Brand Marketing


Augmented Reality in Marketing has a lot of promise, but how is it implemented and what are its key benefits? At a recent Portada Live knowledge-sharing event for brand marketers, Rafael Belloso, Senior Brand Marketing Manager at Ocean Spray Cranberries, shared insights on the implementation of a recent augmented reality program.

Benefits of Augmented Reality in Marketing
Rafael Belloso, Senior Brand Marketing Manager at Ocean Spray Cranberries.

Rafael Belloso, Senior Brand Marketing Manager at Ocean Spray Cranberries, shared with the Portada Live audience of brand decision makers, some challenges his company was facing and how the benefits of augmented reality became part of the solution Text and VIDEO below).

How did Ocean Spray innovated to tackle a key marketing challenge?

According to Belloso, Ocean Spray Cranberries is a very well-known brand in the U.S., but there is limited brand awareness in international key markets, a good example of this is Chile.

“We launched a new product, and the challenge was, how to connect with our consumers, how to tell the story of our coop of producers, and how we harvest cranberries in Chile.”

Which technology helped Ocean Spray to solve the challenge?

“We created an augmented reality program in our package that allowed the consumers to learn more about the product, its benefits, and the story we had to tell. Augmented reality allowed the consumer to play with our package and look at our package through their phone and see things about the product.”

Benefits of Augmented Reality in Marketing

Belloso explained that “users could scan the juice bottles with their phones to discover the story of Ocean Spray, play games using gamification, and share with friends.”

Benefits of Augmented Reality in Marketing: What where the results of the initiative?

The benefits of augmented reality in marketing surpassed any other strategy in effectiveness. Rafael Belloso outlined five benefits of the use of augmented reality obtained through the activation.

  1. “We saw that augmented reality technology allows us to tell the story of Ocean Spray in a more interactive way.”
  2. “It allowed our consumers to interact with our product in a playful way and gave them a reason to share with other users and friends.”
  3. “It increased the word of mouth, people are talking about our products and our packages.”
  4. “It delivered a different PR, helping garner awareness for the product we could not have obtained otherwise.”
  5. “The AR innovation also helped improve brand health attributes, such as consumer perceptions about Ocean Spray’s innovation and technology.”
Ten percent of people who bought the product are engaged in the experience. That is a very high response rate.

“Of course, as in every technology, there is an adaptation curve. Nonetheless, 10% of people who bought the product are engaged in the experience. That is a very high response rate,” explained Belloso.

Another benefit of augmented reality in marketing  is the amount of data marketers get. “The amount of interaction and engagement you can get from the technology is huge,” added Belloso.

“Compared to other budgets in marketing it is not a big investment.”

Benefits of Augmented Reality: How Big Was the Investment?

In terms of investment, the amount of expenditure depends directly on how big you want the AR tool to be. “It isn’t that big of an investment, it depends on how big the experience you want the augmented reality to be, but compared to other budgets in marketing it is not big.”

Watch Rafael Belloso’s and other brand marketers present actionable insights on how they solved brand marketing challenges (VIDEO)!


Gen Z Marketing, particularly when it comes to Hispanics, is not anymore about the Univisions and Telemundos of the world. Belen Pamukoff, Brand Director Tecate and Tecate Light at Heineken USA, uses mostly CTV advertising. The executive shares her views about the “Bring your All” advertising campaign started earlier this month as Tecate Alta is entering two new markets.

Gen Z Marketing

“We are laser-focused on the 21-34 years old demographic, with emphasis on the 21-29; the Gen Z market. This generation is glued to their phones,” Belen Pamukoff, Brand Director Tecate and Tecate Light at Heineken USAk, tells Portada.
Gen Z is the key demographic Tecate Alta’s recently launched  “Bring your All” campaign is aimed at. The campaign seeks to attract a new generation that is as unique and unconventional as the Tecate Alta brand itself, Pamukoff notes. It also wants to refresh the high-growth ultra-light beer category led by competitor Michelob Ultra (Anheuser Busch).
Heinekens new Tecate Alta beer campaign also intends to lift the overall Tecate franchise, which includes the Tecate Light and Tecate Original beers. “Tecate Alta is our main brand when it comes to lift brand perceptions and recruit younger consumers for Tecate,” says Pamukoff.  So far the results are positive. In the markets Tecate Alta was launched last year (California, Nevada, New Mexico, Arizona and the southern Texas Rio Grande Valley) retailers like Kroger, Walmart and independent Hispanics are requesting between 3 to 5 cases (12 cans per case) per month on average, a much higher amount than the average 1.5 cases new beer brands fetch on average. Tecate Alta is also expanding into the Houston and Dallas markets. According to Pamukoff, both Texan cities are markets where 60-70 percent of the population is composed of multicultural consumers who over-index in light beer consumption.
Tecate Alta is our main brand when it comes to lift brand perceptions and recruit younger consumers for Tecate. 

Gen Z Marketing: Inspiring a Generation to Embrace Complex Perspectives

Tecate Alta Marketing
Belen Pamukoff, Brand Director, Tecate Tecate Light at Heineken USA

Compared to the launch campaign last fall, the current “Bring Your All” campaign (see video below) is “more emotional”,  Pamukoff mantains. To successfully do gen Z marketing you “need an emotional message to create more impact,” she adds. “Particularly in order to compete with Michelob Ultra, who has 3 or 4 times our budget. Tecate Alta’s target consumers are a mix of Mexican and Americans, but it goes beyond that. They don’t want to be labeled or be put in a box. They don’t want to be told how to look. We want to break all these stereotypes. That is what resonates with GenZ. Let’s inspire a new generation to embrace complex perspectives, yet see things more clearly,” Pamukoff asserts. Heineken’s Tecate Alta obtained consumer insights through research by strategic creative and brand design agency Pearlfisher.

Let’s inspire a new generation to embrace complex perspectives, yet see things more clearly.”


Going in a New Way: Connected TV

Traditionally beer marketing has used mass media like TV and in the Hispanic market broadcast companies like Univision and Telemundo. When it comes to Gen Z Marketing, this may not be the most efficient media buy anymore. “We are going in a new way. Not through traditional TV anymore. We do CTV, which is were young people are,” says Pamukoff.  Pamukoff notes that both connected TV and social media have had favorable results in media effectiveness studies commissioned by Tecate.

We do CTV, which is were young people are.

In the media activation for Tecate Alta’s “Bring your All” advertising campaign, which started on June 1 and will last until December, CTV is playing a crucial role with advertising running in streaming platforms including Hulu and ESPN as well as social media, Spotify, radio and OOH activations. Distribution is also being supported with sampling programs. “We are not using traditional TV with the exception of a Tecate Alta spot in the Campeon de Campeones match, which was played last night Sunday June 26 in Los Angeles. (Tecate brands are also the sponsor of LigaMX in the U.S). Additionally, influencer marketing, plays an important role in Pamukoff’s Gen Z marketing for Tecate Alta. “This generation is glued to their phones. They are following people. We are identifying influencers that best align with our target audience. We are in the process of partnering with them to embrace the Tecate Alta brand. We will have 3-4 influencers going to Primavera Sound, a concert in Los Angeles on Sept. 16-18 which Tecate Alta is sponsoring,  and they will be posting stories about what will happen on the event weekend.” During the event, these influencers will be bringing the experience to followers that are not going to the event. This way, the  event sponsorship investment can be scaled beyond people going to the event over that particular  weekend. “For that reason we amplify with influencers as well as with sweepstakes to attend the event,” Pamukoff concludes.

T-Mobile marketing is kicking into high gear. Right as travel is on the rebound and inflation is on the rise, the Un-carrier (T-Mobile) is taking action to help people get back out there and save money. T-Mobile is kicking off its Coverage Beyond initiative and campaign on Tuesday June 21. T-Mobile’s latest Un-carrier move, Coverage Beyond, includes free high-speed data in 210+ countries and destinations as well as free in-flight connectivity and streaming all flight long on the biggest U.S. airlines.

Jorge Martel, Vice President of T-Mobile’s Puerto Rico region.

Portada spoke to Jorge Martel, Vice President of T-Mobile’s Puerto Rico region where he oversees Marketing, Sales, Finance, Customer Service, Human Resources, IT and Engineering. Martel is also responsible for profitable customer growth and retention, and full P&L accountability for the region.
Martell tells Portada that starting Tuesday June 21, the official start of Summer, T-Mobile is kicking off Coverage Beyond with three major parts:   Free high-speed data worldwide in 210+ countries and destinations, “including most Latin American countries, inclusive of Mexico,  as well as most European countries.”:
In addition, T-Mobile will be providing free in-flight connectivity with streaming, where available, across some of the biggest US airlines  starting with Delta, Alaska Airlines and American Airlines, and with United Airlines to come soon. Martel, notes that “for qualifying plans free-in-flight connectivity will be provided for 4 flights per year for the whole flight and, beyond that,  one hour per flight. Qualifying plans include Magenta MAX and Business Unlimited Ultimate. Sprint customers will get similar benefits. Sprint was acquired by T-Mobile in 2020. According to Martel, U.S. travelers pay US $1.5 billion a year for in-flight connectivity. “People are spending 28% on flights this year and ticket prices are going up. We want to make it fun to fly,” Martel asserts.

U.S. travelers pay US $1.5 billion a year on in-flight connectivity. T-Mobile customers will now be able save that expense.
Mike Sievert, CEO, T-Mobile.

“Our mission is to be the best in the world at connecting customers to their world, and that means making sure your phone just works wherever you go – even if you travel beyond our signal,” says Mike Sievert, CEO, T-Mobile. “We pioneered coverage in-flight and abroad, and today we’re going full throttle to change the game again. This is what the Un-carrier does – hunts down pain points, smashes them, and changes the game for good,” Sievert adds.

We pioneered coverage in-flight and abroad, and today we’re going full throttle to change the game again.

In addition, T-Mobile for Business customers will soon get the Secure Wi-Fi mobile app, included at no extra cost with Business Advanced and Ultimate plans. Secure Wi-Fi is a set-and-forget app that, when connected to public Wi-Fi, automatically helps protect customers’ data and enhance their experience on their smartphone – anywhere in the world.
Finally, the new Un-carrier move also includes benefits such as a full year AAA membership (AAA on Us) for a full year a  25 cents off per gallon of gas at Shell this summer through July. An additional perk is T-Mobile TRAVEL with Priceline – through which customers can get up to 40% off select hotels, rental cars, flights and more.  T-Mobile  customers can get these benefits through the T-Mobile Tuesdays app.
T-Mobile marketing and advertising is kicking into high gear, according to Martel: “All major media will be supported to promote the Coverage Beyond campaign including  TV, Out of Home and Digital.” In 2021, T-Mobile spent approximately 2.2 billion U.S. dollars in marketing  in the United States, according to Statista.

All major media will be supported to promote the Coverage Beyond campaign including  TV, Out of Home and Digital.

T-Mobile Marketing: New Research Helps Substantially

T-Mobile’s new marketing push is helped by independent research which underscores the company’s leadership position in mobile network experience, performance and customer experience. Independent research firm Opensignal just published the Opensignal report of the Puerto Rico Mobile Network Experience. T-Mobile 5G Network collected the most #1 spots for mobile network experience. The Un-Carrier’s 5G Network leads the market in both performance and consumer experience. The study measured mobile network operators on Overall Experience, 5G Experience, Coverage, and Consistency – and T-Mobile ranked #1 in 14 of the 15 categories and won it all in Overall as well as 5G Experience. These results underscore T-Mobile’s 5G Network leadership position in the market.




Advertising Attribution for online marketplaces sales is one of the most challenging areas in brand marketing, particularly for CPG’s. Three brand marketing experts share insights.

At a recent Portada Live knowledge-sharing event for brand marketers Moises Leiferman, Sr. Manager Omni Channel Perfetti Van Melle, Guillermo Rivera, VP of Marketing at Merama and Salvador Padron, Director, Sabritas, Ruffles and Mixes Marketing Pepsico, discussed advertising attribution for online marketplaces sales. Below is the gist of what they shared.

Moises Leiferman, Sr. Manager Omni Channel Perfetti Van Melle.

“By gathering more data we are able to understand tail effects of what we do with e.g. Walmart and Amazon and the rest of our portfolio. We use etailers’ information and analyze a mix of click and view data. The approach we use depends on the campaign objectives. What is very important is that we establish apple to apple comparisons in order to measure retailer A the same way we measure retailer B and C,” said Moises Leiferman, Sr. Manager Omni Channel Perfetti Van Melle.

What is very important is that we establish apple to apple comparisons.


Advertising Attribution: Multitouch Attribution Better than Last-Click

Guillermo Rivera, VP of Marketing Merama.

“My experience with advertising attribution models is that it is better to use multipoint attribution models and not last point or last-click attribution. That said, we like to use 7 days for more consumer impulse driven products and a 14 day lag for hardware, electronics, kitchen appliances etc. We also organize our attribution models by paid media vs. non-paid media and analyze a lot affiliates programs which can provide rich data. We  mix this with the interactions that the customer has with with paid media, including sponsored products,” said Guillermo Rivera, VP of Marketing Merama.

We also organize our attribution models by paid media vs. non-paid media and analyze a lot affiliates programs which can provide rich data.
Salvador Padron Director, Sabritas, Ruffles and Mixes Marketing Pepsico.

At Pepsico we look at the ROI depending on the type of campaign. Sometimes we look for straight sales and ROI based on run rate and when we actually advertise with specific e-commerce retailers. And then we do our best to isolate variables and understand what is really driving the performance. But it also depends on the initiative’s objectives; sometimes we want to drive sampling through an ecommerce retailer and we want to reach as many people as we can. In this case,  ROI is more of a mid-term objective. We usually assess every marketing initiative through our marketing mix modeling algorithm and sometimes we are not there yet, as getting all the data to obtain a very clear ROI is very complicated,” said Salvador Padron, Director, Sabritas, Ruffles and Mixes Marketing Pepsico.

We do our best to isolate variables and understand what is really driving the performance.

Check out How Pepsi, Perfetti Van Melle, and Merama Use Content Marketing for E-Commerce


Diageo, the world’s largest producer of spirits and beers,  spent US $2.5 billion in marketing in 2021, according to Statista. “At Diageo brands lead with culture,” Jennifer Yu,

Before Yu entered her current position at Diageo in August 2021, she worked as Senior Global Events Lead, High Touch Experiences at Apple, Inc. Contrasting the approach to marketing at both companies, Yu asserts that “at Diageo brands lead with culture. At Apple they lead with product.” After her experience at Apple, Yu wanted to go back into cultural marketing, where she had occupied positions prior in her career, as she is very interested in the  “human aspects that drive the connectivity of all the diverse cultures in the United States.”
Cultural Marketing
Diageo’s House of Slay activation brought together fashion, food, design and other cultural partnerships.

Yu’s role at Diageo is new  and, in her words, aims at  “driving a unified platform where all Diageo brands can show up in one cohesive space.” An example of such a platform is the recent partnership between Diageo brands  Johnnie Walker, Tequila Don Julio, Tanqueray, & Smirnoff Pink Lemonade with House of Slay (Phillip Lim, Prabal Gurung, Laura Kim, Ezra J. William, and Tina Leung), an AAPI founded and fashion-forward collective with the mission of stopping Anti-Asian hate and discrimination.

We work on driving a unified  platform where all Diageo brands can show up in one cohesive space.

As the a team of 12 marketers across the portfolio of brands driving experience, influencer and social media. We have a consultative role with brand managers and work hand in hand with them on a strategy for all brands  through one cohesive platform,” Yu says.

How Does Culture Impact Marketing?

Yu notes that each brand at Diageo has a brand purpose. Yu and her team are unifying brand purpose together in order to highlight different cultures. In the case of the AAPI Heritage Month 2022, House of Slay initiative. Diageo wanted to create a platform for underrepresented voices in the AAPI community to show its rich heritage while combating Anti-Asian hate .”We wanted to show rich heritage and culture across the Asian diaspora. We liked the activity component of House of Slay,” she notes. “The Asian diaspora is composed of 40 different communities. we did not want to be monolithic and celebrate all of them. That is why we brought together fashion, food, designers and other unique partnerships that drive the agenda,” says Yu. The House of Slay/Diageo Day Night MRKT was promoted through social media buys as well as earned media PR efforts.

Cultural Marketing Challenges

Diageo's House of Slay Activation
Diageo’s House of Slay Activation

A key challenge in cultural marketing Yu notes is “that each of the micro communities are represented in their authenticity and still can be celebrated through one unique platform.” In order to accomplish this, inclusive messages need to be crafted that touch all of Diageo’s brand portfolio, she asserts.

A key challenge in cultural marketing is that each of the micro communities are represented in their authenticity and unique cultures , and still can be celebrated through one platform.
Asked about which of Diageo beverages index high with particular multicultural groups, Yu notes that Johnnie Walker is huge with the Asian community, while Buchanan and Don Julio have a large Hispanic following.
Note: Portada inteviewed Yu on May 20 during the Diageo and House of Slay Day Night Mrkt event in New York City’s Lower East Side’s The Market Line venue.

Wells Fargo Marketing is important. The financial institution is the t


Wells Fargo Marketing
Rebeca Vargas, Head of Marketing for Diverse Segments, Wells Fargo

Rebeca Vargas has been Asked whether her position at Wells Fargo is new or not, Vargas asserts that  “positions are defined by the person who has the position”. “It’s a new position because I approach diverse segment marketing in a unique way for Wells Fargo,” Vargas adds.

This is a new position because I approach diverse segment marketing in a unique way for Wells Fargo.

Vargas comments that looking back at the organizational structure, Wells Fargo has fluctuated in the past between a centralized and decentralized marketing structure. She explains that today there is a brand marketing team, which is in charge of branding the Wells Fargo brand as well as of the brand guidelines. In addition, there are  marketing teams along each line of business who do product marketing  e.g. consumer, home lending, credit cards etc.

Vargas leads a third ‘type’ of marketing unit as there is no one with a similar position to hers across Wells Fargo. The unit Vargas leads is embedded in the Consumer and Small Business Banking Unit, which is led by Mary Mack, Senior Executive Vice President and Chief Executive Officer of Consumer and Small Business Banking.

Wells Fargo Marketing Budgets

ImagenMarketing decision making is always more decisive and accountable if the decision maker is supported by a marketing budget (e.g.  Alfredo Rodriguez at Dish Latino.) This is also the case for Rebeca Vargas at Wells Fargo. Vargas and her growing team of 15 executives has 100% decision making power over marketing budgets targeting diverse segments (

responsibilities include the activation of Wells Fargo’s sponsorship of the Mexican National Soccer Team and cultural engagement campaigns at important holidays like Hispanic Heritage month.

In addition, Vargas has a more consultative role in advising Wells Fargo’s product brand marketing teams to develop acquisition campaigns reaching diverse consumers. “We provide advice  to make sure that those stories not only show people of color but resonate with diverse consumers. As an example of this collaboration with marketers in charge of different product units, Vargas cites direct mail campaigns where she makes sure that cultural insights are taken into account.

I have a dual role. I provide advice for total market and develop and execute our own segment marketing.

Wells Fargo Multicultural Marketing: Upcoming Initiatives

Vargas tells Portada about several advertising and marketing initiatives which will be launched in the next few months. “For the Hispanic segment, we are launching next month four new debit card designs in partnership with the Mexican Soccer Federation and the Mexican National Soccer Team. We have an affinity card with the team and as part of the logo change we developed four new debit cards.” The new debit cards will be promoted through TV, radio and social media campaigns in the third quarter. Additionally, at the end of the third quarter, Wells Fargo will be launching a sweepstakes campaign offering consumers the opportunity to fly to the Soccer World Cup in Qatar and watch the matches of both the Mexican and U.S. Teams. The sweepstakes initiatives, Vargas notes, will be supported mostly by Hispanic media properties.  For the African American market, Wells Fargo in April launched  the Wells Fargo HBCU Legends Collection, a new slate of 12 debit cards spotlighting the rich and vibrant legacy of historically Black colleges and universities, or HBCUs. More initiatives in partnership with HBCU are in store.

Multicultural Marketing is not DEI

DEI initiatives in Corporate America are clearly on the rise. In the case of Wells Fargo, there is a very focused and important effort in DEI (Diversity Equity & Inclusion). “For us DEI means making sure that we attract diverse talent, that we see opportunities for growth for diverse talent. That we work with companies that are owned by diverse entrepreneurs. It also means that we make sure that we support diverse communities in the U.S. and particularly in the places we do business,” Vargas claims. Examples include Wells Fargo’s partnership with Operation Hope,  a national non-profit dedicated to financial empowerment for underserved communities as well as Wells Fargo’s support of Unidos.US,  the largest Hispanic civil rights and advocacy organization.

I personally believe that recently in the U.S. with the growing importance of DEI, there has been a confusion between multicultural marketing and DEI efforts.

Vargas emphasizes that marketing to the diverse consumer is different to DEI: “I personally believe, that recently in the U.S., with the growing importance of DEI, there has been a confusion between multicultural marketing and DEI efforts.” She explains that there is a “whole team that does DEI and then there is my marketing team.” “We certainly collaborate but our team has different objectives which are separate from DEI. My team is responsible for acquiring diverse customers and for deepening relationships and serving them in the best possible way – e.g. that branches have the right bankers, in-language communications etc-. DEI has more overarching objectives in order to do the best thing for  suppliers, community and customers,” Vargas mantains.

An area where DEI overlaps with marketing and media is Wells Fargo’s commitment to minority owned media, the marketing executive asserts.  “We are committed and make sure that we support all suppliers of diverse origin. We are looking forward to collaborate with them. We support NNPA, Black Press Assosciation, and do many media buys with many Hispanic publishers,” Vargas concludes.





While Centers of Multicultural Marketing Excellence certainly fulfill their function as specialized units for best practices and research, they are also sometimes mocked by insiders as consulting units that do not have decision-making power. This is not the case of Dish’s Latino Center of Excellence, Alfredo Rodriguez, Vice President, Latino Center of Excellence at DISH Network tells Portada. “DishLATINO is a brand and a product. A P&L focused mindset drives all acquisition, retention, programming & product initiatives.”, he asserts.

Led by Alfredo Rodriguez, the Latino Center of Excellence has 25 employees, including executives Nicole Preston, General Manager, Latino Center of Excellence; Juan Machado, General Manager Marketing in charge of acquisition, Jean Louis Bedout, General Manager, in charge of retention and upsell, as well as Reynaldo Pagani, who is in charge of the Puerto Rican market.

Dish Latino  Center of Excellence: How it came about

Dish LatinoIn 2020 Dish acquired Boost Mobile and Sprint’s prepaid customers from Sprint as Sprint merged with T-Mobile. As a result, DISH became a nationwide U.S. wireless carrier. Dish’s leadership could not help but notice that in addition to Dish Latino and Sling’s Hispanic subscribers, Dish now had a substantial Hispanic customer base in the form of prepaid wireless client. Approximately a third of Boost Mobile customers are Hispanics.  That is when the executives at the helm of Dish decided to create the Latino Center of Excellence.  The main part of the new unit’s team was to be composed by Dish Latino executives, as the direct to broadcast satellite provider already had a an established brand marketing team.

Historically Dish’s Latino Center of Excellence is the outgrowth of the brand marketing unit of Dish Latino, which also serves as a Center of Excellence for Sling and Boost Mobile.

“Because of the very nature of the product which is solely for Hispanics, Dish Latino has a very contained customer base and its own P&L. This affords as the luxury of running it as a business unit,” Alfredo Rodriguez, Vice President, Latino Center of Excellence at DISH Network, tells Portada. “We have our own marketing budgets for branding acquisition and retention. Additionally, we manage the entire budget , from media to production. We design the strategy. We are very keen on insuring that we have a return on marketing investment as we have full accountability for the subscriber base we manage,” Rodriguez adds.

We are very keen on insuring that we have a return on marketing investment as we have full accountability for the subscriber base we manage.

As of December 31, 2021,Dish Networks had 10.707 million pay-TV subscribers in the United States, including 8.221 million DISH TV subscribers and 2.486 million SLING TV subscribers. Rodriguez claims that an important part of the Dish TV subscriber base is Hispanic and that they are the leaders in the Spanish-tier direct-to-broadcast satellige category, (DBS), where they compete with providers including ComCast, Spectrum and DirecTV.

Rodriguez, who leads identifying which consumers are in fact Hispanics. “We analyze the retail footprint and how it corresponds to the density and location of Hispanics.” Marketing budgets for Boost Mobile and Sling are managed by these business units. Rodriguez notes that the wireless segment has a lot of unmet needs and that his team is working on strategy refinements for Boost.

Cross-selling Opportunities

Many of the insights that Rodriguez’s team obtains at Dish Latino can be be used to understand the customer base, particularly the Hispanic customer base of Sling and Boost Mobile. “We see a lot of opportunities to cross-sell and upsell to other brands, including combining data to provide existing and future customers interesting offers. We work very closely with Dish, Boost and Sling to leverage data, segmentation and insights,” Rodriguez maintains. He adds that more than about just using the data it is “about obtaining a real connection with our clients.”

How Dish Latino Determines its Hispanic Target 

The direct-to-broadcast satellite Dish LATINO service, the suite of stand-alone programming packages containing both Spanish & English language channels, targets two segments of the Hispanic population.  The unassimilated segment (18% of the Hispanic population) and the bicultural-Spanish-dominant (30% of the Hispanic population). The unassimilated segment  is foreign born and Spanish-dependent for all aspects of their lives as well as culturally attached to their country of origin.  The bi-cultural Hispanic segment tends to be foreign born and has lived in the U.S for 10+ years. They are comfortable with English and are exploring a new culture through the lens of their cultural heritage.
These two segments are the ideal customer for DishLATINO,  How does Dish-Latino’s marketing team determines which Hispanics belong to the the above segments and not the bilingual and fully acculturated segments? Rodriguez notes the assimilation algorithm takes the following factors into account: Language spoken at home, Language of media consumption, Cultural affinity, Proportion of first 18 years lived in US and preferred language. According to this acculturation algorithm, roughly 30%-40% of the 60 million Hispanics living in the U.S. are either unassimilated or bicultural, Rodriguez says.
Research by Rodriguez and his team has determined that these two segments have many unmet needs. One of them is the need for speaking and perfecting English. The programming  channel “Inglés para Todos” answers to this need as learning English affords more opportunities to Hispanics.  Rodriguez also sees opportunities to cross over to Boost Mobile and Sling with a similar offering.
“We are looking to carve out opportunities on the wireless side and trying to leverage and take advantage of some of the things consumers are telling us are very appealing like for instance Inglés para Todos”, Rodriguez concludes.



Diversity increases innovation: The NCRC Community Development Fund has just been named to Fast Company’s Annual List of the World’s Most Innovative Companies for 2022, placing ninth in the “Small and Mighty” category. Portada talked to Marissa Calderon, Executive Director, NCRC Community Development Fund, Inc. and Chief of Community Finance & Mobility, National Community Reinvestment Coalition, to understand the key elements that foster innovation in her organization. 

The NCRC Community Development Fund (NCRC CDF) is a U.S. Treasury certified Community Development Financial Institution (CDFI) that works to increase access to homeownership and support small businesses for underserved populations. Marissa Calderon and her team manage an approximately US$ 60 million lending portfolio with the the objective of providing affordable credit for homeownership and small business loans to underserved populations. A sizable segment of the Hispanic population is underserved. Ironically, while Latinos are the most prolific entrepreneurial cohort in America, generating over 80% of net new business, they often don’t have access to capital.

Diversity Increases Innovation

The NCRC CDF’s success is reflective of the diversity of its team members. According to Calderon, “the cultural competency of the team at the Community Development Fund is reflective of our borrowers. Both our team and our borrowers have gone through similar experiences.  If we are not reflective of our borrowers, we don’t succeed. In fact, we tell our borrowers: We see you because we are you.”

If we are not reflective of our borrowers, we dont succeed. We tell our borrowers: We see you because we are you.

The pandemic impact has been acutely felt by Black-, Latino- and Woman-owned businesses, and NCRC’s CDF rose to the challenge, flexing its muscle to support and deploy US $17 million in grants, PPP loans, low-interest rate capital, and small business investments at a time when these entrepreneurs needed it most.

Marissa Calderon
Marissa Calderon, Executive Director, NCRC Community Development Fund, Inc. and Chief of Community Finance & Mobility, National Community Reinvestment Coalition,

Calderon mentions that strong connections with organizations in housing development and business funding help the NCRC CDF achieve its mission. These organizations include the  Stanford Latino Entrepreneurship Initiative and the  Latino Business Action Network.
Calderon mentions that NCRC CDF

borrowers are the greatest source of referrals from a business perspective as 60% of referrals come from borrowers. On the funding side, the lending portfolio is funded through a variety of different sources including commercial banks, federal government and philanthropic sources. According to Calderon, to “tell the story” of how the NCRC CDF expands access to affordable homeownership and helps Black-, Brown-, and woman-owned businesses thrive is crucial in order to get new funding commitments: “87% of our loans went to black and Latino entrepreneurs. 48% of loans went to women. Major banks ask us how we are able to do that.”

87% of our loans went to black and Latino entrepreneurs. 48% of loans went to women. Major banks ask us how we are able to do that.

Diversity is not only a moral objective and a business imperative; Diversity also increases innovation. Diversity within organizations is increasingly seen as a competitive success factor. A growing body of evidence indicates that heterogeneous firms perform better than their homogenous counterparts. Research by Deloitte shows that organizations with inclusive cultures are six times more innovative and agile, eight times as likely to achieve better business results, and twice as likely to meet or exceed financial targets than organizations with less diversity in the workplace.

Leveraging Technology with a Human Component

Calderon emphasizes that she and her team members are very intentional on how they spend their time. “Part of what helps us accomplish our purpose is to be tech enabled. We intentionally leverage technology with a human component.” As examples of how they leverage technology she cites the automation process to collect data through online loan applications with the human component being represented by a loan officer. “That is how we were able to deploy during PPP”, she says.

Calderon and her team Identify points of friction with borrowers in the process of serving them. For instance, a borrower may not own a home computer, so the NCRC CDF needs to make sure that the processes are mobile first and there is no requirement to print any documents.

It is important to Calderon to foster a culture of creativity and innovation in her team. “They are all youthful and digital natives. Also, just because we have done something for a long time does not mean it is the only thing to do,” she concludes.


Debuting at DRV PNK Stadium, HEINEKEN USA and Inter Miami FC will make stadium recycling more efficient and rewarding for fans using reverse vending machines.

HEINEKEN USA and Inter Miami CF in collaboration with Cycle, a recycling technology and data company founded by University of Miami alumni, launched a new recycling program at DRV PNK Stadium. Leveraging innovative technology to improve recycling efforts at stadium sporting events, Inter Miami fans can now find Heineken® branded Reverse Vending Machines (RVMs) throughout the stadium where they can recycle their empty beverage containers and win rewards in return.

The machines are designed to engage fans and incentivize recycling efforts in a moment where many people may not have enough opportunities to recycle their products during an event. The process for the fans is simple: insert empty beverage containers at the machines, and scan a QR code to get a unique transaction ID. Once information is entered into the web app, users find out instantly if they are a winner and are given instructions for how to redeem their prize. The initiative will be promoted on the stadium’s videoboard and through PA announcements and Inter Miami fans will be able to win a variety of items including Heineken 0.0, fan merchandise and exclusive access to stadium promotions, and even Inter Miami CF jerseys throughout the season.

HEINEKEN USA and Inter Miami FC
Photo via HEINEKEN

The four RVM’s are in the following locations throughout the stadium: two machines next to the Heineken Bar on the North side, one machines near section 120/121 (East side) and one machine near section 104/105 (West side).

Heineken’s Brew a Better World Initiative

The launch of this initiative supports HEINEKEN’s Brew a Better World ambitions aimed at creating a positive impact on the environment, social sustainability, and the responsible consumption of alcohol. These commitments build upon the progress the company has made since its initial launch in 2009.

Have found that the best way to help consumers make sustainable choices is creating convenient opportunities that fit into real moments.
HEINEKEN USA and Inter Miami FC
Josephine Bertrams, SVP and Chief Corporate Affairs Officer of HEINEKEN USA

“Through our efforts over the past decade with Brew a Better World, we have found that the best way to help consumers make sustainable choices is creating convenient opportunities that fit into real moments,” said Josephine Bertrams, SVP and Chief Corporate Affairs Officer of HEINEKEN USA. “By meeting our consumers in more of these moments, this initiative seeks to eliminate the barriers fans may face at sporting events by encouraging and making it easier to make the responsible choice to recycle. As a passionate leader in supporting live events HEINEKEN USA is thrilled to be making sustainability more accessible and exciting for consumers with Cycle and Inter Miami.”

“Working with HEINEKEN USA and Cycle to make it easier for our fans to recycle at Inter Miami CF matches is a very important initiative for our club,” said Inter Miami VP of Marketing, Community and Fan Engagement, Chris Allan. “Through research and listening to our supporters, we learned sustainability is particularly important to our fan base and we want to do the best we can to ensure our fans have the resources to put the environment first when they are enjoying futbol matches at DRV PNK Stadium.”

HEINEKEN USA and Inter Miami FC
Photo via HEINEKEN
Through research and listening to our supporters, we learned sustainability is particularly important to our fan base.

“Sports stadiums are an important part of American culture and represent a unique opportunity to educate and incentivize people to participate in the circular economy. The Cycle team is honored to be collaborating with HEINEKEN USA and Inter Miami CF to launch this first-of-its-kind stadium recycling program,” said Anwar Khan, co-founder of Cycle.

“We want to make recycling collections more efficient while rewarding fans for their sustainable behavior, and our CTO, Harrison Mount, worked hard in conjunction with FanUp.io to make sure that process is simple, fast, and fun for the fans,” added Connor Pohl, co-founder of Cycle.

Globally, as an important part of the HEINEKEN’s EverGreen balanced growth strategy, HEINEKEN remains committed to a path to net zero emissions and is working toward achieving zero waste by 2025. HEINEKEN aims to reduce its carbon footprint through an effort to cut overall emissions 30% by 2030 and decarbonize its full value chain by 2040. For more information on Brew a Better World 2030, click here.


Plants Marketing: Costa Farms is moving its marketing up a gear (or two) in 2022.  Portada talked to Mari Carrasquillo, Senior Director Brand & Channel Marketing at Costa Farms, to understand how the largest ornamental plant grower in the world is working on new marketing initiatives. 

In April Costa Farms, founded in 1961, is launching a marketing campaign, the largest so far for the company. “The main objective of the campaign is to generate awareness, for that reason we will be investing in digital leveraging social media, influencers, and videos,” Mari Carrasquillo, Senior Director Brand & Channel Marketing, Costa Farms tells Portada.  Costa Farms is a third-generation, family-owned business that stretches over 4,000 acres globally and employs nearly 5,000 people. In 2017 Markel Ventures acquired a majority stake in Costa Farms.

Plant Marketing
Mari Carrasquillo, Senior Director Brand & Channel Marketing, Costa Farms

According to Carrasquillo, the plant category for a long time has been very commoditized. However, currently trends are leading consumers to think more about plants as decoration accessories for indoor & outdoor. Costa Farm’s target group is the “audience who is interested in learning about plants, who are looking for opportunities to connect with nature, and those consumers who enjoy buying new plants and collecting different varieties.”

Plant Marketing: Partnerships with Retailers

Costa Farms activates partnerships with different retailers, including Home Depot, Lowes and Amazon, for digital retail media buys. “Starting two years ago due to COVID, we have been able to shift the support towards digital. Currently, we are investing in sponsored products at retail sites, brand pages and search,” says Carrasquillo. For Costa Farms 2022 is a pivotal year because we will start investing for the first time in a consumer campaign. In the past, even the investment we did with retailers was very low. We can provide a better response in the next two years when we can report back the outcome on the current omnichannel plans,” Carrasquillo adds.

2022 is a pivotal year, because we will start investing for the first time in a consumer campaign. … We will be able to provide a better response in the next two years when we report back on the outcome on the current omnichannel plans.

Portada Miami, March 31.
Costa Farms is one of the most trusted brands in the U.S. horticultural market. It has earned the trust of consumers with a clear purpose of helping indoor and outdoor plant lovers pursue their passion.
The goal of this discussion is to learn key lessons on how to use brand purpose as the driver of trust and business value. Participants in this session during Portada Miami will include Mari Carrasquillo, Senior Director Brand & Channel Marketing, Costa Farms and Seraj, Bharwani, Chief Strategy Officer, AcuityAds.

Plants Marketing: E-Commerce and D2C Expansion

Until recently plants Marketing used to be mostly a traditional marketing mix endeavor, but digital marketing, e-commerce and D2C initiatives are gaining ground. “Ecommerce is still a small percentage of our total sales, around 5%. Nevertheless, in the last 4 years, we have seen strong growth and sales spikes during and after pandemic,” Carrasquillo notes.

Costa Farms also has a D2C strategy through its own e-commerce site: https://shop.costafarms.com/. D2C sales have higher margins, and the company is attempting to grow at rates of 300% and more in the coming year.  ‘The store is new, we launched it in May 2021. This year the plan is to invest in search and in top of the funnel activities to lead consumers to the site. We didn’t direct funds last year, so we are extremely excited to allocate money to generate consideration and more conversions,” Carrasquillo concludes.

We have seen substantial sales spikes during the pandemic. 









Nation’s largest, fastest and most reliable 5G network expands investment in Los Angeles with $100+ million-dollar infrastructure build bringing customers even more coverage, capacity and speed.

Football’s biggest event just passed, and it was game on for the T-Mobile 5G network in Los Angeles and across the country. For the past 18 months T-Mobile (NASDAQ: TMUS) engineers have been hard at work across LA adding more permanent 5G coverage and capacity to ensure fans have a great experience at this year’s big game and beyond. With a more than $100 million-dollar investment in 5G infrastructure across the city, more than 95% of people in Greater Los Angeles are now covered with T-Mobile’s super-fast Ultra Capacity 5G network. With hundreds of upgraded and newly installed 5G macro sites and small cells, 5G upgrades at LAX, a new state-of-the-art 5G system at SoFi Stadium, as well as enhancements at numerous other venues, T-Mobile customers got blazing fast 5G speed while travelling around the area, tailgating and sharing their favorite game moments.

This is a powerhouse 5G network with incredible capacity using the most advanced technologies in wireless.
5G in Los Angeles
Neville Ray President of Technology at T-Mobile.

“The investment we’ve made in LA over the past 18 months is massive!” said Neville Ray, President of Technology at T-Mobile. “This is a powerhouse 5G network with incredible capacity using the most advanced technologies in wireless. And best of all, it’s just going to get even better as we keep building out the #1 fastest 5G network in LA and nationwide.”

At SoFi Stadium, T-Mobile deployed a brand new state-of-the-art 5G system with upgraded 100 Gigabit backhaul and the deployment of Ultra Capacity 5G service using mid-band and millimeter wave spectrum. The equipment installed gives SoFi the capability equal to nearly 100 traditional macro cell sites! And the speeds are FAST. During the NFC Championship game on January 30, T-Mobile customers could experience peak download speeds of 1.5 Gbps.

Across the city, indoor systems have been upgraded at more than a dozen venues, including Los Angeles Convention Center, Crypto.com Arena and LA’s most popular and largest hotels. At LAX, one of the busiest airports in the country, T-Mobile now provides 5G service at Tom Bradley International Terminal and Mid-Field Satellite Concourse, welcoming millions of domestic and international visitors annually to Los Angeles.

In addition, hundreds of macro sites have been upgraded and nearly 200 small cells across the city have been installed or upgraded with Ultra Capacity 5G increasing the density and capacity of the network and providing peak speeds up to 1 Gbps.

Los Angeles’ Leading 5G Network

T-Mobile ranks #1 in Los Angeles for the fastest and most reliable 5G network. Nationwide, T-Mobile leads too, with the largest, fastest and most reliable 5G network in the country. T-Mobile’s Extended Range 5G network covers 310 million people nationwide, with 210 million people covered by T-Mobile’s super-fast Ultra Capacity 5G, including more than 95% of people in Greater Los Angeles.

Thanks to an ingenious football marketing strategy the NFL was able to become one of the leading leagues across the globe. What role do Hispanics play in the NFL’s marketing strategy? Marissa Solis, SVP Global Brand & Consumer Marketing, NFL, shared some concepts about the NFL’s marketing plan going forward.

Marissa Solis, SVP Global Brand & Consumer Marketing, at the NFL stated that the NFL is “very serious about the Latino fan base”. As an example, she mentioned the recent “Por La Cultura” initiative for LatinX Heritage Month. Asked whether the NFL will be taking a segmented or overall (total market) approach in marketing towards the Hispanic population, Solis maintained that it will be a “multicultural approach” in which the context of each NFL marketing campaign and communications piece will play an important role. For instance, sometimes social media communications will be in Spanish and sometimes in English.

NFL Marketing Strategy
Marissa Solis, SVP Global Brand & Consumer Marketing, NFL (Photo: Business Wire)

Before joining the NFL Solis occupied leading positions at several PepsiCo companies for 16 years and led PepsiCo’s Hispanic Business Unit as General Manager from 2017 to 2019 (a position now held by Esperanza Teasdale). Solis noted that a segmented approach with an independent Hispanic P&L and a dedicated advertising and marketing budget made sense for PepsiCo because it needed to reignite growth in the Hispanic market, while this is not necessarily the case for the NFL. “Marketing will be multicultural. The U.S. is a multicultural country,” Solis asserts. “The NFL is a reflection of America as Latinos are growing in cultural influence and not only in numbers,” she added.

American culture is Latino culture. I even use Spanish-language for English-speakers. Marketing in the U.S. needs to be seen through a multicultural lense.

Solis was one of the speakers at the panel “The Latino Mosaic, Myth and Misconceptions about America’s Fastest Growing Sector”, organized by Chemistry Cultura last Wednesday in New York City. The other panelists were Domenika Lynch, Executive Director Latinos & Society, Aspen Institute and Adrian Carrasquillo, National Reporter, Newsweek. The session was moderated by Mike Valdes Fauli, Chief Operating Officer, Chemistry.

NFL Marketing Strategy

Solis preferred to use the term ‘multicultural marketing’ rather than ‘total market approach’ to refer to what she sees as the correct way to market in a multicultural America. “American culture is Latino culture. I even use Spanish-language for English-speakers. Marketing in the U.S. needs to be seen through a multicultural lense,” she added.  Solis considers herself a ‘three-hundred-percenter’: 100% Mexican, 100%, American and 100% Texan. In this sense, The Aspen Insitute’s Domenika Lynch noted that as a community Hispanics are evolving: “There is a level of Americanness I can own, but still not negate my culture,” Lynch asserted. To Newsweek’s Adrian Carrasquillo, it is important that journalists are able to tell real stories about Latinos in an authentic way. He added that Latinos need to feel represented as a part of the overall audience. Chemistry’s Valdes-Fauli highlighted that the Hispanic market is the second largest economy in the Spanish-speaking world after Mexico.

There is a level of Americanness I can own, but still not negate my culture.

Avid Latino NFL Fans

According to NFL’s Solis, “the NFL’s Latino fans are the most avid. Latinos are a huge part of the NFL.” As an example of the commitment of the NFL towards the Hispanic market and the importance of Latino culture in the U.S., Solis mentioned the Jennifer Lopez’s and Shakira performance during the 2020 Super Bowl half-time show in Miami.
According to Solis, AT&T, PepsiCo and Ford are among the brands that do a great job when it comes to target Hispanics. These brands get some of the key nuances of marketing to Latinos, she said. “The NFL has a little bit of work to do to be on that list,” she concluded.

CHECK OUT: How NHL Team Arizona Coyotes markets to the Hispanic population


Sedano’s Supermarket, the largest Hispanic-owned supermarket chain in the U.S., recently introduced Nuestra Sazón magazine, the first step in its retail media network launch. The custom publication comes in digital and print versions and is aimed at celebrating Latin cuisine and culture. Portada interviewed Javier Herrán, Chief Marketing Officer, Sedano’s. to learn more about Nuestra Sazón and other projects related to Sedano’s retail marketing strategy.

With headquarters in Miami-Dade County, Sedano’s employs approximately 3,000 associates and operates 34 stores across Florida in Miami-Dade, Broward, Orange, and Osceola counties.

In the digital age custom print publications have perhaps lost some of their allure. Yet Sedano’s recently introduced this bilingual magazine with a circulation of 52,500 mailed directly to homes across Sedano’s primary market in Florida. Nuestra Sazón, launched with the help of Havas House — the global custom media, content and publishing division of Republica Havas — is published three times a year (March, July, November) and has an average readership of 105,000 readers.  “We know and understand that print is still a very important medium with our consumers, and it felt like an appropriate avenue to explore to continue Sedano’s brand growth,” says Javier Herrán, Chief Marketing Officer, Sedano’s. “It has brought new brand partnerships to the table while vitalizing existing partnerships and customer experiences. It also provides the opportunity to speak to customers while they’re at home, as they’re creating their shopping lists and build relationships with them outside of the stores,” he adds.

Using Retail Media as an Extension of Sedano’s Existing Marketing Strategy 

Retail Media
Javier Herrán, Chief Marketing Officer, Sedano’s

“Nuestra Sazón acts as an extension of Sedano’s existing marketing strategy, promoting the brand ethos in a new light that’s more humanized and approachable.” CMO Herran notes. He adds that “the magazine celebrates the richness of the Hispanic cuisine and culture through engaging content, local stories, and comida criolla recipes customers can cook at home using ingredients from featured brands.”


We know and understand that print is still a very important medium with our consumers, and it felt like an appropriate avenue to explore to continue Sedano’s brand growth.

Sedano’s further promotes the magazine and its content via social media campaigns and monthly e-newsletters to its more than 32,000 subscribers. Sedano’s Retail Media Network , of which Nuestra Sazón magazine is the first step, will provide supporting brand partners with the opportunity to creatively showcase their products throughout the supermarket chain’s vast reach in Florida.

E-Commerce Offering

Sedano’s comsumer touchpoints are multichannel which is reflected in the above-described multichannel marketing strategy. Herran states that Sedano’s offers its customers a number of ways to shop. “We feel that we need to reach our customers where they want to be and where they want to shop conveniently. Our customers have the ability to shop our stores in person or online through various platforms, including our website, www.sedanos.com, Cornershop by Uber, Shipt, DoorDash, Uber Grocery and on Uber Eats. Our goal is to reach every consumer with our unique product offerings regardless of the platform they choose to use,” Herran concludes.


This year, the holiday shopping season is set to rebound from the uncertainties and anxieties of 2020 — and in a big way. Retail spending in physical stores is on track to grow more than six percent year-over-year, while ecommerce will triple that figure, at nearly 18% year-over-year growth.

By Yahoo’s Chief Business Officer Iván Markman.

The fact that holiday shopping will be more online than ever this year shouldn’t be too surprising. The Covid pandemic reshaped consumers’ digital habits — driving people online not only to buy, but to enjoy digital versions of the shopping experiences they expect from physical stores. And these habits are here to stay. Rather than being a stopgap solution, they’re making shopping and buying more seamless and enjoyable.

With that in mind, marketers need to make the most of the opportunities that have been cracked open by this evolution in how we all shop and buy. But if any retail marketers assume that means it’s safe to revisit strategies from 2019, they’ll be in for some surprises.

Here are 6 strategies to meet holiday consumers in this surging digital era and drive impact for your brand:

1. Engage consumers with new experiences

The brands that will win the holiday are cutting through the noise and the monotony. As more buying occurs online, consumers want new experiences that excite and inspire. Extended reality-enabled advertising — think AR and VR — can deliver that, giving shoppers 360-degree views of products, and allowing them to try before they buy virtually, from the convenience of their home or phone. Interactive CTV ads are also a growing opportunity as the technology has improved dramatically over the last several years to unlock greater customization and data-targeting.

New native advertising formats — from larger, fullscreen units to dynamic video — can incentivize shoppers to buy by offering discounts in imaginative, attention-grabbing ways.

They also offer real omnichannel engagement, inviting consumers to engage with TV ads using mobile devices to accelerate their path to purchase. And new native advertising formats — from larger, fullscreen units to dynamic video — can incentivize shoppers to buy by offering discounts in imaginative, attention-grabbing ways, for products they have already browsed and relevant products they have yet to discover. Pre-pandemic, marketers increased native spend by 24.6% and, given our new normal, contextualized shopping experiences will be even more critical.

2. Capture attention on screens at home and in stores 

While more holiday shopping will be online than ever before this year, the experience will continue to be hybrid for most consumers, with a combination of in-store and digital buying. For this reason, an omnichannel approach is essential for retail marketers to get in front of consumers wherever they may be. Enter Digital-Out-of-Home (DOOH), which has advanced considerably in recent years to become a key part of any retail marketer’s advertising media mix. DOOH gives brands the ability to target shoppers on-the-go — digital billboards while waiting for the train, for example — and in-store, with companies bringing ad opportunities to POP signage and store aisles.

These channels are essential for reaching and engaging consumers with holiday promotions.

These channels are essential for reaching and engaging consumers with holiday promotions in the moment, while connecting their digital and offline experiences in a unique way that stands out. More of this inventory is available programmatically, as well, which enables deeper targeting and stronger impact. Retailers and brands need to take advantage of that shift.

3. Boost ROI through personalization

Speaking of personalization, don’t listen to the naysayers — consumers want ads to be targeted. In fact, 80% say they’re more likely to purchase if the brand in question provides personalized ad messaging. Right now, with so much attention in the industry on third-party cookie deprecation, it may seem as though the future of personalization is in question. But addressability will persist and thrive. Ultimately, brands need to take control of their first-party data, make use of high-quality second-party data from trusted partners and, with the help of tech partners, lean into cookieless IDs such as hashed emails or logins.

Consumers understand the trade-off of ads for free content so they want personalized ads.

By activating these strategies, retailers and brands can still take advantage of powerful, personalized formats like Dynamic Product Ads and Dynamic Creative for their campaigns that combine tailoring and compelling media. At the end of the day, consumers understand the trade-off of ads for free content so they want personalized ads. The experience just has to be done the right way, maintaining privacy while delivering value.

4. Entice shoppers with great deals

Brand loyalty has not been in so much flux in years.

This is an evergreen point, but it’s especially important in this moment where economic uncertainty remains, and savings are extremely important in incentivizing shoppers. Deals and discounts are especially important to Gen Z, whose buying power has grown considerably. Online shopping truly speeds up the process of deal discovery, facilitating browsing from multiple brands and retailers in multiple browser tabs or devices. Brand loyalty has not been in so much flux in years. Engaging digital formats are essential in this environment. Consider cross-device/cross-channel advertising, including native and dynamic creative.

5. Be a hub for the in-store shopping season

Consider that the physical store is often just the point of product pick-up (think BOPIS).

As in-store shopping continues, savvy brands and retailers can turn a consumer’s smartphone into a true IRL shopping companion. Mobile ads can become dynamic coupons, for example, with mobile-optimized branded content that can be saved in a mobile wallet. Brands can also create experiences where consumers research store reopenings and receive an offer for mapping the route to the location. Consider that the physical store is often just the point of product pick-up (think BOPIS). Brand retailers need to move away from thinking of the “in-store experience” and consider how omnichannel advertising speaks to the digital/in-store hybrid shopping methods consumers actually implement.

6. Leverage in-flight analysis tools

This holiday shopping season isn’t going to be like last year’s — or any other.

Despite holiday sales likely to increase in 2021, the pandemic and a variety of economic factors are creating global supply chain constraints. These challenges have been well-documented, convincing consumers to begin their shopping earlier than in previous years.

Fears of inflation and higher prices are also contributing, with 40% saying they “expect to shop and spend earlier than they did in 2020.” While marketers can’t directly control these issues, they can mitigate them by more accurately logging campaign performance and conversions to support planning. Traditionally, lower funnel metrics like sales are measured weeks after a campaign. With new in-flight sales analysis tools, however, advertisers can understand performance during a live campaign and leverage that data for managing and optimizing inventory.

This holiday shopping season isn’t going to be like last year’s — or any other. Consumers are adjusting to a new reality, and brands must do the same. Make your holiday marketing strategy unique, engaging, omnichannel, and personal and you will win customers during this competitive period.


Hispanic sports marketing: Portada talked to Arizona Coyotes CEO Xavier Gutierrez, the first Latino president and CEO in NHL history. Gutierrez dives deep into the nuances of attracting Hispanic sports fans. 

“I’ll be the first one to admit, never did I ever imagine that I would be in sports, be in hockey,” Gutierrez says. Born in Guadalajara, Mexico, Gutierrez was a passionate Chivas de Guadalajara soccer fan. His family emigrated to San Jose, CA, where  Xavier remained a Chivas fan but grew to love other sports although ice hockey still was not a part of his life.  It was while being a student at Harvard that, together with other students, Xavier became acquainted with ice hockey.  To make a long story short, after a 20+ year career as a business executive, investor and dealmaker, on June 8, 2020, Gutierrez was named President and CEO  of the Arizona Coyotes Hockey Club.

As president and CEO of the Arizona Coyotes, Gutierrez oversees all business operations, strategic planning, organizational decision-making, and government relations for the club. A major objective for Gutierrez is to make hockey and the Coyotes more popular among Hispanics and to increase Hispanic sports fan engagement.  “It is an intentional cohort we go after, If you go after a young market, you have to go after Latinos”, Gutierrez tells Portada. According to the Hispanic Chamber of Commerce in Phoenix, AZ, Hispanics make up 30% of Arizona’s population and 40% of metro Phoenix. Phoenix is the fifth-largest city in the U.S. As in other parts of the U.S, Hispanics are driving the sports marketing landscape.

Hispanic Sports Marketing: Intentional Consistent and Authentic

Hispanic Sports Marketing
President & CEO Arizona Coyotes Hockey Team

To achieve the aforementioned Hispanic sports marketing objective, Gutierrez states that it is key to answer the question of how best to bring diverse voices to decision-making. He is proud to say that 40% of the Coyotes leadership team are female and so is the front office. Another mantra is to “go to new places to find people so that they don’t come from hockey and sports.” Gutierrez’s team has many executives with professional backgrounds in consumer marketing, banking, and politics.
“To successfully engage the Hispanic population the outreach needs to be Intentional, consistent, and authentic. You can’t look at it as a transactional relationship. You need to embrace them,” Gutierrez asserts. “We do this through our content, in both Spanish, and English and also through music, games and images”, he adds.  80% of the Hispanic audience is English-dominant or bilingual, only 20% is Spanish-dominant. That is why the Coyotes have both Spanish-language (“Los Yotes“)  and English-language dedicated social media handles. “People think that Spanish-language will attract Hispanics. That does not work. You have to be In-language and in-culture,” Gutierrez maintains.

People think that the Spanish language will attract Hispanics. That does not work. You have to be in-language and in-culture.

Leading the charge of the Coyotes is a new campaign ad, created with ad agency MullenLowe LA, which seeks to embrace the entire region and highlight the Coyotes’ emphasis on reaching out to communities that have not traditionally been home to hockey fans. In July, the team named MullenLowe, based in Los Angeles, as the agency leading the rebrand in an effort to “transform the Coyotes into more than a hockey team, highlighting the team’s multicultural approach and their commitment to leading and impacting their community,” according to a statement announcing that the agency had re-imagined the Coyotes’ brand.


According to Gutierrez, the Coyotes also will be using influencers and ambassadors: “We just started to use influencers. We are creating a brand that is affiliated with people who are making an impact and that are not traditionally involved in hockey.”

We are creating a brand that is affiliated with people who are making an impact and that are not traditionally involved in hockey.

Differences Between Soccer and Ice Hockey Marketing

Asked about the key differences between marketing hockey and soccer to Hispanics, Mexican-born soccer fan Gutierrez notes that “soccer is a sport the U.S. Latino market has a deep connection and history with. So there is no need for an introduction. Hockey has not been part of the athletic journey, so marketing starts by having to explain the sport. But once they are exposed to hockey, they are excited about the fast action and the need to pay close attention.”

Another milestone to increase the Hispanic fan base is the NHL’s plan to organize a game in Mexico. “We are working with the league to have a game in Mexico soon,” Gutierrez says. It also became known that the Coyotes submitted a proposal to build an arena district in Tempe that must be vetted by the city of Arizona and then voted on in a public meeting. The proposal for the US $1.7 billion development near Priest Drive and Rio Salado Parkway calls for private funding along with a portion of funding coming from city tax revenues to pay for $200 million on top of that.

“In order to expand our rabid fan base, we need to attract Latinos and non-Latinos. We have to expose the sport to communities that have not necessarily been a part of it. We need to super-serve our fan and our fan in waiting, both Latinos and non-Latinos,” Gutierrez concludes.



Dairy Marketing: Colombian dairy, food, and beverage company Alpina has entered into a partnership with Clover Sonoma, a dairy company located in Sonoma County, CA.  With approximately US $240 million in annual sales,  Clover Sonoma is a leading dairy processor in Northern California. Clover Sonoma is particularly strong in the organic milk market, which is a growing market as opposed to the stagnating non-organic milk market.

Colombian news website Valora Analitik states that Alpina has confirmed that it has purchased a 70% stake in Clover Sonoma. As it relates to Dairy Marketing, while Alpina and Clover Sonoma will be looking for synergies, Clover Sonoma will continue to market its products as a stand-alone brand.

Dairy MarketingClover Sonoma, a dairy company located in Sonoma County, CA, has approximately US $240 million in annual sales and is a leading dairy processor in Northern California. The company employs 260 workers and sources from 30 dairies mostly in Northern California. It is particularly strong in the organic milk market, which is a growing market as opposed to the stagnating non-organic milk market.
Carlos Leal, Marketing Director at Alpina tells Portada that he is very excited about Clover Sonoma’s expansion into the Southern Californian market, where it has already struck distribution deals with retailers including Whole Foods and Trader Joe.

Clover Sonoma’s dairy marketing has traditionally had strong out-of-home advertising and public relations components. Its billboard advertising is famed for punny billboards featuring Clover Sonoma’s Clo the cow mascot. Going forward, Leal sees growth opportunities in the increased use of digital marketing and social media marketing.

The partnership will facilitate growth in the U.S. market, particularly in Southern California.

Founded in 1945 in Bogotá, Colombia by two Swiss immigrants Max Bazinger and Walter Gogge, Alpina operates in Colombia, Venezuela, Ecuador, and the United States.  In the United States, the Colombian company has a unit that imports products from Colombia for U.S. distribution.

Following the introduction of marketing restrictions, including advertising bans, for alcohol, vitamin supplements and tobacco products and repeated calls to extend the legislation to more sectors, Brand Finance analyzed the potential impact of such policies on the food and drink industries’ brands.


Microsoft just updated its Audience Network policies. The company will no longer allow brands or companies to run ads related to health supplements and vitamins, gambling, lawsuits, and end-of-life products and services. Google prohibits adult content, alcohol, copyrights, gambling and games, healthcare and medicines, political content, financial services, and trademarks.

The latest Brand Finance Marketing Restrictions 2021 report – building on the analysis conducted in 2017 and 2019 – estimates potential loss to businesses at over US$500 billion and seeks to understand popular attitudes to brands and marketing restrictions thanks to insights from an original global consumer survey.

Over US$500 billion at risk

In the latest report, Brand Finance analyzed the potential damage across alcohol, confectionery, savoury snacks, and sugary drinks brands which can result from the imposition of marketing restrictions across the globe. The analysis models the impact on enterprise value from potential reduction in the added value that brands contribute to the business – known as brand contribution.

The report looks at nine of the world’s biggest food and drink brand-owning companies: AB InBev, The Coca-Cola Company, Diageo, Heineken, Mondelēz International, Nestlé, PepsiCo, Pernod Ricard, and Treasury Wine Estates, as well as the industry as a whole.

Both the general public and CMOs understand that brand benefits can only be delivered if brands can market themselves, from product quality control to the added value for society.

The nine major brand-owning companies could lose a total of US$267 billion in enterprise value should marketing restrictions be implemented. On average, the companies in question could each lose nearly a quarter of their enterprise value and over 50% of brand contribution.

Looking beyond simply the nine companies analyzed, and extrapolating this to the entire endangered industries globally, alcohol, confectionary, savoury snacks, and sugary drinks brands could lose a whopping US$521 billion.

David Haigh, Chairman and CEO of Brand Finance, commented:

Brands are integral to how the world operates. In times of crisis, brands – especially those most valuable and strongest in their categories and markets – become a safe haven for capital. Well-managed, innovative, and reputable brands are what the global economy turns to in the hour of need. Severe marketing restrictions are catastrophic, not only for brands but for all stakeholders, from consumers and society to investors and governments.

Implied loss across food and drink industries if marketing restrictions imposed globally

Food and Drink Industries

Losses to soft drink giants

Given the importance of brand in the soft drink industry, imposing plain packaging or further limitations on advertising would cause severe damage. PepsiCo would lose the most in absolute terms among all companies studied, with a potential loss of nearly US$62 billion. PepsiCo’s flagship brand Pepsi is estimated to suffer the most within its portfolio, with US$23 billion at stake. However, The Coca-Cola Company’s flagship brand, Coca-Cola, would stand to lose US$43 billion – considerably more than bitter rival Pepsi and any other brand in the analysis. It constitutes the majority of the US$57 billion potential loss estimated for the company.

Top alcohol companies face 100% exposure

Alcoholic drinks giants, AB InBev, Heineken, Diageo, Pernod Ricard, and Treasury Wine Estates could face 100% revenue exposure should marketing restrictions be imposed on their sector on a global scale, due to their portfolios consisting entirely of products that would be affected by the legislation.

In relative terms, Treasury Wine Estates’ enterprise value would suffer the most compared to all companies analyzed, with the potential to lose a significant 38.9%. At the same time, in absolute terms, AB InBev would lose the most among alcohol corporations studied, with nearly US$40 billion of value at stake.

Global survey on attitudes to food and drink’ industries brands and marketing restrictions

Given the risks to brands from marketing restrictions, over 6,000 people were surveyed across 12 countries globally – including over 500 from the US – with respondents asked their opinions on brands and marketing restrictions.

Additionally, 13 CMOs, who are currently or who were recently overseeing brand marketing in leading organizations in the sectors covered in the research, were interviewed about the contribution that brands make to economic and social wellbeing, as well as their concerns about marketing restrictions.

American attitudes to brands

Globally, and across the US, the general public recognizes the positive impact of brands, both on their everyday lives, as well as on wider societies and economies. Over 85% of American respondents agree that brands encourage product quality, improve choice, and point out the role of brands in limiting illicit trade. At least three quarters of American respondents also recognize the positive impact of brands on the economy, job market, and the media industry.

Jane Reeve, Chief Communication Officer, Ferrari, commented:

Strong brands support stronger economies which support employment.

Which of these impacts do you think brands provide or encourage?

Broader choice of products
Product quality and safety
I can buy genuine products in reputable stores
Making a contribution to the economy
Supporting media through advertising funding
Good jobs in roles such as marketing, sales, advertising
Encouraging better solutions for the environment
Better treatment of suppliers
Better treatment of employees

High expectations that brands should be a force for good

Consumers expect brands to be a positive force in society. They do not want brands that are silent on the causes that matter to them and there is a general expectation that brands should be doing their part to support society. As such, 72% of American respondents expect brands to provide superior product safety and production standards and 69% expect brands to lead on equal treatment regardless of gender, race, and disabilities.

Doug Place, CMO, Nando’s – Africa, Middle East, South Asia, commented:

Whether it’s environmental concerns, labor practices, renewable energy…we should leave the world in a better place as a result of our brand, not worse.

What do you expect from brands?

Superior product safety and production standards
More ethical sourcing and supply chain
Better employment practices than small businesses
Leadership on equal treatment regardless of gender, race, disabilities, etc.
Supporting charitable causes
Leadership on waste reduction

Little appetite for sweeping marketing restrictions

Both the general public and CMOs understand that brand benefits can only be delivered if brands can market themselves, from product quality control to the added value for society.

The survey shows that consumers do not generally seek curbs on the most frequent marketing channels, regardless of product category. Across the global sample, fewer than 10% of consumers felt that there should be a ban on TV advertising, billboards, in-store demonstrations, or distinctive packaging – with little variation across product categories.

Consumers are brand literate but will not forego their own interests under the influence of marketing and advertising. Consumers are aware that brands are there to help them make informed decisions.

Marketing restrictions in the food and drink industries aggravate the illicit trade problem

Marketers and consumers are wary of over-regulation, as marketing restrictions – in particular plain packaging – can facilitate fraud and present a danger to consumers.

Shiyan Jayaweera, Head of Marketing, Lion Brewery, commented:

Low-quality and illegal products are made up to look like a regulated beverage, which is confusing and endangers consumers. It is not easy to tell the difference between established brands and illicit products.

Consumers emphatically acknowledge (80-90% agreement across markets analyzed) the role that brands play in supporting legal sales channels, as well as helping to navigate between real and fake goods – and this brand literacy helps explain why most accept that brands should be allowed to promote themselves in a responsible fashion.

View the full Brand Finance Marketing Restrictions 2021 report here

Coca-Cola unveiled its 2021 holiday campaign under the new “Real Magic” global brand platform. This year, Coke is making quite the splash, with Coca-Cola’s iconic Santa appearing for the first time IRL via a partnership with Cameo, a festive “Caravan” fleet traveling across North America to spread cheer (and samples) and a heartwarming global TVC spot.

In line with the Coca-Cola Marketing Strategy announced by the beverage company earlier this year, 
the brand is executing a new campaign celebrating the real magic of community and togetherness that is synonymous with the Holiday season. Launched in September, the Real Magic global brand philosophy and platform for Coca-Cola invites everyone to celebrate the real magic of humanity by refreshing its trademark promise – to unite and uplift people all over the world in the every day – with renewed relevance for today’s world.

Rooted in New TVC

Real Magic at Christmas”, which is rooted in a simple message of festive joy and inclusion, features a short film supported by a series of digital activations. The uplifting film shows a boy whose imagination and holiday spirit summon a community’s goodwill and create a shared moment of magic over a festive meal and a Coke. Created by dentsuMB UK and directed by Sam Brown of Rogue Films, the 2 ½-minute film and a series of shorter versions will be available in more than 90 countries, including the United States and Canada where it will premiere on Nov. 15 on TV, online and in cinemas.

The spot (video below) is an uplifting tale about a boy whose imagination gathers a community’s goodwill at Christmas, creating a shared moment of magic around a festive meal and a Coke. 

Coca-Cola Marketing Strategy: Modernized and Personalized via Cameo Partnership

In North America, “Real Magic at Christmas” will include a unique partnership with online fan connection platform Cameo. For the first time in Coke history, Coca-Cola’s iconic Santa is making his IRL debut on the Cameo platform with virtual appearances and personalized videos available to consumers across North America. Fans can spread real magic to family and friends by:

  • Requesting a personalized Cameo video from Santa Coke.com/holiday-hub through Nov. 16. Videos are offered in English, Spanish or French.
  • Joining a live virtual event on 12/1 (to kick off 25 days of Christmas), where Santa will introduce the Real Magic short film and celebrity guests will pop in for the ultimate holiday surprise gathering. 

Localized with a cross-country Caravan

Speaking of “Santa in IRL”, the Coca-Cola Holiday Caravan, which has been spreading real magic across the country since 1997, returns in 2021 with multiple stops throughout the U.S. and Canada this holiday season. A large branded red truck decked out in thousands of sparkling lights and holiday décor provides the ultimate backdrop for free pictures with Santa, and will deliver donations to local charities and organizations. The festive experience provides the ultimate backdrop for pictures with Santa, where families can receive a free printed photo to take home and enjoy the new Coca-Cola Zero Sugar. The caravan will stop at local hospitals and Good Will locations to make donations, starting on November 17th. For more information and a calendar of stops, visit https://us.coca-cola.com/holiday-hub.

Complemented with Holiday Packaging

Coca-Cola Original Taste glass bottle carriers will feature images of Santa this year!


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CPG Marketing: What do consumer packaged goods companies (CPGs) need to get up and running in direct-to-consumer marketing when they’ve only operated in brick and mortar selling at traditional retailers? Two brand marketers in the Portada network provide useful recommendations.

The shift to e-commerce will drive more than 70% of sales growth across the food and beverage categories through 2022, according to eMarketer. Marketers in these categories face the challenge of selling directly to the consumer (DTC) beyond traditional brick-and-mortar channels. Portada asked two experienced and DTC savvy marketers for advice on how they can best meet this challenge.

CPG Marketing:  Think Consumer First…

Moises Leiferman
Moises Leiferman, Sr. Manager Omni Channel at Perfetti Van Melle

CPG Marketing needs a shift in thinking to “consumer first”,  Moises Leiferman, Sr. Manager Omni Channel at Perfetti Van Melle,  tells Portada.  He recommends CPG marketers to “keep in mind the full path to purchase, with its iterations, and not as a funnel.” Additionally, he says that it is important to balance performance tracking with mid to long-term metrics like ROI. value growth and brand health.”

… and Align Resources with Expectations. 

Leiferman also emphasizes that it is important to set up “digital platforms and resources in line with sales channels and expectations: For example, having a brand website might not be a must-have, if the CPG company is selling through third party websites. Another important point is to periodically review packaging and SKUs development so that it is in line with consumer online purchase; “Make sure the supply chain is adjusting towards a different setup,” Leiferman concludes.

Set up digital platforms and resources in line with sales channels and expectations.

Culture and Talent Ignite DTC…

Emily Jordan, VP of Marketing at Willow Innovations

To Emily Jordan, VP of Marketing at Willow Innovations successful CPG Marketing in the age of e-commerce involves culture and talent:Bring in experts in the space who can ignite a DTC way of thinking. Fuel curiosity:  Create a culture of test and learn which is key in DTC and E-commerce marketing,” Jordan asserts.

Fuel curiosity. Create a culture of test and learn which is key in DTC and E-commerce marketing,”

CPG Marketing: Data Driven and at Scale

According to consulting firm McKinsey, Data-driven marketing at scale can deliver consumer-packaged-goods (CPG) companies 3 to 5 percent growth in net sales and improve marketing efficiency by 10 to 20 percent. “To do it, CPG companies need an AI engine, a 360-degree view of consumers, and a fit-for-purpose marketing technology stack to deliver the right message to the right consumer, at the right moment—all the time,” McKinsey claims. Artificial Intelligence and a very comprehensive view of the consumer requires marketers at CPG companies to get very data-driven and analytical for quick decision-making.Get analytical: DTC and E-Commerce unlock way more analysis about your consumer than traditional and brick and mortar retailers,” says Willow Innovations’ Jordan.
She also advises CPG marketers to get familiar with the lingo; AOV, CPA, Cost per new visitor, returning visitors, basket size, etc.  particularly as it relates to the basics of performance marketing: Facebook, SEO, content marketing, lifecycle/email.

Get analytical: DTC and E-Commerce unlock way more analysis about your consumer than traditional and brick and mortar retailers.



Brand Intimacy is the emotional science behind the bonds consumers form with the brands they use and love. Positive emotional connection with Tech & Telecom brands holds strong in year 2 of the pandemic. Apple tops list of brands overall and in the tech and telco industry, it is followed by Google and Samsung, according to MLBM’s new Brand Intimacy COVID study.

Major corporations work hard to cultivate and develop their brand identity. Ultimately they want to build intimate bonds with the consumer. Brand Intimacy is the emotional science behind the bonds consumers form with the brands they use and love. The tech & telecom industry ranks 4th out of the 10 industries featured in MBLM’s 2021 Brand Intimacy COVID Study, a study of brands based on emotional connections during the pandemic. MBLM (pronounced Emblem) uses emotional science to build and manage more intimate brands. Apple ranks as the #1 most intimate brand overall in the study and as the #1 tech & telecom brand, followed by Google and Samsung, respectively.

Tech & Telecom
Top 10 Tech & Telecom Brands in MBLM’s Brand Intimacy COVID Study

MBLM’s study reveals that the remaining brands in the top 10 for the tech & telecom industry are Verizon, AT&T, Microsoft, Dell, LG, HP and Sony. Performance has improved, and the industry average is up seven percent since before the pandemic. Top intimate brands have also continued to outperform leading brands in the Fortune 500 and S&P indices in profit, and stock price growth over the last year, generating an additional US $16 billion in profit.

“Tech & telecom brands continue to be critical in keeping us connected to our work and loved ones in the second year of the pandemic,” stated Mario Natarelli, managing partner, MBLM. “They have shifted their focus on weathering the pandemic to establishing new policies and procedures and protecting against misleading information. The brands that continue to recognize this continued period of uncertainty and address their role in helping us weather this crisis will likely be the ones with the greatest gains in building stronger emotional bonds.”


  The average telco brand intimacy quotient is much higher than the cross-industry average.

Brand Intimacy in the Tech/Telco Industry: Additional Findings

  • The industry has an average Brand Intimacy Quotient of 45.7, well above the cross-industry average of 38.3
  • Tech & telecom performs better with men than women, and with consumers over 35 years versus those under 35
  • Across gender, age and income there is considerable alignment around top intimate brands, including Apple and Google
  • Enhancement remains the dominant industry archetype
  • Compared to MBLM’s previous COVID study, more than 32 percent of consumers have an increased positive emotional connection with tech & telecom brands
  • Samsung is the top brand for men, replacing Google, while Apple remains the top brand for women and users under 45
      Compared to MBLM’s previous COVID study, more than 32 percent of consumers have an increased positive emotional connection with tech & telecom.

MBLM also analyzed the telco industry in an article entitled, “Facilitating Communication & Interaction during the Pandemic.” The piece looks at how tech & telecom brands are navigating new challenges in response to COVID and their communications during this time.f

To view the technology & telecommunications industry findings, please click here. Additionally, to download the main Brand Intimacy COVID Study report or explore the Rankings, click here.


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