Introduction

Some of the prominent variants are Lux fruit, Lux sandalwood, Lux Rose, Lux Almond, Lux
Orchid, Lux Chocolate, Lux Oil and Honey Glow etc (Outsiders, 2015) .

Objective of the Report

This project is an outcome of an analysis of Lux brand by Unilever Bangladesh Ltd. The main
purpose of the project is:

 Internal Environment Analysis

 Mission Vision Analysis of the company
 Develop SWOT
 BCG Matrix Analysis
 Corporate Level Strategy Analysis

Method
Data Collection
Data Analysis

Contribution
Limitations

Internal Environment Analysis

Company’s present Strategy Analysis

Lux Industries Ltd. has set an ambitious turnover target. Its vision is to constantly add new and
innovative products for gaining a significant domestic and overseas market share. Its phase-II
expansion is to double the production capacity over the next 3-4 years.

Lux Industries is one of the largest hosiery producers and exporters. Commenting on the
company’s performance, Chairman, said: “We are very pleased to end FY19 on a positive note.
With the growing need for quality and comfort along with fashion in the innerwear industry, there

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has been a major shift in the industry which has helped the organized innerwear segment to gain a
market share from the unorganized players.

Today people look for brands that provide innovative product lines and optimum style without
compromising on quality and comfort. Lux Industries has been achieving milestones within the
hosiery industry and taking the brands across national and international borders by identifying the
market needs and delivering products which are widely accepted.

Lux has approved in principle to consider merger. The strategic merger will lead to the presence
of Lux as a whole across various market segments leading to risk mitigation and higher growth.
This will also provide greater financial strength and flexibility. The company sees huge
opportunities in this space and is geared up for the next leg of growth at Lux Industries.

The beauty soap industry in Bangladesh consists of only seven major producers. Unilever
Bangladesh Ltd is operating in the industry with its world famous brand LUX. Out of these giant
companies Unilever Bangladesh Ltd is the market leader with a share of around 43%.

Distinctive Capabilities of Unilever

Resources

Unilever Bangladesh as a company is so well endowed with resources. This places it strategically
above its major competitors. The company have enough physical, human, as well as financial
resources. The financial resource of the company is one of its powerful tools

The company did not only spend huge resources in developing it into a first class one. Buy by
acquiring this plantation the company took over the control of the supply of the raw material,
which hitherto was quite erratic and unreliable. Unilever Ltd in this circumstance tried to control
the environment. This strategic decision, which the company took, places it above its major
competitor in the Soap industry, because its competitors still depended on local farmers for their
supplies.

Knowledge of Target market

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The company has in-depth knowledge of the market, which it exploited to its advantage. Based on
this knowledge the company mapped out its target market by considering income level of the
people, their occupation, gender, and, ethnic groups. It was able to realize a large target market.)

Relationship Building

Relationship Building and customer loyalties as marketing strategies is common phenomenon. The
companies were more interested in mounting billboards as wells as TV and radio adverts. Unilever
strategically shifted from using advertising and promotional efforts to acquire new customers. It
designed its advertising and promotional efforts in way to retain its customers and to increase the
amount of money the customers spend with the company. The company through its vigorous
market research saw that the consumers see so much advertising beamed by televisions and radios
and have learned to ignore much of it. As a result, it has become more difficult to attract new
customers.

The company therefore decided to service their existing customers by introducing more innovative
mechanisms like promotional sales. In the year 2000 the company launched what it called ‘gold
bar key soap’ promotion. In this promotion Unilever put a lot of miniature gold keys in the bar
soaps. Any customer who wins a gold key in any bar soap purchased redeemed it for a fee. There
were other promotional drives like reduction sales. ‘Buy one get one free’ etc. This caught up so
well with their customers. These promotional sales did not only boost sales but also created
customer loyalty in the target market.

Product Differentiation

The logic of differentiation strategy requires that a firm choose attributes in which to differentiate
itself from its rival. Portal 1985.That was what exactly the strategy Unilever used in producing and
marketing the bar key soap. The bar ‘Key soap’ is a laundry soap which was launched by Unilever
in the early 1960s.

Apart from the above, in spite of the huge and well-defined target market Unilever had and which
it served far better, than its major competitors in the sales of laundry soap. Unilever differentiated

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itself by engaging in promotional drives by sponsoring some popular TV programs. One major
popular TV program it sponsored was the concert party program, which became known as ‘Key
Soap Concert Party’.

Value of Focus

Unilever did not underestimate the value of focus - the company sold specific products to specific
groups. For instance the key soap was sold to the low-income earners while the more expensive
bathing soap like Lux, Rexona, Fa (which they produce under patent from the parent companies)
was sold to high-income earners.

The two basic components that affect Unilever product pricing are costs of its manufacture and
competition in selling. It found it unprofitable to sell their products below their production costs
and unfeasible to sell those at a price higher than what its major competitors are offering for their
products. Unilever enjoys an advantage of having a high position for most of its products in the
minds of the consumers, so they will not like to lose that position to their competitors by increasing
their prices. So they always keep their prices low.

Marketing & Sales

One remarkable means of marketing their product which customers’ value is through direct selling.
There was attempt to focus on one customer at a time. This kind of individual attention though
makes selling expensive for Unilever; it was however effective. Sale persons of Unilever moved
from the various market centers and busy streets of Accra in their company vans selling the
company’s products to shoppers. The company also used these sales people to sell their complex
products, which require detailed explanation, customized application, or careful negotiation over
price and payment plans. The salespersons often helped the customers identify problems and
assisted buyers in making decisions. In fact Unilever outclassed its major competitors like nestle
in sales methods

Company’s Strength and Weakness

Unilever’s Strengths (Internal Strategic Factors)

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Unilever’s organizational and business strengths are identified in this section of the SWOT
analysis. Strengths are internal strategic factors based on the company’s conditions, such as human
resources, production processes, organizational structure and investments. The following strengths
are significant in Unilever’s consumer goods business:

 Strong brands
 Broad product mix
 Economies of scale
 Strong global market presence

Unilever has some of the strongest brands in the consumer goods industry. This strength enables
the company to penetrate markets and effectively compete against other firms. The broad product
mix shows the extent of Unilever’s business growth. For example, the company has increased its
product portfolio through years of mergers and acquisitions, leading to organizational growth and
corresponding increases in revenues. On the other hand, economies of scale support production
efficiency necessary for competitive pricing strategies, as shown in Unilever’s marketing mix.
Through years of international expansion, the company has also increased its market presence,
which is a strength that reinforces brand popularity. The internal strategic factors in this section of
Unilever’s SWOT analysis show strengths that the company can use to sustain global growth and
success in the consumer goods market.

Unilever’s Weaknesses (Internal Strategic Factors)

Despite its strong market position, Unilever has weaknesses that limit its potential growth. This
section of the SWOT analysis presents the internal strategic factors that impose barriers to
organizational and business development. Unilever must address the following weaknesses:

 Imitable products
 Limited business diversification
 Dependence on retailers

One of Unilever’s weaknesses is the imitable nature of its products. For example, even though the
company heavily invests in its product development processes, other firms can imitate Dove and

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Rexona products. Also, in spite of its broad product mix, Unilever is weak because of limited
diversification in businesses outside the consumer goods industry. Moreover, the company lacks
direct strong influence on consumers, considering that retailers are the ones who directly affect
buyers. Thus, based on the internal strategic factors in this section of the SWOT analysis of
Unilever, the weaknesses emphasize the importance of diversification, innovation, and enhanced
marketing efforts.

Value Chain
Porter's value chain model is highly popular in the business world. However, Unilever must not
take it as a rigid, standalone framework by assigning the equal importance to all activities. The
effective Value Chain Analysis requires Unilever to realise that all activities or functions do not
require same scrutiny level. Hence, the first step of adapting the Porter Value Chain framework is
to identify the importance of activities according to their role in product/service delivery process.

Here is the list of primary value chain activities as proposed by Porter:

Primary Activities

The primary value chain activities of Unilever are directly involved in producing and selling the
product to targeted customers. Analysis of primary value chain activities can improve the
performance of Unilever as explained below.

Inbound Logistics

It is important to develop strong relationships with suppliers as their support is necessary to

receive, store and distribute the product. Without analyzing the in-bound logistics, Unilever can
face various challenges in product development phases. Analysis of in-bound logistics requires a
company to focus on every aspect of transformation from raw material to finished product. Some
examples of inbound logistics are retrieving raw material, storing the inputs and internally
distributing the raw material and components to start production.

Operations

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The importance of analyzing operational activities raises when raw material arrives, and Unilever
is ready to process the raw material into the end product and launch it in the market. Some
examples of operational activities are machining, packing, assembling and testing. Equipment
repair and maintenance also falls into this category.

It includes both- manufacturing and service operations. Analysis of operational activities is

important for improving productivity, maximizing the efficiency and ensuring the competitive
success of Unilever. The increased productivity can help Unilever to achieve consistent economic
growth, increase profitability and set a powerful basis for competitive advantage.

Outbound Logistics

Outbound logistics include the activities that deliver the product to the customer by passing
through different intermediaries. Some outbound logistics activities are material handling,
warehousing, scheduling, and order processing, transporting and delivering to the destination.
Unilever can analyses and optimize the outbound logistics to explore competitive advantage
sources and achieve its business growth objectives.

Because, when outbound activities are timely managed with optimal costs and product delivery
processes put a minimum negative effect on the quality, it maximizes the customer satisfaction
and increases growth opportunities for the firm. Unilever should pay specific importance to its
outbound value chain activities when its offered products are perishable and require quick delivery
to the end customer.

Marketing and Sales

At this stage, Unilever will highlight the benefits and differentiation points of offered products to
persuade the customers that its offering is better than competitors. Only producing a high quality
product at affordable costs and distinctive features cannot create value until Unilever invests on
the marketing and sales activities. The sales agents and marketers play an important role here.

Some examples of Unilever's marketing and sales activities are- sales force, advertising,
promotional activities, pricing, channel selection, quoting and building relations with channel
members. The company can use the marketing funnel approach to structure its marketing and sales
activities. The marketing strategies can either be push or pull in nature, depending on the

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Unilever’s business objectives, brand image, competitive dynamics and current standing in the
market.

Effective and wisely integrated marketing activities can develop the brand equity of Unilever and
help it stand out from the competition. However, Unilever must avoid making false commitments
about product features that cannot be fulfilled by the production department. It indicates the need
to ensure coordination between different value chain activities.

Services

The pre-sale and post-sale services offered by the Unilever will play an important role in
developing customer loyalty. The modern customers consider post-sale services as important as
marketing and promotional activities. The power of negative e-WOM due to poor support service
cannot be undermined in the current technologically advanced era. The company must analyses its
support activities to avoid damaging brand reputation, and instead use it as a tool to spread positive
word of mouth due to quick, timely and efficient support services.

Secondary Activities

The support activities play an important role in coordinating and facilitating the primary value
chain activities. Unilever can also benefit from analysis of its support activities as explained below.

Firm infrastructure

The firm infrastructure denotes a range of activities, such as- quality management, legal matters
handling, accounting, financing, planning and strategic management. Effective infrastructure
management can allow Unilever to optimize the value of the whole value chain. Unilever can
control the infrastructure activities (or commonly called overhead costs) to strengthen the
competitive positioning in the market.

Human resource management

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Unilever can analyses human resource management by evaluating different HR aspects, including-
recruiting, selecting, training, rewarding, performance management and other personnel
management activities. The effective HR management can allow Unilever to reduce competitive
pressure based on motivation, commitment and skills of its workforce. The company can also
achieve its cost minimization objectives by analyzing hiring and training costs with their relative
return. The heavy dependence of Unilever on employees' talent will increase the importance of
this value chain support activity.

Technology development

In a modern, technological advanced era, almost all value chain activities depend on technological
support. The technological integration in production, distribution, marketing and human resource
activities requires Unilever to realize the importance of technology development. It can be divided
into product and process technological development activities. Some examples are- automation
software, technology-supported customer service, and product design research and data analytics.
The research and development department of Unilever is classified in this category.

Procurement

The procurement in value chain denotes the processes involved in purchasing the inputs that may
range from equipment, machinery, raw material, supplies, raw material and other items necessary
for producing the finished product. Due to its linkage with multiple value chain activities, Unilever
should carefully consider its procurement activities to optimize the inbound, operational and
outbound value chain.

As mentioned above, the application of Porter Value Chain model depends on understanding the
importance of all activities. After understanding the relative importance of identified value chain
activities, Unilever should highlight areas where value can be added, cost efficiency can be
achieved, differentiation basis can be set, or processes can be optimized.

Here is a pictorial presentation of Porter Value Chain model

Following diagram shows Porter's competitive advantage model:

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Unilever’s Vision Statement & Mission Statement
Unilever’s vision statement and mission statement guide business growth in the consumer goods
industry, although some changes can enhance these corporate statements.

Unilever’s mission statement and vision statement are a basic foundation for the success of the
company’s consumer goods business. The corporate mission statement indicates the strategic
approaches of the company. In Unilever’s case, the mission statement determines how the business
addresses the needs of its target consumers. On the other hand, the corporate vision statement
provides the development direction of the organization. Unilever’s vision statement broadly
presents what the company needs to do to succeed in the long term. Considering the company’s
position as one of the biggest consumer goods firms in the world, Unilever’s mission statement
and vision statement remain relevant and appropriate to global market conditions.

Unilever’s vision statement reflects how the company grows and maintains its success in the global
consumer goods market. The mission statement shows the value of Unilever’s products and how
these products benefit customers.

Unilever’s Vision Statement

Unilever’s corporate vision is “to make sustainable living commonplace. We believe this is the
best long-term way for our business to grow.” This vision statement puts emphasis on
sustainability, especially among consumers. The following components are notable in Unilever’s
vision statement:

 Commonplace sustainable living

 Best long-term way
 Business growth

Commonplace sustainable living is a core component in Unilever’s corporate vision statement.

This component shows the company’s efforts in changing its products to suit current market
conditions. For example, through sustainable design for home care and personal care products,
Unilever helps consumers reach their goals to integrate sustainability in their lives. The corporate

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vision also states that commonplace sustainability is the best long-term way for the business.
Unilever understands the importance of sustainability and other market trends shaping the industry.
Moreover, the vision statement reflects the company’s view of sustainability as a way to maintain
business growth. This vision statement aligns with Unilever’s corporate social responsibility
strategy to address business stakeholders in the consumer goods industry.

Unilever’s Mission Statement

Unilever’s corporate mission is “to add vitality to life. We meet every day needs for nutrition,
hygiene and personal care with brands that help people feel good, look good and get more out of
life.” This mission statement underscores how the company satisfies customers in various aspects
of their lives. The following are the significant components in Unilever’s mission statement:

 Adding vitality to life

 Meeting everyday needs for nutrition, hygiene, and personal care
 Helping people feel good, look good, and get more out of life

Adding vitality to life is a general indicator of business strategy in Unilever’s corporate mission
statement. Such vitality is the value that consumers can expect from the company’s products. The
corporate mission also specifies the aspects of life where such vitality is added. For example,
Unilever’s food products address consumers’ vitality needs in terms of nutrition. Furthermore,
through these products, the company attracts customers who want to feel good, look good, and get
more out of life. The mission statement’s specification of the types of products provides a
foundation for the product mix in Unilever’s marketing mix.

Unilever’s Corporate Vision & Mission – Analysis & Recommendations

Unilever’s vision statement implies the desired condition of being a leader in bringing sustainable
living to customers through consumer goods. However, the statement does not specify the desired
condition of the company as a business organization. A sound corporate vision statement contains
details on the desired future situation of the organization. For example, it is necessary to specify
the company’s market position in the future, to guide organizational development. Thus, a

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recommendation for Unilever’s vision statement is to improve it by including additional
information about market position or a leadership role in the consumer goods industry.

Unilever’s mission statement includes detailed information of what the business does and must do.
For example, the company adds vitality to life through products that address consumers’ needs in
nutrition, hygiene, and personal care. In this regard, the corporate mission statement satisfies
standards that require specificity on general strategic approaches. However, a recommendation is
to enhance Unilever’s mission statement by adding more information on how the company
strategically achieves its aims in adding vitality to consumers’ lives.

BCG growth-share matrix

BCG framework with four quadrants: question marks, stars, cash cows, and dogs. The four
quadrants of the growth-share matrix.

Definition

BCG matrix (or growth-share matrix) is a corporate planning tool, which is used to portray firm’s
brand portfolio or SBUs on a quadrant along relative market share axis (horizontal axis) and speed
of market growth (vertical axis) axis.

Growth-share matrix is a business tool, which uses relative market share and industry growth
rate factors to evaluate the potential of business brand portfolio and suggest further investment
strategies.

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Understanding the tool

BCG matrix is a framework created by Boston Consulting Group to evaluate the strategic position
of the business brand portfolio and it’s potential. It classifies business portfolio into four categories
based on industry attractiveness (growth rate of that industry) and competitive position (relative
market share). These two dimensions reveal likely profitability of the business portfolio in terms
of cash needed to support that unit and cash generated by it. The general purpose of the analysis is
to help understand, which brands the firm should invest in and which ones should be divested.

Relative market share. One of the dimensions used to evaluate business portfolio is relative
market share. Higher corporate’s market share results in higher cash returns. This is because a
firm that produces more, benefits from higher economies of scale and experience curve, which
results in higher profits. Nonetheless, it is worth to note that some firms may experience the same
benefits with lower production outputs and lower market share.

Market growth rate. High market growth rate means higher earnings and sometimes profits but
it also consumes lots of cash, which is used as investment to stimulate further growth. Therefore,
business units that operate in rapid growth industries are cash users and are worth investing in only
when they are expected to grow or maintain market share in the future.

There are four quadrants into which firms brands are classified:

Dogs. Dogs hold low market share compared to competitors and operate in a slowly growing
market. In general, they are not worth investing in because they generate low or negative cash
returns. But this is not always the truth. Some dogs may be profitable for long period of time, they

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may provide synergies for other brands or SBUs or simple act as a defense to counter competitors
moves. Therefore, it is always important to perform deeper analysis of each brand or SBU to make
sure they are not worth investing in or have to be divested.

Strategic choices: Retrenchment, divestiture, liquidation

Cash cows. Cash cows are the most profitable brands and should be “milked” to provide as much
cash as possible. The cash gained from “cows” should be invested into stars to support their further
growth. According to growth-share matrix, corporates should not invest into cash cows to induce
growth but only to support them so they can maintain their current market share. Again, this is not
always the truth. Cash cows are usually large corporations or SBUs that are capable of innovating
new products or processes, which may become new stars. If there would be no support for cash
cows, they would not be capable of such innovations.

Strategic choices: Product development, diversification, divestiture, retrenchment

Stars. Stars operate in high growth industries and maintain high market share. Stars are both cash
generators and cash users. They are the primary units in which the company should invest its
money, because stars are expected to become cash cows and generate positive cash flows. Yet, not
all stars become cash flows. This is especially true in rapidly changing industries, where new
innovative products can soon be outcompeted by new technological advancements, so a star
instead of becoming a cash cow, becomes a dog.

Strategic choices: Vertical integration, horizontal integration, market penetration, market

development, product development

Question marks. Question marks are the brands that require much closer consideration. They hold
low market share in fast growing markets consuming large amount of cash and incurring losses. It
has potential to gain market share and become a star, which would later become cash cow.
Question marks do not always succeed and even after large amount of investments they struggle
to gain market share and eventually become dogs. Therefore, they require very close consideration
to decide if they are worth investing in or not.

Strategic choices: Market penetration, market development, product development, divestiture

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BCG matrix quadrants are simplified versions of the reality and cannot be applied blindly. They
can help as general investment guidelines but should not change strategic thinking. Business
should rely on management judgement, business unit strengths and weaknesses and external
environment factors to make more reasonable investment decisions.

SWOT Analysis of Lux

SWOT analysis is a basic, straightforward model that provides direction and serves as a basis for
the development of marketing plans. It accomplishes this by assessing an organizations strengths
(what an organization can do) and weaknesses (what an organization cannot do) in addition to
opportunities (potential favorable conditions for an organization)and threats (potential
unfavorable conditions for an organization). SWOT analysis is an important step in planning and
its value is often underestimated despite the simplicity in creation.

The role of SWOT analysis is to take the information from the environmental analysis and
separate it into internal issues (strengths and weaknesses) and external issues (opportunities
and threats). Once this is completed, SWOT analysis determines if the information indicates
something that will assist the firm in accomplishing its objectives.

Internal Analysis – The internal analysis is a comprehensive evaluation of the internal

environment’s potential strengths and weaknesses. Factors should be evaluated across the
organization in areas such as:

 Company culture, image

 Organizational structure
 Key staff
 Access to natural resources
 Position on the experience curve

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Strengths in the SWOT Analysis of Lux:

Strong Brand Name: Lux is a 100-year-old brand and has sustained for so many years because
of the trust and credibility it has gained from its users. Lux is one of the strongest brands that
come from Unilever.

Leading Position in many countries: Lux has been able to capture high market share in many
countries and is a market leader in the personal care soap segment in countries like India,
Pakistan, Brazil, Thailand and South Africa. Strong market position provides bargaining power
to Lux.

Strong Global Presence: Lux has a strong global presence, being present in over 100 countries
and all diversified market on the globe. It has developed key markets in the emerging markets
like India, China, Brazil and South Africa etc. where consumer spending is increasing.

Strong Distribution: Lux drives from the distribution system of Unilever around the world
which makes sure that Lux is present in all parts of the markets it is present in; Lux has
specifically concentrated on increasing presence in rural markets.

Present in many variants: Lux is present in many variants around the world and it has also
acknowledged the fact that choices will change with the change in geographies and hence it has
also developed some localized variants for local markets.

Unilever as a parent company: Unilever is a big support as a parent company for Lux. Lux as a
brand does not have a lookout for resources like finance and distribution which taken care by
Unilever.

Weaknesses in the SWOT Analysis of Lux:

Considered to be a soap targeted towards women: Lux is positioned as beauty soap and is
considered as soap only for women and thus it doesn’t have a unisex appeal to attract men
towards using it.

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Does not appeal to the rural markets: Lux, although is trying to push itself in the rural markets
but it does not appeal to the rural market especially because of the way communication is
designed for Lux.

Controversial advertisements: Some of Lux’s advertisements have received flak from the
viewers, especially the one with Shahrukh Khan in the bath tub. Such controversies affect the
brand image of Lux.

Unilever Corporate level strategy: Creating value through diversification

Unilever’s diversification strategy is accomplished mostly through acquisition and divestment.

Unilever has been merging and acquiring several companies throughout the years to extend its
portfolio. For example, in April 2000 Unilever bought both Ben & Jerry's $326 million and Slim
Fast for $2.3 billion. Unilever is also selling off or spinning off some segments of the firm’s
business to enhance its competitive advantage. For example, in 2006, Unilever announced that it
had decided to put the majority of its Frozen Foods businesses in Europe up for sale.

Unilever also focuses on internal development to provide best product quality to customer.
Unilever has several R&D centers that located around the world help the company to respond
fast to changing needs, tastes and trends. With more than 6,000 scientists, engineers, chefs and
technicians work in Unilever's R&D centers around the world - inventing new products and
improving existing products, Unilever is able to bring to the best quality product and satisfaction
to customers.

Product Differentiation

 Lux is the brand which appreciates Beauty and glamour

 Lux soap products are gentle and do not irritate normal skin

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Major findings
In order to find out how much independent variable perceived quality, brand trust and
demographic variable influence dependent variable customer satisfaction. So it is an important
factor of customer satisfaction. We can say that there is a relationship between perceived quality
and customer satisfaction.
In order to increase the number of satisfaction customer of LUX as a manager he or she should
consider this independent variable perceived quality take very carefully. Because the more
perceived quality full product provides more the customer satisfaction.
We can say that there is an impact of brand trust and customer satisfaction. In order to increase
the number of customer satisfaction of LUX as a manager he or she should consider this
independent variable brand trust very carefully.

Recommendations
Though Customer Development Department and its field force are very well organized and active
but I think they should give more importance about the following matters.
Importance on more visibility CD team should give more importance on visibility. They should
choose more colorful shelf talker, billboard etc. and display all the products more attractive ways
so that shoppers can easily notice the product and feel encourage to buy the products.
Give more promotional offer to the retailers and shoppers To encourage shoppers CD
Department should give more promotional offer to the shoppers like more free gifts and for the
retailers they can give more incentives. They can also arrange different programs for their loyal
retailers.
Change the date over or damaged products Unilever never change their damaged products or
date over products. Sometimes retailers are complaints but they don’t take any action. They should
change this policy.
Focus on their products delivery timing Sometimes delivery sales representative cannot reach
to the market on time. That’s why retailers couldn’t take all the products according to the order.
The reason behind is competitors sales representative comes early which helps them to get more
orders for the products.
Event based promotion UBL can arrange special promotion in different events like Eid, New
Year and other seasonal events. It is not that they have to make an expensive promotion; they can
keep it simple like giving free grocery or non-branded items with any UBL product depending on
the theme of the event.

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Training program for retailers UBL can organize special training program for the retailers where
they will be given training on how to deal with customers, maintain long term relationship with
them, retail management, marketing of product etc.
Arrangement of Special Events UBL can organize special events for the retailers like outing or
picnic or arrangements of sports. This will work as a motivation for them.

CONCLUSION

Unilever Bangladesh limited is one of the leading multinational companies in Bangladesh.

This report has provided some interesting insight into what kind of service the customers and
retailers are getting and what is their expectation from Unilever Customer Development
Department. It also analyzed the perceptions of retailers like how it has helped to build the
relationship with UBL as well as increase the sales. As it can be seen the relationship with retailers
has already strengthen now UBL should try to attract the customer who are not fully satisfied and
bring them to the positive side of the road so that strong relationship with the customers should be
maintained. UBL should also provide more value to its loyal customers.
Finally, I would say that this internship at UBL has increased my practical knowledge of Business
Administration and made my BBA education more complete and applied.
References

Unilever – Investor Relations – Annual Reports and Accounts Overview.

Ekpe, E. O., Eneh, S. I., & Inyang, B. J. (2015). Leveraging Organizational Performance through
Effective Mission Statement. International Business Research, 8(9), 135.

King, D. L., Case, C. J., & Premo, K. M. (2014). Does Company Size Affect Mission Statement
Content? Academy of Strategic Management Journal, 13(1), 21.

Kirkpatrick, S. (2016). Build a Better Vision Statement: Extending Research with Practical
Advice. Rowman & Littlefield.

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