A STUDY ON BRAND LOYALTY FOR DOVE PRODUCTS

Submitted in partial fulfillment of the requirements for the award of

Bachelors of Business Administration

by

V. NANDHINI
38280063

SCHOOL OF BUSINESS ADMINISTRATION

SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE
Jeppiaar Nagar, RAJIV GANDHI SALAI, CHENNAI - 600 119

April – 2021
 SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with “A” grade by NAAC I 12B Status by UGC I
Approved by AICTE
Jeppiaar Nagar, Rajiv Gandhi Salai, Chennai – 600 119
www.sathyabama.ac.in

SCHOOL OF BUSINESS ADMINISTRATION

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of V. NANDHINI

(38280063) who have done the Project work entitled “A Study on Brand Loyalty for Dove

Products” under my supervision from January 2021 to March 2021.

Internal Guide
(Ms. M. Jayaseely)

Dr. BHUVANESWARI G.
Dean – School of Business Administration

Submitted for Viva voce Examination held on _______________.

Internal Examiner External Examiner

 ACKNOWLEDGEMENT

I am pleased to acknowledge my sincere thanks to Board of Management of

SATHYABAMA for their kind encouragement in doing this project and for completing it

successfully. I am grateful to them.

I convey my sincere thanks to Dr. BHUVANESWARI G., Dean, School of Business

Administration and Dr. PALANI A., Head, School of Business Administration for providing

me necessary support and details at the right time during the progressive reviews.

I would like to express my sincere and deep sense of gratitude to my Project Guide Ms.

M. Jayaseely for his/her valuable guidance, suggestions and constant encouragement

paved way for the successful completion of my project work.

I wish to express my thanks to all Teaching and Non-teaching staff members of the School

of Business Administration who were helpful in many ways for the completion of the

project.

V. NANDHINI
 DECLARATION

I V. NANDHINI (38280063) hereby declare that the Project Report entitled A STUDY ON

BRAND LOYALTY FOR DOVE PRODUCTS done by me under the guidance of Ms. M.

Jayaseely is submitted in partial fulfillment of the requirements for the award of Bachelors

of Business Administration degree.

DATE: 30 MARCH 2021

PLACE: CHENNAI SIGNATURE OF THE CANDIDATE

 TABLE OF CONTENTS
CHAPTER NO. TITLE PAGE NO.
ABSTRACT i
LIST OF TABLES ii
LIST OF CHARTS iii
INTRODUCTION
1 1.1 Introduction About the Study 1
1.2 Industry Profile 2
1.3 Company Profile 3
1.4 Need for the study 10
1.5 Scope of the study 10
1.6 Objectives of the study 10
2 REVIEW OF LITERATURE
2.1 Introduction 11
2.2 Review of Literature 11
3 RESEARCH METHODOLOGY
3.1 Research Methodology 18
3.2 Research Design 18
3.3 Sources of Data 18
3.4 Structure of Questionnaire 19
3.5 Sample Technique 19
3.6 Period of Study 19
3.7 Analytical Tool 19
3.8 Limitations of the Study 19
DATA ANALYSIS AND INTERPRETATION
4 4.1 Percentage Analysis 20
5.1 Findings 33
5 5.2 Suggestions 34
5.3 Conclusions 34
APPENDIX – 1 (Questionnaire) 35
REFERENCES 39
 ABSTRACT

People have wanted to look and feel attractive since the earliest days of civilization.
Archaeologists have found evidence of the use of cosmetics as far back as ancient
Egypt and Greece. Today, in our image-obsessed world, taking care of one’s
personal appearance and demonstrating good hygiene are extremely important.
Studies have shown that those who present a good personal image have a better
chance of success in life—from finding a life partner to landing a job. The personal-
care products industry aims to help people look better and feel better about
themselves. It creates, manufactures, and sells personal-care, beauty, and hygiene
products. The aim of this report is to provide an idea of what loyalty is how it can be
achieved and why it is important for businesses. This report focuses on brand and
store loyalty. Furthermore, it points out what customer satisfaction is and what it
means to a business. It analyses the relation between customer satisfaction and
customer loyalty. This study was based on questionnaire that was filled by
informants and referencing to earlier research papers. Results and relevant findings
reveal that brand loyalty has a great impact on the brand image and that people
have mixed views on brand loyalty.

i
 LIST OF TABLES

TABLE NO. PARTICULARS PAGE NO.

4.1.1 GENDER OF THE RESPONDENTS 20

4.1.2 AGE OF THE RESPONDENTS 21

4.1.3 PERIOD OF USAGE 22

4.1.4 MOST INFLUENCING FACTOR OF 23
PURCHASE
4.1.5 PRODUCT BEING USED BY THE 24
RESPONDENTS
4.1.6 FACTORS AFFECTING BRAND CHOICE OF 25
THE RESPONDENTS

4.1.7 FREQUENCY OF PURCHASE BY THE 26

RESPONDENTS
4.1.8 POSSIBILITY TO SWITCH BRANDS 27
4.1.9 LEVEL OF SATISFACTION OF THE 28
RESPONDENTS
4.1.10 TRUST AND RELIABILITY OF 29
RESPONDENTS ON THE
BRAND
4.1.11 LIKABILITY OF RECOMMENDATION TO 30
COLLEAGUES
4.1.12 BRAND VALUE 31
4.1.13 LOYALTY OF RESPONDENTS 32
TOWARDS THE BRAND

ii
 LIST OF CHARTS

CHART NO. PARTICULARS PAGE NO.

4.1.1 GENDER OF THE RESPONDENTS 20

4.1.2 AGE OF THE RESPONDENTS 21

4.1.3 PERIOD OF USAGE 22

4.1.4 MOST INFLUENCING FACTOR OF 23
PURCHASE
4.1.5 PRODUCT BEING USED BY THE 24
RESPONDENTS
4.1.6 FACTORS AFFECTING BRAND CHOICE 25
OF THE RESPONDENTS

4.1.7 FREQUENCY OF PURCHASE BY THE 26

RESPONDENTS
4.1.8 POSSIBILITY TO SWITCH BRANDS 27
4.1.9 LEVEL OF SATISFACTION OF THE 28
RESPONDENTS
4.1.10 TRUST AND RELIABILITY OF 29
RESPONDENTS ON THE
BRAND
4.1.11 LIKABILITY OF RECOMMENDATION TO 30
COLLEAGUES
4.1.12 BRAND VALUE 31
4.1.13 LOYALTY OF RESPONDENTS 32
TOWARDS THE BRAND

ii
 CHAPTER 1
INTRODUCTION

1.1 INTRODUCTION ABOUT THE STUDY

Competition in the globalization era is increasingly hard. The company that can
survive is a company that has the ability to increase customer loyalty. Sustainable
customer loyalty is the competitive advantage key for a company. Intense
competition makes it difficult to increase the number of customers, enter new
markets on the other hand also requires considerable cost. A research states that
the cost needed to get new customers six times greater than the cost to retain
customers. Therefore, company should focus on customer loyalty.

The aim of this report is to provide an idea of what loyalty is how it can be achieved
and why it is important for businesses. This report focuses on brand and store
loyalty. Furthermore, it points out what customer satisfaction is and what it means
to a business. It analyses the relation between customer satisfaction and customer
loyalty.

Loyalty is the regular repurchase of a brand or from a store, based on a commitment

towards the specific brand or store (Neal, Quester & Hawkins 2002). A reason why
marketers try to achieve customer loyalty is positive word-of-mouth advertising. A
loyal customer is much more likely to practice positive word-of-mouth advertising
than a merely satisfied customer (Schiffman, Bednall, Cowley, O’Cass, Watson &
Kanuk 2001). Moreover, loyal customers are much less price-sensitive than
switchers and thereby offer the company the possibility to sell their products at a
higher price (Lawson, Tidwell, Rainbird, Loudon and Della Bitta 1996). Still, the main
reason why it is important for marketers to achieve their customer’s loyalty is the
enormous difference between the costs of keeping a loyal customer and gaining a
new one (Clopton, Stoddard & Clay 2001). Therefore, satisfaction, meaning that the
performance of a product matches a customer’s expectations towards it, is the main
aim of marketing (Neal, Quester & Hawkins 2002) as it is fundamental to achieve
customer loyalty (Hamilton 1997).

1
However, a satisfied customer is not necessarily a loyal customer (Shrake 1999).
Brand loyalty is the commitment towards a particular brand leading to a repeated
purchase of that brand (Solomon 1999). Different types of loyalty typologies exist
and there are various purchase patterns according to which customers purchase a
particular brand.

1.2 INDUSTRY PROFILE

People have wanted to look and feel attractive since the earliest days of civilization.
Archaeologists have found evidence of the use of cosmetics as far back as ancient
Egypt and Greece. Today, in our image-obsessed world, taking care of one’s
personal appearance and demonstrating good hygiene are extremely important.
Studies have shown that those who present a good personal image have a better
chance of success in life—from finding a life partner to landing a job.

The personal-care products industry aims to help people look better and feel better
about themselves. It creates, manufactures, and sells personal-care, beauty, and
hygiene products. Examples include cosmetics, toothpastes, sunscreen, razors,
shaving cream, deodorant, soaps and other products for bathing, hair care products,
skin care products, nail and cuticle care products, fitness products (such as
specialized running shoes and supports and braces), and many other items.

Worldwide, the personal-care industry generates more than $488 billion in annual
retail sales, according to the Personal Care Products Council, a trade association
for the cosmetics and personal-care products industry.

The cosmetics and personal care industry are one of the fastest growing consumer
products sectors in India with a strong potential for foreign companies. The personal
care and cosmetics sector in India has shown continues strong growth, with
increasing shelf space in retail stores and boutiques in India, stocking cosmetics
from around the world.

Many international brands like Revlon (the first international cosmetics brand to
enter India in the midinettes), Avon, Burberrys, Calvin Klein, Christian Dior, Estee
Lauder, L’Oréal, Max factor, Max Mara, Body Shop, Maybelline New York, MAC,
Bobbi Brown and many more have been present in India for an extensive period of
time. The top three players in the Indian market are international players, namely

2
Hindustan Unilever, Colgate-Palmolive India and L'Oréal India. The other prominent
international players with a strong presence in the Indian market include Gillette
India, Johnson & Johnson (India), Reckitt Benckiser (India) and Procter & Gamble
Home Products. Domestic players were catching up over the review period with the
emergence of the trends towards natural, herbal and Ayurvedic products. Prominent
domestic players include Godrej Consumer Products, Dabur India, Marico, Wipro
Consumer Care & Lighting, Emani and Patanjali Ayurved.

1.3 COMPANY PROFILE

Dove is a personal care brand owned by Unilever originating in the United States.
Dove products are manufactured in Argentina, Australia, Bangladesh, Bulgaria,
Brazil, Canada, China, Egypt, Germany, Hong Kong, India, Indonesia, Iran, Israel,
Ireland, Japan, Mexico, Netherlands, Pakistan, Philippines, Poland, South Africa,
South Korea, Thailand, Turkey, Russia and the United States. It is the No.1
Dermatologist recommended brand for body wash, bars, antiperspirants and
deodorants in US today. The products are sold in more than 150 countries and are
offered for both women, men, and babies. Dove’s logo is silhouette profile of the
brand’s namesake bird. Vincent Lamberti was granted the original patents related
to the manufacturing of Dove in the 1950s, while he worked for Lever Brothers.
According to Forbes, Dove is ranked 7th top brands based on Brand Value.

1.3.1 Product Lines

The various products provided by the brand include antiperspirants/deodorants,

body washes, beauty bars, lotions/moisturizers, hair care, or facial care products.

Dove is primarily made from synthetic surfactants, vegetable oils (such as palm
kernel) and salts of animal fats (tallow). In some countries, Dove is derived from
tallow, and for this reason it is not considered vegan, unlike vegetable oil based
soaps.

Unilever launched a men's toiletries range in January 2010, branded "Dove Men +
Care". In November 2013, Steve Bell of Macon, Georgia, won the Dove Men + Care
Hair "King of the Castle Home Upgrade" contest, receiving a home upgrade and
consultation with Jonathan Scott of Property Brothers.

3
1.3.2 History

Dove, 50 years ago, it was a beauty bar offering a revolutionary new formula
containing 1/4 cleansing cream. It went beyond mere "soap" to enhance the
American woman's beauty. Today it is a global master brand with products ranging
from the original beauty bar to facial foam, to deodorant to shampoo. Its latest
campaign sets out to widen and redefine the perception of beauty, to make a positive
contribution to women's self-esteem all over the world. Dubbed "Product X" in early
1953, the Dove beauty bar was a new product in a trifecta of Lever Brothers
accounts hard-won by David Ogilvy, then a young ad exec for Hewitt, Ogilvy,
Benson & Mather, Inc. While Lever Bros. announced HOB&M's appointment as the
agency for their new product in June of '53, it wasn't until 1955 that the first
advertising ran and the message: "1/4 Cleansing Cream" along with Dove's other
standard messaging was developed. And, even though beauty trends and the
representation of women have changed throughout the decades, the consistency of
Dove's and David Ogilvy's original messages: "1/4 Cleansing Cream"; "Dove Won't
Dry Your Skin Like Soap Can"; "Dove is Good for Your Skin" is still selling the brand
today. So, in 2005, we celebrate 50 years of Dove's relationship with women. Dove
has evolved as a brand in the most revolutionary time in women's history. The body
of work not only shows the evolution of Dove as a brand, it also shows how the
attitudes of women and their role in society has changed in the past 50 years.

1950s

DOVE PRIMARY MESSAGING DEVELOPED

When David Ogilvy started working with Lever on Dove, he relentlessly interrogated
the product people for a point of difference. He discovered that stearic acid, the
more technical name for "cleansing cream", was the key ingredient on Dove. In
1955, the Dove beauty bar was launched as a 8 superior product with a real
demonstrable point of difference. At first, the media plan mainly consisted of
newspaper "split runs" in various local markets. Television, the era's "new media",
was debated as the appropriate medium for Dove. But television eventually was
incorporated into the media plan and became a powerful way to broadcast Dove's
messaging. The work produced in the 50s also shows David Ogilvy's experiments
with different television production conventions.

4
1960s

SPOKESPEOPLE/CELEBRITY APPEARANCES

There were many hidden gems in Dove's early advertising, among them celebrity
endorsements. Dove was endorsed by everyone from Groucho Marx, to the dancers
on American Bandstand, to the cast Father Knows Best. FACE TESTS Late in the
1950s, research was conducted which concluded the face was the gold standard in
skin care. So, from 1959-1968, Dove advertising focused on the face and introduced
the use of the "Dove Face Test", still using the original strategic focus of "Doesn't
Dry Like Soap" and "1/4 Cleansing Cream". In the late '60s, "real" women
testimonials were used for the first time to advertise Dove. More women heard
Dove's promise, more women tried it -- and were converted.

1970s

TESTIMONIALS

The use of real women proved to be so strong it was decided the vehicle of the Face
Test wasn't needed. The use of real women, with their stories, continued the
strategic focus on Dove's non-drying benefit.

THE "LIZ" SPOTS

The "Liz" spots are an extension of the Face Test put in context with "Liz", the trusted
owner of a beauty salon. When her customers complain of dry skin, Liz
demonstrates the Dove difference.

LATE 1970's - "7 DAY TEST"

The communication of Dove's non-drying effect on skin was further strengthened by

a return to real women and the introduction of the "7 Day Test" in the late '70s.

MISCELLANEOUS

There were some one-off spots which did not speak in the voice Dove had adopted
by the early 70s but were good examples of the transition of women’s roles: in one,
she's throwing a hip dinner-party with swinging guests, yet the copy reads:
Somewhere between the vacuum cleaner and the kitchen sink.

5
1980s

ONE WOMAN TESTIMONIALS FOR 7 DAYS

In the late 1980s, the advertising evolved to the use of one woman, who not only
talked about the benefits of Dove on her skin but also what it did for her self-esteem.
A charismatic and memorable beauty named Jean Shyjoyfully shared her discovery
of Dove's benefits with television viewers. And Dove's "Conviction of Users" real-
women testimonial campaign was born. The Conviction of Users campaign, along
with the Medical Program, drove the Dove Bar to its first double digit share - - and
market leadership in the US.

1990s

In 1989, Dove was launched in Italy using the "Conviction of Users" campaign, as
well as the Medical Program. Successful test markets in France, Germany and
Austria followed in 1990. In 1991, Dove began its global roll-out. Between 1991 and
1994, Dove was launched in 55 new countries.

THE CAMPAIGN FOR REAL BEAUTY

The "Real Curves" campaign led to the "Campaign for Real Beauty". CFRB is based
on redefining society's pre-set definitions of "beauty". It aims to change the status
quo and offer in its place a broader, healthier, more democratic view of beauty. Built
around the web, print and outdoor, the campaign offers no product placement, just
Dove's philosophy behind women, beauty and self-esteem.

1.3.3 Evolution

Dove is Unilever's biggest personal care brand, and certainly one of the group's
most high-profile brands in recent years, as the result of a clever marketing
campaign that has consistently generated headlines and accolades since 2004.
Originally positioned in the 1990s as a rival to P&G's Olay, Dove has since moved
into less directly competitive markets such as deodorant and haircare, and has
established a unique niche as arguably the beauty industry's most down-to-earth,
or "real" master brand. In 2012, Kantar's Brandz ranking placed Dove as the world's
4th most valuable personal care brand, with an estimated value of $4.7bn. The less
widely accepted Brand Finance ranking of beauty products ranked it #7 with a value
of $5.0bn. Both researchers use widely different criteria in their measurements.

6
Dove's sales were around E3bn globally in 2011, according to figures released by
Unilever at the end of that year, and the brand is available in around 100 countries
worldwide. Growth has been rapid and dynamic over the past 20 years. At the start
of the 1990s, the brand existed only as a soap bar in the US. In 1991, thanks to
several years of relentless and aggressive marketing, Dove propelled Unilever into
the position of the #1 bar soap manufacturer in the US, toppling Procter & Gamble.
Over the next ten years, Unilever progressively rolled the brand out worldwide,
introducing a host of spin-off products. The steepest growth occurred between 1998
and 2002 with the launch of Dove branded deodorants and haircare products, and
a massive global rollout. In 2002 alone, 12 for example, the Dove haircare range
was introduced in 31 new countries around the globe. Sales topped E1bn in 2000,
and E2bn three years later. The Dove brand now serves as an umbrella for products
in four main groups - bar & bodywash, deodorants, skincare lotions and haircare -
and more than 100 different lines including facial wipes, firming lotions, shampoos,
body washes, anti-ageing cleansers, skin nourishing treatments, underarm
deodorant, and several varieties of bar soap. The main Dove brand has also given
rise to a set of spin-off ranges such as Dove Firming (to reduce the appearance of
cellulite), Dove Silk (a moisturizing range containing pure silk), Dove Fresh Touch,
Dove Pro-Age (for "mature" skin and hair), and Dove Summer Glow (with self-
tanning agents), launched at the end of 2006. In particular, Dove has attacked
segments already dominated by other manufacturers, such as facial skincare,
haircare and deodorants. This has led to an escalating rivalry with Procter &
Gamble's Olay and Johnson & Johnson's Neutrogena. Both those products have
reciprocated with their own rolling series of brand extensions. In 2001 the group
introduced Dove anti-perspirants in the US, and a shampoo and conditioner line in
Asia. Dove haircare products arrived in the US in late 2002, backed with a $110
marketing launch, as well as 30 other countries around the globe. In 2003, the
company launched Dove Essential Nutrients facial and body moisturizers in the US
market, with a further $50m of spend. A new line of Dove for Men products was
launched in 2010, and Dove Hair Damage Therapy in 2011. Dove remains the
leading bar and liquid soap brand in the US, and the clear market leader in body
wash with around 24% share. However, Olay remains the leader in facial skincare
and moisturizers. It was quicker to spin off new products in the early 1990s, and 13

7
as a result the full Olay range outsells the Dove range in the US, although Dove is
bigger in the global market. Olay leads by a small margin in the body wash category,
although its lead is much reduced since the mid-1990s. Dove's top five markets in
2002 were the US, Japan, UK, Korea and Brazil. Around 60% of combined sales
were generated by Dove cleansing products, with the remaining revenues more or
less equally split between hair, deodorant and care products. [see Unilever's Dove
Report 2002 for more]. According to Advertising Age/TNS figures, Dove has been
Unilever's highest spending brand in the US for several years, with measured media
expenditure in 2011 of almost $188m, more than three times any other group brand,
and representing more than a quarter of the group's total measured ad spend. The
brand's marketing, presented under the banner of Campaign for Real Beauty, and
conceived by Ogilvy & Mather, has generated headlines and accolades around the
world. For the UK launch of Dove Body Firming in 2004, for example, Ogilvy
recruited a group of real women with normal, non-supermodel shapes and
persuaded them to strip down to underwear for the cameras. The resulting posters
were enormously popular, and were adapted locally for each international market.
The same concept has been extended across the other products in the range. In
2006, promotional film Evolution, created by Ogilvy Canada, generated
considerable media attention for the brand and went on to win a Grand Prix in the
film category at the 2007 Cannes Lions advertising festival. A follow-up, Onslaught,
was less well received.

In 2008, the brand was again the subject of unflattering headlines after comments
in an interview with a celebrated photographic artist who had worked on elements
of the campaign were misrepresented to suggest that images of the real beauty
women had been retouched. This was strongly denied by all concerned with the
ads. Later in 2008, there were reports that, despite the huge volumes of PR
associated with "real beauty", it had not led to a proportionate increase in sales.
Mid-year, Unilever was said to be considering a change in its marketing to focus
once again on the core product values rather that a more indirect emotional
message. Instead, the "real beauty" concept has evolved into a campaign to support
self-esteem among girls and younger women through charitable initiatives. One of
the more high-profile recent initiatives was the 2012 launch of The Dove Ad
Makeover, an online campaign originated by Ogilvy in Australia and the UK, to

8
crowd out Facebook ads that prey on women's insecurities with Dove-sponsored
"feel good" messages. In early 2009, Unilever began exploring a new strategy in
China, where the "real beauty" concept had never caught consumer interest. The
group acquired local rights to the format of American comedy series Ugly Betty, and
remade it for Chinese television (as "Ugly Wudi") with heavy product placement of
Dove and other group brands. The creation of a new advertising campaign for the
Dove brand was a key plot point running through several episodes. There were
signs by mid-2007 that Dove's rapid growth had begun to slow dramatically in the
US. According to figures from researcher Information Resources, US 15 sales rose
only just over 1% in the year to August 2007, compared to growth of 12.5% and over
10% for the two previous periods. Additional launches as well as heavy promotional
spending prompted what appears to have been a new surge in sales, certainly in
the US, in 2011. According to figures from Symphony IRI, combined US sales for
the 52 weeks to Oct 2011 rose by almost 10% year-on-year to nearly $690m.

1.3.4 Logo

The Dove symbol was created by Ian Brignell. Brignell is known as the author of
quite a few logotypes, from Budweiser to Smirnoff, from Coors Banquet to Western.
He specializes in lettering, logo, and font design. The shape of the symbol reflects
the bird associated with Dove's brand. A company that stands for peace,
gentleness, and purity through their variety of classic toiletries.

9
1.4 NEED FOR THE STUDY

Research methodology is mainly needed for the purpose of framing the research
process and the designs and tools that are to be used for the project purpose.
Research methodology helps to find the customer experience base for the product.
This time research methodology is framed for the purpose of finding the level of
customer satisfaction and changing trends of the customer expectations.

The purpose of this paper is to focus on establishing individuals' levels of loyalty and
what sustains and develops their customer loyalty. This paper recognizes the
importance customer loyalty has for many competitive organizations and industries.

1.5 SCOPE OF THE STUDY

The study aims to understand the importance of consumer loyalty and its
contributions to the growth of business.

1.6 OBJECTIVES OF STUDY

➢ To understand and determine the level of consumer loyalty for Dove

products.

➢ To analyze the reason for having/being brand loyal.

➢ To determine the most influencing factor in the purchase of Dove products.

➢ To study the satisfaction of consumers towards Dove products.

➢ To identify the reason for usage of the products.

➢ To determine the trust of consumers on the brand.

10
 CHAPTER 2

REVIEW OF LITERATURE

2.1 INTRODUCTION

The purpose of this literature review is to critically evaluate which research has been
published in the area of brand attachment and brand loyalty in order to enhance the
understanding of the proposed research question and objectives and to clarify them
further. In addition to that, the literature review serves to discover research
approaches and strategies which may be useful for the proposed research, to get a
good insight into current opinions on the topic and to find recommendations for
further research.

2.2 REVIEW OF LITERATURE

Lindsay Morel (2009)

The following thesis aims to evaluate the effectiveness of the Dove Campaign for
Real Beauty. The problem is that of measuring the effectiveness of the Dove
Campaign for Real Beauty in a form deeper than numbers. As the campaign held a
secondary goal of changing women’s perceptions of beauty, so should the
evaluation. Thus, two measures will be employed. First, the following thesis
evaluates the campaigns effect on society by examining how the issue of beauty at
large was and is communicated. Data was collected on beauty by drawing from
experience, researching eating disorders, and exploring a feminist approach to the
underlying causes of dissatisfaction with appearances. Second, it evaluates its
effect on the brand by exploring the use of cause marketing as a tool to increase
sales. Data includes research on the best ways, times and methods to use cause
marketing. A deep description of the campaign itself is included to showcase the
ways in which Dove paired with advertising agency Ogilvy to communicate its
message. Included are subjective interpretations of the reasons for which each set
of ads in the campaign were launched and public evaluations via blogs, interviews,
and statistics.

11
Jessica Dieny (2015)

This study analyses the Dove Real Beauty Campaign including branding successes
and failures, corporate responsibilities, and the evolution of the brand development
and management through a two-way symmetrical model. It analyses the DRBC from
a marketing and public relations perspective as well as a women’s and gender
studies perspective. Dove’s Real Beauty Campaign sprung from the idea that all
women are beautiful and it sought to change the status quo by showing the natural
physical variation embodied by all women and inspire a broader, healthier, more
democratic view of beauty. As the power of the Dove Real Beauty initiative appears
to be fizzling out with its current diluted advertising, it nonetheless was a ground-
breaking, revolutionary campaign that was successful in ushering in a new age of
female empowerment. Dove exemplified the advantages, disadvantages, and
overwhelming responsibility that came with a “real beauty” social marketing
campaign. The study ultimately serves as an educational tool for the fields of
marketing, public relations, and women’s and gender studies.

Rachana Chaurasiya (2015)

This study provides a complete analysis of the Dove beauty brand. Dove's success
cannot be attributed solely to what Dove has done, but also to how Dove has done
it. From beauty bar to global master brand, from optimizing women's beauty to
redefining beauty's parameters, Dove's legacy is far-reaching and truly global. 50
years later, Dove has maintained its core messaging, while changing with cultural
and generational perceptions of beauty. No matter where they are in the world,
Dove's quality ingredients and products give women one thing they want -- the
confidence to let their inner beauty shine through. As the mother in one of the
testimonials said, "If you look good, you feel good. If you feel good, you do good." If
Dove can make more women feel good about their beauty, then it is making a
powerful contribution to women the world over.

Grace Abou Zeid (2010)

The purpose of this study is to probe deeper into the methods of verbal grammar in
the multimodal text in the field of advertisement. This study was based on Dove’
advertisements, and on a related questionnaire that was filled by informants. Results
and relevant findings reveal that language in advertisements has an enormous
12
impact on consumers’ behavior.

Dove's success cannot be attributed solely to what Dove has done, but also to how
Dove has done it. From beauty bar to global Masterbrand, from optimizing women's
beauty to redefining beauty's parameters, Dove's legacy is far-reaching and truly
global. 50 years later, Dove has maintained its core messaging, while changing with
cultural and generational perceptions of beauty. No matter where they are in the
world, Dove's quality ingredients and products give women one thing they want --
the confidence to let their inner beauty shine through. As the mother in one of the
testimonials said, "If you look good, you feel good. If you feel good, you do good." If
Dove can make more women feel good about their beauty, then it is making a
powerful contribution to women the world over.

Reshma M Nath (2012)

This project analyses the demand and usage of Dove shampoo by the common
people. The product is more popular among high class and upper middleclass
people. Competing with home products like Sunsilk, Clinic Plus etc., they target
women of all ages. Supply of dove shampoo has seen a number of changes in the
recent years. With increase production from the Hindustan Unilever according to
more demand the price of Dove is more. Dove shampoo is one of the pioneer
shampoos in India. Due to this the number of consumers in the market has
increased rapidly, which leads to increase in supply. This shampoo is doing prestige
market pricing. In economics, if demand for a certain product is greater, then the
price will be higher. Larger companies benefited from the economics of the scale;
they are able to produce materials in bulk, have easier access to efficient transport
available in more markets and can produce large volume of shampoo. This is a
major factor why mass-produced shampoo is less expensive.

S.M. Tanvir Kabir et al. (2019)

Dove is a very successful brand of Unilever Bangladesh. The strategic business unit
of Dove, and the 4p (marketing mix) of Dove communicates that Dove always tries
to focus on their consumer, because Dove believes that everyone is beautiful and
Dove is just increasing the potentiality and confidence among consumers through
their product.

13
Urmee Rahman Silvee (2016)

The idea with which Dove has designed the aforementioned projects are not just
beautiful but also comes out of a genuine concern for the community. Dove being a
beauty product itself has redefined its philosophy in the market that is larger than
life. The philosophies “You are beautiful the way you are” and “Ageing is beautiful”
are timeless. With the help of cause marketing techniques, they reached out to their
target audience about real beauty on an intimate level that surpasses the
conventional idea of a branded product being not just another market offering but
creating brand love and breathing life into it. It goes without saying that both men
and women have been conscious about their looks. The conversations could have
been given more depth if boys and men were included to participate as they too
could have shared their take on the discussed issues. Men should actively be a part
of such campaigns and should come forward in support of such positive
conversations to reassure the women in their lives and help overcome beauty
related anxieties and vice versa. Men are likely to have their fair share of insecurities
and they should too be addressed with equal importance as well.

Marcel Gommans, Krish S. Krishnan, & Katrin B. Scheffold (2001) highlighted on

the importance of building and maintaining customer loyalty in electronic
marketplaces. They presented a conceptual framework of "e-loyalty" and its
underlying drivers and shown their implications for e-marketing practice and future
research directions.

Chung, K. K., Dongchul, H. and Seung-Bae, P. (2001) investigated the effect of

brand personality on brand asset management through using the concept of
consumers‟ identification with a brand. They selected high-technology product, the
cellular phone for study. A conceptual framework was developed to explain the
effect of brand identification on brand loyalty. Study reveals brand identification had
a direct effect on word-of-mouth reports and an indirect effect on brand loyalty.

Lau et al (2006) examined brand loyalty behavior on sportswear and key brand
loyalty factors. They concluded that brand name, style, and promotion are the key
brand factors which can distinguish hard-core loyal consumers and brand switchers.
This study reveals that brand name and style have more influence on brand loyalty
of hard-core loyal consumers, whereas promotion influences more on that of brand

14
switchers. Product quality, one of the factors of brand loyalty, is perceived by both
groups as the most important factor affecting brand loyalty.

Caroline S.L. Tan (2008) carried out a study on Men’s cosmetic in Japan to provide
a generic snapshot of the application of sensory and emotional branding strategies
in men’s cosmetics. This study appears with both sensory and emotional branding
strategies were not fully exploited by the brands and it reveals some non-sensorial
factors and brand name behind the brand choice and preference. This study also
highlighted on the relationship between culture and consumption pattern. Lahiri and
Das (2011) appeared with an observation that customers of MLM brands are loyal
than that of Non-MLM brands and factors behind selection of MLM brands are
availability, quality, price and promotion.

Mr. Jyoti Pradhan & Dr. Devi Prasad Misra (2015)

The consumer brand loyalty is apparently decreasing in recent times, attributed to

several factors, viz., sophisticated advertising appeals and heavy media support,
similarity of products in form, content, price, communication, sales promotion tactics
of mass displays, coupons, and price specials that appeal to consumer impulse
buying, general fickle mindedness of consumers in buying behavior, growth of new
products competing for shelf space and consumer attention. The reasons for
variation in the degree of brand loyalty is an important area of study in the vast
understanding of consumer behavior. These differences in brand loyalty are affected
by demographic factors and studying the significance of demographic factors in
determining brand loyalty may help the marketers in redesigning the marketing
strategy.

Dr. (Mrs.) Kishori Jagdish Bhagat et al. (2018)

The study confirms the hypothesis which became the base of the study. The
hypothesis was tested and could confirm that The Telecom Service Providers follow
the procedural approach for satisfying the customers and taking measures towards
CRM, but they fall short in detailed analytical study of the customers in managing
the same. The ever-increasing competition in the global market and the shift in the
focus from product to service industry; there is a sheer need to give the best to the
customers. Traditionally, it was said that Customer is the King, and in today’s era
time and again it has proved that survive or perish and if one has to survive, they
15
should satisfy the customers. Customers’ satisfaction and good relationship is the
mantra for survival in the global village. To sustain, grow and capture the market the
telecom service providers must know the customer touch points, concentrate on
customer research to know their requirements and develop innovative and distinct
customized plans instead of the general plans and services, to satisfy the customers
and maintain proper Customer Relationship Management.

Sami Karna et al. (2004) has reviewed customer satisfaction in the Finnish
construction industry. Several implications regarding customer satisfaction in the
construction were drawn from the findings of the research. Customers were typically
satisfied with the contractor's abilities to co-operate and the skills of contractor's
workers and supervisors. However, low satisfaction could be found for the items
related to quality assurance and handover: workability of handover material and
maintenance manual, quality of assignment material, maintenance manual and
repair of defects and deficiencies noticed during handover inspection.

Torbica & Stroh (2001) emphasize that the use of "soft" performance criteria, such
as customer satisfaction, in construction is at an early evolutionary stage. The
research literature has focused on satisfaction with consumer goods and services
but a widely used measure of industrial customers satisfaction does not exist. A
quality improvement effort will lead to a higher product and service quality, which
will lead to improved customer satisfaction. Their study has confirmed that
implementation of TQM is positively associated with homebuyer satisfaction, and it
is the 3 "total offering" that generates the total degree of customer satisfaction.

Soetanto et al. (2001) recognizes the satisfactory performance of participants as a

prerequisite to maintaining harmonious working relationships. They argue that
satisfaction surveys provide information to project participants that can be used to
help improve their performance. Results of their importance-performance analysis
suggest that contractors need to improve their performance in most aspects of
performance. In terms of criteria in need for improvement, both clients and architects
considered completion of defects the priority.

Tikkanen and Alajoutsijarvi (2002) argue that measurement models in industrial

markets are too simplistic and mechanistic to take into account the complexity of
real-life. Thus, the creation of a common satisfaction: measurement and procedure

16
are important in construction, where projects organizations and collaborative
relationships often are of a 'one-off' nature. In construction, the relationship between
client and contractor constitutes a multilevel complex in which parties operate
simultaneously and collaborate with in-groups of networks. Therefore, customer
satisfaction in construction should be understood as a Relationship specific rather
than a transaction specific construct.

17
 CHAPTER 3

RESEARCH METHODOLOGY

3.1 RESEARCH METHODOLOGY

The research methodology used in this study is quantitative analysis. Quantitative

analysis involves using a deductive approach to the relationship between theory and
research, where the emphasis is placed on testing the theories. Quantitative analysis
also incorporates common practices and norms of the natural science model and of
positivism in particular. Quantitative analysis represents a view of social reality as an
external objective reality.

3.2 RESEARCH DESIGN

The present study uses descriptive research design where data will be collected from
the customers through questionnaire and then analyzed. The principal aim in
employing descriptive research is to describe the nature of a situation as it exists at
the time of the study and to explore the causes of particular phenomena.

3.3 SOURCES OF DATA

To study the objectives of the study, required data were collected from both primary
as well as secondary sources.

3.3.1 Primary data:

¾ of the primary data was collected through multiple-choice questionnaires.

Questionnaire has been given to the respondents (about 150 participants of both
genders); and answered questionnaires were collected back.

3.3.2 Secondary data:

The secondary data was obtained through various journals, articles, websites and
research papers.

18
3.4 STRUCTURE OF QUESTIONNAIRE

The questionnaire was divided into two sections. First part was designed to know the
general information about customers and the second part contained the respondent’s
opinions about the brand and consumer loyalty.

3.5 SAMPLING TECHNIQUE

The study uses convenience sampling method. It is the most commonly used sampling
technique as it is incredibly prompt, uncomplicated, and economical. It is collected
from conveniently available respondents.

3.6 PERIOD OF STUDY

The duration of study is from January 2021 to March 2021, which is a three-month
study.

3.7 ANALYTICAL TOOLS

Percentage Analysis

The analytical tool used for this study is percentage analysis. Percentage analysis
shows that entire population on terms of percentage. It reveals the number of
belonging in the particular category of the number of people preferring a particular
thing in terms of percentage. In this study, the number of people who responded in a
particular manner is interpreted in forms of percentage. Each table has been
calculated on the basis of percentage.

3.8 LIMITATIONS OF THE STUDY

The study is an opinion survey. Caution may have to be exercised while extending the
result to other areas. Due to time constriction, only 150 respondents were considered.
The result depends completely on the information given by the respondents which may
be biased.

19
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 Percentage analysis

Table 4.1.1 Gender of respondents

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Male 62 40
2 Female 93 60
TOTAL 155 100
Source: Primary data

GENDER
70

60

50

40

30 60
20 40

10

0
Male Female

Chart 4.1.1 Gender of the respondents

Interpretation

From the above table, it is interpreted that the percentage of male respondents is 40
and the female respondents is 60.

Inference

Majority (60%) of the consumers are female.

20
Table 4.1.2 Age of the respondents

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 18-25 123 79.3
2 26-30 24 15.5
3 31-40 Nil 0
4 Above 40 8 5.2
TOTAL 155 100
Source: Primary data

AGE
90
80
70
60
50
79.3
40
30
20
10 15.5 0
4.5
0
18-25 26-30 31-40 Above 40

Chart 4.1.2 Age of respondents

Interpretation

From the above table it is interpreted that out of 155 responses, the number of
respondents between 18 to 25 years of age is 79.3%, between 26 to 30 years of age
is 15.5%, 31 to 40 years of age is 0 and above 40 years of age is 4.5%.

Inference

Majority (79.3%) of the respondents are between the age group 18 to 25.

21
Table 4.1.3 Period of usage

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Less than a year 74 47.7

2 1 to 3 years 42 27.2

3 3 to 5 years 27 17.4

4 More than 5 years 12 7.7

TOTAL 155 100

Source: Primary data

PERIOD OF USAGE
60

50

40

30 47.7

20
27.2
10 17.4
7.7
0
Less than a year 1 to 3 years 3 to 5 years More than 5 years

Chart 4.1.3 Period of usage

Interpretation

From the above table it is interpreted that 47.7% of the respondents have been using
the product for less than a year, 27.2% have been using the product for 1 to 3 years,
17.4% have been using the product for 3 to 5 years and 7.7% have been using the
product for more than 5 years.

Inference

Majority (47.7%) of the respondents have been using the product for less than a year.

22
Table 4.1.4 Most influencing factor of purchase

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Price 43 27.7

2 Packaging 27 17.4

3 Quantity 26 16.8

4 Quality 59 38.1

5 Other 0 0

TOTAL 155 100

Source: Primary data

INFLUENCING FACTOR OF PURCHASE

45
40
35
30
25
38.1
20
27.7
15
17.4
10 16.8
5
0
0
Price Packaging Quantity Quality Other

Chart 4.1.4 Most influencing factor of purchase

Interpretation

From the above table, it is interpreted that 27.7% of the respondents are influenced
by the price of the product, 17.4% by the packaging of the product, 16.8% by the
quantity of the product and 38.1% by the quality of the product for purchase.

Inference

Majority (38.1%) of the respondents are influenced by the quality of the product for its
purchase.

23
Table 4.1.5 Product being used by the respondents

S.NO PARTICULARS NO. OF PERCENTAGE

1 Soap 86
RESPONDENTS 55.40%
2 Shampoo 33 21.70%
3 Body Wash 5 3.20%
4 Body Cream 1 0.60%
5 Body Lotion 2 1.20%
6 Self-Tan 0 0
7 Hand Cream 1 0.60%
8 Deodorant 2 1.20%
9 Conditioner 20 12.90%
10 Male Grooming 5 3.20%
11 Other
Products 0 0
TOTAL 155 100
Source: Primary data

PRODUCT BEING USED

55.40%
60.00%
50.00%
40.00%
30.00% 21.70%
20.00% 12.90%
10.00% 3.20% 0.60% 1.20% 0 0.60% 1.20% 3.20% 0
0.00%

Chart 4.1.5 Product being used by the respondents

Interpretation

From the above table, it is interpreted that 55.4% of the respondents use soap, 21.7%
use shampoo, 3.2% use body wash, 0.6% use bath cream, 1.2% use body lotion, 0.6%
use hand cream, 1.2% use deodorant, 12.9% use conditioner and 3.2% use male
grooming products.

Inference

Majority (55.4%) of the respondents use Dove soap.

24
Table 4.1.6 Factors affecting brand choice of the respondents

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Price 33 21.60%
2 Quantity 3 1.90%
3 Quality 18 11.60%
4 Brand Loyalty 57 36.60%
5 Packaging 9 5.80%
6 Skin Sensitivity 28 18%
7 Product itself 7 4.50%
8 Other 0 0
TOTAL 155 100
Source: Primary data

FACTORS AFFECTING BRAND CHOICE

40
35
30
25
20
36.6
15
10 21.6 18
5 11.6
1.9 5.8 4.5 0
0
Price Quantity Quality Brand Packaging Skin Product Other
loyalty Sensitivity itself

Chart 4.1.6 Factors affecting brand choice of the respondents

Interpretation

From the above table, it is interpreted that brand choice is affected by price for 21.6%,
by quantity for 1.9%, by quality for 11.6%, by brand loyalty for 36.6%, by packaging
for 5.8%, by skin sensitivity for 18% and by the product itself for 4.5%.

Inference

Majority (36.6%) of the respondents’ brand choice is affected by brand loyalty.

25
Table 4.1.7 Frequency of purchase by the respondents

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Frequently 83 53.5

2 Not so often 52 33.5

3 Rarely 20 13

TOTAL 155 100

Source: Primary data

FREQUENCY OF PURCHASE
60

50

40

30
53.5
20
33.5

10

3.5
0
Frequently Not so often Rearely

Chart 4.1.7 Frequency of purchase

Interpretation

From the above table, it is interpreted that 53.5% of the respondents purchase the
product frequently, 33.5% of the respondents do not purchase the product often, and
3.5% of the respondents purchase the product rarely.

Inference

Majority (53.5%) of the respondents purchase the product frequently.

26
Table 4.1.8 Possibility to switch brands

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Strongly Agree 9 5.80%
2 Agree 12 7.70%
3 Neutral 17 11%
4 Disagree 69 44.50%
5 Strongly disagree 48 31%
TOTAL 155 100
Source: Primary data

POSSIBILITY TO SWITCH BRANDS

50.00%
45.00%
40.00%
35.00%
30.00%
25.00% 44.50%
20.00%
31%
15.00%
10.00%
11%
5.00% 5.80% 7.70%
0.00%
Strongly Agree Agree Neutral Disagree Strongly
disagree

Chart 4.1.8 Possibility to switch brands

Interpretation

From the above table it can be interpreted that if an alternative brand was sold with
more convenient features 5.8% of the respondents are most likely to switch brands,
7.7% agree to switch brands, 11% may or may not switch the brand, 44.5% disagree
to switch brands and 31% strongly disagree to switch the brand.

Inference

Majority (44.5%) of the respondents strongly disagree to switch brands.

27
Table 4.1.9 Level of satisfaction of the respondents

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Highly satisfied 15 9.70%
2 Satisfied 17 11%
3 Neither satisfied 45 29%
4 nor dissatisfied
Dissatisfied 48 31%
5 Highly dissatisfied 30 19.30%
TOTAL 155 100
Source: Primary data

35 LEVEL OF SATISFACTION
30

25

20
29 31
15

10 19.3

9.7 11
5

0
Highly satisfied Satisfied Neither satisfied Dissatisfied Highly dissatisfied
nor dissatisfied

Chart 4.1.9 Level of satisfaction of the respondents

Interpretation

From the above table, it is interpreted that 9.7% of the respondents are highly satisfied
with the brand, 11% are moderately satisfied, 29% are neither satisfied nor
dissatisfied, 31% are dissatisfied and 19.3% highly dissatisfied with the brand.

Inference

Majority (31%) of the respondents are dissatisfied.

28
Table 4.1.10 Trust and reliability of respondents on the brand

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Highly reliable 15 9.60%
2 Moderately 17 11%
3 reliable
Neither trustable 65 41.90%
4 nor
Notunreliable
reliable 41 26.50%
5 Highly 17 11%
TOTAL unreliable 155 100

Source: Primary data

45
TRUST AND RELIABILITY
40
35
30
25
20 41.9
15
26.5
10
5 11 11
4.3
0
Highly reliable Moderately reliable Nether trustable Not reliable Highly unreliable
nor unreliable

Chart 4.1.10 Trust and reliability of respondents on the brand

Interpretation

From the above table, it is interpreted that 4.3% of the respondents believe that the
brand is highly reliable, 11% believe that the brand is moderately reliable, 41.9%
believe that the brand is neither trustable nor unreliable, 2.65% believe that the brand
is not reliable and 11% believe that the brand is highly unreliable.

Inference

Majority (41.9%) of the respondents believe that the brand is neither trustable nor
unreliable.

29
Table 4.1.11 Likability of recommendation to colleagues

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Highly recommendable 14 9%
2 Moderately 26 32.90%
3 Recommendable
Neither recommendable 45 29%
4 nor unrecommendable
Unrecommendable 51 16.80%
5 Highly 19 12.30%
TOTAL Unrecommendable 155 100
Source: Primary data

RECOMMENDATION
35
30
25
20
15
10 32.9 29
5 16.8
9 12.3
0
Highly Moderately Neither Unrecommendable Highly
recommendable recommendable recommendable unrecommendable
nor
unrecommendable

Chart 4.1.11 Likability of recommendation to colleagues

Interpretation

From the above table, it is interpreted that 9% of the respondents believe that the
brand is highly recommendable, 32.9% believe it is moderately recommendable, 29%
believe that it is neither recommendable nor unrecommendable, 16.8% believe that it
is unrecommendable and 12.3% believe that it is highly unrecommendable.

Inference

Majority (32.9%) of the respondents believe that the brand is moderately

recommendable.

30
Table 4.1.12 Brand value

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Highly valuable 16 10.30%
2 Moderately 46 29.60%
3 valuable
Neither valuable 61 39.40%
4 nor unvaluable
Unvaluable 19 12.30%
5 Highly unvaluable 13 8.40%
TOTAL 155 100
Source: Primary data

BRAND VALUE
45
40
35
30
25
20 39.4
15 29.6
10
5 10.3 12.3
8.4
0
Highly valuable Moderately valuableNeither valuable nor Unvaluable Highly unvaluable
unvaluable

Chart 4.1.12 Brand value

Interpretation

From the above table, it is interpreted that to 10.3% of the respondents the brand is
highly valuable, to 29.6% it is moderately valuable, to 39.4% it is neither valuable nor
unvaluable, to 12.3% it is unvaluable and to 8.4% it is highly unvaluable

Inference

Majority (39.4%) of the respondents have mixed feelings about the value of the brand.

31
Table 4.1.13 Loyalty of respondents towards the brand

S.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Highly loyal 56 36.30%
2 Loyal 34 21.90%
3 Not so loyal 29 18.70%
4 Disloyal 23 14.80%
5 Highly disloyal 13 8.30%
TOTAL 155 100
Source: Primary data

CONSUMER LOYALTY
25

20

15

10 21.9
18.7 14.8
5
8.3
4.3
0
Highly loyal Loyal Not so loyal Disloyal Highly disloyal

Chart 4.1.13 Loyalty of respondents towards the brand

Interpretation

From the above table, it is interpreted that 4.3% of the respondents are highly loyal,
21.9% are moderately loyal, 18.7% of the respondents are not so loyal, 14.8% are
disloyal and 8.3% are highly disloyal.

Inference

Majority (21.9%) of the respondents are loyal consumers.

32
 CHAPTER 5

5.1 FINDINGS

➢ Majority (60%) of the consumers are female.

➢ Majority (79.3%) of the respondents are between the age group 18 to 25.

➢ Majority (47.7%) of the respondents have been using the product for less than
a year.

➢ Majority (38.1%) of the respondents are influenced by the quality of the product
for its purchase.

➢ Majority (55.4%) of the respondents use Dove soap.

➢ Majority (36.6%) of the respondents’ brand choice is affected by brand loyalty.

➢ Majority (53.5%) of the respondents purchase the product frequently.

➢ Majority (44.5%) of the respondents strongly disagree to switch brands.

➢ Majority (31%) of the respondents are dissatisfied with the brand.

➢ Majority (32.9%) of the respondents believe that the brand is moderately

recommendable.

➢ Majority (39.4%) of the respondents have mixed feelings about the value of the
brand.

➢ Majority (21.9%) of the respondents are loyal consumers.

5.2 SUGGESTIONS
This study identifies how effectively demographics factors like gender, age, education
and occupation had an impact on consumer brand loyalty. Based on the research
findings Companies may change their marketing-mix programs for marketing of their
goods. For a brand to establish itself in India and enhance brand loyalty, a marketer
needs to educate consumers, develop their interest through interactive communication
and build confidence in the brand through live demonstrations and post-purchase
engagement with consumers. It is essential for an organization to conduct a regular,
timely, sensitive, comprehensive, and integrated day-to-day management surveys of

33
customer satisfaction / dissatisfaction in order to understand customers' feelings,
identify the reasons of overall satisfaction change, and adjust products and services
accordingly. The switching costs must be created by providing unique and valuable
solutions for customers' problems or rewarding loyalty directly through specific
incentives and advantages. In addition to these, it should be noted that, the brand
loyalty can only be achieved through a strong brand positioning which means creating
and managing a brand's ‘unique, credible, sustainable, and valued place in the
customer's minds’ and ‘it revolves around a benefit that helps the product or service
stand apart from the competition’. All these measures help building long-term
relationships vis-à-vis brand loyalty.

5.3 CONCLUSION
The consumer brand loyalty is apparently decreasing in recent times, attributed to
several factors, viz., sophisticated advertising appeals and heavy media support,
similarity of products in form, content, price, communication, sales promotion tactics
of mass displays, coupons, and price specials that appeal to consumer impulse
buying, general fickle mindedness of consumers in buying behaviour, growth of new
products competing for shelf space and consumer attention. The reasons for variation
in the degree of brand loyalty is an important area of study in the vast understanding
of consumer behaviour. These differences in brand loyalty are affected by
demographic factors and studying the significance of demographic factors in
determining brand loyalty may help the marketers in redesigning the marketing
strategy to increase brand loyalty for their products which has several benefits to the
marketers and the organizations.

34
 APPENDIX (Questionnaire)

1) Name

______________________

2) Gender

a. Male

b. Female

c. Transgender

d. Others

3) Age

a. 18-25

b. 25-30

c. 30-40

d. Above 40

4) How long have you been using the product?

a. Less than a year

b. 1 to 3 years

c. 3 to 5 years

d. 5 to 10 years

e. 10 years or more

5) Factor that influenced you or might influence you to purchase a Dove Product.

a. Price

35
b. Packaging

c. Quantity

d. Quality

e. Other

6) Which product of Dove do you use?

a. Soap

b. Shampoo

c. Body Wash

d. Bath Cream

e. Body Lotion

f. Self-Tan

g. Hand Cream

h. Deodorant

i. Conditioner

j. Male Grooming Products

k. Other

7) Factors affecting your brand choice.

a. Price

b. Quantity

c. Quality

d. Brand Loyalty

e. Packaging

f. Skin Sensitivity

g. Product itself (e.g., smell/colour)

36
 h. Skin Technology

i. Other

8) How often do you purchase the product?

a. Frequently

b. Not so often

c. Rarely

9) How likely would it be for you to switch brands if an alternative brand was sold with
more convenient features?

a. Strongly agree

b. Agree

c. Neutral

d. Disagree

e. Strongly disagree

10) State your level of satisfaction for Dove Products.

a. Highly satisfied

b. Moderately satisfied

c. Neither satisfied nor dissatisfied

d. Unsatisfied

e. Highly unsatisfied

11) How would you rate your trust for the brand?

a. Highly reliable

b. Moderately reliable

37
c. Neither trustable nor unreliable

d. Unreliable

e. Highly unreliable

12) How likely would you recommend the brand to others?

a. Highly recommendable

b. Moderately recommendable

c. Neither recommendable nor unrecommendable

d. Unrecommendable

e. Highly unrecommendable

13) How valuable is the brand or product to you?

a. Highly valuable

b. Moderately valuable

c. Neither valuable nor unvaluable

d. Unvaluable

e. Highly unvaluable

14) How would you rate your loyalty for the brand?

a. Highly loyal

b. Loyal

c. Not so loyal

d. Disloyal

e. Highly disloyal

38
 REFERENCES

Create your own business plan. (n.d.). Retrieved September 15, 2013 from
http://www.bplans.com/soap_manufacturer_business_plan/market_analysis_summar
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