Love Beauty and Planet / Jaan Elias, Aniko Öry.
In 2016, Unilever recognized that it was not well represented in the burgeoning "natural" shampoo space; a particularly incongruous hole in its product portfolio given the corporate-wide commitment to sustainability and the rapid growth in this segment. To seize this opportunity, Unilever...
Saved in:
| Online Access: |
Full Text (via SAGE) |
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| Main Authors: | , |
| Format: | eBook |
| Language: | English |
| Published: |
London :
Yale School of Management,
2019.
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| Series: | SAGE Business cases.
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| Subjects: |
MARC
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| 520 | 8 | |a In 2016, Unilever recognized that it was not well represented in the burgeoning "natural" shampoo space; a particularly incongruous hole in its product portfolio given the corporate-wide commitment to sustainability and the rapid growth in this segment. To seize this opportunity, Unilever had purchased a few small "natural" shampoo brands and extended some of its existing shampoo lines to include "natural" offerings. The company also began work on a new brand with "natural in its DNA" and vowed to have a new offering on the market in short order. | |
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