Implementation of Corporate Operational Management at Unilever Before and After the Boycott Period in Indonesia
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This study investigates the determinants and transformations in the operational management of Unilever Indonesia before and after a significant consumer boycott period related to the Palestinian-Israeli conflict from late 2023 to early 2024. Using a qualitative case study approach, this research analyzes corporate documents, media publications, and social media analytics to understand how external reputational and demand shocks influenced operational strategy. The study finds that prior to the boycott, Unilever’s operations were optimized for global efficiency, scale, and a mature glocalization strategy. Following the boycott, the company executed strategic adaptations including accelerated local identity communication, tactical adjustments in production planning and inventory, strengthened stakeholder engagement, and diversification of distribution channels. The research concludes that the boycott acted as a catalyst, compelling Unilever to enhance its operational resilience and responsiveness. This case underscores the growing necessity for integrating operational management with real-time reputation management and consumer intelligence in a volatile socio-political business environment.
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Copyright (c) 2026 Paramitha Rizka Fauzia, Sartika Apriani
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