In the mid-1990s, Nivea began standardising its advertising formats to establish a consistent look among its sub-brands. Cosmed worked with agencies FCB and TBWA to develop the marketing concepts and ad executions. In each market, they implemented ‘perfect local execution’ where the Nivea brand appears loca,l but the content remains consistent. As Norbert Krapp, Nivea ‘s Vice President of skin care, stated: "Pictures travel, words don’t”.
The company also printed a booklet for internal use detailing its brand philosophy, called the ‘Blue Bible’. This Blue Bible contained basic information about Nivea’s brand identity, vision, mission, success factors, and the role of its sub-brands. The Blue Bible also provided guidelines for products, packaging, communication, promotion, public relations, direct marketing, and pricing. Norbert Krapp referred to the Blue Bible as "the best branding step we did in recent years”, calling it the "key anchor for all brand decisions”.
In addition to strengthening the brand image of Nivea Crème, BDF’s second objective was to use the recognition and reputation of the Nivea brand name to introduce new products - both in categories where Nivea products were sold currently as well as in related categories.
The company’s long-term objective was to evolve Nivea from a skin crème brand into a skin care brand by providing a range of new products that would both complement Nivea Crème and broaden the meaning of the Nivea brand name. By 2005, the NIVEA brand portfolio had grown from six product groups in 1993 to sub-brand experienced sales growth and gained market share. By 2005, Nivea was a leading international skin care company and voted the most trusted brand in Germany by Reader’s Digest from 2001 - 2004.
The company also printed a booklet for internal use detailing its brand philosophy, called the ‘Blue Bible’. This Blue Bible contained basic information about Nivea’s brand identity, vision, mission, success factors, and the role of its sub-brands. The Blue Bible also provided guidelines for products, packaging, communication, promotion, public relations, direct marketing, and pricing. Norbert Krapp referred to the Blue Bible as "the best branding step we did in recent years”, calling it the "key anchor for all brand decisions”.
In addition to strengthening the brand image of Nivea Crème, BDF’s second objective was to use the recognition and reputation of the Nivea brand name to introduce new products - both in categories where Nivea products were sold currently as well as in related categories.
The company’s long-term objective was to evolve Nivea from a skin crème brand into a skin care brand by providing a range of new products that would both complement Nivea Crème and broaden the meaning of the Nivea brand name. By 2005, the NIVEA brand portfolio had grown from six product groups in 1993 to sub-brand experienced sales growth and gained market share. By 2005, Nivea was a leading international skin care company and voted the most trusted brand in Germany by Reader’s Digest from 2001 - 2004.