Tag

digital marketing

Browsing

We talked to Yocelin Delgadillo, Media Manager Victoria and Premium Brands at AB InBev during her participation at AdWeek Latam. We discussed new digital strategies for Mexican brands, particularly how marketing for Modelo and other beers has swiatched to digital. In addition, she told us all about partnerships with fairs and festivals, e-commerce, and the company’s plans for streaming entertainment platforms. 

 

E-Commerce and New Digital Strategies

What’s your on and offline media mix?

This year, we’re becoming a digital-first company for the first time ever. This doesn’t mean 100% of our budget goes to digital, but rather that we’re growing in the digital space. For some brands, a digital-first media mix means 60% of their budget goes to digital. This varies throughout our portfolio, but we have many new digital strategies.

For some brands, a digital-first media mix means 60% of their budget goes to digital.
Beer House Caption

Strategies for Stella and Michelob Ultra, brands in our premium portfolio, are very digital and e-commerce-focused. Actually, Stella has a very strong e-commerce perspective. It’s one of the best-selling brands in our e-commerce platform Beer House.

How did you launch and reinforce e-commerce?

The key to enter e-commerce was communication with retailers such as Rappi, Amazon and Mercado Libre. We have entire teams devoted to our relationship with them, designing promotions and creating brand awareness in those platforms. We know we must take awareness as a starting point in order to speed up the funnel. It’s even more efficient in Mercado Libre and Amazon, for instance, because the purchase takes place right there.

Every single piece of digital content of ours contains a call to action. Not all of them are necessarily related to sales, but we redirect users to websites that are mainly devoted to sales. We rarely send any traffic from a branding site to see more content. “If you’ve seen Vicky Chamoy and you’re already interested, you can buy it here.” You click on the CTA and it’ll take you to Beer House or Modelorama to get the product. That’s one of the pros of having our own e-commerce platform in house. We can estimate, optimize, and actually measure sales.

That’s one of the pros of having our own e-commerce platform in house. We can estimate, optimize, and actually measure sales.

Sponsorships of Fairs and Festivals

Tell us a bit about brand presence in festivals like Corona Capital and Flow Fest. 

I’m in charge of four brands: Michelob Ultra, Modelo, Stella Artois and Victoria. Therefore, I need to be very aware of the perspective and muse of each brand. Each brand has a very different target. However, we have them well defined, and that helps us understand what works and what doesn’t, as well as to design new digital strategies for them.

Each brand has a very different target. However, we have them well defined.

Yocelin Delgadillo, Director of Integrated Marketing Communications, AB InBev.

On the other hand, experience marketing has become a platform to showcase all the Modelo brands. Before, you wanted to buy beer at the Corona Capital festival and they only had Corona. Now, Corona is the headliner, but Stella has a VIP bar, or BudLight headlines EDM festivals in the North of the country, but Corona is always there. Now we have full portfolio presence instead of just activating one brand. We’ve been there since 2019. All these experiences have also become perfect sampling occasions (for new products). Fairs are very important sampling points for our new Chamoy line. Victoria is the main brand, but we want to launch the Chamoy variety and that’s where consumers can try it.

How do you manage to get your message across at festivals, which involve so many different sponsors and brands? 

We have an advantage: our experiences team is part of our media area. The name of that whole department is “Connections”, and it’s in charge of all connections with consumers ranging from advertising to events. Because we’re in the same area, we speak the same language and are aware of the same strategies. Actually, at the Experiences team, when we work with OCESA and other organizers of art festivals we try to close deals that are not simply about being another sponsor looking for naming. We want to get involved with the experience, we want to sponsor a stage that receives music that resonates with the brand. 

We want to get involved with the experience.

They know we’re more than just a company that wants its logo on the poster. We want to be a part of the experience. Our advantage is our long relationship with them, they know our message by now.

A Slice of the Streaming Cake

AB InBev e-commerce

What is the marketing team focusing on most intensely at the moment?

Everything related to data. We have a new data expert entering the team who’ll put together campaigns based on first-party data. I think personalization at scale is crucial, it’s one of the area’s KPIs, and a great percentage of our digital impressions are segmented according to affinity instead of just ethnographic information. Also, our business intelligence team sends us daily reports. Together with the agency, we’re constantly monitoring asset performance per audience. We prepare a specific briefing per audience for each campaign.

We have a new data expert entering the team who’ll put together campaigns based on first-party data.

Another new thing is that we have someone dedicated to entertainment, looking at how we take part of series and movies. It’s going beyond product placemant. The question is, are we truly participating in entertainment in an active way? We already have an important relationship with Netflix and Amazon Prime, where our products play an important role in the story.

What changed in the consumer to make you enter those platforms?

People decide what they want to watch. It’s no longer a matter of choosing between open broadcast and cable TV. Many people watch content on Youtube, Hulu, Netflix. If we want our message to reach them, we have to migrate to where they are. Streaming platforms don’t want us there, so it’s interesting how we create a relationship with content creators so that they make us a part of their stories.

If we want our message to reach them, we have to migrate to where they are.

Coronavirus Crisis

In the interview with Delgadillo, we didn’t specifically address the branding difficulties that have resulted from the Coronavirus pandemic. However, other media have discussed the confusion and consequences for the Corona brand.

Even though it could seem obvious that the virus isn’t in any way related to beer, AdWeek reports that between January 26 and February 1, Google Trends registered an important increase in searches such as “beer virus” and “corona beer virus”.

So far, the company behind the Corona brand hasn’t said anything about the subject. On the other hand, social media has created a series of memes to make fun of the confusion. AB InBev has not withdrawn from partnerships with important events such as Corona Capital, scheduled to take place in Guadalajara in May and later on in Mexico City.

Over 4.2 million peanut emojis have been used on Twitter since the emoji’s creation for the Spreading Good Campaign and the National Peanut Board (NPB) has set out to reach 6 million peanut emojis on Twitter by March 31 (National Peanut Month). Ryan Lepicier, Senior Vice President and Chief Marketing Officer, National Peanut Board, tells Portada how he is using emoji marketing.

 

The National Peanut Board (NPB) is giving substance to the peanut emoji by turning digital peanuts into real peanuts. The company will turn Peanut emojis into real peanut butter donations to food banks across the nation. The NPB is not only making a donation based upon all the U.S. peanut emojis used to-date on Twitter. In addition, they’re encouraging consumers to continue to use the peanut emoji on Twitter to fuel even more peanut butter donations to food banks.

 

Emoji Marketing as Amplification Tool

With emojis, we’ve been able to create a simple and straightforward campaign that is very user-friendly. Emojis are a universal language to communicate feelings and emotions. Thus, it makes it easy to engage with a broad range of audiences”, Ryan Lepicier, Senior Vice President and Chief Marketing Officer, National Peanut Board tells Portada.

“For example, the fan base behind popular South Korean K-Pop Band, BTS caught wind of our campaign and it quickly spread across their audience. We saw an increase of peanut emojis used within hours! In less than two weeks, we saw more than a million peanut emojis used on Twitter, surpassing our original goal. With people around the globe Spreading Good, NPB decided to increase the campaign goal. The objective is 6 million emojis on Twitter by March 31 and in return, NPB will donate 17,000 pounds of peanuts and peanut butter to food banks.

In less than two weeks, we saw more than a million peanut emojis used on Twitter.

 

Millennial Target

According to NPB data, about 94% of homes in the U.S. have at least one jar of peanut butter in their pantry. For the Spreading Good campaign, NPB targets millennials, who on average, spend nearly 18 hours a day on different types of media and 71% say they engage with social media daily. With this in mind, NPB honed into the digital space with an emphasis on Facebook, Instagram, Twitter, and LinkedIn.

The Spreading Good campaign is all about shareable content and a sense of unity.

 

Twitter, a Good Vehicle for Emoji Marketing

According to Lepicier, through Twitter the NPB was able to connect to its target audience: Millennials. Millennials have an average attention span of only 12 seconds, making it important to capture their attention quickly. To do so, the NPB thought of a tone for its Twitter page @PeanutsHere that was quick, fun, and a little nutty – just like the platform. “The Spreading Good campaign is all about shareable content and a sense of unity. For these reasons, we felt Twitter was our strongest platform to bring this fun campaign to life”, Lepicier concludes.

 

 

 

What: U.S. Digital Ad revenues surpass US$100 billion mark for the first time, hitting landmark US$107.5 billion in 2018, according to IAB Internet Advertising Revenue Report.
Why it matters: Record-breaking Digital Marketing spend represents 22% year-over-year growth.

U.S. digital advertising revenues in 2018 reached an all-time historic high of US$107.5 billion—exceeding the US$100 billion mark for the first time—according to the latest IAB Internet Advertising Revenue Report released by IAB and prepared by PwC US. This full-year 2018 total represents a 22 percent year-over-year increase from US$88.3 billion in 2017.

Mobile and video continue to lead digital marketing’s steady growth. Accounting for nearly two-thirds (65%) of 2018’s internet ad revenues, mobile reached US$69.9 billion, up 40 percent from the previous year at $50.1 billion. Advertising revenues from digital video saw the largest rise among all formats—an uptick of 37 percent—catapulting to US$16.3 billion in 2018 from US$11.9 billion in 2017.

As audiences have shifted away from traditional media, digital has been a dominant force in capturing their attention—first from desktop to mobile devices and more recently to connected TV, smart speakers, and digital out-of-home.

The report analyzes the drivers behind the dramatic growth, identifying that revenue stemming from eCommerce, including the emergence of the direct brand economy, has played a key role. With the rise of “social stories” as a tool to connect with today’s consumers, social media was also pinpointed as motivating factor in significant investment—with storytelling now catching fire across platforms and brands. In addition, technological advances, ranging from virtual reality to voice to 5G, were recognized as drivers and expected contributors to a continued robust advertising environment.

Other highlights from the report include:

  • Digital video on mobile devices continued its momentum, reaching US$10.2 billion in full-year 2018, a 65% rise from full-year 2017 at US$6.2 billion
  • Digital video ad revenues on mobile devices comprised 63% of all digital video ad revenues in 2018, up from 52% in the prior year.
  • Digital audio advertising grew 23% to reach US$2.3 billion, outpacing last year’s full-year revenue of US$1.8 billion
  • Social media revenue rose to US$29 billion in 2018, an increase of 31% from US$22.1 billion in the previous year

“Surpassing US$100 billion in annual revenue is a watershed moment for the digital advertising ecosystem—one built on its power to build direct relationships between brands and today’s consumers,” said Randall Rothenberg, CEO, IAB. “Innovative platforms like over-the-top television, podcasts, virtual reality, and augmented reality all have the potential to help marketers forge even stronger ties with audiences, as brands navigate the new ‘consumer first’ playing field.”

“Digital marketing has unequivocally secured the lead in media market share, just as it has taken the lead in consumer mindshare,” said Anna Bager, Executive Vice President of Industry Initiatives, IAB. “As audiences have shifted away from traditional media, digital has been a dominant force in capturing their attention—first from desktop to mobile devices and more recently to connected TV, smart speakers, and digital out-of-home.”

“Advertisers are placing a premium on mobile and video, and in turn the two are fueling the ongoing rise of digital marketing,” said Sue Hogan, Senior Vice President, Research and Measurement, IAB. “And the 5G promise of lightning fast speed and decreased latency presents opportunities for businesses and consumers alike: a smoother user experience, which could further consumer ease with use and frequency of ecommerce on small screens; and it would allow for greater innovation in ad formats. As companies prepare for 5G—and its rollout gains momentum—we can anticipate even more healthy digital growth.”

“Year after year, brands have been increasing their commitment to digital as a primary channel to reach consumers,” said David Silverman, Partner, PwC US. “The analysis in this report highlights important drivers and trends that could influence interactive’s trajectory in the years to come, as marketers look to new formats and technologies to help them connect with consumers.”

IAB sponsors the IAB Internet Advertising Revenue Report, which is conducted independently by the New Media Group of PwC. The results are considered a reasonable measurement of interactive advertising revenues because the data is compiled directly from information supplied by companies selling advertising on the internet. The survey includes data concerning online advertising revenues from web sites, commercial online services, free email providers, and all other companies selling online advertising.

What: According to comScore’s Digital Future 2017 report, Latin America’s desktop audience is now as large as that of the United States, at 196 million users. And while the use of desktop has decreased by 1.1% globally (and by 5.2% in North America) since last year, in Latin America, it grew by 0.5%.
Why It Matters: Simply creating desktop campaigns for the region is not enough: This large audience must be monetized through precise targeting that reflects the complexity of the region. Marketers must understand and appreciate that the content a Latin American user consumes — and the device he or she consumes it on — varies depending on geography, category, and other cultural variables.

According to comScore’s Digital Future 2017 report, Latin America has finally caught up to the United States in terms of desktop audiences. As of February of this year, the number of desktop users in Latin America had hit 196 million users.

Mexico is driving digital trends in the region: It is the country with the highest consumption of video in Latin America with users consuming about 280 minutes of video a month, followed by Chile with 270, and Argentina with 240. Consumption of mobile minutes in Mexico grew more than 400% between 2016 and 2017 alone.

But the region is as complex as it is large. Will marketers be able to adapt their strategies to the diverse and untraditional Internet consumption patterns observed among Latin American audiences?

Will Marketers Pay Attention to the Growth of Desktop in LatAm?

Nobody debates that mobile, which many major advertisers are prioritizing in order to reach the region’s many younger, mobile-only users, will play a vital role in shaping the future of the digital landscape.

But the data in comScore’s recent report sheds a light on an interesting phenomenon: Desktop is growing in Latin America, defying global trends and creating an interesting opportunity for marketers that pay attention. Desktop grew 0.5% in Latin America between June 2016 and 2017, while it went down 1.1% last year globally. In other countries, the move to mobile is even more pronounced: In the United States, desktop use has gone down a whopping 5.2% since last year.

As Latin American users incorporate digital products and devices into their daily routines, marketers that focus exclusively on mobile are missing a significant opportunity to speak to the particularities of the Latin American Internet user’s preferences, which appear to increasingly include desktop.

It’s not that mobile isn’t growing in the region. For example, 76% of Mexican digital users are now multi-platform or using mobile exclusively, and that number jumps to 93% among Millennial Mexican users.

But Rodrigo Cerón, Senior Manager of Corporate Marketing at comScore, warns that marketers may be focusing too heavily on mobile, commenting that “mobile is growing a lot in terms of advertising investments, even though desktop is still strong in terms of user preferences.”

“The most advisable thing is to mix the best of desktop with the effectiveness of mobile ads,” Cerón said. “The marvel that the Internet represents is exactly that.”

Latin America Still Home to “Different Levels of Maturity” When It Comes to Internet Use

It is careless to generalize when discussing a region as heterogynous as Latin America in terms of Internet consumption patterns and rates of adoption of new technology and platforms.

Cerón commented that in Latin America, “there are different levels of maturity” when it comes to Internet use. He pointed to the monetization of video as an example. “We observe, for example, that there are categories that are more monetized than other, depending on the country.”

The most advisable thing is to mix the best of Desktop with the effectiveness of mobile ads. The marvel that the Internet represents is exactly that.

Marketers must understand the idiosyncrasies of the region and appreciate how they generate different patterns when it comes to Internet consumption. In Mexico, for example, a higher percentage of total video minutes is dedicated to ads than in Argentine videos, but Argentine sports sites dedicate more video minutes to ads than Mexican sports sites do. Understanding these subtle nuances is key to reaching target audiences effectively in the region.

Marketers Must “Understand the Digital Biorhythm” of a Diverse Region

Based on comScore’s data, a few general conclusions can be reached about Latin American Internet use: Latin American audiences dedicate 20% of their desktop minutes to social media, compared to North America’s 11%, the EMEA region’s 17%, and the APAC region’s 6%. Latin Americans also showed slightly more interest in entertainment-related content than the other regions studied, dedicating around 350 minutes a month on the category.

 

But in other ways, the region shows striking diversity. For example, in video categories, Mexican Internet users stand out for dedicating 140 minutes/month to video content on social media, compared to 45.7 minutes in Colombia, 37.2 in Argentina, 35 in Brazil, and 32.4 in Chile. In another example, Argentina and Colombia demonstrate far more interest in news and current events than Brazil, Mexico, and Chile.

Deep diving into the preferences and behavior of specific countries in the region, the report reveals how varied Latin American consumption preferences are.

It is important to understand the digital biorhythm and know that there are some devices that enjoy higher preference depending on the time of day, and the category of content they are visiting.

Marketers seeking to reach audiences on desktop must think about when, and for what type of content, LATAM audiences prefer desktop: In Argentina, over 80% of news, trips, cars, and government-related content happens on desktop, while the same is true of education in Brazil, and real estate in Mexico.

Cerón added that “depending on where my brand is positioned, I can focus my advertising efforts in a very precise way.” He cautioned marketers that “it is important to understand the digital biorhythm and know that there are some devices that enjoy higher preference depending on the time of day, and the category of content they are visiting.”

The report provides no easy answers for marketers looking to capitalize on a growing and active digital audience. But there are boundless opportunities and significant rewards for marketers that can cater to the region’s evolving and particular digital landscape.

What: Digital ad sales and media buying company IMS Internet Media Services (IMS) will acquire a majority stake in Httpool, an international cross channel ad network.
Why it matters: The deal will create one of the largest digital marketing and ad sales companies in the industry, with a combined operation supporting more than six thousand agencies and brands worldwide.

IMS Internet Media Services (IMS), a subsidiary of Sony Pictures Television Networks and one of the largest digital ad sales and media buying companies in Latin America, announced it has reached an agreement to acquire a majority stake in Httpool, an international cross channel ad network, with a presence in Central and Eastern Europe and Asia.

Subject to regulatory approval, the deal will create one of the largest digital marketing and ad sales companies in the industry, with a combined operation supporting more than six thousand agencies and brands worldwide, and exclusively representing Twitter, LinkedIn, Spotify and more than five thousand global and local publishers across 30 countries in Latin America, Central and Eastern Europe, and the Asia Pacific regions.

“This acquisition will enable IMS to develop some of the highest-potential geographies across Europe and Asia, and create a truly global company. IMS and Httpool together can offer an end-to-end solution in digital marketing campaign delivery, helping partners with our deep knowledge of local markets, and empowering local publishers, advertisers and thousands of digital professionals and entrepreneurs,” said Gastón Taratuta, CEO and founder of IMS.

“Bringing together IMS and Httpool will create a one-stop solution for advertisers launching local or international campaigns, as well as networks and publishers looking to monetize content across many of the world’s fastest-growing emerging markets,” said Andy Kaplan, president, worldwide networks, Sony Pictures Television.

“IMS and Httpool share the same vision, so we couldn’t imagine a more appropriate partner. This deal represents a major milestone for Httpool and an important recognition for all our past achievements. Teaming with IMS will fuel our increasing growth, and enable us to expand our proprietary solutions on a global scale,” said Aljosa Jenko, CEO and founder of Httpool.

“Httpool and its team established an amazing international position, developed complementary ad technologies and share the same entrepreneurial values as IMS. By joining forces, the two groups can make a lasting impact on the broader digital ecosystem through continuous innovation, openness, creativity and partnerships,” added Taratuta.

Headquartered in Miami, IMS also has offices in Brazil, Mexico, Argentina, Colombia, Costa Rica, Chile, Guatemala, Panama, Peru, Ecuador and Uruguay.<

Httpool’s 18 offices include India, Hong Kong, Albania, Austria, Bosnia and Herzegovina, Bulgaria, Czech Republic, Croatia, Greece, Hungary, Kosovo, Macedonia, Poland, Romania, Serbia, Slovenia, Ukraine and Russia.

Global Mind is a digital marketing agency founded in 2000 in Buenos Aires, Argentina. The agency currently has offices Marcelo-Montefiore-285x188in Buenos Aires, Colombia, Santiago de Chile, Mexico City, and Miami, as well as co-responsibilities in Lima and Toronto.
“Global Mind was born when we started to notice that advertisers did not understand what to do on the Internet. It was the height of the Internet bubble, when the dot-coms began to spring up and gain an audience,” said Marcelo Montefiore, CEO and founder of Global Mind, in an interview with Portada.

Translated by Candice Carmel

“We are an independent agency which began to grow , financed with the profits of our own business. The company has external funding and does not need it,” said Montefiore.

The Global Mind founder recalls how the company found a niche for digital media in between agencies and advertisers. “There’s an advertising phrase that says ‘the money goes where the audience is,’ and advertisers began to pay attention to the phenomenon of digital media but did not quite know where to be or how to advertise themselves. And agencies and media buying companies faced with this new ecosystem did not understand the business either. And this is where we found a place to dive in and specialize ourselves.”

Pan-regional

Global Mind began planning and buying digital media for advertisers and agencies in Argentina, before gradually expanding in the region.

Portada: Did you set out to expand in the region?

Marcelo Montefiore: The truth is that it was an ideal on the planning horizon. If the conditions came about, we wanted to be regional but did not have the financial backing to give it a shot. Then we started to grow, but did it one step at a time. We started opening offices with the support of clients who needed them in certain places.

Portada: What percentage of your income comes from direct advertisers and agencies?

Marcelo Montefiore: More than 80% of Global Mind’s current revenue comes from direct client services. This came as a result of agencies that stopped outsourcing their services to us because they began developing their own digital media departments.

Portada: What is your view of today’s digital advertising market?
Marcelo Montefiore: It is an interesting time in the market because the struggle to make advertisers understand that they need to invest in digital is now over. Today, the struggle is to convince them to invest 20 pesos instead of 10. We no longer have to explain why they need to be in digital media or sell them on being on “the Internet.”

Portada: How do your biggest customers structure their digital investments?

Marcelo Montefiore: Our clients spend between 10% and 20% of their budget on digital media. Most of the investment is placed locally, because you get better segmentation and even better deals. We provide local services in each country, even for clients who already have regional coordination.

Portada: Why is that?

Marcelo Montefiore: Because the local marketing manager has a local perspective which is different from that of the neighboring country, as well as different from that of the regional marketing manager. The local manager knows his local reality.

When it comes to content, there is even more of a local flavor. This is essential for social networks.

Portada: What do you think is needed for developing advertising on digital media?
Marcelo Montefiore: What some advertisers need to do give the right priority to digital marketing. That means thinking of specific strategies for this medium, because there are still many who end up adapting off-line advertising to online advertising.

Portada: What do you think will be this year’s surprise?
Marcelo Montefiore: I think the surprise will be changes to the digital ecosystem. The way advertising is allocated will change, as will ways of measuring it. Everything will be quite dynamic and technological, which will absolutely align spending with ROI.

What? Ivonne Kinser is the new Digital Marketing & PR Director of Haggar Clothing Co.
Why it matters: Kinser has more than 15 years of experience in the marketing business.

Ivonne Kinser has joined Haggar Clothing Co. in the role of Digital Marketing & PR Director.

A native of Venezuela, Ivonne brings to Haggar more than fifteen years of experience in comprehensive brand, social and digital marketing working with Fortune 500 companies including American Airlines, Home Depot and Unilever as well as with technology and e-commerce startups in the retail, fashion and investment industries.

She has worked for several well-respected agencies including McCann Erickson, The Richards Group and most recently, Dallas-based Rocket Red, which focuses on non-traditional marketing communications.

In her role as Digital Marketing Director, Ivonne will be responsible for the strategic development of the company’s long term digital and mobile platforms, working with Haggar’s key accounts to develop digital growth strategies, customer loyalty & engagement as well as leading Haggar’s public relations initiatives.

Ivonne has recently written a Sounding Off article for Portada: “Crosscultural Corporate Responsibility”

Join us at PORTADA Mexico!

Guilherme ToussaintGuilherme Toussaint, Senior Account Executive at Adobe Omniture Business Systems for Latin America and the Caribbean, says that “digital marketing is a priority division for Adobe” and has been since 2009, when the company acquired digital marketing company Omniture for $1.8 billion.

Adobe began betting on digital marketing in Latin America in 2011, after creating a dedicated unit for it headed by Toussaint. Among the agencies Adobe works with in the region are WPP, Omnicom, Publicis and Interpublic. In Latin America, the company works with clients such as GM, Ford, Sony, and Lenovo.

In Brazil in particular, the company has content portal clients such as Globo and Terra Networks, and some major players in the technology and tourism markets, but is not allowed to divulge names.

“Today, Adobe’s digital marketing business is growing at an average rate of 40% a year and represents 30% of the company’s total income (about $1 billion)”

 

Adobe’s strategy in Latin America

Adobe’s digital marketing strategy in Latin America consists of two main points, according to Toussaint:

  • Market education
  • Local partners

For Toussaint, these two points are critical. Market education involves incorporating the dynamic timing of digital marketing and the need for constant change.

“We work with a network of local partners to jointly offer specific solutions” says Toussaint. “We believe that working with agencies is best for using our products, because they understand the need for change and the activity involved in digital marketing,” he adds.

 

marketing.digital.cloud

– Portada: What advice do you have for planning a digital marketing strategy in the region?

– Guillerme Toussaint: Where should I start? That’s one of the most frequently asked questions we get from Adobe customers. At Adobe, we start by looking at a long-term investment strategy in digital media. We analyze the specific strategy for each client, taking into account not only the technology part but also the client’s position within its specific market.
By focusing only on a short-term strategy, you risk betting on a technology that in the near future will most likely need to be integrated, or even replaced, with others.

– P:  What tools does Adobe offer in this area??

– GT: Adobe offers five solutions in what we call the Marketing Cloud:

Adobe Analytics: Analytical solutions/audience segmentation

Adobe Social: Social channel metrics and management
Adobe Media: Advertising management

Adobe Target: Indexes for content delivery

Adobe Experience Manager: Content management and publication in mobile, web and social media

– P: How do you develop advertising for Adobe products in the region?

– GT: We execute individual actions with our customers. We’ll also be doing advertising campaigns in the region, but for the moment we are focusing on carrying out these actions. We will also be doing PR-related marketing events.

Our marketing is more “one-to-one” than “one-to-all,” because each account is different. Our marketing is not mass marketing.

Predictive Marketing: In search of new metrics tools

adobe.marketing.cloud

Clients state that it is very difficult to invest in digital marketing because of the variety of channels available (media search, mobile, display, etc.), says Toussaint. “That is why we need to know how much is gained and how much is lost when moving budgets from one channel to another,” he notes.

We need tools to predict where our investment will grow or decrease when changing digital channels.

Adobe is currently developing tools for what is called “predictive marketing,” a new idea that allows the prediction of investment flows by using financial market-based algorithms. “The possibility of having conversion metrics is an opportunity for this market,” says Toussaint. “We need to know exactly what the client is investing in when it comes to digital campaigns.” This is why I believe that the CMO is the new CFO.

Today’s marketing executive has to know exactly which channels are working and which are not.

Guilherme Toussaint works at Adobe’s offices in Sao Paulo, Brazil, where he oversees the Digital Marketing unit and its business throughout Latin America. Adobe has had a market presence for 30 years, with offices in Brazil and Chile for its Southern Cone operations, as well as in Colombia, which handles the company’s business in the North Cone and Mexico.

Translation: Candice Carmel