...REV: MARCH 25, 2008 JOHN DEIGHTON Dove: Evolution of a Brand In 2007, Unilever’s Dove was the world’s number-one “cleansing” brand in the health and beauty sector, with sales of over $2.5 billion a year in more than 80 countries. It competed in categories that included cleansing bars, body washes, hand washes, face care, hair care, deodorants, anti-perspirants, and body lotions. It competed with brands like Procter and Gamble’s Ivory, Kao’s Jergens, and Beiersdorf’s Nivea. Dove had recently launched what it termed a Masterbrand campaign under the title of The Dove Campaign for Real Beauty. For some marketing observers the campaign was an unqualified success, giving a single identity to the wide range of health and beauty products. But the vivid identity owed much to the campaign’s use of the unruly, unmapped world of Internet media.1 Were there risks to putting the “Real Beauty” story out on media like YouTube, where consumers were free to weigh in with opinion and dissent? On blogs and in newsletters, marketing commentators argued that Dove’s management was abdicating its responsibility to manage what was said about the brand, and was putting its multibillion-dollar asset at risk.2 Unilever A leading global manufacturer of packaged consumer goods, Unilever operated in the food, home, and personal care sectors of the economy. Eleven of its brands had annual revenues globally of over $1 billion: Knorr, Surf, Lipton, Omo, Sunsilk, Dove, Blue Band, Lux, Hellmann’s, Becel,...
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...25, 2008 JOHN DEIGHTON Dove: Evolution of a Brand In 2007, Unilever’s Dove was the world’s number-one “cleansing” brand in the health and beauty sector, with sales of over $2.5 billion a year in more than 80 countries. It competed in categories that included cleansing bars, body washes, hand washes, face care, hair care, deodorants, anti-perspirants, and body lotions. It competed with brands like Procter and Gamble’s Ivory, Kao’s Jergens, and Beiersdorf’s Nivea. Dove had recently launched what it termed a Masterbrand campaign under the title of The Dove Campaign for Real Beauty. For some marketing observers the campaign was an unqualified success, giving a single identity to the wide range of health and beauty products. But the vivid identity owed much to the campaign’s use of the unruly, unmapped world of Internet media.1 Were there risks to putting the “Real Beauty” story out on media like YouTube, where consumers were free to weigh in with opinion and dissent? On blogs and in newsletters, marketing commentators argued that Dove’s management was abdicating its responsibility to manage what was said about the brand, and was putting its multibillion-dollar asset at risk.2 Unilever A leading global manufacturer of packaged consumer goods, Unilever operated in the food, home, and personal care sectors of the economy. Eleven of its brands had annual revenues globally of over $1 billion: Knorr, Surf, Lipton, Omo, Sunsilk, Dove, Blue Band, Lux, Hellmann’s,...
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...Marketing Management Dove: Global Beauty Close at Heart Problem Statement Dove has decided to shift its focus from the traditional approach of marketing product results. Instead it will focus its marketing on making more women feel beautiful. In doing so, Dove has moved to a controversial viewpoint which has the potential to either entice more customers to buy Dove or alienate it from all beauty product buyers. In an age of uncertain social media, how does Dove excel as a master brand using the Campaign for Real Beauty? Situational Analysis Extensive research went into the development of the Campaign for real beauty; including using psychologists to gage women’s perceptions. Public reaction to the first few ads was positive. The Tick‐ Box campaign quickly moved from the majority of voters labeling the women as “outsized” to “outstanding”. Dove created a self‐esteem commercial which personalized the brand with consumers. Oprah Winfrey used the ad and devoted an entire show to self‐esteem issues bringing positive media attention to the campaign. Also, the film “Evolution” was displayed by YouTube and became the most downloaded commercial ever, with 3 million views in 3 months. The Real Beauty topic became a prime talking point for discussions and debates within media outlets. The Real Beauty brought about concern for the consumer’s willingness to spend more money on a brand that doesn’t promise to make them more beautiful. Dove could potentially be viewed as an ordinary ...
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... In the “Dove: Evolution of a Brand” case, Deighton identified several problems that Unilever faced with Dove's “Real Beauty” campaign. First, Unilever "risked moving the [Dove] brand ... at odds with its heritage" (Deighton, 34). In doing so, they lost the aspirational element, the brand did not promise attractiveness, and they effectively debunked "the whole reason to spend ... more for the product (34). Secondly, to that end, “The Campaign for Real Beauty,” in some circumstances, did not mention a product, and therefore, measuring return on investment in media became difficult (34, 37). Unilever/Dove stood for a point of view, “real beauty,” to unify functionality by presenting an "alternative view of the goal of personal care" (33). However, in doing so, they abdicated "responsibility to manage what was said about the brand" and put their multibillion-dollar asset at risk (31). They risked "putting the 'Real Beauty' story out on media like YouTube, where consumers were free to weigh in with opinion and dissent" (31). Unilever/Dove tried to account for media dissent: resulting parodies; and questions about Unilever's sincerity, objectivity, and motives (36, 38). They attempted to "make sense of the [brand] strategy that was building meaning by courting controversy" (38). They also had a risky strategy of taking up the “cudgels for reality,” where in how to express it was difficult (38). Did honesty "leave women enough freedom to dream" or identify Dove as a "brand for fat girls"...
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...Individual Hand-In Case “Hips Feel Good” Dove’s Campaign for Real Beauty TABLE OF CONTENTS EXECUTIVE SUMMARY........................................................................................................1 INTRODUCTION ...................................................................................................................2 INTEGRATED MARKETING COMMUNICATIONS PLAN .............................................2 Objective .......................................................................................................................................................3 Strategy ..........................................................................................................................................................3 Target.............................................................................................................................................................3 Proposed Elements ....................................................................................................................................4 Advertising....................................................................................................................................................4 Website .........................................................................................................................................................5 Public Relations..............................................................................
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...MANAGEMENT Team Case Analysis DOVE: EVOLUTION OF A BRAND (2008) Zuzana Husarova Sayantan Jana Papitha Mohan Arianna Parmigiani Subject: Brand Management Summer Term 2015 Date of submission: 2015-05-28 Dove: Evolution of a brand The aim of this team case analysis is to describe and analyse the evolution of the brand Dove with respect to its current strong position in American, European and increasingly even in the Asian market. What enables the brand to be so successful? Why is Dove today synonymous with care and beauty? We believe that the answers to these questions can be found in changes that took place almost a decade ago and shaped perspectives, values, corporate culture and point of view of the brand and, consequently, also of Dove´s customers and the public in general. 2 Brand Management in Unilever Because of global decentralization and the lack of transparency in all operations Unilever decided to change its organization structure with the aim to create a unified global identity. Thus, in February 2000 they launched an initiative “Path to Growth” that would clearly define their goals in order to strengthen the brand under a changing marketplace scenario. The most important changes are described in a table below. BRAND MANAGEMENT CHANGES pre 2000 after 2000 Leadership Style Laissez-faire Decentralization Centralization Product Category Multiple brands each led by a brand manager competing with its siblings...
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...Dove * 1. UNILEVER’S CATEGORY MANAGEMENT STRATEGY * Then * World’s largest producer but lacked a unified global identity. * Brands managed in a decentralized fashion * Years of slow performance * Lack of sound corporate strategy * Numerous low-volume brands * Small global presence compared to competition * Mediocre performance in emerging markets Now * Reduce portfolio to 400 “core” brands * Path to growth Initiative (Brand building and brand development – separate functions) * Concentrate on product innovation to fuel internal growth * An initiative to create an overall umbrella brand across all Unilever’s brands * 2 WHY DOES UNILEVER WANT FEWER BRANDS? * * Global decentralization brought problems of control. * Company’s brand portfolio had grown is a relatively laissez-faire manner. * Unilever lacked a global identity. * Product categories had checkered identities. * Embarked on a 5 year strategic initiative “Path to Growth”: * - Winnowing 1600 brands down to 400. - Selected “Masterbrands”, mandate to serve as umbrella identities over a range of product forms. * - Global brand unit for each “Masterbrand” * 7. ‘BEAUTIFUL YOU- TODAY, TOMORROW’ - A CALCULATED RISK? Media Explosion on the idea of ‘BEAUTY’ Increased pressure to ‘Look beautiful’ according to popular perception Worldwide criticism of Fashion Brands and...
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...The approach taken by Dove was appropriate regardless of the criticism faced from traditional marketing. Dove strategy did not build upon an aspiration allure but positioned itself as a " brand with a meaning." Additionally, it was not directed to an specific product, but achieved to create a Masterbrand identity and maximized awareness through the use of social media. Nevertheless, further stages should be taken to differentiate the brand approach in the international level, and apply the strategies already used in the American market in different geographical regions. The objective of the Dove campaign was not to take you to the next level of physical attractiveness, but to “make you feel happy with yourself.” To achieve motivation the Dove strategy is directed toward people with a specific set of values and needs. In terms of values the brand is directed toward people who are principle oriented. The objective is to tailor both the "fulfields" category and the "believers" category. In terms of needs, the brand tailors to both “safety”, “love” and “esteem” elements within Maslow’s hierarchy of needs. It is important to establish that Dove is not a luxury brand therefore its value is less dependent on “status cues” that other brands within the same product category. Other Brands such as Aveda (Silverstein and Fiske, 5) would be oriented to people in the "status oriented" section of the VALS Survey. The Dove marketing approach used the "means-end chain model" in order to...
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...UNILEVER’S “REAL BEAUTY” CAMPAIGN FOR DOVE Ashish Daga Pramod Heballi H.P. Panda Megha Khamparia Sangeeta Dass Wasim Mukkaram INTRODUCTION OF UNILEVER Anglo-Dutch company. Formed in the year 1930 by the merger of “British soap makers lever brothers” and “Dutch margarine producer union” in Rotterdam. Leading manufacturer & marketer of foods beverages, personal care products. Famous brands are knor,surf,vaseline,sunsilk,lux lifeboy etc. Unilever's "Real Beauty" campaign for Dove. PRODUCT SEGMENT-WISE BREAKUP OF REVENUES PRODUCT SEGMENT-WISE BREAKUP OF OPERATING PROFIT Evolution of “Dove” YEAR 1940 1950 PRODUCTS DOVE SOAP BAR DOVE ORIGINAL BEAUTY BAR 1990 2001 DOVE BEAUTY WASH DOVE ANTIPERSPIRANT/DEODRA NT DOVE MASAGE BODY WASH COOL MOISTURE BODY WASH AND BAR 2004 2004 2004 DOVE BODY FIRMING LINE BACKGROUND NOTE IN 1970, DOVE WAS RECOMMENDED BY PHYSICIANS. IN 1990s, HIGH GROWTH WAS RECORDED. BY 1999 SALES REACHED AROUND US $ 1 BILLION AND BRAND WAS GROWING AT 20% PER ANNUM. IN EARLY 2000s, BRAND PRODUCT RANGE HAD INCREASED. AS OF 2005, DOVE WITH ANNUAL SALES OF $50 BILLION IN MORE THAN 80 COUNTRIES. SURVEYS CONDUCTED. Beauty advertiser bombarded consumer with idealised image of model,supermodel and celebrities. In early 2004, dove conducted global study on attitude and perception of women with regard to their personal beauty and wellbeing Only 2% of the women considered themselves “beautiful” &...
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...Dove and Axe: Examples of hypocrisy or good marketing? Introduction Should a company be criticized when one of its brands undertakes a campaign to improve the self-image of women around the world? In the fall of 2007, the Campaign for a Commercial Free Childhood (CCFC), a respected Boston-based activist group, said “yes” if that company was Unilever. Citing differences in how two major Unilever brands positioned themselves, the CCFC claimed it was unfair for Dove to capitalize on the success of its “Campaign for Real Beauty” while Axe, another of Unilever’s brands, ran campaigns focusing on how its products increased the sexual appeal of young men, especially among physically attractive, suggestively dressed young women. While the CCFC initially called only for an online letter-writing campaign to Unilever’s CEO, its discontent was publicized quickly through blogs and traditional media, raising awareness of the issue. Eventually, some activists, bloggers, and journalists alike were questioning the ethics of one company using what they deemed to be conflicting messages that exploited stereotypes for profit. Since the Campaign for Real Beauty’s message went beyond product promotion to social responsibility, working to improve the ways women evaluated their self-esteem and self-worth, the objectification of women in the Axe ads only fueled their complaints. Critics also noted both brands’ use of viral tactics, suggesting this reliance on the consumer to generate publicity only furthered...
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...MARKETING MANAGEMENT Case Study 2 “Hips Feel Good” – Doves Campaign for Real Beauty July 9, 2009 TABLE OF CONTENTS Executive Summary…………………………………………………………………………………………….. 2 Problem Statement…………………………………………………………………………………………….. 3 Data Analysis………………………………………………………………………………………………………. 3 Alternatives Analysis…………………………………………………………………………………………… 8 Key Decision Criteria…………………………………………………………………………………………… 9 Recommendations……………………………………………………………………………………………… 10 Action and Implementation Plan………………………………………………………………………… 12 Implementation Roadmap....................................................................................... 13 Executive Summary Unilever is a multi-national corporation, formed of British and Dutch parentage that owns many of the world’s consumer product brands in foods, beverages cleaning agents and personal care products. Unilever employed 174,000 people and had a worldwide revenue of €40.5 billion in 2008. Unilever's main competitors include Procter & Gamble, Nestlé, Kraft Foods, Mars, Reckitt Benckiser, Henkel and Spotless Group. The Dove Campaign for Real Beauty is a worldwide marketing campaign launched in 2004 that includes advertisements, videos, workshops, sleepover events and even the publication of a book and the production of a play. The principle behind the campaign is to celebrate the natural physical variation embodied by all women and inspire them to have the confidence to be comfortable with them. The campaign...
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...Marketing Management Case 1 * Executive Summary “Group DANONE” is a French company, It produces dairy products but Activia is the company’s top-selling brand of yogurt worldwide. Activia was introduced to the Egyptian market in June 2008 A year after the introduction of Activia, the probiotics market had witnessed fast growth, increasing from 0.2% to 5.7% of the total yogurt market, of which Activia captured more than 76% (4.3%of the total yogurt market) By 2010, Activia reached 84% (5.7% out of 6.8% of the total yogurt market) DANONE considered probiotic yogurt a good business opportunity. Now, DANONE is challenging the low awareness of probiotic yogurts in Egypt by developing an advertising campaigns and PR activities including 360 campaigns, whereby the company used all available communication tools to reach its target market. * Introduction It was not easy for Danone to grow and lead the probiotics market in Egypt because of the low awareness of probiotic yogurts in general. But Danon nevertheless considered probiotic yogurt a good business opportunity and began working to tackle those challenges. Danone attempted to raise awareness of the vitality of probiotic yogurts to show how they positively affect the digestive system, and help those who have digestion problems. To achieve these goals, Danone developed advertising campaigns and PR activities including 360 campaign, whereby the company used all available communication tools to reach its target market...
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...unilever SUBMITTED TO: MS.ERAJ GROUP MEMBERS: ERUM FAROOQUI 12 KANWAL TAHIR 21 QURRAT.UL.AIN IRSHAD 75 CONTENT: * Background. * Head Office * Vision. * Mission. * Unilever Key Facts. * Unilever Portfolio. * Product and Service Analysis. * Unilever’s Marketing Strategy. * Unilever’s Operational And Distributional Strategy. com BACK GROUND In the 1890s, William Hesketh Lever, founder of Lever Bros and later Lord Leverhulme, wrote down his ideas for Sunlight Soap – his revolutionary new product that helped popularize cleanliness and hygiene in Victorian England. “It was toward make cleanliness commonplace; to lessen work...
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...Unilever is the Unilever economical living arrangement (USLP) arrangement with its vision articulation. The techniques, which prompt both manageability and benefit development, are worthy to Unilever. Organizations now a day must be imaginative and generative of thoughts that will diminishes expense, procure more edges and diminished the danger connected with it (Unilever's Annual Report, 2013). On any given day, two billion individuals utilize Unilever's items to look and feel great, and get all the more out of life. Since a long time ago, settled names, for example, Lipton, Knorr, Lifebuoy, Sunlight, and Pond's have undergone new advancements, for example, the Pureit reasonable water purifier, making Unilever's scope of brands is as assorted...
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...GLOBAL COMPETITORS: Premium men.s bath and shower: - Hugo Boss - Procter & Gamble Co, The - Vichy - L'Oréal Groupe - Axe/Lynx/Ego - Unilever Group - Clinique - Estée Lauder Cos Inc - Calvin Klein - Coty Inc Premium men.s deodorants: - Vichy - L'Oréal Groupe - Biotherm - L'Oréal Groupe - Kenzo – LVMH Moet Hennessy Louis Vuitton SA - Giorgio Armani - L'Oréal Groupe - Clarins - Clarins SA Premium men.s hair care: - American Crew - Colomer Group, The - Redken - L'Oréal Groupe - Aveda - Estée Lauder Cos Inc - Matrix - L'Oréal Groupe - Shiseido - Shiseido Co Ltd Premium men.s skin care: - Biotherm - L'Oréal Groupe - Hera - AmorePacific Corp - Clinique - Estée Lauder Cos Inc - Clarins - Clarins SA - Lancome - L'Oréal Groupe Men.s shaving: - Gillette – Procter & Gamble Co, The - Schick Wilkinson Sword – Energizer Holdings Inc - Bic - Sté Bic SA - Nivea - Beiersdorf AG - Edge - Energizer Holdings Inc Men.s post-shave: - Nivea - Beiersdorf AG - Gillette - Procter & Gamble Co, The - Natura - Natura Cosméticos SA - O Boticario - Botica Comercial Farmaceutica Ltda - Avon - Avon Products Inc Men.s pre-shave: - Gillete - Procter & Gamble Co, The - Nivea - Beiersdorf AG - Edge - Energizer Holdings Inc - Palmolive - Colgate-Palmolive Co - Schick - Energizer Holdings Inc Procter&Gamble Competitive Positioning: P&G trails slightly behind global beauty BPC market dynamics unchanged Brand strategy: Gillette brand enjoys broad geographic...
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