《Dove：Evolution of Brand.doc》由会员分享，可在线阅读，更多相关《Dove：Evolution of Brand.doc（8页珍藏版）》请在三一办公上搜索。
1、 9-508-047REV: MARCH 25, 2008 JOHN DEIGHTON Dove: Evolution of a Brand In 2007, Unilevers Dove was the worlds number-one “cleansing” brand in the health and beauty sector, with sales of over $2.5 billion a year in more than 80 countries. It competed in categories that included cleansing bars, body w
2、ashes, hand washes, face care, hair care, deodorants, anti-perspirants, and body lotions. It competed with brands like Procter and Gambles Ivory, Kaos Jergens, and Beiersdorfs Nivea. Dove had recently launched what it termed a Masterbrand campaign under the title of The Dove Campaign for Real Beauty
3、. For some marketing observers the campaign was an unqualified success, giving a single identity to the wide range of health and beauty products. But the vivid identity owed 1much to the campaigns use of the unruly, unmapped world of Internet media. Were there risks to putting the “Real Beauty” stor
4、y out on media like YouTube, where consumers were free to weigh in with opinion and dissent? On blogs and in newsletters, marketing commentators argued that Doves management was abdicating its responsibility to manage what was said about the brand, and was 2putting its multibillion-dollar asset at r
5、isk. Unilever A leading global manufacturer of packaged consumer goods, Unilever operated in the food, home, and personal care sectors of the economy. Eleven of its brands had annual revenues globally of over $1 billion: Knorr, Surf, Lipton, Omo, Sunsilk, Dove, Blue Band, Lux, Hellmanns, Becel, and
6、the Heartbrand logo, a visual identifier on ice cream products. Other brands included Ponds, Suave, Vaseline, Axe, Snuggle, Bertolli, Ragu, Ben and Jerrys, and Slim-Fast. With annual revenues of $50 billion, Unilever compared in size to Nestle ($69 billion), Procter and Gamble ($68 billion), and Kra
7、ft Foods ($34 billion.) Unilever was formed in 1930 when the U.K.-based Lever Brothers combined with the Dutch Margarine Unie, a logical merger given that both companies depended on palm oil, one for soaps and the other for edible oil products. By the 1980s Unilevers palm oil dependence had shrunk,
8、but its British colonial and Dutch trading heritage continued to shape the highly multinational enterprise. It operated on every continent and had particular strengths in India, Africa, Latin America, and Southeast Asia. It described itself as combining local roots with global scale. _ Professor Joh
9、n Deighton prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Advertising images are copyright Unilever. Copyright ' 2007, 2008 P
10、resident and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http:/.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used
11、in a spreadsheet, or transmitted in any form or by any meanselectronic, mechanical, photocopying, recording, or otherwisewithout the permission of Harvard Business School. Purchased by JUAN CARLOS PAMANES CUENCA (jpamaneshospitalsatelite3) on January 18, 2012508-047 Dove: Evolution of a Brand Global
12、 decentralization brought strengths through diversity, but also problems of control. In particular, the companys brand portfolio had grown in a relatively laissez-faire manner. In ice cream, for example, Unilever was the worlds largest producer but lacked a unified global identity. It produced ice c
13、ream under the Walls brand in the U.K. and most parts of Asia, the Algida brand in Italy, Langnese in Germany, Kibon in Brazil, Ola in the Netherlands, and Ben & Jerrys and Breyers in the United States. Other product categories had similarly checkered identities. In February 2000 Unilever embark
14、ed on a five-year strategic initiative called “Path to Growth.” An important part of this initiative was a plan to winnow its more than 1,600 brands down to 400. Among the surviving brands, a small number would be selected as “Masterbrands,” and mandated to serve as umbrella identities over a range
15、of product forms. Previously Unilever had managed brands in a relatively decentralized fashion, allowing direction to be set by brand managers in each of the geographic regions in which the brand was marketed. Now, for the first time, there would be a global brand unit for each Masterbrand, entruste
16、d with responsibility for creating its global vision and charged with inspiring cooperation from all geographic markets. Dove: The Functional Benefits Era Dove was a brand with its origins in the U.S. in the post-World War II era. The first Dove product, called a beauty bar, was launched in 1957 wit
17、h the claim that it would not dry out your skin the way soap did, because it was not technically soap at all. Its formula came from military research conducted to find a non-irritating skin cleaner for use on burns and wounds, and it contained high levels of natural skin moisturizers. Dermatological
18、 studies found it milder than soap-based bars. The 1957 launch advertising campaign for Dove was created by the Ogilvy and Mather advertising agency. The message was, “Dove soap doesnt dry your skin because its one-quarter cleansing cream,” and the claim was illustrated with photographs that showed
19、cream being poured into a tablet. This simple proposition was expressed in television, print, and billboards; soon, Dove became one of Americas most recognizable brand icons. Exhibits 1, 2, and 3 show early and later examples of Dove advertising. In time there were minor changes in sloganfor example
20、, the term “cleansing cream” was replaced with “moisturizing cream”but Dove stayed with the claim not to dry skin, and the refusal to call itself a soap, for over 40 years. The advertising aspired to project honesty and authenticity, preferring to have natural-looking women testifying to Doves benef
21、its rather than stylized fashion models. In the 1980s, the Dove beauty bar was widely endorsed by physicians and dermatologists to treat dry skin. Until 2000, the brand depended on claims of functional superiority backed by the products moisturizing benefit. Dove was tapped to become a Masterbrand i
22、n February 2000. In that role, it was called on to lend its name to Unilever entries in personal care categories beyond the beauty bar category, such as deodorants, hair care products, facial cleansers, body lotions, and hair styling products. While much of the advertising for these entrants spoke o
23、f functional benefits, communication to build the Masterbrand needed to do something differentit had to establish a meaning for Dove that could apply to and extend over the entire stable of products. No longer could Dove communicate mere functional superiority, because functionality meant different
24、things in different categories. Unilever decided, instead, that Dove should stand for a point of 5view. A search for that point of view began right away. A process of exploratory market research, consultation with experts, conversations with women, and message testing led to “The Campaign for Real B
25、eauty.” 2 Purchased by JUAN CARLOS PAMANES CUENCA (jpamaneshospitalsatelite) on January 18, 2012Dove: Evolution of a Brand 508-047 A Brand With a Point of View The origins of the idea began in 2002. Silvia Lagnado, the Greenwich, Connecticut-based global brand director for Dove, led a worldwide inve
26、stigation into womens responses to the iconography of the beauty industry, and unearthed deep discontent. “Young, white, blonde and thin” were the almost universal characteristics of women portrayed in advertising and packaging, but for many women these were unattainable standards, and far from feel
27、ing inspired they felt taunted. In the search for an alternative view of the goal of personal care, Unilever tapped two experts. Nancy Etcoff was a Harvard University psychiatrist working at the Massachusetts General Hospital, author of the book, Survival of the Prettiest. Suzy Orbach was a London-b
28、ased psycho-therapist best known for having treated Lady Diana Spencer and was the author of the book, Fat is a Feminist Issue. Philippe Harousseau, vice president for brand development at Dove, explained, “Working with psychologists was a real plus and the payoffs were enormous. By comparison, focu
29、s groups would have just scratched the surface.” Unilever made some use of surveys. It went to 3,000 women in 10 countries and explored some of the Source: Unilever. hypotheses generated by the psychologists. Among the findings was the fact that only 2% of respondents worldwide chose to describe the
30、mselves as beautiful (Exhibit 4). Informed by the research, Lagnado initiated the first exploratory advertising executions. She hired British photographer John Rankin Waddell, an avant guarde fashion photographer well-known for using ordinary people in supermodel contexts and for books of nudes feat
31、uring plain-looking models. The result was the so-called Tick-Box campaign. In this campaign, billboards were erected and viewers were asked to phone 1-888-342-DOVE to vote on whether a woman on the billboard was “outsized” or “outstanding.” A counter on the billboard showed the votes in real time.
32、The campaign attracted keen public interest, as “outsized” first raced ahead and then fell back. The next series of Dove ads, Source: Unilever. in June 2005, were known 3 Purchased by JUAN CARLOS PAMANES CUENCA (jpamaneshospitalsatelite) on January 18, 2012508-047 Dove: Evolution of a Brand internal
33、ly as the Firming campaign because they promoted a cream that firmed the skin. They featured six “real” women cheerfully posing in plain white underwear. Dove marketing director for the U.S., Kathy OBrien, told the press that the company wanted the ads to “change the way society views beauty,” and “
34、provoke discussion and debate about real beauty.” Todd Tillemans, the general manager for Unilevers North American Skin Business, commented, “This ad, in retrospect, was an easy transition away from functionality. We were selling a skin-firming cream, and here we were delivering a functional benefit
35、.” But as the campaign developed, concerns within the brand team began to grow. The argument that Tillemans heard was that work under the Campaign for Real Beauty” banner risked moving the brand to a positioning that was at odds with its heritage. “When you talk of real beauty, do you lose the aspir
36、ational element? Are consumers going to be inspired to buy a brand that doesnt promise to take you to a new level of attractiveness? Debunking the beauty myth brings with it the danger that you are debunking the whole reason to spend a little more money for the product. Youre setting yourself up to
37、be an ordinary brand.” The next step in the campaign was particularly controversial. At a Dove leadership team offsite meeting, an effort was made to engage executives in the idea behind The “Campaign for Real Beauty” by filming their own daughters discussing their self-esteem challenges. The impact
38、 was enormous, and the Ogilvy and Mather advertising agency quickly turned the idea behind the film into an ad. At one point, the ad focused on a young girl with freckles with the caption, “Hates her freckles.” At another, a shot of an Asian pre-teen was superimposed by the caption, “Wishes she were
39、 blonde.” The ad itself was widely admired, but controversy erupted over the fact that it mentioned no product. How would it earn a return on the investment in media? Tillemans commented, “Here was a brand in the health-and-beauty category, blatantly out to debunk the dream that supermodel beauty wa
40、s within your grasp. We were saying that the beauty industry was portraying an unattainable Source: Unilever. and stereotypical image of beauty, and yet there we were in the beauty industry.” Nevertheless, supporters of the ad prevailed and it ran in the 2006 broadcast of the Superbowl football game
41、 between the Pittsburgh Steelers and the Seattle Seahawks. Stage four of the Real Beauty campaign involved not an advertisement, but a film. In Canada, the Dove regional brand-building team was running self-esteem workshops for women, and the Toronto office of advertising agency Ogilvy and Mather de
42、veloped a 112-second film to drive traffic to the workshops. The North American brand-building team saw the film and decided it deserved a wider audience. The resulting digital film was known as “Evolution.” It showed the face of a young woman as cosmetics, hair styling, and Photoshop editing transf
43、ormed it from plainness to billboard glamour. Given its unusual length, television was not an option, and in October 2006 the film was posted to YouTube, a popular video-sharing website. Within three months, it had been viewed three million times. Source: Unilever. Unilever crafted a mission stateme
44、nt to serve as an anchor to the variety of creative initiatives that unified “The Campaign for Real Beauty.” The statement read: Doves mission is to make more women feel beautiful every day by broadening the narrow definition of beauty and inspiring them to take great care of themselves. 4 Purchased
45、 by JUAN CARLOS PAMANES CUENCA (jpamaneshospitalsatelite) on January 18, 2012Dove: Evolution of a Brand 508-047 The mission statements purpose was summed up by Harousseau: If you are not crystal clear what the brands mission is, you cannot control what happens when people amplify it. Everyone workin
46、g on Dove knows these words by heart. They know that the mission statement does not say Dove is about women feeling more beautiful, but . . . about more women feeling beautiful. Our notion of beauty is not elitist. It is celebratory, inclusive, and democratic. From the Brands to the Consumers Point
47、of View In late 2006 the Dove brand builders in North America announced a contest, titled Real Ads by Real Women, to invite consumers to create their own ads for Dove Cream Oil Body Wash, a new product scheduled to be launched in early 2007. Winning commercials would air during a commercial break on
48、 the 79th annual Academy Awards broadcast on network television on February 25, 2007. The rules included a list of “thought-starters” for those thinking of entering the competition: ? Try the product. When youre using Dove Cream Oil Body Wash in the shower, take note of what you feel, smell, see and hear. Are you reminded of any pleasant experiences or interest
