Marketing Strategy for Unilever South Africa

Marketing Strategy for Unilever South Africa

UNILEVER COMPANY MISSION

"Our purpose in Unilever is to meet the everyday needs of people everywhere - to anticipate the aspirations of our consumers and customers and to respond creatively and competitively with branded products and services which raise the quality of life".

"Our deep roots in local cultures and markets around the world are our unparalleled inheritance and the foundation for our future growth. We will bring our wealth of knowledge and international expertise to the service of local consumers - a truly multi-local multinational."

"Our long-term success requires a total commitment to exceptional standards of performance and productivity, to working together effectively and to a willingness to embrace new ideas and learn continuously. "

"We believe that to succeed requires the highest standards of corporate behaviour towards our employees, consumers and the societies and world in which we live. "

"This is Unilever's road to sustainable, profitable growth for our business and long-term value creation for our shareholders and employees"

2. COMPANY BACKGROUND

Unilever is part of an Anglo Dutch fast moving consumer goods manufacturer and marketer, one of the largest of its kind in the world.

Unilever South Africa is headquartered in Durban with facilities in Johannesburg, Stellenbosch, Durban as well as Pietermaritzburg and consists of four Operating Companies: Lever Pond's, Unifoods, Ola and Hudson & Knight. Unilever is also represented in South Africa by Elizabeth Arden.

Because Unilever has a policy of marketing the brands and not the company. The result is that they have been an integral part of life in South Africa without the consumer bei...

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...n, while 70% of the market is based in Gauteng.

 It is also recommended that a Lube Engineer who is familiar with the pulp and paper industry be employed. Two people have already been brought on board for the retail sector and additional two have also been employed for cutting oils.

 Another recommendations is that the current Training budget be increased from R17 000 to R67 000 in order to meet the training needs of this sector. The cutting oils sector, is very lucrative and will enable Caltex to meet its objective of attaining and increase in the market share of 5% by year end.

 The detailed promotional strategies should also be embarked upon to ensure that increased brand awareness is attained, the financial implications of it, will be evident in the bottom line, as we forecast a 3.5% increase in sales by the end of 4 months.