Dove' - Analysis of marketing plan

Résumé du document

We will reveal later that we have decided to develop a green product to be innovative and in sync with Unilever.

We need to clarify what is Dove's business. Dove is working on the market of women's personal care. Dove has a large range of products from soaps to shampoos.
The key point of Dove's strategy is to have a high level of segmentation to answer to the many needs of the women's personal care market.

We must also recognize that the market share of Dove on the French market is decreasing for the last several years. In 2005, the market share of Dove was 9.75% and in 2008 it was 2.6%. Thus our mission is to create a strategy and a product that will be able to help Dove conquer new market share. This loss of market share can be explained by risky marketing choices made by the brand.
The shampoo market is worth 466.4 million Euros in France so Dove must respond to the market needs and develop new products and strategies to regain its position as one of the leaders on the French shampoo market.

Extraits

[...] To conclude, we want to hire students to go to supermarkets, and to gather the customer's opinion about Smooth Sensation. Through this, we may measure the impact and the customer satisfaction and see what we can improve in the future. Like many other brands, we decided not only to go directly through to a retailer. We are planning first to have a wholesaler in the distribution process: The last point to talk about in this P of the 4P's is the channel control strategy. [...]

[...] Finally, it seems obvious that we need to use magazines and TV. We will be seen by lots of people and particularly by our target. - Establishing our communication plan The first thing to do is to define the audience to be targeted. As has often been said before, we are targeting young women (15 to 30 years old) who care about the environment and who can afford this kind of products (middle class). The second step is to set the promotional objectives. [...]

[...] This loss of market share can be explained by risky marketing choices made by the brand. The shampoo market is worth 466.4 million Euros in France so Dove must respond to the market needs and develop new products and strategies to regain its position as one of the leaders on the French shampoo market. The annual revenue for Dove France in 2008 was 12 million Euros. We don't know how exactly Dove allocates the resources, but we do know what the departments are. [...]

[...] Consumers will be attracted by the natural aspect and the price of our product. Furthermore, today the effect of comparison is difficult because they are no substitute products of smooth sensation in a classic supermarket. - Competitors oriented method of pricing: We have used our competitors' prices to help define our price. We would like to propose a natural shampoo that is cheaper than biologically specific shampoos, but necessarily more expensive than a classic shampoo because of our high costs of production. [...]

[...] We propose purchase vouchers and to pay off the consumers who are not satisfied, to increase our sales. Price - Set strategic pricing objective: We think that smooth sensation will be perceived as a quality product because of its natural elements. We plan to have an extensive and expensive advertising campaign to maintain this quality image. That would increase our costs and our price. But we know that the customers that we are targeting are “relatively” less sensitive to price. [...]