Question 6

BCG Matrix Analysis Unilever

Star:

The star products of Unilever are lux, Sunsilk, walls, fair & lovely, Rafhan etc. They are high

growth and high share products in the business. They need a lot of investment for their rapid

growth. Gradually their development will decrease and they will turn into cash cows.

Cash cows:

Cash cows products of Unilever are surf excel, ponds, lipton, close up, blue band, lifebuoy soap,

knorr etc. They are low growth and high share products. They need less investment to hold the

market share. So, they produce a lot of cash for the company which is used for paying the bills

and investing in SBU’s. Hence, they are proven to be very profitable for the company.

Dogs:

They dogs of Unilever are wheel, supreme tea, lifebuoy shampoo etc. They have low market

share and are low growth products. It hence neither creates the heavy cash flow nor requires the

large investment that a star or cash cow would.

Question mark:

The problem child products of Unilever can be clear shampoo, rin, comfort etc. They are low

market share and high growth rate products. They consume a lot of cash but produce less output.

These products have the potential to become star but they should be examined wisely to decide if

they are worth the investment or the company should just get rid of it.
 Question 3

McDonald’s “Plan to Win” Strategy

In 2003, McDonald's represented a methodology which ended up being effective and later called

it as "Plan to Win" system. Because of this procedure the organization changed its mission

statement from "Being the world’s best quick-service restaurant" to a mission statement which

concentrated on customers "Being our customers’ favorite place and way to eat."

The "Plan to Win" technique revolved around the 4 P’s. Products, Place, Price, and Promotion

and not simply only working upon fast service or cheapest food but it turned out to be more

customer oriented and the results were extraordinary. The workers were more devoted on quality

and customer experience.

The fundamental objective was to show signs of improvement and not just expand their business.

The methodology was based on McDonald's three basic segments of achievement – Operational

Excellence, Leadership, Marketing and Innovation. The organization began to put more into the

food, the ambiance and consumer satisfaction. They decorated the restaurants with hygienic,

simple, up-to-date interiors and facilities. To make the customer experience more convenient, the

stores open early for breakfast hours and stay open for late night dinners.