Dove Campaign 2013

Find Your Scents of Confidence
Research by:
Lauren Cole
Michael DeGothseir
Ariel Grodofsky
Ashlee Mercogliano
Ashley Smyth
April 2013
1.1 Table of Contents
Section Page Nu
mber
1.1 Table of Contents………………………………………………………………………………………………………….2
2.1 Executive Summary ………………………………………………………………………………………………………5
3.1 Situation Analysis………………………………………………………………………………………………………….6
3.2 Brand History………………………………………………………………………………………….…………6
3.3 Dove Products……………………………………………………………………………….……….………...7
3.4 Brand Image and Positioning……………………………………………………………….…………….8
3.5 Brand & Product Life Cycle……………………………………………………………..…………………9
3.6 Creative History…………………………………………………………………………………………………

10
3.7 Product Class………………………………………………………………………..……………………………

12
3.8 External Market Factors…………………….………………………………..

…………………………….13
3.9 Competition………………………………………………………..
…………………………………………….14
3.10 External Environment….………………………………………………..…………………………………

19
4.1 Target Group……………………………….………………………………….…………………….………………………

22
4.2 Geographic Factors ….………………………………………………………………………..

……………..24
5.1 SWOT Analysis……………………………………………………………………………………………….

……………..26
5.2 Purpose and Application…………………………………………..……………………………..……..…

26
5.3 Definition………………………………………………………………………………………..………….
……..26
5.4 Ranking Score………………………………………………………………………….

………………………..27
5.5 Actionable Set….………………………………………………..………………………..……………………

28
5.6 SWOT Chart………………………………………………………………………………..

…………………….28
6.1 Campaign Objectives………………………………………………………………………….

………………………..31
7.1 Campaign Timeline…………………………………………………………………………………….…………………

33
7.2 Implementation……………………………………………………………………………….………….……
33
7.3 Campaign Quarters, by Months……………………………………………………………………..…

33
7.4 Competitive and Environmental Surveillance……………………………………..

…………….35
7.5 Contingency Plans……………………………………………………………………………..…….…….…

35
8.1 Multi-Attribute Model (MAM)

……………………………………………………………………………………..36
8.2 Message Design and Positioning Guidelines…………………………………………….

……….36
8.2.1 Importance Scale……………………………………………………………………….…..

….38
8.2.2 Belief Scale…………………………………………………………………………………………

39
8.2.3 Iconic Scale………………………………………………………………………….
……………..41
8.3 Graphs of MAM Results…………………..………………………………………………….

……………..42
8.4 MAM Results…………………………………………………………..

………………………………………..44
8.5 Line by Line Analysis………………………………………………………………………………………….4

5
8.6 Message Points…………………………………………………………………………………………….……

47
9.1 Budgetllocation…………………………………..……………………..…………………………………..………….48
10.1 Mediaelection…………………………………..……………………..…………………………………..………….49
10.2nternet…………………………………..……………………..…………………………………..…………..50
10.3 Print…………………………………..……………………..…………………………………..
………………..50
10.4elevision…………………………………..……………………..…………………………………..………..51
10.5 Radio…………………………………..……………………..…………………………………..
……………….52
10.6 Female Promotions …………………………………..……………………..

……………………………..53
10.7 Male Promotions…………………………………..……………………..……………………………..…

53
10.8 Environmental Initiative…………………………………………………………………………………….53
11.1 Final Message Design………………………………………………..…………………………………..

…………..54
12.1 Creativexecution…………………………………..……………………..…………………………………..……..55
12.2 Print – Women…………………………………..……………………..……………………………………

55
12.3 Print –en…………………………………..……………………..…………………………………..…….56
12.4 Radio…………………………………..……………………..…………………………………..………………
57
12.5elevision…………………………………..……………………..…………………………………..……….58
12.6igital…………………………………..……………………..…………………………………..………….…64
13.1 Media Plan…………………………………..……………………..…………………………………..…………………

65
13.2 Media Budget Allocation Chart…………………………………..……………………..……………

65
13.3 Year At A Glance Summary………………………..……………………..

…………………………….65
13.4 Mediatrategy…………………………………..……………………..…………………………………...66
14.1 Campaign Evaluation…………………………………..……………………..………………………………………

68
15.1 References..…………………………………..……………………..……………………………………………………
70
16.1 Media Appendix…………………………………..……………………..

……………………………………………..74
17.1 Creative Appendix…………………………………..……………………..

…………………………………………..82
2.1 Executive Summary
Dove is committed to building positive self-esteem and inspiring women to reach their full
potential. L.A.S. Communications is dedicated to that philosophy in both our attitude and
work
ethic. It is the responsibility of this advertising agency to take that strong brand image and
protect it in addition to expanding and maintaining current consumers.
The recommendations we have set for this campaign have a foundation based on Dove’s
previous campaigns and careful research. Our S.W.O.T. analysis provided the most importan
t
parts of the advertising situation, especially that women see Dove as a symbol of confidenc
e
and the weakness of perceived low male consumer awareness. Our Multi-Attribute Model i
sa
direct representation of what the consumer believes is important and how those attributes
rank against our primary competitors. Consumers see “scent” as the most important attrib
ute
st
in body wash. Dove ranked 1 in comparison to its primary competitors, and we plan on
maintaining that perception.
Our objectives concerning both female and male consumer awareness, environmental
initiatives and social media integration are the most important aspects of this campaign. Th
e
campaign timeline provided shows how dedicated we are to maintaining these high standar
ds
of commitment and responsibility to the work we provide.
We have a primary target audience of women ages 18-34 and secondary target of males ag
es
18-34. Based on the information and research that we have conducted, we feel that this w
ould
be a prime target for our campaign efforts.
The recommended budget for this campaign of $65,572,000 is guided by previous spending
and
the current spending of our primary competitors. In terms of allocation, the monthly and ye
arly
spending has been carefully analyzed with our media choices to provide the most accurate
and
efficient spending for our proposed campaign, “Find Your Scents of Confidence”. The media
distribution for print, internet, radio, and television recommended is a result of research
showing the quintile distributions of each and every medium and timeframe of consumer
behavior.
The creative execution examples provided are a true representation of what we will be able
to
provide Dove throughout this year-long campaign. “Find Your Scents of Confidence” is a slo
gan
we believe meets Dove’s current brand image that can also be expanded upon depending o
n
the type of consumer and seasonal scent changes. Due to the fact that Dove has such a str
ong
connection with real women of all ages, shapes and sizes, we know that the variety of scent
s
will speak to their individuality and confidence.
Our agency strives to accomplish all goals with constant and honest communication betwee
n
ourselves and our clients. Most importantly, we are here to provide Dove with the most
accurate research and analyses concerning the current situation and the best options for th
e
future. Let’s open a world of possibilities for men and women everywhere, together.
5
3.1 Situation Analysis
3.2 Brand History
Unilever
Unilever, the parent company of Dove has more than 400 brands,
12 of which generate sales that exceed $1.3 billion a year. More
than 171,000 people are employed at Unilever, and their company
mission stresses sustainability, responsibility, innovation, and
minimizing waste (Unilever 2013). Environmental responsibility is
a huge aspect of what this advertising strategy will emphasize.
One of our four primary objectives is to increase the awareness of
what Unilever’s products have achieved in terms of environmental
initiatives.
The Unilever Foundation is currently partnered with Oxfam, PSI, Save the Children, UNICEF,
and
the World Food Programme. Their objective is to improve hygiene, sanitation, access to clea
n
drinking water, basic nutrition, and enhance self-esteem. Their overall goal is to help more
than one billion people improve their health and wellbeing. Their mission is “to create a b
etter
future every day, with brands and services that help people feel good, look good, and get m
ore
out of life” (Unilever 2013).
The mission of Unilever is what guided us to create this advertising campaign. Keeping in mi
nd
a better future, trustworthy products and strong relationships with consumers is what we
believe will make our campaign successful. Social media is a major part of how Unilever
interacts with both consumers and partners, which encompasses two of our primary objecti
ves
in this campaign.
Dove
The Dove personal care brand is owned by Unilever and was first
launched in 1955. Their creative strategy and sales have been
consistent since the original launch.
Dove is considered the world’s top cleansing brand (Dove Social

Mission). Dove offers a product line that ranges from skin care, hair
care, body lotions, hand creams, body wash, bar soap and deodorants
for both women and men. Since its inception, the Dove brand has been ultimately positione
d
towards a female demographic, which is an aspect that will be emphasized during this
campaign. Our campaign will target both men and women who use Dove body wash and
encourage new consumers try Dove during our campaign.
The “Dove for True Beauty” campaign in 2004 made an effort to combat the issues of self-
esteem and body image for women of many ages and sizes. This campaign set the stage for
future campaigns that emphasize self-image and encouraging women to be proud of
themselves no matter what they look like (Dove.Us.SocialMission 2013).
In 2010, Dove expanded their product line to include Dove Men + Care. This new product li
ne
reaches out to the male demographic. This is one of the most important aspects of Dove th
at
we will emphasize in our advertising campaign. Due to the fact that Dove is just starting to
target the male audience, we want to capitalize on that opportunity and expand on the mal
e
demographic.
Our campaign is in line with the values and attributes provided in previous Dove advertising
campaigns. We plan to build off of the self-esteem aspect of the brand and focus on the qu
ality
of Dove body wash. Each of Dove’s products is equally important, and our advertising strat
egy
for Dove body wash addresses skin care, confidence, and happiness.
3.3 Dove Products
Dove is known for their variety of products, which range from antiperspirants/deodorants,
body washes, beauty bars, lotions/moisturizers, hair care, and facial care products. Dove
recognizes that all skin types are different and require different treatment. The company pri
des
itself in having a multitude of products for all different skin types during the changing seaso
ns.
Below is a list of the 18 types of body wash (13 for women, 5 for men) that Dove offers. Eac
h
body wash encompasses a different trait, ranging from exfoliating care, Winter Care, Sensiti
ve
Skin, and Go Fresh (Dove.com 2013).
Women’s Body Wash

Deep Moisture Body Wash with NutriumMoisture
VisibleCare Softening Creme Body Wash
VisibleCare Replenishing Creme Body Wash
VisibleCare Toning Creme Body Wash
Gentle Exfoliating Body Wash with NutriumMoisture
Go Fresh Rebalance Body Wash with NutriumMoisture
Go Fresh Revive Body wash with NutriumMoisture

Go Fresh Cool Moisture Body Wash with NutriumMoisture
Sensitive Skin Body Wash with NutriumMoisture
Winter Care Body Wash with NutriumMoisture
Purely Pampering Body Wash Shea Butter with Warm Vanilla
Purely Pampering Body Wash Coconut Milk with Jasmine Petals
Purely Pampering Body Wash Almond Cream with Hibiscus
Men+Care Body Wash

Men+Care Fresh Awake Body & Face Wash
Men+Care Clean Defence Body and Face Wash
Men+Care Aqua Impact Aqua Body Wash
Men+Care Extra Fresh Body and Face Wash
Men+Care Odor Guard Body Wash
3.4 Brand Image and Positioning
Dove and Unilever alike remain dedicated to providing their consumers with the highest qu
ality
products for themselves and their loved ones. Dove provides women and, more recently, m
en
with products that will enhance their health and well being. Dove’s products are known for
their soft and cleansing qualities. Their iconic brand image of the golden dove is one that
embodies the importance of natural beauty and self-acceptance.
With the launch of the Real Beauty campaign in 2004, Dove interacts with its consumers an
d
encourages women of all ages to participate in a global discussion on the real definition of
beauty. With the creation of the Self-Esteem Movement and the Self-Esteem Fund, Dove br
ings
the issues facing women in regards to body image and self-acceptance to the forefront (Dov
e
Campaign for Real Beauty, 2012). Dove is trying to give women the opportunity to speak ou
t
against these unrealistic views of beauty and to create a more open discussion around thes
e
issues for women of all ages. By providing tools relating to self-esteem and body image, Dov
e is
proactive in their efforts to combat these negative perceptions and understandings of how
beauty is being defined. Dove has encouraged consumers of all ages to embrace their own
self-
worth by using products that can make them feel their best. This image is the core of Dove
as a
brand, and we plan on positioning our campaign around this image.
Dove currently positions itself as a brand that listens to their consumers wants and needs w
hile
providing them with a reliable product. Dove has employed the use of real women in their
previous advertising campaigns in hopes of relating to women who are interested in redefin
ing
those standards of true beauty. Dove has positioned its brand as being one that cares about
the
prosperity and care of their consumers while breaking the mold of a false sense of reality.
3.5 Brand & Product Life Cycle
Dove’s lotion was introduced in 1950’s and the product grew extremely quickly into one of t
he
top brands in the country, as well as internationally. Their products have been in the market
for
over five decades. With this in mind, the product is in the “maturity” stage. It continues to
thrive each year in the market and is now a stable part of the health and beauty industry.
The Dove products are used to clean and enhance the body and well being. Each product is
not
meant to be used for an extended period of time, so the product life cycle is relatively short
.
Over 50% of our survey respondents reported that they purchase their body wash products
less
than once a month. Seasonally, different types of body wash address summer and winter sk
in
problems and are purchased more often in their designated seasons. Most bottles of body
wash are finished within just a few weeks to a few months and the bottles are approximatel
y
12 fl. oz.
The product life cycle for the women’s body wash would be considered to be in the mature
stage of the cycle. As a whole, Dove is trying to maintain the status and maturity of the bran
d’s
body wash. However, the men’s body wash, is considered to be in the growth phase. Becaus
e
of its recent launch a few years ago, the men’s care line within Dove’s brand has much more
room for grow th due to the fact that their market share is much lower than other women’s
brands.
Outside of the “offers” tab on their website, Dove realizes how important the health of their
consumer’s skin is and takes pride in the quality of its products. Dove has t he option for loy
al
customers to become a Dove Insider, which includes first-looks at products and exclusive
savings. Dove’s mission says that “ Dove is committed to building positive self -esteem and
inspiring all women and girls to reach their full potential —but we need your help (Dove.co
m).
We're building a movement in which women everywhere have the tools to take action and
inspire each other and the girls in their lives. It could be as simple as sending a word of
encouragement to a girl in your life or supporting self- esteem education in your town. Fro
m
mentoring the next generation to celebrating real beauty in ourselves and others, we can o
pen
a world of possibilities for women and girls everywhere.” (Dove.com)
3.6 Creative History
Starting in 1955, Dove joined with Ogilvy and Mather in what would become a long lasting a
nd
prosperous relationship. At the launch of Dove’s iconic beauty bar, Ogilvy & Mather soon
introduced Dove to a whole new market, in which they have remained one of the leaders in
their category. In the late 1950’s, determined to differentiate the Dove brand from the rest
of
the beauty care market, David Ogilvy capitalized on the Dove beauty bar’s new moisturizing
ingredient, creating a new product that people had never seen before (Media Bistro). Movi
ng
into the 1960’s, as Dove’s presence continued to increase. Dove soon became known as a
staple in modern culture and seen as a credible product. From this point on, Ogilvy then mo
ved
into various case studies that encouraged consumers to directly interact with Dove’s produc
ts
and then share their personal experiences after consumption (Media Bistro).
Through these various consumer driven experiments, Dove took advantage of using real
women to inspire other women to switch to Dove products. Because this form of advertisin
g
seemed to attract women considered to be in their target audience, Dove has continued to
use
real consumers testing their products to continue an open discussion about how their prod
ucts
can work for all kinds of consumers. Moving into the 1980’s and 1990’s, Dove began to expa
nd
its global reach by launching its products in over 55 countries worldwide (Media Bistro). Wit
h
their previous campaigns such as the “Litmus Test” and the “Conviction of Real Users,” Dove
visually portrayed physical evidence of how their products compared to those in the
marketplace and how it could affect consumers skin in a more positive way than its
competitors. These campaigns continued to encourage women to make the switch by heari
ng
personal testimonials and reactions from other women who used Dove and what it could d
o for
their bodies. As Dove moved into the new millennium, Dove has envisioned a new campaig
n
that had to deal with this issue of real beauty and how it was affecting their consumers.
Within the last decade, Dove has maintained a steady presence in the marketplace with the
ir
current and past advertising efforts. The Dove for Real Beauty campaign was launched in 20
04
by Ogilvy & Mather in an effort to promote self–esteem and pride, in addition to encouragi
ng
women of all shapes and sizes to feel comfortable and confident in their own skin and helpi
ng
to define what true beauty really is. The advertisements are comprised of visuals featuring r
eal
women that challenged the stereotyped models. These visuals encouraged women to join i
na
10
discussion about the reality of beauty and how women are portrayed through the media. Al
ong
with print and outdoor ads, Dove also released a short video named “Evolution,” which sho
ws
the fast transformation of a woman into a supermodel by depicting the idealistic image of w
hat
a woman should look like (Dove Evolution, 2010). The campaign also included research and
funding efforts to bring the topics of self-esteem and personal beauty to the forefront of iss
ues
facing women of all ages.
Dove created the Dove Self-Esteem Fund in 2006 in order to encourage and inspire girls to l
earn
a new meaning of beauty. Continuing into 2010, Dove launched their Dove Movement for S
elf
Esteem, which is a program that was developed to give women a chance to teach and ment
or
others about the celebration of real beauty (Dove.com). With partnered organizations such
as
Girl Scouts and Boys and Girls Club of America, this movement has reached over 7 million gi
rls
through educational programs and activities (Dove.com/socialmovement). In 2011, Dove
released its findings after looking at the span of the campaign. Some of the important statis
tics
that were found stated that only 4% of women around the world consider themselves truly
beautiful. In a study of 1,200 girls aged 10 to 17, 72 % of them admitted to feeling social
pressures to look beautiful (Dove Campaign for Real Beauty). With these staggering statistic
s,
Dove has made its primary mission to uncover the true meaning of meaning of beauty
compared to the unrealistic standards that we see today.
As recently as 2012, Dove released another phase of their Real Beauty campaign in the for
m of
“The Ad Makeover.” This social media push allows users to send encouraging messages to t
heir
friends and loved ones through Facebook that combat the negative messaging that girls are
surrounded by in the media. The purpose of this social media campaign is to encourage and
inspire girls to not only accept their natural beauty but to take pride in their own individuali
ty
and body image. The ads are designed to make women feel less anxious about their bodies
and
encourage them to believe their own self-esteem. In April of 2012, Dove launched their “Sh
ow
Us Your Skin” campaign designed to encourage women to participate in their latest online a
nd
outdoor advertisements. In an effort to promote the quality of their body soaps and body
washes, Dove is giving women of all ages the chance to upload a picture of themselves in or
der
to show off their beautiful skin to the rest of the world. This aspect of the Real Beauty camp
aign
is meant to give the women who use Dove products the ability to share their stories and ho
w
Dove has helped them to become aware of their self-esteem. Through the various stages of
the
campaign, Dove Real Beauty has strived to break the stereotypical views of beauty by
introducing the world to real women and bringing their attention to the issues of natural
beauty, aging, and body image. Dove has remained committed to listening to the needs of
women and ensuring that their products can give them the highest quality of care for the
11
wellbeing of their bodies. We plan to build upon this foundation that Dove has created in or
der
to foster and uphold a strong relationship with our consumers.
3.7 Product Class
Dove products include antiperspirants/deodorants, body washes, beauty bars, lotions and
moisturizers, hair care, and facial care products. Dove is comprised to be pH neutral, typicall
y
between 6.5 and 7.5, making Dove the optimal brand for people with sensitive skin. Their
bottles typically are plastic and weigh 24 fl oz. (Dove.us.Products 2013). According to Mark
et
Share Reporter in 2011, Dove bar soap leads the market with a 40.5% market share. Dial tra
ils
them with a 13.6% market share and Ivory has a 4.1% market share. For liquid body wash, A
xe
Body Wash Market Share (%)
leads the market with an 8.0
4% market share Axe 8.04 in 2010 an
d Dove Nutrium Moisture fa
lls second Dove Nutrium Moisture 6.68
in the market wit h a 6.68%
Softsoap 2.93
market share.
Irish Spring 2.75
Market Share
Top Liquid Body Old Spice High Endurance 2.70 Wash Bran
ds, 2010 Suave Naturals 2.33
White Rain 2.15
Dial 1.95
Neutrogena Body Clean 1.85
Private label 8.04
Other 60.58
Inc.
12
3.8 External Market Factors
Recently, the economy has been one of the primary market factors that influences consume
rs
buying habits. Currently, the financial crisis of 2008 and its repercussions has greatly affecte
d
the average consumer’s purchasing decisions. The results have shown to be both positive a
Market shares are based on drug store sales for a year, ending on February 21, 2010.
nd
negative for Dove. The product category of lotions and other body care products overall hav
e
decreased. Body wash currently leads the market in the category of “shower products.”
The U.S. market for soap, bath, and shower products experienced only 2.1% growth in
estimated 2011 after declining 1.5% in 2010. Body wash is the leading segment in the mark
et,
with $1.9 billion in sales in estimated 2011, up 2% from 2010. Body washes have steadily
usurped bar soaps in recent years, due to the convenient nature of the products and the ext
ra
benefits, such as scent and moisturization that body washes provide (Mintel). Non-
deodorant
soap fall behind body wash in in the market in 2011 with sales at $1.2 billion. Deodorant ba
r
soap sold only $347 million, a decline of 8.7% over 2010 sales of $380 million (Mintel).
According to Mintel liquid body wash is increasingly challenging the use of bar soap, especi
ally
because it provides the multiple benefits of fragrance, cleansing, and moisturization in one
convenient bottle.
Source: DrugStore Management, Annual 2010-2011, p. 109 from SymphonyIRI Group
Within the past few years, private labels and store brand body washes have made an impac
t on
the market and may affect the sales of other brands in the market. Private label body wash
sales were 54.3 million in 2011, growing the private label by 12.2% (Mintel). This increase in
sales shows that consumers are opting to buy cheaper, more affordable private labels and st
ore
brand products because they feel that their quality is equal to national brands.
The slow economic rebound has made the growth the body wash market to grow slower th
an
expected. Since unemployment is still at a high (8.3%), consumers are spending less on bod
y
products and making their existing products last longer. Even with the slow economic recov
ery,
according the mintel database, sales are still expected to grow between now and 2016 as th
e
economy continues to rebound (Mintel).
A factor that is helping to drive the sales the body wash market are the special attributes
associated with body washes. Mintel database surveys discovered that extra moisturization,
scent, and antibacterial attributes are important when people shop for shower products
(Mintel). More people are becoming aware of the benefits of moisturizers to keep skin
hydrated and youthful, which will help brands that offer extra moisturizing qualities to their
body washes (Mintel). This market factor is beneficial for Dove body wash and soap, becaus
e
they contain extra moisturizing and nourishing qualities.
13
Men have had an increasing interest in personal care for their body, which has become a
significant driver of body wash product sales (Mintel). Men are becoming more comfortable
using a wider range of body wash products, which is causing brands to develop product line
s
geared specifically towards men. The first successful brands to do this we're Ave and Old Spi
ce.
Dove has recognized this need and launched the Dove Men + Care line to target men
specifically (Mintel). Dove’s Men + Care line had 38 million in sales, which is up 27.9% from
the
previous year (Mintel).
3.9 Competition
Due to Dove’s wide array of products, there are many competitors. Theoretically, any comp
any
who produces lotions, soaps, body washes, deodorants, or any other similar body care prod
ucts
could be seen as competition to the brand. However, based on product category info as wel
l as
data collected from Simmons, Market Share Reporter, Mintel, Ad$pender, and surveys, the
primary competitor for Dove’s body wash is Nivea. Secondary competitors include: Dial, Iris
h
Spring, Ivory, Old Spice, and Softsoap. Below is a brief history of these competing brands,
followed by any perceived strengths and weaknesses, demographic information, creative
history, and advertising spending.
Primary Competition: Nivea
Nivea, owned by the German company Beiersdorf, was launched in 1911. It quickly became
an
international success, with 42% of its 1914 sales coming from outside of Germany. While at
first
only producing skin creams for women, the brand is now home to a wide array of health
products for women as well as men, including lotions, lip products, body wash, etc. ("Beiers
dorf
- history," ).
In terms of brand weaknesses, Nivea has been criticized for its advertising a number of time
s.
For example, in 2011, Nivea was fined by the FTC for claiming that consumers could lose we
ight
by applying a certain cream to their skin ("United states of," 2011). Additionally, Nivea has h
ad
issues with consumers picking up hints of racism and other offensive things within its
promotional material (Ortiz, 2011).
Since the brand’s inception, Nivea’s advertising has focused on the product’s role in keeping
skin healthy and beautiful. Early campaigns included “Skin needs Nivea”, which focused on t
he
weather and how Nivea can help your skin in extreme weather conditions like sun, snow, rai
n,
etc. ("11 june. daily," 2011). Recent creative executions have not strayed far from the brand’
s
14
original path. Print advertisements and TV spots use the slogan “For Visibly Smooth and
Touchable Soft Skin”. Other similar themes have appeared, touching upon Nivea’s smoothn
ess
and moisturizing ability. Celebrating its 100th year of business, Nivea launched its “100 Year
s of
Skincare” campaign, which featured singer/actress Rihanna (and her beauty). Correspondin
g
with this campaign, Nivea spent $32.7 million on advertising between December of 2011 an
d
November of 2012. The brand’s advertising budget breaks down as such: Magazines - $16.9
million, Network TV - $9.1 million, Cable TV - $3.2 million, Syndication - $1.8 million, Interne
t-
$1.1 million (AdSpender).
There is a high perceived quality related to Nivea, partly due to its price and partly due to it
s
aforementioned origin. Similar to Dove, Nivea is well-known amongst consumers, and it
possesses an extensive product line. The brand has a strong variety of men’s products,
therefore it would be in our best interest to continue research pertaining to Nivea’s men’s
products, and try to emulate and build upon what they have done. Additionally, Nivea spen
ds a
respectable amount of money on advertising, second only to Dove.
Secondary Competition: Dial
Dial was introduced in 1948 as a bar soap. When developing its soap, the company’s
researchers not only focused on cleanliness, but deodorizing agents as well. In terms of doll
ar
volume, Dial was the top soap as early as 1953. Since then, the brand has created a number
of
new products, including liquid hand soap, liquid hand sanitizer, foam hand soap, and body
wash
("Dial - about,").
The aforementioned products fall within Dial’s strengths, with each respectively being one t
he
first in its product category. However, when looking at body wash market share, Dial had onl
ya
1.95% hold on the market in 2010 (Market Share Reporter). In terms of demographics,
purchasing of Dial’s body wash is split fairly even among women (52.8%) and men (47.2%).
Out
of roughly 108,000 men, 6.1% regularly purchased Dial’s body washes, as compared to 6.4%
of
roughly 115,000 women. Similarly, there is little to no difference within different age ranges
(Simmons).
Shortly after its inception, Dial constructed the slogan "Aren't you glad you use Dial?”
(sometimes paired with “Don’t you wish everybody did?”), which appeared in numerous pri
nt,
radio, and TV advertisements. This slogan lasted well into the 1990s ("History of the,"). At fi
rst,
print and TV promotions were centered on the soap’s odor-blocking power. Eventually they
branched out to other strategies, sometimes focusing on product benefits such as skin
complexion, and sometimes attempting to use humor. More recently, the brand’s advertisin
g
15
efforts have all but disappeared. Between December of 2011 and November of 2012, Dial s
pent
$2.1 million on advertising. This budget was dominated by magazine spending, accounting f
or
$1.8 million (AdSpender).
Irish Spring
Irish Spring, a subsidiary of the Colgate-Palmolive Company, hit the US market in 1972. It be
gan
strictly as bar soap, but the brand eventually branched into deodorants, antiperspirants, an
d
body wash ("Colgate-palmolive company history," ). Irish Spring currently produces 8 differe
nt
body wash varieties. The brand solely produces mens’ body products.
Along with one of the highest body wash market shares (2.75% in 2010 - according to Mark
et
Share Reporter), one of Irish Spring’s strengths is its wide target audience, amassing an
essentially even distribution for users within all age ranges (Simmons). Additionally, when t
he
brand expanded into body washes, they kept a number of the same scents, allowing consu
mers
to transition from bar soap without sacrificing their preference. Although Irish Spring is gear
ed
towards men, Simmons data suggests that women use the brand’s products just as much, if
not
more than men. On one hand, this unexpected consumer group could be considered a stren
gth,
but the lack of appeal to and use by men could definitely be seen as a brand weakness give
n
the target.
In terms of advertising, Irish Spring has always marketed towards men, emphasizing manlin
ess.
Original television spots were normally set outdoors, and included taglines such as “Fresh a
nd
clean as a whistle” (Videoarcheology, 2010). Both traditional and more modern print
advertisements encompass this strategy as well. Recently, the brand has drifted away from t
he
“manly” approach. However, most advertisements still take place outdoors, still have Irish
actors/narrators, and still target men (by focusing on how Irish Spring appeals to women - a
common practice among men’s body care products). In 2010, Irish Spring adopted the sloga
n
“Legendary Freshness” when marketing its body wash (Colgatepalmolive, 2010). However, it
seems as though Irish Spring’s advertising efforts have declined - the brand spent about
$450,000 between December of 2011 and November of 2012, with 75% of the budget goin
g
towards magazine advertising (AdSpender).
Ivory
Procter & Gamble introduced Ivory soaps (one of the company’s first products) in 1879. Aft
er
its induction into the market, it was discovered that Ivory’s bars of soap floated, which
propelled the brand’s popularity due to the apparent convenience while bathing. Today, Ivo
ry
produces body wash, bar soaps, and liquid hand soaps ("Ivory soap history," 2005).
16
An obvious strength of Ivory is the brand’s age, existing in the market for well over 100 year
s,
which could lead to high brand recognition and loyalty. While Ivory holds the third position f
or
market share among bar soaps (4.1% - 2010), it has no significant position within the body
wash
market (Market Share Reporter). Inherently, only a small percentage of men and women sta
te
they use Ivory’s body wash (2.2% and 3.4%, respectively). Additionally, 62.2% of Ivory’s
purchasers are women, leaving 37.8% of users being men (Simmons).
Interestingly, as of February 2013, Ivory has chosen to forego its website (Ivory.com) and
redirect users to its Facebook page with the web copy “After holding out for 125 years, Ivor
y’s
finally on Facebook.” Brand history, specific product information, and other brand info is
available on Ivory’s Facebook. However, consumers who are unfamiliar with Facebook may
have trouble navigating the page; this is especially important given the Simmons data that
suggests Ivory usership is positively related to an increase in age. As a result, information
accessibility is a brand weakness.
Coined in 1891, Ivory’s first slogan was “It Floats!”. Shortly after, Ivory also started using “99
and 44/100% Pure”. One of these two themes - and sometimes both - appeared in all of the
brand’s early print executions, regardless of the copy, visual, or target. The two original slog
ans
lasted until at least 1961 ("ivory_0207910086," 1961). In the 1970s, Ivory launched the “Ivo
ry
Girls” campaign. Throughout this campaign, print and television advertisements used wome
n to
portray how Ivory creates healthy skin and complexion (Durham, 2010). In the 1980s and
1990s, Ivory used celebrity testimonials, and “I want my clean as real as ivory” was commo
nly
seen/heard. Spanning from December 2011 to November 2012, Ivory spent $1.2 million on
advertising. Similar to Irish Spring, a large majority of Ivory’s budget was allotted towards
magazines (roughly 95%) (AdSpender).
Old Spice
Old Spice was established in 1937 and purchased by Procter & Gamble in 1990. Although Ol
d
Spice only produces mens’ soaps, body wash, deodorant, and cologne, the brand actually b
egan
as a women’s deodorant company. The brand continues to produce many original Old Spice
products, while simultaneously introducing new products in hopes of “enhancing the Old Sp
ice
line” ("History of old," ).
The brand has a solid position within the market, holding a 2.70% market share as of 2010
(Market Share Reporter). Also, Old Spice’s recent advertising efforts should not be overlook
ed
as an advantage. Similar to Irish Spring, the brand reaches out to women as a secondary tar
get
group fairly well, with Simmons reporting that roughly 42% of users are women. While
17
Simmons data shows almost no difference in usership across different age ranges, it is
important to note that for consumers between 18-24, the Index number is 195.
Old Spice’s founders wanted the brand to encompass a sense of tradition and colonialism, s
o
they chose a ship as the logo. Today, the ship remains incorporated in the brand’s advertisin
g
efforts (“History of old,”). In addition to the logo, a long-lasting theme in Old Spice’s advertis
ing
has been, unsurprisingly, its targeting of men and their presence in creative executions.
Throughout the 1960s and 1970s, Old Spice presented men doing ‘manly’ things in their ads
.
More recently, Old Spice has taken a humorous (and at times off-the-wall) approach, with
slogans like “Smell Like a Man, Man” (McCrea, 2012). Throughout these successful campaig
ns,
the brand has used recognizable figures (former NFL players, actors, etc.) in ridiculous
situations and scenarios. Between December of 2011 and November of 2012, which partiall
y
includes “Smell Like a Man, Man”, Old Spice’s advertising spending reached $27.1 million.
Unsurprisingly, most of this money was spent on the aforementioned TV commercials
(Network: $10.9 million, Cable: $9.4 million). Most of the remaining money was spent on
magazines and internet (AdSpender).
Softsoap
Softsoap, now owned by Colgate-Palmolive, was conceived by William Sheppard in 1865. H

e
discovered that mixing soap and other ingredients created a honey-like (in terms of thickne
ss)
soapy substance (Tharakan). He patented this concoction, legally birthing the first liquid soa
p.
Close to 150 years later, Softsoap now produces a variety of liquid hand soaps, foam hand
soaps, bar soaps, and body wash.
In terms of brand strengths, the fact that Softsoap introduced the first liquid soap is definite
ly
an advantage. Product variety plays a role as well; there are currently 9 options within
Softsoap’s body wash line. Additionally, as of 2010, Softsoap help the third highest position i
n
the body wash market, with a 2.93% market share (Market Share Reporter). As far as
disadvantages, Softsoap has struggled in the past to keep up with and “fight off large
corporations” trying to enter the market ("Softsoap liquid soap," ).
When looking at Softsoap’s past advertising efforts, most of the brand’s energy has been
expended towards TV. Similar to other soap products, Softsoap tends to focus on how their
product affects (improves) consumers’ beauty and health. It appears the brand tends to sta
y
Total Brand Share of Voice
Brand Share of Voice
Dove 78%
Dial .007%
Irish Spring .002%
Ivory .004%
Nivea 11%
Old Spice 9%
Softsoap .002%
TOTAL: 296,150,000
(Original
away from gimmicky advertising and gear itself more Chart,
towards thebased onbenefits,
product AdSpenderas isdata)
evident within the late 1990s body wash campaign “Wash away the germs, not the softness
”
(Banez, 2011). More recent campaigns are centered around consumer testimonials, product
attributes, and new products. Softsoap’s ad budget between December 2011 and Novembe
r
2012 stretched just above $700,000 (AdSpender).
18
Other Competitors
Apart from the six competitors listed above, other notable brands exist within the market. A
xe -
who controlled the market in 2010 with 8.04% market share - absolutely poses a threat (Ma
rket
Share Reporter). However, since the vast majority of Axe’s users are male, they could be see
n
as a secondary competitor in conjunction with Dove’s overall identity and target group. Oth
er
popular body wash brands include Suave, Neutrogena, Aveeno, Caress, and Olay.
3.10 External Environment
While gathering information for the S.W.O.T analysis, we researched both internal and exter
nal
factors that could potentially affect the strategic campaign. Internal refers to those that exis
t
within the brand’s company or marketing firm. In short, the company normally has the abilit
y to
control these factors. Some examples include upper management, finance and accounting,
research and development, company image and brand equity. Likewise, external factors are
beyond control. Some examples of external factors include consumers, economy, competiti
on,
social, political and technology industries.
A thorough analysis was conducted by researching potential external factors that could
ultimately affect our product and campaign plan. We researched possible social, legal, politi
cal,
and economic factors that could influence or hinder Dove’s success. Although these factors
are
19
out of our direct control, it is essential that these trends are considered and analyzed within
the
overall planning process of the campaign.
Social Factors
Dove has recently addressed certain social issues that are especially prominent among wom
en
including the issues of beauty and body image. Although women are usually the focus of bo
dy
image issues, these problems are also faced by men. In Western society, there are certain s
ocial
pressures that put stress on people to uphold a certain physical appearance. Both women a
nd
men spend a significant amount of time and money focusing on their physical appearance a
nd
how they present themselves to others around them. In recent news, women of all ages (bu
t
especially young adults and pre- teens) admit to having a distorted image of what “real bea
uty”
is by comparing themselves to models found in various media outlets (Lain). Advertisers hav
e
been criticized for attempting to create a standard of what women should look like and wha
t
they believe consumers will find appealing. Because of these distorted images, many wome
n
suffer from self-image disorders including but not limited to anorexia, bulimia, body
dysmorphic disorder, social phobia and anxiety disorders.
There has also been recent discussion from various medical specialists and lawmakers on th
e
use of Photoshop and digital enhancement in the creation of advertisements and how thes
e
“unrealistic” images are affecting the consumers who follow these brands (Davis). Medical
specialists believe that these false images have a negative effect on the perceptions of youn
g
girls and how they come to understand their own body image. By featuring ads that glorify t
he
idealistic woman with slim and slender body type, women are striving to have a similar bod
y
image in order to comply with the standards of beauty set forth by these ads. Although thes
e
issues are primarily focused towards women, men also have admitted to feeling the social
pressures to look like the ideal male model portrayed through the media. Males have admi
tted
to wanting to look “stronger and more masculine” and do not want t o risk looking too sensi
tive,
ultimately resembling the men who are glorified through advertising (Ricciardelli). Dove has
recently addressed this issue and has encouraged their consumers to engage in a global
conversation regarding these topics.
Unilever has also recently embraced the issue of gender issues in the workforce. With their
recent efforts to maintain a balance of gender in the workforce, Unilever has strived to
incorporate a more gender based and culturally diverse workforce around their global office
s.
Through Unilever’s “Global Reach with Local Roots: Creating a Gender -Balanced Workforce
in
Different Cultural Contexts,” they are striving to offer women positions that they can feel th
ey
have the opportunity to reach their full potential in the workplace (Unilever Wins). By explo
ring
20
potential social factors that could influence the success of our campaign, we aim to conside
r
the emotional and social needs of our consumers in our campaign efforts. We feel that thes
e
are important issues that should be reflected in the use of our creative strategies.
Legal Factors
Both Unilever and Dove are subject to comply with the guidelines and regulations that are s
et
forth by the government agencies, especially the US Food and Drug Administration and the
Federal Trade Commission. These regulations span from the ingredients in the products
themselves to the manufacturing of the product packaging and distribution methods. With
the
United States government turning its focus towards bringing manufacturing back within
domestic borders of country, this could create a huge shift in where products for large
corporations are being made. With Unilever’s global manufacturing and distribution plants,
these new goals set by the Administration could ultimately affect where and how Unilever a
nd
Dove’s products are distributed. There is also a strong push for large global corporations to
reform their manufacturing processes to include more eco-friendly processes in order to
decrease the overall affect these companies are making on the environment. Unilever is
currently modifying their manufacturing processes by reducing the CO2 emissions, decreasi
ng
water consumption levels, and creating a new plan for waste management (Unilever Eco-
Friendly). While these trends may not directly affect the campaign plan directly, both Dove
and
its competitors should remain aware of the potential impacts that these issues could have o
n
their brands.
Political Factors
In today’s society, there have been recent trends that have urged consumer s to think about
the
affect they have on the environment around them. With the new push of becoming eco and
animal friendly, there have been many attempts to create products and services that are ma
de
with the wellbeing of not only the consumer but the environment in mind. One issue that h
as
surfaced affecting the body and beauty care industry is the issue of product testing on anim
als.
While many brands, including Dove, still participate in animal testing procedures, many
companies are finding alternative ways to test the effects of their products before consume
r
use. With the recent efforts of Cruelty Free International and The Body Shop, the European
Union has decided to ban the use of cosmetic animal testing as well as the import of any
cosmetic product that has been tested on animals (EU). As part of their Plan for Sustainable
Living, Unilever has addressed the issue of animal testing and is currently considering non-
animal testing approaches (Developing Alternatives). Until a new method of product testing
is
chosen however, this new European ban could affect potential sales in these European nati
ons.
21
Because this is an issue that has been on the mind of consumers recently, our campaign will
aim to address these issues and Unilever’s efforts in becoming more eco-friendly and
environmentally conscious.
Economic Factors
Due to the recent economic reces Index Males Females

sion in the past few years, many c Dove 100 87 112
onsumers have changed
their purchasing habits due to a lack of disposable income. As a result of this decreased
spending, many consumers have turned towards substituting name brand products for their
generic alternatives (Consumer Reports). As consumers begin to consider a less expensive
alternative to the products that they usually purchase, there is a decrease in brand preferen
ce
and brand loyalty. These changes in purchasing habits can allow the competitive market to
use
marketing strategies that will entice consumers to try their products relative to the
competition. In light of this recent recession, it is vital to understand exactly which attribute
s
draw consumers to certain brands and what they would be willing to substitute in when fac
ed
with other alternatives. Although Dove may be considered pricier than its competitors, Dov
e
has remained committed to conveying its high quality and level of care for their consumers.
With the threat of losing consumers to the generic or store name brands, Dove will continu
e to
portray these attributes through our campaign plan.
Geographic Distribution
Index of CurrentNortheast
Users Midwest South West
Dove 100 105 89 109 92
4.1 Target Group
Target Market
by looking at Simmons data, as
information, primary and secondary targets were realized and defined.
Age & Demographics

For our Dove campaign, our primary and secondary target audience is comprised of males a
nd
females between the ages of 18 and 34. Many members of our target audience are conside
red
to be young professionals meaning that they have established a steady job and have alread
y
graduated college. Many of them may have children and have an average annual income ov
er
$50,000. Consumers are relatively similar when it comes to purchasing habits in terms of ra
ce,
Our although
target market was developed
the majority of Dove users are Caucasian. Many other trends and psychographic
information was analyzed in order to gain a broader understanding of the target audience.
well as considering geographic, demographic, and psychographic data. After analyzing this
22
Male vs. Female Users
Although 57% of Dove users are women, males also take up a large portion of the market.
Here are some statistics about Dove users that we believe are the most pertinent to our
campaign.
● 61% live in the West and South of the United States

● 57% are female, this trend existed with nearly all of our competitors, with the majori
ty
of users being women
● 33% are between the ages of 18 to 34
● 66% are white
● 35% of users have graduated college or more (be the best you can be)
● Dove users are equally likely to be married or not married
● 50% have children
● 25% of users have an annual household income of between $75,000 and &250,000
23
4.2 Geographic Factors
For our yearlong campaign we are going to advertise nationally within in the top 14 Designa
ted
Marketing Areas (DMA), and spot heavy in the South and West regions. According to Simmo
ns,
21% of Dove users live in the Western United States and 40% of Dove users live in the South
ern
region. The aforementioned 14 DMAs include: New York (NY), Los Angeles (CA), Chicago (IL)
,
Philadelphia (PA), San Francisco (CA), Boston (MA), Washington DC, Dallas (TX), Detroit (MI),
Atlanta (GA), Houston (TX), Seattle (WA), Cleveland (OH), and Minneapolis (MN).
24
Psychographics
Our target audience is very aware of their health both physically and emotionally. They are
10% more likely than the average consumer to eat a very healthy diet. They exercise regula
rly
and prepare their meals before leaving the house. They are also very 22% more likely to spe
nd
whatever they have to make themselves look younger. A prominent statistic found in Simm
ons
said that people who use dove are 27% more likely to buy products that use recycled paper
in
their packaging. This target is very aware of the environment.
In terms of personality, the target audience rates themselves as friendly and outgoing. Thes
e
consumers have friends that come to them for advice before buying new things and they ar
e
always looking out for special offers.
Target Market
Primary Target: Females ages 18-34

Our primary target for this campaign is females ages 18-34. We plan to use a defensive strat
egy
in regards to our primary target. Due to the fact that women in this age category make up s
o
much of our market share, we want to defend the current strategy and expand upon it.
Maintaining and keeping these users is of the utmost importance and we want to continue
what Dove has already started and maintain satisfaction with current consumers.
Secondary Target: Males ages 18-34

Our secondary target for this campaign is males 18-34 to try and saturate that market more
thoroughly. To reach our secondary target audience, we will employ an offensive strategy. T
he
end goal here is to increase usage and awareness among men, which is described in more d
etail
within the Objectives section.
25
5.1 SWOT ANALYSIS
5.2 Purpose and Application

The S.W.O.T. Analysis is a data organization and reduction tool used to organize and evaluate
the marketing strategy for Dove. It is a guide for strategic planning, competitor evaluation,
product development, and the design of our advertising communications campaign. To see
the
final chart version of the evaluation, please refer to the S.W.O.T. chart provided.
This S.W.O.T. Analysis begins with collecting data, evaluating it, and sorting each piece of dat
a
into Strengths, Weaknesses, Opportunities and Threats. In order to prioritize the data, we u
sed
a mutually exclusive and exhaustive categorization method. The S.W.O.T. chart provided bel
ow
is divided into four separate (but equally important) sections. Each piece of data - known as
a
component - is categorized into the appropriate category. Additionally, based on the mutual
ly
exclusive approach/guideline, each component is only allowed to be placed in one category.
When sorting components, two dimensions are included: Internal influences and External
influences. Internal influences are determined and controlled by Dove, like image, market
position, company culture and strength.
External influences are factors that cannot be controlled but are still very important in
evaluating the communications plan. For external influences, we used a PEST analysis, whic
h
includes Political, Economic, Social, and Technological Factors that affect Dove. Essentially, t
his
breaks down the overall environment in which Dove exists.
5.3 Definition
For the Strengths section, all characteristics of Dove that give them an advantage over other
brands and services were included. As shown in the chart, social media presence, a wide
consumer base, and being recognized as the world’s top consumer brand were some of the
most important aspects.
The Weaknesses section encompassed all factors that we believe are potentially putting Do
ve
at a disadvantage compared to the competition. Women buy Dove more frequently than m
en,
and consumers have little awareness of the rewards program. There has also recently been
much attention focused on the controversy of a recent advertising campaign.
The Opportunities section includes factors or characteristics of Dove that could potentially b
e
improved with additional attention. These aspects of the company have the opportunity to
26
expand and develop. Some important opportunities are expanding on the men’s body care l
ine
and adding more environmentally-friendly initiatives.
The Threat section addresses parts of the environment that threaten Dove or could cause
problems for future endeavors. Current threats to Dove include the economic crisis, false
beauty in advertising, and the “provocative” problems created in the recent advertising criti
cs.
After categorizing all of these components, we determined which issues were the most
important based on a number of scales. These characteristics consist of all the parts of Dov
e
that require any sort of attention. We rated all components based on a specific list of criteri
a
that we deemed the most pertinent to this campaign. Each component was ranked on a sca
le
of 1 to 3 based on its accordance to Dove. The scales we chose to use were:
Damage if not addressed (3 = most damaging)

Window of Time (3 = doable within the given time frame)
Cost of addressing or leveraging (3 = the cost is manageable)
Benefit if addressed and used to full potential (3 = highly beneficial)
Impact on brand image (3 = high impact)
5.4 Ranking Score
After each attribute is ranked, the score is determined by adding all the points from each sc
ale
together for each attribute. You can see the final sum in the Total Column in the S.W.O.T.
chart. The attributes with the most points (10 or higher) are considered critical issues that
could be addressed throughout our campaign for Dove. There are certain sections of the
S.W.O.T. that are not given a numerical value (notated with an x). For components within bo
th
Strengths and Opportunities, ‘Damage if not addressed’ is not applicable. Similarly, ‘Benefit
if
addressed’ is only used for Weaknesses and Threats.
All of the components that have a total score of 10 or higher reach our numerical criteria.
Although these are all important aspects of Dove, it is unrealistic to try to address every sin
gle
component in this campaign alone. In order to create a feasible and representative view of
what will be achieved with this campaign; we are choosing a specific actionable set to addr
ess
and focus on based on the component rankings. These specific attributes guide the objectiv
es
of our campaign. Each is specifically based on the information gained from our S.W.O.T.
analysis so that the most important aspects of Dove are identified, evaluated, and assessed
in
accordance with our objective.
27
Strengths Weaknesses Opportunities Threats
“Beauty should Males do not buy

Men’s participation in the Economy
be for Dove as much as
body care increase from
everyone” women
2011-12 Variety of products in
the market category
Strong social Low awareness in
Environmental initiatives and parity products
media presence the Men + Care line
The chart below shows the results in their entirety. The components are listed along the le
ft-
hand side. All of the rankings are placed under five categorization columns. The last column
to
the right shows the total sum of the parts of each component. The most important
components are highlighted in color, while less-important attributes remain white.
5.5 SWOT Actionable Set

• After we sorted the situation analysis components into one of the 4 SWOT categorie
s
we then reduce the important attributes to actionable sets.
• For each component we applied the following rankings on a scale of 1 to 3 according
to
importance based on our campaign.
• We then selectively picked the XXX components that had a ranking of 10 or higher t
o be
featured in our campaign.
• These components were then finalized into objectives. See pg. XXX
• We found all of these components to be extremely important, however we decided
to
primary focus on these XX key objectives.
5.6 SWOT Charts
28
29
30
6.1 Campaign Objectives
The following four objectives are the plans for what our agency will strive to accomplish
beginning on January 1, 2014 until December 31, 2015. These objectives are specifically
tailored to the research found concerning all aspects of Dove.
Body Wash Awareness

To maintain awareness level and perception of Dove Body Wash at 73% as measured by
T.O.M.A. for men and women, 18 to 34 years of age, during the campaign time frame begin
ning
on January 1, 2014 through December 31, 2015.
Rationale: Dove’s current brand awareness level is strong among the female audience with
a
73% awareness level. One of the main purposes of this campaign is to maintain this high lev
el of
awareness among our female target market by promoting the benefits of Dove body wash.
When our consumers are purchasing body wash, ideally, we would like Dove’s image to be a
t
the top of mind. This advertising objective will promote the brand’s image and positioning t
o
our primary target audience. Information provided on this document in the S.W.O.T. page
indicates that Dove has the highest awareness level of all competitors, and we plan to maint
ain
that.
Male Consumer Awareness
To increase male consumer awareness of Dove body wash from 14.6% to 64.8% as measure
d by
T.O.M.A among men ages 18-34 living during the campaign timeline beginning on January 1,
2014 through December 31, 2015. .
Rationale: According to Simmons Data 14.6% of males use Dove body wash. While the Dove
has a strong female presence, there is a tremendous opportunity to increase awareness of
Dove body wash among the male audience. With the recent launch of the Dove Men+ Care
line
in 2010, many male consumers remain unaware of this product line. This could potentially
increase market share for men ranging from 18-34. According to research, males are slightl
y
less aware of Dove than women by 1%.
31
Twitter Activity Increase

Increase overall number of followers on Twitter by 38% from 72,000 to 100,000 to promote
overall brand awareness by increasing the number of daily posts, re-tweeting and starring p
osts
using the hashtags #LoveForDove and #DoveForAll during the campaign time frame beginni
ng
on January 1, 2014 through December 31, 2015.
Rationale: Social media has become an extremely popular medium within our target audien
ce.
Dove has a strong social media presence with over 13 million Facebook fans and 72,000
followers on twitter. To stay ahead of the competition increasing the number of followers o
n
twitter would be the best source of action to reach both men and women. Our campaign is
going to target men and women aged 18-34, being that, the majority of our target audience
is
active on twitter. The hashtag #LoveForDove will be targeted towards current and potential
users of Dove body wash.
Environmental Initiatives Awareness Stimulation
Introduce Dove’s environmental initiatives on Facebook, Twitter and Instagram regarding
general environmental impact by increasing the number of daily posts, re-tweeting and star
ring
posts that will target men and women aged 18-34 beginning on January 1, 2014 through
December 31, 2015.
Rationale: Our research found that the majority of our target audience is health-conscious a
nd
the overall goal of Unilever is to improve their consumer’s health and well-being. According
to
Simmons Data, 15% of Dove users buy products that use recycled paper in their packaging.
32
7.1 Campaign Timeline
7.2 Implementation
The timeline is an important tool used within an advertising marketing campaign because it
provides the client with a clear business plan, which is strategically though tout to provide
optimal results. The timeline is used to reduce ambiguity. Our campaign will run nationally f
rom
September 2013 until August 2014 and spot heavy in the South and West regions. T0-T5 are
benchmarks throughout the campaign to see how the campaign is doing compared to the
timeline and goals. For each quarter there are specific attribute levels the campaign is tryin
g
to reach. Provided are cut off values for each quarter. We plan to use successive approxima
tion
throughout the campaign to maintain Dove’s brand image. The cutoff values are typically +/
-
5% of the target value. If the target value for the quarter is not reached we will then consid
er a
contingency plan to take corrective action.
7.3 Campaign Quarters, by Months: 2014-2015
Q1: January, February, March

Q2: April, May, June
Q3: July, August, September
Q4: October, November, December
Body Wash Awareness
Quarter 1 Quarter 2 Quarter 3 Quarter 4
Goal: 73% brand Level: 73% Level: 73% Level: 73% Level: 73%
awareness among Cutoff: +/- 5% Cutoff: +/- 5% Cutoff: +/- 5% Cutoff: +/- 5%
target audience Min: 69.3% Min: 69.3% Min: 69.3% Min: 69.3%
Max: 76.6% Max: 76.6% Max: 76.6% Max: 76.6%
T0 T1 T2 T3 T4
33

Goal: 14.6%
consumer Level: 27.1% Level: 39.7% Level: 52.3% Level: 64.8%
awareness among Cutoff: +/- 5% Cutoff: +/- 5% Cutoff: +/- 5% Cutoff: +/- 5%
males 18-34 Min: 25.8% Min: 37.8% Min: 49.7% Min: 61.6%
Max: 28.4% Max: 41.6% Max: 54.9% Max: 68%
T0 T1 T2 T3 T4

Goal: Increase
overall number of Level: 81,500 Level: 91,000 Level: 100,500 Level:
followers on (followers) Cutoff: +/- 5% Cutoff: +/- 5% 110,000
Twitter by 38% Cutoff: +/- 5% Min: 86,450 Min: 95,475 Cutoff: +/-
from 72,000 to Min: 77,425 Max: 95,550 Max: 105,525 5%
110,000 Max: 85,575 Min:
104,500
Max:
115,500
T0 T1 T2 T3 T4
Environmental Initiatives Awareness Stimulation
Goal: Introduce Quarter 1 Quarter 2 Quarter 3 Quarter 4

Dove’s
environmental Level: 336 Level: 672 Level: 1,008 Level: 1,344
initiatives on (posts) Cutoff: +/- 5% Cutoff: +/- 5% Cutoff: +/- 5%
social media Cutoff: +/- 5% Min: 638.4 Min: 957.6 Min: 1,276.8
regarding general Min: 319.2 Max: 705.6 Max: 1,058.4 Max: 1,411.2
environmental Max: 352.8
impact
T0 T1 T2 T3 T4
34
Below is the formula used to calculate the drop off ratio:.
Awareness
Trial purchase XX
Floor XX (people already using it)

Preference
EST. end value

7.4 Competitive and Environmental Surveillance
When looking at possible issues throughout a campaign, certain things are beyond the firm’
s
control. These could include new competitive products entering the market, competitors’
promotions, or environmental factors described in the Environment section of the Situation
Analysis. In order to ensure that objectives have the greatest chance of keeping up with
timeline benchmarks, these outside factors will be monitored.
7.5 Contingency Plans

As previously described, although the entire advertising campaign is mapped out in advanc
e,
certain issues may arise that we cannot account for. Issues could be based on competitive a
nd
environmental factors, or they could be internal, such as not realizing a timeline benchmark
cut-off. In order to prepare for those situations, a contingency plan is put into place. The m
ost
desirable reaction to a problem is one that will affect the campaign in the least invasive way
possible, in hopes that the campaign can stay on course and other quarters will not be
disrupted. Each campaign response is based upon the situation presented, but a typical first
step might be to evaluate the situation and adjust our GRP’s in order to continue to reach th
e
audience necessary. Hypothetically, we could also add a promotion or evaluate the media m
ix
in order to address certain problems. The typical contingency budget is 15% of the overall
campaign budget.
35
8.1 Multi-Attribute Model (MAM)
8.2 Message Design and Positioning Guidelines
Using Qualtrics, we conducted a survey to understand how our target group perceives Dove
body wash. In order to gage the responses we used the Multi- Attribute Model which is a to
ol
used to develop a better understanding of how target audiences perceives and evaluates a
product or brand compared its competitors and an iconic product. Using MAM as a position
ing
tool provides suggestions and message strategies that reflect the target groups understandi
ng
of the product. Our goal was to find the overall perception of Dove body wash based on spe
cific
attributes that will help us develop our creative process.
Our first step in conducting MAM was to create the attribute survey, which is a survey of op
en
ended and unaided questions that determines the attributes that are most important to yo
ur
target audience when they purchase a specific product, in our case, body wash. For our
attribute survey we asked a series of open ended questions about body wash including; wh
at
brand they use, what characteristics are important to them when they go to purchase body
wash, what characteristics do they dislike about body wash that deters them from purchasi
ng a
product, and what brands come to mind when they think of body wash. We also asked som
e
basic questions about how often they purchase body wash, their age and their gender. After
distributing our survey on various social media sites, our survey was completed 51 times. 18
of
our respondents were born in 1991, which was the majority. 10 were born in 1990 and 199
2, 6
in 1993, 4 in 1994 and 1 in 1959, 1960 and 1988. For our gender distribution, 29% were mal
es
and 71% were females.
Through our survey, we found that the majority of the respondents use Dove body wash, wi
th
39% of them saying that they currently use dove soap. The majority of the other responden
ts
used Bath and Body Works, Suave, Caress, Olay and Old Spice. The graph of the variety of
different body washes used by our respondents is shown below.
36
Based on the results of the attribute survey, the majority of our respondents find scent,
moisturizing quality, price, performance (how well it cleans your skin), and sensitivity to be
the
most important characteristics that they consider when they go to purchase body wash. Ot
her
responses mention the quality, brand name and the texture of the body wash. The graph of
the
responses is shown below.
37
The five key attributes that were found through the attribute survey are the attributes that
we
focus on in the second part of MAM, the comparison survey. This is conducted through thre
e
components; the belief scale, the importance scale, and the iconic scale. These three scales
provide the final results allowing us to compare Dove to its competitors and an ideal produc
t.
For the importance scale, we asked people to rate each of our five attributes (scent,
moisturizing, price, performance, and sensitivity) according to its importance when purchas
ing
body wash on a scale of 1 to 10 (1 being the least important and 10 being the most importa
nt).
For the belief scale, we found the easiest way to create the scale was to break it up by differ
ent
attribute. We created five different questions for each of the five attributes and asked peopl
e
to rate how well Dove and its competitors performed in the attribute area on a scale of 1 to
10
(1 being it performs poorly and 10 being it performs well). We used Dial, Ivory, Irish Spring,
Softsoap, Nivea and Old Spice as Dove’s competitors. The last part of our comparison surve
y
was the iconic scale. For this scale, we asked people to rate how their ideal or “best of bree
d”
product would perform in each of the five attribute categories on a scale of 1-10 (1 being po
orly
and 10 being well).
We had a total of 49 responses to the comparison survey after distributing it on various soci
al
media sites. The age distribution was similar to the attribute survey, with 90% of the
respondents being in their 20s. For the gender distribution of the comparison survey, 24%
were
male and 76% were female.
8.2.1 Importance Scale

The average results of the importance scale showed that scent was most important attribut
e in
their selection of body wash, with an average of 8.00 on a scale of 1 to 10. Performance had
the
second highest average of 7.71. The moisturizing factor had an average of 7.02, price had a
n
average of 6.80 and sensitivity had the lowest results, with an average rating of 6.45. The gr
aph
of the distribution is shown below.
# Answer Min Value Max Value Standard Responses

Average Deviation
Value
1 Scent 3.00 10.00 8.00 1.80 49
2 Moisturizing 1.00 10.00 7.02 2.37 49
3 Price 0.00 10.00 6.80 2.72 49
4 Performance 2.00 10.00 7.71 2.24 49
(how well it
cleans your
skin)
5 Sensitivity 1.00 10.00 6.45 2.59 49
38
# Answer Min Value Max Value Average Standard Responses
Value Deviation
1 Dove 5.00 10.00 8.45 1.46 47
2 Dial 0.00 10.00 7.08 2.94 39
3 Ivory 0.00 10.00 6.84 2.90 31
4 Irish Spring 0.00 10.00 6.50 3.08 30
5 Softsoap 1.00 10.00 6.74 2.65 27
6 Nivea 0.00 10.00 7.52 2.39 33
7 Old Spice 0.00 10.00 6.56 3.14 32
8.2.2 Belief Scale
When respondents were asked to rate each of the following brands on a scale of 1 to 10
according to how well the scent of their body wash appeals to the respondent, Dove had th
e

Value Deviation
1 Dove 4.00 10.00 8.23 1.72 47
2 Dial 0.00 10.00 4.77 2.62 39
3 Ivory 0.00 8.00 4.31 2.58 36
4 Irish Spring 0.00 10.00 4.79 3.17 34
5 Softsoap 1.00 10.00 4.75 2.40 28
6 Nivea 0.00 10.00 5.77 3.14 31
7 Old Spice 0.00 10.00 5.76 3.25 38
highest average compared to its competitors with a rating of 8.23. The graph of the results i
s
shown below.

Value Deviation
1 Dove 2.00 10.00 8.66 1.61 47
2 Dial 0.00 9.00 4.50 2.95 38
3 Ivory 0.00 9.00 4.78 2.59 32
4 Irish Spring 0.00 10.00 4.54 2.82 28
5 Softsoap 1.00 10.00 5.26 2.47 23
6 Nivea 0.00 10.00 6.87 2.43 31
7 Old Spice 0.00 10.00 4.62 2.77 29
When respondents were asked to rate each of the following brands on a scale of 1 to 10 bas
ed
on how well their body wash moisturizes skin, Dove also had the highest average with a rati
ng
of 8.66. The graph of the results is shown below.
When respondents were asked to rate the following brands on a scale of 1 to 10 based on h
ow
affordable they thought the brand’s body wash was (1 being not affordable and 10 being ve
ry
affordable), Dove was rated fourth most affordable compared to its competitors. Dial was ra
Value Deviation
1 Dove 1.00 10.00 6.33 2.16 45
2 Dial 0.00 10.00 6.95 2.79 39
3 Ivory 0.00 10.00 6.19 2.86 32
4 Irish Spring 0.00 10.00 6.34 2.44 29
5 Softsoap 1.00 10.00 6.55 2.60 22
6 Nivea 0.00 10.00 5.53 2.82 32
7 Old Spice 0.00 10.00 5.09 2.49 35
ted
the most affordable, with an average of 6.95. Softsoap was rated second most affordable wi
th
an average rating of 6.55. Irish Spring was third with an average rating of 6.34, which is only
one
point higher than Dove’s average which was 6.33. The complete graph of the results is show
n
below.
39
When respondents were asked to rate the following brands on a scale of 1 to 10 based on h
ow
well their body wash cleans skin, Dove had the highest rating of 8.45. The graph of the resul
ts is
Value Deviation
1 Dove 5.00 10.00 8.57 1.55 44
2 Dial 0.00 10.00 5.41 2.75 34
3 Ivory 0.00 10.00 5.52 2.67 27
4 Irish Spring 0.00 10.00 5.00 3.16 28
5 Softsoap 1.00 10.00 5.26 2.43 23
6 Nivea 1.00 10.00 7.36 2.20 28
7 Old Spice 0.00 10.00 5.23 2.62 31
shown below.
When respondents were asked to rate the following brands on a scale of 1 to 10 based on w
ell
their body wash treats sensitive skin, Dove also had the highest rating in this attribute area
with
an average of 8.57. The graph of the results is shown below.

Value Deviation
1 Scent 5.00 10.00 8.82 1.38 49
2 Moisturizing 4.00 10.00 8.55 1.57 49
3 Price 3.00 10.00 7.92 2.26 49
4 Performance 5.00 10.00 8.90 1.29 49
(how well it
cleans your
skin)
5 Sensitivity 2.00 10.00 8.10 1.92 49
40
8.2.3 Iconic scale
The last part of the comparison survey was the iconic scale, where we asked respondents h
ow
their ideal product would rate in each of the five attribute categories. The average results a
re
show below.
41
8.3 Graphs of MAM Results

Rating
Dove vs. Ideal

10
9
8
7
6
5 Dove
4 Ideal
3
2
1
0
Scent Moisturizing Price Performance Sensitivity

Attribute
42
Rating
Dove vs. Competition

10
9
8
Dove
7
Dial
6
Ivory
5
Irish Spring
4 Softsoap
3 Nivea
2 Old Spice
1
0

Attribute
Rating
Dove vs. Ideal vs. Competition

10
9
8 Dove
7 Ideal
6 Dial
5 Ivory
4 Irish Spring
Softsoap
3
Nivea
2
Old Spice
1
0
Attribute
43
8.4 Mam Results
Our MAM results indicate that scent is the most important attribute when people go to
purchase body wash. The second most important attribute is performance, followed by
moisturizing factor, price and sensitivity. This is good for Dove, since Dove was rated
significantly higher than its competitors in four out of the five attribute areas. Dove’s lowest
average rating was in the affordability category, which indicates that people view Dove as m
ore
expensive than some of their competitors. Although people view Dove body washes as a m
ore
expensive product, this is not an immediate problem for the company since the MAM result
s
shows that people recognize that Dove performs high in the other attribute categories.
Below is the basic MAM formula we used to calculate data.
n
Pb = ∑ (Ii Bib )
i =1
___________________________
Where:
Pb = is the consumers overall percept of Brand b
n = number of attributes
Ii = importance of attribute i
Bib = belief that attribute I is delivered by Brand
44
8.5 Line-by-Line analysis
The Line by Line chart uses the results from the MAM surveys and details how Dove body w
ash
is ranked next to its competitors and an ideal “best of breed” body wash product for each of
five key attributes. The analysis shows that for most of the attribute categories, Dove were
ranked highest compared to its competitors and was ranked similarly to people’s ideal body
wash. The analysis also showed the Dove’s primary competitor in the each of the five attrib
ute
categories was Nivea. In the scent attribute category, the ideal body wash was ranked the
highest with an average rating of 8.82, Dove was ranked second highest with an average of
8.23, and Nivea was ranked third with an average of 5.76. This is good for Dove since scent
was
rated as the most important attribute for body wash.
In the performance attribute category (how well the body wash cleans your skin), the ideal
body wash was also ranked the highest with an average of 8.9, Dove was ranked second hig
hest
with an average of 8.45 and Nivea was ranked third with an average of 7.52.
In the moisturizing quality attribute category, Dove was ranked highest with an average of 8
.66,
the ideal body wash was ranked second with an average of 8.55, and Nivea was ranked thir
d
with an average of 6.87. In the affordability attribute category, the idea body wash was ran
ked
highest with an average of 7.92. Dove was ranked fourth in this category compared to its
competitors with an average of 6.33, and Nivea was ranked sixth with an average of 5.53.
In the sensitivity attribute category, Dove was ranked highest with an average of 8.57, the id
eal
body wash was ranked second highest with an average of 8.10 and Nivea was ranked third
with
an average of 7.36.
The Line By Line analysis shows very positive results for Dove body wash and shows that pe
ople
view Dove as a product that is almost on par with their ideal body wash.
45
46
8.6 MAM Message points
 Since scent was rated the highest based on importance when purchasing body wash
,
our first message recommendation is to promote the variety of different scents that
Dove body wash offers. Based on our MAM results, Dove rated higher than its
competitors in this attribute category, which will be beneficial for Dove.
 Dove was also rated very high based on how well respondents believe it moisturizes
their skin. Since Dove body wash contains their patented NutriumMoisture, which
combines a blend of natural ingredients found in your skin, our second message poi
nt is
for Dove to further promote the moisturizing benefits of their body wash.
 To combat Dove’s high price compared to its competitors, our third message point is
to
offer promotions in store and online using various social media outlets such as Face
book
and Twitter. This is will also help increase our digital and social media presence whic
h
has become an important aspect of advertising.
 Since MAM and our competitive analysis indicate that Nivea (which sells body wash
for
both men and women) is the number one competitor, we therefore want to increas
e
awareness for Dove’s Men+Care line of body wash. Nivea currently has an extensive
line
of products for men so in order to compete with them we want to further promote
Dove’s Men+Care body wash through promotions and advertising.
Month Amount Spent Percent of Budget

January 3647.7 5.9%
February 3647.7 5.9%
March 3928.2 6.3%
April 6277.6 10.1%
May 6716.4 10.9%
June 6716.4 10.9%
July 6716.4 10.9%
August 6716.4 10.9%
September 6277.6 10.1%
October 3928.2 6.3%
November 3647.7 5.9%
December 3647.7 5.9%
47
9.1 Budget Allocation
Based off of previous advertising spending we determined our budget for this campaign to
be
$65,572,000 with a $3,500,00 contingency plan. We are going to mainly advertise nationally
but
with a higher emphases the following 14 spot markets; Atlanta, Boston, Chicago, Cleveland,
Dallas-Ft. Worth, Detroit, Houston, Los Angeles, Minneapolis-St., New York, Philadelphia, Sa
n
Francisco, Seattle-Tacoma, and Washington DC. Our campaign will begin in January with
moderate advertising that will begin to increase in March. Our highest advertising months
will
be during the months of May, June, July and August, during our summer promotion and the
n
will begin to decrease again in September. Since Dove already has a high awareness, we will
be
focusing on heavy frequency, especially during the summer months.
According to the media flight plan we created, we will spend a total of $61,868,200 on
advertising for the year in Television, Internet, Radio and Print advertising. The breakdown
of
our advertising spending per month is demonstrated in the chart below.
48
Our primary mediums for advertising will be through Television and Print advertisements wi
th
35 percent of the budget spent on TV and 33 percent spent on print. We will spend 17 perc
ent
on radio and 15 percent on internet advertising.
Media Distributions
33 TV
% 35%
Radio
Internet
Print
15%
17%
10.1 Media Selections
Our target group’s primary choices of media, including magazine use, television, Internet, a
nd
radio was analyzed by Simmons OneView Analysis. A quintile analysis was performed on all
types of media use and compiled to show which types of media were used most by our
consumers each year. A quintile analysis gives us an accurate idea of how our target group
receives their information and how they can most easily be reached. For the purposes of thi
s
campaign, we took the first two quintiles into consideration when looking at the different
media uses among our target audience. The first two quintiles for each medium that showe
d to
have the highest index numbers were considered to be practical mediums to effectively rea
ch
our target because these are the mediums they prefer to use.
The quintiles that had an index number over 100 were considered to be effective choices in
reaching our selected target group. Although our main focus was on the first two quintiles, i
t
was also important to consider the lower quintiles as well. If there was a higher index numb
er
in the lower quintiles for each medium, this was an indication that this target group was ab
ove
average for not using that select medium. These high indexes in the lower quintiles also
impacted our media selection. After looking at the quintile analysis and evaluating the
quantitative data, we also evaluated the media usage qualitatively as well. Along with the
49
information that we found through the quintile analysis, we also took into consideration the
selected media that our main competitors are utilizing. By doing a competitive analysis, we
are
looking for opportunities to reach our target without getting lost among our competitors. If
there is a medium that our competitors tend no to focus on, we could have an opportunity t
o
reach our target without getting lost in the clutter. We provide a clear rationale for why we
have chosen the media vehicles and how they will be integrated into our overall campaign.
According to our research, we made the following choices based on the analysis and our tar
get
group’s media use.
10.2 Internet
Our Simmons OneView data analysis shows that our target audience used Internet at
home/work the most. For quintile 1, which represents the users with the highest usage, wo
men
aged 18-34 had an index of 136. They also had a high index in quintile 2, with an index of 12
7.
Based on this information we want to focus a large part of our advertising on Internet
advertising. This will be through interactive advertisements on websites and internet radio
sites, as well as social media sites. Our internet advertisements will be featured on Hulu,
Netflicks, Youtube, and internet radio websites such as Pandora and Spotify where viewers
have to listen to the advertisement in order to continue watching or listening. We will
specifically promote Dove’s Men+Care line on websites geared towards men such as ESPN,
videogame websites, and men’s health websites. We will utilize social media websites to
advertise Dove through promotions since our research shows that many people view Dove
as
an expensive so promotions will help combat this setback.
10.3 Print
For our creative strategy we decided to heavily promote Dove’s greatest strength and what
our
consumers ranked highest on the importance scale: scent. Throughout the entire campaign
the
slogan ‘Find Your Scents of Confidence’ will emphasize Dove’s core values of expressing your
true beauty. The print ads will focus solely on Dove’s scented body wash with a QR code lea
ding
consumers right to our promotion, Day of Dove. Day of Dove is a promotion that will take pl
ace
in the peak of summer, asking consumers to vote for their favorite Dove scent on www.dov
e.us
for a chance to win an all-inclusive Spa day sponsored by Dove and their premier products.
Our
research shows that a lot of our consumers are working mothers and providing a day of
relaxation is exactly what our target needs.
According to Simmons, of the users females ranging from 18-34 had an index of 97 in the
amount of total magazines read. The top 10 magazines read by our target audience is as
follows. Putting 1- Magazine Index
page color print ads in all o Number f these magazines will be
a vital part of our Seventeen 391
integrated marketing camp OK Weekly 354 aign with Dove. Magazine
s that attract prosperous pa American Baby 331 rties are
typically filled with ads fro m luxury brands. With th
Cosmo 308
at being said, the amount o f effort that a
Baby Talk 329
magazine brand puts into In ternet and mobile could
InTouch 287
potentially have a greater a ffect on
consumers. Elle 285
US Weekly 277
Marie Claire 268 50
Parents 259
10.4 Television
According to the Simmons OneView data, we found that the index numbers for television al
l
day, television early & late fringe, and television prime time, seemed highest in the lower
quintiles. For television all day, quintiles 1 and 2 had an index of 98 and 76. The lower quinti
les,
both 4 and 5 had higher index numbers, 117 and 124, indicating that our target audience do
es
not often watch tv all day. For television early and late night fringe, the index numbers in
quintiles 1 and 2 also seemed to be below average at 98 and 76. In quintiles 4 and 5 we see
higher indexes in the lower quintiles of 127 and 110. In the case of TV prime time, the index
number in the higher quintiles was 89 for both 1 and 2. Quintiles 4 and 5 have a higher inde
x of
105 and 119. This shows that because there were higher numbers in these quintiles, our tar
get
age group was above average for not using this medium as frequently.
Although the Simmons OneView data has showed that television is not a preferred media
among our target, we feel that it would be an efficient media to use as way to reach a wide
audience. Because our target group is made up of women and men ages 18-34, we can exp
ect
Television Index Television Index
that many o f
Channels Number Channels Number
them may b e
Bravo 159 Adult Swim 279
young profes si
E Channel 208 Comedy Central 189
onals or par e
MTV 283 nts. Having ti ESPN 151
Oxygen 165 me to watc G4 223 h
Style 214 TV may be NFL Network 141
TBS 154 scarce in the MTV 179 i
VH1 274 r busy lifesty Spike 174 le
s. In order to reach our target audience through this m
edium, we
have done some initial research on potential channels that we could run our broadcast
advertisements on based on information that we found through Simmons OneView. Chann
els
with the high index numbers for viewership in our primary target audience are Bravo, Style,
E
Channel, TLC, and Oxygen. For our secondary target, we found high index numbers for Adult
Swim, ESPN, Comedy Central, TBS, and G4.
Although the data tells us that television is not a preferred media among our target group,
we
feel that it is essential to our integrated campaign. Many of our main competitors also utiliz
e
broadcast to reach their target audiences and we feel that using broadcast in our campaign
would provide an opportunity to spread our message to a large audience. Television will be
51
included in our campaign but will not comprise the majority of our overall campaign budget
.
Television Channels for Women Television Channels for Men
10.5 Radio
In lieu of public transportation, driving is necessary for nearly every consumer. Consequentl
y,
radio provides brands with an opportunity to reach drivers while commuting to work, runni
ng
errands, etc. Since women between the ages of 18 and 34 tend to drive throughout the day,
Dove radio ads will help connect with both consumers within the primary target and others.
In general, radio is popular during rush hours (or “drive times”). However, Simmons data
suggests advertising throughout the day would be just as, if not more effective than adverti
sing
*Simmons *Simmons
strictly during drive times. For all-day radio, the index numbers for all five quintiles fall betw
een
95 and 107, whereas for heavy driving periods, the middle quintile is significantly higher tha
n
the other four. In simple terms, this means that an all-day strategy will reach more people
within our target audience.
Advertisements will be focused primarily on regular radio and Internet radio. We also foun
d
that many of our potential consumers listen to the radio on the Internet, so we have decide
d to
utilize Internet radio sites such as Spotify and Pandora.
52
10.6 Female Promotions
Dove will be featuring a summer promotion

called “Day of Dove” to further promote their
different scents of body wash. In order to
partake in the promotion, contenders must
like Dove on Facebook or follow them on
Twitter with the hash tag #DayofDove and
then they will be eligible to vote for their
favorite scent of body wash that will make
them feel the most confident this summer.
Once people vote they will be entered to win

an all-inclusive Spa day sponsored by Dove.
Our goal for the promotion is to further
promote our campaign, “Find Your Scents of Confidence,” as well show the variety of differe
nt
scents that Dove offers and stimulate Dove’s social media activity. We will begin advertising
for
the promotion in April through radio advertising on broadcast radio and Internet radio as w
ell
as social media advertising on Facebook and Twitter. We will also be running a series of prin
t
advertisements with a QR code that will take people to the Dove website that explains the
details of the promotion.
10.7 Male Promotions
To coincide with the women’s promotion,

Dove will also be launching the “Dove
Madness” promotion for the Men + Care
body wash line to boost awareness of the
men’s line. In the past, Dove has advertised
during the Men’s NCAA Basketball
Tournament (March Madness). Keeping with
that trend, we are looking to give away four tickets to the Championship Game through Dov
e
Men + Care advertisements. Consumers can enter into the contest through multiple platfor
ms,
such as through Dove’s website, Facebook, Twitter, and QR codes present on print ads. We
will
advertise this promotion throughout television, radio, and print ads starting in January.
10.8 Environmental Initiative
Dove is an extremely environmentally friendly brand that cares about providing the consum
ers
with quality products all year long. The promotion, “Make Scents of Your City” will encourag
e
53
volunteers to clean their city and keep it smelling fresh through give-a-ways. Throughout th
e
promotion, volunteers will have to opportunity to plant trees and pick up trash. The promo
tion
will start in our 14 spot markets during the summer months and expand nationally should it
have a positive return. Our QR codes, in our print ads will lead our target audience right to
dove.com where they can sign up for the “Make Scents of Your City” promotion. All of our
social media will be integrated to provide details about the promotion and we plan to adver
tise
this promotion throughout television, radio, and print ads starting in the beginning of our
campaign.
11.1 Final Message Designs
Based off our MAM results, our target audience ranked scent, moisturizer and price as the
highest on the importance scale. Our creative executions will emphasize and promote Dove’
s
most important strength of scent all year long. During the summer months, our campaign w
ill
focus on the fresh variety of scents. In the winter months when it is harder to maintain soft
skin, the campaign will focus primarily on ways to keep your skin moisturized during the win
ter
months with a large variety of scents.
Dove was ranked one of the highest priced brands compared to our competitors. To
compensate for that, during the months that the Day of Dove will not run, our print ads will
contain a QR code that provides our consumers with coupons to cut the cost down. During t
he
months from April to September, the QR code will direct consumers directly to our Day of D
ove
promotion on the Dove homepage.
Our slogan Find Your Scents of Confidence will encourage both men and women alike to find
it
within themselves to be bold and confident. The play on words with scent will engage our
audience and promote the variety of body wash scents that Dove provides. Because scent
was
ranked as the top attribute of the Dove brand by members of our target audience, we want
ed
the overall campaign tagline to promote Dove’s wide variety of scents along with continuing
Dove’s message of encouraging users to feel confident. The tone of the campaign will be lig
ht-
hearted, cheerful and confident.
54
12.1 Creative Executions
12.2 Print – Women

The print ads will feature the body wash bottle. The bottle will be placed in the center of the ads to
draw
the consumer’s attention. The bottles will be placed against a subtle background. Since our campaig
n is
promoting the different scents of body wash Dove has, our background will feature a picture relatin
g to
the scent of the body wash in the ad. Our headline uses the Dove blue color and the word “scents” i
s the
same color as the Dove bird. We placed the QR in the bottom right so it is easy to scan on a
smartphone.
55
12.3 Print – Men

The print ad for men is more in line with the masculine, outdoorsy man that purchases Dove produc
ts.
This is an example of a two-page spread complete with a QR code, and a clear image of three men’s
care
body wash bottles. We decided to feature the image of the mountain climber in black and white to
go
along with the theme of current color schemes of Dove Men+Care advertising.
56
12. 4 Radio
This radio script is an example of a promotion of the Day of Dove that will be primarily
advertised through the radio.
Dove, Unilever
“Find your Scents of Confidence” Campaign
:30 sec Produced spot
“Find your Scents of Confidence”
Copywriters: Ashley Smyth, Ariel Grodofsky, Michael DeGothseir
Ashlee Mercogliano, Lauren Cole
PRODUCTION NOTES: ONE VOICE: ANNOUNCER: ROUND, RESONANT VOICE, WOMAN. SFX:-
UPBEAT STUDIO BACKGROUND MUSIC STARTS THE AD: WOMAN INTRODUCES THE
PROMOTION, SHE LISTS THE SCENTS AND HOW TO WIN. OVERALL TONE IS FRIENDLY, UPBEA
T,
AND POSITIVE
SFX (:02) SOFT MUSIC, I.E. SOFT ROCK, UPBEAT FRIENDLY MUSIC. STUDIO BACKGROU
ND
Announcer (:09) Keeping your skin moisturized and clean during the summer heat is tough.
But,
Dove is here to give real women the opportunity to choose their favorite bo
dy
wash of the summer.
SFX (:01) WOMAN HAPPILY SHOUTING “YEA”
Announcer (:18) Log on to Facebook or Twitter to choose your favorite scent of body wash.
Cucumber, pomegranate and plum blossom are just a few of the many fresh
and
clean scents that Dove has this year.
When you vote on your favorite, you will be entered for a chance to win an
all-
inclusive Spa day sponsored by dove.
Dove, find your scents of confidence.
57
12.5 Television
Writers Notes
The 30 spot will be comprised of two cameras following two real women throughout their
typical day. The same concept will be provided for an advertisement geared towards the ma
le
demographic, where we will follow two men doing similar activities.
The screen will be split for the entirety of the spot so to show each woman at the same tim
e.
The spot will feature the regular routines of these women including their morning activities,
their time at work, getting ready for the night, and their nightly activities.
When the spot first opens, both women will be shown getting out of bed. Woman 1 will loo
k at
her alarm clock while Woman 2 will be stretching. Their rooms will be decorated with light
decorations and pale colors, going along with Dove’s fresh and white image.
The camera will then cut to visuals of both women getting ready for the day in front of their
mirrors. Women 1 will be brushing her long hair and Woman 2 will be brushing her teeth in
the
mirror. The camera should have a side angle with both women looking as though they are
facing each other.
The camera will then cut to two different scenarios featuring both women in their work
environments. Woman 1 will be working at a desk with a computer in front of her and pape
rs
on her desk. She will be dressed in business causal attire and her office will look to be in sm
aller
building with brick background. Woman 2 will be featured in a conference room with her
colleagues looking over a business plan. The office will have a view of the city in the backgr
ound
and will be placed in a high-rise building.
The camera will then cut to the women leaving the office. Both women will take different
methods of transportation home. Woman 1 will be shown getting into yellow a taxicab and
then driving off. The street around her will be busy with other cars and taxicabs, as well as
people shown walking on the sidewalk. Woman 2 will be shown getting onto a subway train
and riding from the stop. The subway will be busy with many people.
The camera will then cut to both women entering the front doors of their homes. Woman 1
will
be shown walking into her apartment that has a large wooden door. Woman 2 will walk into
an
apartment with a large white door.
58
The camera will then make a quick cut to both women in the shower. The camera will just s
how
the shower running behind the curtain. The camera will then show both women reaching fo
r
their Dove Body Wash. The camera will just see their hands reaching for the bottle. Woman
1
will grab for the Cucumber & Green Tea body wash while Woman 2 will reach for the
Pomegranate & Lemon Verbena body wash. This will emphasize that the women are using
different scents.
The camera will then cut to the women then leaving their apartments. The camera will sho
w
the front door of their apartment open and both women will appear dressed for the night.
The camera will then cut to both women doing their evening activities. Woman 1 will be
featured singing on stage with a band. The environment will be classy and not too wild. Wo
man
2 will be featured disc-jockeying at a nightclub.
The end titles will appear with the Dove logo showing the body wash bottle. There will be a
call
to action that appears on the lower side of the screen. The twitter hash tag #lovefordove th
at is
a part of our integrated campaign will appear.
The overall theme of the ad is designed to show how two real women have busy schedules
and
different scents of Dove body wash depending on who they are. Every woman is unique an
d
their ‘scent’ helps make them feel beautiful and confident. The social media references sho
wn
during the last few seconds of the ad will give people the opportunity to talk about the ad o
n
the Internet. They can also tell other people what their favorite scent is.
59
Dove “Find Your Scents of Confidence” Campaign

:30 TV Spot
“What Scent Defines You?”
Writer’s Notes:
The 60 second television spot will feature the daily activities of two real women who use Do
ve
body wash. Throughout the entirety of this spot, the screen will be split in the middle and t
he
activities of each woman will be happening at the same time. We will refer to the actress’ a
s
Woman 1 and Woman 2. Woman 1 will be a 25-27 year old Caucasian woman with long red
hair. Woman 2 will be a 29-30 year old Asian woman with short dark hair. The voiceover is o
fa
young, upbeat, friendly man who will describe each woman’s day and her activities.
Video: (:08)
Open on split screen of Woman 1 on left side of scr
een
and Woman 2 on the right getting out bed in the
morning to start their day.
VO: Dove followed two real women throughout th
eir
typical day morning until night.
SFX: Soft music, i.e. soft rock, upbeat studio
background.
Video: (:05)
Cut to split screen of Woman 1 brushing her hair a
nd
Woman 2 brushing her teeth. Both are in front of a
mirror.
VO: Getting out of bed.
background.
60
Video: (:05)
Cut to split screen visuals of both women at work;
Women 1 is busy talking on her phone at her desk
while Women 2 is talking with her colleagues in a
meeting.
VO: Busy day at work.
background.
Video: (:06)
Cut to both women leaving working heading to t
heir
homes; Woman 1 gets into a taxicab while Wom
en 2
is shown riding on the subway.
VO: The long commute home.
background.
Video: (:05)
Cut to both women walking through the doors to
their
separate homes. The door opens and they both w
alk
inside.
background.
61
Video: (:06)
Quick cut to visual of two shower curtains implyi
ng
that both women are taking a shower.
SFX: Sound of shower water running. Soft
background music stops.
Video: (:06)
Both Women are shown reaching for their Dove
body
wash from their shelf, Women 1 reaches for Dov
e
Cucumber & Green Tea body wash, while Wome
n2
reaches for Dove Pomegranate and Lemon Verbe
na
body wash.
VO: Getting ready for the night.
SFX: Sound of shower water running. Soft
background music stops.
Video: (:05)
Cut to both women ready for their night and leavi
ng
their homes to go out. Woman 1 walks out o
f
apartment building door and Woman 2 leaves do
or of
townhouse.
background.
62
Video: (:08)
Women 1 is singing on stage at open mic night w
hile
Women 2 is shown disc jockeying at a nightclub
having fun.
VO: Dove gives women the confidence they nee
d to
be who they are.
background.
Video: (:06)
Quick cut to white screen with Dove logo appearin
g
and image of the body wash bottle. There will be a
call
to action at the bottom of the screen for our Faceb
ook
page and twitter hashtag.
VO: What scent represents you? Find your scents o
f
confidence with Dove Body Wash.
background.
63
12.6 Digital
The advertisement below is an example of how we would emphasize the “scent” aspect of
our
campaign with a banner ad. When the mouse goes over the ad, it will blow up to be larger
and
take up a large portion of the screen. By clicking on the ad, it will bring you directly to our
website with the promotion details.
64
13.1 Media Plan
13.2 Media Budget Allocation Chart
13.3 Year at a Glance Summary
In order to determine the most effective frequency for this campaign, we used the Ostrow
Model of Effective Frequency. This model helps us to determine our frequency levels based
on
marketing, copy, and media considerations. Based on the Ostrow Model we determined our
average frequency to be 3.2. Since Dove is already a very established brand, we decided to
focus more on frequency rather than reach in order to increase the number of times people
see
an advertisement at one time. We established goals for our advertising campaign that will b
est
optimize the Dove brand.
Our goal is to start our campaign in January with a moderate reach of 60.0 and a frequency
of
Reach Avg Freq GRPS $(000)

Goal Est Goal Est Goal Est Balance Goal Est Balance
January 60 86.7 4 3.9 240 334 -94 3664.8 3647.7 17
February 60 86.7 4 3.9 240 334 -94 3664.8 3647.7 17
March 65 87.6 4 4.1 260 360 -100 3970.2 3928.2 41.9
April 75 91.4 5.5 5.2 413 477 -64 6298.8 6277.6 21.2
May 80 91.8 5.5 5.5 440 504 -64 6718.7 6716.4 2.3
June 80 91.8 5.5 5.5 440 504 -64 6718.7 6716.4 2.3
July 80 91.8 5.5 5.5 440 504 -64 6718.7 6716.4 2.3
August 80 91.8 5.5 5.5 440 504 -64 6718.7 6716.4 2.3
September 75 91.4 5.5 5.2 413 477 -64 6298.8 6277.6 21.2
October 65 87.6 4 4.1 260 360 -100 3970.2 3928.2 41.9
November 60 86.7 4 3.9 240 334 -94 3664.8 3647.7 17
December 60 86.7 4 3.9 240 334 -94 3664.8 3647.7 17
Total 4065 5026 0 62072 61868.22 203.784
National Contingency $(000): 2,000
Spot Contingency $(000): 1,500
4.0. In quarters 2 and 3 we will increase our reach to 80.0 and a frequency of 5.5 to coincide
with our summer promotions. In quarter 4 we will begin to decrease our reach and frequen
cy
back down to a reach of 60.0 and frequency of 4.0. After creating our media plan, we were
able
to exceed our total reach and frequency goals while still remaining under budget. Our
estimated goal for GRPs was 4,065 and our estimated performance is 5,026. Our complete y
ear
at a glance of our media flight plan is shown below.
65
13.4 Media Strategy
We used our Simmons data to determine specifically what mediums to advertise in. For
television advertising we chose to advertise in Net TV-Prime, Net TV Late Night/Late Ne
ws, Net
Cable- Early Fringe, and Net Cable-Late Fringe. Our budget distribution for Television is s
hown
below.
66
For radio we chose to advertise in Net Radio- Morning Drive, Net Radio-Daytime, Net Radio-
Evening Drive and Net Radio-Nighttime. Our budget distribution for radio is shown below.
For our print advertising we decided to focus on Men’s Magazines, Women’s Magazines and
General Interest Magazines. Our budget distribution for print is shown below.
For Internet advertising we decided to focus on Keyword Searches and Internet Targeted Sit
es
such as Pandora and Spotify, as well as social media sites. Our budget distribution is shown
below.
67
14.1 Campaign Evaluation
In order to effectively measure the success of these proposed campaign strategies, we have
created evaluative methods that we will use to compare the campaign objectives that were
initially determined in the beginning of this campaign. These campaign evaluative strategies
will
also be compared to the to the benchmark and cutoff values that were previously laid out i
n
the timeline. We will measure each objective individually against based on the goal in which
we
hope to achieve.
Body Wash Awareness

In order to measure the level of Dove body wash top of mind awareness, we feel tha
t
follow up surveys should be distributed among our target market, especially focusing on ou
r
top 14 spot markets in order to measure top of mind awareness after our consumers have b
een
exposed to the ads.

In order to successfully measure the awareness levels among our secondary target,
we
feel that we should be having quarterly client/agency reviews to measure increases in male
sales as well as distributing surveys to males in target audience to measure their top of min
d
awareness concerning the Dove Men+ Care ads.
68

Maintaining a high social media presence is essential to the success of this campaign
.
We propose to monitor daily/weekly Twitter and Facebook activity. This ranges from the
amount of new users that our sites attract, how we are interacting with our consumers on d
aily
basis, and how much our consumers are discussing our campaign and promotions. we will
measure the amount of users that we have gained from beginning to end of campaign, whic
h is
a total goal of getting over 100,000 followers.
Environmental Initiatives
By introducing Dove’s environmental initiatives, we plan to measure the success of t
his
effort by measuring the number of volunteers who sign up and participate in our Make Scen
ts
of Your City event that will be held in our top 14 spot markets. We will also monitor weekly
any
discussion and buzz that is created on social media sites, including our Twitter and Faceboo
k
pages.
69
15.1 References
11 June. Daily Grain: Nivea - Ads from Austria 1950s (3 of 5). (2011, June 11). Retrieved
from http://www.fine-grains.com/theinspiration/2011/06/11/11-june-daily-grain-nivea-ads-from-
austria-
1950s-3-of-5/
(1961). Ivory_0207910086. (1961). [Print Graphic]. Retrieved from

http://amhistory.si.edu/archives/Ivory/images/images2/ivory_0207910086.jpg
50 Years of Dove: The Story of a Brand (1955-2005). (n.d.). Retrieved from

http://www.mediabistro.com/portfolios/samples_files/9bJKVI0M6lMEDNp8z8hOlCQTt.pdf
Banez, C. (Photographer). (2011). Softsoap Tv Ad (1997). [Web Video]. Retrieved

from https://www.youtube.com/watch?v=b_56fN7FAZ8
Beiersdorf - history. (n.d.). Retrieved from

http://www.beiersdorfusa.com/About_Us/History.html
Boyer, D. (2013, February 13). Obama eyes state of the union momentum
to push his $1 billion manufacturing plan in North Carolina. Retrieved from
http://www.washingtontimes.com/news/2013/feb/13/obama-eyes-state-union-momentum-push-
his-1-
billion/
Casserly, M. (2012, November 14). Are Men the Latest Victims of Media
Misrepresentation? Retrieved from http://www.forbes.com/sites/meghancasserly/2012/11/14/are-
men-
the-latest-victims-of-media-misrepresentation/
Clifford, S. (2009, November 21). Best soup ever? Suits Over

Ads Demand Proof. Retrieved from
http://www.nytimes.com/2009/11/22/business/media/22lawsuits.html?_r=0
Colgate-Palmolive Company History 1961-1990. (n.d.). Retrieved from

http://www.colgate.com/app/Colgate/US/Corp/History/1961.cvsp
Colgatepalmolive. (Producer). (2010). Irish spring intensify body wash. [Web

Video]. Retrieved from http://www.youtube.com/watch?v=gYz-gGZ8eNc
Corbis Stock Images

photos used in storyboards- http://www.corbisimages.com/
Davis, L. (2011, June 29). Faking Beauty: Photoshopping Sends Unhealthy Message to
America’s Youth, AMA Says. Retrieved from
http://abcnews.go.com/Health/faking-beauty-photoshopping-unhealthy-americas-youth-
ama/story?id=13960394
70
Dial - about us. (n.d.). Retrieved from http://www.dialsoap.com/about.html
Developing Aternatives to Animal Testing. (2013) . Retrieved from

http://www.unilever.com/sustainable-living/Respondingtostakeholderconcerns/testing/
Dove Bar/Body Wash. (2012) Retrieved from

http://www.dove.us/Products/Bar-Body-Wash/default.aspx
Dove Campaign for Real Beauty. (2012). Retrieved from

http://www.dove.us/Social-Mission/campaign-for-real-beauty.aspx
Durham, B. (Uploader). (2010). ivory soap commercial - 1970's. [Web Video].

Retrieved from http://www.youtube.com/watch?v=0JU9yQReGgk
Eco-efficiency in Manufacturing. (2013). Retrieved from

http://www.unilever.com/sustainable-living/ourapproach/eco-efficiencyinmanufacturing/index.aspx
EU Set to Ban Animal Testing for Cosmetics Forever. (n.d.) Retrieved from
http://www.reuters.com/article/2013/02/21/idUSnPreyt9lha 100 PRN20130221
History of the Dial Corp. (n.d.). Retrieved from

http://www.fundinguniverse.com/company-histories/the-dial-corp-history
History of Old Spice. (n.d.). Retrieved from

http://oldspice.newshq.businesswire.com/about/history_timeline
Introduction to Unilever. (2013). Retrieved from

http://unilever.com/aboutus/introductiontounilever/
It Pays to Buy Store Brands. (2009, October). Retrieved from

http://www.consumerreports.org/cro/magazine-archive/october-2009/shopping/buying-store-
brands/overview/buying-store-brands-ov.htm
Ivory Soap History - Invention of Ivory Soap. (2005, February). Retrieved from
http://www.ideafinder.com/history/inventions/ivory.htm
Kantar Media. Dial. (2012) Ad$pender. Retrieved from

http://products.kantarmediana.com
Kantar Media. Dove. (2012) Ad$pender. Retrieved from

Kantar Media. Irish Spring. (2012) Ad$pender. Retrieved from

71
Kantar Media. Ivory. (2012) Ad$pender. Retrieved from

Kantar Media. Nivea. (2012) Ad$pender. Retrieved from

Kantar Media. Old Spice. (2012) Ad$pender. Retrieved from
Kantar Media. Softsoap. (2012) Ad$pender. Retrieved from

Lain. (2007, December 14). Societal Pressures Drive Young Women to Eating Disorders.
Retrieved from
http://voices.yahoo.com/societal-pressures-drive-young-women-eating-disorders-697219.html?
cat=5
Lopez, K. (2010, May 6). Dove Evolution [Web log message].

Retrieved from
http://advertisingfinal.wordpress.com/2010/05/06/dove-evolution-2/
McCrea, L. (2012, September 26). 5 clever social media campaigns targeting men.
Retrieved from http://www.ignitesocialmedia.com/social-media-examples/social-media-campaigns-
targeting-men
Mintel. (2012). Soap, Bath, and Shower Products- US- April 2012. Retrieved Feb 6 2013
from Mintel Reports database. http://academic.mintel.com/display/618071/.
Ortiz, J. (2011, August 19). Nivea Pulls Racist "Re-Civilize Yourself" Ad After Sparking
Outrage. Retrieved from http://articles.businessinsider.com/2011-08-
19/entertainment/30068212_1_ad-
nivea-facebook-page
Ricciardelli, L. (2012, February 08). Boys Aren’t Immune to Body Image Pressures and
Never Have Been. Retrieved from https://theconversation.edu.au/boys-arent-immune-to-body-
image-
pressures-and-never-have-been-3801
Softsoap Liquid Soap. (n.d.). Retrieved from

http://www.mbs.edu/home/jgans/mecon/value/Popups/pop_up_softsoap_liquid_soap.htm
Swinson, J. (2011, August 10). False Beauty in Advertising and the Pressure to Look
Good. Retrieved from http://www.cnn.com/2011/OPINION/08/08/swinson.airbrushing.ads/index.ht
ml
Tharakan, K. (n.d.). Tiny softsoap’s unconventional strategy to win against the industry
giants. Retrieved from http://strategypeak.com/softsoaps-unconventional-
strategy/
72
Top Liquid Body Wash Brands, 2010. Market Share Reporter. Ed.
Robert S. Lazich and Virgil L. Burton III. 2012. CIC Penn State University. 21 Jan. 2013
ttp://find.galegroup.com.ezaccess.libraries.psu.edu/gdl/start.do?prodId=GDl
Unilever: Our brands, Heritage, and Mission. (2013).Retrieved from
http://www.unilever.com/brands-in-action/detail/Unilever--our-brands--heritage-and-
mission/292397/?WT.contenttype=brands in action
Unilever Wins 2013 Catalyst Award for Gender Diversity. (2013 January 25). Retreived
from https://www.womenofinfluence.ca/unilever-wins-2013-catalyst-award-gender-diversity/
United States of America Federal Trade Commission. (2011). Retrieved from

http://www.ftc.gov/os/caselist/0923194/110629beiersdorfcmpt.pdf
Videoarcheology. (Uploader). (2010). 1981 - Commercial - Irish Spring Soap - Fresh and
Clean as a Whistle... [Web Video]. Retrieved from http://www.youtube.com/watch?
v=VbhOGDhhWNQ
73
16.1 Media Appendix
Ostrow Model
Marketing Factors That Affect Frequency
Established brands -0.2 -0.1 +0.1 +0.2 New brands
High market share -0.2 -0.1 +0.1 +0.2 Low market share
Dominant brand in mkt. -0.2 -0.1 +0.1 +0.2 Smaller, less known brand
High brand loyalty -0.2 -0.1 +0.1 +0.2 Low brand loyalty
Long purchase cycle -0.2 -0.1 +0.1 +0.2 Short purchase cycle
Product used occasionally -0.2 -0.1 +0.1 +0.2 Product used daily
Low Share of Voice -0.2 -0.1 +0.1 +0.2 High Share of Voice
Target other groups -0.2 -0.1 +0.1 +0.2 Older consumers / children
Copy Factors That Affect Frequency

Simple copy -0.2 -0.1 +0.1 +0.2 Complex copy
More unique copy -0.2 -0.1 +0.1 +0.2 Less unique copy
Continuing campaign -0.2 -0.1 +0.1 +0.2 New copy campaign
Product sell copy -0.2 -0.1 +0.1 +0.2 Image copy
Single message -0.2 -0.1 +0.1 +0.2 More difficult messages
Larger ad units -0.2 -0.1 +0.1 +0.2 Smaller ad units
Older messages -0.2 -0.1 +0.1 +0.2 New messages
Media Factors That Affect Frequency

Lower ad clutter -0.2 -0.1 +0.1 +0.2 Higher ad clutter
Compatible editorial env. -0.2 -0.1 +0.1 +0.2 Non-compatible environme
nt
High media attentiveness -0.2 -0.1 +0.1 +0.2 Low media attentiveness
Continuity scheduling -0.2 -0.1 +0.1 +0.2 Pulsing / flighting
Limited media mix -0.2 -0.1 +0.1 +0.2 Many media in mix
Opportunities for repetition -0.2 -0.1 +0.1 +0.2 Fewer opportunities
Total: 0.2+3= 3.2
Effective Frequency Level of 3.2
_____________________
Adapted from: Joseph W. Ostrow, “Setting Frequency Levels,” Effective Frequency (New York:
Advertising Research Foundation, 1982).
74
75
76
77
78
79
80
81
17.1 Creative Appendix

82
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Find Your Scents of Confidence

1.1 Table of Contents………………………………………………………………………………………………………….2

2.1 Executive Summary ………………………………………………………………………………………………………5

3.1 Situation Analysis………………………………………………………………………………………………………….6

3.2 Brand History………………………………………………………………………………………….…………6

3.3 Dove Products……………………………………………………………………………….……….………...7

3.4 Brand Image and Positioning……………………………………………………………….…………….8

3.5 Brand & Product Life Cycle……………………………………………………………..…………………9

3.6 Creative History…………………………………………………………………………………………………

3.7 Product Class………………………………………………………………………..……………………………

3.8 External Market Factors…………………….………………………………..

3.10 External Environment….………………………………………………..…………………………………

4.1 Target Group……………………………….………………………………….…………………….………………………

4.2 Geographic Factors ….………………………………………………………………………..

5.1 SWOT Analysis……………………………………………………………………………………………….

5.2 Purpose and Application…………………………………………..……………………………..……..…

5.4 Ranking Score………………………………………………………………………….

5.5 Actionable Set….………………………………………………..………………………..……………………

5.6 SWOT Chart………………………………………………………………………………..

6.1 Campaign Objectives………………………………………………………………………….

7.1 Campaign Timeline…………………………………………………………………………………….…………………

7.3 Campaign Quarters, by Months……………………………………………………………………..…

7.4 Competitive and Environmental Surveillance……………………………………..

7.5 Contingency Plans……………………………………………………………………………..…….…….…

8.1 Multi-Attribute Model (MAM)

8.2 Message Design and Positioning Guidelines…………………………………………….

8.2.1 Importance Scale……………………………………………………………………….…..

8.2.2 Belief Scale…………………………………………………………………………………………

8.3 Graphs of MAM Results…………………..………………………………………………….

8.4 MAM Results…………………………………………………………..

8.5 Line by Line Analysis………………………………………………………………………………………….4

8.6 Message Points…………………………………………………………………………………………….……

10.6 Female Promotions …………………………………..……………………..

10.7 Male Promotions…………………………………..……………………..……………………………..…

10.8 Environmental Initiative…………………………………………………………………………………….53

11.1 Final Message Design………………………………………………..…………………………………..

12.2 Print – Women…………………………………..……………………..……………………………………

13.1 Media Plan…………………………………..……………………..…………………………………..…………………

13.2 Media Budget Allocation Chart…………………………………..……………………..……………

13.3 Year At A Glance Summary………………………..……………………..

14.1 Campaign Evaluation…………………………………..……………………..………………………………………

16.1 Media Appendix…………………………………..……………………..

17.1 Creative Appendix…………………………………..……………………..

2.1 Executive Summary

3.1 Situation Analysis

3.2 Brand History

Dove is considered the world’s top cleansing brand (Dove Social

3.3 Dove Products

Women’s Body Wash

Go Fresh Revive Body wash with NutriumMoisture

Men+Care Body Wash

3.4 Brand Image and Positioning

3.5 Brand & Product Life Cycle

3.6 Creative History

3.7 Product Class

White Rain 2.15

Neutrogena Body Clean 1.85

Private label 8.04

3.8 External Market Factors

Primary Competition: Nivea

Secondary Competition: Dial

Softsoap, now owned by Colgate-Palmolive, was conceived by William Sheppard in 1865. H

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