MITTAL SCHOOL OF BUSINESS

MGNM 584
INTERNATIONAL BUSINESS ENVIRONMENT - II

TOPIC: Unilever’s Lifebuoy in India:

Implementing theSustainability Plan

SUBMITTED BY: GROUP 1

PEER RATING:
S.NO. REG NO. NAME SECTION ROLL PEER
NO. RATING
01 11802686 PRABHASH PANDEY Q1852 A06 10
02 11802684 ANGUN BOKO Q1852 A05 10
03 11802524 VISHNU ARYAN Q1852 A04 10
04 11803818 DIGVIJAY DEEPAK Q1852 A10 9
MANDAL
05 11802225 MEHRAN AASHIQ Q1852 A03 9
06 11803995 NABEEL HAMZA Q1852 A12 7

SUBMITTED TO – Dr. Suresh Kashyap

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INTRODUCTION:
In early 2013, Samir Singh faced a challenge—in fact, a double challenge.
When he was named Global Brand VP for Lifebuoy soap in early 2010, this
iconic Unilever brand was suffering. Its global market share had fallen from
11.2% in 2005 to 9.7% in 2009. In India, its largest market, the situation was even
worse: its 2009 share had dropped to 15.5% from 18.4% four years earlier. But
just as Singh and his team managed to reverse the decline, his boss challenged
them to double sales in five years.
As large as this task was, it was made even more demanding by another
commitment Singh had made—to improve the health and hygiene of a billion
people by 2015. This ambitious goal was part of the Unilever Sustainable Living
Program (USLP), an initiative introduced by the company’s newly appointed
CEO, Paul Polman. Aiming to decouple Unilever’s growth from its impact on
earth, USLP challenged the company to halve the environmental footprint of its
products, to source 100% of its agricultural raw materials sustainably, and to
help improve the health and well-being of a billion people worldwide. Singh’s
challenge was to make Lifebuoy the standard-bearer of this last goal while
simultaneously doubling sales and meeting ambitious profit objectives. It would
be quite a test.

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PROBLEM IDENTIFICATION
EXTERNAL ENVIRONMENT ANALYSIS

The external environment analysis is needed for the Unilever s Lifebuoy in India
Implementing the Sustainability Plan Case Study to make sure that it actively, and
proactively responds to the macro-environment. The macro environment or the
external environment for the Unilever s Lifebuoy in India Implementing the
Sustainability Plan Case includes those factors which are not in control of the business
or the company directly. As a result:

• The Unilever s Lifebuoy in India Implementing the Sustainability Plan cannot

influence these factors in its favour, and in contrast, these factors directly affect
the operations and workings of the company.
• As a result, Unilever s Lifebuoy in India Implementing the Sustainability Plan
must make sure to continually assess and review the external environment to
make sure that it responds to external factors, and take them into account,
during strategic decisions, and strategy devising.
Businesses like Unilever s Lifebuoy in India Implementing the Sustainability
Plan make use of strategic model tools continually to make sure that they are
aware of the external environment.
• These include tools like the pestle analysis and Porter’s five force model, as
well as strategic group analysis and pentagonal analysis, to name a few.
The external analysis for the Unilever s Lifebuoy in India Implementing the
Sustainability Plan Case Study will assess and will apply the strategic models
and tools to review the business environment for the company.

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 PESTEL Analysis

Political

Political factors and elements can have a direct and indirect impact on the business.
This is seen through the Unilever s Lifebuoy in India Implementing the Sustainability
Plan Case Study.

Policy Makings

• Policymakers for the Unilever s Lifebuoy in India Implementing the

Sustainability Plan Case are in all likelihood to intervene in the business
surroundings.
• Commercial restrictions and political stability are additionally integral factors
that will determine the success or failure of Unilever s Lifebuoy in India
Implementing the Sustainability Plan.

Taxation

• Tax policy will influence the cost of doing business for Unilever s Lifebuoy in
India Implementing the Sustainability Plan.
• An increase in organization taxation (on business profits) has a similar impact
as an expansion in expenses.
• Organizations can pass a portion of this increase on to shoppers in more
expensive rates, yet it will likewise influence the bottom line of the business.

Government Support

• The government helps organizations in two primary ways: monetary help and
regulatory.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan can use
government assistance and grants for purposes of growing the business,
advancement, exporting, and innovative work.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan can also be
impacted by when Governments modify regulations and laws.

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Political Stability

• Lack of political stability in a country impacts business tasks. Political stability

is particularly essential for the organizations which work globally, such as
Unilever s Lifebuoy in India Implementing the Sustainability Plan.
• A forceful takeover could oust a legislature. The takeover could prompt mobs,
plundering and general issue in nature. These disturb business tasks for
Unilever s Lifebuoy in India Implementing the Sustainability Plan.
• Purchasing political risk insurance is a way for Unilever s Lifebuoy in India
Implementing the Sustainability Plan to oversee political hazard. Organizations
that have worldwide activities utilise such as insurance to lessen their risk
presentation.
• The soundness of a political framework can influence the attractiveness of a
specific nearby market for Unilever s Lifebuoy in India Implementing the
Sustainability Plan.

Economic

The economic factors are one of the most important of PESTEL factors and can
influence Unilever s Lifebuoy in India Implementing the Sustainability Plan in several
ways.

GDP

• Economic components have the most evident effect on the profitability and
overall appeal of Unilever s Lifebuoy in India Implementing the Sustainability
Plan.
• Even though GDP per capita is a useful economic factor, GDP per capita gives
just a fractional perspective on the economic factors that may influence Unilever
s Lifebuoy in India Implementing the Sustainability Plan.
• Higher GDP leads to higher disposable income and hence higher sales for
Unilever s Lifebuoy in India Implementing the Sustainability Plan.

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Inflation

• Higher inflation will disintegrate the purchasing power of the consumer and the
shopper
• Higher inflation will also harm the costs of raw materials and other inputs that
are utilised by Unilever s Lifebuoy in India Implementing the Sustainability Plan.

Interest Rates

• Fluctuations in interest rates may translate into higher or lower costs for the
purchase or sale of items and administrations provided by Unilever s Lifebuoy
in India Implementing the Sustainability Plan.
• Higher interest rates hurt the disposable cash of consumers.

Unemployment Rate

• A high unemployment rate is also unadvisable as it dissolves dispensable

income of consumers, and will harm Unilever s Lifebuoy in India Implementing
the Sustainability Plan ’s position.
• The high unemployment rate will lead to lower sales for Unilever s Lifebuoy in
India Implementing the Sustainability Plan and impact its overall profitability and
revenues.

Social

Social influences will stem from social components of the macro environment. Under
the PESTEL Analysis, they can influence Unilever s Lifebuoy in India Implementing
the Sustainability Plan in several ways:

Social patterns and consumer behaviour

• Social patterns affect work trends and patterns and are directly related to the
behaviours of consumers.
• Social patterns also have a direct influence on buyer tastes and inclinations,
and the specific kind, structure, and volume of interest for an item or service.

Social patterns and changing consumer needs

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 • The checking of social patterns will enable Unilever s Lifebuoy in India
Implementing the Sustainability Plan to reposition its items or administrations
to meet the changing desires and needs of consumers.

Social trends in education

• Social trends of higher education have allowed firms like Unilever s Lifebuoy in
India Implementing the Sustainability Plan to have access to a pool of higher
skilled talent – but at the same time, also face a more criticising consumer base.
• Higher education has also made consumers more aware of different product
offerings by companies like Unilever s Lifebuoy in India Implementing the
Sustainability Plan.
• consumers are also more educated and knowledgeable of different substitutes
of a product, as well as become more readily available at different touchpoints.

Social patterns make companies more consumer-centric

• Companies like Unilever s Lifebuoy in India Implementing the Sustainability

Plan are expected to become more consumer-centric than product-centric.
• Similarly, Market segmentation and consumer grouping are dynamically
moving towards measures of psychographics and lifestyles to understand the
consumer more.

Technological

The technological factors can influence Unilever s Lifebuoy in India Implementing the
Sustainability Plan in several ways:

Innovation

• The quick pace of technological change at Unilever s Lifebuoy in India

Implementing the Sustainability Plan may be driven through innovation.
• Business leadership at Unilever s Lifebuoy in India Implementing the
Sustainability Plan tries to push the limits of present limitations.

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The advent of the internet and online retailing

• The expansion of the Internet and online business has discarded many
intermediaries. Unilever s Lifebuoy in India Implementing the Sustainability
Plan can communicate and retail directly to the consumers now, or through
modern intermediaries such as eBay as well, for example.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan may also use
current social networks to retail and use e-commerce to boost sales.

Social media and business growth

• Unilever s Lifebuoy in India Implementing the Sustainability Plan can make use
of social media to interact and reach with consumers
• Social media can also be used to reach the target market audience more
effectively
• Social media is cost-effective and strategically more influential for Unilever s
Lifebuoy in India Implementing the Sustainability Plan

Improved value chain network

• For Unilever s Lifebuoy in India Implementing the Sustainability Plan,

technological innovation can be utilised to build on competitive advantage
through several different ways.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan can
incorporate less expensive production, improved access to clients, improved
marketing, improvement in product quality, and increased levels of business
intelligence than the competition.

Managing technology and the future for Unilever s Lifebuoy in India

Implementing the Sustainability Plan

• To flourish in a business world that is quick paced and receptive to innovative

change, Unilever s Lifebuoy in India Implementing the Sustainability Plan must
stay cautious.

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 • It must be always be updated on any technological developments in the
business and industry.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan should weary
of how the company are probably going to influence its future attractiveness
and profitability.

Environmental

For Unilever s Lifebuoy in India Implementing the Sustainability Plan, the

environmental aspects of the PESTEL analysis may include:

Environmental stability and business standards

• Unilever s Lifebuoy in India Implementing the Sustainability Plan may be

expected to incorporate maintainability standards into their business
methodologies and to help resource allocation choices.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan may also be
subject to environmental laws – which will impact and guide its operations to
become more environmentally friendly.

3.1.5.2. Environmental stability and budget allocation

• Leadership in the Unilever s Lifebuoy in India Implementing the Sustainability

Plan must measure the connection between natural activities and budgetary
execution.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan also
strategically decides and assesses if the organization have been estimating the
monetary effect of natural and social activities.

Environmental sustainability

• Unilever s Lifebuoy in India Implementing the Sustainability Plan also

distinguishes and differentiates explicit zones of concern and impediments to
the coordination of environmental sustainability into corporate performance and
strategy
• Unilever s Lifebuoy in India Implementing the Sustainability Plan also gives
explicit direction concerning how organizations can push toward a superior

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 reconciliation of ecological and social activities in their basic leadership
procedures and tasks.

Environmental sustainability and business growth

• Unilever s Lifebuoy in India Implementing the Sustainability Plan may use

environmental issues to adjust financial, natural and social performance.
• Concerns towards the environment will enhance the business image for
Unilever s Lifebuoy in India Implementing the Sustainability Plan.
• Environmental sustainability within business goals and strategy will also reflect
corporate responsibility on the part of Unilever s Lifebuoy in India Implementing
the Sustainability Plan.

Environmental sustainability and improved consumer relations

• Consumers will be more inclined towards the use of environmentally

sustainable products.
• Environmental sustainability in operations works towards improving the bottom
line and overall profitability for the business of Unilever s Lifebuoy in India
Implementing the Sustainability Plan.
• Improvement of cost management and operations will be observed in the
business as well.

Legal

Legal components can influence Unilever s Lifebuoy in India Implementing the

Sustainability Plan directly, and can likewise influence the instruments through which
an organization buys its stock or connects with the client. The Unilever s Lifebuoy in
India Implementing the Sustainability Plan should be mindful, for example, of the
following legal aspects:

Labour law

• Labour law refers to the guidelines in regulations that set up minimum and
benchmark conditions.
• These include identifying with the work of people.

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 • Labour laws include aspects of minimum working age, least time-based
compensation, etc.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan must be
mindful of these laws in routine business tasks such as hiring, for example.

3.1.6.2. Discrimination law

• Under the discrimination law, Unilever s Lifebuoy in India Implementing the

Sustainability Plan must ensure to avoid episodes of unequal or uncalled for
treatment based on an individual's age, inability, sex, national source, race,
religion, and sexual orientation.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan should train
its human resource management team in ensuring that there is no:
o Unequal hiring
o Discrimination in recruitment
o Internal discrimination in talent management
o Bias in training opportunities
o Unfair compensation systems
o Prejudiced promotions and succession management

Health and safety laws:

• Under this, Unilever s Lifebuoy in India Implementing the Sustainability Plan is

required to give a protected work environment to their workers.
• Working environment security and wellbeing laws build up guidelines intended
to dispense with individual wounds and injuries from happening in the work
environment.
• all operations of Unilever s Lifebuoy in India Implementing the Sustainability
Plan should be designed to physically and emotionally safeguard and protect
the employees and the labour force employed

Porter’s five forces

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 • The five forces identified in Porter's model can effect Unilever s Lifebuoy in
India Implementing the Sustainability Plan ’s ability to serve its clients and make
a profit.
• A change in any of the five forces may regularly require a business unit from
Unilever s Lifebuoy in India Implementing the Sustainability Plan to reassess
the market place given the general change in industry data and dynamics. The
general industry appeal and attractiveness.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan should apply
and centre their skills, plan of action or business models to accomplish profits
above the business average. This may be done in multiple ways, each
distinguished in their application to the forces individually as is elaborated
below:

The threat of new entrants

Market and industry share

• New entrants to an industry bring new potential and a choice to increase the
market share and overall share of the pie that puts pressure on price, costs,
and the investment price essential to compete.
• For Unilever s Lifebuoy in India Implementing the Sustainability Plan,
particularly while new entrants are diversifying from different markets into the
chief industry, they will be able to leverage existing talents and cash flows to
shake up the opposition.

Limitation on earning expectation and capability of firms in an industry

• The threat of entry in the industry, consequently, puts a cap at the earning
capacity and profit capability for Unilever s Lifebuoy in India Implementing the
Sustainability Plan.
• While the threat of new entreaty is high, Unilever s Lifebuoy in India
Implementing the Sustainability Plan should maintain their prices or increase
funding and investment to discourage new competition.

The risk to new entrants because of high entry barriers

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 • The risk of entry in an industry depends upon on the peak of entry barriers and
limitations that are a blessing for players such as Unilever s Lifebuoy in India
Implementing the Sustainability Plan and on the response that new entrants
can count on from existing players.
• If entry barriers are low and novices count on little retaliation from the
entrenched competition, the chance of entry is high, and profitability for Unilever
s Lifebuoy in India Implementing the Sustainability Plan will be moderated.
• It is the danger of entry, not whether the entry of new players takes place that
holds down profitability.

Some barriers to entry for new entrants in favour of Unilever s Lifebuoy in

India Implementing the Sustainability Plan :

• Capital requirements: a strong barrier to entry as new entrants will require

strong financial and resource cushioning for operations to take off and be
sustained.
• Economies of scale: a strong barrier to entry as existing players in the industry
operate with high economies of scale, which new entrants will take time to
achieve.
• Product differentiation: the strong barrier of entry if products within the industry
have high levels of differentiation on which they operate and approach
customers.
• Access to distribution: a standard barrier to entry since new entrants will have
equal access to the retailers and distributing agents within the industry.
• Customer loyalty to established brands: a strong barrier to entry since customer
loyalties and perceptions are emotionally built and strongly enforced as long as
the brand continues to deliver on its core promise and quality.

What can Unilever s Lifebuoy in India Implementing the Sustainability Plan do

to face this challenge?

• Build and invest in marketing to distinctly establish a point of differentiation in

customer perception as well as strengthen customer loyalty.
• Invest in research and development to make sure that it continues to have
competitive differentiation from other players at all times.

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 • Focus on building economies of scale in production and sales.

The threat of substitute products or services

Substitute form

• There are always different alternatives or substitutes for various products that
lead an industry.
• These substitutes may be direct or indirect– the direct substitutes are the same
category products. produced by different players; indirect substitutes are the
ones from different product categories that can replace the product for Unilever
s Lifebuoy in India Implementing the Sustainability Plan.

Switching cost to substitutes for consumers

• Switching costs for direct substitutes is not very high for consumers.
• The per-unit-volume prices may be higher or lower.
• This makes the threat of substitute high.

Substitute and product benefit

• Alternatives to the product or substitutes may not be able to provide the same
benefits
• May often lead to additional costs incurred.
• Switching costs towards alternatives becomes higher, and consumers may not
switch to substitutes.
• This, in turn, will make the threat of substitutes low.

Substitutes and consumer behaviour

• From the point of view of the consumer, there are some differences between
the ways different products of the same or similar category are used, but many
consumption decisions are a matter of personal taste - this makes products
vulnerable to the threat of other substitutes.
• Overall, the threat of substitutes is assessed to be moderately high.

Competitive Rivalry among Existing Firms.

Nature of fragmentation

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 • The market is highly fragmented, which makes it more competitive.
• The market is never too concentrated, and as a result, it has players of varying
size of operation – from very small to big players.

Brand management

• Producers have begun to make use of brand management techniques and

contemporary merchandising by launching bold brands, label designs and
marketing campaigns to become more identifiable to the public.

Diversification

• Purchasers and buyers have a wide range of products to choose from, with
relatively low switching costs. These factors tend to intensify rivalry.
• Though players in the industry may off niche or premium products, they also
continue to operate in the mass markets at large, which again leads to high
competition.

High business costs

• The high fixed cost and the high bargaining power of the buyers, which can lead
to the lowering of the prices from manufacturers add to the highly competitive
nature of the industry.
• The overall rivalry is assessed to be high.

How can Unilever s Lifebuoy in India Implementing the Sustainability Plan

combat rivalry and competitive forces of the industry?

• Focus on research and development to identify market niche as well as to be

able to add differentiating factors t its products. This will increase its shield
against influence from competitive forces and their actions.
• Build a strong and loyal consumer base by focusing on quality and marketing
strategies.
• Focus on capturing new markets – in the same region as well as new regions
to avoid saturation of resources in one market only.

Pentagonal analysis

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The threat of new entrants

Restriction into industry

• The ease of entry into the industry is restricted.

• There are high barriers to entry.
• These are government policies, consumer loyalty, brand differentiation etc.

Switching costs for consumers

• The high number of direct and indirect alternatives available also make Unilever
s Lifebuoy in India Implementing the Sustainability Plan vulnerable to the high
threat of substitutes.
• Low to negligible switching costs experienced on the part of the consumers and
buyers.

Profitability

• New entrants are attracted to the industry because of high profitability.

• If there are high barriers to industry, the industry will continue to maintain high
profitability
• Low barriers to entry will result in a lower average of industry profits.
• Lower entry barriers will also lead to higher operational costs because it will
increase the intensity of competition within the industry.

The threat of substitute products/services

Increased competition

• High threat of substitutes.

• This is because of higher competition.
• The higher competition leads to imitation of products and systems.
• This imitation makes substitute products similar to each other – as much as
possible.

The offering of similar benefits

• Consumers readily adopt alternative and substitute products.

• They offer similar benefits.

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 • They have similar functional benefits and features.

Low costs of switching

• Consumers often experience a low cost of switching between substitute

products.
• Low switching costs are also developed because competition often produces
at lower operational costs.
• Low switching cost results in lower overall product prices for the consumer.
• Industry players, therefore, also start competing on aspects of price.

Bargaining power of buyers

Market fragmentation

• The industry in which Unilever s Lifebuoy in India Implementing the

Sustainability Plan operates is highly fragmented.
• It has numerous local and international players.
• It is not very likely for players in the industry to integrate forward into on-trade
or retail businesses.
• This results in the players experiencing high bargaining power of the buyers
from the market.

The concentration of retailing agents

• It also results in a high concentration of individual retailing agents.

• Retailing is also done through hypermarkets and supermarkets.

Bargaining power of suppliers

Backward integration by producers

• Backward integration from producers is more commonly observed and seen,

• Many players in the industry have their own production facilities for raw
materials as well.
• The industry has seen a large number of players needing to outsource
resources and raw materials.

Outsourcing raw materials

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 • This outsourcing is done by third-party manufacturers.
• A large number of suppliers present lowers the bargaining power of suppliers.
• Players in the industry have low switching costs between suppliers.
• Suppliers usually are contracted by producers.
• Producers may change suppliers frequently.

Industry rivalry

Intensity of competition

• There are strong competition and rivalry in the industry.

• There is a high number of players.
• All players provide similar products.
• Switching costs for consumers is low, which increases competition.

Differentiation

• Platers try to differentiate products on different aspects.

• Functional aspects and appeals for all products across the industry remain the
same.
• Competitors and players use emotional appeals, and modern brand
management techniques for differentiation.
• Industry players try to gain consumer loyalty by developing strong emotional
bonds and ties.

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Figure 1 Pentagonal analysis for Unilever s Lifebuoy in India Implementing the
Sustainability Plan

Placement of the business along the industry life

cycle
Identifying where Unilever s Lifebuoy in India Implementing the
Sustainability Plan is on the Industry Life Cycle Curve

Identification of the place and placement on the industry lifecycle is important as it will
help Unilever s Lifebuoy in India Implementing the Sustainability Plan make important
decisions and strategies for the future.

Strategic decision making

• Expansionary plans and investment decisions.

• Decide on various marketing strategies and tactics for targeting different
consumer segments to establish and establish the product.
• Selection of new geographic regions for expansion and exploration of new
consumer bases.

Budget allocation

• Resources and alternative routes for future growth and establishment.

• Exploration of different diversification options.

Figure 2 PLC Placement along the Industry Lifecycle curve

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Introductory stage

Firm strength

• The industry is in the infancy stage.

• Firms are generally small, entrepreneurial and compact during this stage.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan will be focused
on research and development during this phase.

Financial Position

• Looking for investment and funds for growth.

Nature of product

• Products offered during this stage re doubtful as success and life of the product
is unproven and not known.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan will use a
focused strategy during this phase to emphasise the uniqueness of the product.
• The product or the brand will have a small market of consumers – known largely
as early adopters
• Marketing strategies adopted by the company will focus on generating
awareness of the product and therefore, will largely use a functional appeal.

Growth stage

Financial position

• Unilever s Lifebuoy in India Implementing the Sustainability Plan will require

high capital during this stage.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan will need
investment and funds for launching strategic marketing campaigns.
• Funds will also be required for fuelling physical growth of the company in the
form of investment in equipment and property to facilitate growth.

Growth factors

• Companies may increasingly encourage economies of scale because of

standardisation experienced during this stage.

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 • Consumer feedback from the introductory phase will be incorporated, and
research and development will be conducted to make appropriate changes in
the product design and offering.
• Success in this stage for Unilever s Lifebuoy in India Implementing the
Sustainability Plan will lead to growing demand, which in turn will fuel sales
demand.

Nature of Product

• Products in this stage have high growth and high market share.
• There is also increasing competition and rivalry in the market – new entrants
will enter and compete looking at the success of products during this stage.

Maturity stage

Sales and growth

• Unilever s Lifebuoy in India Implementing the Sustainability Plan will experience

slowing growth during this stage of the industry life cycle.
• Sales will be expanding, and earning will be growing – however, the rate will be
slower than the growth stage.
• Competition from late entrants will be present, and obvious during this stage –
who will all try to fight for Unilever s Lifebuoy in India Implementing the
Sustainability Plan ’s share of the market.

Strategic Marketing

• The marketing strategies must now focus on building loyalty.

• Marketing tactics must be strong and should focus on the uniqueness of the
product. Increasingly emotional appeals may be used.

Firm size

• Firm size is generally larger and is more dominant over players if successful-
compared to growth stage.
• Innovations continue but are stable and not radical.

Decline stage

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Industry changes

• New technological changes and upgrades may make an industry obsolete.

• Players within an industry may also fall back and lose on market share if they
do not keep up with innovations, and investment in research and development.

Sales and Competition

• Sales during this phase are decreasing at a high rate.

• Competing players also exit the industry because of the changes and low
demand.

Surviving in the decline cycle

• Unilever s Lifebuoy in India Implementing the Sustainability Plan may also

experience mergers and acquisitions during this phase.
• Diversifications are also most common during this phase as a means of
survival.

Strategic Group Analysis

Unilever s Lifebuoy in India Implementing the Sustainability Plan and
strategic group formation

• The strategic group analysis will look at an industry’s players' situations in

focused conditions and scenarios.
• It will assess different players competing with Unilever s Lifebuoy in India
Implementing the Sustainability Plan through the basic strategic factors that will
decide an organization's profitability, similar to how the profitability will also be
impacted and influenced by the competitive nature of the industry.
• The strategic group analysis will describe the procedures of every single
noteworthy competitor of Unilever s Lifebuoy in India Implementing the
Sustainability Plan along different strategic dimensions.
• These dimensions of comparison differentiate players into strategic groupings
and must be selected as the basis of comparison by taking into account industry
structure, productivity factors, and the venture issues being tended to.

Different aspects of strategic grouping

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Key strategic groupings of players within an industry can be made based on numerous
different aspects, such as:

• Specialization
• Brand identification
• Push versus pull strategies
• Channel determination
• Product quality
• Technological position
• Vertical joining
• cost position
• Service
• Price strategy
• Financial or working influence
• Parent organization relationship
• Government relationship

Despite the various aspects available for comparison of competing players, it is often
important to differentiate strategic groupings of players of aspects of how they
compete with each other, and on aspects of where they compete as well

Procedure for strategic group analysis for Unilever s Lifebuoy in India

Implementing the Sustainability Plan

1. Collect results of the player’s analysis.

2. Determine aspects of comparison for strategic groupings.
o Distinguish the players and pick the most important aspects that
separate the players into strategic groups comparing to the issues being
tended to.
o Dimensions may include price strategy and product quality.
3. Group the players: position Unilever s Lifebuoy in India Implementing the
Sustainability Plan and rivals along with the matrix.
4. Evaluate group mobility and direction. Assess the key purpose of individual
organizations competing with Unilever s Lifebuoy in India Implementing the
Sustainability Plan, similar to assessing industry patterns and barriers to

23
 entry/exit to be able to decide potential developments inside and between
groupings.

How will strategic group planning help Unilever s Lifebuoy in India

Implementing the Sustainability Plan

For Unilever s Lifebuoy in India Implementing the Sustainability Plan, strategic group
analysis is important because it will:

Strategic industry dynamics

• Help in reviewing the strategic dynamics and shifts in the industry.

• Identify the closest competition and competing players for the business; help in
assessing the strategic direction of these competing players; and lastly, aid in
developing strategies to stay ahead of the competition.

Assessment of market position

• The strategic group analysis is also important for Unilever s Lifebuoy in India
Implementing the Sustainability Plan because it will assist in analysing the
current market position of players, as well as help in assessing future strategic
moves and directions of the competition in the market.
• Assists in evaluating and identifying different underlying factors that will
influence the company’s profitability.
• Makes use of standard comparison aspects between different players in an
industry to group them as per strategic directions as well as strategic
dimensions.

Identification of barriers to entry in an industry

• Different strategic dimensions along the matrix of strategic groupings are often
characterized by barriers to entry and exit along the strategic groups’
dimensions, as well as by mobility barriers.
• These barriers make it difficult for companies to move along, and in between
different strategic dimensions – often forcing it to stay in place with the same
competition.

24
ANALYSIS OF RESOURCES AND COMPETENCES

• This inner analysis and assessment of Unilever s Lifebuoy in India

Implementing the Sustainability Plan decide the centre skills based on the
resource based view (RBV) of the premium company.
• Utilizing its core capabilities and capacities, Unilever s Lifebuoy in India
Implementing the Sustainability Plan can maintain a competitive distinction, and
leadership over other local as well as international players in the industry.
• In the VRIN analysis and assessment, Unilever s Lifebuoy in India
Implementing the Sustainability Plan makes use of its core capacities to
strengthen its worth and the to continue to deliver the promise of consistent
quality and taste to consumers – as well as guarantee futuristic and long term
gains in the industry.

The following section presents a brief analysis of the VRIN strategic tool as it is applied
to Unilever s Lifebuoy in India Implementing the Sustainability Plan and its impact on
the strategic direction.

VRIN analysis

Valuable
International distribution network

The company has an international distribution system with agents and contracts in
countries across the world. This helps the company in making sure that its products
are widely available and easily accessible to all consumers.

Experience in expansion to other countries

The experience of expansion to other countries directly as well as indirectly has

allowed the company to gain exposure and experience in international business,
culture and trades.

Marketing skills

The company has a unique blend of marketing skills, which allows it to reach
consumers directly through various channels, in a creative way. This is a valuable
resource for the company as it allows the company to ward off potential competition.

Market research

25
The company invests in market research regularly, which allows it to stay updated with
market trends, consumer needs, demands, as well as the changes that take place in
different markets and consumer groups. This is also valuable as it then allows Unilever
s Lifebuoy in India Implementing the Sustainability Plan to make changes in product
and service offering accordingly.

Rare
Use of progressive technology

The company makes use of progressive technology and invests in new technology to
help it make the business more effective and efficient. This is important for maintaining
competitive differentiation. The technology used by the company also allows lower
chances of human error and increases precision.

Use of progressive harvesting methods

The company makes use of modern as well as new and innovative means of cropping
and harvesting as well. The means of production are important for a business to
maintain cost efficiency. This allows lower levels of spoilt raw materials and enhances
the quality as well as the feel of the final product. Also, it allows the company to
maintain the product quality in-house, and maintain consistency in the raw material.

Efficient use of economies of scale in production

The company’s effective and efficient use of resources has allowed it to maintain
economies of scale. The company uses economies of scale as a rare resource
available to maintain costs, enhance production, and increase sales – all the while
maintaining a high focus on premium quality and consistency of taste.

The uniqueness of product portfolio

The company has a unique and diversified portfolio. This has allowed it to penetrate
different consumer groups. And maintain income from different streams. Into urn, that
gives a strong financial cushioning to the business.

Inimitable
Human resource management

The company has taken part in exemplified human resource management in all its
function – from recruitment to training of talent management. This has allowed the
company to develop an inimitable resource that is aligned with the organizational
goals, and mission, and which is synonymous to the organization itself.

26
R&d - new product development

The company’s continued investment in r&d allows it to generate ideas for new
products, as well as test these new products in limited market settings. This allows the
company to assess the viability of new ideas, as well as generate feedback for
improvement where needed. This is an inimitable resource for the company because
it has become part of the company’s system and culture.

Innovation

The innovation at Unilever s Lifebuoy in India Implementing the Sustainability Plan is

an inimitable resource that allows the company to stay ahead of the competition as
well as maintain high leadership in the industry by having the first mover advantage in
its product portfolio continuously.

Organizational culture

The organizational culture at Unilever s Lifebuoy in India Implementing the

Sustainability Plan is supportive and innovative. Employees share information freely.
The organizational hierarchy is flatter, which makes leadership and follower relation
smooth and easy. This organizational culture and its aspects cannot be imitated by
competition.

Cost control

The company has employed progressive means of controlling costs and maintaining
economies of scale. In this way, prices of the products are maintained and controlled,
and very few cost increases are passed to the consumers. This allows the product to
be easily affordable by the company’s target audience.

Non-substitutable
Brand recognition

The brand value and brand recognition enjoyed by Unilever s Lifebuoy in India
Implementing the Sustainability Plan is a non-substitutable resource. The high brand
recognition across different consumer group’s in different countries allows the brand
to enjoy high consumer ship, high sales, and a unique bond with the consumers. This
cannot be imitated at all by the competition as the brand recognition and resonance
has been built over the years through hard work and quality deliverance.

Brand equity

27
The Unilever s Lifebuoy in India Implementing the Sustainability Plan enjoys high
brand equity. This has been developed through the different stages presented by
Keller in his model for brand equity. The high brand equity also reflects a high
emotional appeal that Unilever s Lifebuoy in India Implementing the Sustainability Plan
has for the consumers.

Emotional affiliation with consumers

This means that the brand fulfils not only functional but also emotional and
psychological needs of the consumers. Again, this is an inimitable resource which the
company has developed because of its honest and trusted relationship with the clients
over some time.

VRIO ANALYSIS

Strong global presence

Valuable

Having a strong worldwide presence is significantly valuable for an organization

attempting to expand its size, deals, and piece of the overall industry. It is a competitive
and sustainable method to acquire incomes from new and existing buyers.

Rare

Unilever s Lifebuoy in India Implementing the Sustainability Plan is one of the greatest
company all inclusive. Even though there are other worldwide and international chains
of competing companies, Unilever s Lifebuoy in India Implementing the Sustainability
Plan has made a distinct name for its quality and offers.

Non-substitutable

For the time being, no competition of Unilever s Lifebuoy in India Implementing the
Sustainability Plan could match such an enormous international presence in terms of
quality and consistency. It would require critical investment and assets to achieve this.

Organized to exploit

Unilever s Lifebuoy in India Implementing the Sustainability Plan is effectively

exploiting this capacity.

Claim to premium products

Valuable

Unilever s Lifebuoy in India Implementing the Sustainability Plan offers numerous

exceptional and fulfilling products that different contenders don't offer all the time.

28
Unilever s Lifebuoy in India Implementing the Sustainability Plan additionally
incorporates information and detailed ingredients for its products to interest an
assortment of clients.

Rare

Other competition also offers different products that are offered by Unilever s Lifebuoy
in India Implementing the Sustainability Plan, which means that it is not a rare resource
for the company. This is because other players also have access to similar products
and portfolios.

Inimitable

Considering other businesses and players are now using this capacity as a means of
expansion and penetration, it can, therefore, be imitated.

Organized out to exploit

By offering an assortment of choices and ceaselessly changing the portfolio through

active innovation and new product development, Unilever s Lifebuoy in India
Implementing the Sustainability Plan is exploiting this resource. With plenty of
alternatives, the vast majority can discover something they like, and individuals who
like to attempt new products and services every now and again can undoubtedly do
as such with Unilever s Lifebuoy in India Implementing the Sustainability Plan.

Upscale brand name

Valuable

The Unilever s Lifebuoy in India Implementing the Sustainability Plan brand name
enables clients to enjoy and feel a bond of association with the brand. This allows
consumers to feel emotionally attached with the brand, and experience it as an
extension of themselves as well. As such, this becomes a valuable asset for the
company.

Rare

Unilever s Lifebuoy in India Implementing the Sustainability Plan is a contemporary

brand name that has a premium touch to it and is upscale, modern and lively. Most
other companies and competing brands don't have the quality and packaging to urge
clients to engage in a way they do with Unilever s Lifebuoy in India Implementing the
Sustainability Plan .

Non-substitutable

29
It would be generally simple for other companies to revamp their packaging and
duplicate the plan of action of Unilever s Lifebuoy in India Implementing the
Sustainability Plan. In this way, the upscale and comfortable promise of the offering
by Unilever s Lifebuoy in India Implementing the Sustainability Plan could be imitated.

Organized out to exploit

Unilever s Lifebuoy in India Implementing the Sustainability Plan is effectively using

this resource and enhancing the brand and the brand promise that numerous clients
altogether appreciate. The organization is exploiting the stylish way of life that is right
now present in numerous urban communities where the brand’s products are widely
appreciated and consumed.

Porter’s value chain

Unilever s Lifebuoy in India Implementing the Sustainability Plan: drawing

value from VRIN/VRIO

• The core competencies and strengths of Unilever s Lifebuoy in India

Implementing the Sustainability Plan are organizational sources and capacities
that enable the business to flourish regardless of substantial challenge and
strategic difficulties in local and international markets.
• As the VRIO/VRIN analysis have shown and highlighted, the important core
abilities depend on intellectual properties and related propriety data or related
technological structures.
• Different resources and abilities appeared in the VRIN/VRIO analysis and
review that are non-core, and non-central skills but that help the business and
its value chain.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan ’s core abilities
are strong yet restricted.
• In the resource based view, this constraint presents key difficulties, as the
organization wards off competing players from local and international markets.
• The core capabilities in the VRIN/VRIO analysis assume critical jobs in Unilever
s Lifebuoy in India Implementing the Sustainability Plan ’s value chain.
Considering the resource based view and Michael E. Doorman's value chain

30
 conceptualization, Unilever s Lifebuoy in India Implementing the Sustainability
Plan ’s value chain gives reasonable and tasteful products to target buyers.
• The accompanying outline shows the value chain for Unilever s Lifebuoy in
India Implementing the Sustainability Plan and its situation in the bigger value
arrangement of the industry:

Figure 3 Value chain for Unilever s Lifebuoy in India Implementing the Sustainability
Plan

Value framework
Unilever s Lifebuoy in India Implementing the Sustainability Plan ’s value chain is a
segment of the business' value framework. The value framework is made out of
different other value chains of the speciality units of all associations included, for
example, the organization's producers and the remainder of the inventory network. In
the value chain representation, Unilever s Lifebuoy in India Implementing the
Sustainability Plan works directly, as well as through contracted third parties.

31
Example from value framework for Unilever s Lifebuoy in India Implementing
the Sustainability Plan

• The organization has an internal transportation system of vehicles for making

deliveries to other companies that are in business with stocking and serving
Unilever s Lifebuoy in India Implementing the Sustainability Plan products – in
the local markets.
• In this value chain and value framework, Unilever s Lifebuoy in India
Implementing the Sustainability Plan ’s competitive advantage and abilities are
distinguished through the VRIO/VRIN assessment are huge in how the
organization's procedures offer some incentive and advantage to the
consumers.

Value chain activities

Brief details of Unilever s Lifebuoy in India Implementing the Sustainability Plan ’s
value chain are discussed in the next section:

Primary activities
Inbound logistics
The inbound logistics for Unilever s Lifebuoy in India Implementing the Sustainability
Plan refers to producers in different designated and appointed locations by the
company. Also, it also refers to selecting the finest quality raw materials from in-house
production as well as from third-party contractors. These are transported to the storage
sites after which the raw materials are used for producing different products by the
company.

Operations
Unilever s Lifebuoy in India Implementing the Sustainability Plan operates
internationally directly or indirectly. The company has owned offshore shops, as well
as stocks its products with other shops across different countries.

Outbound logistics
The company has contracted agents in offshore countries and sites to manage product
selling. However, a majority of the products are sold directly to licensed sellers and
shops locally as well as internationally.

Marketing and sales

32
Unilever s Lifebuoy in India Implementing the Sustainability Plan produces and invests
in high quality and premium products. It also invests in a high level of customer
servicing and marketing. All its marketing activities, however, are based on strong
market research and market data.

Service
Unilever s Lifebuoy in India Implementing the Sustainability Plan invests in customer
service to develop customer loyalty and build strong relations with its clients. The
company invests in gaining and incorporating customer feedback and in solving
customer queries effectively.

Support activities
Infrastructure
This includes different departments like management, finance, legal, etc. which are
required to keep the company’s business running.

Human resource management

The company’s committed and trained workforce is considered to be a valuable and
an inimitable resource that has played a vital role in the success and growth of Unilever
s Lifebuoy in India Implementing the Sustainability Plan the employees of the company
are motivated, professional, trained, and work alongside the company’s mission and
goals.

Technology development
Unilever s Lifebuoy in India Implementing the Sustainability Plan has been
commended and celebrated for the use of effective technology not only production but
also to make the overall system of production and sale, as well as in house production
more effective and efficient. Also, the company also uses technology to communicate
and connect with its consumers effectively.

Procurement
This involves purchasing the raw material for the final product. The company has
appointed agents that work for the company in different countries and regions to
purchase consistently high quality raw material so that the company can produce the
finest product qualities for delivering to the consumers.

Bottom line

33
The concept of the value chain for Unilever s Lifebuoy in India Implementing the
Sustainability Plan helps in understanding how value is added in each process and
stage of the value chain. It also helps to understand and separate useful activities from
those that are not useful as such. This improves the overall bottom-line of the company
and increases the profit margins for the company as well.

Virtual chain
Customer-centrism

• Renewed and enhanced way of engaging with consumers.

• Installation of sophisticated consumer data management systems.
• Made use of artificial intelligence to enhance the value chain.

Improved technological use

• Installed progressive technology for primary and support activities.

• The overall purpose is to provide a better experience to consumers.
• Allows the company to predict future market conditions, and prepare strategic
contingencies accordingly.
• Allows understanding of consumer behaviour and market movements.

Generic strategies

• Managed to establish core competitive strategy in the market.

• Competes in the premium sector.
• Does not engage in competition with other cost groups.
• Worked towards improving the service of premium target groups.
• Consumers understand and perceive the brand as a high quality and premium.
• The brand is appreciated for its focused strategy and standing.
• The brand is appreciated and engaged in for its offerings.

INTERNAL ENVIRONMENT ANALYSIS

SWOT Analysis

Unilever s Lifebuoy in India Implementing the Sustainability Plan Strengths

(Internal Strategic Factors)

34
This section of the SWOT analysis model works with the inner variables that the
organization can use as competencies and strengths to address shortcomings and
ensure the business against rivalry. For this situation, Unilever s Lifebuoy in India
Implementing the Sustainability Plan ‘primary qualities are:

Strong brand image

• Unilever s Lifebuoy in India Implementing the Sustainability Plan is one of the

world's most premium, well known and most famous brands.
• The organization has a developing populace of steadfast clients, which adds to
the soundness of the business.

International distribution network

• In the SWOT analysis model, the global distribution network through directly
owned subsidiaries, or contracts with third-party agents further strengths
Unilever s Lifebuoy in India Implementing the Sustainability Plan by supporting
activities.
• For instance, the organization has a worldwide system of providers that are
deliberately chosen dependent on criteria relating to quality, for example, of raw
materials as has been discussed in the value chain - primary and supporting
activities.

Strong investment in research and development, and high focus on innovation

• The focus on innovation not only keeps the company apart but also facilitates
its industry leadership.
• The internal core strengths and competent variables recognized in this section
of the SWOT analysis of Unilever s Lifebuoy in India Implementing the
Sustainability Plan demonstrates that the business has qualities that advance
strength through expansion and a worldwide production network.

Focus on market research

• Additionally, the organization steadily expands its business

35
 • This is done through contracts with offshore agents and licenses. Also, the
company continues to broaden its portfolio by adding new products based on
market research and consumer data.

Unilever s Lifebuoy in India Implementing the Sustainability Plan Weaknesses

(Internal Strategic Factors)
Business weaknesses or shortcomings are recognized in this part of the SWOT
analysis. Shortcomings are inward factors that diminish or cut off business capabilities
and strengths. Unilever s Lifebuoy in India Implementing the Sustainability Plan
shortcomings are as per the following:

Premium prices for most portfolio products

• Unilever s Lifebuoy in India Implementing the Sustainability Plan has a premium

brand image attached, and thus all its products in the portfolio are priced highly
• This expands overall revenues yet decrease the affordability of its items.
• This internal key factor is a shortcoming since it confines the organization's
share of the overall industry, particularly in territories with generally lower
disposable earnings

Standard and benchmarked regulations and business procedures for all portfolio items
Generalization

• Likewise, this SWOT analysis highlights that generalized standards for all
portfolio products may be a weakness because it restrains the adaptability of
these products and items in the business.

Imitability

• What's more, numerous Unilever s Lifebuoy in India Implementing the

Sustainability Plan items are imitable.
• Several items in the portfolio have been imitated by completion, and are also
being provided by them at different price points.
• Though the quality is unique to Unilever s Lifebuoy in India Implementing the
Sustainability Plan, the competing players have also developed close enough,
and acceptable products.
• This business condition engages competition, as has been highlighted already.

36
Fighting the challenge of imitation

• The internal factors in this section of the SWOT analysis of Unilever s Lifebuoy
in India Implementing the Sustainability Plan demonstrate that the business
must create qualities to diminish the unfavourable impacts of impersonation and
the impact of high value focuses on the organization's share of the overall
industry in the international and local business.

Opportunities for Unilever s Lifebuoy in India Implementing the Sustainability

Plan(External Strategic Factors)
This section of the SWOT analysis and strategic model focuses on external
components that opportunities for business development and advancement. For this
situation, the key opportunities accessible to Unilever s Lifebuoy in India Implementing
the Sustainability Plan are:

Green business products

• With an increased focus and awareness of health and wellness lifestyles by

consumers, it is important that Unilever s Lifebuoy in India Implementing the
Sustainability Plan recognizes this as a viable business opportunity.
• Increased numbers of consumers are shifting to the green lifestyle of
consuming environmentally friendly and organic products.
• Unilever s Lifebuoy in India Implementing the Sustainability Plan should focus
on the expansion of the product portfolio: inclusion of green products and
environmentally sustainable services are suggested.

Expansion in emerging markets

• Unilever s Lifebuoy in India Implementing the Sustainability Plan can expand

its income streams through expansion and developing presence in emerging
markets – such as Brazil, China and India.
• This opportunity draws consideration far from the U.S. region, where the
majority of the organization's incomes are created.

Business enhancement

• Likewise noteworthy in this SWOT analysis of opportunities is the opportunity

of business enhancement and further business development.

37
 • This can help improve the long term position of Unilever s Lifebuoy in India
Implementing the Sustainability Plan.
• For instance, through higher diversification of the portfolio and the overall
business, the Unilever s Lifebuoy in India Implementing the Sustainability Plan
organization can diminish its reliance on its present enterprises, and along
these lines work towards improving its general income development.

Partnerships with different firms

Diversification through Partnerships

• Diversification is right now a minor strategy as can be observed from Unilever

s Lifebuoy in India Implementing the Sustainability Plan ’s competitive strategy
and its overall directive strategy as well.
• The business environments likewise display the chance to enhance the
organization's competencies and strengths
• This will also increase its share of the overall industry through the association’s
s with different firms. For example, a partnership with real retailers improves
dispersion.

Development of corporate clientele

• The company can also formulate new B2B relations and contracts with other
companies and corporate entities.
• The external key factors in this section of the SWOT analysis demonstrate that
Unilever s Lifebuoy in India Implementing the Sustainability Plan can improve
its industry position by building up its activities to make use of the opportunities
in the international business markets.

Threats facing Unilever s Lifebuoy in India Implementing the Sustainability

Plan(External Strategic Factors)
Threats against the Unilever s Lifebuoy in India Implementing the Sustainability Plan
business are distinguished in this piece of the SWOT analysis. Threats are external
components that decrease or breaking point of business execution. In this case of
Unilever s Lifebuoy in India Implementing the Sustainability Plan, the following section
looks at, and assesses threats that apply to the organization in question:

Price wars by competition

38
 • Unilever s Lifebuoy in India Implementing the Sustainability Plan competes with
a wide assortment of firms in the local as well as the international market.
• For instance, the organization competes against significant premium
companies as well as against cheaper companies that offer cheap priced items
and products.
• This external but important factor in the SWOT assessment undermines
Unilever s Lifebuoy in India Implementing the Sustainability Plan because such
competing players can lessen the organization's share of the overall industry
by competing based on low prices and overall low costs of production.

Increased competition

• Additionally, this SWOT assessment also analyses increased competition as a

noteworthy threat against the business.
• In light of the organization's shortcomings, the risk of imitation includes firms
that attempt to duplicate the taste, look and feel of Unilever s Lifebuoy in India
Implementing the Sustainability Plan items.
• Saturated market place and industry can also lower sales of the organization
and shrink its share of the overall pie
• Increased competition can also lead to the increased cost of doing business for
the organization if they bring innovative processes, and implement novice
systems to control costs

Independent players

• The industry environment and profitability are liable to invite independent

developments, and small-scale players.
• These players may not have high levels of integration and may be retailers and
marketers for items produced during backward integration.
• Strategic marketing techniques and promotional communications are expected
to neutralize the impacts of these patterns.
• This section of the SWOT analysis of Unilever s Lifebuoy in India Implementing
the Sustainability Planrecognizes external key factors that force difficulties to
international expansion and growth of the company as well as highlight market
infiltration.

39
FINAL RECOMMENDATIONS

Based on the overall internal and external analysis done for Unilever s Lifebuoy in
India Implementing the Sustainability Plan, this section will offer recommendations
which will help the company take on strategic directions that will enhance its core
competencies and capabilities, as well as reduce its chances for risks and threats?
The following recommendations are thus made for Unilever s Lifebuoy in India
Implementing the Sustainability Plan:

Strengthen distribution network

Control
This is an important strategic recommendation as it will allow higher control to the
company over its products in different markets. The company will be able to control
where its products are placed, and thereby, will also be able to enhance the
accessibility and easy availability of its products.

Stronger relation with consumers

At the same time, the strengthening of the distribution network will allow the company
to work more closely with end consumers by being able to reach them with the same
high quality of products across different markets.

Develop unique marketing tactics

Higher penetration
This strategic recommendation will help the company reach a higher number of
consumers and penetrate deeper into target consumer groups. Also, this strategy will
allow the company to increase trial and consumption and sales of its products.

Forming a partnership with consumers

Unique marketing tactics will involve new and informed strategic means of
communicating with the consumers and engaging them with the brand. One way that
this can be done is by making consumer co-producers for the brand. Another way that
Unilever s Lifebuoy in India Implementing the Sustainability Plancan do this is through
co-branding with other similar, yet dissimilar brands and companies to enjoy higher
market visibility amongst target consumers.

Adapt to different cultural aspects of different markets

40
Identify different consumer group characteristics
Each market and target group has distinct characteristics. This recommendation is
suggested so that the company can connect better with different target groups in
different markets.

Adapt to and respond to characteristics

By adapting to different cultural and regional characteristics, the company will be able
to present itself better to target consumers – who would then feel a greater affinity,
and more likeliness of consuming the product and the service.

Expand into new regions

Market expansion
Another strategic recommendation for Unilever s Lifebuoy in India Implementing the
Sustainability Planis to expand into newer regions and markets. This can be done by
expanding into new markets, firstly. This expansion will give the company exposure to
new consumer groups. Increase the overall consumption rate, as well as diversify
income streams. Also, it will give the company related expansion exposure regionally
as well as internationally.

Product diversification
Another means of expansion is through product diversification. By adding new
products, the company will be Abe to penetrate deeper into existing markets bye
exploring new consumer groups, and new target consumer groups. This will also
diversify income streams for the company, and increase its overalls hare of the market.

Strengthen value network

By strengthening the value network further, and by adding quality and enhanced
elements at different stages, the company will be able to maintain competitive
advantage, as well as put off new players from the industry by increasing barriers to
entry. This will allow the company to maintain sustainable competitiveness over other
players, as well as maintain a possible leadership position in the local and international
markets and industry.

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