways that manage the existing planning horizon. First Unilever
plc needs to identify its potential customers and target markets. As per the planning horizon, the
company is dedicated to settling duration as per the time that the marketing team will be
accounted for to promote business items and services (Gul and Ak, 2018). Therefore, to be
linked up with the customers that are highly connected with the company for the last 5 years.
Consumers that are above the age of 21 and are cost-effective are adhered to connect with the
company Unilever for their production of daily use items. Unilever plc has meant to offer more
beauty products and products that are highly renewable to be promoted through digital marketing

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and it will function within the given period of time such as a 5-month period. This digital
marketing team will handle their external; operations and ventures that are stabilized in the most
developed countries where local communities are very supportive.

The marketing team are aiming to derive business platforms through which the consumer will
interact and connect with the company and will superiorly access their items. As the team of
Unilever will be acting upon product development and services will help them to shape their
operational methods into new ones. As trends are rising and the duration to meet consumer
demands are lesser than settled expectations. The impact of competitors is high in the market as
they are functioning way more than the market margin which can restructure the value of the
consumer purchase and a negative impact that can rely ahead on high profit granting. Functional
business strategy and business level strategy act with an alignment that means all the activities
are controlled under all the departments in Unilever plc. Therefore, analyzing the needs of their
purchasing options that the companies are providing them in the return and assessing
competitors' strategies will help them to stay in the down line managing a great revenue hold and
enhance policies that can cultivate work more effectively than the competitors that Unilever plc
has within the markets. This is the strategy that does not influence harshly upon the existing
planning horizon of Unilever plc and is strong to attain high capture upon the market in relation
to market competitors.

A.C. 2.2 “Assessing and determining the priorities and feasibilities of alternative options
over existing planning horizons”

The priorities and feasibility of the alternative options that the company is exhibiting in the
culture have a higher influence on its expansions and business development. Through the
alternative options, the companies are accounted to settle priorities over products that they want
to sell to the younger ones and items that are for adult usage. This could be a competitive
advantage for Unilever plc to sustain in front of the strongest competitors like Nestle USA. The
competitor is functioning well, but they are not supervised by an internal team that can reflect
upon the base of the customers that are perfect for their stock of items. Therefore, there is an
option for the company to retain its impression over the investors or market influencers to
survive with a high quantity of items. The alternative options are here in for the company to cater

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to all the needs that the customers want from them and manage to make goals as per their desired
requirements (Zio, 2018). Obtaining space within the new markets is a solid way to maximize
the profit and overall value of the brand. But without any team alignment, most of the tasks fail
or get delayed which could make Unilever take a step back from the competition atmosphere.

Unilever plc is setting high standards when it comes to workers working for the growth of the
company. That means the business-level strategy as an alternative option can make them predict
future issues for a long-term existence (Al-Khaled and Fenn, 2020). As they need to restructure
the formation of the objectives with the resources they need to collect and basis upon that they
need to settle the planning horizon. Without market audit and research, they are unable to take
steps that match the requirements strolled by the present generation from them in courses to daily
living materials or solutions to daily home issues. Cost leadership strategy and low-cost strategy
is also an outlook for the company to adhere to in their culture or in their business attributes. As
this will be helping Unilever plc to look after their costs that are over scaring upon the
manufacturing items, shipping and the cost that is required within the time of delivery. This
basically comes under the alternative option that will help the company to market it items in a
cost-effective way and undercut all the competitors by settling the highest price points in the
respective market. This serves higher feasibility to undertake initial options so that the business
can work in the right state and even upon the scaled planning horizon.

Figure 4: (Response of Strategic planning)

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 Source :( Daniel, 2021)

A.C. 2.3 “Carrying out a risk assessment of the preferred strategy and alternative”

The preferred strategy that Unilever plc has been provided with is the business level and
functional level strategy. The hazards that have been identified in the culture are lack of
leadership authentication and convenience, lack of marketing team, miscommunication in
between the project, and more innovation needed within its items.

Assessing the risks implies being focused on lacking leadership is an issue that the companies
have predicted in the culture which has also made the workers seek more loneliness and be
directed to the wrong path. This has impacted the production of the company and reflected
missed opportunities in making healthy customer relationships (Shulman et al., 2018). The next
risk is the lack of a marketing team as this means the company is under overpressure in
promoting its service and items to the mass customer existing in the industry. Without a
marketing team, the company will lack the initial presence of customers from the unsaturated
market and be left to acquire a higher advantage in the industry (Yu and Zhang, 2019).
Miscommunication is another reason to outrage companies' fluency in operating precisely in the
devastating market atmosphere. Miscommunication between the workers has influenced wrong
strategic plans and delays in new product production. Innovating items is an option for the
company as this relies on as a threat to Unilever plc as producing all existing items in a repeated
chain will trigger the mind of the customer that exists with different tastes.

To control risk that is associated with the leadership role is to recruit a leader that has already
performed in unwanted situations and has played a high role in taking the business to new
heights. The next risk is the lack of a marketing team that can be controlled through a staggering
marketing professional that has an in-depth view of the consumer goods industry and can align a
single product with a high-revenue customer portal. A high marketing professional that has a
detailed view of marketing tools and techniques that can promote both the existing and new
items of Unilever plc to the masses (Bryson et al., 2018). Another risk is the miscommunication
and lack of innovation, this can be controlled by stabilizing a coordinator that will be assessing
each departure of the company by its performance and will be directed according to the desired
success. A diverse invention and explore new methods to add more products to its service list.

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The workforce will be carried through and will be appointed to generate more innovative ideas
for new company in the next step of risk assessment needs to record the intensity of the risk and
set up a time duration for mitigating these issues to avoid future discrepancies.

The controls should be rolled out into the culture of the company as operating without solving
such issues will create a negative space for Unilever to expand and develop in the targeted
destinations or regions. Leaders should be aligned with the company's strategies and ensure that
employees don't feel discouraged and unmotivated. Marketing professionals need to be trained to
assure that customers should be preaching from the company, and it will be reflecting upon
sustainability value in another course of time. High authority needs to involve all employees in
the discussion and meetings so that there lays no miscommunication for which businesses will
suffer and innovate new products with collaboration and knowing trends that will reflect their
services within the next 20 years.

A.C. 2.4 “Identifying, justifying and articulating the selected strategies within the plan and
address any potential problems”

The first preference that the company Unilever plc is enabling within its operations is to recruit
and cost leadership leaders in the culture of the company. This will briefly help the company to
save costs in their manufacturing plants and within its delivery log. As leaders will derive
subjective ways to deal with the delivery role, as they can initiate to grab service through the
platforms they are functioning out in the market. As customers don't want to spend money
visiting the shop offline and require less intensity within its delivery process (Smith, 2020). So,
leaders can implement change by making out plans as per quality delivery and low costing upon
the delivery will surely help them to attain a long-term relationship with customers. Leaders will
help the company to scale workers' skills and behavior to determine what they rule out in front of
customer handling. Customers want to get through fast help that is optimized through effective
employers managing the front end of the company. The next risk that is to be controlled by the
company Unilever is the lack of marketing professionals.

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For example, personalized customization with the applications that are enabled by the company
in the market should be designed with care so that every customer or user finds it reliable to use
the interface of the company’s applications for a better purchase sequence and process. This
means customers that are operating from other parts of the world are staggering to connect
through a technology that they can use anytime and get connected with the daily updates of the
company as an additional feature. The next to implement innovative product and
miscommunication are a serious choice for the company as after processing and mitigating idea
the company need to stabilize coordinators that will be looking up to the daily activities that the
employees will be assigned and the time duration, they are said to complete it before the
deadline. This means if a fitness item is to build in accordance with fitness enthusiasts will uplift
market demand for Unilever plc to introduce something new in the industry. To prosecute teams
aligns with the objectives of the companies and manages each individual to act with high
information and knowledge regarding the project they are accounting for in the culture.
Customer management, lower to cultural disputes, teamwork and decision-making attributes
need to be aligned properly in the organization for high progress power.

AC. 2.5 “Producing a strategic plan and its components to achieve then selected strategic
direction”

Any strategic plans have to undergo several steps, the following steps are the normal procedure
to develop a strategic plan:
1. Introduction 2. Mission, Vision & objectives 3. Strategy 4. Analysis 5. Implementation 6.
Control 7. Conclusion
These steps are formulated through the three main stages covering the whole Strategic Plan
Process: Strategic Analysis, strategic choices, and implementation.
In order to ensure appropriate participation from all stakeholders during the strategic choices that
may impact stakeholders, a Stakeholder analysis to identify the level of interest, participation
First identify the stakeholders: government, suppliers, customer, investor, or employees. Second
identify the stakeholders Interest Level.

Strategic plan is a key source through which the company will be able to manage its operations
and production briefly while standing in the competition edge. Unilever plc needs to look up to
its components, as the first component is vision and mission. As they have settled their vision

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to is one of the sustainable companies producing high quality consumer goods in the next
10years. Their mission should be assessing market atmosphere and customer needs to act
strongly. The second component Unilever plc need to look after its core values as this means
the leaders and managers have to be capable of to solve complex tasks with equal contribution.
The third component is to look after their strengths, weaknesses, opportunities and threats
that they can be assess through the use of SWOT Analysis. They will be able to gather pace for
expansion and craft opportunities more for higher progression and success and meet the desired
result or outcome. The last component that Unilever plc needs to seek through is funding
streams that mean if they are articulated with investors, they need to be sure they will be
providing a back whenever the company go low. This all components needs to be look after
whenever the Unilever plc will be impaneling any kind of innovation and production of any new
item in the industry.

Figure 5: components of the strategic plan

Source: Strategic planning Toolkit book

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During the construction of any Strategic plan, there are multi options to choose from the options
for any plan could be expansion, retention, change pricing strategy and differentiation, etc.
In order to assess the options for every direction the following points have to be used each in
the relevant area to review the potential options: Reviewing options, Attractiveness to
stakeholders, Feasibility studies, Risk assessment, Cost-benefit analysis, Consistency with
organizational values and Effects on market position and share.
From Unilever plc report we found that Unilever plc strategic direction is based on three majors
directions:
1. Regaining competitiveness in core UK business
2. Protecting and strengthening the balance sheet
3. Rebuilding trust and transparency

Figure 6: Strategic plan process

Source: “https:/ / mpconsulting.files.wordpress.com/ 2011/ 02/ picture-22.png”

The critical issues or choices focus on the changes that need to be made or the areas that need to
be addressed. Identifying these issues is a critical step because it allows participants to articulate

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and prioritize the real problems, challenges, or opportunities before considering ways to address
or take advantage of them.

Figure 7:( Determine Strategic Direction, Identify Critical Issues)

Source :( Created by the learner)

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Task 3

A.C. 3.1 “Critically reviewing the organizational and market factors to be considered in the
implementation of the strategic plan”

During the time to implement the strategic plan the company needs to adhere, the team doesn't
arise any unwanted conflicts in the culture and within its operations. This means that companies
need to be decent to analyze issues and control processes for better comment on the company's
success. Therefore, Leaders that are privileged to work with large companies existing in the
industry and widely circulated with both micro and macro atmosphere knowledge and intensity.
As Unilever plc gave to craft new leaders to avoid high discrepancies and disruptions so that it
does not create an unpleasant mess in the tasks. Leaders of the company can align with the
marketing professional to expand products according to the demand of online customers. The
quality of the service and item should be as per the skills and progress that the company has
inhabited in the industry (Abusharekh et al., 2020). The marketing team will be innovating new
items as per online surveys that will enhance the predictability of the growth of the company.

Digital marketing is one of the processes that can create content as per the new launch items
regulated by the company Unilever in the market will be transmitted through short descriptions
conveying the feasibility and reliability of the product to the customer situated in other parts of
the world. Competition is one of the most negative factors for the company, as competitors are
enabling low-rate items in the most revenue-accounted area where the base of customers is high.
As Unilever plc needs to adhere to the products that can be adopted by both the price-sensitive
customers and customers that are premium. As Unilever is meant to produce products that are a
daily need for customers living around the world. So, they need to introduce fitness products or
products that can come with a minimum range in the hand of the customers. Mapping out
customer feedback in reflection of the past consequences and past dilemmas will help the
company to reinforce success through the plan that has been strategized in the culture of the
company.

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 Figure 8 Factors affecting strategic plan

Source: Richard C. Lambert, 2019

A.C. 3.2 “Determining and applying a range of tools and concepts to monitor and review
the Strategic plan”

There are many tools and concepts that can be used by Unilever plc to review and monitor the
strategic plan that has been articulated for Unilever itself. SWOT Analysis is one of the key tools
that can be undertaken while implementing the plan as this will help the companies to know their
strengths, opportunities, weaknesses and threats. The strength of the plan is that the team will be
working on the most needed objectives, the weakness of the plan is that a long range of time will
be consumed during the process, the opportunity of the plan is that it would be done through
teamwork and aligning all the departments. The threats of the plan adhere to more
misunderstandings of the information of project scope is not discussed within the teams. As this
basically helps Unilever to gather pace in optimizing policies and procedures to look after the
threats and weaknesses they are opposing. As if Unilever plc is suffering through branding,

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packaging, production, timely delivery or any other subjective matters are a key concern for the
company to motor and review before they attempt a strategic plan.

The next is the use of the PESTLE Analysis tool, as this has been an alternative tool that
Unilever plc would undertake within the journey to implement a strategic plan, as this showcases
a brief report to the internal team of the company about the effects regulated through political,
economic, social, technological, legal and environmental factors (Hanlon, 2019). The everyday
tracker would be an option for the company to drive it as a concept as the internal management
needs to adhere to the financial budget and operational resources, the company's activities to be
looked through for a successful implementation of the strategic plan. Another alternative tool is
the Porter's Five Forces. Use Porter's Five Forces as a strategic planning tool to identify the
economic forces that impact your industry and determine your business' competitive position.
The five forces include:

Competition in the industry, potential of new entrants into the industry, power of suppliers,
power of customers and threat of substitute products. Finally, the VRIO framework is another
strategic planning tool that's used to identify the competitive advantages of your product or
service. It's composed of four different elements:

 Value: Does it provide value to customers?

 Rarity: Do you have control over a rare resource or piece of technology?
 Imitability: Can it easily be copied by competitors?
 Organization: Does your business have the operations and systems in place to capitalize
on its resources?

By analyzing each of these areas in your business, you'll be able to create a strategic plan that
helps you cater to the needs of your customer.

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 Figure 9: Strategic plan review

Source: https://assessment.charlotte.edu/strategic-planning-and-program-reviews

A.C. 3.3 “Determining the impact of the strategic plan on the organization’s direction and
achievement of the organization’s objectives”

There are many impacts of strategic planning on organizational performance such as high-quality
products, significant changes in profitability level, large customer patronage and increases in
sales volume.

The impact of the strategic plan will be a positive factor that the company will be fostering in the
industry (Pour et al., 2018). As this strategic plan will be a key advantage for the business to
look over increasing customer satisfaction, customer engagement, financial log and broad
product offering aligning to the objectives settled by the company. With a strategic plan, the
company could know its competitors deeply and predict through insights regarding market
expansions, sales incensement, product innovation and industry measures which help the
company's future to shape briefly and precisely.

The strategic plan is to assess gaps that companies left out and identify future gaps as per
employees' performance reviews and feedback placed by the existing customers about their

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journey with the company over the past so many years. It reflects a key opportunity for the
company to know the target clients, targeted regions, unwanted conditions, local community’s
demands, and overall atmosphere of their expansions (Kurpiela and Teuteberg, 2022). The
objectives that Unilever Plc has scaled in the culture will briefly be grabbed through a well-
structured planning horizon, as the market changes almost every time for companies like
Unilever plc and assuring those stakeholders will stick to the company’s decorum will and would
be attached for a long period of time. Strategic plan helps keep goals achievable by using a clear
and dynamic process for formulating steps and implementation. On the other hand, strategic plan
has been shown to lead to more efficient organizational performance, which leads to manageable
growth.

Conclusion

This report has discussed Unilever plc's strategic goal is to be a sustainable business over the
next 8 years, producing more high-performing branded products and items, and deeply engaging
to future buyers. This is the goal that is ingrained in the corporate culture and is expected to
gradually expand with the trends reflected in the industry. The strategic goals that Unilever plc
wanted to infuse into the culture and operations of the company are to be more financially stable,
i.e. H. increase the yield level and ensure a greater variety of prizes. The next strategic goals that
Unilever plc has set are to increase customer satisfaction according to the innovative items. They
are also scaled to offer a broader range of products to the benefit of customers and increase their
external market share. This report also concluded as risk assessment, configured to optimize a
strategic plan with the feasibility, tools and impact led by the strategic plan.

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List of Figures

Figure 1………………………………………………………………………………………….7

Figure 2……………………………………………………………………………………….….9

Figure 3………………………………………………………………………………………….10

Figure 4………………………………………………………………………………………....12

Figure 5………………………………………………………………………………………….16

Figure 6………………………………………………………………………………………….17

Figure 7………………………………………………………………………………………….18

Figure 8………………………………………………………………………………………….20

Figure 9………………………………………………………………………………………….22

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