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that this was due to the emerging market growth dropping off, not because of the strategy itself.Any strategy should be compared to the company vision, which for Unilever is “to make sustainable living commonplace. We believe this is the best long-term way for our business to grow”. This puts an emphasis on sustainability, not just for the company, butTeam 2| Global Business Consultants (GBC)1
for its consumers. Sustainability is the vehicle enabling Unilever’s business to grow. Thestrategic goals can be compared favorably to Unilever’s vision.Management buy in and employee engagement is key to the success of a strategy, and evaluation of the power bases and employee surveys would provide a good evaluation of the strategy. Polman changed 30% of the leadership team, created an organizational structure that strongly supported the USLP, and conducted numerous communication sessions. In response, the employees have mixed views on the success of the strategy, ranging from strong advocates, to people with major concerns about the direction the company is heading. Strategy should be developed after a thorough understanding of the macroenvironment,the competitors, the market segmentation, the trends and the success factors. A Porters5 forces and a PESTEL analysis leading into a SWOT analysis would feed into the chosen strategy. The level of detail, accuracy and effort generated in these exercises would indicate the level at which the strategy has been developed. Polman and his team were in place for nearly 1 year before the USLP was presented to the company and the market place. The metrics had been well developed and would indicate that sufficient up front work to develop the strategy of broad differentiation had been completed.Industry acceptance of the strategy is another way to evaluate it. Polman, partly as a result of the implementation of USLP was invited to the board of the UN Global Compact, and to the advisory group for the Post-215 Development Agenda. Numerous industry and advocacy groups worked with Unilever to develop programs.Lastly, was there an alternative strategy that was better? Proctor & Gamble’s purpose