Professional Documents
Culture Documents
DOVES STRATEGY:
Alessandro Manfredi, global brand director for Dove, explains the campaign's philosophy "Dove only
uses real women. It has to feel true and make women feel good about themselves. When I see a beauty
ad, I don't need to feel I am wrong, I need to buy a product to feel right."
As well as advertisements, Dove's 'real women' marketing now includes a campaigning Self-Esteem
Fund, launched in 2006. This has the lofty mission of not only selling moisturiser but changing Western
ideals of beauty and embracing more diversity through a variety of local community programmes.
Lucy Wakefield, founder of lifestyle and beauty brand Calmia, says: "It is incredibly hard for women to
achieve what they see in magazines. They are overwhelmed by information and often pulled in
conflicting directions."
Dove's strategy was originally devised to promote a body firming range, aiming to cut through a
crowded beauty market by advocating a different point of view. Dove and its ad agency, Ogilvy &
Mather, felt consumers were apt to compare themselves unfavourably with unrealistic images seen in
beauty campaigns.
They saw a gap in the market for a brand that flew in the face of traditional beauty advertising,
focusing on the superficial values of appearance. Dove was keen to create a community around the idea
that women would spend more money pampering themselves if they were shown realistic marketing
that made them feel good about themselves.
Dove had already run a campaign using real women in 1988, called 'Conviction of users', which
featured people testifying to its attributes in TV ads. This had helped it expand from one product, a
cleansing bar launched in 1957, to a range including moisturisers.
But with ambitions to move into new countries and more product categories, Dove's parent business,
Unilever, needed to find a new marketing direction. Dove didn't have a consistent global image in
every country and people felt more affinity with the individual products than with the brand. It needed
something to unite it geographically and conceptually. Unilever also wanted it to produce double-digit
financial growth.
"The brand was successful but we felt we were in danger of having an issue in the future if we only
relied on product and not a strong affinity with the brand," admits Manfredi.
PRICE PENETRATION STRATEGY: Dove was launched at a very premium price of 100Taka while
the other branded soaps were exiting which priced Rs.30-50.Gradually the prices have been reduced
and have turned reasonable and are around 80taka.
DIFFERENTIATION OF THE PRODUCT: Dove had been featured as the only soap which is mild
with pH between 6.5 and 7.5 and the one containing moisturizing cream.. which render it gentleness
and cause no negative effects to the skin & no models were used to endorse the product so that people
could get the feel that this was a true beauty soap for common people.
SEGMENTATION: It is a psychographic segmentation which had relied on the fact that on knowing
about the negative effects of the soap which people used since long they would quit it and would even
pay for an extravagant price for a quality product. In addition an emotional appeal was conveyed to the
customers through the campaign called campaign for real beauty which had a message Real beauty
can only be found on the inside and every woman deserves to feel beautiful. which made people realize
their self esteem and the no models were made to endorse the product depicting that this soap is for
common people. .The brand relied on the consumers positive reaction about choosing dove on knowing
the facts of the soaps they had been using since long time.
TARGET SEGMENT: The group that prefer premium brand & believe in quality products .
PRODUCT POSITIONING: The brand is positioned as the Mildest Soap. Dove is PH neutral and this
makes the soap soft on all kind of skin types. Internationally this brand is positioned as a brand that
celebrates the " Real Beauty" . Dove defines real beauty as " beauty is not about how you look but
about how you feel". The Dove's official site " campaig forrealbeauty.com" highlights this brand value
DRAMATIC NEW ADVERTISING.
CREATIVE STRATEGY
Lever and O&M believe in long-running campaigns
1. Position Dove as the best bar, to attract occasional and non-users
2. Reaffirm Doves superiority with existing users
At this point, they were still thinking tactically. they wanted to shake up the market; build Doves
business; and return to the 7-Day Test or something similarall within the year. But to do this we
needed news. They had no 'new and improved' product to work with, but the answer started to take
shape. They knew that mildness was a consumer hotbutton, and that Doves superior formulation was
milder than existing bars. Plus, because of its formula, Dove had an amazing product demonstration:
'With a litmus-type test, conventional soaps turned indicator-paper dark, because of alkalinity. It stayed
completely clear with Dove. This was a breakthrough demo, even with no product improvement.' 3
Its not just a soap its a therapy that repairs your ski & enhances the real beauty
in you.
It does not use celebrity rather makes regular women to be its super model.
COMMUNICATION DEVELOPMENT
The brand team decided to use these real-life anecdotes in their TV commercials. The cast were also
chosen from real-life characters. They might not be perfect before a camera, but this reflected a much
more honest, candid approach, parallel to Dove's brand claim. Target consumers could identify
themselves much more quickly and be convinced about the brand message more easily, moving
towards purchase within a shorter period of time.
1. The power of clear-cut, continuous brand communication
While in 2000, Dove Cream Bar had a 17% share of total soap market gross rating points (GRPs), it
increased this share to 50% in 2001. Not only Cream Bar but Dove Body Silk and Deo also started
enjoying much higher levels of brand communication after August 2001, following the shooting of new
commercials. Although Dove Body Silk was launched in May 2002, it accounted for 35% of the total
body-care market's TV advertising within the first month of its launch. Dove became a trend-setter and
expanded total brand communication in every category in which it became active.
2. Premium-priced brand in a recession
In line with its international pricing strategy, Dove continued to be a premium-priced brand throughout
the Turkish crisis. However, to show Turkish consumers its sensitivity to the changing economic
conditions, it prepared gift packs especially for special days, such as Mother's Day and Valentine's Day.
Although it made considerable price reductions in these gift packs, it never announced this in brand
communications. Because Dove brand is too precious to become par-priced with any other competitor,
it took care that gift packs looked extravagant, to stop any possible brand image erosion. In addition it
did extensive free sampling via a daily newspaper, and engaged in heavy in-store activity in
supermarkets. However, it made a concerted effort to stay as a 'premium' brand, creating added value
for its customers too during recession.
3. Brand communication
All brand communication is concentrated in TV, as Turkish consumers watch at least four hours daily.
Research indicates that the duration of daily TV viewing increased by a further 1020% during the
recession across different target groups. The Dove commercials' message is clear-cut, easy to
understand and hard to discredit. The 'half a face' ad played an especially important role in Dove's
market success.
DOVE'S MARKET SUCCESS
The market share of Dove Cream Bar was 3.1% in 1997, rising to 4.6% in 1998. Subsequently it
reached 8.6% in February 2000 and 11% in January 2001. With these figures, it became number-three
brand in the toilet soaps market by January 2001. (In January 2001, the number-one brand had a 20%
market share and number two 15%.) The new Dove communication started in August 2001 and in July
2002 Dove caught up with the number-two brand, gaining a 15.7% market share. The number-one
brand had now fallen to a share of 17%. (It is worth noting that these figures cover the 100g Dove
Cream Bar only, whereas competitors' entire toilet soap ranges are included in their shares.) the market
shares of toilet soaps in Turkey from 1997 to July 2002. In addition, from August 2001 to July 2002,
household penetration increased by 5.8%, indicating new households becoming purchasers. Further,
Millward Brown Tracking results revealed that certain brand-related attributes have improved from Q1
2002 to Q2 2002. For instance, 'I am aware of Dove TV advertising' increased from 100 (index points)
to 143 within three months. Similarly, unaided brand recall increased by 16 index points, and aided
recall by 10 index points, from Q1 to Q2 of 2002.
TO THEM. Women much prefer to be consulted with, heard, and then to arrive at a mutual decision.
Validation and acknowledgement of their needs. Dove may have the backing of Unilever and deep
pockets with far reaching global tentacles
STRENGTHS:
Unconventional strategy
Effective advertising, Free publicity
Continuously evolving the campaign
Strong emotional touch
Cross-selling Possibilities
WEAKNESS:
Insufficient distribution channel
Contradictory in nature
Objectification of women
Women featured were comparatively slim
Use of idealized images in other brands under the same flagship
Contradictory Japanese campaign
OPPORTUNITIES:
Target male customers
Maintain better standards of quality
Unified advertising throughout the globe
Continuous innovation
THREATS:
Involved marketing risk
Copy by the competitors
Undermining the aspiration of consumers
Sustainability of campaign in long run
Risk of being a brand for fat girls(due to their campaign)
COMPETITORS:
Amongst the most prominent competitors are PROCTER AND GAMBLER ,CAVINKARE & NIVEA
P &G TARGETS DOVE WITH OLAY BODY WASH RANGE
P & GS HEAD AND SHOULDERS,PANTENE ,WELLA AND REJOICE ARE COMPETITORS OF
DOVE BRAND
P & GS IVORY , CAMAY & OLAY (ALL PREMIUM SOAPS)ARE COMPETITORS OF DOVE.
Camay was launched by P & G along with dove which was a product having quite resembling features
like dove but which could not do as well as dove in the market .ivory was pre- existing brand which
gave a tough competition to hindustan unilevers dove at the time of its launched .P & G is planning for
olay bar soap to compete with dove
P & GS SECRET AND TAG DEODRANTS COMPETING WITH DEODRANTS OF DOVE .
CAVINKARES PRODUCTS LIKE SPINZ, NYLE SHAMPOO,NYLE LOTION, CHIK SHAMPOOS
ARE FEW OTHER COMPETITORS
NIVEA HAS A RANGE OF PRODUCTS LIKE LOTIONS ,SOAP,BODY WASH WHICH COMPETE
WITH DOVE.
cucumber(for cool effect) were launched followed by dove nutrinum which is 2 in 1 soap and has
vitamin E.
People usually have recognized the role of vitamin E in nourishing skin thus the product has been
launched.
RECOMMENDATIONS:
In Bangladesh, the brand did not had the success of its global counterpart. One reasons are the small "
Premium " market and another is the price barrier. Dove's initial price was around 100 taka that put off
even the premium customers. Recently it become 87 taka.
Although the "Campaign For Real Beauty" and the mildness are excellent selling points, the brand is
still not able to catch the fancy of Bangladeshn beauties. With lot of sales promotions happening with
the brand like 1+1 free , there is a possibility of brand value erosion. With the brand now priced at Rs
80, the price has somewhat become reasonable
It has been felt that still the brand does not fit into the " value for money" proposition for the
Bangladeshn consumer. It is a truth that Bangladeshn consumer looks for " Value " even in premium
products. Dove have a negative point in that the soap usually does not last enough ( partly because of
our bathroom habits). This have reduced the value proposition for this brand.
With the emergence of an attractive market in the premium cosmetic market in Bangladesh, Dove have
lot of potential to become a key player, it has got the positioning right, now it has to set the " Value"
right for the Bangladeshn consumer.
Mission
Every Customer a strong reference
Objectives 2014
increase sales from 22crore to 50 crore
Increase the distribution to 20% in every major cities, esp in Dhaka and Chittagong. Since Unilever
have an overall 120 distribution channel, the number will be increased to 144.
Actions
to achieve the goal we need a sales team for the two main cities who will cover the target areas with a
minimum of 10000 sell in their location. The 2 lac sell will be divided along the districts according to
the demand.
The budget for promotion will be allocated to tv and magazines only.
There will also be a finance department and a monitoring team to monitor the expense on sales. line
items for a sales plan budget will include allocations for areas such as labor, increased production,
advertising, travel, equipment and supplies.
we will also develop a top-down strategy to communicate goals and objectives of salespersons and
other human resource personnel necessary to implement the sales plan. additional sales force training
may also be required component to implement the sales plan.
Whether newly promoted into the position or bringing experience to the post, the sales manager can
find the job daunting. The sales manager must staff, train, coach and lead the team. He/She must also
help close the big sales and be a liaison between the sales team and others in the company, many of
whom regard salespeople with suspicion. Being organized and following a plan can help the
manager create order out of chaos.
Foundation
Step 1
Lay the groundwork. For a manager establishing a sales organization, the planning process begins with
decisions about hiring salespeople, writing a compensation plan and laying out territories. When
assembling the team, the manager must decide whether salespeople should be direct hires or
independent reps. So in this case, since Unilever have a good reputation, we are going to go for direct
hires not independent reps.
Step 2
Decide whether to hire seasoned reps or rookies who might require more training. If there are reps in
remote locations, they should be more experienced and able to work independently.
Step 3
Establish pay scales. The compensation plan must be sufficiently rewarding to assure that the team will
be well-motivated. Assignments might be geographic or by product line. The reward will be higher
since we will not have to compete with other companies but also our own products.
Ground Game
Step 1
Organize the territory. A major part of sales management is forecasting revenue. The manager must
determine how many prospects there are in the sales territory, how many are likely to become
customers, and what the average revenue per sale is likely to be. This will provides a rough guide that
can be revised as actual numbers become available. In our 64 districts, we want to go to every possible
Smart /FLO
The stockist apart from retail outlets deals with Modern retail outlets like shopper stop, pantaloon etc.
The stockist also supplies the goods to CSD Canteens and bills them for the same and the difference in
61% of all women and 69% of girls (15 to 17) feel that their mother has had a
positive influence on their feelings about themselves and their beauty.
91% feel the media and advertising need to do a better job of representing
realistic images of women over 50.
over 50 compared to their younger counterparts, especially when focused on the body.
Evolution is a campaign: it captured one of the first online- focused spot by any
company.
It derived its budget from daughters campaign. It aimed at providing as much exposure as possible to
women through online means.
Dove self esteem fund: it included inspiring advertisements during major live
events like Super Bowl where women were inspired to value the way they look and the way
they perceive their looks.
Study voice: in voice, dove was advertised to gain attention of urban class as a
premium product.
Thus main strategy was shifted from concentrating over the product to concentrating over the target
customers- women of all ages and size. The message to be spread among them was that each woman is
beautiful, irrespective of her age or size.
Media:
Major media types used in advertisement campaigns are
Print media
Tv media
Free trial packs which were distributed along with newspapers to have a larger
reach to the population for creating high level awareness.
Implementation
Budget
Table Forecast for the marketing Expenditure
In millions
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Sales of Dove
50.45
51.00
55.26
56.29
Media Advertising
(33%)
(28%)
(25%)
(23%)
Salary (Sales team) and Administrative Expenses
(25%)
(25%)
(25%)
(25%)
Sales Promotions
33.44 (22%)
31.65 (20%)
32.94 (20%)
34.3 (20%)
Marketing Expenditure as a percentage of sales
15%
15%
15%
15%
Activity Schedule:
Activities Planned
2 crore 20 lacs for a year 2014-2015
Duration of the Activity
Budget in Taka
Sponsoring events in Girls Colleges
Sponsor around 15 events over the year
5 lacs*15=75,00,000
Experience Dove Campaigns at Malls in cities
5 such events in malls spread in various zones in the cities
10 lacs
Launch online skin help portal(Promotion)
Ongoing - Skin experts in Dove should answer the queries daily
50 thousand per month
Advertising Campaign #1 in BASUNDHARA
To be aired for 3 months starting 15th April 2014
9 lacs
Advertising Campaign #2 in Dhanmondi and Gulshan
To be aired for 9 months starting 15th April 2012
1 crore taka
Market survey To find out brand/ product awareness
To be conducted 3-4 months later
5 lacs
Workshops for self-esteem
Every 4months
15 lacs
Financial Projections:
Current financial position calculated:
Average usage per consumer = 2.3 per month
Volume per usage = 230 grams (approx)
Weighted Price per usage of soap= Rs. 75
No. of dove users = 0.3 million
Yearly Revenue generated = almost 22 crore
Proposed Plan:
Market growth over previous year = 5.3%
Yearly revenue projected
= 50 crore
personnel for each of its products. And as evident from the sales structure of the organization, the sales
force is also organized by the geographical regions of the country.
Strategic decisions have been taken by RSM whereas Administrative decisions have been taken by
NSM. They sell based on what they want to sell strategically and what they dont want.
Divisions in Bangladesh:
Bangladesh is divided in three geographic regions for the sales operations; these divisions are
supervised by the General Sales Manager.
Dhaka south and north and the rest of the cities.
In rest of the regions, Unilever sends its outsourced sales Team which is hired through their
distributers.
BASIS FOR TERRITORY FORMATION IN UNILEVER
There are many elements that help and interact to determine the type and character of the territory,
some of them are;
Number and types of outlets
Type of major channels
Shopper base and profiles (Population Census)
Geographical Spread
COMPETITORS NETWORK AND ACTIVITIES
General economic conditions
Development of infrastructure
Distribution network
Distribution Philosophy (Unilever may plan to extend coverage till the incremental volume break-even
with the cost to serve, it could be COGS or ROI driven philosophy)
Territory distribution in Dhaka:
In rest of the regions, Unilever sends its outsourced sales Team which is hired through their
distributers. In Dhaka are about 2500 outlets/Accounts. Sales force in Dhaka for all the Unilever
products constitutes of 300 Sales Representatives. They contribute one day to each Product Line.
There are about six different Areas in Dhaka and for each area they have an individual Area Sales
Manager.
ESTIMATED OUTLETS PER DAY
Adding up the volume from each outlet as per catalog can give is the number of calls to be managed in
a day based on volume. This gives them the estimated volume per representative in a day. Each sales
person has to cater to minimum of 30 POPs in a day. This volume forms the basis for daily target
setting and balancing the loads for delivery purposes.
FEATURES AND BENEFITS OF UNILEVER TERRITORY DESIGN
FEATURES
BENEFITS
CUSTOMER-RELATED
Intensive market coverage
Excellent customer service
Effective time management
SALESPERSON-RELATED
Foster motivation
Performance Evaluation
COMPANY-RELATED
Focused Services
DISTRIBUTOR RELATED
Efficient Coverage
Territory Bases:
The Bases for territory formation followed in Unilever Bangladesh is Sales Potential. Territories are
divided according to the Income groups, the terminology used by the National Sales Manager. When
further discussion and as the Interview proceeded, we gathered that the territories are formed according
to the sales Potential for each category of products. For the skin Cleansing Products, the territories are
formed according to the Income Groups and according to the turnover each Income Group brings in for
the company.
The accounts are divided in three types of Income Groups:
Income Group A: Income group A, that bring in a business of more than Rs. 25000 in a month,
constitute of about 5000 outlets in Dhaka
Income Group B: Income Group B, that bring in a business of more than Rs. 15000 in a month,
constitutes of about 9000 outlets in Dhaka
Income Group C: Income Group C, that bring in a business of below Rs. 15000 in a month, constitutes
of about 11000 outlets in Dhaka
An average Sales Person makes about 20-40 calls a day for each Income Group
Calls Made In a week
Outlets In Dhaka
A-Class Outlets
2-3 times a week
About 5000
B-Class Outlets
1-2 times a week
About 9000
C-Class Outlets
At least once in Week
About 11,000
Routing:
Routing refers to establishing a sequence of locations a salesperson will visit. When asked, the Area
Sales Manager replied that for its Skin Cleansing Products, they follow Straight Line Method. This
pattern is often achieved by identifying customer locations that are situated at the outer perimeter of the
territory. The sales person begins with a call on a customer located at the outer perimeter and then
works back to the home base.
Straight line Routing Method
# of Representatives
If the Margin per person is around 50% of the gross revenues for the territory then they have a balanced
route.
Channel and territory focused plan
Depending on the size of distribution operation and types of outlets, they have a territory whose
designed is based on either channel/ category focus or on geographical spread. (Geographical basis of
territory is suitable for less segmented markets and rural territory coverage)
Channel focused territories would require more travel time as compared to territories based on
geographical only. They need to ensure the effectiveness of the coverage plan and ensure sustainability
for regular coverage.
Channel category focused territory PJPs are required where we have the need and resource to provide
the viable added services in the group of selected outlets.
Once they have done the analysis based on the above factors, they would be in a position to determine
the number of people and vehicles required to service their customer. Based on the estimated volume
per route, they can easily estimate territory volume and get a sound basis for forecasting.
TERRITORY OVERVIEW
Good territory management contributes to the development of:
Strong business partnerships
Achievement of growth targets
Better use of resources
It is important that you know your territory and have a detailed knowledge on outlet mapping to from
manageable clusters. You need to understand your responsibility in managing all the resources
available. Managing territory is the role of an ambassador in building long term trade relations for the
company.
You dont work in isolation and the effectiveness of your work has an impact on the work plan of
others. Your efficient execution contributes toward the achievement of broad company objectives.
TERRITORY MANAGEMENT
Ideally sales territories at Unilever are structured in a way that facilitates planning and control of the
selling efforts. A strong territory structure has helped Unilever in implementing selling discipline and
demarcates the operational span for their distributors.
TERRITORY
Unilever defines territory as a customer base in which they operate. All the current and potential outlets
that are counted in a geographical boundary represent a sale territory.
MANAGEMENT
Management refers to planning, setting direction and control of sales team involved in providing basic
and value added services. The aim is to ensure the implementation and quality performance of tasks in
TARGETS SETTING
Annual targets are reflected in the targets set for each distributor. The distributor targets would then be
allocated to each sales representatives working for that distributor according to his territory potential.
Based on their annual targets they set monthly, weekly and even daily distribution targets as per brand
and outlet. They need to incorporate the brand cycle activities in their targets be abide to take full
advantage of the promotional support and to ensure regular availability of stocks.
PLANNING FOR ACHIEVING OBJECTIVES
The first step in the planning for achieving objectives is to assess the territory volume through building
SMART journey plan. All outlets in the territory are mapped for coverage (Mapping stands for actual
mapping on a plot) and potential permanent journey plan (PJP) is the starting point in the working of a
distributor sales representative. The number of outlets in a day will determine the potential available
and effective utilization of his entire day. Time is one able sales force resource and needs careful
planning.
The journey plans are made for each route which than forms a section of the sales representative or his
territory. All routes have assigned number of customers for each sales representative. The flow or the
sequence outlets is kept in line with the customer needs and the logical next outlet with respect to time
and distance. If possible the workload is balanced each day for an effective utilization of time during
the week.
PJP is a flying document which needs to be updated regularly. New outlets needs to brought under
coverage, changes in road networks require appropriate action etc. they ensure that the routes and
journey plans are valid and updated regularly.
A class accounts. Big SKUs will not be allowed to sell in small outlets.
Performance Management
If there are 100 outlets a Sales Rep has to cover according to the given plan then his performance will
be measured on completing the atleast 95 outlets. If Sales Rep completes 94 outlets then it will not be
counted as an effective coverage.
Time Report can be extracted from the system i.e. how much time he spends in one outlet.
Approximately 5-6 minutes are required to serve an outlet. Through this, the sales supervisors ensure a
minimum of 3% ROI per month.
EXPECTATIONS
Following is the descriptive objective set for each sale representative for better results;
Key elements for managing a territory at Unilever are the basis for running an efficient operation.
Effective use of Territory Management Planning Model to clarify, identify and determine the
implementation plan for the agreed objectives.
To appreciate the process for field implementation through building a Territory operation Plan for
eliminating time wastages.
I.T SYSTEMS
Key remedy for a lot of issue is the automation of distribution network. The data is helpful in assessing
the customer base coverage and the prioritization of customers for investment of resources. IT has
helped Unilever in planning out trade coverage planning in a number of ways, some of them are;
In classifying outlets by channel, type and volume
In calculating the coverage of each Brand with productivity, activity etc.
Building up of territories based on volumes, break-even analysis, focus etc.
Implementation of incentive planning through installing commission system, targets achievements
reporting system etc.
Unilever operates around philosophy of fire preventing approach rather firefighting approach.
ON THE JOB EXERCISE FOR TERRITORY MANAGERS AT UNILEVER
Unilever believes in learning as an ongoing process and for this purpose they invite all territory
managers once in a month to participate in different exercises, one example listed below;
EXERCISE
Formulate your territory operation plan based on the tools defined earlier. The
format will facilitate you planning and plugging in the necessary details. You must
expand and decide the tactics based on SWOT analysis and discuss them with your
managers.
Go through your Territory Operation Plan document with your manager. Ensure
that it is a line with overall companys strategy and captures all the key areas.
Selling Time
Since theres less paper work now because of the current technology being used therefore selling time
New venture
With a growth rate curving upward, the Bangladeshi skin care market is going through a major
paradigm shift. There is such huge potential that major Bangladeshi manufacturers are now relaunching
skin care brands.
The change is visible at two levelsconsumer behaviour and marketers trying to grow the market by
introducing new product categories and services.
Men are fast emerging as a separate consumer category in a market traditionally dominated by women.
The change in the buying pattern includes men looking for care and styling products that cater to their
specific needs. A growing number of men go for shopping on their own with more income in their
hands to be spent on personal care products due to demographic features such as the rising number of
single-occupancy households, as consumers delay committing to marriage and children.
The proposed plan is to enter into a new market segment i.e. men. There is a huge potential for this
segment as inferred from the survey given.
APPROPRIATENESS of mens new market segment:
Skin care is meant for men as much as it is meant for female population.
CFRB can support Men in a substantial way as men are also sensitive about their
looks as verified by.
There is enough value proposition in the product hence there could be a potential
opportunity to cater the mens segment.
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www.strategymag.com/articles/magazine/20051101/dove.html
HYPERLINK "http://www.cassies.ca/caselibrary/winners/DoveBeautyBar.pdf"
www.cassies.ca/caselibrary/winners/DoveBeautyBar.pdf
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