EVOLUTION OF A BRAND

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

BRAND DEFINITION

At 2 Levels

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

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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

15

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