Dove Evolution of a brand
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Transcript of Dove Evolution of a brand
EVOLUTION OF A BRAND By:
Anil Bhardwaj
Nishant Pagaria
Naresh Verma
AGENDA•Brand Definition•Unilever - Category Management Strategy - Brand Management Strategy - Why does Unilever want fewer brands?•Evolution of Brand ‘Dove’ - Dove: POP & POD - Product Launch - What compelled Dove to go for CFRB•Dove’s market positioning in the 1950’s•Dove’s market positioning in 2007 - The CBBE Model - BRAND DYNAMICS OF DOVE - Marketing Strategy•‘We The PEOPLE’ - USER’s Verdict : MILDNESS IS THE KEY•Conflicting brand image •Risks to the brand today
UNILEVER’S CATEGORY MANAGEMENT STRATEGY
Erlier 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
DO
VE
EV
OLU
TIO
N
UNILEVER’S BRANDS MANAGEMENT STRATEGY
Objective: Bring top of the mind awareness
Strategy: Use advertising that connects with consumer needs
Let the consumer know more about the product’s uses Shifted from an out-and-out house of brands to endorsing all its products
linked to its corporate logo. Converged the marketing of disparate arms due of the lack of brand
recognition. Dove's extension into deodorant - Long-term strategy built to set global
"master" brands. In 2005, developed a Brand Imprint to help Lifebuoy, Pepsodent, Close Up
develop their social missions. Since 2002, became more visible to shoppers, with corporate logo
appearing on the back of all our product packs.
EVOLUTION OF BRAND ‘DOVE’
In a world of hype and stereotypes, Dove provides a refreshingly real alternative for women who recognise that beauty comes in all shapes and sizes. - UNILEVER Website
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”.
Beauty. It’s not about glamour or fame. It’s (Point of Differentiation)
about every woman and the beauty that is (Market) (frame of reference)
in each of us. That’s what DOVE is all about. (Brand)
And that’s why More women trust their skin (Point of Differentiation)
to DOVE.
Beauty. It’s not about glamour or fame. It’s (Point of Differentiation)
about every woman and the beauty that is (Market) (frame of reference)
in each of us. That’s what DOVE is all about. (Brand)
And that’s why More women trust their skin (Point of Differentiation)
to DOVE.
DOVE : POP AND POD
Cleanses (Point of Parity)
Cleanses (Point of Parity)
PRODUCT LAUNCH “We want to challenge the definition of the beauty.
We believe that beauty has become too narrow in definition. We want to defy the stereotype that only young, blond and tall are beautiful.”
-Philippe Harousseau, Dove’s Marketing Director
CFRB (Campaign for Real Beauty): “DOVE FIRMING LOTION” Ads named as “LETS CELEBRATE CURVES” Intended to make more women feel beautiful.
Dove_1957.flv
1957 2006
Dove evolution 2006.avi
DOVE: THEN AND NOW
DOVE’S MARKET POSITIONING IN THE 1950’S
DOVE’S MARKET POSITIONING IN 2007
THE CBBE MODEL
IdentityWho are
you ?
What about you ?
What about you and
me ?
What do you stand
for ?
Mass appeal to all segments; high patronage
Better quality at affordable price
Mild, gentle, moisturizing
Health and beauty
More than 80 countries
BRAND DYNAMICS OF DOVE
High Loyalty/ Strong Share of
Wallet
Low Loyalty/ Weak Share of
Wallet
MARKETING STRATEGY
14
INTERVIEWS
ADVERTISING
BILLBOARDS
PANEL DISCUSSIONS
TV COMMERC
IALS
PROGRAMS
THE DOVE SELF-ESTEEM FUND
WEBSITE
‘WE THE PEOPLE’
Consumers are very happy with the product and above all there is loyalty attached to the product
Even though there are no major aspiration-al values attached to the product, company is able to differentiate very well from other ‘hard-on-skin’ soaps
Brand has been able to establish itself in all age groups
When compared to other brands under the parent company, like SLIM FAST, a small number of users do feel that ‘real beauty campaign’ is just a marketing gimmick
USER’S VERDICT : MILDNESS IS THE KEY
CONFLICTING BRAND IMAGE
Axe Dove
RISKS TO THE BRAND TODAY
Risk of being a brand for “fat girls” Undermining the aspiration of
consumers Undermining the aspirational essence
in itself is a big risk. Dove is completely eliminating the reference group which kills the aspirational element from the whole ad campaign.
The objectification of women and hence the risk of being rebuked by hardcore feminists.
Copy by the competitors(Olay total effects).
Sustainability of campaign in long run Risk of exposure in social media Dove spoof.avi
Dove celebrates “Real Beauty”
Gorgeous Graceful
Beautiful Smart Attractive
Adorable Elegant Poised Pretty Cute
THANK YOU