Ken Durham and Unilever as a 'Multi-Local Multinational'

Geoffrey G. Jones, Stephanie Decker

Research output: Book/ReportCommissioned report

Abstract

Explores the opportunities and threats to Unilever's global business in 1978 based on the commercial and political challenges faced by three of its subsidiaries, Lever Brothers in the United States, Hindustan Lever in India, and United Africa Company in West Africa. Management faced several problems: criticism of multinational companies, anti-trust legislation, expropriations, and rising competition from international and local rivals. Focuses on developing a new global strategy for a company that placed a premium on a consensual management style and local autonomy.
Original languageEnglish
Place of PublicationBoston, MA (US)
PublisherHarvard Business School
Number of pages26
Publication statusPublished - Sep 2007

Publication series

NameHarvard Business School Case
PublisherHarvard Business School
No.808-025

Keywords

  • business divisions
  • United States
  • India
  • Africa
  • management style
  • multinational firms and management
  • global strategy
  • local range

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  • Cite this

    Jones, G. G., & Decker, S. (2007). Ken Durham and Unilever as a 'Multi-Local Multinational'. (Harvard Business School Case; No. 808-025). Harvard Business School.