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EVOLUTION OF A BRAND

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

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EVOLUTION OF A BRAND

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  1. EVOLUTION OF A BRAND

  2. 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

  3. Brand Definition At 2 Levels

  4. 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

  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. Dove : Pop and Pod 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. 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: THEN and NOW 1957 2006

  11. Dove’s market positioning in the 1950’s

  12. Dove’s market positioning in 2007

  13. The CBBE Model What about you and me ? What about you ? What do you stand for ? Identity Who are you ?

  14. Brand Dynamics of Dove Mass appeal to all segments; high patronage High Loyalty/ Strong Share of Wallet Better quality at affordable price Mild, gentle, moisturizing Health and beauty Low Loyalty/ Weak Share of Wallet More than 80 countries

  15. ADVERTISING Marketing Strategy PROGRAMS INTERVIEWS BILLBOARDS TV COMMERCIALS PANEL DISCUSSIONS THE DOVE SELF-ESTEEM FUND WEBSITE

  16. ‘We The PEOPLE’

  17. USER’s Verdict : MILDNESS IS THE KEY • 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

  18. Conflicting brand image Axe Dove

  19. 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

  20. Dove celebrates “Real Beauty” Gorgeous Graceful Beautiful SmartAttractive Adorable Elegant Poised Pretty Cute THANK YOU

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