“MAKING SUSTAINABLE LIVING

COMMONPLACE”

Unilever
MANAGERIAL FUNCTIONS OF UNILEVER BANGLADESH LIMITED
 LETTER OF TRANSMITTAL

November 24, 2017

**** *********
Major General S.M. Shafiuddin Ahmed, ndu,psc
Course Instructor
Management and Organizational Behavior
Faculty of Business Studies
Bangladesh University of Professionals (BUP)

Subject: Submission of Term Paper on “Managerial Functions of Unilever Bangladesh”

Dear Sir,
It is our immense pleasure to submit the report on “Managerial Functions of Unilever
Bangladesh” of Unilever Bangladesh Limited as a part of our MBA (Professional) curriculum.
To prepare this report, we have gathered what we believe to be the most complete
information available. The journey will remain as a valuable asset in our life.

It was a enormous opportunity for us to prepare the report under your instruction, which
really was a great experience for us. In order to make our report most perfect, we have
collected various information from our text books, websites and various newspapers.

We have worked hard preparing this report and sincerely tried to make the paper a
comprehensive one within the given time span. Any lacking or fault may arise as our
unintentional mistakes. We will be always available for answering any query regarding this
paper. We believe that the preparation to prepare our report will help us to work in our
career.

……………………………...
Md. Shahed Imran
Roll: 17016063
Section: A
On behalf of the Group

ii
 ACKNOWLEDGEMENT
One of the most pleasant parts of preparing this report is the opportunity to thanks those
who have contributed to it. Unfortunately, in any establishment, the list of expression of
thanks-no matter how all-embracing-is always imperfect And insufficient, this
acknowledgement is alike other is not an Immunity.

At first we want to thank Almighty Allah who gave us energy, forbearance and also
knowledge for making that kind of report. Secondly we want to express our gratitude to our
course instructor Major General S.M. Shafiuddin Ahmed, ndu, psc without whom we must
be unable to make it.

We are really grateful to the management of Unilever Bangladesh Limited for giving us a
chance to coordinate with us for making the term paper on their esteem organization.

We can never forget the unbelievable cooperation of all the officials of Unilever Bangladesh
Limited, Head Office. We think that, it was impossible for us to know and finally to make
such a descriptive study and a presentable report on such a wide aspect without their
extended helping hands. We also would like to appreciate and thankful who gave us a full
co- ordination to enquiry and answer of numerous question.

Finally we want to thank our friends and course mates who helped us for gaining
information and complete the report successfully.

iii
 Executive Summary
This report contains both qualitative and quantitative analysis about Unilever. It is a
renowned multi-national consumer goods company. Unilever Bangladesh Limited (UBL) is a
household name virtually for every Bangladeshi national. Being a multi-national, no other
company has achieved this level of success. It is regarded as one of the most reputed multi-
cultural companies of the world. With its history of over 70 years globally, UBL, an operating
and Brand building company of Unilever Group has predominantly served the Bangladeshi
market with mainly Home and Personal Care (HPC) FMCG products for last 47 years with
limited presence in the food business with Lipton tea. With dominant brands in HPC like Lux,
Lifebuoy, Wheel and Pond’s, growing brands like Sunsilk, Clear and rising stars like Rexona
and Dove, the company now wants to check its possibilities in the foods category which
globally is the largest business of Unilever (54% of total portfolio).

In this report we focused on the management of the Unilever and tried to make a
comparison what we have learned so far in our management course. One of the important
fact is as it is a multi-national company and UBL is only a regional country based part of it.
So we couldn’t ignored the existing international information. We gathered as much
information as we could and make the necessary editing, modification and combination.

Though UBL has a strong brand image in our country, it his has some competitor in our
country. As a developing country, we have some consumer company that simply can’t be
ignored. By providing products with a most reasonable cost with the existing quality it can
expand its user group.

iv
 Table of Contents
Letter of Transmittal Ii
Acknowledgement Iii
Executive Summary iv

Chapter-1:Introduction 1-4
1.1 Introduction 2
1.2 Origin of the Study 2
1.3 Objective of the report 2
1.4 Scope of the study 3
1.5 Methodology 4
1.6 Limitation of the study 4

Chapter-2:Overview of the Company 5-11

2.1 Introduction 6
2.2 Background 6
2.3 Timeline 7
2.4 Unilever logo design and history 8
2.5 Mission 9
2.6 Corporate Vision 9
2.7 UBL History 9
2.8 Icon 10

Chapter-3:Literature Review 12-16

3.1 Functions of Management 13
3.2 Planning 14
3.3 Organizing 14
3.4 Leading 15
3.5 Controlling 16

Chapter-4: Managerial Function: Planning & Decision Making 17-25

4.1. Planning & Decision making 18
4.2. Planning at UBL: A Closer Look 18
4.3. Setting the Context: Mission, Vision, Values & Goals 20
4.4. A Clear Direction 21
4.5. SWOT Analysis 22
4.6. Action Plan 23
4.7. Implementation 23
4.8. Review & Adjustment 23

v
4.9. Priorities & Principles 24
4.10. Portfolio Matrix 25

Chapter-5: Managerial Function: Leading 27-31

5.1 Leading 28
5.2 Charismatic Leadership 28
5.3 Democratic Leadership 29
5.4 Transformational Leadership 29
5.5 Managerial Grid 30

Chapter-6: Findings, recommendations & Conclusion 32-36

6.1. Findings 33
6.2. Recommendations 34
6.3. Conclusion 36

Illustration
Figure-3.1: Managerial Function’s Classification 13
Figure-3.2: Managerial Function’s Activities 13
Figure-4.1: Planning Cycle of UBL 18
Figure-4.2: Planning & Decision Making Steps of UBL 19
Figure-4.3: Portfolio Matrix of UBL 25
Figure-5.1: Leadership Style of UBL 28
Figure-5.2: Managerial Grid of UBL 30

vi
 Chapter 1: Introduction

1|P a g e
1.1 Introduction
It is literally impossible to find a person in Bangladesh who does not know about Lux,
Lifebuoy or Sunsilk shampoo. From the people from rural zones to the urban areas,
everyone recognizes these products. May be they do not know very well about the company
that has been producing these amazing products over the years but they definitely like to
use these. Well, the innovator and producer of these revolutionary products is the globally
recognized company- Unilever.

Unilever- a British-Dutch based company is one of the oldest and most renowned
multinational companies in the world. It is the third largest consumer goods company
owning over 400 brands available in around 190 countries in the world. Unilever Bangladesh
Ltd., being a subsidiary of the Unilever in Bangladesh has also become one of the leading
multinational business firms in the world of FMCG industry. To maintain the quality and to
make the brands more popular among the consumers the employees of UBL works hard and
takes those projects that will best suit the company. They analyze the markets properly,
tries to forecast the scenario in advance, takes proper steps, makes arrangements and does
business as pre-planned. Each and every department has specific responsibilities to perform
but the overall objective is the same- achieve the company’s ultimate goals by providing the
consumers with innovative and healthy products that will add vitality and will ensure a
sustainable environment for all.

1.2 Origin of the Report

This report has been prepared to fulfill the requirements of the Management and
Organizational Behavior course for MBA (Professional), Faculty of Business Studies of
Bangladesh University of Professionals. We have done our term paper on “Analyze and
examine managerial functions” of Unilever Bangladesh Ltd. for almost two and a half
months. During this period, we got to experience the real life business issues and got to
know how an organization deals with these. We want to express our utmost gratitude to our
faculty Major General Shafiuddin Ahmed, ndc, psu, for giving us proper guidance and
directions while preparing this report, without his kind helps this would have been a total
failure.

1.3 Objective of the Report

1.3.1 General:
To observe the managerial function of Unilever Bangladesh Limited. The objectives of this
study are as follows:

2|Page
1.3.2 Specific

The specific objectives of preparing this report is to-

Understand the managerial functions of UBL

Analyze and examine two core functions i.e. Decision making & Planning and
Leading.
To Find out Strategy of decision making & Planning and leading
Examine how it works
Relate academic learning with the real life business world

1.4 Scope of Study

This repot will help to know about UBL’s overall company overview, the managerial
functions at UBL, how planning and leading function works. The report does not contain any
confidential or controversial internal informational of the organization.

1.5 Methodology
The report is prepared on the basis of information collected form both secondary sources
and primary data collection survey. The secondary information were collected from the
Unilever Bangladesh Limited archive, Annual report and materials from various newspapers,
magazines, these are for the organizational part of the report. Some fundamental steps of
research methodology have been followed in the course of our research activity. In our
study we have adopted the under mentioned methods to conduct the activity.

1.5.1 Determining the source of information

In the next step we needed to determine the sources of information that would be required
for the study. We used both primary and secondary data to conduct my survey.

1.5.1.1 Primary data

We have collected primary data by interviewing employees and clients of Unilever
Bangladesh Limited. Primary data were derived through discussion with the employees of
the organization. Clarifications of issues from different concerned officials of UBL. We have
collected primary data in the following way.

• Face to face interview with both employees and clients.

• By making telephone calls to clients.
• By doing work we collect data

3|Page
1.5.1.2 Secondary data
We have used different types of secondary data tin our research. Sources of secondary data
are as follows:
a) Internal Source
• UBL Annual Report.
• Prior research Report.
• UBL Web site.
• Files, records, journals, manuals and publications.
b) External Sources
• Newspaper.
• Internet.

1.5.2 Classification, analysis, interpretations and presentation of data:

Some arithmetic and graphical tools are used in this report for analyzing the collected data
and to classifying those to interpret them in a clear and understandable manner.

1.5.3 Findings of the study

The collected data were scrutinized and were pointed out and shown as findings. Few
recommendations are also made for improvement of the current situation.

1.5.4 Final report preparation

On the basis of the suggestions of our honorable faculty Major General Shafiuddin Ahmed,
ndu, psc some corrections were made to present the paper in this form

1.6 Limitation
Although we have obtained wholehearted co-operation from employee of UBL, and head
office, they could not manage enough time to deal with our report. Therefore few
assumption have made based on information gathered by primary data collection and
evaluation. So, there might be scopes for personal error.

➢ Firstly, the confidentiality of the management did not allow us to add some key
information in this report.
➢ In many cases, up to date information is not published. The information regarding
the competitors is difficult to get and tile derived information is very limited.
➢ Relevant papers and documents were not available.
➢ Many procedural matters were not available adequately.
➢ Many procedural matters were written from own observation, which may also vary
from person to person.
➢ Time is also a limitation for us.

4|Page
 Chapter 2: Overview of the Company

5|Page
Unilever
2.1 Introduction
Unilever is an Anglo–Dutch multinational consumer goods company. Its products include
foods, beverages, cleaning and personal care products. Unilever- a British-Dutch based
company is one of the oldest and most renowned multinational companies in the world. It is
the third largest consumer goods company owning over 400 brands available in around 190
countries in the world. Unilever Bangladesh Ltd., being a subsidiary of the Unilever in
Bangladesh has also become one of the leading multinational business firms in the world of
FMCG industry. Over the years the company has been growing by bringing world class
innovative products to the people of Bangladesh. More than 90% of country’s households
use one or more of Unilever products like- Lux, Sunsilk, Surf-Excel, Vim, Dove, Knorr etc.

2.2 Background
In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for
Sunlight Soap – his revolutionary new product that helped popularize cleanliness and
hygiene in Victorian England. It was 'to make cleanliness commonplace; to lessen work for
women; to foster health and contribute to personal attractiveness, that life may be more
enjoyable and rewarding for the people who use our products'.
This was long before the phrase 'Corporate Mission' had been invented, but these ideas
have stayed at the heart of our business. Even if their language – and the notion of only
women doing housework – has become outdated.
In a history that now crosses three centuries, Unilever's success has been influenced by the
major events of the day – economic boom, depression, world wars, changing consumer
lifestyles and advances in technology. And throughout we've created products that help
people get more out of life – cutting the time spent on household chores, improving
nutrition, enabling people to enjoy food and take care of their homes, their clothes and
themselves.
In the late 19th century the businesses that would later become Unilever were among the
most philanthropic of their time. They set up projects to improve the lot of their workers
and created products with a positive social impact, making hygiene and personal care
commonplace and improving nutrition through adding vitamins to foods that were already
daily staples.
Today, Unilever still believes that success means acting with 'the highest standards of
corporate behavior towards our employees, consumers and the societies and world in which
we live'. Over the years we've launched or participated in an ever-growing range of

6|Page
initiatives to source sustainable supplies of raw materials, protect environments, support
local communities and much more.

2.3 Timeline
1885 - Although Unilever wasn't formed until 1930, the companies that joined
1899 forces to create the business we know today were already well established
before the start of the 20th century.

1900 - Unilever's founding companies produced products made of oils and fats,
1909 principally soap and margarine. At the beginning of the 20th century their
expansion nearly outstrips the supply of raw materials.

1910 - Tough economic conditions and the First World War make trading difficult
1919 for everyone, so many businesses form trade associations to protect their
shared interests.

1920 - With businesses expanding fast, companies set up negotiations intending to

1929 stop others producing the same types of products. But instead they agree to
merge - and so Unilever is created.

1930 - Unilever's first decade is no easy ride: it starts with the Great Depression and
1939 ends with the Second World War. But while the business rationalizes
operations, it also continues to diversify.

1940 - Unilever's operations around the world begin to fragment, but the business
1949 continues to expand further into the foods market and increase investment
in research and development.

1950 - Business booms as new technology and the European Economic Community
1959 lead to rising standards of living in the West, while new markets open up in
emerging economies around the globe.

1960 - As the world economy expands, so does Unilever and it sets about
1969 developing new products, entering new markets and running a highly
ambitious acquisition program.

1970 - Hard economic conditions and high inflation make the 70s a tough time for
1979 everyone, but things are particularly difficult in the fast-moving consumer
goods (FMCG) sector as the big retailers start to flex their muscles.

7|Page
1980 - Unilever is now one of the world's biggest companies, but takes the decision
1989 to focus its portfolio, and rationalize its businesses to focus on core products
and brands.

1990 - The business expands into Central and Eastern Europe and further sharpens
1999 its focus on fewer product categories, leading to the sale or withdrawal of
two-thirds of its brands.

2000 - The 2000s start with the launch of Path to Growth, a five-year strategic plan,
PRESENT sharpened in 2004 with Unilever's Vitality mission focusing on the needs of
21st century consumers. In 2009, Unilever announces a new corporate vision
- working to create a better future every day - and enters the 2010s with a
new strategy: The Compass. To support this strategy, the Unilever
Sustainable Living Plan launches in 2010. (Unilever)

By timeline we can easily come to the conclusion that from 18th century it started its voyage,
had a boost in 19th and gradually it has become the 3rd most giant consumer related
multinational company.

2.4 Unilever Logo Design and History

In 2005, Unilever decided to change their logo to represent their new theme of vitality. The
new logo was also planned to coincide with the 75th anniversary of the company. The new
logo tells the story of Unilever and vitality. It brings together 24 different icons representing
Unilever and its brands, the idea of vitality and the benefits Unilever brings to consumers.

8|Page
2.5 Mission
Unilever's mission is to add Vitality to life; to meet everyday needs for nutrition; hygiene
and personal care with brands that help people feel good, look good and get more out of
life. Unilever recognizes growing consumer needs for-

• A healthy lifestyle,
• More variety, quality, taste and enjoyment,
• Time, as an increasingly precious commodity,
• Helping people to feel good, look good and get more out of life will enable us to
meet these needs and expand our business.

2.6 Corporate Vision

To make cleanliness a commonplace; to lessen work for women; to foster health and
contribute to personal attractiveness, in order that life may be more enjoyable and
rewarding for the people who use the products.

• Sustainable Living: One of the key aspects of UBL’s vision is to make sustainable
living a commonplace. They are developing new business practices that grow both
the company and the communities. They are meeting people’s ever-increasing desire
for more sustainable products and creating a brighter future for everyone. The
Unilever Sustainable Living Plan will help the company to double the size of the
business while reducing the environmental footprint and increasing the positive
social impact. And the company is working in partnerships where they can help
change things on a global scale: 21 deforestation and climate change; water,
sanitation and hygiene; and sustainable agriculture and smallholder farmers.

2.7 UNILEVER BANGLADESH LIMITED

2.7.1 The History

Unilever Bangladesh Ltd. is one of the world’s most successful fast moving consumer goods
manufacturing companies with local manufacturing facilities, reporting to regional business
groups for innovation and business results. Lever Brothers Bangladesh Ltd. as a subsidiary of
Unilever is leading the home care, personal care and food product market of Bangladesh.
On 25th February 1964 the eastern plant of Lever Brothers Pakistan Ltd. was inaugurated at
Kalurghat, Chittagong with a soap production capacity of approximately 485 metric tons. It
was a private limited company with 55% share held by Unilever and the rest by the
Government of Pakistan. After independence the eastern plant was declared abandoned.
But on 5th July 1973 it was registered under the name of Lever Brothers Bangladesh Ltd. as

9|Page
a joint venture company of Unilever PLC and the Govt. of Bangladesh with a share
arrangement of 60.75% to Unilever and 39.25% to the Bangladesh Govt.

2.8 Icons
The icons are represented below:

Sun: The primary natural resource. All life begins with the sun, the ultimate
symbol vitality. It evokes Unilever’s origin in port of sunlight & can represent
a number of Unilever brands.

DNA: The double helix. The generic blueprint of life and a symbol of
bioscience, it is a key to healthy life. The sun is the biggest ingredient of life and DNA
is the smallest.

Bee: Represent creation, pollination, hard works and bio diversity. Bees
symbolize both environmental challenges and opportunities.

Hand: A symbol of sensitivity, care and need. It represents both skin and touch.

Hair: A symbol of beauty and looking good. Placed next to the flower, it
evokes cleanliness and fragrances, placed near the hand- it suggests softness.

Palm tree: A natural resource, it produces palm oil as well as many fruits.
Coconut and dates are also symbolize paralyze.

Spoon: A symbol of nutrition, tasting and cooking.

10 | P a g e
 Bowl: A bowl of delicious smelling food. It can also represent a ready meal, hot
drinks or soup.

Spice & Flavors: Represent chili or fresh ingredients.

Bird: a symbol of freedom. It suggests relief from daily chores, getting more out
of life

Tea: A plant or an extract of a plant, such as tea, also a symbol of growing and
farming.

Sauce or spread: Represents mixing of stirring. It suggests blending in

flavors and adding taste.

Frozen: The plant is a symbol of freshness, the snowflake represents freezing, a

transformational symbol.

Sparkle: clean, healthy and sparking with energy.

Lips: Represent beauty, looking good & taste.

Particles: A reference to science bubbles and fizz.

11 | P a g e
 Chapter 3: Literature Review

12 | P a g e
3.1The Function of Management
Henri Fayol was the first person to identify elements or functions of management in his
classic 1916 book Administration Industrielle et Generale. The functions of management
uniquely describe managers' jobs. A manager’s primary challenge is to solve problems
creatively. While drawing from a variety of academic disciplines, and to help managers
respond to the challenge of creative problem solving, principles of management have long
been categorized into the four major functions of planning, organizing, leading, and
controlling (the P-O-L-C framework).

Planning &
Decision
Making

Controlling Organizing

Leading

Figure-3.1: Managerial Function’s Classification

The four functions, summarized in the P-O-L-C figure, are actually highly integrated when
carried out in the day-to-day realities of running an organization. Therefore, you should not
get caught up in trying to analyze and understand a complete, clear rationale for
categorizing skills and practices that compose the whole of the P-O-L-C framework.

Figure-3.2: Managerial Function’s Activities

13 | P a g e
3.2 Planning
Planning is the function of management that involves setting objectives and determining a
course of action for achieving those objectives. Planning requires that managers be aware of
environmental conditions facing their organization and forecast future conditions. It also
requires that managers be good decision makers.

Planning is a process consisting of several steps. The process begins with environmental
scanning which simply means that planners must be aware of the critical contingencies
facing their organization in terms of economic conditions, their competitors, and their
customers. Planners must then attempt to forecast future conditions. These forecasts form
the basis for planning.
Planners must establish objectives, which are statements of what needs to be achieved and
when. Planners must then identify alternative courses of action for achieving objectives.
After evaluating the various alternatives, planners must make decisions about the best
courses of action for achieving objectives. They must then formulate necessary steps and
ensure effective implementation of plans. Finally, planners must constantly evaluate the
success of their plans and take corrective action when necessary.

There are many different types of plans and planning-

Strategic planning involves analyzing competitive opportunities and threats, as well as the
strengths and weaknesses of the organization, and then determining how to position the
organization to compete effectively in their environment. Strategic planning has a long time
frame, often three years or more. Strategic planning generally includes the entire
organization and includes formulation of objectives. Strategic planning is often based on the
organization’s mission, which is its fundamental reason for existence. An organization’s top
management most often conducts strategic planning.

Tactical planning is intermediate-range (one to three years) planning that is designed to

develop relatively concrete and specific means to implement the strategic plan. Middle-level
managers often engage in tactical planning.

Operational planning generally assumes the existence of organization-wide or subunit goals

and objectives and specifies ways to achieve them. Operational planning is short-range (less
than a year) planning that is designed to develop specific action steps that support the
strategic and tactical plans.

3.3 Organizing
Organizing is the function of management that involves developing an organizational
structure and allocating human resources to ensure the accomplishment of objectives. The
structure of the organization is the framework within which effort is coordinated. The
structure is usually represented by an organization chart, which provides a graphic

14 | P a g e
representation of the chain of command within an organization. Decisions made about the
structure of an organization are generally referred to as organizational design decisions.
Organizing also involves the design of individual jobs within the organization. Decisions must
be made about the duties and responsibilities of individual jobs, as well as the manner in
which the duties should be carried out. Decisions made about the nature of jobs within the
organization are generally called “job design” decisions.

Organizing at the level of the organization involves deciding how best to departmentalize, or
cluster, jobs into departments to coordinate effort effectively. There are many different
ways to departmentalize, including organizing by function, product, geography, or customer.
Many larger organizations use multiple methods of departmentalization.

Organizing at the level of a particular job involves how best to design individual jobs to most
effectively use human resources. Traditionally, job design was based on principles of division
of labor and specialization, which assumed that the more narrow the job content, the more
proficient the individual performing the job could become. However, experience has shown
that it is possible for jobs to become too narrow and specialized. For example, how would
you like to screw lids on jars one day after another, as you might have done many decades
ago if you worked in company that made and sold jellies and jams? When this happens,
negative outcomes result, including decreased job satisfaction and organizational
commitment, increased absenteeism, and turnover.
Recently, many organizations have attempted to strike a balance between the need for
worker specialization and the need for workers to have jobs that entail variety and
autonomy. Many jobs are now designed based on such principles as empowerment, job
enrichment and teamwork. For example, HUI Manufacturing, a custom sheet metal
fabricator, has done away with traditional “departments” to focus on listening and
responding to customer needs. From company-wide meetings to team huddles, HUI
employees know and understand their customers and how HUI might service them best. [3]

3.4 Leading
Leading involves the social and informal sources of influence that you use to inspire action
taken by others. If managers are effective leaders, their subordinates will be enthusiastic
about exerting effort to attain organizational objectives.

The behavioral sciences have made many contributions to understanding this function of
management. Personality research and studies of job attitudes provide important
information as to how managers can most effectively lead subordinates. For example, this
research tells us that to become effective at leading, managers must first understand their
subordinates’ personalities, values, attitudes, and emotions.

Studies of motivation and motivation theory provide important information about the ways
in which workers can be energized to put forth productive effort. Studies of communication
provide direction as to how managers can effectively and persuasively communicate.
15 | P a g e
Studies of leadership and leadership style provide information regarding questions, such as,
“What makes a manager a good leader?” and “In what situations are certain leadership
styles most appropriate and effective?”

3.5 Controlling
Controlling involves ensuring that performance does not deviate from standards. Controlling
consists of three steps, which include (1) establishing performance standards, (2) comparing
actual performance against standards, and (3) taking corrective action when necessary.
Performance standards are often stated in monetary terms such as revenue, costs, or profits
but may also be stated in other terms, such as units produced, number of defective
products, or levels of quality or customer service.

The measurement of performance can be done in several ways, depending on the

performance standards, including financial statements, sales reports, production results,
customer satisfaction, and formal performance appraisals. Managers at all levels engage in
the managerial function of controlling to some degree.

The managerial function of controlling should not be confused with control in the behavioral
or manipulative sense. This function does not imply that managers should attempt to
control or to manipulate the personalities, values, attitudes, or emotions of their
subordinates. Instead, this function of management concerns the manager’s role in taking
necessary actions to ensure that the work-related activities of subordinates are consistent
with and contributing toward the accomplishment of organizational and departmental
objectives.

Effective controlling requires the existence of plans, since planning provides the necessary
performance standards or objectives. Controlling also requires a clear understanding of
where responsibility for deviations from standards lies. Two traditional control techniques
are budget and performance audits. An audit involves an examination and verification of
records and supporting documents. A budget audit provides information about where the
organization is with respect to what was planned or budgeted for, whereas a performance
audit might try to determine whether the figures reported are a reflection of actual
performance. Although controlling is often thought of in terms of financial criteria,
managers must also control production and operations processes, procedures for delivery of
services, compliance with company policies, and many other activities within the
organization.

The management functions of planning, organizing, leading, and controlling are widely
considered to be the best means of describing the manager’s job, as well as the best way to
classify accumulated knowledge about the study of management. Although there have been
tremendous changes in the environment faced by managers and the tools used by managers
to perform their roles, managers still perform these essential functions.

16 | P a g e
 Chapter: 4
Managerial Functions: Planning & Decision
Making

17 | P a g e
This is a cycle that will be executed again and again until the end of an organization and its
management. This steps will now be analyzed in the perspective of Unilever.

4.1.Planning and Decision Making

In Unilever Planning means looking ahead and checking out future courses of action to be
followed. It is a preparatory step. It is a systematic activity which determines when, how and
who is going to perform a specific job. UBL believe planning and decision making is a
detailed program regarding future courses of action.

UBL believe that, It is rightly said “Well plan is half done”. Therefore planning takes into
consideration available & prospective human and physical resources of the organization in
UBL, so as to get effective co-ordination, contribution & perfect adjustment. It is the basic
management function which includes formulation of one or more detailed plans to achieve
optimum balance of needs or demands with the available resources.

4.2. Planning at Unilever: A Closer Look

In Unilever, most plans within the organization are embedded within the overall strategic
plan. Here we examine the steps involved in formulating and implementing a planning and
decision making and how that plan drives operating and unit plans. Figure 5.4 charts what
can be viewed as an archetypal planning and decision making process of Unilever
Bangladesh Limited.

The main planning cycle of Unilever is-

Feedback
Mission, vision, values,
and goals

External Analysis SWOT Analysis Internal Analysis

(Opportunities & (Formulate Startegies) (Strengths &

Weaknesses
Threats)

Assign sub goals, roles,

Draft action plans responsibilities,
timelines and budget

Review Progress Implement

against plan

Figure-4.1: Planning Cycle of UBL

18 | P a g e
UBL make some huge plans that is making them recognized among the whole world. In the
planning sector they focused on the 6 different steps of planning, they are-

Identify
Identify the Generate Evaluate
decision
problem alternatives alternatives
criteria

Don’t meet
expectations
Evaluate Implement Select one
Outcomes alternatives alternative
Meet Expectations
s

Continue with course of

actions

Figure-4.2: Planning & Decision Making Steps

At Unilever Bangladesh Limited, the process starts with a statement of the mission, vision,
values, and goals. Then it moves on to an analysis of the external operating environment
and the internal environment of the organization. The aim here is to identify the strengths
and weaknesses of UBL and the opportunities and threats in the external environment.

Next, in a process known as SWOT analysis, managers choose strategies. The aim is to select
strategies that are consistent with the vision, values, and goals of the organization and that
exploit environmental opportunities, counter threats, build on organizational strengths, and
correct weaknesses.

Then managers draft action plans. Action plans specify with precision how strategies will be
put into effect; they include sub goals, responsibilities, timelines, and budgets. Action plans
are drafted at the business level, operating level, and unit level within functions. In other
words , each strategic, operating, and unit plan should have a component that is an action
plan.

Once action plans have been drafted and agreed on, they are implemented. The process
does not stop here, however; planning is also a control mechanism. Thus managers compare
actual performance against the plan, and through a feedback process make necessary
adjustments to goals and strategies. Planning, in other words, is an iterative process in
which plans are adjusted over time in response to new information. Next we take a closer
look at each of these elements.

19 | P a g e
4.3. SETTING THE CONTEXT: MISSION, VISION, VALUES, AND GOALS
4.3.1. Mission
Unilever's mission is to add Vitality to life; to meet everyday needs for nutrition; hygiene
and personal care with brands that help people feel good, look good and get more out of
life.

4.3.2. Vision
ULB vision is to grow their business, while decoupling their environmental footprint from
growth and increasing positive social impact.
“Our business has always been driven by a sense of purpose, a thread that connects us to
our founding companies and their social missions to improve health, hygiene and livelihoods
in their communities.
We continue to believe that business must make a positive contribution to addressing the
challenges the world faces and that this is the only way a business will succeed. In 2009, we
launched The Compass – our strategy for sustainable growth, setting out our determination
to build a sustainable business for the long term.”- Unilever

4.3.3. Sustainability Targets

The Unilever Sustainable Living Plan, launched in 2010, laid the blueprint for achieving this
strategy. They continue to work towards the ambitious targets they have set for halving
environmental impact, improving the health and wellbeing of people, and enhancing the
livelihoods of millions.

UBL will grow their business by building on their strengths–combining scale and expertise
with understanding of consumers in diverse markets to continue providing brands and
services that people want and need. Their sustainable business model is making a difference
to millions of people’s lives and to environmental impact, and will keep working to make
these contributions greater. Unilever also already seeing evidence that it is strengthening
their business by helping to drive growth and trust, and reduce risk and cost.

4.3.4 Goals
Unilever products touch the lives of over 2 billion people every day – whether that's through
feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh
and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack.
Unilever simplified their goals and we have mentioned it here and tried to make an analysis.

20 | P a g e
1. They are precise and measurable. Measurable goals give managers a yardstick or
standard against which they can judge their performance.
2. They address important issues. To maintain focus, managers select a few major goals to
assess the performance of the company. The selected goals address crucial issues.
3. They are challenging but realistic. They give all employees an incentive to look for ways
to improve the performance of the organization.
4. They specify a time period in which they should be achieved. Time constraints tell
employees that success requires a goal to be attained by a given date. Deadlines inject a
sense of urgency into goal attainment and act as a motivator.

4.4. A Clear Direction

Unilever Bangladesh Limited work to create a better future every day, with brands and
services that help people feel good, look good, and get more out of life.
In 2009, they launched what they call The Compass – Unilever’s strategy for sustainable
growth. It sets out a clear and compelling vision of their future, in which their brands and
services reach and inspire people across the world, helping them double the size of their
business while reducing environmental footprint and increasing positive social impact.
It’s a goal UBL is seeking to achieve by developing new ways of doing business through
which they can minimize direct impact and improve hygiene, nutrition, opportunities and
health for communities.
Unilever Bangladesh is working with their suppliers, consumers and the retailers who sell
their brands to improve their sustainability credentials too.
By combining multinational expertise with their deep roots in diverse local cultures, UBL is
continuing to provide a range of products to suit a wealth of consumers. UBL also
strengthening their strong relationships in the emerging markets they believe will be
significant for their future growth.
And by leveraging global reach and inspiring people to take small, everyday actions, UBL
believe they can help make a big difference to the world.

Analysis:
Our findings are-
Unilever is focusing more on sustainable growth than profit,
Decreasing environment pollution in manufacturing goods and products,
Increasing positive social impact,
Minimizing direct impact on nature and improving hygiene, nutrition, opportunities
and health for communities,
Trying to get the newly emerging markets.

21 | P a g e
4.5. SWOT ANALYSIS: FORMULATING Plan & Decision
Once UBL management has identified the strengths, weakness, opportunities, and threats
that confront their organization, they use a SWOT analysis to list these and then start the
process of choosing strategies. The goal at this stage is to formulate strategies at the
corporate, business, and operating levels that build on organization strengths, correct
weaknesses, use strengths to exploit opportunities in the environment, and block threats so
the organization can execute its mission, realize its vision, meet or beat its major goals, and
do so in a manner that is consistent with its values.

4.5.1. Business-Level Strategies

Unilever’s strategic managers adopt different business level strategies to use the company’s
resources and distinctive competencies to gain competitive advantage over its rivals. These
are:
❖ They follow cost-leadership strategy as they have intermittent over capacity
and the ability to gain economies of scale. This way they can produce cost
effective products and yet be profitable.
❖ They also follow differentiation strategy for some products to meet the
needs of the consumers in a unique way.
❖ They also target different market segments with different products to have
broad product line. By product proliferation they reduce the threat of entry
and expand the range of products they make to fill a wide variety of niches.

4.5.2. Corporate strategy

UBL carries out the following corporate level strategies:

❖ They involve in short term contracts and competitive bidding for the supply
of raw materials.
❖ They have a diversified business. UBL has both related and unrelated
diversification.
❖ They compete in nine different industries with various products from home
care, personal care and even food products. They have economies of scope
as most of the products can share the same manufacturing facilities, inputs
and specially the distribution channels.

22 | P a g e
4.6. Action Plans
As noted earlier, action plans specify precisely how corporate-level, business-level, and
operating strategies will be put into effect. Action plans include sub goals, responsibilities,
time lines, and financial budgets.

4.7. Implementation
Once Unilever action plans have been drawn up and all members of the organization know
what they are supposed to do to execute the plan, it is on to implementation. At the most
basic level, strategy implementation consists of putting action plans into effect.

At a higher level of abstraction, however, Unilever Bangladesh ensure the right kind of
organization structure, incentives, control systems, and culture, as well as the right mix of
people. Put differently, strategy is implemented by people, but the way that people
work is influenced by the internal organization of the enterprise.

4.8 Review and Adjustments

The final step in the planning and decision making process is to periodically review actual
performance against the plan and make any needed adjustments. ULB viewed the plan as a
control mechanism. If parts of an organization (or the entire organization) do not reach the
goals outlined in the plan, senior managers start to ask questions and seek an explanation
for the variance between the plan and actual results. Once they understand why the
variance is occurring, they may take corrective action to reach the plan; they may decide the
plan itself needs tuning; or in extreme situations, they may decide that the plan needs to be
scrapped and a new plan formulated.

Analysis:
Our findings are-
Unilever is focusing more on sustainable growth than profit,
Decreasing environment pollution in manufacturing goods and products,
Increasing positive social impact,
Minimizing direct impact on nature and improving hygiene, nutrition, opportunities
and health for communities,
Trying to get the newly emerging markets.

4.9 Priorities and Principles

Unilever is committed to supporting sustainability and providing consumers around the
world with the products they need to look good, feel good and get more out of their life.

23 | P a g e
Five key priorities provide the foundation for this brand’s campaigns. Read some examples
of how different brands are upholding these principles.

4.9.1 A Better Future for Children

Unilever oral care brands Signal and Close-Up encourage children to brush their
teeth day and night for optimal dental health. It also partner the FDI World Dental
Federation, supporting oral health programs around the world,
Brands such as Omo and Persil have helped parents believe the unconventional
philosophy that “Dirt is Good”. Children learn through play, and mud spatters and
grass stains can easily be removed with effective laundry products,
Unilever also partners the World Food Program and launched the Together for Child
Vitality initiative to bring our expertise in nutrition to children in some of the world’s
poorest countries.

4.9.2 A Healthier Future

Unilever’s Flora/Becel margarine brands have been scientifically proven to help
reduce cholesterol levels
Vaseline has launched the Vaseline Skin Care Foundation, providing research into
skin conditions and support for people affected by them
Lifebuoy soap has long had a presence in developing markets around the world, and
its campaign to promote hand washing with soap has reached more than 70 million
people in rural India

4.9.3 A More Confident Future

Dove’s Campaign for Real Beauty uses real women instead of models in its
advertising campaigns. The brand has also launched the Dove Self Esteem Fund
which educates and inspires millions of young women,
Sunsilk hair care brand has partnered some of the world’s leading hair specialists to
co-create formulas tailored to treat conditions such as hair-fall, frizz, limp locks and
uncontrollable curls,
Close-Up toothpaste provides an affordable oral care solution for consumers in
developing markets, allowing them to take care of their dental health and closer
with confidence.

4.9.4. A Better Future for the Planet

Unilever is aiming to grow its business while reducing environmental footprint and
working across the supply chain for every brand to do so,
Laundry brands, including Surf, Omo, Persil and Comfort, have launched the Cleaner
Planet Plan together, encouraging consumers to change their laundry habits to
reduce water and energy consumption,
Lipton tea brand backs sustainable forest management projects in Africa.

24 | P a g e
4.9.5 A Better Future for Farming & Farmers
Many of its brands contain ethically and sustainably sourced ingredients that are
independently certified,
Among these are Lipton tea, which is accredited by the Rainforest Alliance, and Ben
& Jerry’s ice cream, which includes Fairtrade vanilla and almonds in various flavors,
Around half its raw materials come from agriculture and forestry, so we’re working
towards making our key crops 100% sustainable.

Analysis:
These are some priorities and principles that are existing around the whole world. Some of
them are currently executing in Bangladesh. In this case our findings are-
Some products like Close up making people aware of their dental health,
Different kinds of soaps like Lifebuoy making rural people’s life more hygienic,
Reducing environmental impact as less as possible in manufacturing products,
Making little events in schools, in various type of international days like “Global Hand
washing Day” to raise awareness among children,
Raising fund for underprivileged children.

4.10 Portfolio Matrix Analysis

Now different kind of products Portfolio Matrix Analysis from UBL is presented

High
Market Growth

Low

High Low

Market Share

Figure-4.3: Portfolio Matrix of UBL

25 | P a g e
The product of different stage are-

4.10.1 Star Products: High Growth Rate and High Market Share
Sunsilk
Wheel
Lux
Fair & Lovely

4.10.2 Cash Cow Products: Low Growth Rate and High Market Share
Surf Excel
Lipton Taaza
Lifebuoy

4.10.3 Question Marks Product: High Growth Rate and Low Market Share
Wheel Rain Power White
Rexona
Dove
Ponds

4.10.4 Dog Products: Low Growth Rate and Low Market Share
Lifebuoy Shampoo
Vaseline

Analysis:
Sunsilk, Wheel, Fair & Lovely, Lux are in a very well position and they needs to
sustain their market and growth,
Surf Excel, Lipton Taaza, Lifebuoy are well in market share but low in growth, so this
products need some investment,
Wheel Rain Power White, Dove, Rexona, Ponds are having high growth but their
share price is low, so they needs some priority and modification,
Lifebuoy Shampoo and Vaseline are facing some real problem in Bangladeshi market,
their growth and market share both is low. They needs some serious marketing and
product promotion to survive otherwise these product production should be
stopped before any huge loss.

26 | P a g e
 Chapter: 5
Managerial Function: Leading

27 | P a g e
5.1 Leading
Leading is the art or process of influencing people so that they will strive willingly and
enthusiastically toward the achievement of group goals.
The leadership of UBL is somewhat different. In our analysis we got every possible positive
leadership categories and may be this one of the base point of their success.

Charismatic
Leadership

Democratic
Leadership

Transformational
Leadership

Figure-5.1: Leadership Style of UBL

5.2Charismatic Leadership
Charismatic leaders are essentially very skilled communicators – individuals who are both
verbally eloquent, but also able to communicate to followers on a deep, emotional level.
They are able to articulate a compelling or captivating vision, and are able to arouse strong
emotions in followers.
In our appointment we found out that some leaders are very charismatic and they are very
successful in their ways.

5.2.1Characteristics of Charismatic Leadership

Some of the primary characteristics of charismatic leadership include:

 True charisma is a measure of a person's maturity and character

 Charismatic leaders have exceptional communication skills
 Charismatic leaders know how to listen to the concerns of their employees
 Flash works for a while, but eventually people want something substantive
 Charisma is an important, but not essential, element of success

28 | P a g e
5.3 Democratic or Participative Leadership
The democratic leadership style is a very open and collegial style of running a team. Ideas
move freely amongst the group and are discussed openly. Everyone is given a seat at the
table, and discussion is relatively free-flowing. This style is needed in dynamic and rapidly
changing environments where very little can be taken as a constant. In these fast moving
organizations, every option for improvement has to be considered to keep the group from
falling out of date.
This is the basic function that is mostly required in the UBL leadership. Autocratic leadership
is never welcomed there.

5.3.1 Characteristics of Democratic Leadership

Some of the primary characteristics of democratic leadership include:

 Group members are encouraged to share ideas and opinions, even though the leader
retains the final say over decisions.
 Members of the group feel more engaged in the process.
 Creativity is encouraged and rewarded.

5.4 Transformational Leading

Transformational leadership is a type of leadership style can inspire positive changes in
those who follow. Transformational leaders are generally energetic, enthusiastic, and
passionate. Not only are these leaders concerned and involved in the process; they are also
focused on helping every member of the group succeed as well.
In some case UBL leaders uses this kind of leadership, because this is a very modern and
effective process to influence subordinates.

5.4.1 Characteristics of Transformational Leadership

The common characteristics of transformational leader:

 They identify themselves as change agents.

 They are courageous individuals.
 They are powerful yet sensitive of other people, and ultimately they work toward
the empowerment of others.
 They are value-driven.
 A transformational leader is able to talk about mistakes he/she has made without
seeing them as failures but learning experiences.
 They have the ability to deal with complexity, ambiguity and uncertainty.
 They are visionaries.

29 | P a g e
5.5 Managerial Grid
The managerial grid model (1964) is a situational leadership model developed by Robert R.
Blake and Jane Mouton. This model originally identified five different leadership styles
based on the concern for people and the concern for production. The optimal leadership

Manegarial Grid
Country Club Style, Team Style,
10 1, 9 9, 9
9
8
Concern For People

7
Middle of the road
6 Style, 5, 5
5
4
3
Impoverished Style, Produce or Perish,
2 1, 1 9, 1
1
0
0 1 2 3 4 5 6 7 8 9 10
Concern for Production

Figure-5.2: Managerial Grid of UBL

1. Impoverished Style (1, 1): evade and elude. In this style, managers have low concern
for both people and production. Managers use this style to preserve job and job
seniority, protecting themselves by avoiding getting into trouble. The main concern
for the manager is not to be held responsible for any mistakes, which results in
less innovative decisions.
2. Country club Style (1, 9): yield and comply. This style has a high concern for people
and a low concern for production. Managers using this style pay much attention to
the security and comfort of the employees, in hopes that this will increase
performance. The resulting atmosphere is usually friendly, but not necessarily very
productive.
3. Perish Style (9, 1): control and dominate. With a high concern for production, and a
low concern for people, managers using this style find employee needs unimportant;
they provide their employees with money and expect performance in return.
Managers using this style also pressure their employees through rules and
punishments to achieve the company goals. This dictatorial style is based on Theory
X of Douglas McGregor, and is commonly applied by companies on the edge of real
or perceived failure. This style is often used in cases of crisis management.

30 | P a g e
 4. Middle-of-the-road Style (5, 5): balance and compromise. Managers using this style
try to balance between company goals and workers' needs. By giving some concern
to both people and production, managers who use this style hope to achieve suitable
performance but doing so gives away a bit of each concern so that neither
production nor people needs are met.
5. Team Style (9, 9): contribute and commit. In this style, high concern is paid both to
people and production. As suggested by the propositions of Theory Y, managers
choosing to use this style encourage teamwork and commitment among employees.
This method relies heavily on making employees feel themselves to be constructive
parts of the company.

Analysis:
After analyzing the managerial methods and leadership of UBL, we came the conclusion that
in the Managerial Grid UBL scores 5, 5 or 9, 9 and both score is very appreciable. Cause:

 In the 5, 5 score it is a balanced company that every company desires because

company can take flexible decision and can make it happen quickly.
 In the 9, 9 score it is working as a team that makes them very effective in executing
any task or innovating some product.

31 | P a g e
 Chapter: 6
Findings, Recommendations & Conclusion

32 | P a g e
 6.1. Findings

After analyzing the report we can come to a certain point that in the managerial function
UBL has the every possible aspects to be a part of a Multi-National company. It can be a
hindrance that the information we got isn’t 100% correct but still it has the upper hand.
Some of the main feature of UBL management is:
UBL has a great planning and decision making approach. It is not only for the
company benefit but also in sustaining living hood development.
Use a systematic method to develop plan and take decision
Planning develop to achieve organization goal
Communication to make understand the plan and create atmosphere of open
exchange and support is a lacking.
Interpersonal relationship between employees can be improved.
Leading method of UBL is rather practical than conceptual. To perform the task,
Leaders are willing to change their leading method.
Lacking in sharing personal experience.
That was pretty much our analysis. UBL is in the verge of its prosperity and doesn’t need any
major change.

33 | P a g e
 6.2. Recommendations

6.2.1. Recommendation for Improvement in Planning & Decision making

❖ Role Model Development. Senior leaders should set the tone in enabling a culture
of development. We think they are good role models for developing employees. The
best leaders see learning not as an expense, but an investment that returns
dividends of a workforce more committed to the organization and more willing to
expend their discretionary effort to get the job done. We believe-When you stop
learning, you stop leading!
❖ Clearly Communicate Expectations. Leaders of UBL should strategically use
communication to produce enthusiasm and foster an atmosphere of open exchange
and support so that they can energize people to see pathways that get to goals
despite challenging conditions. Leaders should establish clear performance
expectations and hold people accountable to deliver on their work promises to their
team, boss, and stakeholders.
❖ Ensure Work Provides Learning. The vast majority of employees seek to learn and
grow while performing day-to-day work and crave a learning environment in that
context. Many managers lament that time constraints or competing priorities limit
the time they devote to employee development. We think, great leaders incorporate
learning as an essential part of their normal job responsibilities and “blur the line”
between learning and work. UBL can create learning environments more convenient
so that, on each work assignment, they can help employees creatively anticipate and
find solutions to specific challenges.
❖ Encourage Development. Unilever management must develop their successors and
maintain a legacy of leadership. The leaders who are most effective at developing
their successors have employees who are more likely to stay, more satisfied with
their job, more committed to the organization, and more productive.
❖ Help Apply New Skills/Knowledge. Unilever management may provide one-on-one
coaching and mentoring opportunities to apply new technical skills or knowledge on
regular work or new projects and relate these “teachable moments” back to the
overall organizational vision or strategy.
❖ Relate Interpersonally. Management may set a vibrant high performance
organizational culture through effective interpersonal relations, indicated by real
dialogue, lots of input, and transparency. Dialogue implies deeper conversations
rather than information handoffs.
❖ Pass Along Job and Development Opportunities. Top Management can share their
own experience to give employees advice about emerging trends, political
relationships, career development, and yes…job openings and development
opportunities.

34 | P a g e
 ❖ Provide Voluntary, Detailed, Immediate, and Positive Feedback. Unilever can catch
their people doing something right and point it out to them in a detailed and timely
fashion.

6.2.2. Recommendation for Improvement in Planning & Decision making

❖ Find great mentors: The difference between leaders and managers is that leaders
may or may not have a title but they always have people who are motivated to
willingly follow them. We recommend a continuous effort to find-Who are the great
leaders who truly care about your success and have the guts to tell you the truth?
❖ Clarify leadership vision: Clarifying vision will help UBL to determine what areas
employees need to improve and what areas will require more practice.
❖ Be committed: Leadership activities almost always take more thought, can be
frustrating because people are involved, and often don’t have immediate
gratification. Great leaders are committed to staying focused on doing the right thing
and accomplishing their leadership vision. UBL leaders should stay committed.
❖ Build Emotional Intelligence: IQ is all about how intelligent you are. Emotional
Intelligence will give strong relationships and achieving goals.
❖ Treat people right: Everyone would agree that treating people right is important.
What is discussed a lot less is that different people want to be treated differently.
Some people need more praise and recognition; others want to produce results by
working as a high performing team Figuring people out, and treating them like they
want to be treated, will be a big part of a Unilever’s leader’s success.
❖ Learn from mistakes: “The best leaders are the best learners.” When leaders of the
UBL will think about the ability to practice and learn, then mistakes aren’t really
mistakes.

35 | P a g e
 6.3. Conclusion
At Unilever they want to grow their business in the right way so that the consumers,
employees, suppliers, shareholders and communities all get benefited. UBL have a clear
purpose – to make sustainable living commonplace–and a vision to grow business whilst
decoupling our environmental footprint from growth and increasing positive social impact.
Their planning framework and leadership approach shows how sustainability drives value
for their business.
Unilever’s Sustainable Planning and leading provides the detailed blueprint for how they will
achieve goals. It covers all aspects of their business, each of their brands and categories and
every country they work in. It seeks to create change across their value chain – from
operations to sourcing and the way consumers use their products. It is designed to drive
profitable growth and fuel innovation and to do so in the right way so that all stakeholders
feel the benefits.

We believe this is the best way to achieve business success in the long term, and in fact,
we’re already seeing strong results.

36 | P a g e
References
• Unilever.com. 2017. Unilever global company website | Unilever Global. [online]
Available at: http://www.unilever.com/ [Accessed: October15, 2017 at 3.30 p.m].
• Unilever.com.bd. 2017. Unilever Bangladesh | Bangladesh. [online] Available at:
http://www.unilever.com.bd/ [Accessed: October15, 2017 at 4.00 p.m].
• Weihrich, H., Koontz, H. and Cannice, M. V. (2008) “Management” New Delhi: Tata
McGraw-Hill.
• Abell D.F. (1980), “Defining the Business: The Starting Point of Strategic Planning”
(Englewood Cliffs, NJ: Prentice-Hall.
• Wikipedia. 2017. Unilever. [online] Available at:
http://en.wikipedia.org/wiki/Unilever [Accessed: October 20, 2017 at 6.00 p.m].
• http://www.thedailystar.net, “Dissecting the success of Unilever Bangladesh” May
15, 2015 [Accessed: October 20, 2017 at 6.00 p.m].

37 | P a g e