Unilevers Main Corporate-Level Strategies - Case Study Example

The paper 'Unilever’s Main Corporate-Level Strategies" is a good example of a management case study. Corporate-level strategies are known for helping organizations achieve their core competencies amid the high competition in the market. They basically ensure that organizations satisfy consumer needs and preferences so as to achieve an economy of scale above the average competitors in the market (Bowman & Helfat. 2001, 23). The corporate strategies also indicate the actions that an organization is willing to take so as to add value to the customers by utilizing its core competencies in the specific products. It’s worth noting that the position of a business in an industry is highly determined the corporate strategies that it has adopted. It’s the corporate strategy that makes the corporate whole by adding value to the whole of its business unit parts (porter, 1980).

This review paper aims at identifying, analyzing, and evaluating the various corporate-level strategies which Unilever has adopted over the years of its existence. In order to effectively describe the identified corporate strategies, the review integrates strategic concepts such as Ansoff matrix, the strategy clock, Mckinsey model, and Porter's generic model. In addition to the use of the strategic concept model, the review also focuses on the suitability of the various Unilever corporate models. For an in-depth evaluation of the strategies on the suitability appraisal criteria, the review integrates other critical tools and theoretical concepts such as PESTEL, SWOT, stakeholder mapping and value chain analysis

Unilever’s Corporate-Level Strategies

In its 63 years of existence, Unilever had to struggle with synergies by searching for related businesses and growth by diversification. To facilitate the transformation from conglomerate to a more focused corporation, Unilever was more concerned with acquiring numerous businesses while disposing of some in search of more suitable businesses (Nag 2015, p. 499). In light of the portfolio concept of strategy, Unilever created synergies in terms of sharing activities and skills. In the mid-1980s, corporate management began to feel uneasy about the lack of coherence of their activities and strategy and began to review their product range (Nag, 2015. p. 499). The portfolio strategy was no more of a financial strategy that delivered a very low competitive advantage. In this note, they started to focus on areas that proven a high level of professionalism and strength.