It will evaluate the external business environment, critically assess its strategic resource capability and examine the extent to which these are a strategic fit within its environment. It will also set out detailed recommendations on the future strategic direction for Unilever Caribbean Ltd. This will be done by showing its feasibility, acceptability and suitability complete with a detailed implementation plan. Throughout the analysis relevant theories/paradigms will be used to ground opinions and views of the author. Methodology
In conducting the critical analysis of Unilever Caribbean Limited the following will be carried out: 1. Interviews with UCL’s managers 2. Internet (e. g. Latin America Monitor & UCL global site) research. 3. A review of the UCL Annual Reports 4. Journals/Books will be reviewed. 5. Newspaper articles will be scanned. 6. Observations will be carried out at point of sale (groceries, mom and pop shops etc. ). Introduction This paper will give an overview of the strategic history of Unilever Caribbean Limited (UCL) to this point.
Unilever used an acquisition strategy by acquiring the two companies and merging them into Lever Brothers West Indies Ltd. (LBWI) in 1964. In 2000 they launched the Path to Growth Strategy focusing on core brands, global buying and margin growth. In 2004, Unilever worldwide re-launched its corporate brand and logo and with this Lever Brothers West Indies became Unilever Caribbean Limited through a unanimous shareholder vote. In 2009 under new leadership ‘The Compass Strategy’ was launched aiming at doubling the size of the business adopting a growth strategy by focusing on the consumers and the customers.
The current location of the Unilever factory at Champs Fleurs was built in 1960 and currently houses two plants – a Home Care facility which manufactures Breeze and Radiante laundry detergents, Quix Dishwashing Liquid, Cif Scourer and Comfort Fabric Softener, as well as a Foods Plant which manufactures popular margarine lines such as Blue Band, Flora, I Can’t Believe its Not Butter, Becel, Cookeen and Golden Ray. The local operation also imports finished goods from Unilever sites throughout the globe to market in Trinidad and Tobago as well as in its 17 export territories throughout the Caribbean.
Some of these products include well known foods brands such as Lipton, Hellman’s, Ragu and Wishbone, and Personal Care Brands such as Axe, Dove, Rexona, Suave, Pond’s and Lux. Today, Unilever Caribbean Limited (UCL) operates as part of the Greater Caribbean cluster comprising offices in Trinidad, Puerto Rico and Dominican Republic, reporting into the United States. The Trinidad operation currently has a staff headcount of 400 employees in areas such as Human Resources, Finance and Information Management, Brand Building, Customer Development and Supply Chain (Logistics and Manufacturing).
Unilever Caribbean Limited promotes diversity among its workforce and supports the continuous development of employees at all levels. The Company is also an active corporate citizen in its neighbouring community of Mt. D’Or, continually supporting the community’s development through educational, infrastructural and health-focused programmes. Analysis of Current Strategic Position Introduction In this section of the paper the author will define strategy putting the analysis into context analyzing the strategic position by evaluating the internal and external business environment.