Unilever, alike many other major players in the global market, has had its own set of marketing principles and methods until the campaign for real beauty arrived. The company followed traditional concepts of marketing and must have relied on target segments in the market, prevalent pricing methods, promotions and mass media communication. However, the increase in competition made all these processes generic and unappealing to consumers which further resulted in a stagnant market (DuBrin, 2013). In such times, Unilever thought of taking a detour and devising an innovative plan to counter the situation. One of the cosmetic and toiletry products brand of Unilever, Dove was selected for a cause related marketing campaign. In many cases, the definition of cause related marketing was considered similar to a philanthropic activity. Actually, cause related marketing strategy implied the dawn of a new era of branding strategy for Unilever. People know a brand and adore it not only for the features and benefits of its products and services. In addition to benefits, a brand must also strike an instant connection with the consumers and that can be achieved by a CRM. Sticking to traditional marketing concepts is good for organizations to deal with products which can never be modified or changed, such as the cement, books, water, etc. But with cosmetic products, the competition forces, new modifications and changes in products are for gaining consumers ahead of competitors (Desmond, 2003). Cosmetic product manufacturers always introduce newer features in order to be superior to peers. If a cosmetic product fails to stand up to the expectations of consumers, it becomes difficult for the product to stand the ire of market competition. Building up a huge consumer base doesn’t happen with glossy advertisements or loud claims. A brand is built only when it offers a unique value for money of the consumers. With a drastic improvement in marketing strategy followed by the introduction of the campaign for real beauty, Unilever served a perfect example of rethinking branding strategy (Borkowski, 2015).