Tag

David Cardona

Browsing

What: We caught up with industry pioneer Rochelle Newman-Carrasco of Walton Isaacson at the ANA Multicultural Conference and asked her a few questions about the growing momentum of The Alliance of Multicultural Marketing (AIMM).
Why It Matters: Carrasco shared insight from the founding members of AIMM in order to provide a range of perspectives on areas of importance to the industry.

In October 2016, the Association for National Advertisers took an important step in encouraging the industry’s progress when it established the Alliance for Inclusive and Multicultural Marketing to establish a “powerful, unified voice for the advancement of multicultural marketing.” A year later, the group is working cooperatively, transparently, and methodically to set the groundworks for a marketing industry that better reflects today’s diverse audiences.

Industry Must ‘Separate Excuses from Legitimate Concerns’

When the AIMM met in August 2017, it was stated that accessibility, accuracy, and affordability of multicultural-specific data were some of the most significant obstacles in developing effective strategies for advancing Multicultural. But what strategies are in place to tackle these challenges?   

Carlos Santiago, President of Santiago Solutions Group explained: “The Alliance is identifying issues that are standing in the way of progress and then bringing unified industry clout to the table in order to change supplier behavior insofar as diverse consumer groups are concerned.”

There is a tendency (perhaps due to lack of access effective data) to make excuses when it comes to Multicultural, and “the key is spending the necessary time to separate excuses from legitimate concerns – having zero tolerance for cop-outs like ‘it’s too hard’ or ‘it’s too expensive,’” Santiago added.

Santiago explained that the “siloed approach to problem solving” may not work as well as “having diversity of thought come up with innovative solutions,” which is why the Metrics and Measurement Committee, led by Gonzalo del Fa of Group M Multicultural (who is also a Portada Editorial Board member), has “laid out a really robust plan of action, and [the group is] moving into a very exciting stage of implementation that will include a Multicultural Data Roundtable.”

‘It’s No Longer Possible to Keep this Failure Hidden’

This is not the first time that marketers have sounded the alarm and expressed how urgent this Multicultural crisis is. So what’s different this time?

Rochelle Newman-Carrasco, EVP at Walton Isaacson, insisted that “it’s no longer possible to keep this failure hidden, especially from internal and external stakeholders for whom ‘multicultural’ is more than a department.”

Failing to reach and connect with Multicultural audiences has real implications for all serious brands in today’s world, and “for many consumers and employees, multicultural matters are life and death matters — matters of image and identity that can inspire or alienate generations to come,” Carrasco said.

‘Whole Communities of Consumers Are Missing or Minimized’

Perhaps one of the first steps in making real progress is holding brands accountable for their lack of effort. Carrasco explained that “poor performance is directly related to segment-specific neglect, whole communities of consumers are missing or minimized throughout the marketing cycle—missing from staffing, budgeting, and creative representation.”

Poor performance is directly related to segment-specific neglect, and whole communities of consumers are missing or minimized throughout the marketing cycle—missing from staffing, budgeting, and creative representation.

While some more visionary brands are stepping up to make their Multicultural efforts more than a symbolic gesture, “other brands are having their course corrected by consumers who will no longer accept failure at their expense,” Carrasco insisted. “Marketers must understand that culturally-specific marketing is not just a theoretical exercise or something to track in the P&L or on a spreadsheet.”

Brands ‘Discovering Ways to Balance the Benefits of Collaboration with Restrictive Guardrails’

While sharing Best Practices and lessons learned from experiments in Multicultural are key if the industry as a whole is to progress, “certainly there is a natural reticence to share proprietary details” said Lisette Arsuaga, Co-President and COO of Davila Multicultural Insights. But she emphasized that this is changing, and that “brands are discovering ways to balance the benefits of collaboration with restrictive guardrails.”

What do brands get out of sharing and collaborating? “Participation in an exchange that triggers discovery and progress in ways that hunkering down and walling off a brand do not,” Arsuaga said.

Within the framework of AIMM, we see brands seizing opportunities to enter into dialogue with one another and to offer up their processes while taking in the learnings of others.

“Within the framework of AIMM, we see brands seizing opportunities to enter into dialogue with one another and to offer up their processes while taking in the learnings of others.”

Arsuaga also added that making a unified effort to bring in new, diverse talent is key: “Multicultural cannot reach its full potential without filling a pipeline with new talent and joining together to do so.”

The ‘Total Market’ Problem

After the August meeting, Carrasco of Walton Isaacson asserted that the AIMM was exploring the effectiveness of the term ‘Total Market,’ saying that “while the Total Market Committee has not yet repealed and replaced the phrase ‘Total Market,’ there is data to support that its usage, and often random application, has hindered rather than helped marketers to powerfully connect with multicultural communities.” Since then, AIMM’s Total Market Committee, led by David Cardona of Clorox and Javier Delgado of Coca-Cola, has dedicated a significant amount of effort to reaching a definitive conclusion on how well ‘Total Market’ works for the industry, launching a campaign called #TotalMarketDoneRight.

Gilbert Davila, Chair, ANA Multicultural Marketing and Diversity Committee asserted that “AIMM’s aim is to shatter myths and address the many misinterpretations that have occurred since this concept was introduced several years ago.”

Davila explained that “Total Market was intended to level the playing field and bring multicultural marketers to the mainstream marketing table where they rightly belonged…Instead, the concept became a convenient excuse for eliminating resources and budgetary line items in the name of efficiencies.”

While Total Market was supposed to address the “absence of multicultural consumers in what is often referred to as ‘mainstream’ marketing, it was not intended to eliminate culturally targeted marketing nor was it meant to make cultural specialists irrelevant,” Davila clarified.

‘If You’re Not Reflecting Diverse Audiences You’re Rejecting Diverse Audiences’

Where will the AIMM go from here? While Davila reinforced that “AIMM is laser-focused on bringing back the integrity of marketing that is both universal and unique,” the renewed and refreshed commitment to this topic will require concrete actions that the group is ready to spearhead.

Marketers create messages that impact the mirror we hold up to America and the world – if you’re not reflecting diverse audiences you’re rejecting diverse audiences and that’s not solved with casting, it’s only solved with clarity and commitment.

Santiago of Santiago Solutions Group described the AIMM’s approach as “going down a path of disruption and innovation and avoiding the well-worn traditional approaches to quick but unremarkable fixes.”

The intent is there, but hopefully action will follow. “Marketers create messages that impact the mirror we hold up to America and the world – if you’re not reflecting diverse audiences you’re rejecting diverse audiences and that’s not solved with casting, it’s only solved with clarity and commitment,” Carrasco emphasized.

Clorox just announced a major new marketing platform targeting the U.S. Hispanic market called Clorox Fragancia.  According to David Cardona, Multicultural Marketing Director at Clorox (photo), this is the first time a line of cleaning products is designed for and marketed exclusively to U.S. Hispanics.  “This is only the beginning we are truly and deeply committed to the Hispanic consumer for many years”, he says and adds that “Right now the focus is clearly Hispanic. There is a strong level of Level of commitment from top management and this will translate in an increase in ad-spend.”.

Portada interviewed Cardona to understand why and how Clorox intends to reach out to the Hispanic consumer. We also asked him about  the research Cloros has done to derive its current marketing strategy.

1. The C-Level Outlook: Multicultural as a Top Priority

In 2011 Clorox turned 100 years old. The company was founded in 1911. Clorox Top Leadership identified 4 Megatrends for its Centennial Strategy, the company’s strategy for the next 100 years.
Cardona tells Portada that these four megatrends are: “Health & Wellness, Affordability, Sustainability, and Multicultural.” Within multicultural, “right now the focus is clearly Hispanic. There is a strong level of commitment from top management and this will translate in an increase in ad-spend.”.

2. Research Insights: Hispanic Consumer Behavior

Research company TNS conducted a study in February 2011 about Hispanic consumption habits. TNS interviewed 600 Hispanic consumers. In addition, Clorox took a look at its Latin American subsidiaries to research about commonalities between Latin American and U.S. Hispanic consumers.

One of the main insights was that Hispanic consumers have a three step  approach to house care and cleaning: “Hispanic consumers clean, disinfect and aromatize.” In contrast,   general market  consumers, mostly do one step that is a combination of the three steps.  According to Cardona, “Hispanic consumers are much more involved in cleaning than non Hispanics. A low acculturated Hispanics cleans on an index basis 140 vs. non Hispanics.”

3. Research Insight: Use of Media and Advertising

Respondents were also asked about the preferred advertising medium that best communicates a new product.  According to Cardona, the results showed that TV remains the main way to perceive a brand. Online is increasing, while print, mostly magazines, and radio also play a significant role.

These insights have been taken into consideration when designing the media plan with the help of Clorox Hispanic agency OMD Latino. The one year plan started yesterday July 16 with TV spots on Univision  and Telemundo. Initially the main focus is being put on TV, radio, digital and in-store activation (coupons placed on top of products, stickers) as well as direct mail.
On the B2B site Clorox is emphasizing through PR outreach that innovation is driving product design and marketing towards the Hispanic consumer. Cardona notes that there has been “a lot of Hispanic innovation in food, apparel, services but very little as it relates to cleaning products.”

4. The Platform

How items are rated on a value and uniqueness standpoint.
“Clorox Fragancia is a scented platform”, Cardona notes. It comprehends three product lines:

Floors –  (Multipurpose Cleaner)

Toilets & Bathrooms (Liquid Rim hanger)

Aircare: Aerosols (Air fresheners)

The marketing and advertising campaign is done around the platform, not so much around each individual product.

5. The Language (Spanish)

Clorox Fragancia is clearly a Spanish-language platform. All advertising is in Spanish. A Spanish-language Facebook page promoting Clorox Fragancia will soon be introduced. And Spanish-language online media will be bought for that purpose.

However, product labels are bilingual. “All our labels are bilingual. With English on top and below in Spanish. Asked on whether Clorox intends to specifically target bilingual and English-dominant Latinos with English-language advertising, Cardona notes that “There is definitely an opportunity to expand into English, just not right now.”

Clorox is a top 45 advertiser in the U.S. Hispanic market (US $32 million in 2011, according to Kantar).