Dove  Evolution Of A Brand
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Dove Evolution Of A Brand

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Dove Evolution Of A Brand

Dove Evolution Of A Brand

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Dove  Evolution Of A Brand Dove Evolution Of A Brand Presentation Transcript

  • EVOLUTION OF A BRAND Group 9 : Jasmin Sethi, Jatin Gupta, Mayur Mantri, Pushkar Bendre, Tejas Bhatt
  • 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
    DOVE EVOLUTION
  • 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.
    DOVE : POP AND POD 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.
  • 1957 2006 DOVE: THEN AND NOW
  • DOVE’S MARKET POSITIONING IN THE 1950’S
  • DOVE’S MARKET POSITIONING IN 2007
  • THE CBBE MODEL Identity Who 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 INTERVIEWS ADVERTISING BILLBOARDS PANEL DISCUSSIONS TV COMMERCIALS 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 celebrates “Real Beauty” Gorgeous Graceful Beautiful Smart Attractive Adorable Elegant Poised Pretty Cute THANK YOU