Lifebuoy Way of life - Unilever
Lifebuoy Way of life - Unilever
Lifebuoy Way of life - Unilever
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<strong>Lifebuoy</strong> way <strong>of</strong> <strong>life</strong><br />
<strong>Lifebuoy</strong> <strong>Way</strong> <strong>of</strong> Life: Tracking social and business Impacts<br />
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IN 2008-2009,<br />
THE IMPACT<br />
OF LIFEBUOY<br />
PROGRAMMES<br />
HAS BEEN<br />
TRACKED USING<br />
A VARIETY OF<br />
MEASURES,<br />
INCLUDING<br />
AWARENESS<br />
OF GERMS<br />
AND DISEASES<br />
ASSOCIATED<br />
WITH POOR<br />
HYGIENE, AND<br />
BRAND EQUITY<br />
MEASURES FOR<br />
LIFEBUOY.<br />
IMPACT EXAMPLES FOR 2008-09<br />
• AWARENESS OF GERMS AND LIFEBUOY<br />
BRAND SALIENCE<br />
One <strong>of</strong> the ways in which the impact <strong>of</strong> the<br />
<strong>Lifebuoy</strong> Swasthya Chetna programme has been<br />
evaluated in India is to measure the awareness<br />
<strong>of</strong> germs, the association <strong>of</strong> diseases with poor<br />
hygiene and <strong>Lifebuoy</strong> brand salience. The table<br />
below shows the impact <strong>of</strong> the programme<br />
following its implementation in 9 states<br />
across India.<br />
Pre-Intervention Post-Intervention<br />
Awareness <strong>of</strong> germs 52% 83%<br />
Associating germs with disease 35% 57%<br />
<strong>Lifebuoy</strong> Brand Salience 28% 51%<br />
• LIFEBUOY BRAND EQUITY<br />
The equity <strong>of</strong> the <strong>Lifebuoy</strong> brand has been tracked<br />
in countries where social mission activities have<br />
been ongoing, with significant improvement<br />
recorded in brand attributes in these countries.<br />
For example, in Vietnam brand attributes<br />
were found to have been improved, such that<br />
agreement with the statements:<br />
+ Cleanse the skin deeply to<br />
remove invisible dirt<br />
+ Is a brand that you<br />
can trust<br />
TRACKING FROM 2010 ONWARDS<br />
In 2010, a complete measurement framework<br />
will be established that will track the impact <strong>of</strong><br />
<strong>Lifebuoy</strong> Social Mission programmes on societies<br />
and business. The overall success <strong>of</strong> these<br />
programmes – and therefore the success <strong>of</strong> the<br />
<strong>Lifebuoy</strong> Social Mission - will be measured by the<br />
impact that <strong>Lifebuoy</strong> activities have on changing<br />
handwashing behaviours over a 5 year timeframe.<br />
Tracking progress will help to achieve our goals by<br />
identifying whether we are on plan to deliver the<br />
<strong>Lifebuoy</strong> Social Mission and business target.<br />
THE PILOT<br />
The <strong>Lifebuoy</strong> brand has been selected by <strong>Unilever</strong><br />
to pilot the new <strong>Unilever</strong> Social Mission Framework<br />
& Metrics, establishing an activated tracking<br />
mechanism in every country. These metrics have<br />
been developed in 2009 by a central team,<br />
including representatives from the <strong>Lifebuoy</strong> brand<br />
and external consultants. The framework has<br />
Social Mission Metrics essentials: Inputs and Outputs<br />
increased from<br />
65%-> 85%<br />
increased from<br />
65%-> 97%<br />
also been reviewed by external partners, such as<br />
UNICEF and the World Food Programme, to ensure<br />
compatibility with existing external frameworks.<br />
SIMPLE PRINCIPLE<br />
The metrics are based on a simple principle: what<br />
we put in (the inputs) and what we get out (the<br />
outputs).<br />
For inputs: this means tracking expenditure<br />
made by the <strong>Lifebuoy</strong> or <strong>Unilever</strong> brands and any<br />
external collaborators.<br />
For outputs: this means tracking the short-<br />
term and long-term effects <strong>of</strong> our mission on<br />
our business and on society. These outputs<br />
will include the PR value generated by social<br />
mission activities, brand equity, sales results and<br />
awareness <strong>of</strong> germs and salience to the<br />
<strong>Lifebuoy</strong> brand.<br />
Annual Review 2008 - 2009<br />
Goals Inputs Outputs Impacts<br />
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