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Record W2991244714

Dove: Using New Product Development to Grow the Brand – A Case Study

2013· article· en· W2991244714 on OpenAlex
N. Suresh, Teena Bhardwaj

Why this work is in the frame

A frame that forgets how it found something cannot be audited. These are the routes that admitted this work.

aboutThe title or abstract carries a Canadian signal from the geographic lexicon.
no affNo Canadian affiliation: this work is invisible to an affiliation-only frame.
No Canadian affiliation. An affiliation-only frame, the usual design, would never have seen this work. It is one of the works that make the case for inverting the frame.

Bibliographic record

VenueSSRN Electronic Journal · 2013
Typearticle
Languageen
FieldBusiness, Management and Accounting
TopicMarketing and Advertising Strategies
Canadian institutionsnot available
Fundersnot available
KeywordsDoveBrand managementMarketingBusinessProduct (mathematics)Brand equityCosmetic industryBeautyNew product developmentPersonal careAdvertisingMaturity (psychological)CosmeticsMedicinePolitical science
DOInot available

Abstract

fetched live from OpenAlex

In the increasingly competitive environment of business, the development and launch of new products has become an important competitive tool. In a crowded marketplace, there is greater need for differentiation; in markets that are stagnant there is pressure to create excitement. The development and launch of new products helps in both situations. In certain industries like the personal care and beauty products industry, new product development has become critical to survival. A leading brand, offering a wide range of personal care products is Unilever. Unilever has more than 400 brands, 14 of which generate sales in excess of €1 billion a year. Many of these brands have longstanding, strong social missions, including Lifebuoy's drive to promote hygiene through hand washing with soap, and Dove's campaign for real beauty. The Dove brand started its life in 1957 in the US, with the revolutionary new beauty cleansing Bar. With its patented blend of mild cleansers and ¼ moisturizing cream, it is #1 Dermatologist Recommended brand in the US, Canada and France and strongly endorsed by Dermatologists across the world. Although it was a successful product, Dove recognized the opportunity to stretch the brand by investments that would: revitalize it extend and further develop its growth phase help to delay the onset of the maturity phase increase the overall brand equity Dove was convinced that such investment would help to maintain the brand's strength in a rapidly changing market place. Hence, Dove started researching on how the brand could be extended into a series of skincare and hair care products, at the same time keeping the core product strong, thereby grow the brand as a whole. Today apart from its moisturizing soap, Dove has extended the brand by launching many new products like: Body Washes, Hand and Body Lotions, Facial Cleansers, Deodorants, Shampoos, Conditioners and Hair Styling products. New product development had transformed the brand within growing Indian market. This in turn gave a great opportunity to roll-out other developments in other markets as well. This case-study will focus on key strategic issues related to brand extension. It will also emphasize the various benefits of brand extension: How brand extension increases brand awareness and profitability with offerings in more than one product category, and ultimately adding up to the brand equity.

Fetched live from OpenAlex and de-inverted. Abstracts are not stored in this database: the inverted indexes are 8.6 GB of the frame’s 9.3 GB of text, and the host has 13 GB free.

Full frame distilled prediction

Teacher imitation

Not calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.

metaresearch head score (Codex)0.002
metaresearch head score (Gemma)0.000
Version: codex-gemma-dda1882f352aValidation status: machine_predicted_unvalidated
Candidate categoriesScholarly communication
Consensus categoriesnone
DomainCandidate signal: none · Consensus signal: none
Study designCandidate signal: Other design · Consensus signal: none
GenreCandidate signal: Empirical · Consensus signal: Empirical
Teacher disagreement score0.918
Threshold uncertainty score1.000

Codex and Gemma teacher scores by category

CategoryCodexGemma
Metaresearch0.0020.000
Meta-epidemiology (narrow)0.0000.000
Meta-epidemiology (broad)0.0000.000
Bibliometrics0.0000.000
Science and technology studies0.0010.000
Scholarly communication0.0010.001
Open science0.0000.000
Research integrity0.0000.001
Insufficient payload (model declined to judge)0.0000.000

Machine scores (provisional)

The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.

Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.

Opus teacher head0.020
GPT teacher head0.249
Teacher spread0.229 · how far apart the two teachers sit on this one work
Validation statusscore_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from it