How Unilever Turned Dove into a 1957 Sensation

Unilever was about to launch Dove, a brand-new soap, into the world in 1957.

But there was a big hindrance.

Soap, they realized, was a run-of-the-mill commodity.

All soaps, regardless of the brand, essentially performed the same function.

Thus arose the challenge of setting Dove apart in a saturated market.

In search of a breakthrough, Unilever sought the expertise of David Ogilvy and his ad agency to navigate Dove's positioning.

Ogilvy's account of his approach in his book "On Advertising" sheds light:

"While I could have depicted Dove as a utilitarian cleanser for men with grimy hands, I opted instead to position it as a luxurious toilet bar catering to women with parched skin.

The tagline that emerged victorious in tests was: 'Dove creams your skin while you bathe.'"

Ogilvy's ingenious positioning, complemented by compelling ad campaigns, spurred Dove into becoming a major triumph and a prevailing beauty brand beyond mere soaps.

Behold a legendary Dove advertisement crafted by David Ogilvy

Leap ahead almost five decades to 2004.

A fresh challenge dawned on Dove's horizon.

After a prolonged era of prosperity, Dove's sales hit a standstill.

Shifts in the market were evident.

Dove was at risk of being just another beauty brand in the crowd.

Seeking revival, Unilever turned once more to Ogilvy & Mather, though the mastermind David Ogilvy had departed this world a few years prior.

Yet, his disciples were primed to rekindle Dove's glory.

Phase One: Identifying the Problem

The initial step was to scrutinize the dilemma.

Why weren't more women gravitating towards Dove?

The response was straightforward – intensifying competition.

Numerous new brands had inundated the beauty domain over the years.

And they all peddled similar benefits via comparable advertising campaigns.

Dove had to proffer a distinct message.

But what form should this message assume?

To discover the answer, Ogilvy & Mather embarked on research to comprehend women's sentiments regarding beauty brands and their merchandise.

Until that juncture, the prevailing consensus was that beauty brands held a singular purpose: "Make me beautiful."

Consequently, all beauty brands pitched their products as vehicles towards attaining impeccable beauty.

Yet, Ogilvy & Mather's investigation unearthed an anomaly.

A mere 2% of women felt beautiful.

Despite the pervasive utilization of these products, they hadn't succeeded in fostering enhanced self-esteem among women.

The selling of an elusive beauty ideal, often endorsed by models and celebrities, left women grappling with a sense of inadequacy.

This revelation propelled Ogilvy's copywriters towards a fresh perspective for Dove.

Dove's mission would no longer revolve around "Making women beautiful."

Instead, it would be centered on "validating their beauty."

Phase Two: Devising the Solution

Having pinpointed the predicament, the focus shifted to the solution.

How could Dove effectively communicate this new message?

This required an innovative and delicate approach, considering the sensitive nature of beauty.

Missteps in messaging could potentially tarnish Dove's reputation and erode sales.

Consequently, the Ogilvy team brainstormed numerous concepts for the campaign's theme.

After extensive testing, the optimal approach emerged – "The Real Beauty."

This campaign would spotlight the inherent beauty of each woman, juxtaposed against the artificial beauty standards perpetuated by the industry.

Ogilvy & Mather launched the campaign with billboards featuring everyday women and subsequently showcased the transformation of a model prior to a photoshoot. The campaign's tagline read: "No wonder our perception of beauty is distorted."

The Outcome: A Resounding Triumph

The aftermath of the campaign was nothing short of astounding.

Dove's sales surged from $2 billion to an impressive $4 billion within a mere three-year span.

The campaign's triumph transcended commercial success; it evolved into a bona fide movement.

The reverberations of Dove's success were profound, evident in the emulation of similar campaigns by numerous other brands.

Innovative Solutions for Complex Quandaries

The tale offers several pertinent lessons, particularly in Ogilvy & Mather's methodological approach to Dove's challenge.

Rather than hastily concocting solutions based on conjecture, they undertook a research-intensive strategy guided by the Double Diamond model.

This model, endorsed by entities like the British Design Council, bifurcates problem-solving into distinct phases for both issue identification and solution execution.

1. Discovery:

This phase mandates casting aside preconceived notions and embarking on a fresh exploration of the issue. By conducting exhaustive market research, Ogilvy & Mather unearthed concealed insights that conventional thinking had ignored.

2. Definition:

Armed with these newfound insights, the team crystallized the crux of the issue. In Dove's case, it was evident that beauty brands were failing to foster a sense of beauty among women.

3. Development:

This stage encourages divergent thinking to spawn a plethora of solutions. By nurturing unconventional ideas and soliciting diverse feedback, Ogilvy & Mather unearthed the groundbreaking notion of "The Real Beauty."

4. Delivery:

Execution entailed rigorous testing and iterative enhancement, culminating in the unequivocal success of Dove's revitalized campaign.

The story of Dove's triumph underscores the significance of precisely identifying quandaries and executing solutions. Through the Double Diamond model, organizations can embark on an odyssey of innovation, ensuring that their strategies are meticulously calibrated from inception.