Statement of the Problem For any given company to remain viable in business, it should be able to cope with the aggressive and costly competition that emanates from other players in the industry. In this case, Henkel Company has over the years experienced intense competition from Unilever and Procter & Gamble (P&G). Henkel regards the two companies as the main competitors. Both Unilever and P&G have applied a competitive dynamic that makes it easy for individual companies to focus largely on instituting a global brand other than concentrating on national subsidiaries. The two companies find it appropriate to direct their resources toward a specific and defined portfolio that is capable of producing a powerful global brand, and offerings that are highly standardized. Henkel has for a very long time concentrated on producing strong brands for the local market, while ignoring the global consumers. This strategy has not worked well for the company because consumers’ preferences are not uniform. This implies that whatever Henkel produces for the local market may not suit the needs of the targeted customers. It is possible for a given product to have more demand from customers who are not known to the company. Changes in customers’ tastes and preferences may be caused by various factors such as increased the internationalization and changes in income level of consumers. Needless to say, pressure that comes from retailers can significantly affect the taste and preferences of the customers. This is due to the fact that retailers will always want to convince consumers to buy a given product. However, this depends on the negotiation power of retailers. Retailers with strong negotiation power are likely to make more sales because of their ability to convince customers on the importance of purchasing a given product. Henkel has made tremendous effort to address the above issues by ensuring that its products do not cater for the local customers only, but are also available globally. A typical example is Henkel’s decision to introduce the Persil brand to markets in Spain and Italy. Even after the introduction of different brands (such as Persil) in new markets, there is no assurance that the company will manage to address the issue of increasing competition from its competitors. This is also in consideration of the fact that there exists opposing forces between retailers and the consumers. Quite a good number of retailers prefer to deal with international brands, while consumers are interested in local brands. Therefore, it implies that several companies (such as Henkel) will always experience problems when reviewing brand strategy to ensure that the demand from both the local and foreign consumers is met, and when trying to eliminate the opposing force that exists between the consumers and retailers. This paper explores Henkel’s performance over the past few years while considering the increasing level of competition from competitors. It also tries to establish the best strategies or recommendations that can help the company to address the above issues. Analysis After it was founded in 1876, Henkel entered the market by launching various products (such as Persil). This made the company to become a market leader within a very short time. The outstanding performance of the company was reflected when it was ranked second