1. To develop abilities to analyse, interpret, evaluate and solve multi-disciplinary business problems and challenges of Unilever company.
2. To apply a variety of strategic management tools and frameworks to Unilever company.
3. To strengthen conceptual and diagnostic skill and ability to take a holistic view of Unilevers company.
4. To build tangible links between the theory and practice of strategic management concepts and practice.
5. To integrate a number of aspects of earlier and parallel final year studies (eg marketing, finance, MIS) in the context of corporate strategic decisions.
6. To gain greater insight into the workings and dynamics of an organization.
7. To demonstrate report writing and composition skills
8. To develop and present thoughts and informed opinions in a logical and coherent way.
9. To demonstrate business research, word processing and IT skills.
10. To apply the Harvard system of referencing.

Aim:

Reviewing what you have researched in Strategic Management Concepts, you must now develop a strategic plan for Unilever company.

The report must evaluate the current strategic choices for Unilever company and develop a suitable strategic plan for Unilever company going forward.

• Identify strategic issues and fundamental choices facing Unilever company
• Develop goals, tactics, strategic objectives, and major activities to carry the organization forward in the direction desired.
• Determine what human, technical, community, and other resources are needed to achieve the strategic plan, and outline the means by which these resources will be utilized.
• Establish procedures for using, reviewing, revising, and evaluating the strategic plan.

In following through the assignment, you must try and utilise the various strategic management vocabulary, language, literature, theory, frameworks, methods and tools at your disposal for developing a strategic plan. Aim to use as many strategic management tools and frameworks as possible.

The assignment should be written in a report style structure having clear paragraphing with headings and sub-headings. Use of plenty white space, breaking up the text with visual aids, diagrams, graphs, etc. While the emphasis is on practical application and analysis, cross reference, where appropriate, should be made to the relevant theory and the latter together with any other sources, should be included in the Bibliography at the end, using the Harvard System. The Appendix should be used to include detailed information and data which would not be appropriate in the main text or would take up too much space and disrupt the flow and friendliness of reading. Tutorials will provide opportunities to discuss the assignment in detail.

Assignment Format and Checklist:

The assignment should be approx. 3,000 words maximum. This excludes any executive summary, references, bibliography or appendices. The assignment should be presented in word processed format adhering to the following guidelines:

• Modifiedreport style structure.
• Clear paragraphing with headings and subheadings.
• Use of plenty white space, breaking up the text with visual aids, diagrams, graphs, etc. If too bulky, put in Appendix.
• 1.5 line spacing
• Times New Roman 12
• Pages Numbered
• Table of Contents
• Proof Read and Spell Checked thoroughly.
• Contain the LIT Disclaimer Form (on ELIT) signed by all group members, which includes the Group Assignment Title, Student Numbers, Year, Subject & Course and which verifies that you have acknowledged all references, the work is yours and that you have not plagiarised.

Appendix

Strategic issues are ALWAYS framed as questions. Virtually every strategic issue involves conflict as participants and planners are forced to weigh alternatives and choose the best, or most feasible options. Participants often disagree on, for example:

WHAT will be done?

WHY will it be done?

HOW will it be done?

A strategic issue is a fundamental policy choice affecting an organizations mandates, mission, values, product or service level and mix, cost financing, structure, or management. The way these choices are framed can have a profound effect on decisions that define:

WHAT the organization is

WHAT the organization does

WHY the organization does it

WHERE will it be done?

WHO will do it?

Who will be ADVANTAGED or DISADVANTAGED by it?

How groups determine priorities among strategic issues:

Usually, developing strategic issues is best carried out in small groups focusing around a specific set of strategic organizational concerns (e.g., resource mobilization and sustainability, program development or expansion, strengthening the institution, improving outreach and community participation or advocacy, networking or coalition building, etc.).

Participants should also use all of the tools they have developed during planningsuch as the environmental analyses, the SWOT, and vision of successto identify the most pressing strategic issues.

Describe the issue completely and accurately.

Discuss the factors (mandates, mission, and internal or external environmental features) that make the issue strategic.

Discuss the consequences of failure to address the issue.

Make sure that the statement of the strategic issue includes or provides useful clues about how to resolve the issue.

Recognize that strategic issues can be about addressing problems but also about capitalizing on opportunities.

Focus on what is truly important.

Focus on issues, not answers.

Always frame the strategic issue as a question.