Executive: Market Share
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"Hips Feel Good" — Dove's Campaign for Real Beauty
Executive Summary
Unilever is one of the world largest consumer products companies with annual revenues of $50B and staff of 250,000. Dove beauty care product line is Unilever’s flagship brand with sales of $3B in 2005. In 2003, Dove sales declined due to competition. Unilever’s objective is to increase the market share for its Dove brand by evolving this brand into a modern and desirable one, while at the same time standing out against strong competition. By September 2006, the first phase of the re-launch campaign, started in 2004, has been successfully finalized. To further satisfy Unilever, Kerstin Dunleavy, Dove brand manager, should define the next steps and make specific recommendations for the second phase of marketing campaign.
This report outlines different alternatives for Kerstin to present to Unilever’s senior management. Based on the current situation, market, segmentation, and alternatives’ analysis, it is recommended shifting focus back on “selling products” to specific market segments to increase sales volumes and number of product offerings. The experience gained on the first phase of the marketing campaign made Unilever a real expert in customers’ needs. The recommended alternative ensures transformation of this experience into significant sales volumes increase of the new and existing Dove products.
Problem statement
Unilever’s Dove product line is targeting the market share increase through the modernizing the brand image. After the successful first phase of the brand re-launch program, the next steps should be defined to further satisfy Unilever. Kerstin Dunleavy, brand manager for the Dove line, should make specific recommendations for the second phase of marketing campaign.
Situation analysis
Objectives and
"Hips Feel Good" — Dove's Campaign for Real Beauty
Executive Summary
Unilever is one of the world largest consumer products companies with annual revenues of $50B and staff of 250,000. Dove beauty care product line is Unilever’s flagship brand with sales of $3B in 2005. In 2003, Dove sales declined due to competition. Unilever’s objective is to increase the market share for its Dove brand by evolving this brand into a modern and desirable one, while at the same time standing out against strong competition. By September 2006, the first phase of the re-launch campaign, started in 2004, has been successfully finalized. To further satisfy Unilever, Kerstin Dunleavy, Dove brand manager, should define the next steps and make specific recommendations for the second phase of marketing campaign.
This report outlines different alternatives for Kerstin to present to Unilever’s senior management. Based on the current situation, market, segmentation, and alternatives’ analysis, it is recommended shifting focus back on “selling products” to specific market segments to increase sales volumes and number of product offerings. The experience gained on the first phase of the marketing campaign made Unilever a real expert in customers’ needs. The recommended alternative ensures transformation of this experience into significant sales volumes increase of the new and existing Dove products.
Problem statement
Unilever’s Dove product line is targeting the market share increase through the modernizing the brand image. After the successful first phase of the brand re-launch program, the next steps should be defined to further satisfy Unilever. Kerstin Dunleavy, brand manager for the Dove line, should make specific recommendations for the second phase of marketing campaign.
Situation analysis
Objectives and