Dove Social Media Analysis

23
April
2010

NEW

MEDIA
DOVE
–
SOCIAL
MEDIA
ACTIVITY

MARKETING

VIRGINIE
CLEMENT

LUISE
HOFFMANN

ROSALIA
PINA

HELENE
SUDRES

STEPHANIE
L.
WEBB

NEW
MEDIA
MARKETING

DOVE

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.

1

NEW
MEDIA
MARKETING

DOVE

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

2

NEW
MEDIA
MARKETING

DOVE

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)

Participation Line

Conversational

Conversational Conversational

Communication Collaboration

Conversational
Line
Public relations

Controlled Controlled

Controlled
Advertising


Talk Action Continuum

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.

3

NEW
MEDIA
MARKETING

DOVE

“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.”

4

NEW
MEDIA
MARKETING

DOVE

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.

5

NEW
MEDIA
MARKETING

DOVE

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)

6

NEW
MEDIA
MARKETING

DOVE

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

7

NEW
MEDIA
MARKETING

DOVE

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)

8

NEW
MEDIA
MARKETING

DOVE

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Press
(AP),
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http://www.google.com/hostednews/ap/article/ALeqM5hWmrBUd5aJDX9glZMWAm9
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Buchanan.
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2008.
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16.
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Beauty”
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real/
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2010]

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http://www.facebook.com/doveselfesteemfund
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2010]

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2010]

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October
2008)
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SHOWCASE;
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[Accessed
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2010]

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(2010)
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April
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fixed-‐internet
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2010]

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1,
Emerald
Group
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Limited,
p.62-‐70.
http://0-‐

9

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MEDIA
MARKETING

DOVE

www.emeraldinsight.com.emu.londonmet.ac.uk/Insight/viewContentItem.do;jsessioni
d=81B4652AA3B56E423F43ADA0A6C901C6?contentType=Article&contentId=1839200

[Accessed
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2010]

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April

2010]

Mashable
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mobileeurope.co.uk,
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2008)

http://www.mobileeurope.co.uk/news_wire/114277/Promotional_coupons_sent_via_
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19

April
2010]

mobileeurope.co.uk
(18
November
2009)

http://www.mobileeurope.co.uk/news_wire/115249/UK_brands_benefit_from_six-‐
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2010]

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[Accessed
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(2009b)
Global
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New
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March
2009,
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Nielsen
(2010)
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Time
Spent
on
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Media
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up
82%

Year
over
Year,
22/01/2010.
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facebook-‐twitter-‐global-‐time-‐spent-‐on-‐social-‐media-‐sites-‐up-‐82-‐year-‐over-‐year

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accessed
20.4.2010

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Donna
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Hoffman,
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organisations?,
12/04/10,
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17-‐18.

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T.
(2006)
August
8.
“Real
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real
results:
A
look
at
Dove's
best
of
Silver
Anvil-‐
winning
campaign”,
PRSA;

10

NEW
MEDIA
MARKETING

DOVE

http://www.prsa.org/SearchResults/view/471/105/Real_women_real_results_A_look_
at_Dove_s_best_of_S
(accessed
April
20,
2010).

Unknown
(2010)
“Knowing
What’s
What
and
What’s
not,
the
5
W’s
(and
1
‘H’)
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Cyberspace”,
Media
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http://www.media-‐
awareness.ca/english/resources/special_initiatives/wa_resources/wa_shared/tipsheet
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[Accessed
20
April
2010]

Van
Zyl,
A.
S.
(2009)
The
impact
of
Social
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2.0
on
organisations,
The
Electronic

Library,
vol.
27,
Iss.
6,
Emerald
Group
Publishing
Limited,
p.
906-‐918.
http://0-‐
www.emeraldinsight.com.emu.londonmet.ac.uk/Insight/viewContentItem.do;jsessioni
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[Accessed
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April
2010]

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A.
2005.
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http://www.marketingmag.com.au/case_studies/view/a-‐case-‐study-‐in-‐integration-‐
the-‐dove-‐campaign-‐for-‐real-‐beauty-‐1098

[Accessed
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April
2010]

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N.
2008.
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1.
“Beyond
Dove”,
Strategy
bold
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brand
new
ideas;

http://www.strategyonline.ca/articles/magazine/20080301/moycraig.html

11

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.
facebook-‐twitter-‐global-‐time-‐spent-‐on-‐social-‐media-‐sites-‐up-‐82-‐year-‐over-‐year/

[Accessed
22/04/10]

NEW
MEDIA
MARKETING

DOVE

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.
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.

NEW
MEDIA
MARKETING

DOVE

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”).

NEW
MEDIA
MARKETING

DOVE

Appendix
4
–
Importance
of
Trust
and
Reputation

From
(Edelman
trust
barometer,
2009)

NEW
MEDIA
MARKETING

DOVE

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

NEW
MEDIA
MARKETING

DOVE

Appendix
5
–
Variables
Used
in
the
Flow
Survey

NEW
MEDIA
MARKETING

DOVE

NEW
MEDIA
MARKETING

DOVE

Appendix
6
–
Desk
Research:

Print
Screens
of
Group
Blog

http://socialmediaminds.blogspot.com/2010_04_01_archive.html

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