...How did unilever organize to do product category 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 this case? Ans: In product category they offered multiple brand. Each brand operated as a separate business compare with its siblings as well as other firms. Each brand has a different strategy for that they have separate delivery of profit target. BRAND MANAGEMENT before 2000. Multiple brands within a product category, Each Brand as separate business. Staff of Brand Assistants executing policies of Brand manager. Each Brand Manager, responsible as General Manager. Strategy Design Delivery of profit targets. Day to day marketing decision. Advertising and Trade promotions. BRAND MANAGEMENT AFTER 2000 Responsibility Split up between two groups Brand Development (Centralized) * Developing the idea for innovation and evolving into future * Medium to Long term Market Share Creating Value in category * Decision of media Plan Development of Brand Plan * Located in region where Brand is strongest. ( Brand Building (Geographical Region) * Bringing brand to Life in their market place, Accountable for growth and short term market share * Guidance from Brand Development Team, What level of spending in media, Reporting for a collection of brand under a category BRAND MEANING Before 2000 * Meaning simple and inspirational:...
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...9-508-047 REV: MARCH 25, 2008 JOHN DEIGHTON Dove: Evolution of a Brand In 2007, Unilever’s Dove was the world’s number-one “cleansing” brand in the health and beauty sector, with sales of over $2.5 billion a year in more than 80 countries. It competed in categories that included cleansing bars, body washes, hand washes, face care, hair care, deodorants, anti-perspirants, and body lotions. It competed with brands like Procter and Gamble’s Ivory, Kao’s Jergens, and Beiersdorf’s Nivea. Dove had recently launched what it termed a Masterbrand campaign under the title of The Dove Campaign for Real Beauty. For some marketing observers the campaign was an unqualified success, giving a single identity to the wide range of health and beauty products. But the vivid identity owed much to the campaign’s use of the unruly, unmapped world of Internet media.1 Were there risks to putting the “Real Beauty” story out on media like YouTube, where consumers were free to weigh in with opinion and dissent? On blogs and in newsletters, marketing commentators argued that Dove’s management was abdicating its responsibility to manage what was said about the brand, and was putting its multibillion-dollar asset at risk.2 Unilever A leading global manufacturer of packaged consumer goods, Unilever operated in the food, home, and personal care sectors of the economy. Eleven of its brands had annual revenues globally of over $1 billion: Knorr, Surf, Lipton, Omo, Sunsilk, Dove, Blue Band, Lux, Hellmann’s...
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...9-508-047 REV: MARCH 25, 2008 JOHN DEIGHTON Dove: Evolution of a Brand In 2007, Unilever’s Dove was the world’s number-one “cleansing” brand in the health and beauty sector, with sales of over $2.5 billion a year in more than 80 countries. It competed in categories that included cleansing bars, body washes, hand washes, face care, hair care, deodorants, anti-perspirants, and body lotions. It competed with brands like Procter and Gamble’s Ivory, Kao’s Jergens, and Beiersdorf’s Nivea. Dove had recently launched what it termed a Masterbrand campaign under the title of The Dove Campaign for Real Beauty. For some marketing observers the campaign was an unqualified success, giving a single identity to the wide range of health and beauty products. But the vivid identity owed much to the campaign’s use of the unruly, unmapped world of Internet media.1 Were there risks to putting the “Real Beauty” story out on media like YouTube, where consumers were free to weigh in with opinion and dissent? On blogs and in newsletters, marketing commentators argued that Dove’s management was abdicating its responsibility to manage what was said about the brand, and was putting its multibillion-dollar asset at risk.2 Unilever A leading global manufacturer of packaged consumer goods, Unilever operated in the food, home, and personal care sectors of the economy. Eleven of its brands had annual revenues globally of over $1 billion: Knorr, Surf, Lipton, Omo, Sunsilk, Dove, Blue Band...
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... UNILEVER’S CATEGORY MANAGEMENT STRATEGY * Then * World’s largest producer but lacked a unified global identity. * Brands managed in a decentralized fashion * Years of slow performance * Lack of sound corporate strategy * Numerous low-volume brands * Small global presence compared to competition * Mediocre performance in emerging markets Now * Reduce portfolio to 400 “core” brands * Path to growth Initiative (Brand building and brand development – separate functions) * Concentrate on product innovation to fuel internal growth * An initiative to create an overall umbrella brand across all Unilever’s brands * 2 WHY DOES UNILEVER WANT FEWER BRANDS? * * Global decentralization brought problems of control. * Company’s brand portfolio had grown is a relatively laissez-faire manner. * Unilever lacked a global identity. * Product categories had checkered identities. * Embarked on a 5 year strategic initiative “Path to Growth”: * - Winnowing 1600 brands down to 400. - Selected “Masterbrands”, mandate to serve as umbrella identities over a range of product forms. * - Global brand unit for each “Masterbrand” * 7. ‘BEAUTIFUL YOU- TODAY, TOMORROW’ - A CALCULATED RISK? Media Explosion on the idea of ‘BEAUTY’ Increased pressure to ‘Look beautiful’ according to popular perception Worldwide criticism of Fashion Brands and brands that made...
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...MANAGEMENT Team Case Analysis DOVE: EVOLUTION OF A BRAND (2008) Zuzana Husarova Sayantan Jana Papitha Mohan Arianna Parmigiani Subject: Brand Management Summer Term 2015 Date of submission: 2015-05-28 Dove: Evolution of a brand The aim of this team case analysis is to describe and analyse the evolution of the brand Dove with respect to its current strong position in American, European and increasingly even in the Asian market. What enables the brand to be so successful? Why is Dove today synonymous with care and beauty? We believe that the answers to these questions can be found in changes that took place almost a decade ago and shaped perspectives, values, corporate culture and point of view of the brand and, consequently, also of Dove´s customers and the public in general. 2 Brand Management in Unilever Because of global decentralization and the lack of transparency in all operations Unilever decided to change its organization structure with the aim to create a unified global identity. Thus, in February 2000 they launched an initiative “Path to Growth” that would clearly define their goals in order to strengthen the brand under a changing marketplace scenario. The most important changes are described in a table below. BRAND MANAGEMENT CHANGES pre 2000 after 2000 Leadership Style Laissez-faire Decentralization Centralization Product Category Multiple brands each led by a brand manager competing with its siblings as well as...
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...Plenitude product line to the United States market and achieve both bottom and top line growth. In 1988, the L'Oreal 'Plenitude' line was launched in the U.S. market consisting of a 14 SKU (Stock keeping units) line-up that was sub-divided under cleansers and moisturizers (both daily and treatment). By early 1995, the line had extended to 19 separate products. Each segment was further categorised according to criteria such as skin type and time of usage. The packaging of each product was captivating and informative and there was a very unique purpose for the information provided on the packaging as the strategy of L'Oreal was to push such products in retail outlets without dedicated sales staff which entailed that the consumer was to be educated via instructional packaging. To give a brief overview of the company, it was founded in 1907, in Clichy, France, by the chemist Eugene Schueller to provide advanced hair care products for customers of French hairdressers. Under the guidance and control of Schueller's family the company had evolved to provide cosmetic, skin and hair care products with the principle strategy of 'quality, innovation and geographic expansion'. Later the holding company 'Gesparal' and Nestle became major shareholders of the company which provided deep-pockets for it's innovation philosophy and geographic expansion plan. Within the context of L'Oreal, Plenitude existed to target consumers of skincare products via the mass market retail channels. Other ranges focused...
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...Introduction Unilever is a multi-national corporation, formed of Anglo-Dutch parentage that owns many of the world’s consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever employs nearly 180,000 people and had worldwide revenue of almost €40 billion in 2005. Unilever is a dual-listed company consisting of UnileverNV in Rotterdam, Netherlands and Unilever PLC in London, England. This arrangement is similar to that of Reed Elsevier and that of Royal Dutch Shell prior to their unified structure. Both Unilever companies have the same directors and effectively operate as a single business. The current non-executive Chairman of Unilever N.V. and PLC is Michael Treschow while Patrick Cescau is Group Chief Executive, who will retire at the end of 2008. Mr Paul Polman will succeed Patrick Cescau as Group Chief Executive. The company is widely listed on the world’s stock exchanges. 1.2 Origin of report Since practical orientation is an integral part of the BBA program, I tried to expose real life performance of Uniliver by preparing this report. To prepare this report I have come across with different information of the Uniliver. From the collected information I understand the company’s activities in the market as Uniliverll as in their internal preparation for marketing and others activities. I expect that this report will fulfill the requirement of BBA program and provide a clear idea about the Uniliver activities and other multi-national...
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...Chapter- One Introduction 1.1 Introduction Unilever is a multi-national corporation, formed of Anglo-Dutch parentage that owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever employs nearly 180,000 people and had worldwide revenue of almost €40 billion in 2005. Unilever is a dual-listed company consisting of Unilever NV in Rotterdam, Netherlands and Unilever PLC in London, England. This arrangement is similar to that of Reed Elsevier and that of Royal Dutch Shell prior to their unified structure. Both Unilever companies have the same directors and effectively operate as a single business. The current non-executive Chairman of Unilever N.V. and PLC is Michael Treschow while Patrick Cescau is Group Chief Executive, who will retire at the end of 2014. Mr Paul Polman will succeed Patrick Cescau as Group Chief Executive. The company is widely listed on the world's stock exchanges. 1.2 Origin of report Since practical orientation is an integral part of the MBA program, I tried to expose real life performance of Unilever by preparing this report. To prepare this report I have come across with different information of the Unilever. From the collected information I understand the company’s activities in the market as Unilever as in their internal preparation for marketing and others activities. I expect that this report will fulfill the requirement of MBA program...
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...company, their first and number one responsibility is to the doctors, nurses, patients, mothers, fathers, employees, communities, and stockholders. Their credo challenges them to put the needs and well-being of the people they serve first. * Provide high quality products for doctors, nurses, patients, and parents. * Treat employees as individuals with opportunities for development and advancement. * Support good works and charities in each community . * Meet the responsibility to the stockholders by making a sound profit, while continuing research and development. 3. Historical background of the company Three brothers, Robert Wood Johnson, James Wood Johnson and Edward Mead Johnson, found Johnson & Johnson in New Brunswick, New Jersey, U.S in 1886 Their initial focus was on bandages, sterile sutures, wound care and baby products. Their first-aid kits, originally sold to railroad workers, would later become a staple in nearly every household. They also sold women’s health products, including sanitary protection products and maternity kits with first-aid products to assist in home births. Johnson and Johnson in India Johnson & Johnson spread its root into India 67 years ago. Since then, the Company has brought many innovative ideas, products and services to improve the health and well-being of people in India. The Company today employs more than 3,000 people and is organized into three business segments: Consumer Healthcare, Medical Devices and Pharmaceuticals...
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...BRAND POSITIONING EVOLUTION—Positioning is the last step in the marketing strategy formulation. Marketing strategy begins with identification of market segmentation and later choosing a target for marketing activity. The term ‘position’ in a physical sense is used to refer to or specify the place or location of an object. The marketing battle is not fought for acquiring a geographical unit but to win customers or market share. Retailers or the end users are usually the targets of the marketing battles. In marketing, the soldiers are typically the sales people, and other value creating tools like advertising, sales promotions, demonstrations, product, after sales care, price, reputation etc, are the tools used to fight the marketing battles. Brands are the ultimate fighters used to fight marketing battles. Marketing battles are fought with competitors in the industry who stake claim to or chase the same customers or markets. A marketing battle is fought in the minds of prospects for their purchase preference. When a brand is sold in the mind of the customer, the marketing battle is won. In the marketing context, victory is dictated by superior value delivery. Brands that deliver better value than rivals usually win the customer’s purchase vote. ADVERTISING PERSUASION— In the early years, marketers relied upon the powers of communication tools like advertising to win customers. The belief that dominated this era was that customers could be sold anything on the basis of persuasive...
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...Product Strategy & Management Term Paper Industry- Personal Care Industry Company – VI-John Private Limited Product – VI-John Shaving Cream Submitted to: Prof. Ramesh Venkateswaran By Group 8A Kartik Saruparia (144043) Nitu Rai (144064) Priyanka Katoch (144081) On 12.08.2015 INDIAN INSTITUTE OF MANAGEMENT, Udaipur VI-John - Journey of Desi Brand From the second storey of his office, Vimal Pande looked towards the sky and started contemplating his thoughts what to do next to maintain the pace with innovative and competitive personal grooming industry. VI-John was founded in 1960, Kochar family had built the desi company into one of the major players in manufacturing of shaving creams. Customers used VI-John shaving cream because it was affordable and delivered quality. The company is known for high-quality shaving cream in the business and charging low prices for them. The company has always targeted mass customers and never raised the price of the product alike their competitors. Currently, the company is enjoying its position in the industry as a volume leader. But the market value share (21.7%) of the VI-John shaving cream is less than market volume share (29.2%) whereas competitors like Axe, has market value share (12.9%) greater than market volume share (7.4%), similarly, Gillette having market volume share of 3.9% has a market value share of 7%. (Refer Exhibit 1) In past, the company had tried to increase its value share by increasing...
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...AY 2011 COMPARISON OF MARKETING STRATEGIES BETWEEN JAPANESE AND KOREAN COSMETICS COMPANIES IN THAILAND’S MARKET MATHAVEE REUNGSINPINYA Major in Business Administration GRADUATE SCHOOL OF COMMERCE WASEDA UNIVERSITY 35092351-8 C.E. PROF. GROSSBERG PROF. SUGIURA D.E. PROF. FUJITA Table of Contents CHAPTER 1. SECTION 1. SECTION 2. SECTION 3. SECTION 4. CHAPTER 2. SECTION 1. SECTION 2. SECTION 3. INTRODUCTION ................................................................................... 1 INTRODUCTION ............................................................................................ 1 OBJECTIVE OF THE STUDY........................................................................... 3 RESEARCH METHODOLOGY ......................................................................... 3 STRUCTURE OF PAPER ................................................................................. 4 INDUSTRY ANALYSIS .......................................................................... 5 THAILAND’S COSMETIC MARKET ................................................................. 5 JAPANESE COSMETICS IN THAILAND ........................................................... 8 KOREAN COSMETICS IN THAILAND ........................................................... 10 CHAPTER 3. MARKETING STRATEGIES OF MAJOR JAPANESE AND KOREAN COSMETIC COMPANIES ..............................................................................................14 SECTION 1. JAPANESE...
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...School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2013, Richard Ivey School of Business Foundation Version: 2013-03-04 On April 26, 2012, Stefan F. Heidenreich walked into the conference center in Hamburg, Germany, for Beiersdorf’s annual stockholder meeting. There, he would officially be introduced as the new chief executive of the NIVEA producer and take the reins in a time of transition and complex challenges. His predecessor, Thomas-Bernd Quaas, was to give his farewell speech in front of 800 shareholders. Quaas had been the CEO for the past seven years and had led the company’s international expansion. The company’s flagship brand, NIVEA, had turned 100 years old last year and consumers around the world were familiar with the cream in the signature blue tin. The expansion was not only geographical but also categorical: a number of innovations had resulted in a broad product range under the NIVEA brand. However,...
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...TOPIC BRANDING STRATEGY OF HINDUSTAN UNILEVER LIMITED SUBMITTED BY PRIYANKA S. TELANG UNDER THE GUIDANCE OF SAMADHAN KHAMKAR IN THE FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF BACHELOR OF MANAGEMENT STUDIES UNIVERSITY OF MUMBAI ACADEMIC YEAR 2009-2010 CHIKITSAK SAMUHA’S S.S & LS PATKAR VARDE COLLEGE OF ARTS COMMERCE & SCIENCE AND V.P VARDE COLLEGE OF COMMERCE & ECONOMICS,GOREGAON (W) MUMBAI -62 1 CHIKITSAK SAMUHA’S PATKAR – VARDE COLLEGE OF ARTS, COMMERCE SCIENCE. GOREGAON (W), MUMBAI -400063 CERTIFICATE This is to certify that PRIYANKA SHASHIKANT TELANG OF T.Y.Bachelor of Management studies VI (2009-2010) has successfully completed the project on “BRANDING STRATEGY OF HUL” under the guidance of SAMADHAN SIR. COURSE CO-ORDINATOR PROJECT GUIDE/INTERNAL EXAMINAR EXTERNAL EXAMINER 2 CHIKITSAK SAMUHA’S PATKAR – VARDE COLLEGE OF ARTS, COMMERCE SCIENCE. GOREGAON (W), MUMBAI -400063 DECLARATION I, PRIYANKA TELANG OF Patkar –Varde College of TYBMS (semester VI) hereby declare that I have completed this project on “BRANDING STRATEGY OF HUL” during the academic year 2009-2010. The information submitted is true and original to the best of my knowledge. DATE: SIGNATURE OF STUDENT PLACE: MUMBAI 3 ACKNOWLEDGEMENT I wish to express my profound gratitude to PROF.SAMADHAN KHAMKAR for his kind support and valuable guidance for the completion of this project. I also express my sincere thanks to my principal and BMS co-coordinators...
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...across multiple, increasingly diversified channels of distribution in the United States and abroad. The company's brand leadership in the natural personal care category—itself growing by 15% per year over the same period—was secure, despite growing competition. Replogle's mantra was that all this momentum gave Burt's Bees a unique opportunity to bring natural personal care to the forefront of mainstream personal care in the coming years, a revolution that would be consistent with the original vision of Burt's Bees founder Roxanne Quimby, who thought that the natural and earth-friendly products would ultimately reach "everyone, everywhere." Replogle liked to provocatively claim that Burt's Bees wanted to become the "Starbucks of personal care," in reference to the niche coffee" brand that won over its category by imposing superior product expectations and a renewed sense of meaning in consumption. Achieving this ambitious goal, however, would require many changes for the Maine-born brand that carried an anti-commercial image of friendly quirkiness. Already, rapid growth had propelled Burt's products into mainstream outlets such as CVS and Walgreen pharmacies. Under Replogle's leadership, the product range would be changing rapidly as well. It would still star the brand's classics, including beeswax lip balm and lip shimmers, and "hand salve" and other esoteric creams and ointments contained in small, endearing containers. Many products would continue to carry the brand's early (and...
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