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Unilever in Emerging Markets

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Unilever in Emerging Markets Unilever in Emerging Markets UNILEVER IN EMERGING MARKETS Lim Sanny Universitas Bina Nusantara. Jakarta Jalan KH. Syahdan 9 Kemanggisan Palmerah Jakarta 11480 [email protected] Abstract Cultural diversity may enable a firm to compete more effectively in international markets. Culturally diverse top management teams often have a greater knowledge of international markets. 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. 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 initiatives to source sustainable supplies of raw materials, protect environments, support local communities and much more. Through this timeline, the brand portfolio has evolved. At the beginning of the 21st century, Path to Growth strategy focused on global high-potential brands with mission has taken company into a new phase of development. Keywords: strategy, global strategy, international markets Introduction ship/differentiation strategies. Corporate- International strategy refers to sel- level strategies are dependent on the com- ling products in markets outside of the plexity and scope of product and geographic firm’s domestic market to expand the mar- diversification, and these include multi ket for their products. This is explained by domestic, global, and transnational (hybrid) Vernon’s adaptation of the product life strategies. Each business must develop a cycle concept formulated to explain interna- competitive strategy focused on its own tionalization. Accompanying these tradi- domestic market. International business- tional and emerging reasons for internatio- level strategies have some unique features. nal expansion, other opportunities available In an international business-level strategy, to firms through an international strategy the home country of operation is often the include : increasing the size of potential most important source of competitive markets, achieving greater returns on capital advantage. and/or investment in new product/process In the 1890s, William Hesketh developments, gaining economies of scale, Lever, founder of Lever Bros, wrote down scope, or learning, gaining location-based his ideas for Sunlight Soap – his revolu- competitive advantage. International stra- tionary new product that helped popularise tegies available to firms are business-level cleanliness and hygiene in Victorian and corporate-level. Business-level strategy England. It was 'to make cleanliness com- choices are generic, extending our earlier monplace; to lessen work for women; to discussion of cost leadership, differen- foster health and contribute to personal tiation, focus, and integrated cost leader- attractiveness, that life may be more en- Forum Ilmiah Volume 10 Nomor 1, Januari 2013 118 Unilever in Emerging Markets joyable and rewarding for the people who essential structural characteristic is the use unilever’s products'. degree of interrelationship among com- In a history that now crosses three petitive environments in different countries. centuries, Unilever's success has been Each firm has to devise a strategy along two influenced by the major events of the day – key dimensions: the configuration of the economic boom, depression, world wars, activities of the firm’s value chain and the changing consumer lifestyles and advances coordination of those activities. Along those in technology. And throughout we've crea- axes, four types can be determined. In spite ted products that help people get more out of the presence of the four factors and of life – cutting the time spent on household government support, the factors leading to chores, improving nutrition, enabling people national advantage are likely to result in a to enjoy food and take care of their homes, firm achieving competitive advantage only their clothes and themselves. when the firm develops and implements strategies that enable it to take advantage of Literature Review country-specific factors (Ireland, 2007). The resources and capabilities es- Barlet (1986) takes a slightly different view tablished in the home country frequently taking a less structural approach. The two allow the firm to pursue the strategy into key dimensions are here the coordination or markets located in other countries. Prahalad integration among the subsidiaries and the and Lieberthal (1998) note, in MNCs using degree of adaption to each national milieu an 'imperialist mindset' to sell existing where the firm operates. products to established upscale markets in The type of corporate-level strategy emerging economies. By focusing on weal- adopted by a firm will have an impact on thy consumers and partner organizations the selection and implementation of its who participate in the formal economy, international business-level strategy. Some however, these firms are seeing only the tip corporate-level strategies provide individual of the proverbial iceberg. country units with the flexibility to develop Four interrelated national or re- country-specific strategies, while others gional factors contribute to the competitive dictate all country business-level strategies advantage of firms competing in global from the home office and coordinate industries is factor conditions or the factors activities across units for the purposes of of production, demand conditions, related resource-sharing and product standardi- and supporting industries and firm strategy, zation. International corporate-level strategy structure, and rivalry. Perhaps the most ba- can be distinguished from international sic factor in the model, factor conditions or business-level strategy by the scope of factors of production, refers to the inputs operations, in terms of both product and necessary to compete in any industry. geographic diversification. a firm should These include such factors as labor, land, choose its international corporate strategy natural resources, capital, and infrastructure based on the need for both local respon- (such as highway, postal, and communica- siveness and for global integration. When tions systems). As described, the four basic the need for global integration is high and factors of Porter’s Diamond of Advantage there is little need for local market model emphasize the impact or influence of responsiveness, the firm should adopt a the environmental or structural attributes of global strategy. for global integration is a nation’s economy that may contribute to a low, but there is great need for local market national advantage for its firms in specific responsiveness, the firm should adopt a industries. Porter(1990) concludes that the multidomestic strategy. But, if there is a Forum Ilmiah Volume 10 Nomor 1, Januari 2013 119 Unilever in Emerging Markets great need for both global integration and sition, wholly owned subsidiary (greenfield local market responsiveness, the firm should venture) (david, 2007) adopt a transnational strategy (London, The choice of a market entry 2004) These factors can be subdivided into strategy is determined by a number of four categories: factors. However, initial market develop- 1. Basic factors, such as labor and natural ment strategies generally are selected to resources establish a firm’s products in the new 2. Advanced factors, including digital market. Exporting does not require foreign communications systems and highly- manufacturing expertise; it only requires an educated work forces investment in distribution. Licensing also 3. Generalized factors (required by all can facilitate direct market entry by industries), such as highway systems enabling the firm to learn the technologies and a supply of capital required to improve its products in order to 4. Specialized factors that are most valua- achieve success in international markets or ble in specific uses (e.g., skilled per- to facilitate direct entry. Strategic alliances sonnel employed at a port who spe- are also popular because the firm forms a cialize in the handling of bulk che- partnership with a firm that is already micals) established in the new target market and reduces risks by sharing costs with the Nations having both advanced and specia- partner. However, the entry strategy should lized factors are likely to be characterized be matched to the particular situation. In by growth in new firms that are strong some cases, a firm may pursue entry global competitors. The second factor that strategies in sequential order beginning with determines national advantage is demand exporting and ending with greenfield conditions, which are characterized by the ventures. The entry mode decision should nature and size of buyers’ needs in the home be based on the following conditions: the market for the industry’s products or ser- industry’s competitive conditions, the target vices. The size of the segment can create country’s situation, government policies and demand sufficient to justify the construction the firm’s unique set of resources, of scale-efficient facilities. Related and capabilities, and core competencies. supporting industries are the third factor of Based on the advantages discussed the national advantage model. National earlier, international diversification should firms may be able to develop competitive be positively related to firm performance. advantage when industries that provide
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