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For greater control over the brands, Unilever planned to reduce its brands from over
1600 to 400 and also identify an ever fewer number as Masterbrands. For the first time,
there would be a global brand unit for each Masterbrand, entrusted with responsibility of
creating its global vision and inspiring cooperation from all geographic markets.
2. What was Dove’s market positioning in the 1950s? What is its positioning in 2007?
In the 1950s, Dove’s market position was a soap that doesn’t dry your skin because it
was partly cleansing cream. “Cleansing” was eventually changed to “moisturizing” but
the company focused its position as a functional superiority with a moisturizing benefit.
Since there was dermatological evidence that it would not dry out your skin the same
way regular soap would, the company marketed that it technically wasn’t soap. They
relied on this functional benefit for more than 40 years.
In 2007, Dove was positioned as a number one cleansing brand in the health and beauty
sector. Prior to 2007, in the early 2000s, Unilever wanted to make Dove one of their
masterbrands. Unilever needed to establish a meaning for Dove that could apply to and
extend over the entire stable of related products. Therefore, they chose that Dove should
stand for a point of view. In order to accomplish this task of making Dove stand for a
point of view, Dove began their “Campaign for Real Beauty.” This campaign was chosen
after several years of research. Through this research it was found that beauty
advertising and packaging created unattainable standards for women. Dove set out to
change the idea of beauty altogether rather than marketing a functional product.
After 2000, Unilever began to split responsibility for a brand between two groups. One
group was in charge of development of the brand and the other was in charge of building
the brand in specific markets. Brand Development was centralized but targeted globally.
Brand Building was decentralized to the major geographic regions that Unilever
occupied. The Brand Development created the idea behind a brand, innovating the
brand and evolving this idea for the medium to long term. The Brand Building group was
in charge of bringing the brand to life in each geographic marketplace being responsible
for short term market share. Brand builders reported to a general manager of a collection
of brands, who in turn reported to a country or region manager.
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