United technologies operate four different businesses, i.e., Otis, UTC Climate, controls and security, Pratt & Whitney and UTC Aerospace Systems. The four strategic business units operate distinct businesses that focus on different markets. The company operates on three pillars; innovation, performance, and people. Its geographical diversity makes it a stable company that can withstand economic and market uncertainties. Its corporate strategy has helped it grow to be a leader in different unrelated areas. It has managed to build a business strategy that allows seamless performance of the separate strategic units (UTC, 2017).
The company has diversified its operations and concentrates on four separate business units and has managed to lead in the four. Each business unit is recognized for its unrivalled performance and innovation making UTC the leader in the four segments. The company has successfully employed combination related and unrelated diversification in its divisions. Hamilton Sundstrand, Pratt & Whitney and Sikorsky are combined related diversification while Carrier, Otis, and UTC power are unrelated diversification (Gamble, Thompson & Peteraf, 2016; UTC, 2017).
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Burt Bees has experienced substantial growth as the customers have embraced natural, environmentally friendly products that have boosted its revenues. The company has successfully incorporated corporate social responsibility as a strategic tool to differentiate itself from competition and to engage its customers. It has managed to fully and seamlessly integrate CSR in the entire organization. Its business model is centered on a principle referred to as "The Greater Good" which requires that all practices must be socially responsible (Gamble, Thompson & Peteraf, 2016).
The strategy is executed by a select committee that is dedicated to steering the organization towards the CSR goal concerning three key areas. The natural well-being is concerned with the ingredients of its products currently standing at 99% natural. The humanitarian focus is concerned with employee and supplier relationships. Employees must undergo a mandatory training program focusing on outreach, worlds class leadership, wellness, and environment. Caring for the environment is interwoven in all aspects of the company. It focuses on environmentally friendly processes and employs in-house manufacturing capabilities to differentiate from the competition (Gamble, Thompson & Peteraf, 2016).
References
Gamble, J. E., Thompson, A. A., & Peteraf, M. A. (2016). Essentials of strategic management: the quest for competitive advantage . Dubuque: McGraw-Hill Education.
UTC, (2017). Annual Report & Proxy Statements: 2016 Annual report, Retrieved October 23, 2017, from http://www.utc.com/Investors/Pages/Annual-Reports-and-Proxy-Statements.aspx
