Unilever's new Global Brand VP must not only revitalize Lifebuoy soap's sagging market functionality, but simultaneously affect the well-being of one billion people world-wide. The subsequent threat emanates from Uniliver’s new CEO that has introduced the Unilever Sustainable Living Program (USLP), a set of daring environmental and societal aims that he has incorporated to the core of the business’s global strategy. In contrast to most corporate social responsibility programs, USLP's quantified goals are clearly defined, tightly specified, and fairly audited.
And supervisors are held strictly accountable for their accomplishment. Subsequent to the description of the history of 100 year old Lifebuoy soap brand which sold basically in developing country marketplaces, the case narrates the procedures to be taken by Samir Singh, Lifebuoy's novel designated Global Brand VP as he attempts to recover its diminishing sales and profitability performance.
The case subsequently accentuates on Singh's relationship with Sudir Sitapiti, the category manager for Lifebuoy in India, the largest marketplace of the brand world-wide. He has fallen behind on his USLP threat to bring hand washing behaviour transformation to 450 million people in poor, remote Indian villages although Sitapiti has done a creditable job in turning around sales and profitability. The case concludes with some unique promotion investment decisions that Singh expects to influence and that Sitapati is considering.
Unilever's Lifebuoy in India Implementing the Sustainability Plan Case Study Solution
PUBLICATION DATE: May 27, 2014 PRODUCT #: 914417-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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