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HINDUSTAN UNILEVER PVT. LIMITED is An Anglo-Dutch company Established in 1930 with the merger of Lever Brothers and Margarine Union. Formed two separate entities: 1) Unilever Plc, London 2) Unilever NV, Rotterdam Leading manufacturer and marketer --- foods, beverages, cleaning agents and personal care products. Major Brands: Knorr, Lipton, Bertolli, Surf, Vaseline, AXE, Lux, Ponds and Lifebuoy Revenues for 2005 --- US$ 50 billion
EVOLUTION OF DOVE:
1940s Formula for Dove Bar (Mild Soap) 1950s Refined to original Dove Beauty Bar 1960s Launched in the market 1970s Popularity Increased as a milder soap 1980s Leading brand recommended by Physicians 1990s Dove beauty wash successfully launched 1995-2001 Extension of Doves range of products
Dove soap was launched in the US in 1957., years after Unilever acquired soap factory De Duif (Dutch: The Dove) in The Netherlands, from which the English brand name Dove is derived. Dove was positioned - then and now - as a "beauty bar" with one-fourth cleansing cream that moisturizes skin while washing as opposed to the drying effect of regular soap. Advertisements reinforced the message by showing the cream being poured into the beauty
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bar. In 1979, the phrase "cleansing cream" was replaced with "moisturizer cream". In 1979, a Pennsylvania dermatologist showed that Dove dried and irritated skin significantly less than ordinary soaps, based on which Unilever started aggressive marketing and won more than 24% of the market by 2003. Dove is a personal care brand (including hair care products) owned by Unilever. Dove is primarily made from synthetic surfactants, as well as some vegetable oil based soap ingredients, such as sodium palm kernelate. Dove is formulated to be pH neutral, with a pH that is usually between 6.5 and 7.5. Dove products are manufactured in The Netherlands; Hammond, Indian, USA; Germany; Ireland and Brazil. The Dove trademark and brand name is currently owned by Unilever. Dove's logo is a silhouette profile of a dove, the color of which often varies. Dove's products include: antiperspirants/deodorants, lotions/moisturizers, hair care and facial care products. body washes, beauty bars,
In the US, the bar forms of Dove are currently produced in the cool moisture, exfoliating, sensitive skin unscented, nutrium nourishing, white, pink, calming night, pro-age, and energy glow versions. The Dove Beauty Bar was launched in the US in 1957, promising women it wouldn't dry out their skin like soap. Through the 1960s, Dove's advertising focused on the demonstrable difference between how it feels to use Dove compared with soap. In 1969, real women's testimonials were used for the first time to advertise Dove. In 1981, it created its first direct marketing effort in the US, which included an athome litmus test. In 1988 a 'beauty' named Jean Shy appeared on TV ads to talk about Dove's benefits. This was the beginning of Dove's 'Conviction of Users' testimonial campaign, helping to drive the Dove bar to double-digit share in the US. In 1989, Dove was launched in Italy using the 'Conviction of Users' campaign, as well as the Medical Programme arm of the brand, which shares research with dermatologists. Successful test markets in France and Germany followed in 1990. In 1991, Dove began its global roll-out and over the next three years, it was launched in 55 new countries.
In 1991, a new advertising idea evolved from Dove's earlier litmus test campaign, using objective evidence. Together with the 'Conviction of Users' campaign, it was adopted by nearly all Dove's global markets. In 1995, Dove took its first significant step outside the cleansing bar category with the US launch of Moisturising Body Wash. In many expansion markets, body wash became an integral part of Dove sales. Additional categories followed: deodorants in 1997; body lotions in 1998; and facial cleansers in 1999. In 1999, Dove was launched in Japan. Within one year, Dove Facial Foam achieved 16% market share, taking over leadership from Bior. In 2004, Dove launched the Campaign for Real Beauty across Europe, winning accolades including British Television Advertising Awards. The campaign was then launched on all continents. In 2006, the Dove self-esteem fund was launched with the mission to touch the lives of one million young people by the end of 2008. Dove operates in 87 countries today.
DOVES STRATEGY:
Alessandro Manfredi, global brand director for Dove, explains the campaign's philosophy "Dove only uses real women. It has to feel true and make women feel good about themselves. When I see a beauty ad, I don't need to feel I am wrong, I need to buy a product to feel right." As well as advertisements, Dove's 'real women' marketing now includes a campaigning Self-Esteem Fund, launched in 2006. This has the lofty mission of not only selling moisturiser but changing Western ideals of beauty and embracing more diversity through a variety of local community programmes. Lucy Wakefield, founder of lifestyle and beauty brand Calmia, says: "It is incredibly hard for women to achieve what they see in magazines. They are overwhelmed by information and often pulled in conflicting directions." Dove's strategy was originally devised to promote a body firming range, aiming to cut through a crowded beauty market by advocating a different point of view. Dove and its ad agency, Ogilvy & Mather, felt consumers were apt to compare themselves unfavourably with unrealistic images seen in beauty campaigns. They saw a gap in the market for a brand that flew in the face of traditional beauty advertising, focusing on the superficial values of appearance. Dove was keen to create a community around the idea that women would spend more money pampering themselves if they were shown realistic marketing that made them feel good about themselves. Dove had already run a campaign using real women in 1988, called 'Conviction of users', which featured people testifying to its attributes in TV ads. This had helped it expand from one product, a cleansing bar launched in 1957, to a range including moisturisers. But with ambitions to move into new countries and more product categories, Dove's parent business, Unilever, needed to find a new marketing direction. Dove didn't have a consistent global image in every country and people felt more affinity with the individual products than with the brand. It needed something to unite it geographically and conceptually. Unilever also wanted it to produce double-digit financial growth.
"The brand was successful but we felt we were in danger of having an issue in the future if we only relied on product and not a strong affinity with the brand," admits Manfredi.
TARGET SEGMENT: The group that prefer premium brand & believe in quality products . PRODUCT POSITIONING: The brand is positioned as the Mildest Soap. Dove is
PH neutral and this makes the soap soft on all kind of skin types. Internationally this brand is positioned as a brand that celebrates the " Real Beauty" . Dove defines real beauty as " beauty is not about how you look but about how you feel". The Dove's official site " campaig forrealbeauty.com" highlights this brand value
the paper was touched to various brands. It turned dark blue with all the soaps, but on Dove it stayed clear. The final super quietly appeared: Dove is Mildest. Bar None. Great care was taken with tonality. There was no oversell. No voice-over announcer. Copy was minimalist, via full-screen supers. Music was scored to reflect scrupulous objectivity. All the brands were named. Meanwhile, double-page magazine ads told the same litmus story, with similar tonality, but in more detail.
PHASE TWO: 'FOCUS GROUP :30' AND 'JOE FURRIER :30' OCT 92 APRIL 94
After a year of 'Litmus' we brought in real women. We put non-users in a focus group setting, and filmed their reactions to the litmus test. They reacted as only real people can. We knew we were onto something when one woman said: 'I dont want to be an Ivory girl anymore. I want to be a Dove girl now.' With 'Joe Furrier' we shifted to an expert testimonial. Joe Furrier was the scientist who had helped develop Dove in the 50s he was credibility personified.
Unilever spends $8 million to $10 million a year promoting the soap with physicians, and about 25 percent of Dove users say they buy the soap because a doctor recommended it, said Peter Waxman, the brand manager for Dove in the United States.
DOVE IN TURKEY
Dove entered the Turkish market in 1993 with Dove Cream Bar, reflecting company strategy for other new-country launches. In 1997, Dove Cream Shower and Dove Cream Wash were added to the Dove family. Then in 2001 Dove Deo, and in May 2002 Dove Body Silk, were introduced to the Turkish market, right in the middle of the crisis. Looking at the previous tonnages, this was indeed a courageous act for Dove brand management. The following are some basic brand and marketing facts All Dove brands contain mild cleansers and 1/4 moisturising cream. Dove cleanses as effectively as soap without altering the skin's natural acid chemistry. It does not dry the skin; instead it works to retain its moisture. This is an uncomplicated product claim, which can easily be adapted from Dove Cream Bar to Dove Deo. It could also be tested easily by consumers to see whether the brand is Is this article useful? Although the international positioning was used in Turkey from its launch until 2001, Dove sales remained stable. The market categories in which Dove is active are all competitive segments, with international players such as P&G, Colgate, Beiersdorf and Henkel Schwarzkopf. Dove believed that it had to do something different to differentiate itself in the eyes of the Turkish consumers. Stable tonnage meant limited advertising budgets, leading to on-air exposure time of at most two months per annum. Dove had to break this vicious circle if the brand was to exploit any latent potential in the Turkish market.
An experienced but new Dove brand team took over in May 2001 and started questioning all aspects of the brand's marketing. Some questions they asked themselves included: 'What is its market potential?' 'Is it sufficient to justify our brand investments?' it wise to state the core target as women aged 20-55 of A and B socio-economic status (SES), in line with the international strategy?' All previous research was revisited. As a result, they decided to make their core target much younger and shift it to women aged 15-25, mainly coming from C1and C2 SES. Actually, household panel data indicated that women in the 15-25 age group constituted the bulk of Dove buyers. This is because Turkey has a very young population, where 65% are under 35. Furthermore, C1s and C2s constitute 6063% of the entire population. With the help of these numbers, the Turkish brand team convinced international headquarters to change the core target group definition. As Dove is a premium-priced brand, being several times more expensive than an ordinary soap, it may look risky to shift the core target from AB to C1C2, especially at times of economic recession. However, we knew that a 1525 and C1C2 female target group meant bigger numbers. Also Dove's proposition is to cleanse the skin while moisturising it at the same time in other words, it can be considered as a two in- one product. Therefore, even if it is premium priced, it is especially considered as a 'good value' brand by women who cannot afford two different products one for cleaning and one for moisturising. In focus groups we also saw that Dove consumers are really attached to 'their' Dove. They mention Dove as 'my Dove'. They keep it in special boxes, so that it does not get used up quickly and they try to keep it from their sisters and mothers. These focus groups also helped the brand team in moving much closer to the core target. Even the words that they use to describe Dove were noted: 15-25-yearold women actually discuss Dove among themselves and share anecdotes built around Dove.
COMMUNICATION DEVELOPMENT
The brand team decided to use these real-life anecdotes in their TV commercials. The cast were also chosen from real-life characters. They might not be perfect before a camera, but this reflected a much more honest, candid approach, parallel to Dove's brand claim. Target consumers could identify themselves much more quickly and be convinced about the brand message more easily, moving towards purchase within a shorter period of time. 1. The power of clear-cut, continuous brand communication While in 2000, Dove Cream Bar had a 17% share of total soap market gross rating points (GRPs), it increased this share to 50% in 2001. Not only Cream Bar but Dove Body Silk and Deo also started enjoying much higher levels of brand communication after August 2001, following the shooting of new commercials. Although Dove Body Silk was launched in May 2002, it accounted for 35% of the total body-care market's TV advertising within the
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first month of its launch. Dove became a trend-setter and expanded total brand communication in every category in which it became active. 2. Premium-priced brand in a recession In line with its international pricing strategy, Dove continued to be a premium-priced brand throughout the Turkish crisis. However, to show Turkish consumers its sensitivity to the changing economic conditions, it prepared gift packs especially for special days, such as Mother's Day and Valentine's Day. Although it made considerable price reductions in these gift packs, it never announced this in brand communications. Because Dove brand is too precious to become par-priced with any other competitor, it took care that gift packs looked extravagant, to stop any possible brand image erosion. In addition it did extensive free sampling via a daily newspaper, and engaged in heavy in-store activity in supermarkets. However, it made a concerted effort to stay as a 'premium' brand, creating added value for its customers too during recession. 3. Brand communication All brand communication is concentrated in TV, as Turkish consumers watch at least four hours daily. Research indicates that the duration of daily TV viewing increased by a further 1020% during the recession across different target groups. The Dove commercials' message is clear-cut, easy to understand and hard to discredit. The 'half a face' ad played an especially important role in Dove's market success.
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Women actively seek those innovations that make life easier and more comfortable. Or products designed with a woman in mind Dove has at least brought their product breakthroughs into our world. Their latest innovation is repositioning the cosmetic segment of the market, known as "antiageing". But in the world of Dove it has been renamed "Pro-Ageing". Ageing is a fact of life and one they embrace. No doubt a look at the female Boomer market has driven this positioning. Not only are Boomers the largest segment of the population, but in the USA it is estimated that they will spend $2.1 trillion on consumer goods and services. With many Boomer women at the peak of their careers and earning capacity, it makes sense to secure their loyalty now.
given a hot house to thrive and be acknowledged in. There is no denying that Dove are smothered in authenticity. They have genuinely gone to their consumers to perform an archeological dig of what matters most to women. Even their URL address campaignforrealbeauty.com, was interacted with by 5 million women online. Actively seeking the opinion of the people buying their products meant 5 million people spent time with their brand.
NOT FAKING IT WITH WOMEN. THEY REALLY DO NEED TO LISTEN TO WHAT MATTERS TO THEM.
Women much prefer to be consulted with, heard, and then to arrive at a mutual decision. Validation and acknowledgement of their needs. Dove may have the backing of Unilever and deep pockets with far reaching global tentacles
STRENGTHS:
o Unconventional strategy o Effective advertising, Free publicity o Continuously evolving the campaign o Strong emotional touch
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o Cross-selling Possibilities
WEAKNESS:
Contradictory in nature Objectification of women Women featured were comparatively slim Use of idealized images in other brands under the same flagship Contradictory Japanese campaign
OPPORTUNITIES:
Target male customers Maintain better standards of quality Unified advertising throughout the globe Continuous innovation
THREATS:
Involved marketing risk Copy by the competitors Undermining the aspiration of consumers
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COMPETITORS:
Amongst the most prominent competitors are PROCTER AND GAMBLER ,CAVINKARE & NIVEA
P &G TARGETS DOVE WITH OLAY BODY WASH RANGE P & GS HEAD AND SHOULDERS,PANTENE ,WELLA AND REJOICE ARE COMPETITORS OF DOVE BRAND P & GS IVORY , CAMAY & OLAY (ALL PREMIUM SOAPS)ARE COMPETITORS OF DOVE. Camay was launched by P & G along with dove which was a product having quite resembling features like dove but which could not do as well as dove in the market .ivory was pre- existing brand which gave a tough competition to hindustan unilevers dove at the time of its launched .P & G is planning for olay bar soap to compete with dove P & GS SECRET AND TAG DEODRANTS COMPETING WITH DEODRANTS OF DOVE . CAVINKARES PRODUCTS LIKE SPINZ, NYLE SHAMPOO,NYLE LOTION, CHIK SHAMPOOS ARE FEW OTHER COMPETITORS NIVEA HAS A RANGE OF PRODUCTS LIKE LOTIONS ,SOAP,BODY WASH WHICH COMPETE WITH DOVE.
Unilever introduced Dove dishwashing liquid to compete with Palmolive, which was winning customers with its promise that it ''softens hands while you do dishes.'' But too few consumers followed Dove's move to the kitchen: the dishwashing liquid did not sell well, so Unilever cut its price. Soon, the Dove image was muddied, associated with an inexpensive as well as a premium product, and with a harsh as well as a gentle soap, said Mr. Adamson, who worked for Unilever in the early 1980's . Olay's body wash cleaned better, moisturized more effectively and felt more pleasant on the skin than Dove's version. Procter & Gamble had realized that Americans wanted something lighter and more moisturizing than the liquids popular in Europe; Unilever did
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not.. ''They had a superior product. They beat us clinically. Dove body wash missed because it was not like the bar; we launched something closer to shampoo.'' Olay was on a roll. It quickly introduced new improvements to its facial moisturizers, winning the largest share of the body-wash market, and developing a beauty bar that competed directly with Dove. In 1996, Unilever scientists worked on altering their body-wash formula. First, they made the liquid thicker and the lather creamier, making the Dove body wash feel as good as Olay. Two years later they added sunflower oil, whose triglycerides moisturized as well as Olay. The next reformulation, in 1999, changed the ratio of cleansers, added better moisturizers and, in the opinion of Dr. Shana'a, made the product better than Olay. In 1999, the year Procter & Gamble dumped the ''Oil'' from Olay's name, the brand's American sales reached $462 million, overtaking Dove, which had $392 million. Unilever's response was to start its Dove Nutrium line. Nutrium body wash, containing vitamin E, sells at a 50 percent premium to regular Dove body wash and comes with a dual-chambered bottle and a promise of skin nourishment. Later that year, Unilever introduced an ''age defying'' version of Nutrium body wash with anti-oxidants, chemicals that are supposed to reduce signs of aging. With its new formulation of regular Dove body wash and the new Nutrium products, Dove began to pull close to Olay in the category. Last year, Olay body wash had a 12.4 percent share and $78.1 million in sales, down from $80.2 million and 26.7 percent in 1995. Dove body wash, meanwhile, had a 12.0 percent share and $76.1 million in sales, compared with a 13 percent share and $45.9 million in sales in 1995, according to Unilever. In other words, as others entered the market, Dove had increased sales and lost little share, a far better record than Olay's. BUT Unilever was not finished. In 1999, its scientists began developing a pink-and-white striped bar that contained a similar collection of moisturizers, triglycerides, lipids and cholesterol.
"fab" or "fat." The billboards were placed strategically in locations such as Grand Central Station, where they would be sure to catch the eye of producers and reporters. The intention of the advertisement was to engage people to participate in the campaign, and at that they were successful. While "fat" eventually logged the most votes, Dove marketers were not discouraged. They decided to take the concept a step further and talk about self-esteem. The Campaign for Beauty expanded into the Self-Esteem Campaign during the 2005 Super Bowl. The message in the commercial had an enormous impact and helped the brand to grow into one of the leading brands of world.
BLACK IS
BEAUTIFUL
The campaigns goal is to make all black girls and women feel that way regardless of skin tone or origin and, of course, forge a closer relationship between P&G brands and their black consumers in the process.The campaign obviously bears some resemblance to the idea behind a globally lauded effort by one of P&G beautys key competitors, Doves Campaign for Real Beauty from Unilever. The formula for both: Find a group that feels slighted by popular culture, then position your brand(s) squarely on their side.
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Today, Unilever sells $331 million worth of Dove bar soap a year, more than 24 percent of that market (measured by revenue) and far ahead of the nearest competitor. But since 1999, amid Procter & Gamble's relentless campaign of brand extension, sales of all Olay products in the United States have surpassed those for the Dove line. Still, Dove's worldwide sales exceed $1 billion, giving it the lead over Olay globally and making it the third-biggest brand for Unilever, whose sales reached $46.7 billion last year. Unilever's new extensions seemed to have helped Dove. In the early 90's, the market share of Dove soap was flat and sales actually declined from 1995 to 1996. But as Unilever has pushed forward with its extensions, sales of Dove soap have begun to grow. Last year, Unilever had 23.4 percent of the soap market by revenue, selling $318 million worth of Dove, a 30 percent increase from 1996, according to Information Resources, which tracks consumer product sales. During the last 12 months, as Unilever has introduced Nutrium, its share has grown to 24.4 percent, with sales of $331 million. Dove now sells 53 percent more bars of soap than Dial, the second-ranking brand. And, per ounce, Dove sells at a 75 percent premium over Dial. Today, Olay and Dove are nearly equal in overall sales. During the last 12 months, $516 million in Dove products were sold in the United States, compared with $467 million for
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Olay, excluding the $88 million from its defunct cosmetics business, according to Information Resources. During its first year on the market, Dove deodorant had $75 million in sales, gaining a market share of 4.5 percent. That drove up Unilever's overall share of the deodorant market to 18.5 percent from 15.6 percent. According to the company, Dove is the top-selling cleansing brand in the world, with sales of more than 2.5 billion euros ($3.07 billion). In the United States Dove is the leading brand in the liquid soap segment, enjoying an 11.2% share of the $528 million category,
RECOMMENDATIONS:
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In India, the brand did not had the success of its global counterpart. One reasons are the small " Premium " market and another is the price barrier. Dove's initial price was around Rs50 that put off even the premium customers.
Although the "Campaign For Real Beauty" and the mildness are excellent selling points, the brand is still not able to catch the fancy of Indian beauties. With lot of sales promotions happening with the brand like 1+1 free , there is a possibility of brand value erosion. With the brand now priced at Rs 28, the price has somewhat become reasonable
It has been felt that still the brand does not fit into the " value for money" proposition for the Indian consumer. It is a truth that Indian consumer looks for " Value " even in premium products. Dove have a negative point in that the soap usually does not last enough ( partly because of our bathroom habits). This have reduced the value proposition for this brand. With the emergence of an attractive market in the premium cosmetic market in India, Dove have lot of potential to become a key player, it has got the positioning right, now it has to set the " Value" right for the Indian consumer.
BIBLIOGRAPHY:
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www.dove.in
www.caanz.co.nz/attachments/how-dove-survived-the-turkish-recession.pdf http://query.nytimes.com/gst/fullpage.html? res=9504E5DF123AF931A15754C0A9679C8B63&sec=&spon=&pagewanted=all http://www.allbusiness.com/retail/retailers-general-merchandise-stores-discount-club/87636501.html (http://www.magindia.com/manarch/news/man43017.html) www.insideretailing.com.au/Default.aspx?tabid=53&articleType=ArticleView&articleId www.adbrands.net/us/dove_us.htm www.newmarketingeconomy.com/2007/02/dove_washes_away_its_competiti.html www.slideshare.net/parthamisra/dove-final-presentation-presentation www.brandstrategy.co.uk/issues/2008/May/Beneath_the_skin/Browse www.iab.nl/data/documenten/research/TheNewMarketingMixDoveNutrium.pdf www.marketingmagic.ca/articles/Dove.htm www.strategymag.com/articles/magazine/20051101/dove.html www.cassies.ca/caselibrary/winners/DoveBeautyBar.pdf
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