Question 1: How would you evaluate Samir Singh’s first three years as

Global Brand VP for Lifebuoy soap? How difficult was the situation he
inherited? How effective has, he been in dealing with those challenges. Where
has he fallen short?

Samir Sighs first three years were quite tough for him. But he performed rationally and
efficiently to overcome the posed challenges. All the decisions he took were research based,
survey based, and consumers need base. In his tenure’s initial years, he conducted a survey
which consisted of the reasons of downfall, achievements and other factors of the past. He came
up with different strategies through the help of scientific approach which helped him a lot to
upgrade the product and bring innovation in it.

Samir Singh faced the double challenge of market decline and to reverse the decline by double
sales in five years. he thought to improve the health and hygiene of the people. He made
decisions and programs to recover its dip in profitability and sales output. Before that, the soap
was only been sold in underdeveloped markets. He deals with efficient marketing strategies for
the wellbeing of billion people worldwide. He identified that the core problems and low sales
lies in the history of the lifebuoy market (where lifebuoy was made and produced to cure the
diseases. He proposed the continuous reinvention and relaunch of germ protection soap.

After some time, these marketing activities resulted in innovations and successful approach.
Global sales of the soap were increased by 17% per annum. His all marketing tactics were up to
the mark and realistic, so his all decisions were very appreciated and benefitted the company in
terms of increased sale. Though the challenges he was facing and the situation he inherited was
quite tough for him, but he stayed strong and took vigilant decisions which ultimately increased
its credibility. He took a brave decision of reaching billion people with hand washing program.
And was somehow successful in that too.

Question 2: What do you think of Paul Polman’s USLP strategy? How

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 USLP strategy was designed to support the health and hygiene of the billion people around the
globe. This strategy was aimed to increase the company’s growth from its impact on earth.
USLP was also important for the environmental footprint of its products and to source its 100%
raw materials. Paul’s motto ‘never waste a crisis’ and ‘execution is strategy in our business’
increased the company speed to market and consumer-based innovations. It was very realistic as
the CEO implemented all his strategies and goals to overcome the declined market. But in real it
was not because balance can be achieved only in this situation that the company work on both,
product as well as commercial market. He tried to reach the field by contracting with palm oil
and agriculture-based companies. Contract was this that all the company workers will make
100% use of the products of Unilever. company was in perfect hierarchical structure in the time
of new CEO Paul Polmen but still it was not the guaranty of overcoming the challenges because
perfect hierarchy can go for perfect accountability, but it doesn’t ensure that all the workers will
work accordingly.

This strategy sounds good but realistically it’s not applicable because not all the companies of
the fields will be able to sign the contract as they can’t force their employees to use 100% of the
product. As Unilever is a global brand and it’s not restricted to only single area. But this health
strategy of contracting the field workers are useful only in a single area which could be only
rural parts. Then the product won’t reach to the urban areas because majority of the country in
living in urban areas and they are the high consumers because of population as all people live in
home. What will be the motivation for them to use these Unilever’s products? Targeting only
those people who live in rural areas or work in farm is not realistic because when a product is
launched it is launched in urban areas too. It’s quite an ideal plan that health care products will
catch the rural consumers as they don’t find any other benefit in using these products.

If Sitapati and Singh was part of USLP strategy, then it must be boosted to its peak because both
are rational and work realistically be keeping in mind the needs of consumers and situation of
the company.

Question 3: As Sitapati, what decision would you make regarding the three-
hand washing behavior change programs that have been proposed. What
risks and benefits are associated with each?

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 Singh’s approach was quite rational in contrast with the approach of Sitapati by three hand
washing behavior change program. This program consists of three parts first was the urban
school’s liquid, second was partnerships with the fields and targeting their workers and last was
the Jakarta model which gave the “Khushion ki dolli” program and targeted the rural
consumers.

First program was beneficial because all the students follow these instructions of handwashing
and made it their habit, but the main risk was that it was quite costly and may be their family
don’t like to use this product. Because on that time Dettol was in market too and it was the
biggest competition for them. Second program in which the partnerships were being build
through which the consumers can be targeted were not that much reliable because all the field
workers find no benefit in using these products so the partnerships can be changed or modified
due to affordability and reliability. The main risk in this was that it only targets a single area, but
the products are being launched country wide.

Last strategy for behavior change is Jakarta model in which “khusion ki doli” was the plan
which attracted many people but again they failed to retain their customers. As mostly people
use products when gifted but when the time comes for buying those products the go for other
products which are cheaper in rates. So, if a brand wants to maintain its consumers, they need to
maintain their quality of their products. Because only quality and cheaper rates can retain the
commercial consumers.

Question 4: As Singh, what action, if any, would you take to influence

Sitapati’s decision was to change behavior through liquid hand wash which was marketed on a
high notch. Due to the heavy marketing it reached to whole country, but it only influenced urban
areas because all the rural areas find it costly to buy this liquid lifebuoy hand wash. Sitapati’s
decision of investing more than gaining more sounded realistic but in real it was not because a
good business approach is investing less and gain more. In this situation when the company was
facing a tough time of payback it was quite foolish to invest more in it, because challenges were

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 many and reliability was less. The best strategy would have been in this situation to use the
minimum resources to get the maximum outreach.

Jakarta model was the initiative of Samir Sing in which he started a program named, “Khusion
ki dolli”. In this program he reached to rural areas consumers and distributed their products as a
gift. To implement this program, he used door to door policy to build the trust of the consumers
on their products. This was also a very brave step in terms of finance. In my opinion I would
merge this Jakarta model with the different awareness programs. Doctors awareness program
and school awareness program would be more effective rather than distributing gifts freely.
Jakarta model could also be modified like this that we can put an offer (if you buy three
products you will get a gift hamper) on it or sale on it. But mostly brands put sales in end of the
year because they must clear their old stock with profit. Because mostly old stock of the
products gets expire and it serves as loss to the production company.

I would come up with a new model which is suitable for both of us by satisfying his demands
and interests as well as keeping in mind, my personal interests and objectives.

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