Market PositioningIn 1950s first Dove product has been introduced as a result of invention through a military research initiative to find a skin cleaner which could be used eventually by soldiers who suffered from burns and wounds.
It was realized by inserting a substantial portion of natural skin moisturizers. That specification has been focused as well in first marketing campaigns in 1957 and differentiated the product as non-irritating and non-skin drying cleaning bar compared to regular soap bars. Furthermore, the campaigns claimed Dove is not a soap bar but a one-quarter cleanser cream which emphasizes on the moisturizing benefits and positive feelings for the skin of the consumers. Through holistic and widespread advertising campaigns Dove achieved the status of one of America’s most recognized brands.Over the next years up until 2007, Dove increased further its’ popularity as a skin caring cleaning product and extended the product range from a single beauty bar to a wide-ranging product line that includes also body washes, hand washes, face and hair care products as well as deodorants, antiperspirants and body lotions – all claiming skin caring attributes. Within Unilever Dove was amongst the strongest selling products within the group with sales over 2.5 billion USD in more than 80 countries. In many of these countries, Dove products are amongst the most popular skin care brands.
Even though there are currently Dove Product groups addressing men, the main target is focusing on women. Commercials incorporated real-time interactivity with consumers to give feedback through commenting regarding the beauty attributes of the testimonials of the campaigns. Product Category and Brand ManagementUnilever had organized the work of marketing in a manner similar to the market benchmark, known as the brand management system before 2000. Each brand is operated as a separate business, competing with its siblings as well as the products of other firms and managed by a brand manager who was charged with the responsibilities of a general manager in relation to the brand.With the implementation of Path to Growth strategy in 2000 Unilever began to split responsibility for a brand between two groups, one charged with development of the brand and the other charged with building the brand in specific markets. Brand Development was centralized and global in scope.
Brand Building was decentralized according to the major geographic regions in which Unilever operated.Brand Development took responsibility for developing the idea behind a brand, for innovation, and for evolving the idea into the future. Brand Building was replicated in each of Unilever’s major markets around the world. Managers in the brand-building chain of command were charged with bringing the brand to life in their marketplace.