Harvard Case - Unilever Platinum Stores: Building a Brand for the Community
"Unilever Platinum Stores: Building a Brand for the Community" Harvard business case study is written by Philip Zerrillo, Pannapachr Itthiopassagul, Sarita Mathur. It deals with the challenges in the field of International Business. The case study is 16 page(s) long and it was first published on : Feb 17, 2015
At Fern Fort University, we recommend Unilever implement a comprehensive strategy to leverage its 'Platinum Stores' initiative as a key driver for growth and brand building in emerging markets. This strategy should focus on internationalization, global branding strategies, and corporate social responsibility to foster strong community connections and achieve sustainable business growth.
2. Background
This case study explores Unilever's 'Platinum Stores' initiative, a program aimed at supporting and empowering small, independent retailers in emerging markets, particularly in India. The program provides these retailers with access to training, resources, and support to improve their business practices and enhance their brand image.
The main protagonists are Unilever, a multinational corporation (MNC) with a vast portfolio of consumer goods brands, and the independent retailers participating in the 'Platinum Stores' program. The case highlights the challenges faced by Unilever in navigating the complex landscape of emerging markets, including cultural differences, competitive forces, and government regulations.
3. Analysis of the Case Study
This case can be analyzed using the Porter's Five Forces framework to understand the competitive landscape and the VRIO framework to assess Unilever's resources and capabilities.
Porter's Five Forces:
- Threat of New Entrants: High ' The emerging market landscape is characterized by a high number of small, independent retailers, making it relatively easy for new players to enter the market.
- Bargaining Power of Buyers: Moderate ' Consumers in emerging markets have a wide range of options, but their bargaining power is limited by the lack of readily available alternatives.
- Bargaining Power of Suppliers: Low ' Unilever has significant bargaining power over its suppliers due to its scale and the availability of alternative suppliers.
- Threat of Substitute Products: Moderate ' Consumers in emerging markets may opt for cheaper, locally produced substitutes, posing a threat to Unilever's products.
- Competitive Rivalry: High ' The emerging market landscape is highly competitive, with established players like Unilever facing competition from local and international brands.
VRIO Framework:
- Valuable: The 'Platinum Stores' initiative is valuable as it strengthens Unilever's brand image, expands its market reach, and enhances its access to consumers.
- Rare: The initiative's focus on empowering independent retailers is relatively unique, setting Unilever apart from competitors.
- Inimitable: The initiative's success is partly due to Unilever's deep understanding of the local market, its strong brand reputation, and its commitment to community development.
- Organized: Unilever's ability to effectively manage the program and leverage its resources to support the retailers demonstrates its organizational capabilities.
4. Recommendations
Unilever should implement the following recommendations to maximize the impact of the 'Platinum Stores' initiative:
1. Expand the Program Globally:
- Internationalization: Leverage the 'Platinum Stores' model in other emerging markets, adapting it to local contexts and cultural nuances.
- Global Market Entry Strategies: Utilize a combination of organic expansion and strategic alliances to enter new markets efficiently.
- Cross-cultural Management: Train staff to effectively manage cross-cultural business relations and navigate cultural differences.
2. Enhance Brand Building and Marketing:
- Global Branding Strategies: Develop a consistent global brand identity while tailoring marketing campaigns to local preferences.
- International Marketing: Utilize digital marketing channels and local partnerships to reach target audiences.
- Global Marketing: Implement a global marketing strategy that leverages the 'Platinum Stores' initiative to create a positive brand association.
3. Strengthen Community Engagement and CSR:
- Corporate Social Responsibility: Integrate the 'Platinum Stores' initiative into Unilever's broader CSR strategy, emphasizing community development and empowerment.
- Business and Government Relations: Build strong relationships with local governments and NGOs to gain support for the program.
- Environmental Sustainability: Encourage sustainable practices among participating retailers, aligning with Unilever's sustainability goals.
4. Leverage Technology and Innovation:
- IT Management: Utilize technology to streamline communication, training, and resource allocation for retailers.
- Global Innovation Management: Foster innovation within the program by exploring new ways to improve retailer operations and customer experience.
- Information Systems: Develop robust information systems to track program performance, identify areas for improvement, and measure impact.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The 'Platinum Stores' initiative aligns with Unilever's core competencies in brand management, marketing, and consumer goods distribution. It also supports the company's mission of improving lives through sustainable business practices.
- External customers and internal clients: The initiative benefits both external customers (consumers) and internal clients (retailers) by providing them with access to quality products and services.
- Competitors: By focusing on community engagement and empowering local retailers, Unilever differentiates itself from competitors and strengthens its position in the market.
- Attractiveness ' quantitative measures if applicable: The initiative has the potential to generate significant returns on investment by expanding market reach, increasing brand loyalty, and enhancing customer satisfaction.
6. Conclusion
The 'Platinum Stores' initiative represents a strategic opportunity for Unilever to build a strong brand presence in emerging markets while contributing to community development. By expanding the program globally, enhancing brand building and marketing efforts, strengthening community engagement, and leveraging technology and innovation, Unilever can maximize the initiative's impact and achieve sustainable business growth.
7. Discussion
Alternatives:
- Focusing solely on organic expansion: This approach would be slower and more resource-intensive, potentially limiting Unilever's ability to capitalize on emerging market opportunities.
- Partnering with large retail chains: While this would provide faster market access, it could dilute Unilever's brand identity and limit its control over the customer experience.
Risks and Key Assumptions:
- Cultural differences: Adapting the program to local contexts and cultural nuances is crucial to its success.
- Government regulations: Navigating complex regulatory environments in emerging markets can be challenging.
- Competition: The initiative's success depends on Unilever's ability to effectively compete with existing players in the market.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline specific goals, timelines, and resource allocation for each recommendation.
- Conduct pilot programs in new markets: This will allow Unilever to test and refine the 'Platinum Stores' model before full-scale implementation.
- Monitor and evaluate program performance: This will ensure that the initiative is achieving its objectives and identify areas for improvement.
By taking these steps, Unilever can effectively leverage the 'Platinum Stores' initiative to build a strong brand for the community and achieve sustainable business growth in emerging markets.
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Case Description
Ratchtar Karasuddhi, the head of business development for general trade at Unilever, has an idea to assist a flood stricken owner of a local neighbourhood convenience store. He believed that with some upgrading and better visibility, the shop could be revived and become an alternative to the nearby modern trade convenience store. What started out as a simple wish to help a single distressed shop owner soon spawned into a viable business idea that would benefit the local community and the company. The number of Star Stores, or Platinum Stores as they were called within Unilever, expanded rapidly - the first outlet was inaugurated in March 2012 and there were 7,800 Platinum Stores by July 2014. The frenetic growth in the number of stores eventually affected business execution, as the operations side struggled to cope with the openings of four to five new outlets daily. Each store required the full engagement and cooperation of the shop owner, a customised planogram, and training and capability building of the shop owner. What is necessary for the sustained success of Platinum Stores in Thailand?
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