The document provides background information on the Axe/Lynx brand of male grooming products owned by Unilever. It discusses the history and launch of Axe in various markets, the product line which began as a deodorant body spray, marketing strategies used including targeting 18-25 year old males, and competitive landscape. The document also examines the product life cycle of Axe fragrances and extensions of the brand over time.
SECTORAL INFORMATION, Introduction,
Historical Growth of the sector observed in the last 5 years,
Reasons for the Growth observed in the sector,
Government initiatives,
Porter’s Five Forces Model for the sector,
COMPANY INFORMATION,
Company snapshot,
SWOT analysis of Hindustan Unilever – HUL SWOT analysis,
Product offered by the company,
Competitor Analysis,
News (Last 12 month) incl. corporate announcement,
MARKETING STRATEGY,
DOVE Shampoo,
SWOT analysis of DOVE Shampoo,
Analyze marketing mix 4P’s of DOVE Shampoo,
STP of DOVE Shampoo,
PLC of DOVE Shampoo,
Sales Forecast,
DISTRIBUTION CHANNEL/NETWORK,
Intuitional Selling,
Digital Marketing Strategy,
Survey,
Factor Analysis
The document summarizes market research findings about the brand Lux soap from Hindustan Unilever. It finds that Lux has near 100% brand awareness in India and is known as a premium beauty soap. Television is the main source of awareness about Lux. The brand is strongly associated with actress Aishwarya Rai. Strawberry and cream is the best-selling variant. Lux has a large distribution and sales network in India.
Lux is HUL's beauty soap brand that is positioned as affordable glamour. It has been able to maintain market leadership in the toilet soap category with a 54.3% market share due to strong brand image, reliable quality, and widespread distribution network. Lux soap is purchased regularly by consumers for its association with celebrities and ability to beautify skin at an affordable price point. While it faces competition from internal and external brands, Lux continues to be the most popular bar soap in India due to high demand and emotional connection with consumers who expect it to make their skin beautiful.
This marketing plan summarizes Axe deodorant's product line, target markets, and promotional strategies. Axe offers a range of natural deodorants for both men and women. Its target market is males aged 16-25. The plan outlines Axe's mission, organizational structure, SWOT analysis, and promotional activities like social media marketing, signage, and sales promotions. The objective is to sell 100,000 units in the first year and break even within 18 months.
Areas Covered :
Evolution of the Brand
Brand Identity
Brand Personality
Logo of the Brand
Tagline of the Brand
Brand Connect with intended customer
Where does the Brand fit in the company’s scheme of things??
Ad campaign analysis (both Print and TVC)
This document provides a market survey report on customer satisfaction with L'Oreal. It includes an introduction covering the company's history and operations. The objectives are to evaluate L'Oreal's distribution channels, emphasis on customer service, approach to time management, and market segmentation strategies. The report will analyze how the company has grown over time. It outlines the contents which will cover the company profile, literature review, data collection and analysis, findings, conclusions, and recommendations.
This document outlines the marketing strategy for a new deodorant product called "Engage" launched by M.G. Personal Cares Pvt. Ltd. The strategy includes:
1) Engage will be offered in 180ml packs with 2 fragrances in one bottle to differentiate it.
2) The target market segments are urban Indians aged 20-50, especially working professionals.
3) Pricing will be Rs. 180 per pack with 10% and 25% markups for wholesalers and retailers.
The strategy details distribution channels, packaging, and an promotional plan focusing on newspapers, magazines, and digital/social media.
Nivea for Men has requested a $1.2 million print media campaign to increase its market share among urban males aged 18-35 and males aged 40+. The summary recommends a pulse schedule of magazine, newspaper, and billboard ads. Magazines target younger males while newspapers reach older males. The campaign's message is that Nivea helps all men look their best professionally and personally.
Nivea Marketing Plan for MBA (vinod bobade)Vinod Bobade
The document summarizes Nivea Visage's Career Enhancement Program for 2016. It lists the group members and provides an overview of Nivea Visage as a skin care brand owned by Beiersdorf. It discusses Nivea Visage's products, segmentation targeting younger consumers, and marketing strategies including pricing, placement, and promotional activities like product sampling and social media marketing. The document also includes a SWOT analysis and recommendations to help Nivea Visage adapt to emerging markets while maintaining its brand image.
Nivea, Axe, Old Spice, Hugo Boss and Dove were analyzed as competitors in the male deodorant market. For each brand, their products, pricing, placement and promotion strategies were summarized. Nivea and Dove offer a variety of deodorant options targeted at different skin and odor protection needs, while Axe, Old Spice and Hugo Boss focus on distinctive masculine scents. Pricing varies by brand from more affordable to premium luxury products. All have wide distribution through retailers but also use promotions such as advertising, celebrity endorsements and online/social media presence.
Marketing & branding strategy for Men's Grooming Products_ L'Oreal Brandstorm...Sukesh Chandra Gain
The document discusses the men's grooming market in India, including an analysis of the various market segments, key competitors, distribution channels, consumer trends, and recommendations for strategies. It notes that the men's grooming market in India is growing at around 22% annually and was worth 1500 crores in 2010, but that local players still dominate the market. Several consumer personas are identified including the metrosexual socialite and the traditional cynic, with implications for how brands should target and position themselves.
Developing Olay in France skincare marketKien Nguyen
The final report is comprised of 3 parts:
1. Main insights for the brand on the French market
2. A TOWS analysis with the recommended strategy - Online and Mobile Application
3. The presentation of the concept for Olay and a positioning statement
This document discusses the brand Dove and its marketing strategies. It provides background on Dove's history starting in 1957 and its expansion into international markets. It then analyzes Dove's brand portfolio, branding elements, pricing, distribution, and marketing campaigns focused on promoting positive body image. Key campaigns discussed include "Real Beauty" from 2007 and "My Beauty My Say" from 2016. The document also examines Dove's brand associations, brand resonance pyramid, and SWOT analysis.
This marketing plan summarizes Clinique's strategy to introduce and promote its Thermal Water skin care product line. Clinique is a leading prestige skincare brand established in 1968 that sells products in over 130 countries. The plan outlines the skin care market opportunities, product details and features, target demographic of women ages 25-50, and a marketing mix strategy including distribution through pharmacies and department stores, promotional campaigns using advertising, public relations, and direct marketing to customers. The objectives are to increase market share by 5% and profits by 2% while providing customer satisfaction at a lower cost.
Nivea was established in 1882 by Paul C. Biersdorf as a medical plaster brand, and was named "Nivea" in 1911 to mean snow in Latin. It has since grown into a global skin care brand owned by Beiersdorf, present in over 150 countries with 15% of the global skin care market in 1990. Nivea adopted an umbrella branding strategy, extending its product categories and brand globally to increase brand equity and tap new consumers, though this posed risks of brand dilution if not managed well. The brand's marketing emphasizes mass advertising and appeals to the upper strata through a personality of trust and love while always keeping the brand young and linked to its consumer base.
1) Axe deodorants has a 6.8% market share in India and is targeted towards younger consumers between the ages of 15-28.
2) Research found Axe has high brand recall and "depth of salience" among consumers due to its strong advertising.
3) Consumers reported being most satisfied with Axe's variety of fragrances, trendy appearance, and durability.
4) Axe is perceived as a youthful brand that awakens feelings of excitement and freshness in users.
The document provides information on the Raymond brand and Park Avenue brand. Some key points:
- Raymond is an Indian menswear brand launched in 1986 that provides stylish clothing. It has over 60% market share in suits in India.
- Park Avenue is a mens grooming brand launched in 1986 under JK Helene Curtis. It provides deodorants, fragrances, and other personal care products.
- Both brands aim to offer modern, stylish products to professionals and want to expand internationally. Park Avenue in particular wants to increase women's product lines and digital sales.
Surf Excel is a detergent powder launched in Pakistan in 1948 and India in 1959. It was initially positioned based on its ability to wash whites, but has since changed its branding to align with Unilever's global "Dirt is Good" strategy. Surf Excel uses promotions like television advertisements, public relations events, and social media to promote the message that dirt can encourage learning in children. It offers various product sizes at different price points to be competitive with other detergent brands in India.
Nike is an American multinational corporation that designs, develops, manufactures, and markets athletic footwear, apparel, equipment, accessories, and services. It was founded in 1964 as Blue Ribbon Sports and later changed its name to Nike in 1978. Nike utilizes global and local marketing strategies to maintain its position as a leader in the footwear and athletic apparel industries. The company focuses on product innovation, brand building through partnerships and sponsorships, and personalized marketing approaches.
The document discusses the marketing strategy for Axe/Lynx, a male grooming brand owned by Unilever. It was launched in 1983 in France and has since expanded globally. The brand's target market is males aged 18-25. The document outlines Axe/Lynx's objectives to increase brand equity, sales, and market share by creatively targeting niche audiences. It also discusses the brand's competitors, product line, marketing mix, and criticisms of past marketing campaigns.
L'Oreal is a France-based global cosmetics company founded in 1909. It has achieved consistent double-digit profits for 18 years through a global presence in 130 countries with 23 major brands. L'Oreal utilizes regional brand ambassadors and focuses on hair color, skin care, hair care, fragrances, and color cosmetics. The company's strategies of global brand management, strategic acquisitions and makeovers of existing brands like Maybelline, extensive research and development, and regional product customization have contributed to its long-term financial success.
L'Oreal is a France-based global cosmetics company founded in 1909. It has achieved double-digit profit growth for 18 consecutive years through its presence in 130 countries generating €13.7 billion in annual revenue. L'Oreal owns multiple beauty brand franchises and remains the global cosmetics industry leader with a 16.8% market share. The company focuses on cosmeceuticals and nutraceuticals due to increased wellness focus. L'Oreal's successful acquisition and rebranding of Maybelline demonstrated its strategy of acquiring unknown brands, giving them a makeover, and marketing them globally.
L'Oreal is a France-based global cosmetics company that has achieved over 18 consecutive years of double-digit profit growth through its presence in 130 countries with 23 global brands, due to strategies like acquiring unknown brands and repositioning them globally, maintaining brand diversity through separate images and products for each brand to prevent cannibalization, and investing heavily in research and celebrity endorsements.
Unilever launched its "Dove Real Beauty" campaign in 2004 to promote a broader definition of beauty and challenge stereotypes. The campaign was created in response to declining Dove sales from increased competition and advertising clutter. It featured everyday women of various shapes, sizes, ages and ethnicities in its advertisements. The campaign was highly successful, leading to significant increases in sales of Dove products and increased website traffic. It received praise for bringing awareness to issues of female body image and self-esteem.
This document discusses the marketing strategy for Axe deodorant in India. It provides background on Axe being launched in India in 1999 and its tagline of "The Axe Effect". The brand's target is males aged 16-35 and campaigns revolve around the theme of seduction. The objective is to be the number 1 brand among youth. Media habits of the target segment are also discussed. The promotion mix includes TV, print, and digital advertising, events, contests, and partnerships.
The document summarizes the evolution of the Dove brand from the 1950s to 2007. It discusses Unilever's strategy to reduce its portfolio to 400 core brands and focus on brand building. It then details how Dove shifted its positioning from focusing on mildness and gentleness in the 1950s to launching its "Campaign for Real Beauty" in 2004 championing a more inclusive definition of beauty. The campaign was intended to make more women feel beautiful and challenge stereotypes. The document also notes some potential risks to Dove's brand from the campaign.
The document summarizes the evolution of the Dove brand from the 1950s to 2007. It discusses Unilever's brand management strategy of reducing brands and focusing on "masterbrands". It then focuses on how Dove evolved from positioning as a mild soap to launching its Campaign for Real Beauty in 2004 to promote a wider definition of beauty. The campaign used images of everyday women to challenge stereotypes, and was very successful in increasing Dove's market share and brand loyalty. However, it also faces some risks if not implemented carefully.
Nivea is a German skincare brand owned by Beiersdorf that has expanded globally. To maintain growth while preserving its brand equity, Nivea introduced sub-brands in the 1990s to cater to specific market segments. This complicated Nivea's messaging until it established a unique identity as a caretaker of skin through simple advertising. Nivea then used non-traditional marketing like beach balls and buses to strengthen its brand recognition worldwide. While sub-brands allowed for continuity and innovation, it also weakened the core Nivea brand. Nivea strived to balance its sub-brand strategy with maintaining the original Nivea image.
Presentation
By Ashley Neo & JungHyuk Hong
[email protected][email protected]
INDEX
Introduction
The Brand
The Product
The Issues
Our Plan
Market Forces
Summary
01
02
03
04
05
01 BACKGROUND OF AXE
Mission Statement
“From the moment they wake up and get ready to the end of
a night out, AXE is there to give guys the confidence to look,
smell and feel their best.”
Axe Brand, Mission Statement.
Introduction
Known as Lynx in the United Kingdom, Ireland, Australia and New Zealand due to trademarking problems.
Male grooming Products
First conceived in France in 1983 by Unilever, a multinational consumer goods company from Anglo-Dutch roots.
Products
AXE is deodorant for men, sold by Unilever.
It was ranked top three best men’s deodorants in 2015 by the Men’s Health online magazine.
It is global brand that has presence in Europe, America and Australia.
Its target market is young men but has increased its reach more mature adults.
The products of AXE deodorant reduces body odor and increases freshness, especially when one fails to take a shower. AXE is in the form of a dry spray.
02 MARKET FORCE
Market Forces
Deodorant market has a steady growth and is fairly saturated.
The target market is constant because it targets mainly children reaching puberty.
Competition exists on value of the product and ability to fight odor thus increased price.
Deodorant industry in the US is dominated by Unilever.
Sales grew by 9% in 2015, hitting US$ 1.3 billion.
Market Force
Competition
Most of these are very fairly big brands and would offer competition to Unilever and its products.
They included:
Effects of Market Forces
AXE is compliant to FDA regulations because deodorants are categorized as drugs.
There has been increased push for organic products due to concerns of environmental effects of cosmetics.
Consumers have raised questions over health implications of using deodorants.
Customers are skeptical about sprays, which has not worked well in the US market.
The entrance of new players in the sector has led to the need to intensify marketing and improve product value to customers.
03 THE ISSUE
The Issue
Issue Identification
The Deodorant market targets young people around the age of puberty.
AXE has introduced brands that target more mature adults.
As of 2015, the population of Manhattan was dominated by people aged between 20 an 39 years.
12.1% are aged 25 and 29 years, who form the highest proportion of the population, followed by the people aged between 30 and 34 years who make up for 10.6%. Ages 35 to 39 years rank third with 8.0% of the population.
The proportion between men and women are almost equal
With a deodorant that can attract more mature adult men, there is potential in Manhattan.
This would need a clear marketing strategy since the population is objective, informed and would make choices carefully.
04 OUR PLAN
Plan
The strategies .
Unilever: A Digital Marketer's PerspectivePritesh Saha
Unilever is the world's largest consumer goods company. It owns over 400 brands including Axe and Dove. Axe targets young males with edgy videos and social media engagement showing its products transforming average men. Dove promotes "real beauty" using non-traditional models in campaigns that create buzz. Though Axe and Dove have different targets and values, both have built brands around their core ideas through hugely successful campaigns, allowing them to sustain their positions as two of the most successful brands globally.
L'Oreal has grown to become the largest cosmetics company in the world through precise target marketing of its brands to different market segments, strategic acquisitions of other companies, and significant investment in research and development. It takes a glocal approach, developing products that are tailored to local consumer needs in different markets around the world through its research centers. Going forward, to sustain its global leadership, L'Oreal should continue investing in emerging markets, pursue joint ventures, launch more organic products, expand its e-commerce sales, capitalize on trends like the metrosexual demographic, and broaden its distribution channels.
Dove's brand definition and market positioning have evolved over time. In the 1950s, Dove positioned itself as a gentle beauty soap that did not dry skin. Its marketing emphasized functional benefits. By 2007, Dove's "Real Beauty" campaign featured diverse models to appeal to women's self-esteem and redefine beauty. Dove now has an extensive product line including skin care, hair care, and deodorants. Its unconventional marketing strategies using real women have brought it recognition and loyalty among customers who feel the brand celebrates beauty in all shapes and sizes.
Nivea is one of the most recognized skin and beauty care brands worldwide. It was introduced in 1911 and is now available in over 200 countries. The document discusses Nivea's brand elements, marketing strategies known as the "Four P's", and its successful "Beauty is" campaign. It also presents a SWOT analysis and concludes with discussion questions about potential expansion opportunities and ethical considerations.
1) Nivea is a global skin care and body care brand owned by German company Beiersdorf that was started in 1911.
2) It has grown to become the largest skincare brand in the world through expanding its product lines, maintaining quality, and adapting to local cultures globally.
3) Moving forward, Nivea will focus on strengthening its brands, innovating, expanding in emerging markets like China and India, and acquiring other skin and beauty care brands.
Dove has evolved from a beauty soap bar in 1957 to a personal care brand with a diverse range of products. In the 2000s, Dove launched campaigns promoting "real beauty" and building women's self-esteem. This repositioned the brand to celebrate inclusive and democratic notions of beauty. Dove's brand management approach changed to split responsibilities between centralized brand development and geographical brand building teams. The brand's meaning also broadened from focusing on functional benefits to providing an emotional message of inspiring women to embrace their natural beauty from within. Dove has been successful in India by adapting campaigns to local cultures while staying true to its core values of championing all women's beauty.
L'oreal "The Globalisation of American Beauty"nanalovely93
L'Oreal was founded in 1909 by Eugene Schueller. It has grown significantly over the decades through innovation in beauty products and strategic acquisitions of companies that fill gaps in their portfolio. Some notable acquisitions include Maybelline, Redken, and Kiehl's. L'Oreal distinguishes between tactical acquisitions to support existing brands and strategic acquisitions with potential for global growth. Through research, adapting to local cultures, and assessing acquisition targets' strengths, L'Oreal determines a brand's potential and integrates new brands while maintaining their integrity. This allows L'Oreal to remain the largest cosmetics company globally while diversifying and expanding quickly into new markets.
L'Oreal caters to consumers across all income levels and has strong brand positioning with middle-aged women and teenage girls. Its brand philosophy is "Because You're Worth It", providing affordable luxury. It relies on celebrity endorsements and events to modernize its approach. L'Oreal has been very successful in global expansion and diversification, launching brands like Maybelline in new markets through precise target marketing and innovation to suit local needs. It focuses on research and development, spending 3% of annual sales, to sustain its global leadership through local relevance and joint ventures.
- Ray-Ban was founded in 1937 and created the first pair of Aviator sunglasses for the U.S. Army Air Corps.
- The Wayfarer style was introduced in 1952 and became very popular, driving Ray-Ban's revenue growth throughout the 1950s and 1960s.
- While the Wayfarer saw declining sales in the 1970s and 1980s, Ray-Ban redesigned the product and reinvigorated its marketing, returning the Wayfarer to popularity by the 1990s.
This document announces a graduation party for 31 students from the Istituto Marangoni fashion and design school in London on May 26th. It provides details about the event location, Marangoni as a leading international fashion school, potential press coverage, past sponsor collaborations, and sponsorship opportunities and benefits for the event, including customized branding, advertising support, and invitations/signage. Several alcohol brands such as OGO still water, Absolut vodka, Bombay Sapphire gin, Martini Rosato, and Moët & Chandon champagne are presented as potential sponsors. Contact information is provided for further discussions.
Opening Ceremony has collaborated with actress Chloë Sevigny on a new fashion collection. Sevigny drew from her own experiences growing up in New York and high school style icons to create a youthful and unconventional line for Opening Ceremony. The collection features fitted pencil shirts, jersey zip-front short-suits, and T-shirt dresses that reflect Sevigny's personal style while having a simple, understated construction.
Kate Evans announced the arrival of new holiday designs at her boutique Precious located in Spitafields Market in London. Precious combines the heritage of Georgian Spitafields with contemporary displays and seasonal fashions. Kate Evans developed Precious after a career at retailers like Harvey Nichols and Harrods. Precious offers personal styling advice in an elegant environment and carries high fashion labels like McQ, Sportmax, Diane Von Fustenberg, Velvet, and Moschino Cheap & Chic.
William Tempest, a British fashion designer, has created an exclusive 6-piece organic cotton capsule collection for New Look that will launch in stores on September 6th, 2009. The collection aims to offer sustainable and economically-friendly fashion options during the current economic crisis. It will debut at London Fashion Week before its retail release.
The document proposes a PR strategy to promote the launch of Prada's third phone. Key elements include:
1) Positioning the Prada phone as the fashion version of the iPhone through coverage in tech, lifestyle, music and fashion media.
2) Targeting an audience of stylish, sophisticated UK women through publications like fashion, lifestyle, and art & music magazines.
3) Associating the phone launch with an Italian Renaissance masquerade ball to relate it to Prada's glamour and sophistication.
The window display is designed to evoke a wintry forest scene where a group of elegant ladies stand amid falling snow diamonds, captured in theatrical poses. Mannequins are arranged in two subtly lit groups, wearing Valentino dresses in high contrast red and white colors and textures to depict the contrast of passion and coldness. Subtle lighting from a single focal point illuminates the scene and draws attention to each dress and mannequin individually. The window aims to transport viewers to a dreamlike Christmas moment through balance, repetition and focal lighting.
This document discusses thigh-high lace-up boots that were featured prominently in Etro's Fall/Winter 2008-2009 fashion collection. It provides background on Etro as a brand and describes the boots' design elements, including their colors, materials, lace-up detail, platform heel, and ability to adapt to the body. The boots became very popular and were considered a "must-have" item, helping to drive trends towards over-the-knee high boots in high fashion and on city streets.
1) The document summarizes a visit by the author and her sister to the new Abercrombie & Fitch store in London's trendy Mayfair district.
2) Upon entering, they were greeted by attractive models wearing A&F clothing. In the entryway was an almost naked male model posing to welcome customers.
3) Inside, loud music and strong fragrances filled the space. Photos of attractive people covered the walls to create excitement. Dark lighting and shelves divided the large open floor plan into different sections for men and women.
The document outlines a PR proposal for the launch of the third Prada phone. It includes an introduction to the phone and its positioning as a rival to the iPhone. It then analyzes the phone's competitors in the market and positions the Prada phone as the most fashionable. The document discusses objectives to promote brand awareness of the phone's features to a stylish female audience. It identifies key media outlets in fashion, lifestyle, technology and music to target this audience and spread awareness of the new Prada phone.
El documento describe un servicio de "shopping tour" que ofrece guías personalizadas de compras en Sevilla, incluyendo descuentos exclusivos, estilistas personales, y otros servicios VIP. El modelo de negocio involucra establecer convenios con tiendas para ofrecer descuentos a clientes, quienes pagan una cuota por el paquete completo de servicios de compras guiadas. El objetivo es satisfacer las necesidades de compras de clientes de manera conveniente y asequible.
The document outlines a marketing plan to launch a new hair product line exclusively available at Boots stores in the UK. The plan includes holding a launch event themed as "Charlie's Angels" to promote the product's new colour technology and drive awareness through competitions in newspapers and magazines. A timeline and budget are provided to guide promotional activities like the event, advertising, and follow up coverage to increase sales of the new product range.
El documento presenta la próxima presentación del Grupo Estigia ante 40 empresas andaluzas en la Cámara de Comercio de Sevilla el 22 de octubre. Estigia es un grupo andaluz de desarrollo empresarial que ofrece soluciones integrales a empresas. El objetivo del evento es dar a conocer Estigia para conseguir nuevos clientes y colaboradores. La presentación tendrá lugar en la Cámara de Comercio de Sevilla e incluirá una sesión informativa sobre Estigia seguida de un cóctel
The opening party will be held at SCOOP's new store location in the city center high street. All guests will receive an ice cream at the door as a gift. Various fashion sections in the store will offer ice cream toppings that match the color theme of that section. A carousel and photographer are among the attractions to entertain guests. The goal is for customers to have fun playing games that relate to the merchandise while earning toppings for their ice cream.
Este documento presenta información sobre el Grupo Estigia, un grupo andaluz de desarrollo empresarial. Incluye secciones sobre la presentación de Estigia, análisis del mercado, público objetivo, comunicación interna y externa, imagen corporativa, campaña publicitaria y propuestas de comunicación. El objetivo general es ayudar a las empresas a mejorar su gestión mediante servicios avanzados de desarrollo empresarial.
Tous is a jewelry brand founded 80 years ago in Barcelona that has grown internationally while maintaining its focus on handcrafted design and quality. The document describes Tous' launch of a new product line called Tous in Heaven, which targets younger customers with a more playful, hippie-inspired aesthetic. The brand will showcase this collection in a flagship store through an interactive fixture concept featuring a bar where customers can browse pieces while enjoying champagne in a relaxed atmosphere intended to differentiate the shopping experience.
- TOUS, a Spanish jewelry company founded in the 1920s, has opened a new flagship store in London's prestigious Regent Street.
- The new store features a residential concept designed to make customers feel comfortable, with larger display spaces, simple structures, wood displays, and a living room-like back area.
- Through modern materials, soft lighting, scents and music, the store aims to convey the brand's values of sophistication and elegance in a luxurious yet comfortable environment.
1. Axe, or Lynx is a brand of male grooming products, owned by Anglo-Dutch
company Unilever who manufacture a range of products in the health &
beauty, household cleaning, food and ice cream categories.
Axe's lead product is a deodorant body spray. The brand also includes
deodorant sticks, roll-ons, anti-perspirants, aftershaves and shower gels. In
most of the world the brand is named Axe; in Australia, New Zealand, Ireland,
and the United Kingdom it is named Lynx due to conflicts regarding the
trademark.
HISTORY OF THE BRAND
Axe/Lynx was launched in France in 1983 by Unilever, a multi-national
corporation, formed of Anglo-Dutch parentage that owns
many of the world's consumer product brands in foods,
beverages, cleaning agents and personal care products.
It was inspired by another of Unilever's brands Impulse.
Impulse was a fragranced deodorant body spray for women that promised
wearers male attention. Unilever were keen to capitalize on Axe's French
success and rolled it out in the rest of Europe from 1985 onwards, later
introducing the other products in the range. Unilever were unable to use the
1
2. name Axe in the UK and Ireland due to trademark problems so it was
launched as Lynx.
The European launch of the deodorant was followed by success in Latin
America and moderate impact in Asia and Africa. In the new millennium the
brand has launched with great success in the USA and Canada. The company
has also consolidated its deodorant portfolio by migrating other over-lapping
male deodorants into the Axe brand such as South Africa's Ego brand.
INTERNAL PRESENCE
Axe brand products are consistently targeted to 18-25 year old males. As
illustrated in Figure 2, they are currently distributed in more than 40 countries.
Figure 2: Axe’s Global Presence
Not all Axe brand items/fragrances are marketed in all countries, or found in
all retail outlets stocking the line.
2
3. SUSTAINING GROWTH
Axe has increased sales worldwide by successfully expanding distribution into
one country after another; while the strategically timed introduction of new
fragrances has increased overall market share.
As the market matures, Unilever must now address new market opportunities-
ethnic multi-cultural markets located throughout the world--where it can
realize incremental sales.
AXE PRODUCT EXTENSION
Although Axe's lead product is the fragranced deodorant bodyspray, other
forms of the brand exist.
3
4. Within underarm care the following are available:
• Deodorant aerosol bodyspray
• Deodorant stick
• Deodorant roll-on
• Antiperspirant aerosol spray (Axe Dry)
• Antiperspirant stick (Axe Dry)
The brand has also extended into other areas such as:
• Shower Gels
• Aftershaves and Eau de Toilette
• Skin Care
• Shampoo
• Hair Styling
4
6. OBJECTIVES
STRENGTHS WEAKNESSES
• Market leadership • men featured are comparatively
• Fame for creative messages slim
• Affordable price • objectification of provocation,
• Wide extension around the showing a rude attitude,
world weakning the reputation of the
• Successful and effective brand
advertisement campaigns • concrete target public (young
• Strong emotional touch man)
• subliminal publicity, “AXE
effect” doesn’t exist
• unrenovated and old design of
packaging
• advertise only spray products,
AXE production line is much
more
• chauvinistic publicity
OPPORTUNITIES THREATS
• create new product lines, • risk of being a brand for
targeting female customers enhancing the men sex-appeal
• maintain better standards of • copy by the competitors
quality • undermining the aspiration of
• unified advertising campaign consumers
throughout the world • spray emits damages to the
• continuous innovation environment
Success as an entity, requires the highest standards of corporate behaviour
towards employees, consumers and societies of the world in which we live.
6
7. Only by truly understanding the essence of Unilever's mission statement, can
corporate excellence be obtained. Only then can the vision statement of
adding vitality to life in order to meet the needs for nutrition, hygiene, and
personal care with brands that help people feel good, look good and get more
out of life be realized.
From the humble beginnings of the Ego brand in 1974, to formation of Axe
and penultimate
rebranding of Lynx for distribution in Australia, Ireland and the United
Kingdom. It is the mission that rings true, even today. Axe has become the
world's definitive grooming brand – ranging from deodorants, body sprays,
and shower gels – available in a wide assortment of seductive fragrances.
The next year will prove crucial in maintaining incremental global market
share in over 40 countries. The primary target market for the product line
should remain focused on 18-24 year old males. Key to sustaining growth will
be the ability to identify and isolate tightly focused promotional efforts
playing on the “boy meets girl” meme customers and competitors have come
to associate with the high profile of Axe. The element pertaining to success
would be exploring new avenues of creativity to target social sub-cultures and
ethnic groups more effectively in areas where these opportunities exist.
7
8. • transform Axe into an icon in the “Game of Seduction”
• .Increase the deodorant’s brand equity
• .Increase sales volume
• Creatively target sub-culture through specifically appealing to their
niche interests in countries where market share for the targeted sub-
culture age group is oligopolistic and its growth steadily increasing
• Attract ethnic potential customers in countries where traditional
marketing efforts may conflict with the collective conscious native to
that particular country
• Serve to additional age groups not necessarily conforming to 18-25
year
old males
• Satisfy each target costumer to the maximum obtainable level of
satisfaction
STRATEGY
Essentially, the formation of the proposed brand is an merger of line
extensions and multibrands dependent on the area of target market:
8
9. • Line extension brand strategy would include addressing the marketing
objectives of targeting younger males by promoting current brands to
the new potential market by adjusting the product strategy to appeal to
current affairs that interest this section of the target market – still,
however, preserving brand names. Line extension strategy may also be
highly effective in targeting niche sub-culture markets by extending the
Axe/Lynx brand to appeal to their unique interests such as the
aforementioned Axe/Lynx Binary sub-label. Line extensions represent
existing brand names extended tonew forms, sizes and flavours of an
existing product category
• The use of multibrand strategy allows for new brands to be introduced
in the same Axe/Lynx product categories of deodorants, and even body
sprays and shower gels under new brand names, accompanied by new
product strategies (Kotler). This particular strategy can be incorporated
into achieving the marketing objectives of penetrating new segments
Therefore, a combination of line extensions under the Axe/Lynx brand name
to include new fragrances like Axe/Lynx, adjusting current marketing
initiatives through altering product strategy to appeal to younger age groups,
and new brands – owned by Unilever – named Shinx or Dune serve to satisfy
9
10. all outlined marketing objectives and increase the market share.
CREATIVE STRATEGY
The strategy had to build on the brand heritage, while rejuvenating Axe’s
image to make comtemporary. Passive seduction was still a real and
motivating consumer insight. The youngs want to be seductive without being
seen to try too much. Having women show an inerest gives them the
confidence to go on.
However, since all brands talk about seduction, Axe had to impose its own
point of view in a clever and motivating way. The execution had to be new
and different; it made a break with conventional publicity. Humour was used,
considering seduction as a serious business. The setting and protagonists used
should be relevant and aspirational to the target audience. This involves
moving from the traditional exotic male role model to an environment close to
the consumer’s reality.
The creative idea was to show the seduction effects of Axe on women, f who
is wearing it.
10
11. MARKETING SITUATION
When launched, Axe created a new product category: deodorant body spray
for men. Over and above the classical deodorant promise of odour prevention,
Axe also offered fragance, which allowed it to be positioned as a “seduction
tool, easing the transition from adolescence to manhood”.
Axe has established itself as the leading male toiletries brand in Europe.
Central to the brand’s success was its innovate character, creating its own
category, which situated it at the leading edge of fashion.
However, the brand seemed to have aged with its initial consumer and didn’t
follow youth fashion trends. Research indicates that the “Axe man” was seen
as dated “James Bond in a safari suit”. The communication format was unable
to go up the current values of the youth target.
TARGET CUSTOMER PROFILE
In order to understand the proposed target market effectively, particular
evaluation needs to be given to the demographic, psychographic and
11
12. behavioural features evident in the sample size:
- The targeted age range should consist of 15-25 years of age
- The target market is also male, unaffected by race or ethnicity –
although different marketing initiatives may appeal to different
ethnic groups
- Targeted consumer is of a lower socio-economic status given the
income distribution of the age group and education levels
- The status of the proposed candidate is that of a bachelor or most
likely involved in shorter term relationships
- The dominant portion of the target consumers exhibit
heterosexual orientation, given the success of previous
campaigns portraying the protagonist of this sexual orientation
The following profile can therefore be established;
Age: 15-25
Gender: Male
Mentality: Mainstream.
12
13. Perception: Peer influenced
Socio-economic Class: Low
Geography: Anywhere males and females are present
Sexuality: Heterosexual
Internationally this brand targets male aged 15-25. They still love the unique
Axe fantasy of “the woman making the first move”. Young men in this age
group are impatient for their first experience of women. They dream about
being able to seduce women without too much effort, because they are not as
confident as they seem. Their main topics of interest are sex, music, football
and having a laugh.
The brand has its brand values of Cool, Fashionable and Stylish. And world
over, the brand shoots to its core values. The biggest strength of this brand is
the underlying message or the DNA, which is that the brand users are High on
Confidence and always for the Axe users, “Girls Makes The First Move”. I
think the biggest competitive advantage of this brand is its complete
monopoly over this brand proposition. All its campaigns revolve round this
central theme of Seduction where Girl makes the first move.
I think it has lot of subliminal implications. The brand assumes that Men
13
14. wants to be seduced. That feeling (of being seduced) gives a big boost of self
confidence to a man. Although many brands take this proposition, Axe just
made it perfect.
COMPETITORS
The only potential competition faced by Axe/Lynx in terms of direct
competition are other deodorant brands being produced – directed towards the
same target market. These include, TAG Body Spray, Old Spice (Old Spice
2008) and various other generic brands targeting the lower and younger socio-
economic market share. Given the oligopolistic nature of the deodorant
market competitors cannot gain significant market share by dropping prices
much lower than Axe/Lynx.
TAG is a re-incarnation of Right
Guard Body Spray, released in 2002.
Right Guard Body Spray was
discontinued after several months
14
15. due to very low sales. Gillette then spent the next few years trying to find how
to successfully market a body spray for teen boys. As a result of their
research, TAG was released in the beginning of 2005. Features inspired by
their research included their advertising campaign which "warns" the viewer
that women will be attracted to him in a way that will cause them to attack
him, the charcoal-grey aluminum cans with silhouettes of women, and
fragrances named after dating milestones. Additionally, Gillette decided not to
include any sign that Gillette manufactured the product on the product itself or
in the advertising. It was decided that Gillette's reputation from its other
products would detract from the sale of TAG.
Old Spice's buoy-shaped bottle cologne has been its staple product, available
in its original scent as well as newer Pure Sport. In
2006, Old Spice introduced an all-new fragrance, OS
Signature, which won the magazine FHM 's 2006
Grooming Award for Best Sporty Fragrance. Old Spice
Red Zone products include a "Scratch-and-sniff" version
of the Signature fragrance.
15
16. Old Spice as of 2009 has three lines of grooming products and each line
features a variety of products and scents. "High Endurance" is promoted as a
basic grooming line, and includes antiperspirant, deodorant, body wash, hair
& body wash, and shaving products.
THE LIFE CYCLE OF AXE DEODORANT SPRAY
The product life cycle (PLC) is the course of a product's sales and profits
during its lifetime – segregated into product development, introduction,
growth, maturity and decline. Every Axe/Lynx product is accustomed to the
first four stages of the PLC. However, as soon as the decline stage is reached
and a declination of profits observed, a reiteration process is commenced with
the introduction of a new product under the brand name. The maturity and
decline phases are judged based on customer perception of brand equity in
over 40 countries worldwide.
The product life cycle of the past to the recent present, tied in with perceptual
brand equity factors, and subsequent line extensions are as follows:
1983 – Amber (Axe/Lynx Amber 2008), Spice (Axe/ Lynx Spice 2008), Musk
(Axe/Lynx Musk 2008)
16
17. 1985 – Amber, Spice, Musk introduced into the United Kingdom
1987 – Orient (Axe/Lynx Orient 2008)
1989 – Marine (Axe/Lynx Marine 2008)
1995 – Africa (Axe/Lynx Africa 2008)
1998 – Apollo (Axe/Lynx Apollo 2008)
1999 – Voodoo (Axe/Lynx Voodoo 2008)
2000 – Phoenix (Axe/Lynx Phoenix 2008)
2001 – Gravity (Axe/Lynx Gravity 2008)
2002 – Apollo, Kilo, Orion, Phoenix, Tsunami, Voodoo introduced into the
United States
2003 – Pulse (Axe/Lynx Pulse 2008), Essence (Axe/Lynx Essence 2008)
2004 – Touch (Axe/Lynx Touch 2008)
2005 – Unlimited (Axe/Lynx Unlimited 2008)
2006 – Click (Axe/Lynx Click 2008)
2007 – Vice (Axe/Lynx Vice 2008)
2008 – Dark Temptation (Axe/Lynx Dark Temptation 2008), and Sharp Focus
(Axe/Lynx Sharp Focus 2008)
17
18. MARKETING MIX
PRODUCT
Axe/Lynx body spray can features a distinctive
black metallic exterior and an associative logo
18
19. representative of its label. Ergonomics have been perfected on the product
level to a point where aerosol leakage has become virtually impossible. The
Axe/Lynx brand name is designed around a logo that utilises custom designed
typography to give it a distinctive and recognisable look – its black exterior,
complimenting packaging and striking short, block lettering exemplified
thereon setting it apart from the generic competitor.
Augmentation of the product line allows customers to interact with its various
promotional
campaigns through a plethora of web sites scattered with images of attractive
females – all in favour of complying with the needs of its target market. There
are also telephone hotlines available to assist customers with information
about competitions and the more intricate product details.
PROMOTION
Mass communication can be utilised through the use of free-to-air television,
radio, newspapers and
magazines, as well as other methods like cinema and outdoor advertising.
All its campaigns revolve round the central theme of Seduction where Girl
makes the first move.
19
20. It has, absolutely, subliminal implications. The brand assumes that Men wants
to be seduced . That feeling gives a big boost of self confidence to a man.
Although many brands take this proposition, Axe just made it perfect.
In most of the Axe ads only very ordinary skinny kind of people getting
assaulted by beautiful girls. That makes the brand more approachable. If Axe
had used a Hunk, the promotions couldn't have been so effective. The brand
managers were so wise that when they used a celebrity like Ben Affleck. It
ensured that the brand is made approachable.
The brand has started its Internet based marketing initiative with Axe Land,
which involved a virtual trip to the Axe world. Globally also this brand has lot
of online initiatives which are almost always naughty. In UK the Axe is
marketed as LYNX.
Not only the brand uses TVC's to its advantage, the print ads of Axe won
several awards in various ad events. Besides Print, the brand also uses
outdoors to its maximum impact. Axe is a classic example of 360 degrees
branding effort. Now Axe has a common message in over 70 countries.
20
25. PRICE
The product solves an immediate problem. Cologne is too expensive for most
Gen Y men and body spray does the job at a price they can afford. This is its
fundamental feature.
£2.69
Developing the pricing strategy requires an intimate look at the product
strategy. If the
product is deemed an innovation – on the grounds of addressing a previously
untargeted market like a sub-culture or youth segment – the most profitable
strategy for the Axe/Lynx brand would be a market-penetration tactic.
Market-penetration aims to set a comparatively low price for a new product in
order to attract a large number of buyers and enhance a current market share.
25
26. PLACE
The process of efficiently and effectively making and getting products and
services to end-users requires a marketing logistics network. Essentially, the
physical distribution of the proposed products should propagate through a
series of intermediaries as a fast moving consumer good typically purchased
by consumers weekly.
Distribution begins with the Unilever sales forecasting intermediary by
determining company production schedules, inventory levels and production.
Everywhere the product ables to purchase is developed a in-store
communication through educating retailer staff to be aware of competitions
and promotion campaigns for Axe/Lynx products, as well as providing special
promotional information about products and potentially,increase sales.
Places where we can find the product to purchase it:
• Websites:
www.unilever.com
www.amazon.com
www.healthpricer.com
www.drugstore.com
26
27. • Stores-beauty section
• Supermarkets
SOME CRITICISMS ABOUT AXE PRODUCT AND MARKETING
So if a cologne/deodorant fusion smells like digested, double shit,
theoretically it wouldn’t sell for lint and loose paper clips, right? That’s not
what’s going on with Axe. Young Gen Y men are elbowing each other to grab
it off the shelves… So what’s the real AXE effect?
1. As I told before, the product solves an immediate problem. Cologne is too
expensive for most men and body spray does the job at a price they can afford.
This is its fundamental feature.
2. The message is perfect. Axe sells the concept of never dealing with
rejection ever again. A problem that terrifies most men. In fact, when wearing
Axe and confidence, perfect gorgeous women approach you - the normal guy.
This is the fundamental benefit.
27
28. Focus on one feature and tie it directly to one benefit. This focus will keep
your brand message consistent and you’ll get the girl, every time.
Have you heard of the Naughty to Nice Program? Pay attention to the video
where David Rubin, Senior Director of Axe PR, only exists to promote Axe
Body Spray. He does so in such a blatantly obvious way that it’s funny, giving
their marketing team a sense of humor and making them more human. All
great things!
All in all, Axe kills a fundamental Gen Y marketing rule - providing great
products - instead they sell the benefits of never be rejected by women again
and that’s exactly why it works!
28
29. TABLE OF CONTENTS
SECTION 1: INTRODUCTION ……………………………………………..1
1.1. History of the brand
……………………………………………………..1
1.2. Internal presence…………………………………………………………
2
1.3. Sustaining
growth………………………………………………………..3
1.4. Axe / Lynx product
extension……………………………………………3
SECTION 2: SWOT ANALYSIS…………………………………………….5
2.1. Strengths………………………………………………………………….5
2.2. Weaknesses……………………………………………………………….5
2.3. Opportunities……………………………………………………………..5
2.4. Threats……………………………………………………………………5
SECTION 3: OBJECTIVES…………………………………………………..6
SECTION 4: STRATEGY……………………………………………………8
4.1. Creative strategy………………………………………………………….9
SECTION 5: MARKETING SITUATION………………………………….10
SECTION 6: TARGET CUSTOMER PROFILE……………………………11
SECTION 5: COMPETITORS………………………………………………13
SECTION 4: THE LIFE-CYCLE OF THE PRODUCT…………………….15
29