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Marketing Strategy of Multi-national Corporations in
Bangladesh: A Case Study on Unilever Bangladesh Ltd.
1.1 Introduction:
Unilever is a multi-national corporation, formed of Anglo-Dutch parentage that owns many
of the worlds consumer product brands in foods, beverages, cleaning agents and personal
care products. Unilever employs nearly 18, people and had worldwide revenue of almost
!" billion in #1".
Unilever is a dual-listed company consisting of Unilever $% in &otterdam, $etherlands and
Unilever '() in (ondon, *ngland. +his arrangement is similar to that of &eed *lsevier and
that of &oyal Dutch hell prior to their unified structure. oth Unilever companies have the
same directors and effectively operate as a single business. +he current non-eecutive
)hairman of Unilever $.%. and '() is /ichael +reschow while 'atric0 )escau is roup
)hief *ecutive, who will retire at the end of #8. /r. 'aul 'olman will succeed 'atric0
)escau as roup )hief *ecutive. +he company is widely listed on the worlds stoc0
echanges.
1.# rigin of !eport
ince practical orientation is an integral part of the */A program, 2 tried to epose real life
performance of Unilever by preparing this report. +o prepare this report 2 have come across
with different information of the Unilever.
3rom the collected information 2 understand the companys activities in the mar0et as
Unilever as in their internal preparation for mar0eting and others activities.
2 epect that this report will fulfill the re4uirement of */A program and provide a clear
idea about the Unilever activities and other multi-national companys effort in the
angladesh.
+hus, Unilever can get deep understand of actual situation of /$s companys activities by
analy5ing their eposed strategy.
1.6 "#ective of the Study
+his tudy is intended to analy5e mar0eting strategies used by Unilever angladesh (td and
globe. +he main purpose of the study is to find what strategies the company uses to mar0et its
products and brands worldwide7 the positive and negative aspects of those strategies.
+he report further analy5es the position of Unilever angladesh (td and globe in the several
industries in comparison to its competitors.
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$.% Specific o"#ective:
+o analy5e the mar0eting strategies of /$)s.
+o develop 9+ analysis of Unilever angladesh.
+o 0now about Unilevers strategy regarding product, price, place and promotion.
+o identify the segmentation, targeting and positioning strategy used by Unilever
angladesh.
+o develop some recommendations for further improvement in mar0eting strategy of
Unilever angladesh.
1.: Methodology of &his !eport
3or accessibility and availability of information 2 have chosen to wor0 on the /ar0eting
strategies of Unilever angladesh (td and globe. As the company operates in the mar0et with
a huge number of products in different industries, 2 have decided to focus on one of their
worldwide successful strategy on providing data. /ost of the information used in this report
is from secondary sources. +he main source of information was the Unilevers website. 2n
addition information will be collected from focus group discussion, depth interview and
survey.
'ri(ary Sources;
3ace to face conversation with the Unilevers people
)ustomer opinion collection through survey.
)ollection of data related with )ustomer satisfaction through survey.
/iscellaneous oo0 &eading.
Secondary Sources:
Annual &eports of Unilever
%arious types of 9ebsite
Different research report.
Different $ewspapers, Articles,
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+ata analysis;
2 used /icrosoft ecel to analy5e the collected data and get the proper meaning. 2 used also
graph, picture to show and analy5e the data.
3or accessibility and availability of information 2 have chosen to wor0 on the strategies ofUnilever angladesh (td and globe. As the company operates in the mar0et with a huge
number of products in different industries, 2 have decided to focus on one of their worldwide
successful strategy on providing data. /ost of the information used in this report is from
secondary sites. +he main sites of information were the Unilever site. 2n addition information
was also collected from focus group discussion.
1." Li(itations
+o conduct this study sheer eperiences are needed. ut 2 have lac0 of those.
As li0e-
+he Data was not available about company.
9ithout practical wor0 eperience it was difficult to do wor0.
)onfidential information is not eposed in angladesh.
2t was difficult to gather sufficient information due to limitation of time.
2t was also difficult to obtain proper information from respondents because of their
busy schedule. (ac0 of /oney
After all within time limited it is not possible learn and understand all the activities of
/ultinational )ompany li0e Unilever.
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Chapter 02
OVERVIEW OF UNILEVER
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M,Cs vervie of Unilever
Unilever at a glance:
Unilever NVUnilever PLC
Type Public company(AMS: UNA)(LSE: ULVR)(NYSE: UN) (Unilever N.V.)(NYSE: UL) (Unilever PLC)
Industry Conlomera!e
Founded "#$%
Headquarters Unilever &ou'eLonon Uni!e *inom Ro!!eram Ne!+erlan'
Area served ,orl-ie
Key people Mic+ael re'c+o-(C+airman)Lor Simon o/ &i+bury(Vice C+airman)Paul Polman(CE0)
Products See bran' li'!in
Revenue 122343 million (3%"2)
Operating income 14$$# million (3%"2)
Net income 125#6 million (3%"2)
Employees "6%%%% (3%"2)
Unilever e!site +!!p:77unilever.com
#.1 istory / 0roth of Unilever
Unilever is a ritish-Dutch multinational corporation that owns many of the worlds
consumer product brands in foods, beverages, cleaning agents and personal care products.
Unilever is a dual-listed company consisting of Unilever $.%. in &otterdam, $etherlands andUnilever '() in (ondon, United >ingdom.
+his arrangement is similar to those of &eed *lsevier and &oyal Dutch hell prior to their
unified structures. oth Unilever companies have the same directors and effectively operate
as a single business. +he current non-eecutive )hairman of Unilever $.%. and '() is
/ichael +reschow while 'aul 'olman is roup )hief *ecutive.
Unilevers main international competitors include $estl? and 'rocter @ amble. +hey also
face competition in local mar0ets or product ranges from companies such as eiersdorf,
)onAgra, Danone, eneral /ills, en0el, /ars, 2nc., 'epsico, &ec0itt enc0iser and . ).
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istory
Unilever was founded on 1 lein )osmetics, 3aberg?, and *li5abeth Arden, but the latter
was later sold Hin #I to 332 3ragrances.
2n 1BBF Unilever purchased elene )urtis 2ndustries, giving the company a powerful new
presence in the United tates shampoo and deodorant mar0etE. +he purchase brought
Unilever the uave and 3inesse hair-care product brands and Degree deodorant brand.
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0lo"al 1(ploy(ent at Unilever 233342335
lac0 represents employment numbers in *urope, light grey represents the Americas and
dar0 grey represents Asia, Africa, and /iddle *ast. etween # and #8 Unilever reduced
global wor0force numbers by "1G, from #B=, to 1:",. $ote; *urope figures for #K
#6 are all *urope7 from #" figures in blac0 are 9estern *urope. 3or #"K#8 3igures
for Asia, Africa and /iddle *ast include *astern and )entral *urope.
+he company is multinational with operating companies and factories on every continent
Hecept AntarcticaI and research laboratories at )olworth and 'ort unlight in *ngland7
%laardingen in the $etherlands7 +rumbull, )onnecticut, and *nglewood )liffs, $ew
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Unilever6s Lipton Brand
)ovalence, an ethical reputation ran0ing agency,
placed Unilever at the top of its ran0ing based on positive
versus negative news coverage for #:.
2n #:, Unilevers Dove *volutionE video that ran only online, was named the first ever
non-tv spot to win the rand (ion at the )annes Advertising 3estival. And in /arch, #8,
Unilever was named Digital /ar0eter of the LearE by Advertising Age.
2n #8 Unilever was honored at the =Bth Annual +echnology @ *ngineering *mmy Awards
for utstanding Achievement in Advanced /edia +echnology for )reation and Distribution
of 2nteractive )ommercial Advertising Delivered through Digital et +op oesE for its
program Ae; oost Lits *'.
n #= eptember #B, Unilever decided to ac4uire the personal care business of ara (ee
)orporation; leading brands such as &ado, adedas and Duschdas strengthened category
leadership in 0in )leansing and Deodorants.
n B August #1, Unilever signed an asset purchase agreement with the $orwegian dairy
group +2$*, to ac4uire the activities of Diplom-2s in Denmar0, as of 6 eptember #1.
n #" eptember #1, Unilever announced that it has entered into a definitive agreement to
sell its consumer tomato products business in ra5il to )argill.
n #: eptember #1, Unilever purchased Alberto-)ulver, the ma0er of personal care and
household products such as imple, %=, $eus, +&*emm?, and /rs. Dash for MU6.:
billion.
n #8 eptember #1, Unilever and *%A announced that they have signed an agreement
under which Unilever will ac4uire *%As ice cream brands Hamongst others, candal,
%ariete and >arabolaI and distribution networ0 in reece, for an undisclosed amount.
n #6 /arch #11; Unilever announced that it has entered a binding agreement to sell the
global ane business to )olgate-'almolive for !F:#m. Unilever also announced that it hasentered into a binding agreement to ac4uire )olgate-'almolives laundry detergent brands
H3ab, (avomatic and %elI in )olombia for UM#1=m.
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#.# istory / 0roth in Bangladesh 'erspective
Unilever angladesh is a company that has its own history intrinsically built with the
development of its nation and its culture. 2t has been part of the angladeshi household sincethe 1Bth century with the same intention of bringing cleanliness and convenience to
households as Unilever does today. ac0 then unlight soap was mar0eted through (ever
rothers 2ndia limited throughout the undivided 2ndia. (ater on, (ever rothers 'a0istan
limited started its operation in angladesh on a larger scale. 2n 1BF", its soap manufacturing
facility was setup in >alurgha, )hittagong.
9ith time it gradually evolved and diversified into manufacturing personal products li0e s0in
care creams, toothpastes, shampoos, detergent powders, and so on. Accumulating
manufacturing eperience over " years, Unilever has a legacy of leading the mar0et with
international brands offered at affordable prices. +oday, with 16 different brands in 8 different
categories, Unilever angladesh stands as one of the most progressive partner in
development for the overnment of angladesh.
$78%-$792
'roductions started off with unlight soap and (ifebuoy soap. After the war of independence
in 1B:1, angladesh became an independent country. At this time, (ever rothers
angladesh (td. was constituted with Unilever owning F.:=G shares and the overnment of
angladesh owning the remaining 6B.#=G shares.
$792-$753
'ost liberation period evidenced accelerated growth for the company. Demand started rising
and the company continued its mission to meet consumer needs by producing 4uality soaps,
introducing (u K the beauty soap and 9heel. (aunched in 1B:# 9heel entered the
merchandised laundry category, traditionally dominated by cottage soaps. 2t appealed to the
consumers with uni4ue care benefits for hand and fabric, a generic wea0ness in cottage soaps.
2t gradually became the secret ally of angladeshi women by etending the caring hand to
ease her daily laundry chores.
$753-$773
+he early eighties witnessed epansion of the company through diversification. )alibrating
direction, the mission now included enhancing 4uality of life through other personal products
aspiring aestheticism li0e spar0ling white teeth, fresh breath, beautiful hair, and glowing s0in.
A 'ersonal 'roduct 'lant was established to manufacture shampoo, toothpaste, and s0in care
creams. un sil0 hampoo, )lose-up +ooth paste, 3air and (ovely for s0in care and %im for
dish washing was produced and mar0eted to bring great international and regional
formulations to angladeshi households at affordable prices. 1B8B heralded the beginning of
a fairy tale story K the initiation of (UN photogenic contest that brought the real lifeeperience of limits, fame and fortune to the doorsteps of young girls throughout the country.
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$773-$775
2n the early Bs Unilever angladesh entered the tea-based beverage mar0et introducing
(ipton +aa5a, (evers flagship pac0et tea brand, with the obCective to be the most preferredtea of the angladeshi consumers. 9orld renowned 'onds cream and 'epsodent K the dental
hygiene epert began to be manufactured from its >alurghat factory. 9ashing drudgeries of
the busy homema0ers were washed away with the introduction of 9heel washing powder and
urf *cel for premium wash. 2n 1BBF-1BB:, its manufacturing facility owned and run by a
third party was set up outside Dha0a for wheel washing powder. 9ith formulations suitable
for local conditions, the washing powder concept brought about a huge revolution in fabric
washing habits in the country.
$775-233%
+hese are the golden years in the history of Unilever angladesh as the company turned
around from severe losses due to competitive bac0lash K to a company with F years of
consecutive growth. Around the end of $ovember #1, its new personal products factory
an0alpE in >alurghat started production which helped us meet the mar0et needs from a
shift on its dependence on soaps to diverse personal grooming categories.
+his is also the era when Unilever angladesh introduced many eciting new products such
as 'onds face wash to end soap related facial s0in woes or (ipton double chamber tea bags
for more 5est in its tea cups and the mar0ets responded enthusiastically. 2n #1, Unilever
brought about a new ecitement in the 0itchen care sector with the introduction of %im bar,the dish cleaning soap K a concept of convenience and common household habits combined
together.
2n ## &eona deodorant entered the mar0et building in awareness about body odits
problems and creating a new personal grooming habit in the country. +he companys soap
formulations changed radically during this time to bring in world class standards K without
any price rises. (ifebuoy, the health brand has moved from Cust the hard-wor0ing mens soap
to reminding one, of the bond of love that binds a family in a healthy circle, free of germs and
sic0ness. 2n #", as a new variant, bringing in the goodness of $eem K an Ayurvedic
medical marvel, (ifebuoy has reinstated its earnest endeavits to be ahead of consumers
needs.
2n the span of these si years, Unilever gathered many accolades Hlin0 to awards pageI to
certify its fast paced move towards world class performance. Unilever angladesh had a
Citney towards adding new impetus to its trade mar0eting and today its products are available
in BG of the households in angladesh.
2n a companywide move to come out from behind the great brands and be 0nown as Unilever
worldwide, (ever rothers angladesh limited officially changed its name to Unilever
angladesh in December #"
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Manage(ent Apparatus of Unilever Bangladesh
Unilever angladesh (td. is performed its business operations with the following
/anagement )ommittee and they are framed with their names and 0ey responsibilities.
,a(e !esponsi"ility
a(ran Bakr Chair(an and Managing +irector
Lee &aylor ;inance +irector
A(inur !ah(an Supply Chain +irector
Mononita Syed-u* u(an !esource +irector
Mohsin Ah(ed Custo(er +evelop(ent +irector
. S. M Minha# Brand Building +irector- o(e Care, which critici5ed the company for buying palm oil from suppliers
that are damaging 2ndonesias rainforests. Unilever, as a founding member of the &oundtable
on ustainable 'alm il H&'I, responded by publici5ing its plan to obtain all of its palm
oil from sitsces that are certified as sustainable by #1=.
2n )Ste d2voire, one of Unilevers palm oil suppliers was accused of clearing forest for
plantations, an activity that threatened a primate species, /iss 9aldrons &ed )olobus.
Unilever intervened to halt the clearances pending the results of an environmental
assessment.
n "
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(ipton and ' +ips will be the first brands to contain certified tea. +he company aims to have
all (ipton Lellow (abel and ' +ips tea bags sold in 9estern *urope certified by #1 and
all (ipton tea bags sold globally by #1=.
Ani(al testing
Unilever states it is committed to the elimination of animal testing, and where it is a legal
re4uirement in some countries, it tries to convince the local authorities to change the law.
ome activists argue that this is little more than an effort to gain good publicity and Unilever
continue to use animal eperimentation such as the (D= poisoning test.
#.8.# Social Issues
!ace and Advertise(ents
industan Unilever had been showing television advertisements for s0in-lightening cream,
3air and (ovely, depicting depressed, dar0-s0inned women, who had been ignored by
employers and men, suddenly finding new boyfriends and glamorous careers after the cream
had lightened their s0in.
+he Austrian branch of Unilever H*s0imoI is producing and mar0eting an ice-cream under the
name /ohr im emd. /ohrE HmoorI, is a colonial erman word for African or blac0
people, has a heavily colonialist and racist connotation, /ohr im emdE Hmoor in the shirtI
is a traditional Austrian chocolate specialty which refers to na0ed, wildE Africans. Unilever
refutes any racist intentions and claims that it has tested the name in broad mar0et studies in
Austria without any critical feedbac0.
Seis( in Advertise(ents
+he )ampaign for a )ommercial-3ree )hildhood critici5ed Unilever for the #: Ae
mar0eting campaign, which they considered seist. Unilevers response is that the Ae
campaign is intended as a spoof and not meant to be ta0en literallyE.
Unilever has launched the Dove &eal eautyE mar0eting campaign, which envisaged
women to reCect the underfed and hyper-seuali5ed images of modern advertising in #:.
Child la"or
2n #6 industan Unilever was accused of ma0ing use of child labor, among others.
#.B rgani)ational Structure
;ig 38; Unilever *ecutive )ommittee tructure
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!"
#resident#$
hiefFinance
hief$%&
hief%'(
hief
&)t'omm
hief
*+,,l-chain
Unilever #./01
#resident
2merica
#resident
3estern !+ro,e
2sia4 2frica4entral '
!astern !+ro,e
(irector
#a)istan'5ndia
;ig-39: eographical structure of Unilever
Billion-1uro Brands
rands with annual sales of one billion euros or more;
AeO(yn
lue and
Dove
3loraOecel
eartbrand
ellmans >norr
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(iptons
(u HsoapI
moOurf HdetergentI
&eonaOure
unsil0 +22 HhaircareI
eart Brand
+he eartbrand logo accompanying various brands of Unilever ice creams.
Unilever is the worlds biggest ice cream manufacturer, with an annual turnover of != billion.
*cept for the UA brand names 'opsicle, >londi0e, cean pray ice cream, lim 3ast ice
cream, reyers, tarbuc0s and en @ ingdom and anta
2ria da A5ia in 'ortugal.
+he eartbrand was launched in 1BB8 Hand slightly modified in #6I as an effort to increase
international brand awareness and promote cross-border synergies in manufacturing and
mar0eting Hcentrali5ationEI. 2t is present in more than " countries. Although the logo is
common worldwide, each country retained the local brand so as to 0eep the familiarity built
over the years, one notable eception being ungary where the previous *s0imo brand was
replaced with Algida in #6.
'rior to the heart logo, each country could choose its own logo, although the most common
one consisted of a blue circle with the local brands name over a bac0ground of red and white
stripes7 second most common old logo, used by 9alls in the U> and other countries, was ayellow logo with 9alls in blue tet.
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Unilever generally manufactures the same ice-cream with the same names, with rare
occasions of regional availability, under different brands. ome of these ice-creams include
)arte Dr, )ornetto, /agnum, olero and %iennetta.
.
;ood and Beverages
Ades or Ade5 P soya-based drin0s
Alsa P desserts and syrups
Amora P 3rench mayonnaise an
rummel @ rown P margarine
ushells P tea HAustralia, $ew TealandI
)alv? P sauces, 0etchup, mustard, mayonnaise, peanut butter
)hic0en +onight - Unilevert sauces range )hoysa - +ea, mar0eted mainly in Australia and $ew Tealand
'opsicle P 3ro5en treats
'ot $oodle P cup noodles
'romise P ecelO3lora
&agJ P pasta sauces
&ama P margarine
&oyal P pastas H'hilippinesI
&oyco P stoc0 cubes, non-/ stoc0 Honly in 2ndonesiaI
&ed &ose +ea P tea H)anadaI
ana P /argarine H+ur0eyI
aga P tea H'olandI
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ariwangi P tea H2ndonesiaI
cottish lend P tea
0ippy P peanut butter
'artial List of ,ational Brands ariants of &he eart Brand
resler P )hile
)argills P ri (an0a
*s0imo P Austria
3rigo P pain
3ris0o P Denmar0
lace P Unileverden, 3inland
lidat trauss P 2srael, UA
ood umor P UA, )anada, )hina
P 2reland
elados (a 3uente P )olombia )hina
olanda P /eico, )entral America
>ibon P ra5il
>wality 9allVs P 2ndia
(angnese P ermany
(usso P wit5erland
/i0o P 3rance
la P elgium, $etherlands, (uembitsg, outh Africa
lW P 'ortugal
o(e and personal care rands
Dove P s0in, hair, and deodorant
3air and (ovely P s0in lightening product Havailable in 2ndia and /alaysiaI
3D - 0in care range
3inesse P shampoo and conditioner Hsold in #F to (ornamead rands, 2nc.I
essy Hra5ilIP soaps
lori H$etherlandsI
ood /orning P soap H*gyptI 2mpulse P deodorant @ body spray
ids hair range
(ifebuoy P soap H/alaysia, ingapore, %ietnam, angladesh, 2ndia, 'a0istan,
2ndonesia, AustraliaI )linic P dandruff shampoo
(yn P deodorant, menVs
(u P womenVs soap, shoUnileverr gel, and lotions H)aress in the United
tatesI /ist P soap H*gyptI
/otions - air care $eutral P laundry detergent
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$o5ema - 0in care range
mo Houth AmericaI P laundry detergent
'epsodent P dental Houtside of the United tatesI
'ersil H2*OU>O3&O$TI
'ondVs Hutside of the United >ingdom and United tatesI
'rodent P toothpaste
Xui P dishwashing li4uid H)hileI
X-+ips P cotton swabs
&ado P hoUnileverr gels and ubble ath &ange
&eona P deodorant
&inso
&obiCn P softener
impleP 0inO body care range
0ip P laundry detergent
un P dishwasher
unlight
unsil0 Hedal in (atin America, eda in ra5ilI P shampoo and conditioner
urf P laundry detergent
oft @ eautiful - air )are products
t 2ves - and @ body care
wan HdefunctI
+) - air care range
+ony @ uy - air care range
%aseline body lotion, shoUnileverr gel, deodorant H%asenol in 'ortugal, ra5il,
2taly, 2ndia, pain and /eicoI %ibrance P shampoo and conditioner
%im Hangladesh, 2ndia, 'a0istanI
#.B.1 'rincipal perating Units:
Africa7 )entral Asia @ /iddle *ast7 )hina7 *ast Asia 'acific7 (atin America7 Diversey(ever7
3ood @ everagesK*urope7 2ce )ream @ 3ro5en 3oodsK*urope7 ome @ 'ersonal )areK
*urope7 )entral @ *astern *urope7 3oodsK$orth America7 ome @ 'ersonal )areK$orth
America .
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CA'&1!
S&!A&10D A,+ MA!1&I,0
SE& analysis
Strength:
Unilever is one of the world largest )ompany.
)ompany has advanced technology and well s0illed professionals.
'roduct is highly 4ualified.
+he target people are the whole people.
)ompany totally owned, systematic distribution networ0, transparent communication
system.
'articipative management style.
Eeakness
)ompetitors have strong promotional activities.
)ustomers are offered better alternatives by the competition.
Advertisement flaws.
Devotion of product.
'roducts 4uality loses its values.
'oor 'romotion of free sample.
$o Uni4ue identification of product.
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pportunities
'opulation epanding at a rapid rate.
)onsumers are becoming more 4uality conscious.
)urrent capacity utili5ation @ G which can be bather broadened with the increased
in demand. )ustomer base is increasing with effective mar0eting.
aby shampoo is another area Unilever can ma0e huge gains.
hampoo plus conditioner and anti-dandruff shampoos are another area where
Unilever can earn huge profits. 'ural areas are a large prospective mar0et where they can introduce.
&hreat
'olitical and economic factors.
'artial government 'olicies. igh rate of competition.
(ocal and foreign competition.
".B.1 &op Unilever Co(petitors:
om,an- .ocation
#roctor ' Gamle incinnati "$
7raft foods ortheld 5.
estle eve- *it:erland
".B.# Market Share:
Unilever # ' G 7raft estle
;o,
segment
/G foods ons+mer
care
Food Food
;o, rand (ove ;ide &ac '
cheese
7it)at
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!" norr toc0pot
bouillon. Using a uni4ue Celly technology that delivers homemade taste and 4uality, this
product is helping people create a special meal at home instead of eating out.
Eidespread appeal
'roduct superiority is essential, but Unilever also need to offer a broad range of choice which
meets differing consumer needs and price points wherever Unilever operate. rands and
innovation are at the heart of everything Unilever do. Unilever develop its products to 0eep
pace with changes in consumer lifestyles and to appeal to people at all income levels.
uccess means getting bigger and better innovations into the mar0et faster, supported by the
very best mar0eting. 2n the U>, understanding that consumers are loo0ing for value without
compromising on 4uality, and recogni5ing the importance of fragrance in communicating a
products benefits, Unilever developed a range of li4uid concentrates for urf detergent with
added essential oils, resulting in #BG growth.
And in 2ndia, where water 4uality remains a maCor concern, the brea0through technology of
'ure 2t, its in-home purification system, is providing safe and affordable drin0ing water with
complete protection from the water-borne germs that cause diseases. 2n #B, 'ure it
provided safe drin0ing water for more than 1= million people in 6 million households in
2ndia.
b. 0roth 'riorities
igger, better, faster innovations
uccessful innovation is based on deep consumer insight. +he balance Unilever see0 to
achieve is to marry global strength in &@D with local 0nowledge of peoples habits, tastes
and behaviors. +o grow at the rate Unilever want to, its focus investment on products that can
wor0 globally rather than on launches in Cust a few countries. Unilever have also doubled the
number of big proCects Unilever are wor0ing on. Unilever are already seeing results. Unilever
have rolled out Ae Dar0 +emptation deodorant to =F mar0ets, (ipton 'yramid fruit tea bags
to 68 mar0ets and )lear shampoo to 6= mar0ets.
3or a product to wor0 at a global level, it needs to address unmet needs with superior
technology and a clear consumer concept. &@D must deliver brea0through science in areas
that really matter to consumers, with products that do what they claim. uccess on this scale
re4uires strict priorities and big ideas. 9ithin &@D, part of prioriti5ing is getting the balance
right between the short and the long term. 9ith an eye to its future growth plans, during #B
Unilever developed a more robust process for fuelling its longer-term innovation pipeline.
)alled the enesis 'rogramme, it spans its foods and home and personal care categories and
focuses on the brea0through ideas that Unilever epect will deliver the biggest wins. 3rom
#11 Unilever should begin to see some of these innovations in its products. Unilever
continued to invest substantially in &@D, despite the economic environment. 2n #B,
Unilever opened a new &@D centre in hanghai. (ocated in a country which is increasingly
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recogni5ed as a world leader in developing high-end innovations, the new centre further
underscores its commitment to driving growth through &@D.
Bigger< "etter< faster;
2n lying the foundations for growth, Unilever are focusing on rolling out more innovationsfaster and to more mar0ets.
Lead (arket develop(ent
+he worlds population, currently F.8 billion, is set to grow to :.: billion by ##. +oday, =.B
billion live in developing and emerging mar0ets K countries such as ra5il, 2ndia and
2ndonesia where Unilever has deep roots and a wide presence. Unilever already reach many
more consumers than its competitors in these mar0ets. /ar0et development is about
developing and growing categories.
+here are three ways of doing this;
/ore users Hincreasing mar0et penetrationI7
/ore usage Hincreasing consumptionI
/ore benefits Hgetting consumers to buy higher value productsI.
3or eample, ta0e Ae.
2n recogni5ing that fragrance is a maCor reason why people choose one brand over another,
new fragrance launches are helping to increase mar0et penetration, introduce new users to the
brand and ensure its product mi remains up to date. +his, in turn, has helped Ae become the
worlds leading male deodorant and shower gel.
Einning In the Market 'lace
2ts biggest growth opportunity lies in epanding the mar0ets in which Unilever compete. 2ndeveloping and emerging countries there is huge potential for future growth as more and
more people start consuming personal and household products for the first time. +o reali5e
this potential, it will need to partner with its customers in both the developed and developing
mar0ets.
Ein Eith Einning 'artner
Unilever was the eclusive partner of 9almart oundchec0. +he campaign featured music
talent such as
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department, and was available as a download from the 9almart website. 2n-store
merchandising and additional online programming further amplified the campaign. $ot only
did the programme result in a big increase in sales for its products, but 9almart saw a rise in
music sales of the featured artists. ound chec0 is a multi-year eclusive partnership, so
Unilever loo0ing for another good year in #11.
Ein Eith Einning Custo(ers
+here is a growing trend in the retail industry towards consolidation, with fewer but larger
retailers. +han0s to its global scale and local 0nowledge, Unilever is ideally placed to help
those customers achieve their own growth ambitions. 2n #8 Unilever opened in $ew
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Unilever are doing this in three critical areas;
'rocurement7
/anufacturing7
ac0 office services.
ingle procurement strategy having a single, global procurement strategy means that where
bigger is better, Unilever are getting the benefits. 3or many items, buying globally gives us
economies of scale. 3or eample, significantly reducing the number of tomato ingredients
that are used in its products from 6 to Cust 6B enhanced the consistency of product 4uality
and, at the same time, substantially reduced costs.
+. Einning &hrough Continuous I(prove(ent
Delivering sustained, profitable growth re4uires a philosophy of continuous improvement.
+his means being fast and fleible in the supply chain while 0eeping costs competitive. 2t willalso re4uire us to ma0e the most of its scale and aim for the best return on every euro
Unilever spend on advertising and promotion.
I(prove(ent f &echnology
2ntroduced at its U> plant in (eeds, the new technology allows us to produce a common,
unperformed base for its aerosols, adding the fragrance only at the very last stage. +his gives
us the fleibility to ma0e many more variants without incurring higher costs. 2ts good for us
because it has contributed greatly to lower stoc0 levels7 around :G of its stoc0-0eeping units
have seen their minimum order 4uantity halved7 its product change-over time has reducedfrom " minutes to Cust fit7 and Unilever produce less waste. ut more importantly it benefits
customers, who have improved shelf stoc0 levels and reduced lead times, and consumers,
who can get a wider choice of fragrance at no etra cost.
Internal Services Under ne !oof
*ven with activities such as 2+, travel, office services, accounts payable and accountsreceivable, there are big opportunities to leverage global scale. o in #B Unilever set up a
new business unit, Unilever *nterprise upport HU*I. 2t will be operational in April #1
and will bring together many of these activities as a 0ey part of its initiatives to drive down
costs.
&he Best !eturn n Brand And Custo(er Invest(ent
Unilever is the second biggest advertiser in the world. 2mproving the return on its brand and
customer support is one of the biggest things Unilever can do to achieve growth. +here is a
tendency to thin0 that analy5ing this 0ind of return on investment is some form of mystery.
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Unilever believe it is simply about being rigorous in applying its best evaluation and
development techni4ues. *veryday disciplines done brilliantly
Unilever decide on the best ways of investing its spend.
Unilever do this on three levels;
Allocating investment across geographies, categories and brands7
Allocating investment across particular proCects and product launches7
Allocating spend locally across mar0eting channels and promotions.
efore Unilever invest, it uses a number of tools to answer the 4uestions; how much should
Unilever be investing7 and how can Unilever maimi5e its effectiveness\ During and after the
investment, Unilever use other tools to loo0 at whether it is wor0ing, how it could wor0 better
and what to do net. +his is not about replacing creativity with analytics and measurement7 it
is about doing both brilliantly. +hrough focusing on these basics, Unilever are already seeinggreat improvements in return on investment in a number of areas. 3or eample, its U foods
business has increased returns by over "=G in si years, helped by its use of econometric
modeling.
;uture trends
(oo0ing ahead, there are two big themes that will dominate its media planning; how Unilever
ma0e best use of digital media and, given the rise in prominence of global retailers, how
Unilever can ma0e the most of in-store investments. 3rom months to wee0s at no etra cost
+hrough a partnership with maCor suppliers, U personal care product labeling is now
0eeping pace with brand design and variant changes. 'rocess optimi5ations have created
shorter print runs, 4uic0er turnarounds and less waste, at the same label cost.
9ith such an opportunity for ma0ing efficiencies, Unilever set up Ultra(ogisti0 as a separate
transport management division within Unilevers supply chain. 2t is managed from hubs in
'oland and wit5erland, by a team of 1 specialist transport managers. 3or each transport
route Unilever reviewed the arrangements and determined which of them should be moved
into Ultra (ogistic, and then tendered each route to get the best deal. Unilever are already
ma0ing savings of at least 1=G, as well as cutting down carbon emissions by moving
transport off the road. Ultimately, its aim is to bring over =G of *uropean transport
management within Ultra (ogistic, and to roll out the model to other parts of Unilever.
d. Einning ith 'eople
Doubling in si5e is a challenging prospect. 3rom a talent and organi5ational perspective, it
cannot be business as usual. Unilever will have to have in place the people and structures
necessary to manage on a larger scale.
u(an !esource 'lanning
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3illing the s0ills gap by getting its people up to speed as 4uic0ly as possible became essential.
9ithin three months Unilever developed a training programme with its & providers,
Accenture, and trained over "= sales staff in seven cities across )hina. +he average pass rate
was over B=G, and Unilever are already seeing results with an overall increase of #.#BG in
net invoice value delivered by those who did the training. Unilever have now pic0ed somepeople to become trainers themselves so the programme can become self-sustaining. Unilever
are also loo0ing at rolling it out to other emerging mar0ets where its sales people need to
develop new s0ills 4uic0ly.
Case Study
A diverse team for the widest range of consumers
An important part of developing the Unilever wor0force of the future is diversity. Unilever
need a diverse team K across gender, nationality, race, creed, culture K to be able to connect
with the widest range of consumers and to ta0e its performance to a higher level. Unilever arealready ma0ing progress. 2ts oard of Directors comprises si nationalities and the nine
members of the Unilever *ecutive team come from si different countries. +his combination
delivers a wealth of eperience in emerging mar0ets which is critical to its future business
success. 2n terms of gender, the number of women in senior positions has increased. 3or
eample, the proportion of women now at vice president level has gone up by around one
third since #:.
A 'lace &o Succeed
As important as development programmes and organi5ational structures is having aperformance culture that rewards people and teams who deliver. nly by inspiring its people
and motivating them to succeed will Unilever deliver its growth ambition. 'eople, integrity
and values have always been central to Unilever, and will continue to be so. ut within that
contet Unilever are determined to become faster, more focused and more competitive. 2n
#B Unilever updated some of its performance management tools, for eample introducing a
global performance and talent management system. /easuring cultural change is an ineact
science, but Unilever put great effort into engaging with employees to find out whether they
understand the companys vision and their role within it, what their views are about Unilever,
and what they believe needs to change for us to achieve its ambitions. 2n #B Unileverbegan an employee engagement programme that will ensure employees are involved in
Unilevers vision and plans for the future. As part of Unilevers partnership with the 9orld
3ood 'rogramme H93'I, 1# student interns are recruited each year to help run 93's school
feeding programme in developing countries. 2t isnt Cust the local children who benefit, or the
students, who learn valuable life s0ills. 9hile there is no re4uirement for interns to tal0 about
Unilever, it is inevitable that they will when telling their friends about their eperiences K and
most of the time it is positive. 2n todays world of blogging and teing, there is no better way
to spread the word.
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Chapter %
SM1 'roducts S&' >Seg(entation< &arget< 'ositioning?:
LUF:
Market Seg(entation:
+he )ompany claims that (u is the highest selling beauty soap in angladesh. /oreover
some survey reports also reveal the same result.
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+hough (u is the highest selling beauty soap in angladesh, it does not go for traditional
mass mar0eting moreover as a beauty soap (u does not even segment its mar0et according
to gender.
Unilever angladesh (td segments their mar0et according to geographical areas. +he
population of the country is segmented into three parts which are Urban, sub Urban and rural
area consumers.
+he company further differentiate the geographical segments according to socio *conomic
cluster H*)I i.e. education and 2ncome.
&arget Market;
Urban and sub urban middle class and rural people are the largest part of angladesh
population. A research carried out by Unilever angladesh reveals that Urban rich people are
more li0ely to buy imported and epensive products. /oreover rural poor people tend to bycheap products even without evaluating its 4uality. owever Urban and sub Urban upper
middle and middle class people tend to buy affordable and 4uality products.
(u is not a highly epensive but an affordable products. +hat is why the company targets
Urban and sub Urban upper middle and middle class people who are the second highest of
segment of the country.
'ositioning:
Unilever angladesh (td obtained a good position in the buyers mind through better product
attributes, price and 4uality offering the product in a different way than the competitors do.
+he company offers improved 4uality of products in the 2ndustry at an affordable price with
high branding, which ultimately helps to position the product in the buyers mind as the best
4uality soap.
+he mar0et share of the company in the beauty soap industry is some where around "6G.
ince in the beauty soap industry all products are of same price Unilever cannot provide its
consumers with better price but it is in a great position in reference with its pac0aging
fragrances and product designing.
(us position in the consumers mind on two dimensions price and it states that though in
comparison to its competitors the pricing of (u is same but consumers rate it as the product
which gives them the highest 4uality. +his positioning created a strong customers loyalty for
(u for which it the mar0et leader in the 2ndustry.
Close-up
Market Seg(entation:
/ar0et segmentation is broadly classified into two categories.
pecific need based segment
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*nhancement needs; +his caters the need for having fresh breath and whiteness of
teeth. ygienic needs; +his caters to the overall oral care needs.
Demographic segmentation
+he segmentation was specially to target youth between 18-#= years, however it did not
alienate the people who were above the age of 6 years Hespecially the ones who feel young
at heartI +his product was also targeted to those groups of audiences who li0ed
eperimenting with different products.
&arget Market:
)lose up is targeted at young people. +he target mar0et being /ulti rand ouseholdsE
9here the young does not use what their parents use. +his particular targeting was significant
when close up was launched because )olgate positioning was a sort of oral care and hygiene
benefits. Also, )olgate was going for a broad mar0et constituting of all the age groups.
'ositioning:
A large part of close ups success is because of its brand positioning. )lose up balls under the
third pillar of tooth paste 3reshness egmentE particularly dealing the need for white teeth
and freshness. Also close up has positioned itself for *motional benefit of closeness and
rational benefit of freshness.
+he name close upE was propounded with a motive of building social confidence to get
closer to others. close up was positioned as a youth oral care brand from the very beginning.2n #", the brand was re-launched with a publicity blit5 that communicated virtues of a
Y%itamin fluoride system.
'resent in the product a powerful mi of vitamins, fluoride. mouth wash and micro-
whiteners, for fresher breath and stronger, whiter teeth.
aseline
Market Seg(entation
/ar0et segmentation is the process of disaggregating the total mar0et for a given product into
the number of sub-mar0ets. +he heterogeneous mar0et is bro0en up in the process into a
number of relatively homogeneous units. Different ways of mar0et segmentation are as
follows.
eographic segmentation
Demographic segmentation
'sychographic segmentation
uyer ehavior segmentation
%olume segmentation
&arget Market;
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%aseline targets women in their mid-#-s on wards for the brand,E combination of mass and
prestige. +he focus will be to tap the segment in between the mass and the premium end of
the segment. +hey also focus on family uses of %aseline.
'ositioning:
'oisoning is the act of communicating companys offer so that it occupies a distinct and
valued place in the customers mind so as to create an enduring competitive advantageE.
%aseline is positioned on the healthcare platform with a body lotion and a petroleum Celly
cream. +he )ustomers see the tangible attributes li0e performance level, price, pac0aging,
products components before buying the product. %aseline being the winter cream posses
many uses such as pomade for the hair, it is also used by males as a personal lubricant.
%aseline prices are less as compared to ponds, (a0me of $ivea. +he brands range was
epended to +alcum 'owder but was later withdrawn. A seasonal brand, Unli0e ponds,
%aseline also has boot care cream, which has remained a niche product with limited demand
during winter. +he Uni4ue selling proportion of %aseline is its 1G. 9hite petroleum.
U$2(>
Market Seg(entation
'ersonal air )are hampoo available in multiple variants
&arget 0roup
irls in the age group of #s
'ositioning
+he unil0 hair care range provides a complete hair care solution and functions as a 6-step
combination of cleansing, nourishing and manageability.
MA!1&I,0 MIF ; U,IL11!:
/ar0eting /i is defined as the set of all controllable tactical mar0eting tools K productingdom in
1B#8. ubse4uently, (u soap has been mar0eted in several forms, including handwash,
shoUnileverr gel and cream bath soap.
ince the 1B6s, more than " of the worlds most famous female celebrities have been
associated with (u. /arilyn /onroe, ophia (oren, $atalie 9ood, rigitte ardot, Demi
/oore, )atherine Teta-
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1arly Beginnings
(us early advertising campaigns aimed to educate users about its credentials as a laundry
product and appeared in maga5ines such as (adies ome
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$725 4 $7%3: 7 out of $3 stars
+his era saw 0ey launches of (UN in the U>, 2ndia, Argentina and +hailand. +he brand
concentrated on building its association with the increasingly popular movie world, focusing
more on movie stars and their roles rather than on the product. 2n 1B#B, advertising featured
#F of the biggest female stars of the day, creating a huge impact among the movie-loving
target audience. +his was folloUnileverd by ollywood Directors tal0ing about the
importance of smooth and youthful s0in.
2n $7$, (u launched a campaign with older stars, 2 am over 61E. +he series of print ads
had stars tal0ing about preserving youthful s0in. (u also launched campaigns featuring
interviews with tars and )lose Ups of tars, bringing to life the YB out of 1 idea.
2n $7%
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83s: !o(ancing &he Brand
+he Fs saw a shift in advertising to product stories and the romantici5ing of brand through
its sensorial @ emotionalE dimensions. +his was the era of Ythe film star feeling and the
Yolden (u, featuring stars such as andra Dee, Diana &igg and amantha *ggar. +he
bathing ritual, the Yfantasy element that has been the imagery of (u, was created in this era.
+he brand also moved forward with launching (UN in the /iddle *ast, entering a moreconservative mar0et.
93s: +i(ensionali)ing Beauty
&eflecting the shift in beauty trends in the :s, the (u stars stepped down from their
pedestals and Unileverre portrayed as multi-faceted women with natural, wholesome beauty
that the ordinary consumer could relate and aspire to. +he eecutions Unileverre more of Ya
day in the life of the stars with focus on their Ynatural beauty. tars included rigitte ardot
and $atalie 9ood.
53s: ning &he Category Space
*stablishing itself as +* beauty soap for stars and beautiful women, the 8s emphasi5ed the
importance of s0in care K the first step to beauty. (UN was launched in )hina at this time.
ophia (oren, &a4uel Unileverlch and )heryl (add Unileverre some famous celebrities used
during this time.
73s 4 1arly 2333s: Advanced Skin Benefits
2n the Bs, (u moved from generic beauty benefits to focus on specific benefits and
transformation. /ore emphasis on functionality and variant associations with different s0intypes as Unileverll as mention of ingredients. +he communication was far more regional
specific and locali5ed, using stars li0e /alu/ader and Debora loch. +his period launched
product brand etensions hoUnileverr )ream and els and (u uper &ich hampoo in
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2n #=, (u encitsaged women to celebrate and indulge their femininity with the 'lay with
eautyE philosophy, with stars li0e Aishwarya&ai. +he brand connected with consumers to
ta0e a more Yactive stance on beauty.
3rom #8, building off the brands root strengths, focus has shifted to beauty Hvs.
femininityI, appealing to consumers fantasies and aspirations. (u believes that Ybeauty is a
female instinct that shouldnt be denied and showcases the pleasure that every woman enCoys
from using her beauty, encapsulating that idea in a simple phrase; Declare its beauty.
+oday, (UN is growing in 0ey mar0ets in ra5il, UA, )hina, angladesh and outh Africa,
and is a mar0et leader in 2ndia Hfor soap barsI, ra5il, audi Arabia Hfor soap barsI,
angladesh and +hailand.
=.# +ove >&oiletries?
Dove is a personal care brand owned by Unilever
Dove products are manufactured in Argentina, Australia, ra5il, )anada, ermany, 2ndia,
2reland, $etherlands, +hailand, +ur0ey, and United tates. +he products are sold in more than
6= countries and are offered for both women and men. +he Dove trademar0 and brand name
is currently owned by Unilever. Doves logo is a silhouette profile of the brands namesa0e
bird, the color of which often varies.
'roducts include; antiperspirantsOdeodorants, body washes, beauty bars, lotionsOmoisturi5ers,
hair care, and facial care products. Dove is primarily made from synthetic surfactants, salts of
vegetable oils Hsodium palmate from palm 0ernelI and salts of animal fats Hsodium tallowate
from cows fatI. Dove contains animal fat HtallowI and for this reason some vegans may
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refrain from using it. Dove is formulated to be p neutral, a p that is usually bet Unlevered
F.= and :.=.
Dove )onditioner
Marketing ca(paigns
2n #F, Dove started the Dove elf-*steem 3und. 2t purports to be an agent of change to
educate and inspire girls on a wider definition of beauty and to ma0e them feel more
confident about themselvesE. +o this day, Dove have created a number of largely online-only
short films, including Daughters Hwhich also aired in a :=-second spot during the uper owl
N(I, *volution Hwhich won two awards at the )annes (ions 2nternational Advertising
3estivalI, nslaught, and Amy.
@. Life"uoy >soap?
1B# ad for (ifebuoy oap
(ifebuoy is a brand of soap containing phenol mar0eted originally by (ever rothers in
*ngland in 18B=.
istory
Although (ifebuoy is no longer produced in the U and U>, it is still being mass produced
by Unilever in )yprus for the U>, *U, U and ra5il mar0ets, as Unileverll as in +rinidad
and +obago for the )aribbean mar0et. Unilever in )yprus and +rinidad and +obago is
manufacturing the original &ed (ifebuoy oap with carbolic acid. 2n other mar0ets, including
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outh and outh *ast Asia, the global brand of (ifebuoy oap has been updated to use red
and other colitss with Ymodern aromas.
Catchphrases
9hen the 'hiladelphia 'hillies played at the a0er owl during the 1B#s, an outfield walladvertisement for (ifebuoy stated, +he 'hillies use (ifebuoyE. ne night a vandal snea0ed
in and added to the ad, And they still stin0E. %ariations of the Co0e Unilever also employed
by detractors of other losing teams.
+he term ..E, short for body odorE, is often thought to have been invented by (ifebuoy
for an advertising campaign. oUnileverver, the term ..E was actually coined by a
company that made deodorant for women called do-&o-$o in 1B1B. (ifebuoy made the
term famous, +he (ifebuoy radio ad, parodied by several 9arner rothers (ooney +unes
cartoons, used a foghorn-type sound to create the ..E sound.
=." Laundry +etergent
(aundry powder
(aundry detergent, or washing powder, is a substance that is a type of detergent Hcleaning
agentI that is added for cleaning laundry. 2n common usage, detergentE refers to mitures of
chemical compounds including which are similar to soap but are less affected by hard
water.E 2n most household contets, the term detergent refers to laundry detergent vs hand
soap or other types of cleaning agents. /ost detergent is delivered in powdered form.
istory
3rom ancient times, chemical additives Unilever recogni5ed for their ability to facilitate the
mechanical washing with water. +he 2talians used a mi of sulfur and water with charcoal to
clean cloth. *gyptians added ashes and silicates to soften water. oaps Unilever the first
detergents. +he detergent effects of certain synthetic surfactants Unilever noted in ermany
in 1B1:, in response to shortages of soap during 9orld 9ar 2. 2n the 1B6s, commercially
viable routes to fatty alcohols Unilever developed, and these new materials Unileverconverted to their sulfate esters, 0ey ingredients in the commercially important erman brand
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3*9A, produced by A3, and Draft, the U brand produced by 'rocter and amble. uch
detergents Unilever mainly used in industry until after 9orld 9ar 22. y then, new
developments and the later conversion of aviation fuel plants to produce tetra propylene, used
in household detergents, caused a fast growth of domestic use in the late 1B"s.
+he use of en5ymes for laundry was introduced in the early part of the 1Bs by tto &ohm.
nly in the latter part of the century with the availability of thermally robust bacterial
en5ymes did this technology become main stream.
At the present time, soap has largely been displaced as the main cleaning agent in developed
countries. oap is, by Unilever right, relatively ineffective, and it is highly sensitive to
deactivation by hard water. y the 1B=s, soap had almost been completely replaced by
branched but these detergents Unilever found to be poorly biodegradable. (inear H(AsI, ho
Unilever, proved to be both highly effective in cleaning and more biodegradable than the
branched relatives. (As remain the main detergents used domestically. ther detergents that
have been developed include the linear, which also resist deactivation by hard water. oth
remain specialty products, for eample only an estimated F million 0ilograms of the sodium
al0ylsulfonates are produced annually. During the early development of non-soap surfactants
as commercial cleaning products, the term syndet, short for synthetic detergent, was
promoted to indicate the distinction from so-called natural soaps
Che(istry of +etergents
/any 0inds of molecules and ions can serve as high-efficiency surfactants. +hey are often
classified according to the charge of the molecule or ion, the three main classes being anionic,
neutral, and cationic detergents. Anionic detergents are most commonly encountered for
domestic laundry detergents. Detergents are ions or molecules that contain both polar and
nonpolar components. +he polar component allows the detergent to dissolve in the water,
whereas the nonpolar portion solubili5es greasy HhydrophobicEI materials that are the usual
target of the cleaning process. An estimated F billion 0ilograms of detergents are produced
annually for domestic mar0ets.
Co(ponents
/odern detergent formulations K the entire product vs. Cust the surfactant K contain several
components. +hree main ingredients are builders H=G by Unilever right, approimatelyI,
surfactant H1=GI, and bleaches H:GI.
Builders
uilders are water softeners. +hese chemical compounds are agents that remove calcium ionsby complication or precipitation. +ypical builders are sodium carbonate, complication agents,
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soap, and 5eolites. +hey function by se4uestering or precipitating the problematic ions. ne
of the most common builders is sodium triphosphate, which is used on very large scale for
this application.
Bleach
+he main targets of bleaches are of vegetable origin include chlorophyll, anthocyanin dyes,
tannins, humic acids, and carotenoid pigments. /ost bleach in laundry detergents are
oidi5ers, e.g., sodium perborate or sodium hypochlorite, 2n addition, other agents are added
as bleach activatorsE, to enhance the effectiveness of the bleaching agent.
1n)y(es
/any laundry detergents contain en5ymes. +he amounts of en5yme can be up to about #G by
Unilever right of the product. +hese agents are re4uired to degrade recalcitrant stains
composed of proteins, fats, or carbohydrates. *ach type of stain re4uires a different type ofen5yme, i.e., protease for proteins, lipases for greases, and amylases for carbohydrates.
ther ingredients
/any other ingredients are added depending on the specific application. uch additives
modify the foaming properties of the product by either stabili5ing or counteracting foam.
ther ingredients increase or decrease the viscosity of the solution, or solubili5e other
ingredients. )orrosion inhibitors counteract damage to washing e4uipment. Dye transfer
inhibitorsE prevent dyes from one article from colitsing other items. Antiredeposition
agentsE are used to prevent fine soil particles from reattaching to the product being cleaned.)arboymethyl cellulose is used for this purpose.
A number of ingredients affect aesthetic properties of the item to be cleaned or the detergent
itself before or during use. +hese agents include optical brighteners, fabric softeners, and
colitsants. A variety of perfumes are also components of modern detergents, provided that
they are compatible with the other components and do not affect the colits of the cleaned
item. +he perfumes are typically a miture of many compounds, a popular component being
cycloheyl salicylate, which is related to oil of wintergreen.
1nviron(ental Concerns
*arly in the introduction of sulfonate-based detergents, concerns Unilever voiced over the
low rates of biodegradation of the branched.
A more profound problem arises from the heavy use of sodium triphosphate, which can
comprise up to =G by Unilever of detergents. +he discharge of soluble phosphates into
natural waters has led to problem with eutrophication of la0es and streams. +he replacementof sodium triphosphate by 5eolites offers some relief to this problem. 9ith respect to the
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phosphate additives, Unilever 1B" and 1B: the amount of phosphates in city wastewater
increased from #, to 1=, tons per year. 9ith the increase in phosphates, algal
blooms grew splendidly on the ecess phosphorus and consumed most of the oygen in the
waters, 0illing fish and plants.
2n #", the *uropean Union introduced regulations to re4uire biodegradability in all
detergents, and intends to ban phosphates in domestic products from #16
Australia began phasing out the use of phosphates in its detergents in #11, with an all-out
ban epected to ta0e effect in #1".
'ursuant to findings published in #F by the hen0ar )ollege of *ngineering and Design
indicating that li4uid detergents are much more environment-friendlyE than powdered
detergents, 2sraels /inistry of the *nvironment began recommending that consumers prefer
li4uid detergent over powdered ones for laundry which is not heavily stained.E
=.= SunSilk
unsil0
unsil0 is a hair care brand, primarily aimed at women, produced by the Unilever group,
which is now considered the worlds leading company in hair conditioning and the second
largest in shampoo. unsil0 is Unilevers leading hair care brand, and ran0s as one of the
Anglo-Dutch conglomerates billion dollar brandsE. unsil0 shampoos, conditioners and
other hair care products are sold in FB countries worldwide.
unsil0 is sold under a variety of different names in mar0ets around the world including
*lidor, eda and edal. +he brand is strongest in Asia, (atin America and the /iddle *ast
and is the number one hair care brand in 2ndia, ra5il, Argentina, olivia, angladesh, ri
(an0a and +hailand.
istory
edal shampoo bottle
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unsil0 was launched in the U> in 1B=", and by 1B=B it was available in 18 different
countries worldwide. At the time, unsil0 had an advantage over other shampoos in the
mar0et as it only needed one application, and so meant washing less natural oils from the
hair. unsil0 cream shampoo for dry hair was launched in 1B=F.
2n $7@5, a new transparent polythene tube for the li4uid shampoo was introduced as an
alternative large si5e pac0 to the bottle. unsil0 was also available in such tubes.
2n $783, unsil0 +onic shampoo was launched, containing s0in healing ingredient Allantoin K
designed to help 0eep the scalp free from infection.
2n $78$, unsil0 (i4uid shampoo was re-launched to unsil0 eauty, because Y(i4uid in the
name, originally used to distinguish the product from powdered shampoos had become
meaningless as the maCority of shampoos Unileverre now in li4uid form.
2n $782, unsil0 was mar0eted as a range of shampoos for different hair types.
unsil0 significantly improved product formula and launched new variants in 1BFF; the first
maCor shampoo to contain olive oil, which acted as conditioner to ma0e hair soft and
manageable7 shampoo for dull hair, which restored hairs natural shine7 lemon shampoo for
greasy hair with deep cleansing ingredients.
unsil0 hair spray was first launched in 1BF" to enter an epanding hair-spray mar0et,
2n $788a new product formula was developed which gave hold, even in damp Unileverather
whilst still caring for hair. +he hair spray contained a 3rench perfume and could easily be
removed by brushing or shampooing it out.
2n $787, all unsil0 shampoo was re-pac0aged in new '%) bottles, which Unileverre larger
than traditional glass bottles for the same price.
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unsil0 conditioner was launched in 1B:1 with three variants for dry, normal and greasy hair.
2n $79, unsil0 launched an aerosol dispensed setting lotion. An economy si5e shampoo
bottle was introduced for unsil0 in 1B:".
2n $79@, unsil0 became the biggest name in hair care with 1,, pac0s being sold every
Unilevere0.
2n $753, the whole unsil0 range was re-launched, with improved formulations and
pac0aging design to bring the brand into the 1B8s.
2n $75@, unsil0 styling mousse was launched and # years later a conditioning mousse
folloUnileverd.
2n 233$, unsil0 moved into the hair colitsant mar0et for Asian-type dar0 hair, offering a
range of seven permanent colitss from natural blac0 to copper with purple, red and gold tints.
2n 233, unsil0 launched a new range of shampoos and conditioners, which Unileverre
developed to meet womens hair needs and reflect the way women thin0 about their hair. +he
fa0e institute Ha trademar0 by edalI *lida air 2nstituteE developed the products in
response to mar0et research. *ach product contained a uni4ue formulation of ingredients,
combining the best from natural and scientific worlds to help combat common hair problems.
Milestones
1B=" K unsil0 first launched in the U>.
1B== K 3irst advertisement of unsil0 appeared on +%.
1BF" K (aunch of unsil0 hair spray.
1BF8 K unsil0 shampoo re-pac0aged in '%) bottles.
1B:1 K (aunch of unsil0 conditioner.
1B:= K unsil0 became the biggest name in hair care.
#6 K unsil0 glossy maga5ine launched in Argentina.
#8 K ocial networ0ing site ang of irls was introduced in 2ndia.
;irst advertising
unil0 began advertising in 1B== with a campaign that focused on specific hair issuesE. 2n
the U>, the campaign focused on shiny hair. During the 1BFs, a television commercial of
unsil0 featured a tune composed by
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/adonna, ha0ira, /arilyn /onroe, and /arian &ivera all featured in unsil0s #8
advertising campaign (ife )ant 9aitE which launched with a uper owl N(22 spot. +he
philosophy behind the campaign was about girls ta0ing positive steps to gain better control of
their lives air n ] (ife nE.
Actress and former /iss 9orld 'riyan0a )hopra is the brand ambassador for unsil0 in
2ndia.
2n #B, singer Delta oodrem was announced as the face of unsil0E in Australia. +he
singer and her music have since featured in several unsil0 adverts.
2n #:, ritish girlband irls Aloud launched a campaign for unsil0 after securing a
sponsorship deal worth over ^1,,./embers $icola &oberts, $adine )oyle, )heryl
)ole, >imberly 9alsh and arah arding all represented the brand, which included shooting
a television commercial. unsil0 also sponsored their following tits
Maga)ine
2n #6, unsil0 HedalI launched the first hair only glossy maga5ine in Argentina aiming to
communicate to the professional hair industry. /ore than 8, copies are published each
month. +he maga5ine focuses on hair, fashion and beauty issues as Unileverll as showcasing
hairdressers wor0. 2t is sold locally on news stands and distributed to hair salons.
0ang of 0irls
2n #8, unsil0 2ndia launched a social networ0ing site called ang of irls, which offered
its users access to a variety of local and global eperts to address various hair care needs
through its content, blogs and live chat room. +he site includes rich content of hair care and
fashion, and users can also ta0e part in interactive games and 4ui55es.2n #11, unsil0 was
listed in +he rand +rust &eport published by +rust &esearch Advisory.
Co-Creation colla"oration
3rom #B unsil0 started wor0ing with a number of professional hair epertsE to develop
new and improved products. *ach hair issueE variant lin0s to an epertE with the relevant
specialist hair 0nowledge. 3or eample, Dr 3rancesca 3usco, a $ew Lor0 dermatologist, co-
created a hairfallE variant for the brand. +he line up also includes;
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Unilever uild a sustainable businesses. +he company doing business from many years
and maintain relation with customers.
+heir product 4uality is very high. +his is because when the people use their product then
there is no reaction.
/any poor people cant use their product because the product price is high then the
competitors. Unilever is a multinational company their financial situation is very good.
+hats why they can launch new product very easily.
+he advertising system is very strong. +hrough the advertising many people attracted
about Unilever product.
uilding long term, mutually beneficial relationship with customers and are available for
product at all times. )ustomers consolidation and growth of discount sector.
/an again the business across globally competitive mar0ets.
%olatility of emerging mar0eting. 2n #1, more than half of Unilever turnover came from
developing and emerging mar0ets including ra5il, 2ndia, angladesh, 2ndonesia, +ur0ey,
outh Africa, )hina, /eico and &ussia.
Unilever mar0et building strategic alliances and partnership.
Unilever &@D developments try to build up a new product or new rand.
!1CMM1,+A&I,:
Unilever product 4uality is high after that. +hey have to need produce more 4ualified
product.
Unilever product price is high then the competitors. +hey should concern about this
matter.
)ompanys financial situation is very good. +hats why they can etend their business.
)ompanys promotional strategy is very nice but continuously it should be improved.
+o do business globally always collects information very rapidly about /ar0et.
)ompanys &@D division always should be improved.
Conclusion:
+his report only focuses on the U$2(*%*& mar0eting strategy and mi. 2 did not able tocollect the whole information of the )ompany. o into the company.
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y my analysis 2 have found that, U$2(*%*& is globally successful company. ne of the
reasons for their success was hoUnileverver7 they create brands for specific countries and
regions. 'roducts for eample, found in south Americas will not be found in south Asian
countries. ince difference in culture eists worldwide, the creation and supply of brands
have to be ta0en seriously. U$2(*%*& angladesh is the mar0et leader in home and
personal care products. +he U$2(*%*& products are able to gain customer satisfaction and
trust. +heir production and distribution is epanding rapidly.
Unilever 0now that if Unilever are to achieve their ambitious growth obCectives Unilever
must reduce the total environmental impact of the business. 2ts commitment etends right
across its value chain K i.e. from the raw materials through its own production and
distribution to consumer use and eventual disposal of residual pac0aging. Unilever fully
recogni5e that Unilever will need to develop a new model for business growth. Unilever are
embar0ing on a long-term programmed of wor0 with its suppliers, customers and other
partners to reali5e this goal. 9ith its portfolio of strong brands, presence in emerging mar0ets
and long-standing commitment to shared value creation, Unilever believe Unilever are
Unileverll placed to deliver on this ambition. ver 1 years ago, its founders not only
created some of the worlds first consumer brands, they also built a business with strong
values. Unilever have continued to update its vision as the world has changed. 2n the 1BBsUnilever formally integrated sustainability factors into its strategy. +hen, in #=, Unilever
started to embed this agenda into its product brands using a process called rand 2mprint.
ince then rand 2mprints have been completed across all its product categories. ocial and
environmental considerations are now integrated into the innovation and development plans
of its maCor brands. At the same time, Unilever are also evolving its approach to corporate
branding. Unilever are starting to consider how they ma0e Unilevers corporate commitments
and activities more visible and relevant to their consumer.
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!eference:
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