LO1 Explain the different types, size and scope of organizations

Public organizations, described as one of the earliest types of institutional frameworks, are
recognized mainly for community ownership with public bodies and public service. Public
organizations are primarily present in nearly all kinds of economies for their function in public welfare
promotion and development of important social policies. The element of its financing being primarily
by the government or state-owned organizations brings about responsibility on part of its operation
and interest areas to the people since tax money is typically involved. The public frequently if not
always is a key stakeholder and group engaged in the functioning of public organizations owing their
goals being directly connected with people (Hvidman & Andersen, 2013). Private organizations are
determined by their profit-making role. Unlike public companies, private organizations are formed for
performing operations and managing activities with the goal of generating money, holding market
position and fulfilment of long-term objectives. Private companies carve the pitch for competitive
marketplaces resulting in varied product ranges with appropriate pricing methods. They give birth to
a corporate environment of continuous development and changes in contrast to its public body
counterparts renowned for conventional operating ways. Private companies adopt rigorous
strategies and market assessment in order to retain their market position (Hvidman & Andersen,
2013). Voluntary organization on the other hand presents a distinct paradigm of functioning. It is
mainly defined as a unit supporting non-profit and social goals. They are regarded to play a key role
in a peaceful and balanced economy through their contributions towards social capital and
development of democratically functioning organizational-bodies. Appropriate societal developments
and representation of trivialized problems create the space for the establishment of these bodies
(Ertas, 2018). An intriguing discovery among volunteers or workers at such organizations is the
existence of greater levels of Public Service Motivation (PSM) in comparison with public and private
organizations. PSM is a psychology for the community spreading the mix of institutional structures
and social reasons (Ertas, 2018).

1.2 organizational structure type

The framework of interactions on tasks, systems, operational procedures, people, and groups working to
achieve the goals is the organizational structure. The organizational structure improves an organization's
planning and operating routes, and therefore plays an important role in determining its objectives and
operations. The flow of decision-making, the amount of bureaucracy or red tape in place, feedback and
criticism channels, and current culture for ideas or innovation leaders all influence how a business
operates.

Organizational Structure: Hierarchical

The vertical flow of command and decision-making in a hierarchical organization structure is marked by
clearly defined lines of control and authority. Authorities and employees at all levels of the organization,
as well as their duties and responsibilities, are clearly defined. There is a system of subordination and
delegation in place, with high levels of accountability among workers fueled by decision-making red
tape. Because work roles are fixed and authority-superiority (bureaucracy) channels dominate, there is
little room for flexibility in such a system. There is a propensity for in-grained task-induced trust and
dependability connections amongst workers, and leadership is virtually autocratic (J.R. San Cristóbal, et
al., 2018).

organizational Matrix Structure

Large businesses with many project lines and product portfolios are more likely to use a matrix
structure. It is characterized by dual subordination and comprises both horizontal and vertical
authority orientation. The various departments must have a high degree of interconnectivity in order
to combine operations, enhance project management, and minimize duplication of effort. This
strategy is best suited to large businesses with varied products because it provides for a lot of
flexibility and dynamic work relationships. Because certain centralized operations are utilized by the
entire business, the matrix structure promotes cost reductions (Routam, 1985).

Flatter Organizations

Unlike conventional hierarchical organizations, flatter structures encourage a wider and flexible flow
of power and influence. The structure promotes team job fulfilment and open flow of ideas and
communication, which demonstrates decentralization. The structure is laid out using flexible and
project-oriented networks of leadership and employment rolls, flattening out bureaucracy and lengthy
lines of command. Employees share task responsibility as duty is distributed downwards, resulting in
more accountability and faster operational operations (Saran, 2006).

Flat organizational structure

In such type of structure, subordinate roles are minimal and equitable job roles prevail.
Decentralization is heavily ingrained as any vertical hierarchy is flattened' significantly leading to
dismissal of job titles. Employees are empowered to drive assignment and leadership of tasks on
their own without rock solid instructions being handled down giving rise to self-management
practices. Innovation and self-improvement thrive in such a structure. Flat structure being an
example of drift-off from traditional roles, large organizations may not be able to sustain such a
structure due to lack of streamlined leadership channels for large projects, hence is mostly found in
small or medium sized organizations (Routam, 1985)

Flatarchies

Flatarchies are a hybrid organizational structure that combines the characteristics of hierarchies and
flat organizations. Because employee groups are strongly interconnected and team and work
characteristics are highly dynamic and temporary task-oriented, such structures may be
implemented in both big and small companies). Leadership positions and power are flexible, and
they are dependent on objective job completion methods. Because of the high degree of employee
adaptability and dynamic mobility of people, the need for forming and training new collaborative
groups is reduced. Flathierships have been related to higher contributions to innovation pools, with
the structure itself proving to be a competitive advantage for companies at the forefront of innovative
development.

Holacratic Organizations

A Holacratic structure is a social network structure that has been carefully developed. It promotes
the concept of dispersed decision-making and line of command. The organization is built on dynamic
professional circles rather than conventional job titles and task specific roles. The main takeaways
from the operation of this system are self-governance, self-evaluation, and growth. (San Cristóbal,
J.R., et al., 2018). Employee autonomy is at an all-time high, thanks to widespread decentralization
of authority, which has increased employee engagement and productivity. The structure is heavily
influenced by the characteristics of reciprocal employee dependability and dependency, as well as
the flexible work arrangement. Interdepartmental connection often leads to market intelligence
responsiveness, boosting market assessment and strategic planning (Routam, 1985).
Organizations have gone through a flurry of dynamic governance and functioning changes during
the past several decades. Different sizes of companies have developed as a result of global
developments and worldwide market makeup. Organizational sizes that are primarily focused on,
nevertheless.

Small and Medium sized business

Employee headcount and sales income turnover are the most important factors in such companies. The
number of workers is typically modest, ranging from 70 to 100. Because their financing is limited, they
avoid taking on high-risk, high-uncertainty initiatives. Their operation is on a small scale, with a limited
geographical scope and dissemination. They are becoming more popular among new entrepreneurial
endeavors, with recent studies revealing that they account for almost 90% of companies operating in
the United Kingdom. These companies may not engage much in innovation and product transformation
in the early phases, preferring instead to concentrate on their current and prospective client base and
product range.

SME’s:

These entities are characterized by considerably greater autonomy and capital investment. The
employee count typically varies between 100 and 800 with considerably greater geographical reach
covering villages and cities. There is significant investment into new businesses and diversification
associated with open windows for development and expansion. Research indicates that SMEs operate
with significantly lower degree of bureaucracy and operational inertia. Structures may be hierarchical or
flattened or dynamic based on the product portfolios and initiatives performed. Knowledge
dissemination and communication routes are grapevine-like enhancing organizational efficiency. The
departmentalization in such businesses may be functional or product-differentiated giving birth to
various choices for its range of administration and leadership (Meijaard et.al., 2002)

Big Organizations

Evident by its name, big companies operate on a broad scale on different dimensions such as customer
base reach, capital investment, channels or departments and organizational roles. Employee base is
distinguished by varied and huge numbers reaching over 1000 comprised of highly trained and
experienced people. Large companies may execute their activities across a country or even globally. The
product portfolios are broad reaching and specialist divisions are assigned for the management of its
different activities for revenue sales. Management and coordination are difficult due to numerous
activities and broad staff base needing efficient rules and culture defining mechanisms in place
(Meijaard, et.al., 2002). Therefore, it is concluded that size of an organization is significantly linked to
the fixation of ambitious, hazardous and innovative goals as a big organization with enormous man
power, think-tanks and dynamic operations is comparatively more equipped and robust to take upon
such projects.

“Relationship between structure, size and scope of organizations to business objectives, products and
services offered”

A key idea in studies on cost efficiency and acquiring of competitive advantage for a strong hold market
position indicate towards complex channels of organisations' supply chain management. Years of
research on distribution networks and logistics have helped create effective supply chain lines
guaranteeing timely, constant and sufficient supply of goods to the customers. Any gap in the supply
chain would significantly affect the delivery and quality of service to the consumers.

UNILIVER being a worldwide brand with operations extending across a broad product range needs an
expanded supply chain for bridging all its consumer segments of babies, adults and pets. UNILIVER's
main stand-out zone in competition is its rich and widely distributed sources. In its goal to guarantee
high quality products, UNILIVER obtains its raw materials and components from different geographical
areas. This intricate reservoir of resources from agriculturally rich areas, while increasing the complexity
of processes, results in differentiated final products (UNILIVER, 2019). Nestlé uses various AI controlled
and technology driven applications to maintain its inventory level under constant supervision to
guarantee adequate, waste less and timely supply. Its cooperation with as a partner enables UNILIVER's
in inventory control as well as constant product research and development contributions reducing
related waste management and disruptive emergency-supply costs. UNILIVER Operations assign
departments for systematic storage and warehousing capabilities for its manufactured products at its
various storage locations. Product logistics monitoring for the delivery of products to retailers or local
business agents in different nations is done carefully (Britannica, 2018).

UNILIVER maintains a strong market presence via its many established selling locations worldwide. The
channels of sale have been expanded over the past two decades with the advent of internet shops
making consumer purchases easy as well as speeding the outflow of FMCG products supplied by
UNILIVER. Consumers are benefited by routes for input about the goods via development of various
consumer friendly apps such as Qualifio and UNILIVER Wellness Ambassadors for customer
recommendations and suitable health advice (UNILIVER-Worldwide, 2018).

Value chain Analysis:

UNILIVER emphasizes high value offer by covering varied variety of goods for various age groups
and unique standard variants in line with regional and financial preferences. It enjoys significant
economies of scale lucratively making it very tough for new entrants into the food and beverage
sector where Unalive has a strong pre-established position.
UNILIVER value chain includes many brand building value propositions ranging from elimination of
child nutrition deficit and hunger, rural and backward areas' employment and development, women
empowerment and minimum waste disposal management. A few collaborations were targeted at
supporting the creation of companies and home expansion in order to expand its reach and increase
consumer awareness in backward geographical cities or towns for instance three-year partnership
for new small/medium markets in Cote d'Ivoire, Ghana and Nigeria.

Company Profile

Unilever is a British–Dutch multinational consumer products business. Its

goods include meals, drinks, cleaning agents and personal care items. It is the
world's third-biggest consumer products business assessed by 2011 sales (after
Procter & Gamble and Nestlé) and the world's largest producer of ice cream.
Unilever is a dual-listed corporation consisting of Unilever N.V. in Rotterdam,
Netherlands and Unilever PLC in London, United Kingdom. Both Unilever
businesses have the same directors and they function as a single company. The
current non-executive Chairman of Unilever N.V. and PLC is Michael
Treschow and Paul Polman is Group Chief Executive. Unilever being a fast
moving consumer goods (FMNG) firm in the globe does not support any
political parties whose activity is to promote the party interest, this is because
they think that the business they operate in must be conduct with honesty ,
integrity and transparency. However, the political tendencies still impacts
Unilever in the United Kingdom.

In early February 2010, Unilever has been hit by the rise in taxes by the UK
government. Initially, the business is already experiencing economic instability
since customer are reluctant to spend more money. Paul Polman, the chief
executive stated that the daily mail, "If on top of that we would have an extra
regulatory or tax environment that would make us non-competitive that would
be bad for the UK." Mr Polman is concerned with the rise in taxes, Unilever
needs to pay even more into the expenditure cost for research labs, production
facilities and more.

Unilever is one of the fast moving consumer goods (FMNG) in the world.
They provide a broad variety of goods in food, drinks, personal care products
and many more. The success storey of Unilever may be observed in the yearly
turnover in the year 2009 which is €39.8billion globally and employs
163,000 people across the globe.
The graph above indicates from year 2000 to 2004, Unilever has been less on
spending such as production facilities, and research & development sector. As
the year 2004 onwards the cost has been rising annually till 1,700 (million) and
with the recent rise of taxes in UK, Unilever would have to pay more on
expenditure cost in the year to come.

With the rise of expenditure cost and in downfall of net profit produced by
Unilever, this will impact the momentum of profit created for the firm in UK,
and this will cost the performance of improvement in Unilever which is a
sluggish growth in the market business. This is why Mr Polman is worried
about the increase of corporate tax. He also stated that, "We have to make sure
when changes are considered [by the Government] that it takes into
consideration what other nations do as well in Europe, or outside of Europe, to
offer competitive corporation tax rates."

Unilever business model
 Source: Self-made adopted from Alexander Osterwalder 2005

Analysis

In the 20th century, organizations focused on the connection between the kind of organizational
structures and the subsequent reaction to specific specified circumstances. Hence the organizational
structures were \highly inflexible, bureaucratic and monotonously operating primarily based on
activities performed or location or goods provided. However, these rigid centralized structures would
not be adequate and adaptable towards the trend of globalization in the 21st century. Differences in
sizes, worldwide exposure and competitiveness, composition and intelligent consumers led to
choices of integrating a more varied, innovation stimulating and internationally adaptable structures
such as flatter, Holarctic, Flatarchies structures (Silvestri, et.al., 2012).

Unilever uses a matrix structure matching to its large global presence and diverse product range and
trademarks. An vast variety of goods operating under renowned names come under the umbrella of
Unilever. These goods touch upon different demographic variables such as age, gender, lifestyle,
gastronomic preferences etc. Marketing and selling such a product range Internationally make Matrix
Structure a viable configuration. The organization is decentralized and dynamic with dual
interdependent activities amongst the departments. Unilever departmentalizes its operations across
regions and goods with corresponding supervisors that oversee a certain product sale in a specific
geographic location Americas, Europe, MENA, Sub-Saharan Africa, etc.) Management positions
being fluid allows strong environment of innovative idea creation and adaptable company functioning
(majorly in human resource and marketing & sales department (Parker, 2019). (Parker, 2019).

Value Chain and Business Model Analysis: Rich sourcing of raw materials provides a key
competitive advantage for Unilever. Considering the vast variety of Unilever goods, it is physically
impossible for Unilever to focus its raw material procurement and processing from one nation or
organization. Unilever directly sources from approximately 550,000 farmers via the Farmer Connect
project primarily for coffee and dairy needs, who are originally educated by Unilever too. The
remainder of the goods are acquired via the procurement department which systematically locates
cost efficient centers for extraction and sourcing. This method of precise planned sourcing helps
towards value creation via supplier involvement and transparency in critical activities. Hence,
Unilever has enormous economies of scale allowing it to cut its expenses considerably making it a
leader in this sector. This makes it very difficult for new competitors to make it large in the food
sector because Unilever has a dominating position over resources, distribution networks and
consumer market.

A strong logistics and distribution infrastructure is needed for timely and quality product delivery.
Unilever boasts of a wide distribution infrastructure which includes major merchants not just in
metropolitan regions but also rural locations. Using current merchants helps capture the local
populations and this decentralized strategy lowers the cost of segmented local marketing
contributing to the ultimate revenue.

Bartlett and Ghoshal Model

Under the Bartlett and Goshala Model, local responsiveness and global integration are the main
drivers for adoption of strategies by companies expanding abroad. With respect to this concept,
Unilever comes within the transnational category. Products supplied by Unilever are mainly everyday
consumption commodities meaning high rate of replacement exists making continuous check locally
and demographically on consumer tastes and preferences necessary. Therefore, Unilever belongs
to a multinational business owing of its significant requirement for local response. In the UAE, a
significant observation is made of ingredients, nutrition and calorie consumption which pressurizes
Unilever to monitor its products to this consumer market. Being an Islamic nation, only Halal food
items are permitted for sale.

Comparison with other business setups

People for Ethical Care of Animals (PETA) is a worldwide nonprofit organization advocating animal
rights with ethical treatment and protection of animals. Presently based in Virginia, United States, it
started its activities in 1980. PETA's goals center upon resistance to animal use and exploitation in
testing labs, in food businesses as well as fashion and entertainment sectors. It is globally renowned
for its numerous campaigns, demonstrations, investigations, policy making, resistance to testing and
most significantly against speciesism caused by human-supremacist attitudes. PETA claims of a huge
base of supporters standing at approximately 6.5 million people (PETA, 2014).

Unlike Unilever, which is a profit-making company, PETA directs its activities towards humanitarian
and environmental objectives. Unilever's departmentalization and administration serve the goal of
monitoring production, supply chain, customer reactions and subsequently revenue turnover. They
aim to establish a strong brand image and dominate the food and beverage sector by grabbing the
consumer base. In contrast, PETA consists of significantly distinguished functions such as animal
right protection domestically, ethical commercial use of animals (filming and zoo), worldwide
campaigns or petitions, animal welfare investigations, advertising for lifestyle changes (veganism,
furless clothing, cosmetics) and educating about unethical scientific institutes and fashion
cosmetic/food companies (PETA, 2014). While Unilever manages a Matrix structure, PETA includes a
technically basic hierarchical structure with top level management and downward subordinate lines.
Their management levels are separated not on the basis of conventional operations such as finance,
marketing and sales, procurement, human resource but on unique permanent project-like activities
thus investigations, donations and financing, advertising, etc (Norwich University Online, 2016).
Unilever's large turnover in terms of income acts as the main financing for its operations and
expenditures in R&D for new innovations. PETA primarily depends on crowdsourcing and large-scale
foreign contributions. Online fundraising proved to be a game-changer as more the knowledge
about its activities spread among the people worldwide, the larger the money they could collect via
online portals (Norwich University Online, 2016). Due to the non-profit activities, it gets tax
advantages and relaxation on some corporate compliances (Nemati, 2009).

Macro environment Analysis

PESTEL analysis
Political Environment:
Unilever being a fast moving consumer goods (FMNG) firm in the globe does not support any
political parties whose activity is to promote the party interest, this is because they think that the
business they operate in must be conduct with honesty, integrity and transparency. However, the
political tendencies still impact Unilever in the United Kingdom.
In early February 2010, Unilever has been hit by the rise in taxes by the UK government.
Initially, the business is already experiencing economic instability since customer are reluctant to
spend more money. Paul Polman, the chief executive stated that the daily mail, "If on top of that
we would have an extra regulatory or tax environment that would make us non-competitive that
would be bad for the UK." Mr Polman is concerned with the rise in taxes, Unilever has to pay
even more into the expenditure cost for research labs, manufacturing facilities and more.
With the rise of expenditure cost and in downfall of net profit produced by Unilever, this will
impact the momentum of profit created for the firm in UK , and this will cost the performance of
improvement in Unilever which is a sluggish growth in the market business. This is why Mr
Polman is worried about the increase of corporate tax. He also stated that, "We have to make
sure when changes are considered [by the Government] that it takes into consideration what
other nations do as well in Europe, or outside of Europe, to offer competitive corporation tax
rates."

Economic environment:
In the economic environment, Unilever creates money by adding value to raw materials, and
producing their product for the customers. The parties that are engage in the economic
environment includes their workers, government, investors, and many more groups that profit
from the operations of the business.

Sociological Environment

Making a difference in society is one of Unilever's main goal since they want to provide the best
and to give back to the society that has been supporting the success of Unilever. Unilever will be
concentrating to offer nutrition information to the comprehension of customers and also
increasing nutrition quality of their goods.

Technology Environment

In the technology sector, Unilever has been investing in the field of e-business to enhance brands
communication and market via internet, and also making transaction easy along chain. Unilever
Technology has work along with Unilever R& D group in order to fulfil customers'
requirements. In the year 2003, Unilever launch the new "pallet live storage system" from Bitto
Storage System Ltd. The aim of this technology is to store frozen goods.
Environmental Environment

Unilever is assuming the duty in lowering the overall environmental effect; the primary issue is
really to decrease greenhouse emissions from the manufacturing of their goods. Unilever has
been doing a great job in decreasing the generation of C02 to the environment. They have
achieved a 41 percent decrease of CO2 emission per toned output since 1995. Their primary aim
now is to decrease CO2 output in their manufacturing process by 25 percent in the year end
2012.
Legislation environment

Unilever is protected by European Commission to guarantee that there is no violation towards

the brand name and product of Unilever. Unilever's company is also governed by laws and
regulation to make sure that goods are safely utilized by customers and also that advertising and
labelling are not deceptive in the business sector.
Micro environment Analysis
SWOT analysis is a method that contains four categories that are further split into two dimensions i.e.
internal and external variables. In SWOT analysis the strong and weak aspect of an organization is
identified by analyzing the components inside the environment while the opportunities and threats of
an organization are determined by studying the element outside the environment. In this manner SWOT
enables the comparison of organization’s resources and capabilities with the competitive environment
in which it is functioning.

Unilever Strength

Strength is a quality that adds worth to anything by making it more distinctive, unique and beneficial
when contrasted. In this aspect of SWOT the skills and the important characteristics of organization are
addressed that provides a company an edge over other companies by making it more competitive. It
describes the qualities and circumstances of an organization which makes it more effective and efficient
when comparing with its rivals.

It describes the areas in which the organization hold a command or is excellent at performing it and that
gives the organization and important capacity. It may be a skill, a resource, image, market leadership,
connection with buyer or supplier or any other benefit compared to its rivals that meet the
requirements of the market by providing the company with a comparative advantage.

Unilever Weakness

Unilever Weakness relates to the scenario in which the current competencies and the resources the
business possesses are weaker or not adequate compared to competitor’s organizations in the market.
In other words, it implies the areas in which the organization is less efficient and has to develop in order
to match with the market trends. As these factors adversely impact the overall performance of the
company by making it weaker compared to its rivals.

These are the characteristics that a company lacks and does badly in contrast to the companies
operating in the same market at the same level. It is a lack or restriction of resources, talents, skills that
significantly influence the organizations effective performance. Management capabilities, Facilities,
financial resources, marketing skills and the poor brand image may be the causes of weakness.

Unilever Opportunities
Unilever Opportunity is an advantage and the driving force for a company. It is the opportune moment
or circumstance that is available in the environment and will assist the company in accomplishing its
objectives. It is a factor that contribute favorably towards the development of the company. It is a
situation existing in the external environment that enable the organization to take an advantage of the
organizational strengths, and assist in overcoming the weaknesses and to neutralize the threats inherent
in the environment.

Unilever Threats

Threats are the elements that hinder the organization from the actualization of an activity. It is an
adverse condition that exist in the environment making it harder for the organization to accomplish its
stated objectives. It is a condition that develops as a consequence of the changes that took place in the
local or distant environment, prohibiting the organization from preserving its existence and supremacy
in the increasing competition and are unfavorable for the organization. All the environmental variables
are regarded as a danger to an organization that may influence the efficiency and effectiveness of the
company.

Recommendation in light of EXPO 2021

Unilever has a dominating position in the FMCG industry in the UAE having significant levels of
brand awareness and consumer loyalty. With the beginning of EXPO 2021, Unilever may look
forward towards higher volumes of migration into UAE for employment opportunities, boosting its
client base. The EXPO 2021 touted as a 'economic stimulus' is expected to encourage international
firms to develop and invest in businesses. Although most of Unilever's rivals are well-known FMCG
multinational brands with sales in UAE, introduction of investment portals would only enhance
competition (Deloitte, 2014). (Deloitte, 2014). Consequently, Unilever would require a solid
competitive advantage to sustain income despite its dominance. Having stated Unilever's market
position and grip, excessive amount of marketing spending would not be needed, but key
placements and focused specific-advertising will enhance income. For instance, sample product
placements in EXPO exposition locations and international trade conferences particularly for freshly
released ones would be helpful. In accordance with EXPO 2021 focus on education and youth
innovation development, attention on children and youth 28 food lines encompassing dietary
supplements, nutritionally balanced and less fatty products would be on forefront (Deloitte, 2014).
(Deloitte, 2014). The pandemic-hit hotel sector in 2020 is anticipated to boom in 2021, with greater
numbers of tourist visits, food exhibits and conferences scheduled, Unilever can boost its canned
culinary product sales. With diverse consumer demographics in the future times, the business will
need to boost up CSR efforts to appeal as a responsible brand to masses and enhance brand
reputation via diet-friendly, baby vital nutritional, newborn vaccination and diabetic products.

Conclusion
 Unilever survived the test of time with its activities stretching for over a century battling world wars,
trade crises and economic downturn but remaining strong. Currently Unilever is the world's largest
food and beverage business with far reaching worldwide activities. Unilever has been effective in
adjusting to client tastes and cultures while remaining loyal to its high quality goods. Adapting to the
laws and social makeup of even the most demographically varied countries while constantly
investing in R&D and cost-effective manufacturing has maintained it at the top. Its goal to provide
consumers with high quality goods for a 'Good Life' remains a continuing commitment of its
activities. However, Unilever has come under fire on numerous times; bearing the brunt of
environmentalist's criticism and child Unilever advocates and health concerned people throughout
the years. Unilever succeeded to maintain its position through illustrative-effective promotion of
product advancements bearing in mind criticisms/backlash and eliminating unethical Unilever
methods. Such efforts have soothed some voices while few continue to express their dissatisfaction
with its activities and move over to other brands. Hence Unilever engages in various CSR initiatives
(educational, environmental, employment, empowerment and sustainability) to elevate its image
among the people. In conclusion, Unilever faces external challenges like any other Unilever yet
using its historical expertise and globally-spread operations, the uncertainty and risks are Unilever,
keeping operations afloat while maintaining its reputation as one of the most commonly used
household food and beverage brand worldwide.

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