dove and new media

23 April 2010

NEW

MEDIA

MARKETING DOVE – SOCIAL MEDIA ACTIVITY

VIRGINIE CLEMENT LUISE HOFFMANN ROSALIA PINA HELENE SUDRES STEPHANIE L. WEBB

NEW MEDIA MARKETING DOVE

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Introduction In this essay, social-‐media activities of Unilever’s “Dove” brand (www.dove.com -‐ US site) will be analyzed in the context of recent and future developments in new media marketing. Dove’s social-‐media activities are clearly targeted to women only; there is no community on the Dove men website. What seems at first glance as an incomplete online approach can also be seen as a very strategic move. Men and women interact differently online. According to a study conducted by the University of Southern California (Associated Press, 2010) men are showing signs of “networking fatigue”, whereas women are more prevalent in online interaction. That is, 67 % of women (only 38 % of men) under 40 feel as strongly about their online communities as they do their offline communities – in 2007 the numbers were reverse. Men value different aspects online than women, mainly short time, straight to the point information, and a high level of individuality “every man for himself” (brandingstrategyinsider, 2010). “… Women are finding deeper connections to Web communities because many of them go there for social reasons rather than to find information about hobbies...” (Associated Press, 2010) This essay will therefore focus only on “Dove women”. The General Growing Importance of Social Media Social media has become increasingly important (Nielsen, 2010: Appendix 1) in people’s lives. This trend has started invading organisations as well. More than being a tool for people to keep in touch and build a network, social media has been identified by organisations as being an opportunity to increase their interactivity with the market; it can constitute a source of knowledge and e-‐learning from the companies’ points of view (Van Zyl, 2009; Kane, Robinson-‐Combre, Berge, 2010). This movement has contributed to the evolution of marketing. According to Kotler and Doyle (Phillimore, 2010: Lecture 1, Slides 17-‐18) marketing has moved from a “distribution, sales, brand management, individual customer relationship” to a more “conversational, serendipity, consumer participation, community building.” In other words, the marketing scope has expanded and social media has brought additional dimensions to the marketing activities and the way marketing considers consumers. The question of the balance of power between brands and customers in the brands’ creation will be answered later on in this paper.1

1 See strategic analysis of website.


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Looking deeper into social media, people spend more time on social networking websites: “Across the globe in 2008 activity in ‘Member Communities’ accounted for one in every 15 online minutes – now it accounts for one in every 11.” (Nielsen, 2009) It can be seen throughout the different Nielsen reports that the social networks vary from country to country (Appendix 2). However, the two main networks remain Facebook and Twitter. Facebook has more than 400 million active users (Facebook, 2010) while Twitter was expecting 18 million users to join at the end of 2009 (Mashable, 2009).

Dove and the Social Media When Dove entered the realm of social media using their ‘Campaign for Real Beauty’ (CFRB-‐http://www.campaignforrealbeauty.com) launched by Unilever (2003), this may have been what created the turnaround for the brand, increasing its popularity and positive social reputation (Simmons, 2006). The first stage of the campaign began with a series of interactive billboard advertisements. These spots showcased photographs of regular women and invited passers-‐by to debate "What is beautiful?” and vote whether a particular model was "Fat or Fab" or "Wrinkled or Wonderful" with the results of the votes dynamically updated and displayed on the billboard itself. Accompanying the billboard advertisements was the publication of the results from a 10-‐country global study about beauty perception called "Dove Report" (Simmons, 2006). According to the Wikipedia (unknown date), this initiative was a success and “received significant media coverage from talk shows, magazines and mainstream news broadcasts and publications, generating media exposure which Unilever has estimated to be worth more than 30 times the paid-‐for media space.” In 2006, further to the accomplishment of this first initiative, the advertising agency, Ogilvy & Mather, wanted to extend the campaign further, by creating viral videos to be placed on the CFRB website. The first of these, Daughters, was an interview-‐style piece of which Evolution (a video showing the transformation of a normal-‐looking girl into a stunning model) and became a hit throughout YouTube (Dove Evolution Video, 2006). As the campaign unfolded, Unilever learned how to use the Internet, and particularly social media networks like YouTube, to manage the controversy it had created. "Unilever positions itself as a company that has fully integrated digital into its thinking, so much so it's merging its digital division into its communications planning team." (NMA 2008, p. 21) Until today, the success of the campaign has been based on how it has entered popular culture and gone beyond conventional media coverage. As Stuart Bruce (2006) puts it, “the whole campaign was about engendering debate and inspiring action. It persuaded opinion formers to get talk about a soap brand, which is quite an achievement.” Once the debate


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had begun it was important that Dove continued to be part of the debate and act as a thought leader and an advocate for female self-‐esteem. This meant commentating on controversial issues such as fashion designers refusing models who were ‘too fat’ and the Madrid Fashion Week banning size zero models. As a result, UK sales not only rose by 25% from 2004-‐200 (Simms, 2007), but more importantly that women have begun connecting with the Dove brand and feel as a participant to its aim of making consumers feel better about themselves. Using Edelman’s Framework (figure below – Phillimore, 2010: Lecture 1, Slides 17-‐18) it is possible to see how with the creation of this campaign, Unilever has gone from controlled communication using basic advertising to a conversational collaboration between the brand and its audience. Online, “The employee is the new credible source for information about a company, giving insight from the front lines. The consumer has become a co-‐creator, demanding transparency on decisions from sourcing to new-‐product positioning.” (Phillimore, 2010: Lecture 1, Slides 17-‐18)

Strategic Analysis of Internal Elements Website2 The Dove.com website is clearly a commercial organization website that can be analysed through deconstruction (Media Awareness Network, 2010). To compete with other cosmetics, Unilever differentiates itself by engaging women on “an emotional level” (Simmons, 2006). Main goals of the online campaign were to bring awareness to the new product line, generate debate about the definition of beauty, receive media attention, gain market coverage, allow consumer interaction with the brand, and call to join the self-‐esteem program partnership. (Simmons, 2006) The original CFRB was originally developed with an

2 The website mentioned is the primary Dove brand and does not include a breakdown analysis of their French and Canadian ‘Go Fresh’ websites due to access restrictions and their non-‐globalized process.

Talk Action Continuum

Conversational Communication

Controlled Communication

Conversational Collaboration

Controlled Collaboration

Communication Collaboration

Conversational

Controlled

Conversational Line

Participation Line

Public relations

Advertising


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“ongoing local adaptation and implementation of above and below-‐the-‐line communications, media, and public relations.” (Waldron, 2005) The main source of information for Dove is through Unilever’s brand managers: “Unilever feels very strongly about the power of a 360-‐degree approach. We had [all levels of staff] sit down at the table at a very early stage and all think about the entire marketing communication architecture, not just our channels.” (Koffler in Simmons, 2006) The basis of the campaign was a research study to provide the audience with credible and authoritative sources of information that facilitated in “creating a concept where public relations served as a glue [and] the campaign as a dialogue, and to use real people as brand ambassadors” (Koffler in Simmons 2006). Buchanan (2008) explains how it has created “a very real, very passionate conversation”. However, the ‘freedom of speech’ is not actually free when looking at the Dove website’s code of conduct: “Microsoft and Unilever reserves the right, at its sole discretion, to review and remove user-‐created services and content at will and without notice, and delete postings or ban participants that are deemed objectionable.” When evaluating the website map, Dove takes into account both experiential (blogs, columns, discussions, videos, interactive experiences, quizzes, etc) and goal-‐directed behaviours (product information, offers, articles, tips, expert’s advise, etc). With the traditional website “there is the community site the user can jump off to” “and as corporate communities go, this one's far more distinct and stylish than most” (imediaconnection, 2008). Therefore, “the model constructs can be used as first step in evaluating website in terms of the extent to which they deliver these two types of experience”. There are various success criteria for customer optimal experience. Measurement is done through flow opportunities “the state occurring during network navigation which is: (1) characterized by a seamless sequence of responses facilitated by machine interactivity; (2) intrinsically enjoyable; and (3) accompanied by a loss of self-‐consciousness, and (4) self-‐reinforcing.” (Novak et al., 2000) Dove’s website compiles the necessary playfulness (call for imagination, originality, inventiveness, creativity) and positive affect (pleasing, satisfying and contenting). The brand tries to produce “interest and success because it touches on a universal need for almost all women” (Buchanan, 2008) and look for their approval as it calls for a non-‐judgemental message “‘we’re going to celebrate you for being you.’ Do you know how powerful that is?” (Buchanan, 2008) Dove’s website, as advised by Novak et al. (2000), provides “enough challenge to arouse the consumer but not so much that she becomes frustrated navigating through the site and logoff.”


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Figure 1: Hoffman & Novak (1996) revised conceptual model from (Novak & al. 2000). Analysis and comments for the Dove website from the students point of view based on Doug Schumacher, president and creative director, Basement, Inc. in imediaconnection 2008 and Kofler, in Simmons, 2006.

Strategic Analysis of External Elements Dove’s Current External Social Media Tools Dove is prominently seen and featured throughout Twitter and Facebook capitalizing on the social media tools to connect and relate to their consumers. This essay focuses on Dove for Women.3 In order to appropriately analyze how Dove uses these media tools, it is necessary to look at the theoretical process behind each strategic move. According to Hoffman and Novak (1996), the consumer-‐firm relationship has evolved from a traditional mass media to a “new ‘interactive media.’” Essentially, this demonstrates that firms are no longer just sharing information, but instead, are engaging and interacting with their consumers through connected media tools. Using Hoffman and Novak’s theory, Twitter and Facebook will be assessed accordingly. Twitter has a unique, real-‐time and asynchronous display. When visiting the Dove Twitter page, it is obvious when a new ‘tweet’ is written, as it just appears at the top of the screen; however, for every visit made to this page, previous ‘tweets’ are visible and can be seen as

3 Dove recently launched a prominent campaign for their men’s product line; however, this target demographic does not fit with the flow and theme of our report. See introduction.


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far back in the beginning as the conception of the page. The way this tool is designed presents an easy flow with limited customizable features. One hindrance to this customizing action is displaying a distracting background; Dove’s current background has not fallen into this trap, however, they provide links within their background that are not clickable and are difficult to read. The true links posted within the page are nearly all common and standard for any Twitter page (following, followers, lists, tweets, favorites, message, block, etc), except for the main website featured on the company’s profile box. Additionally, the format of the page is standardized and follows the pattern of all Twitter pages. Even though their background links are not clickable, it is good to see that Dove has considered what type of visitor would be perusing their Twitter page. (Dove on Twitter, 2010) It is difficult to expand outside the realm of standard within twitter in that multimedia tools cannot be applied, however through the process of ‘tweeting’, other external sources (videos, documents, coupons/offers) can be distributed. Dove itself is running their page with a ‘personal touch’, as demonstrated by having what could be considered ‘few followers’ and having only entered Twitter this year (11 January 2010). Dove takes a very proactive approach in their personal connections with their followers. Once someone is following Dove, it is not but 10-‐15 minutes later that Dove returns the favor. With the design of interaction, Dove is able to use a goal-‐oriented and experiential motivation as to have a two-‐way conversation with their consumers. This promotes product awareness to the consumers, but also allows consumers to provide feedback on their products. Then, the opportunity is once again switched over to Dove so as to respond and determine the ‘why’ of the provided feedback. (Dove on Twitter, 2010) Similar to Twitter, Facebook also displays a combination of real-‐time and asynchronous information, which can be seen on the Dove ‘wall’, discussion boards, or throughout video and photo comments. Facebook is structured through a variety of means and may be considered too cluttered. However, the benefit of the way it is currently organized is being able to separate content and information into various sections through the page itself. There are multiple boxes on the top header bar, as well as provided Dove website links on the left sidebar. In addition, there are all of the standard Facebook links within the page (like, suggest to friends, etc). An added benefit to Facebook that Twitter lacks is the use of multimedia tools. Facebook provides viewing space for videos, photos, standard messaging, audio podcasts, and webcasts. (Dove on Facebook, 2010a/b) Another tool that Dove utilizes is an application feature in which consumers may add a ‘Dove badge’ on their personal profiles that signifies their efforts in supporting the Self-‐Esteem Fund. While all of this information can be easily computed by machine, and probably was, Dove once again displays their ‘personal touch’ by directly responding to any questions posted on their main wall as well as directing certain product offers to targeted consumers in Facebook ads, which are seen on personal profiles. (Dove on Facebook, 2010a/b)


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The Dove Facebook page follows the same navigation patterns as all Facebook pages; however, it is unique to see the wide variety of information available through external links through advertisement imagery. It is not overwhelming and is organized appropriately by topic and by product. Dove’s interaction with the consumers is once again through a two-‐way conversation with their consumers in using a goal-‐oriented and experiential motivation. Consumers are being connected to the firm through an exchange of information (i.e. consumer providing feedback and the company responds). Additionally, the purpose of the Facebook page is to share information with their consumer about new products, offers, new campaigns, etc. and ultimately help direct people where to go to find out more information. (Dove on Twitter, 2010a/b) Dove’s Potential External Social Media Tools The Internet, representing a power shift from producer to consumer (as the consumer is free to choose what content is wanted), can be described as a pull-‐mechanism. With the addition of mobile Internet, especially the use of mobile phone applications, the power shift can be slightly reversed. Once a consumer decides to download a brand’s application, more push-‐elements can be attributed to the marketing efforts of the chosen brand. “Beauty and skincare brands have done little with mobile marketing” was stated in 2008. (nma.co.uk, 2008) This decision may have been due to the mobile networks discouraging action in charging the public with costs it doesn’t fully understand (nma.co.uk, 2008). However, with mobile Internet on the increase (Ingram, 2010) – in 5 years, the mobile Internet will have taken over landline access – this issue seems resolved resulting in possibilities to increase exponentially. Industry expert Mary Meeker explains user’s willingness to pay for mobile content with its easy use, small amounts of charge, and level of personalization among other factors. Dove, as of now, does not use the mobile-‐online tool. This can be seen as a clear lack in the social media effort of the brand, diminishing the flow (Hoffmann & Novak, 1996) of the holistic experience. In order to anticipate future needs and keep the consumer experience on a high level, Dove could add a smartphone application to its social media activities. A mobile browser friendly site would need to be created. (Appendix 3 for detailed uses)

All suggestions are made in order to keep the challenge at a congruent level with the skills of the users (Hoffmann & Novak, 1996) (A mere price-‐check may leave the customer unsatisfied). For the use of features such as the community and the personalization “my products”, an experiential motivation is assumed, whereas information, price-‐check and availability a goal-‐oriented motivation is assumed (Hoffmann & Novak, 1996). Dove is an inactive participant in the YouTube-‐network. Dove advertising can be found when entering correct key words. This cannot be seen as a strategic approach. After the start of


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the viral marketing campaign for real beauty and its success, Dove should have created a brand’s own YouTube channel, where not only the spots could have been shown, but through which a consistent image of the effort would be displayed. Through other sites, such as digg.com or del.icio.us, the ranking and distribution of the spots could possibly have been increased. For the future, the creation of a Dove-‐YouTube-‐Channel is highly recommended. The efforts of the recent “go fresh” deodorant campaign, for example, would be clearly linked to Dove and both parties would benefit from the increased level of attention each party creates.

Recommendations and Conclusion The Social Media data as well as the analysis of Dove both lead to the conclusion that Dove’s image has highly benefited from Dove’s users and stakeholders. Dove was a well-‐known brand before Social Media appeared. However, as seen throughout this paper Dove as we know it today was for the biggest part built by users and by the fact that Dove had the ability to use, listen to and learn from this new tool. Therefore, the main advice which could be made to Dove would be to take into considerations the six recommendations mentioned above in order to improve its use of Social Media and to keep up with its growth. - Personalize thank you and welcome messages to new Twitter followers. - Utilize the ‘favorites’ feature so as to ‘star’ any and all positive media involving Dove. - Respond to discussion posts on Facebook that are relevant to conflicts (i.e. boycotting

efforts because of the Dove affiliation with Axe and Unilever’s mixed message). - Creation of a smartphone application to remain competitive. - Create a Dove YouTube Channel to attract and relate to younger target audiences. - Maintain a commitment to utilizing online tools as a way to interact with consumers

and keep the future online strategy as consistent and authentic.4

4 “Building communities around brands can be a daunting challenge, but Dove has done this quite well” (imediaconnection, 2008). However, the credibility in organizations and more precisely in brands can be diluted very fast (Appendix 4). “Commitment and trust are key elements for any relationship as they are needed for maintenance of the relationship encouraging a long-‐term view as opposed to a short term one…” (Jahansoozi, 2006)


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http://mashable.com/2009/09/14/twitter-‐2009-‐stats [Accessed 22/04/10] mobileeurope.co.uk, (12 November 2008)

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Appendix 1 – Global Web Traffic to Social Networking Sites

Nielsen (2010) Led by Facebook, Twitter, Global Time Spent on Social Media Sites up 82% Year over Year, 22/01/2010. http://blog.nielsen.com/nielsenwire/global/led-‐by-‐facebook-‐twitter-‐global-‐time-‐spent-‐on-‐social-‐media-‐sites-‐up-‐82-‐year-‐over-‐year/

[Accessed 22/04/10]


Appendix 2 – Popular Social Media Sites

Nielsen (2010) Led by Facebook, Twitter, Global Time Spent on Social Media Sites up 82% Year over Year, 22/01/2010. http://blog.nielsen.com/nielsenwire/global/led-‐by-‐facebook-‐twitter-‐global-‐time-‐spent-‐on-‐social-‐media-‐sites-‐up-‐82-‐year-‐over-‐year/

[Accessed 22/04/10]

Nielsen (2009) Global Faces and networked places: A Nielsen report on Social Networking’s New Global Footprint, March 2009, The Nielsen Company.


Appendix 3 – Benefits and Uses for Smartphone Applications Detailed benefits and uses for smartphone application: - Access to the Dove Community including information and interaction; - Downloadable music (i.e. Dove “go fresh” campaign song as ringtone, other ringtones,

etc (Marshall, 2009); - Videos (link to YouTube-‐Channel) for advertising and campaigns such as “go fresh;” - Link to in-‐store access points (scan a code, get a coupon or an instant free present); - SMS-‐subscription - Games (Marshall, 2009) - Compile a personal file (e.g. ‘my products’), recommend complimentary products; - Price and availability check (online vs. offline); - Coupons (i.e. Coupons delivered and redeemed via mobile phones are forecast to be

used by some 200 million mobile subscribers globally by 2013. (mobileeurope.co.uk, 2008) More than 3 million consumers have now used mobile coupons in the UK. The redemption rate for traditional paper coupons is typically 1% or less, but, based on their survey, mobile coupons offer 6 times higher. (mobileeurope.co.uk, 2009)); and

- Daily news from the Dove Self-‐Esteem Fund (i.e. How to teach your children about self-‐esteem or daily facts on “boost your self-‐esteem with the Dove self-‐esteem fund”).


Appendix 4 – Importance of Trust and Reputation

From (Edelman trust barometer, 2009)


From (Edelman trust barometer, 2009) Jahansoozi, J.2006. “Relationships, transparency and evaluation: the implications for public

relations” in L’Etang, J., & Pieczka, M. (Eds) 2006. Public Relations: Critical Debates and Contemporary Practice, LEA. P.69.

Edelman trust barometer. 2009. http://www.edelman.com/trust/2009


Appendix 5 – Variables Used in the Flow Survey


Appendix 6 – Desk Research: Print Screens of Group Blog http://socialmediaminds.blogspot.com/2010_04_01_archive.html

dove and new media

Business

realm of social media

social networks

social reasons

media exposure

social networking websites

dove men website

significant media coverage

dove report simmons