...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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...Problem Statement 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...
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...Introduction Marketing a successful advertising campaign can be a difficult but even more so, risky task. The fact that marketing a product can have a negative or positive impact on consumers is crucial to the overall success of the product. This report will discuss two campaigns: Dove’s Campaign for Real Beauty that target women’s outer beauty, instilling self-confidence, versus AXE’s AXE Effect campaign that target young adult males while exploiting young adult women’s perception of beauty unrealistically. Dove and AXE products are owned by the same company Unilever. The report will analyze their complete opposite approach to their target market, and criticisms received from the media and consumers. The report will also offer recommendations to marketers that may lead to having a successful advertising campaign. FINDINGS Findings were made in the following areas: target market and criticisms. Target Market Dove products target women of all ethnicities, age, shape and size in hopes to define the true definition of beauty. Since 2004, Dove has used Campaign for Real Beauty ads along with the vision to “Imagine a World Where Beauty is a Source of Confidence not anxiety” (2014). Dove’s ad campaigns feature real women whose appearances are not the typical norm of how society defines beauty. These real women shown in their underwear are essentially making a statement of how society should perceive real beauty. Figure 1. Dove Real Beauty Campaign (Canada, 2013) AXE products...
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...How Unilever’s Brands Connect with Consumers From soap to soup, Unilever markets a wide range of personal care products, foods, and household cleaners under popular brands like Dove, Bertolli, Lipton, Lux, Axe, Sunsilk, Surf, and Omo. Two billion consumers buy its products every day, adding up to annual revenue of $62 billion. The Anglo-Dutch company constantly conducts research to learn more about what consumers want and need, identifying even seemingly small changes that can make a big difference in the daily lives of people worldwide. One of the company’s most memorable marketing initiatives has been Dove’s “Campaign for Real Beauty.” Based on extensive consumer research into women’s attitudes and emotions, the campaign uses ads, YouTube videos, special events, and other communications to counter beauty stereotypes and make the point that real beauty is more than skin deep. By linking its soap brand to messages reinforcing positive self-esteem for women of all ages, races, sizes, and shapes, Dove has won the admiration and loyalty of consumers in many countries. Unilever’s Ragú food brand has been courting parents with Facebook and YouTube communications that encourage ongoing conversations with marketers and among its brand fans. For example, marketers recently used the brand’s Facebook page (which has more than one million “likes”) to start a dialogue about getting children to eat. Its Facebook fans responded with dozens of additional ideas, which Ragú’s...
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...9-508-047 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...
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...How Unilever’s Brands Connect with Consumers How is Unilever applying its understanding of internal consumer processes in the psychological core to market its products? Unilever is using several points of the psychological core to market their product in order to make customers loyal. For exemple, the brand Dove used internet's exposure and the comprehension of the use to make ads for their “campaign for real beauty”. A lot of different types of customer are target in this campaign and everyone will remember it. For Ragù, they also used internet and therefore the exposure of the social media power to dialogue with their customers in order to get parent's opinion about getting children to eat to make a product that full fill the customers needs and also to create a relationship with them. They also created a website for their latinos customers to provide them with brand-oriented products. It creates a relationship between the customers and the brand and gives also a good image of the brand, a brand who really care about his customers. They are also trying to get more customers by explaining to them how and why they should use a product in order to make their lifes better and also to make them feeling good about doing that action. This one is a part of memory and knowledge in the psychological core They also try to make the use of the product way easier and to fit with the environmental issues which is a part of attitude and formation changes in the psychological...
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...9-508-047 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...
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...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 featured normal women of different...
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...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. Accordingly, Danone designed television, radio and print ads; held press conferences; issued press releases; printed point of purchase materials, flyers and brochures; and organized sampling in large supermarkets, universities and hypermarkets. All these communication tools carried a consistent message to the...
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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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...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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...prepared. With more than 400 brands focused on health and wellbeing, no company touches so many people’s lives in so many different ways. Unilever’s portfolio ranges from nutritionally balanced foods to indulgent ice creams, affordable soaps, luxurious shampoos and everyday household care products. Unilever produces world-leading brands including Lipton, Knor, Dove, Axe, Hellmann’s and Omo, alongside trusted local names such as Blue Band, Pureit and Suave. Since Unilever was established in the 1890s, brands with a social mission have been at the core of its business, and now corporate responsibility underpins its strategy. In 2010, Unilever launched the Sustainable Living Plan – a set of targets designed to help the company deliver their objective of growing its business while minimizing the company’s impact on the environment. Unilever’s believe is that as a business they have a responsibility to their consumers and to the communities in which they have a presence. Around the world they invest in local economies and develop people’s skills inside and outside of Unilever. And through their business and brands, they run a range of programs to promote hygiene, nutrition, empowerment and environmental awareness. From long-established names like Lifebuoy, Sunlight and Pond’s to new innovations such as the Pureit affordable water purifier, Unilever’s range of brands is as diverse as their worldwide consumer base. Unilever has more than 400 brands, 12 of which generate sales in excess...
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...Campaign I HW#4 Dove: Evolution of a Brand Discuss whether or not these changed over time. If so, discuss which parts have changed, which have not, and what are the implications of the change(s). The brand equity pyramid changed over time. Compare with the before 2002 and after 2002 one, Salience of two period of time almost remains the same, which means the recognition, main objective, logo of the brand are almost the same. However, the objective and service might change over time to adapt to social & economic background. One thing that seldom changes is the company definition of “Who we are?” since this will be the heritage of company. Even today Dove still produces and sell the Dove bar. For second layer of pyramid, Performance & Imagery changed a lot over time. After 2002, Dove puts forward the “The Campaign for Real Beauty”, which demonstrates a great difference...
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...Introduction of Dove Shampoo Dove shampoo is a very well known brand which works under Unilever’s head name. It began its working in 1957 by launching a personal cleansing bar. Later on they developed a new cleanser for burned or effected skins by using the old formula and it was the time during World War II, when such cases usually appeared. At that time it was a very innovative concept that a non-soap cleanser is available which allows users to get rid of skin dirt without using the soap again and again. In 1970 a dermatology study recognized the efforts of Dove shampoo in this regard and at that time they started gaining popularity among beauty brands. And nowadays it is being considered as the World’s top brand in cleansing products and a lot of research has been done on its product innovation and marketing strategies. BACKGROUND Unilever is an Anglo-Dutch company, with a history of colonial exploitation, on which it has gradually built its capital. Today it owns most of the world's consumer product brands in food, beverages, cleaning agents and personal care products. Unilever employs more than 247,000 people and had worldwide revenue of €48760 million in 2002. Unilever has two parent companies: Unilever NV in Rotterdam, Netherlands, and Unilever PLC in London, United Kingdom. This arrangement is similar to that of Reed Elsevier and that of Royal Dutch Shell prior to their unified structure. Both Unilever companies have the same directors and effectively operate...
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