Dove

Marissa

1. Unilever wants fewer brands because when having multiple brands, there are excess costs and lack of time management between developing the brands. Unilever’s goal was to decrease from 1,600 brands to 400 in an effort to develop Masterbrands. Masterbrands were a small selected number of surviving brands that served as umbrella identities over a range of product forms. Also, Unilever wanted fewer brands because they lacked global identity and had lost control of its global structure. Due to its extensive brand portfolio, Unilever was the world’s largest producer in Ice cream; however, they were unrecognized by consumers due to the substantial number of brands. With the reduction of brands, Unilever created a “Path to growth” initiative to establish brand development and building strategies. Unilever wanted to increase its performance because they had a relatively small global presence compared to its competitors. For the first time, Unilever would be a global unit for the Masterbrand, entrusting with responsibility for establishing and creating its global vision.

2. Dove’s market positioning in the 1950s was to position the beauty bar based on its functional attributes for treating dry skin. The message was “Dove soap doesn’t dry your skin because it’s one-quarter cleaning cream”. For 40 years, Dove stayed with the claim not to dry skin and the refusal to call itself soap. The Dove beauty bar was technically not soap because its formula came from military research. Studies found it milder than soap-based bars. Through their advertising, the brand used natural- looking women rather than models to convey the benefits of the bar. This project aspired to project honesty and authenticity.

3. Dove was a Masterbrand and in 2007, the brand had a variety of products from beauty to personal care. These products include shampoos, body washes and deodorants. Dove moved away from its functional benefits to real beauty and self-esteem campaigns.  Dove...