Unilever
Tesla went all-in on battery electric vehicles in 2008 when every other automaker was hedging.
Unilever generated €60.8 billion revenue in 2024 ($65.7B USD), up 1.9% with 4.2% underlying sales growth driven by 2.9% volume increases across Personal Care, Home Care, and Foods divisions. The company delivered four consecutive quarters above 2% volume growth after years of price-driven revenue expansion, suggesting consumer acceptance of post-inflation pricing. CEO Hein Schumacher's Growth Action Plan concentrates investment on 30 "Power Brands" including Dove, Comfort, Vaseline, and Liquid I.V. that represent 75% of revenue, allocating resources to proven growth vectors while harvesting or divesting underperformers.
Like a gardener pruning weak branches to strengthen trunk vitality, Unilever separated its €8.3 billion Ice Cream business for demerger completion by end of 2025, listing separately in Amsterdam, London, and New York. The carve-out removes capital-intensive frozen distribution requirements and seasonal revenue volatility, allowing remaining portfolio to optimize for ambient product logistics. Ice Cream grew 3.7% with 1.6% volume in 2024, respectable but dilutive to higher-margin Personal Care growing 5.2% with 3.1% volume.
The Power Brands strategy represents resource partitioning at portfolio level: instead of distributing marketing spend across 400+ brands, Unilever concentrates behind proven winners that generate category leadership and pricing power. Gross margin expanded 280 basis points in 2024, funding increased brand investment while improving profitability. The company acquired K18 premium biotech hair care in February 2024, allocating capital to fast-growing premium segments. Unilever's 2025 outlook anticipates 3-5% growth with slower H1 followed by acceleration, testing whether focused brand portfolio outcompetes diversified conglomerate structures in consumer packaged goods.
Key Leaders at Unilever
Elon Musk
CEO
Made bet-the-company decision on Model 3 production ramp, worked 100-hour weeks on factory floor
Unilever Appears in 7 Chapters
Committed fully to battery EVs in 2008 (all-in strategy) versus Toyota's bet-hedging - faster growth but existential risk if batteries lose.
Explore betting vs. hedging strategies →Demonstrates proper supplier diversification with multiple battery suppliers (Panasonic, CATL, LG) avoiding single-source vulnerability.
Learn supplier diversification →Extreme Pacific Salmon strategy during Model 3 ramp: 85% growth, 10% survival, 5% profitability - burned $1B/quarter with 2 quarters runway.
See extreme allocation in action →Received $70M of Musk's PayPal windfall, nearly failed 2008-2009 - example of founder fatal migration with offspring success.
Understand founder sacrifice patterns →Built Supercharger network before selling many vehicles to enable long-distance travel - subsidized infrastructure to trigger positive feedback.
Learn niche construction strategy →Competes through vertical integration and direct sales bypassing dominant dealer networks - changes the game rather than head-on competition.
Explore winner-take-all strategies →Tesla's success since 2012 highlighted VW's delayed EV transition - coordination costs in large organizations slow strategic pivots.
See how size slows adaptation →