1 MNG3702
JAN/FEB 2021
UNIVERSITY EXAMINATIONS
January/February 2021 Supplementary Examination
Nonvenue-based examination
MNG3702
Strategy Implementation And Control
First Examiner: Prof T Botha
Second Examiner: Mr R Shibiti
Moderator: Prof S Hughes
DATE: 11 February 2021(08H00) – 12 February 2021 (10H00)
Duration: 26 hours
This paper consists of seven (7) pages.
Instructions:
(1) This non-venue-based examination is confidential, remains the property of the University of South
Africa and may not be shared.
(2) This is a formal Unisa examination and all the Unisa examination regulations are applicable. You
may not use any unauthorised material or consultations when taking the examination.
(3) Do not simply copy information from the sources you have consulted. You need to answer the
questions in your own words and cite the sources used. Plagiarism will not be tolerated and may
result in disciplinary action, if detected.
(4) All kinds of misconduct specified in the Students’ Disciplinary Code of the University will not be
tolerated. Visit the following link to learn more about this policy:
https://www.unisa.ac.za/static/corporate_web/Content/Apply%20for%20admission/Documents/U
nisa-Students-Disciplinary-Code-25-April-2014.pdf
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, 2 MNG3702
JAN/FEB 2021
(5) Submit your answers as a single document in PDF format. It is preferable for you to type your
answers (Font: Arial 11 or 12) and then convert your document into a PDF file for submission.
However, if this is not possible, you may also write your answers down and scan them to a PDF
file. Please write legibly.
(6) Start with a cover page stating the module code, your name and student number.
(7) Write only the answers to the questions – there is no need to write an introduction and conclusion.
(8) This paper comprises nine (9) paragraph-type questions based on one given case study. All the
questions are compulsory. The total marks for the examination is 70.
(9) Make sure that all questions and sub-questions are clearly numbered.
(10) Please ensure that your PDF document is NOT encrypted to a “secured” mode and that it is NOT
password protected as these files cannot be marked. Virus-infected files will also not be marked.
(11) Submit your answers in one PDF document.
(12) The answers should be submitted before 12 February 2021 at 10:00. Since the scanning and
uploading of your answers take time, we strongly encourage you to upload your answers well
before the deadline. Late submissions will not be accepted - no medical, personal nor family
problems will be considered. Students who are unable to complete this assessment will
automatically fail the module and will have to re-register the module during the next registration
period.
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, 3 MNG3702
JAN/FEB 2021
IMPORTANT:
The following nine (9) questions are based on the information provided in the case study
below. You are expected to provide FULL SENTENCES (not merely a list of concepts) and
show insight into the application of strategy implementation and control theory as related
to the information in the case study.
UNILEVER SOUTH AFRICA
Unilever South Africa provides personal care and food products. The company offers products such
as soups, sauces, noodles, meals, ice creams, tea-based drinks, margarines, oral care, soaps,
washing powder, deodorants and skincare products. Over two billion people choose a Unilever
product globally on any given day, from feeding their family to keeping their homes clean and
fresh. Examples of Unilever products available in South Africa are Closeup toothpaste, the Dove
range of skin care products and soap, Handy Andy, Domestos, Hellmann’s mayonnaise, Knorr
products, Lipton tea, Lux soap, Omo, Shield, Lifebuoy, Surf, TRESemmé and Vaseline. Throughout
their history, Unilever has been a purpose-driven company and this spirit has shone through in
every step of their journey. It all started back in 1887, when William Lever, the founder of Lever
Brothers, registered the Sunlight trademark in South Africa (SA). Undaunted by a crippling drought
that prevailed on his first visit, and an as-yet undeveloped economy, William Lever saw a
manufacturing future for the country and it wasn’t long before the company set up its first South
African factory at Maydon Wharf, in Durban, in 1911.
Unilever’s corporate purpose states that to succeed requires ‘the highest standards of corporate
behaviour towards everyone we work with, the communities we touch, and the environment on
which we have an impact’. Their values define how they do business and interact with their
colleagues, partners, customers and consumers. Their four core values are integrity, responsibility,
respect and pioneering. As they expand into new markets, recruit new talent and face new
challenges, these values guide their people in the decisions and actions they take every day.
The company is committed to continuously improving the way that they manage their
environmental impacts and is working towards their longer term goals of developing a sustainable
business. They work with suppliers who have values similar to their own and work to the same
standards than they do. Unilever companies and employees are expected to obey the law and
regulations of the countries in which they operate. Unilever is committed to a working
environment that promotes diversity and equal opportunity and where there is mutual trust,
respect for human rights and no discrimination. They are committed to providing branded products
and services which consistently offer value in terms of price and quality, and which are safe for
their intended use. Unilever conducts its operation in accordance with internationally accepted
principles of good corporate governance. They are committed to establishing mutually beneficial
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, 4 MNG3702
JAN/FEB 2021
relations with their suppliers, customers and business partners. In their business dealings, they
expect their business partners to adhere to business principles consistent with their own. Unilever
believes that profitable growth should also be responsible growth. Unilever has always believed in
“doing well by doing good” and they are working every day to make the world a little better.
Therefore, the company’s vision is ‘to be the global leader in sustainable business. We will
demonstrate how our purpose-led, future-fit business model drives superior performance,
consistently delivering financial results in the top third of our industry.’ Their mission statement is
to ‘add vitality to life. We meet everyday needs for nutrition, hygiene and personal care with
brands that help people feel good, look good and get more out of life.’
They are determined to be a catalyst for change that enhances livelihoods and embeds sustainable
values, in harmony with the nation’s Ubuntu spirit. They are bringing transformation through an
innovative business that reduces their environmental footprint, sources raw materials sustainably,
invests with social awareness and uses technology responsibly. Organisational rewards and
recognitions are structured to reward and recognise those people whose outputs embodies the
organisational values.
As the proud employer of 0.28% of the country’s workforce, and manufacturing 95% of their
products right here at home, they occupy a unique place in the lives of South Africans and they are
honored to help them thrive through their products. Their R4 billion investment in new and
refurbished manufacturing facilities across South Africa demonstrates their confidence in economic
growth. They are preparing young South Africans, eager to apply their minds in the workplace,
through their Youth Employability Programme – and their target is to help one million young
people in Africa by 2020. They have already trained 200 000 young job seekers in the last year, in
South Africa. One hundred Unilever managers are enrolled to serve and mentor the youth. The
company’s long-term strategic choices are focused on the following areas:
Building a prestigious business
Building the Unilever brand and innovation
Developing the market – routes to the market, emerging markets and e-commerce
Agility and cost – zero-based budgeting, manufacturing and overheads and leveraging scale
People – attracting, developing and empower talent
Many of the key levers for socio-economic change, identified by President Ramaphosa are aligned
with projects that Unilever has already embarked on. One of these is the focus on revitalising the
township economy by training and employing youth through inclusive growth models with SMMEs
and start-ups. This builds sustainable businesses within the Unilever value chain, creating new local
economies and linking people to opportunities in the formal business sector. The prosperity of
township communities is linked to the long-term success of their business and they are actively
learning how best to add value, serve the people and utilise their considerable economic footprint
to build this prosperity. At Unilever, they believe that women's empowerment is one of the
greatest enablers of human development for economic growth. By promoting the formal and active
participation of women throughout their business, they aim to transform lives, families,
communities and the South African economy. This will ensure growth in their markets, brands and
business while simultaneously driving positive change in society.
[TURN OVER]
JAN/FEB 2021
UNIVERSITY EXAMINATIONS
January/February 2021 Supplementary Examination
Nonvenue-based examination
MNG3702
Strategy Implementation And Control
First Examiner: Prof T Botha
Second Examiner: Mr R Shibiti
Moderator: Prof S Hughes
DATE: 11 February 2021(08H00) – 12 February 2021 (10H00)
Duration: 26 hours
This paper consists of seven (7) pages.
Instructions:
(1) This non-venue-based examination is confidential, remains the property of the University of South
Africa and may not be shared.
(2) This is a formal Unisa examination and all the Unisa examination regulations are applicable. You
may not use any unauthorised material or consultations when taking the examination.
(3) Do not simply copy information from the sources you have consulted. You need to answer the
questions in your own words and cite the sources used. Plagiarism will not be tolerated and may
result in disciplinary action, if detected.
(4) All kinds of misconduct specified in the Students’ Disciplinary Code of the University will not be
tolerated. Visit the following link to learn more about this policy:
https://www.unisa.ac.za/static/corporate_web/Content/Apply%20for%20admission/Documents/U
nisa-Students-Disciplinary-Code-25-April-2014.pdf
[TURN OVER]
, 2 MNG3702
JAN/FEB 2021
(5) Submit your answers as a single document in PDF format. It is preferable for you to type your
answers (Font: Arial 11 or 12) and then convert your document into a PDF file for submission.
However, if this is not possible, you may also write your answers down and scan them to a PDF
file. Please write legibly.
(6) Start with a cover page stating the module code, your name and student number.
(7) Write only the answers to the questions – there is no need to write an introduction and conclusion.
(8) This paper comprises nine (9) paragraph-type questions based on one given case study. All the
questions are compulsory. The total marks for the examination is 70.
(9) Make sure that all questions and sub-questions are clearly numbered.
(10) Please ensure that your PDF document is NOT encrypted to a “secured” mode and that it is NOT
password protected as these files cannot be marked. Virus-infected files will also not be marked.
(11) Submit your answers in one PDF document.
(12) The answers should be submitted before 12 February 2021 at 10:00. Since the scanning and
uploading of your answers take time, we strongly encourage you to upload your answers well
before the deadline. Late submissions will not be accepted - no medical, personal nor family
problems will be considered. Students who are unable to complete this assessment will
automatically fail the module and will have to re-register the module during the next registration
period.
[TURN OVER]
, 3 MNG3702
JAN/FEB 2021
IMPORTANT:
The following nine (9) questions are based on the information provided in the case study
below. You are expected to provide FULL SENTENCES (not merely a list of concepts) and
show insight into the application of strategy implementation and control theory as related
to the information in the case study.
UNILEVER SOUTH AFRICA
Unilever South Africa provides personal care and food products. The company offers products such
as soups, sauces, noodles, meals, ice creams, tea-based drinks, margarines, oral care, soaps,
washing powder, deodorants and skincare products. Over two billion people choose a Unilever
product globally on any given day, from feeding their family to keeping their homes clean and
fresh. Examples of Unilever products available in South Africa are Closeup toothpaste, the Dove
range of skin care products and soap, Handy Andy, Domestos, Hellmann’s mayonnaise, Knorr
products, Lipton tea, Lux soap, Omo, Shield, Lifebuoy, Surf, TRESemmé and Vaseline. Throughout
their history, Unilever has been a purpose-driven company and this spirit has shone through in
every step of their journey. It all started back in 1887, when William Lever, the founder of Lever
Brothers, registered the Sunlight trademark in South Africa (SA). Undaunted by a crippling drought
that prevailed on his first visit, and an as-yet undeveloped economy, William Lever saw a
manufacturing future for the country and it wasn’t long before the company set up its first South
African factory at Maydon Wharf, in Durban, in 1911.
Unilever’s corporate purpose states that to succeed requires ‘the highest standards of corporate
behaviour towards everyone we work with, the communities we touch, and the environment on
which we have an impact’. Their values define how they do business and interact with their
colleagues, partners, customers and consumers. Their four core values are integrity, responsibility,
respect and pioneering. As they expand into new markets, recruit new talent and face new
challenges, these values guide their people in the decisions and actions they take every day.
The company is committed to continuously improving the way that they manage their
environmental impacts and is working towards their longer term goals of developing a sustainable
business. They work with suppliers who have values similar to their own and work to the same
standards than they do. Unilever companies and employees are expected to obey the law and
regulations of the countries in which they operate. Unilever is committed to a working
environment that promotes diversity and equal opportunity and where there is mutual trust,
respect for human rights and no discrimination. They are committed to providing branded products
and services which consistently offer value in terms of price and quality, and which are safe for
their intended use. Unilever conducts its operation in accordance with internationally accepted
principles of good corporate governance. They are committed to establishing mutually beneficial
[TURN OVER]
, 4 MNG3702
JAN/FEB 2021
relations with their suppliers, customers and business partners. In their business dealings, they
expect their business partners to adhere to business principles consistent with their own. Unilever
believes that profitable growth should also be responsible growth. Unilever has always believed in
“doing well by doing good” and they are working every day to make the world a little better.
Therefore, the company’s vision is ‘to be the global leader in sustainable business. We will
demonstrate how our purpose-led, future-fit business model drives superior performance,
consistently delivering financial results in the top third of our industry.’ Their mission statement is
to ‘add vitality to life. We meet everyday needs for nutrition, hygiene and personal care with
brands that help people feel good, look good and get more out of life.’
They are determined to be a catalyst for change that enhances livelihoods and embeds sustainable
values, in harmony with the nation’s Ubuntu spirit. They are bringing transformation through an
innovative business that reduces their environmental footprint, sources raw materials sustainably,
invests with social awareness and uses technology responsibly. Organisational rewards and
recognitions are structured to reward and recognise those people whose outputs embodies the
organisational values.
As the proud employer of 0.28% of the country’s workforce, and manufacturing 95% of their
products right here at home, they occupy a unique place in the lives of South Africans and they are
honored to help them thrive through their products. Their R4 billion investment in new and
refurbished manufacturing facilities across South Africa demonstrates their confidence in economic
growth. They are preparing young South Africans, eager to apply their minds in the workplace,
through their Youth Employability Programme – and their target is to help one million young
people in Africa by 2020. They have already trained 200 000 young job seekers in the last year, in
South Africa. One hundred Unilever managers are enrolled to serve and mentor the youth. The
company’s long-term strategic choices are focused on the following areas:
Building a prestigious business
Building the Unilever brand and innovation
Developing the market – routes to the market, emerging markets and e-commerce
Agility and cost – zero-based budgeting, manufacturing and overheads and leveraging scale
People – attracting, developing and empower talent
Many of the key levers for socio-economic change, identified by President Ramaphosa are aligned
with projects that Unilever has already embarked on. One of these is the focus on revitalising the
township economy by training and employing youth through inclusive growth models with SMMEs
and start-ups. This builds sustainable businesses within the Unilever value chain, creating new local
economies and linking people to opportunities in the formal business sector. The prosperity of
township communities is linked to the long-term success of their business and they are actively
learning how best to add value, serve the people and utilise their considerable economic footprint
to build this prosperity. At Unilever, they believe that women's empowerment is one of the
greatest enablers of human development for economic growth. By promoting the formal and active
participation of women throughout their business, they aim to transform lives, families,
communities and the South African economy. This will ensure growth in their markets, brands and
business while simultaneously driving positive change in society.
[TURN OVER]
