學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Unilever's Lifebuoy in Myanmar: Soap Suds for Social Good?
內容大綱
This case has been set in June 2015, ten months after Unilever had re-launched Lifebuoy soap in Myanmar. The brand had performed exceedingly well, particularly in the metro and urban areas of Myanmar, and Unilever was on-target to achieve its goal of changing the handwashing behaviour of 20 million people in Myanmar by 2020. Despite the challenges of operating in a country where little or no data was available, the Unilever Myanmar team had put together a number of initiatives to make Lifebuoy the number one brand in its category in Myanmar for the future. But was it enough? Did the Lifebuoy proposition resonate with the population? And were Unilever's Sustainable Living Plan initiatives the right activation strategy?