GROUP 7

Nehal Baldewa (200103098)

Keshav Jha (200101082)
Saksham Srivastava (200103130)
Shreyas Seshadri (200103143)
Snehasish Kumar Paul (200103155)
Utkarsh Haryana (200101162)
Dove

Dove is a "Cleansing" brand in health and

beauty care sector owned by Unilever

It is the World’s No.1 brand “Cleansing”

brand

Sales of over $2.5 billion a year in more

than 80 countries

2
About Unilever

Unilever was formed in 1930

Global manufacturer of packaged

consumers goods

Operates in food and personal care

sectors

Eleven of its brand have annual

revenues globally of over $1 billion
In February 2020 Unilever embarked on a five-year strategic initiative
called "Path to Growth".

Objective of this initiative is to winnow it's more than 1600 brands

down to 400.

Need for Fewer brands

• Global decentralization brought problem of control.
• Lack of unified global identity
• To create "Masterbrands" with global vision and geographical cooperation
Evolution of brand "Dove"

2002-
2000- Self- esteem
Campaign Project
1980- for Real
Beauty
Leading brand
recommended by
1970- Physicians and
Dermatologists
Popularity
increased as
1957- moisturized
cream
Launched
in the
Market
 SWOT Analysis of Dove
Strength
• Dove contains 1/4 moisturizing cream
• Flagship product of Unilever with strong
brand awareness
• Available in more than 80 countries
worldwide
• Extensive supply chain network
• Apart from soaps, products like bathing gel,
shampoos, conditioners, creams, deodorants
are also a part of the product line
S W
Weakness
• Intense competition for Dove in the
FMCG market means limited
growth in market share
• Targets primarily only the female
segment & products not to popular
with men
• Concentrated towards metros
• Not catering the price sensitive
market
Opportunity
• Can target male audience more •
purposefully
• Dove can increase its reach by
further geographic expansion
• Involvement of students from
colleges & tie-up with corporates
can open a new opportunity
. affect Dove's image
O
Threat
Increased Competition in this
market segment can affect
business of Dove
• Global business can be affected
by government policies and
fluctuating economies
• Fake imitations of the brand can
T
 5C Analysis of Unilever w.r.t Dove

Competitors Collaborators Consumers Climate

Company
• Ogilvy and Mather
• Nancy Etcoff ,Suzy Orbach
(British Researchers)
• Fashion photographer John
Rankin Waddell • Emergence of Online Video
• Models for Campaign
• Procter and Gamble sharing platforms such as
• A leading global manufacturer • Media partners
• Kao Youtube, Video, and
of packaged consumer goods • Consumers entering the
• Grouper.
• Operates in the food, home, and Beiersdorf competitions to create their own • Consumers spread across all
• Global chatting platforms for
personal care sectors of the ads. continents
• Unilever has revenue of $50 discussions and debates.
economy. • Dove Two Dozen • Increase in Advocacy
• 11 brands with a revenue of • Advocacy organization such as billion with special hold in
India, ASEAN etc. movements related to
over $1 billion American Women in Radio and Women. (eg-American
• Major brands include- Knorr, Television • Dove is the No.1 brand in
“Cleansing” category with Women in Radio and
Surf, Lipton, Omo, Sunsilk, • Manufacturers & Supply chain
sales of over $2.5 billion in Television
Dove, Blue Band, Lux, partners
Hellmann’s, Becel etc. over 80 countries.
Organizing for Brand Management
Previously, Unilever had a brand management system in place wherein-
o Each product category offered multiple brands led by a brand manager who was assisted by brand assistants
o Each brand operated as a separate business competing with its siblings and other firms’ products
o The brand manager oversaw design of strategy, delivery of profit targets, advertising and trade promotions
In 2000, guided by the Path to Growth Initiative, Unilever split responsibility for a brand between two groups:

Brand

Brand Brand
Development Building

• Centralized and global in scope
• Responsible for developing idea behind the brand, for
innovation and evolving the developed idea in the future
• Accountable for medium and long-term market share,
brand health, innovativeness and for creating value in the
category
• Also managed television advertising strategy and decided
which non-traditional media to explore
• Developed the brand plan and was located in the region
where the brand was the strongest
• Decentralized according to major geographic regions and
replicated in each of Unilever major markets
• Responsible for bringing the brand to life in the designated
marketplace
• Accountable for growth, profit, cash flow, and short-term
market share
• Also managed public relations, informal communications,
and the budget for advertising campaigns
• Brand builders reported to general manager, who in turn
reported to the region manager
Pre Campaign Survey

• Ms Silvia Lagnado – Global Brand Director –

led a worldwide investigation
• Young, Blonde, Fair, Slim – Universal
Characteristics
• Negative impact on women – Unattainable
Standards
• Collaborated with Psychologists to understand
the thought process of ordinary women
• Survey - 3000 women from 10 countries
• Only 2% of the participants felt they were
beautiful
• Scientific credibility to the hypothesis
developed
 The Campaign for Real Beauty

Stage 1- Tick-Box Campaign

Billboards were erected with an Ordinary

woman’s picture on it.

Viewers were asked to dial 1-888-342-DOVE

and vote whether the woman on the
billboard was “oversized” or “outstanding.”

A counter on the Billboard showing real time

votes.

The campaign attracted keen public interest,

as “outsized” first raced ahead and then fell
back.
Stage 2- The Firming Campaign
Aimed at changing ways in which society views beauty.

Provoke discussion and debate about “Real” beauty.

Involved Ads having six “Real” women cheerfully posing in plain white underwear.

Signaling a change in Positioning from Functionality to Symbolic.

Concerns with the Firming

Campaign-
• Repositioning the brand that was at odds with
its heritage. (Shift from Functionality)
• Risk of losing the Aspirational element
associated with a beauty product.
• Are consumers going to be inspired to buy a
brand that doesn’t promise to take you to a
new level of attractiveness?
• Debunking the beauty myth brings the danger
whether the Consumer will feel is it worth to
spend a little more money for the product ?
Stage 3- Hates Her Freckles
Daughters of company executives discussing about their self-esteem challenges

Adapted from the advertisement film “True Colors”

Showcases girls who were dissatisfied with their looks.

“Hates her freckles” & “Wishes she were Blonde”

To show how they are being manipulated by the media

Change the minds of girls and teenagers about real beauty.

Became sensational and mainstream topic for discussion

Inspiration for others

Criticism Received:
No product mentioned.
How would the brand earn a return
on investment in media?
Debunking the dream that
supermodel beauty was within your
grasp.
Reflecting that beauty industry is
portraying an unattainable and
stereotypical image of beauty.
Stage 4: Evolution
An ad film developed to drive traffic to self-esteem workshops

Showcases transformation of a ordinary young woman into a billboard glamour.

“No wonder our perception of beauty is distorted”

Influence of media on distortion of beauty

Launched on YouTube.

Ran without any paid media support

Discussed over chat rooms, with contributions on topics such as anorexia and father daughter heartfelt conversations
 PUBLIC RELATIONS
AIM
• HOW DID THEY HANDLE CRITISISM:
To generate broad awareness for “The
Campaign for Real Beauty” and develop an
• Embraced them and let it fuel the debate
emotional connect with women
• • Made sure the criticism was bought to the
To create a buzz and spark a dialogue and
limelight and used it to build coverage
debate about the topic

ROLE OF INFLUENCERS:
BUILDING CREDIBILITY TO THEIR PURPOSE:
• Dove Two Dozen: Identified prominent
DOVE SELF ESTEEM FUND
media and entertainment women
personalities who share the same
• Funds collected for girls aged 8-17 to help
philosophy
build self confidence
• Came up with the ‘Dove Real Beauty
• Platform to share views and to download
Award’ for American Women in Radio and
tips to develop self-esteem
Television’s annual gala
 • Dove – One of the 10 brands with the
greatest percentage gain in brand
health and business value in the last
3 years
• Brand Value increased by $ 1.2 billion
• Reasons for Success
 Broadened the definition of
beauty
 Taking the initiative enhanced
their brand image
 Unconventional approach –
against stereotypical beauty
standards
 The issue started a social
debate – Dove received a lot of
publicity
 Effective channels and methods
selected for campaigns

Conclusion
THANK YOU