DOVE SHAMPOO

SUBMITTED TO : PROF. SATISH IRDE

SUBMITTED BY: C RAVI SANTOSH (29) DEVASHISH BAJAJ (34) KAMAL KISHORE (45) PRIYANKA ASOJIYA (73) PUJA ARYA (74) RAJESH JAISWAL ( 76) RUCHI TIWARI (85) SNEHA SHASHI (101) SWATI SONI (108)

DOVE
 Dove

is a personal care brand owned by Unilever.  Dove's logo is a silhouette profile of a dove, the colour of which often varies.  Dove's products include  Antiperspirants  Deodorants  Body washes

CONTINUE

Beauty bars  Lotions  Moisturizers  Hair care  Facial care products.  In May 2007, HUL launched Dove shampoo from Unilever’s portfolio.
 

COMPETITORS
SUNSILK

PANTEEN

GARNIER

LOREAL

MARKET STRATEGIES DURING LAUNCH
In May 2007, HUL launched Dove shampoo from Unilever’s portfolio.  the company also launched shampoo sachets priced at 50 paise each in an effort to increase penetration and usage of the product in rural and poor households.  HUL’s share in the hair care business went up by one percentage point from 47% in the first quarter of 2007 to 48% in the December quarter.  In comparison, its nearest rival Procter and Gamble’s (P&G) share fell from 25% to 23.3%.

CONTRIBUTION OF DOVE SHAMPOO TO HUL

It contributed 7.5% to the company’s total revenues of Rs13,718 crore in 2007. Around 26% by revenues to its personal products business, which in turn accounted for 46% of HUL’s net profit in 2007. In 2007 (HUL’s accounting year ends in December), the company grew revenues 13.3% (compared with the previous year) to Rs13,718 crore and net profit of 14.5% to Rs1,769 crore.

TARGET
The target market of dove shampoo was the elite class.  It introduced a new segment of product for dry & damaged hair. The trend in the market was of anti dandruff shampoo.

PRICING

The pricing of Dove followed the trend of Dove soap where the product was priced high.

ISSUES WITH PROMOTION
Poor promotion of free samples and sachets.  Price was considerably high.  Customers had better alternatives due to competition.  Dove as a hair care brand was new in the market.

SUGGESTION
Dove hair care was positioned as a “premium niche”. For a new product to be a niche may not be profitable.  India as a country has over 70% of the population coming under the middle class and lower class category. This section of the economy was not touched by the product.  The positioning of the product limited its growth.

The shampoo variant followed the strategies followed by the soap variant.  This is where we feel Dove could have been different.  Soap and shampoo satisfy different needs of customers. Hence, the strategy followed by dove shampoo could have been different from the soap.

While soap is highly used in the economy shampoo market is still developing.

Dove could have leveraged the success of the “real beauty campaign” started in 2004 for the promotion of shampoo by adding that hairs also form part of real beauty.

The possible reason for not giving out trial packs was that the brand might be perceived as a poor and cheap brand. Looking at all the popular brands (including competitors of dove) we can see that most of them went for trial packs promotion and this did not lead to depletion of brand image. Hence, Dove could have gone for the same.

THANK YOU…