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Dove: Evolution of a Brand – Case Solution

This case study analyzes the development of Dove from a functional brand to a brand from a point of view. This happened after Unilever called it a master brand and with the brand's portfolio expanded to include other categories besides the original bath soap. This growth resulted in the brand team taking a second look at the cliches of the industry. It caused the unfolding of the Real Beauty campaign. With some issues about the campaign, Unilever resorted to the Internet, particularly the use of social media to manage such issues.

​John Deighton Harvard Business Review ( 508047-PDF-ENG ) October 10, 2007

Case questions answered:

What is a brand why does unilever want fewer brands, what was dove’s market positioning in the 1950s what is its positioning in 2007, how did unilever organize to do product category management and brand management in unilever before 2000 what was the corresponding structure after 2000 how was brand meaning controlled before 2000, and how is it controlled at the time of the case, spend a little time searching blogs using google blog search, technorati, blogrunner, or any other blog search engine to get a sense of what people are saying about dove today. what does this discussion contribute to the meaning of the brand, footnote 1 of the case leads you to a blogger who asks, with reference to the age of youtube advertising, “is marketing now cheap, fast, and out of control” footnote 2 refers to dove as having started a conversation “that they don’t have control of.” in “when tush comes to dove,” seth stevenson writes about the “risky bet that dove is making.” do you see risks for the dove brand today.

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Dove: Evolution of a Brand Case Answers

A Brand is a way to distinguish various companies using their name, logo, and personality. A company uses these traits to create a unified message with a distinctive image for its consumers.

Unilever’s vision was about reducing the number of brands to allow Unilever to improve the company’s brand management. The current decentralized approach resulted in a somewhat fractured approach to brand management in its various geographical markets.

Considering that the company used different individual brand managers across different geographical markets, it resulted in a number of different brands with varying brand identities and strengths.

They wanted to consolidate their 1,600 brands in order to embark on their “Path to Growth.” However, they instead wanted a global brand unit for the 400 remaining Masterbrands that had a global vision and would inspire cooperation across the markets.

• Control issues with the global structure
• Lack of global identity: They wanted to create “Masterbrands” with a global identity
• Several low-volume brands
• “Path to Growth” initiative

With fewer brands, Unilever can leverage brands with existing strong identities to allow them to market these brands as the company’s global brand or “Masterbrands.”

The company planned to execute this “Masterbrands” strategy through global brand managers and leverage Unilever’s ability to collaborate across different geographical markets.

Dove’s Market Positioning in the 1950s:

Dove’s market was soap, but they differentiated themselves as something different and better than soap. They called it the “beauty bar” and claimed that their product was a cleanser that would not dry out your skin because it was partly a cleansing cream.

It was changed from cleansing to moisturizing, but the company focused on its position as a functional superiority with a moisturizing benefit.

Considering that there was dermatological evidence that it would not dry your skin out compared to regular soap, they took the chance to market it as, technically, it wasn’t soap. They were reliant on its functional benefit for more than 40 years.

They claimed the following:

• ¼ cup of cream added to every bar
• Moisturizer vs. drying properties of soap: it doesn’t leave your skin dry
• Research to back it up: military research driving the special formulation
• Advertising was different and authentic: average-sized women

Dove’s Marketing Positioning in 2007:

In 2007, its market positioning was the number one cleansing brand in the health and beauty sector. In the early 2000s, Unilever wanted to make Dove one of their Masterbrands. Unilever needed to create a meaning for Dove that could apply to and extend over the entire product offerings. Thus, they chose Dove to stand for a point of view.

Dove moved away from emphasizing its functionality to trying to portray a point of view, which resulted in the “Campaign for Real Beauty.” They wanted to provoke a discussion and debate about real beauty. This campaign was done after many years of research where they found that beauty advertising and packaging created an unattainable standard for women.

Dove set a change in the idea of beauty altogether rather than marketing a functional product. They also had already extended the brand into more product offerings such as shampoo, deodorant, and the list goes on.

Before 2,000, brand management was highly decentralized, and Unilever had spread itself across a variety of product categories within consumer packaged goods.

Brand managers were in charge of designing strategies, delivering profit targets, and making daily marketing decisions. Each brand was operating independently and competed within its categories. Moreover, a staff of brand assistants worked under the policies of a brand manager.

Considering there were disadvantages to this structure, the issues of control of brand management outweighed it. Also, there was no unified vision of what the portfolio should look like. Keep in mind that there were some brands that had different identities in different parts of the world. That resulted in Unilever’s brand confusion in 2000.

After 2,000, Unilever started splitting responsibility for a brand between two groups; one was in charge of brand development, where it was centralized but targeted globally, and the other was in charge of the brand building in specific markets where it was decentralized based on the major geographic regions Unilever occupied (localized brand building). They ended up reducing their portfolio to 400 core brands.

They created the path to growth initiative where they separated the functions of brand building and development. They also concentrated on product innovation in order to fuel their internal growth. Lastly, they created an initiative to create an overall umbrella brand across all of Unilever’s brands.

Before 2,000, the brand meaning was controlled as Dove was a cleanser. It aspired to be a healthier option for moisturized skin that doesn’t dry it. It was honest, authentic advertising based on dermatological research and emphasized the functional superior benefit of using Dove as opposed to any normal soap.

They had a simple meaning behind their brand: Dove will not dry your skin. Their strategy was decentralized and cannibalistically capitalist, pushing each band manager to compete with their in-house brands.

At the time of the case, Dove focused on consumers’ emotions, specifically women’s insecurity and fears in the beauty industry. They listened to the market and gathered results to make a talking campaign.

They also stood for a point of view to popularize a movement that aims to help women see their personal beauty that is already there. They used the emotional stimulus to implant the product deep into the consumers’ minds. Dove became a brand that held a statement of who you are.

The discussions online contribute to the meaning of the brand, where it creates a conversation meaning.

To further elaborate, it allows the consumer to judge the brand (Dove) based on their perceptions, not just how well the brand is doing (Dove’s performance), but also on Dove’s ability to draw their emotions regarding beauty.

The consumer target was not only about women, as it turns out. It was also about men.

After reading the articles, I agreed with the authors to a certain degree, as I do not think it was a risk for Dove. It was mentioned that technological advancements enable information exchange among individuals to become faster and more proactive, and I agree with that.

Social media has connected us closer and broken down cultural and geographical barriers in order to form a virtual society where people are able to interact freely, sharing their emotions and information across the globe.

Considering we are quite connected through the internet if a marketer reaches one person, they will be able to share it through their social media, and it quickly can travel across the globe in a combination of word of mouth and social media.

This happens because people have certain relationships with people around them, and doing so will generate more consumers, as people sense that consumers talking about a brand are more trustworthy and reliable.

The marketing strategy is not cheap. It all depends on how they market the brand. In this specific case, Dove wanted to generate a buzz for the campaign and wanted more people to participate. Their strategy was to use the ordinary in order to highlight the extraordinary.

Considering that the models that were in the ads were normal people, Dove approached YouTube instead of the TV to start a conversation. This allowed consumers to share it with their peers, and it was a cost-effective approach that enabled them to refine their target audience more appropriately.

Dove took the opportunity of relationships amongst their consumers in order to consolidate the credibility of their “Real Beauty.” This resulted in consumers sharing the video and simultaneously becoming the brand’s endorsers. Dove’s message brought value to a certain group, and doing so did not risk the brand’s mission.

The more involvement from people, the more awareness the brand receives. Using models that are not fit conveys a message that real beauty is within all of us. However, Dove did receive criticism. Several people thought that using Photoshop ended up devaluing the ads’ efficiency, while Dove focused on “Real Beauty.”

Keep in mind that when consumers looked at billboards with unfit and normal women, it ended up confusing them about the brand message. Consumers weren’t sure whether the models’ weight was the new standard of beauty or whether real beauty meant that they should be satisfied with who they were.

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Case Study: Dove’s “Real Beauty” Brand Campaign

Case Study: Dove’s “Real Beauty” Brand Campaign 6 min read

In the world of skincare, Unilever’s Dove has not only solidified its position with products promising moisture and softness but has also reshaped the beauty industry through its groundbreaking “Real Beauty” campaign, launched in 2004 . This article delves into the multifaceted facets of Dove’s campaign, exploring its inception, objectives, social impact, marketing mix analysis, key elements, pros and cons, and the profound long-term implications it has had on the brand and the beauty industry as a whole.

A Revolutionary Approach to Beauty Standards

Dove’s “Real Beauty” campaign embarked on a revolutionary journey by challenging and redefining the prevailing beauty standards. Departing from the conventional models seen in beauty ads, Dove opted for authenticity, featuring real women of diverse body types, ages, and ethnicities. This bold move aimed not only to celebrate the natural beauty of women but also to inspire a global conversation on self-image and societal perceptions of beauty.

The Objectives: Beyond Skin Deep

The campaign’s objectives were multifaceted. Firstly, Dove sought to broaden the narrow beauty standards dictated by media and society, offering a more inclusive definition of beauty. Secondly, it aimed to stimulate a global conversation, urging people to reconsider their perceptions of beauty. Lastly, Dove sought to boost women’s self-esteem by featuring diverse women, fostering a positive self-image.

Impacting Society: Beyond Beauty Products

The social impact goals were evident from the outset – Dove aimed to change the narrative around beauty, inspiring women worldwide to embrace their unique beauty. Furthermore, the campaign sought to influence other brands and the advertising industry to adopt a more inclusive and realistic portrayal of women.

Analyzing the Marketing Mix

Dove’s “Real Beauty” campaign serves as a stellar example of a well-executed marketing mix, strategically incorporating the four Ps – Product, Price, Place, and Promotion.

• Product : Beyond skincare, Dove sold an idea – a new definition of beauty that was inclusive and diverse.
• Price : The brand maintained its value-based pricing strategy, reinforcing the message that real beauty is not a luxury but a right accessible to every woman.
• Place : Widely available globally, Dove’s products reached a broad audience. The digital presence further expanded its global reach, making it a conversation transcending borders.
• Promotion : The campaign leveraged unconventional strategies, featuring real women across various mediums, from TV commercials to digital platforms.

Key Elements of Authenticity

The campaign’s authenticity lay in its use of diverse models and the introduction of the “inner goddess” concept. By showcasing real women of different ages, sizes, and ethnicities, Dove aimed to boost self-esteem and change the narrative around beauty.

Navigating Pros and Cons

While the campaign successfully shifted beauty ideals towards inclusivity, it faced criticism for inconsistencies, particularly concerning Unilever’s ownership of brands with contradictory messages. Instances of racial insensitivity in certain ads also sparked public outcry. Despite these challenges, the campaign significantly impacted the beauty industry and resonated positively with consumers.

https://www.youtube.com/watch?v=XpaOjMXyJGk

Results and Outcome of the Campaign

Dove’s “Real Beauty” campaign was not only a triumph in challenging traditional beauty standards but also an exceptional success in terms of its financial impact and long-lasting resonance. The results can be analyzed based on the information provided:

Free Media Exposure:

The campaign generated remarkable buzz, resulting in free media exposure worth 30 times Dove’s initial spend . This indicates the campaign’s extraordinary reach and effectiveness in capturing public attention.

Website Engagement:

The campaign’s website drew a substantial 1.5 million visitors . This high level of engagement suggests that people were actively seeking more information about the campaign, indicating a strong public interest and involvement.

Viral Videos:

Dove strategically released a series of viral videos that resonated with viewers. These videos aimed to showcase the self-critical nature of women regarding their appearance while highlighting their true beauty. The viral nature of these videos amplified the campaign’s impact and facilitated widespread conversation.

Inclusive Advertising:

Dove’s decision to feature women of all shapes and sizes in their underwear, with the tagline “ Tested on real curves ,” was a pivotal move . It challenged the conventional use of runway models in beauty advertisements and celebrated the diversity of everyday women. This approach resonated positively with the target audience, fostering a sense of representation and inclusivity.

Financial Impact:

The most tangible result of the campaign’s success was reflected in Dove’s finances. The company experienced a remarkable 10% increase in revenues within a single year. This substantial growth indicates not only a positive response from consumers but also the campaign’s effectiveness in driving sales.

Long-Term Sustainability:

The campaign’s enduring success is noteworthy, considering it is still running nearly 20 years later. This longevity underscores its sustained impact on Dove’s brand image and continued relevance in addressing societal perceptions of beauty.

Inspiring a Movement

The revolutionary impact of Dove’s campaign transcends the beauty industry. It has inspired other brands across various sectors, from lingerie with Aerie’s #AerieREAL campaign to cosmetics with CoverGirl’s #IAmWhatIMakeUp initiative. Even sports apparel, as seen in Nike’s ‘Better For It’ campaign, has embraced inclusivity, inspired by Dove’s groundbreaking initiative.

Conclusion: A Lasting Legacy

Dove’s Real Beauty campaign has left a lasting legacy in the marketing world, not only for its strategic approach but also for the profound impact it had on societal perceptions of beauty. The campaign’s success can be attributed to several key factors that set it apart from traditional marketing strategies.

Emotional Connection:

Dove’s ability to tap into people’s emotions played a pivotal role in the campaign’s success. By addressing a sensitive and prevalent issue – women’s self-image – Dove created a deep emotional connection with its audience. The campaign resonated with the insecurities many women face, fostering a sense of empathy and understanding.

Empowerment Over Exploitation:

Unlike some marketing campaigns that leverage fear, shame, or the desire to conform to societal standards, Dove chose a path of empowerment. The brand celebrated women for who they were at that moment, rejecting unrealistic beauty standards perpetuated by the media. This approach not only differentiated Dove from its competitors but also contributed to building a positive brand image.

Everyday Product Focus:

The decision to center the campaign around everyday products, such as soap and body wash, showcased Dove’s commitment to promoting realistic beauty standards in everyday life. This strategic choice allowed consumers to actively participate in promoting a new paradigm while purchasing products they regularly use. This broad appeal significantly contributed to the widespread success of the campaign.

Affordability and Accessibility:

Dove’s commitment to offering affordable and accessible products further amplified the impact of the Real Beauty campaign. By keeping prices reasonable and ensuring widespread availability in stores like Target, Walmart, and convenience stores, Dove made it easy for a diverse range of consumers to support the cause. This inclusivity ensured that the success of the campaign wasn’t limited to a specific demographic with higher purchasing power.

In conclusion, Dove’s Real Beauty campaign stands as a testament to the power of authenticity, empathy, and social responsibility in marketing. By addressing a societal issue with sensitivity and promoting positive change, Dove not only garnered customer loyalty but also contributed to a broader conversation about inclusivity and self-acceptance. The campaign’s impact transcended the realm of marketing, leaving a lasting legacy and setting a benchmark for brands aspiring to make a meaningful difference in society through their advertising efforts.

Also Read: Dissected: Snickers “You’re Not You When You’re Hungry” Campaign

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Dove: evolution of a brand description.

This case is accompanied by a Video Short that can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details.Examines the evolution of Dove from functional brand to a brand with a point of view after Unilever designated it as a masterbrand, and expanded its portfolio to cover entries into a number of sectors beyond the original bath soap category. The development causes the brand team to take a fresh look at the cliches of the beauty industry. The result is the controversial Real Beauty campaign. As the campaign unfolds, Unilever learns to use the Internet, and particularly social network media like YouTube, to manage controversy. Video Supplement available for purchase through Harvard Business Publishing's customer service department.

Case Description Dove: Evolution of a Brand

Strategic managment tools used in case study analysis of dove: evolution of a brand, step 1. problem identification in dove: evolution of a brand case study, step 2. external environment analysis - pestel / pest / step analysis of dove: evolution of a brand case study, step 3. industry specific / porter five forces analysis of dove: evolution of a brand case study, step 4. evaluating alternatives / swot analysis of dove: evolution of a brand case study, step 5. porter value chain analysis / vrio / vrin analysis dove: evolution of a brand case study, step 6. recommendations dove: evolution of a brand case study, step 7. basis of recommendations for dove: evolution of a brand case study, quality & on time delivery.

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Case Analysis of Dove: Evolution of a Brand

Dove: Evolution of a Brand is a Harvard Business (HBR) Case Study on Sales & Marketing , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Dove: Evolution of a Brand is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Dove: Evolution of a Brand case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Dove: Evolution of a Brand will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.

Case Study Solutions Background Work

Dove: Evolution of a Brand case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Sales & Marketing, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Dove: Evolution of a Brand, is to not only build a competitive position of the organization but also to sustain it over a period of time.

Strategic Management Tools Used in Case Study Solution

The Dove: Evolution of a Brand case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

Texas Business School Approach to Sales & Marketing Solutions

In the Texas Business School, Dove: Evolution of a Brand case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis. We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – Dove: Evolution of a Brand

Step 1 – Problem Identification of Dove: Evolution of a Brand - Harvard Business School Case Study

The first step to solve HBR Dove: Evolution of a Brand case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Dove Unilever is facing right now. Even though the problem statement is essentially – “Sales & Marketing” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Dove Unilever, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.

Step 2 – External Environment Analysis

Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the Dove: Evolution of a Brand. The external environment analysis of Dove: Evolution of a Brand will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.

What is PESTEL Analysis? Briefly Explained

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Dove: Evolution of a Brand case study. PESTEL analysis of " Dove: Evolution of a Brand" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?

As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Dove: Evolution of a Brand macro-environment and how it impacts the businesses of the firm.

How to do PESTEL Analysis for Dove: Evolution of a Brand

To do comprehensive PESTEL analysis of case study – Dove: Evolution of a Brand , we have researched numerous components under the six factors of PESTEL analysis.

Political Factors that Impact Dove: Evolution of a Brand

Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.

Government policies have significant impact on the business environment of any country. The firm in “ Dove: Evolution of a Brand ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.

Data safety laws – The countries in which Dove Unilever is operating, firms are required to store customer data within the premises of the country. Dove Unilever needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.

Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Dove: Evolution of a Brand has numerous instances where the competition regulations aspects can be scrutinized.

Import restrictions on products – Before entering the new market, Dove Unilever in case study Dove: Evolution of a Brand" should look into the import restrictions that may be present in the prospective market.

Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Dove Unilever in case study “ Dove: Evolution of a Brand ” should look into these export restrictions policies.

Foreign Direct Investment Policies – Government policies favors local companies over international policies, Dove Unilever in case study “ Dove: Evolution of a Brand ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.

Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.

Tariffs – Chekout how much tariffs the firm needs to pay in the “ Dove: Evolution of a Brand ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Dove Unilever can compete against other competitors.

Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Dove: Evolution of a Brand case study have to assess whether their business can benefit from such government assistance and subsidies.

Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.

Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.

Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.

Corruption level – Dove Unilever needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.

Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.

Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.

Economic Factors that Impact Dove: Evolution of a Brand

Social factors that impact dove: evolution of a brand, technological factors that impact dove: evolution of a brand, environmental factors that impact dove: evolution of a brand, legal factors that impact dove: evolution of a brand, step 3 – industry specific analysis, what is porter five forces analysis, step 4 – swot analysis / internal environment analysis, step 5 – porter value chain / vrio / vrin analysis, step 6 – evaluating alternatives & recommendations, step 7 – basis for recommendations, references :: dove: evolution of a brand case study solution.

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Dove Evolution of A Brand Case Solution & Answer

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Dove Evolution of A Brand Case Study Solution

Introduction.

The case study is based on Unilever branding strategy, which has changed after the year 2000. The company has worked with a number of brands, in different geographical regions. The company has realized that due to its decentralized operation; this strategy has become its random image. The company has decided to reduce the number of brands and choose certain brands as its main brand. The case is shaped by the circumstances in which this strategic change affects the position of the most famous Unilever brand: “Dove.” This case and its issues address the impact of this strategic change and the risks or benefits that this development may pose to the business.(Deighton, 2008).

Since 2007, Dove has established a leading position in the market. With 2.5 billion dollars in annual sales; Dove has proven to be a distinctive and strong brand for Unilever. Dove was originally called a cleansing brand, which offered a variety of products, including: facials, shower gels, hair scents, hair products and antiperspirant fragrances. The report presents an analysis of the situation in the case study, and highlights the main issues mentioned in the case study. The report analyzes the main issues related to the case study.

Dove was originally a beauty stick that was launched in the US market, in the year 1957. When it first entered the US market; the brand was placed as a skin cleaner rather than a soap. In all the advertisements of the brand; it claims that women should use Dove, because it does not contain harmful soap ingredients that tend to dry out the skin. The functional features of the brand are offered primarily by the brand itself, saying that a quarter of the entire strip is a cleansing cream.

Later, the management of the Dove brand realized that the business needed to grow, so they should not just talk about the functional aspects of the brand. In order to expand its reach and to develop it in a sustainable way; the brand felt the need to connect with feminine aspects in order to build a close relationship with women, and the global brand launched the Real Beauty campaign. The brand aims to create a unique statement in women hearts that beauty is inherent and that self-esteem in itself is a key factor in discovering the feminine beauty.

Dove Evolution for Fewer Brands

The company brand portfolio grew by a fortune style. The company strives to do business in every product category and in every geographical region. This large-scale expansion has led the company towards inconsistent branding. The company has also pursued decentralized management globally, in order to increase its diversity, but diversity also brings cultural differences that need to be incorporated into the brand marketing strategy. Unilever could not develop a comprehensive brand name. Therefore, it was decided to reduce the number of brands by selecting a main brand and developing a global vision, to give a unified image to the company, globally…………………………….

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• Dove: Evolution of a Brand
• Sales & Marketing / MBA Resources

Introduction to VRIO / VRIN Analysis

EMBA Pro VRIO / VRIN Analysis Solution for Dove: Evolution of a Brand case study

This case is accompanied by a Video Short that can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details.Examines the evolution of Dove from functional brand to a brand with a point of view after Unilever designated it as a masterbrand, and expanded its portfolio to cover entries into a number of sectors beyond the original bath soap category. The development causes the brand team to take a fresh look at the cliches of the beauty industry. The result is the controversial Real Beauty campaign. As the campaign unfolds, Unilever learns to use the Internet, and particularly social network media like YouTube, to manage controversy. Video Supplement available for purchase through Harvard Business Publishing's customer service department.

Case Authors : John Deighton

Topic : sales & marketing, related areas : business history, growth strategy, internet, networking, emba pro vrio / vrin analysis approach to dove: evolution of a brand case study.

At EMBA PRO , we provide corporate level professional Marketing Mix and Marketing Strategy solutions. Dove: Evolution of a Brand case study is a Harvard Business School (HBR) case study written by John Deighton. The Dove: Evolution of a Brand (referred as “Dove Unilever” from here on) case study provides evaluation & decision scenario in field of Sales & Marketing. It also touches upon business topics such as - Marketing Mix, Product, Price, Place, Promotion, 4P, Business history, Growth strategy, Internet, Networking. Our immersive learning methodology from – case study discussions to simulations tools help MBA and EMBA professionals to - gain new insight, deepen their knowledge of the Sales & Marketing field, VRIO Analysis, case solution, VRIN Solution, Resource based Strategic Management- Value, Rare, Imitation Risk, Organization Competence, and more.

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What is the VRIO framework / model? What are the components of VRIO? Why is VRIO important?

VRIO Framework was first developed by Jay B Barney to evaluate the relative importance of resources to the firm. VRIO stands for – Value of the resource, Rareness of the resource, Imitation Risk, and Organizational Competence. VRIO is a resource focused strategic analysis tool. Leaders at Dove Unilever can use VRIO to build sustainable competitive advantage by better understanding the role of resources in Dove Unilever’s overall business model.

VRIO Analysis of Dove: Evolution of a Brand

VRIO analysis of Dove Unilever is a resource oriented analysis using the details provided in the Dove: Evolution of a Brand case study. Resource-based strategic analysis is based on the assumption that strategic resources can provide Dove Unilever an opportunity to build a sustainable competitive advantage over its rivals in the industry. This sustainable competitive advantage can help Dove Unilever to enjoy above average profits in the industry and thwart competitive pressures.

***It is a broad analysis and not all factors are relevant to the company specific. For greater details connect with us.

What is a Resource in VRIO? Classification of Resources for VRIO Analysis.

Resources of an organization can be categorized into two categories - Tangible resources and Intangible Resources. Tangible resources of Dove Unilever include - physical entities, such as land, buildings, plant, equipment, inventory, and money. Intangible resources of Dove Unilever are –skill and administrative level of managers, brand names and goodwill of the company, intellectual property rights, copyrights, trademarks, and special relationship with supply chain partners.

The four components of VRIO used in Dove: Evolution of a Brand analysis are –

Valuable – Is the resource valuable to Dove Unilever. According to John Deighton of the case study following are the critical resources that are valuable to the firm - financial resources, human resources, marketing expertise, and operations management.

Rare – "Dove Unilever" needs to ask is whether the resources that are valuable to the Dove Unilever are rare or costly to attain. If they are not rare than both present competitors and new entrants will easily able to get access to them and enter the competitive landscape.

Costly to Imitate – At present most industries are facing increasing threats of disruption. According to the data provided in Dove: Evolution of a Brand – it seems that the core differentiation of the Dove Unilever is difficult to imitate. On a broader scale – imitation of products of Dove Unilever can happen in two ways – Duplication of the products of the company, and competitors coming up with substitute products that disrupt the present industry structure.

Organizational Competence & Capabilities to Make Most of the Resources – It measures how much the company has able to harness the valuable, rare and difficult to imitate resource in the market place. The exploitation level analysis for Dove Unilever products can be done from two perspectives. Is the firm able to fully exploit the potential of the resource, or it still has lots of upside. Often the exploitation level is highly dependent upon execution team and execution strategy of the firm. So exploitation level is a good barometer to assess the quality of human resources in the organization. Capabilities tend to arise or expand over time as a firm takes actions that build on its strategic resources.

VRIO and VRIN of Dove: Evolution of a Brand

Another extension of VRIO analysis is VRIN where “N” stands non substitutable. A resource is non substitutable if the competitors can’t find alternative ways to gain the advantages that a resource provides. In the VRIO analysis we can include the disruption risk under imitation risk.

Define the four characteristics of resources that lead to sustained competitive advantage as articulated by the resource-based theory of the firm.

The characteristics of resources that can lead to sustained competitive advantage as per the resource based theory of the firm are – Value of the Resources Rareness of the Resources Imitation and Substitution Risks associated with the resources. Organizational Competence to exploit the maximum out of those resources.

How VRIO is Reshaping Business Strategies

For industry specific report please feel free to email us or buy a custom report on - "How VRIO is Reshaping Business Strategies"

5C Marketing Analysis of Dove: Evolution of a Brand

4p marketing analysis of dove: evolution of a brand, porter five forces analysis and solution of dove: evolution of a brand, porter value chain analysis and solution of dove: evolution of a brand, case memo & recommendation memo of dove: evolution of a brand, blue ocean analysis and solution of dove: evolution of a brand, marketing strategy and analysis dove: evolution of a brand, vrio /vrin analysis & solution of dove: evolution of a brand, pestel / step / pest analysis of dove: evolution of a brand, case study solution of dove: evolution of a brand, swot analysis and solution of dove: evolution of a brand, balanced scorecard solution of dove: evolution of a brand, references & further readings.

M. E. Porter , Competitive Strategy(New York: Free Press, 1980) John Deighton (2018) , "Dove: Evolution of a Brand Harvard Business Review Case Study. Published by HBR Publications. O. E. Williamson , Markets and Hierarchies(New York: Free Press, 1975) Barney, J. B. (1995) "Looking Inside for Competitive Advantage". Academy of Management Executive, Vol. 9, Issue 4, pp. 49-61

Kotler & Armstrong (2017) "Principles of Marketing Management Management", Published by Pearson Publications.

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Dove Harvard Case Solution & Analysis

Home >> Business Case Studies >> Dove

1. What is a brand? Why does Unilever to want fewer of them?

A brand is a very unique name or identity under which a manufacturer market and sell a set of their unique products and the process through which brand and brand identities are created which is known as branding (Landa, 2006). Brands helps a manufacturer to distinguish its products from its competitors as well as from its other product lines. For example, Dove is a brand of Unilever that distinguish it from Lux (another soap brand from Unilever) as well as from its competitors such as Procter and Gamble’s Ivory. For developing and marketing a brand, a manufacturer needs to design a unique logo, color, packaging, shapes, size and a number of intangible and tangible things to differentiate it from the rest of the market in order to generate great value. Unilever wanted to have fewer brands in order to easily and effectively control them to develop a unified global image. The company once had 1,600 brands, but it lacked a unified global identity, as a result, many of its customers were purchasing its products with a perception that these products belonged to some other brands/companies rather than Unilever. For example, Unilever was the world’s largest ice cream manufacturer with so many brands in different regions such as Walls (UK and most parts of Asia), Ola (Netherlands), Langnese (Germany), Algida (Italy), Kibon (Brazil), and Ben & Jerry’s and Breyers (United  States) instead of developing and marketing a single ice cream brand across the globe. The presence of too many brands made it difficult for the company to effectively manage their brands in a centralized way using a single corporate strategy. Unilever’s brands were managed by local managers, which had greatly affected the direction and performance of these brands. In order to avoid potential threats and risks in the future, Unilever planned to narrow down their brands from 1,600 to only 400 by selecting small numbers to push as their “Masterbrand”. For the management of each Masterbrand there would be a global brand unit with a responsibility to focus on each brand across the world.

• 2.  What was Dove’s market positioning in the 1950s? What is its positioning in 2007?

In 1957, Unilever had launched the Dove in the segment of soap on the basis of the functional qualities of their product. At that time, though, Dove was a soap which was differentiated with a claim that it would not dry out your skin just the way other soaps does, because its formula was technically different from an ordinary soap and contain high levels of natural skin moisturizers. At that time, such sort of advertising campaigns were designed for Dove, which had focused to portray this product as an alternative to soap due to its moisturizing skin cleansing qualities. In its advertisements it was shown that the cream being poured into a tablet. The overall idea and concept remained same for about half a century, however, the term ‘cleanser cream’ was replaced with ‘moisturizing cream’. The product was recommended by women and dermatologists as a curing agent for the treatment of dry skin. For about half a century, Dove continued its success with its well-known and highly effective strategy based on its functional attributes. In 2000, when Unilever decided to narrow down its brands under some “Masterbrand”, Dove also became a “Masterbrand” which covered a number of other products under a single brand, including cleansing bars, body washes, face care, hand washes, hair care, anti-prespirants, deodorants, and body lotions. This Masterbrand strategy had compelled the Unilever to extend the positioning platform for Dove as an entire product line rather than a beauty bar. An intensive research was conducted to change the face of this brand for which a new marketing campaign was launched called “The Campaign for Real Beauty”. A range of messages was designed to communicate with women on the basis of the research conducted to understand the perception and psyche of women about beauty and beauty brands. In their current positioning for Dove, they used a very different type of approach in which they build an emotional connection with women by motivating them to develop self-esteem. In 2007, Dove positioned itself as a brand that could define real and true beauty with the help of ordinary women. Instead of defining functional attributes of their products , they had focused on the superior and diverse attributes of their products to target a broader market to define true beauty....................

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