Product is made in the Unilever Factory, and Brand DOVE is made in the mind of women

1. EVOLUTION OF A BRAND
Shambhu Mandal_ PGEXP 13-15, IIMRSubmitted to: Prof.T.N.Swaminathan

2. DISCUSSION
•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

3. BRAND DEFINITION
At 2 Levels

4. 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

5. 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.

6. 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

7. 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”.

8. 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)

9. 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.

10. Dove_1957.flv
1957 2006
Dove evolution 2006.avi
DOVE: THEN AND NOW

11. DOVE’S MARKET POSITIONING IN THE
1950’S

12. DOVE’S MARKET POSITIONING IN 2007

13. THE CBBE MODEL
Identity
Who are
you ?
What about
you ?
What about
you and
me ?
What do
you stand
for ?

14. 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

15. MARKETING STRATEGY
15
INTERVIEWS
ADVERTISING
BILLBOARDS
PANEL
DISCUSSIONS
TV
COMMERC
IALS
PROGRAMS
THE DOVE SELF-
ESTEEM FUND
WEBSITE

16. ‘WE THE PEOPLE’

17.  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

18. THE PROBLEM WITH DOVE
 Dove’s parent
company is Unilever,
maker of Axe, Fair &
Lovely and Slim-Fast
 The people behind
Dove’s Real Beauty
ads are industry
bigwigs, who are
otherwise working as
“Illusionists” on other
campaigns
 The Dove Real Beauty
print ads are
Photoshopped
 Conflicting brand
image

19. CONFLICTING BRAND IMAGE
Axe Dove

20. 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

21. Dove celebrates “Real Beauty”
Gorgeous Graceful
Beautiful Smart
Attractive
Adorable Elegant
Poised
Pretty Cute
THANK YOU