Documentos de Académico
Documentos de Profesional
Documentos de Cultura
PGDM No 17083-17091
Overview of the case
• This case mainly talks about one of Unilever’s core strategy (introduced by the then new CEO,
Paul Polman) – USLP and the challenges it faced during its inception and implementation.
• It traces the reforms the company had to make in order to keep pace with the changing
operating environment and come up with a renewed strategy to counter the problem of
stagnant growth.
• Finally, it describes the success of USLP and emphasises why it is important to keep updating
the program to match the demands of a dynamic environment.
Issues and Challenges
• Could not meet GHG emission (went up by 4% per consumer) and water consumption
targets (fallen only by 2%).
• Some brands were concerned about lack of initiative, innovation, and even engagement
in other parts of the organisation.
• New strategy was greeted with nervous anticipation, they were faced with a lot of
scepticism.
• They viewed USLP as a separate initiative that was unconnected to the their strategy.
• Concentrate on other measures to boost sales such as Sales promotion, converting non-users to
users, research could have been conducted as to why sales was going down in the first place.
• Invest in R&D for improvement in quality of products or for introducing innovative products.
• Along, with drip irrigation, they could use methods such as rainwater harvesting, etc.
• Spread awareness, conduct workshops, about the excess water consumption and increased
GHG emissions and how it can be reduced.
Conclusion
• CSR is a very good initiative taken by companies towards all the stakeholders
such as employees, customers, environment, etc., however, care should be
taken to maintain the company’s goal towards achieving success, and not
undergo CSR activities at the cost of reducing profits and growth, because then
eventually, it is the stakeholders who suffer.