Dove Case Study

1) Why does Unilever want fewer brands?

Having fewer brands made it a lot easier for the company to manage them. Essentially, they are trading in a multitude of brands for a single master brand identity. If the company can promote several of its products, effectively through the use of a single identity, then this strategy will save them a lot of money compared to trying to manage a bunch of different brands.

Another region for this strategy is it will inevitably lead to greater cooperation and synergy between the company's diverse multinational affiliates. Rather than having each brand work as separate business units, they will come together to manage masterbrands in a more unified and coordinated way. Unilever will be able to benefit from the diverse talents of all of its different brands working together towards a common brand goal.

2) What was Dove's market positioning in the 1950s? What is its positioning in

2007? Dove simply tried to focus on the moisturizing aspect of their soap back in the 1950s, promoting it as being gentler and healthier for your skin than competing brands.

In 2007, its strategy was a lot more focused towards "Many different types of women are beautiful, including you. Treat yourself like a beautiful woman would be taking care of yourself with Dove products." They are essentially positioning themselves as the company that wants to redefine the way women view themselves, and by convincing these women that they are beautiful, win their business.

3) How did Unilever organize to do product category management and brand

management 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?

Before 2000, the company had relied on a traditional brand management strategy. Essentially there was a brand manager for each product, leading a team of brand assistants. The brand manager was in charge of crafting the brand's strategy, delivery of profit targets, and many other aspects of brand management. In 2000, these responsibilities were split between a brand building team and a brand development team. Essentially the brand development team was in charge of the brand's overall image, as well as developing the brand's long term strategy. The brand building was responsible for more short-term marketing efforts that built upon the overall strategy created by the brand development team.

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