The biggest question this begs is who really has the power in this situation. Theoretically, if the UK market was driving enough of the share of the Unilever business, then obviously this would have a marked impact on the business model for Unilever and would potentially raise a larger strategic question. However, given that the UK market is relatively small for Unilever at ~4% per your numbers, perhaps it’s more cost and resource effective for them to cut losses and move on to other markets where they can invest and more readily win back the same amount of market as they would lose with this new restrictive policy in the UK.
This is really interesting – thank you for sharing. It seems like you began to reference this in your questions, but what it raises to me is whether it’s more worth it for them to try to redirect their existing (potentially lost) business in places such as China vs, as you mentioned, trying to fight the policies as a smaller player in the market.
This is incredibly fascinating. Unlike many of the other sustainability posts, yours is actually sustainability efforts driven by market need. I’m curious if you think that the relative cost of R&D for newer, lighter planes will outweigh the costs of just reducing the number of passengers, or at what point the efficiencies will reach a breaking point making it more worth it to change the planes vs take the hit of lower customer capacity.
This was so fascinating to read about. I’m curious what your views are on the responsibility of Unilever to self-police versus the government to provide restrictions, incentives, and regulations in order to drive their processes towards efficiency. For example, you talk about the “laughable” metrics for measuring sustainability efforts, but I’m curious how we can judge, in a market-clearing environment, what the right metrics Unilever “should” use. Thanks for sharing this issue!
Your questions are great – there was a Zume pizza very close to my office and the biggest question that we had was actually around the discomfort of not being able to interact with a human during the ordering process. I wonder if you feel that one of the constraints on the improvement and adoption of this supply chain is the missing human element. The Bay area is one thing, but I wonder how applicable this model is to most other markets.
Really interesting to see what a giant like Walmart has done as compared to a slightly smaller giant such as Target (who I wrote about). I’m curious what you feel the biggest risks are for Walmart… you mentioned the future of using IoT for better customer experience in store. I wonder how you feel that relates to inventory management. In particular, I feel that one of the biggest challenges in going into omnichannel is the difficulty in the unification of inventory management, and while it’s nice to have an enhanced customer experience through IoT, that feels almost secondary to inventory management risks.