Dunkin Brands


People change positions, get promoted or move to other companies. Portada is here to tell you about it.

(Looking for your next Career move? Check out Portada’s Career Board!)


David Kroll chief marketing officer of MillerCoors will leave the company on July 27. Kroll is leaving to “pursue other independent business interests,” CEO Gavin Hattersley said. Kroll first joined MillerCoors in mid-2012 as a vice president in charge of U.S. marketing and took over as CMO in July 2015.





Marissa Fernandez, member of the Portada’s Brand Star Committee, has been promoted to Vice President, Marketing Strategy & Fan Development by the National Football League (NFL). She previously held the role of Director, Marketing Strategy and Fan Development.






Clyde McKendrick has joined Canvas8 in a managing partner role for the US, and as its global chief innovation officer. McKendrick’s previous role was at Sparks & Honey as its chief strategy officer.






Papa John’s announced that John Schnatter, chairman of  the restaurant chain, has resigned hours after publicly apologising for using the N-word during a conference call with Laundry Service, the marketing agency.






Chief creative officer Jeremy Perrott has been fired by McCann Health for violating its code of conduct. McCann has not  provided details on the nature of the complaint.






Ogilvy has fired Tham Khai Meng, its longtime chief creative officer and co-chairman. Meng had held the role since 2009, a role that effectively ended after a two-week investigation due to employee complaints regarding his behavior.






The Havas Group has appointed James Wright as global chairman, Havas PR Collective, and chief executive officer of Havas PR North America.  Wright will both drive the North America business and spearhead more unified collaboration to its global offering.





Enrique Rodriguez is joining Liberty Global as head of technology. In this role, Rodriguez will lead the company’s technology & innovation team of more than 7,500 employees.




Dunkin’ Brands has promoted David Hoffman to chief executive. Hoffman will continue to serve as president of Dunkin’ Donuts US, a position he took on in 2016.






Amanda Seaford has joined  WPP’s Mirum as both its first U.S. CEO and the first woman to serve in a chief executive role. Seaford previously worked at Critical Mass, the digital agency she first joined in 2006 where she most recently served as chief client officer.






Wasserman, the talent management company that acquired Laundry Service in 2015, announced Jason Stein’s departure in a statement. He “is transitioning out of LS and Cycle to pursue new entrepreneurial endeavors”, a spokesperson confirmed.






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Just a glimpse at the headlines surrounding today’s biggest brands suffices as proof that diversity is one of their top priorities. Last Friday, Hewlett Packard sent a letter to all its agency partners requesting a proposal from each one on how they would increase the number of women and people of color on their creative staffs. This followed an almost identical request from General Mills earlier in the week.

So how well are multicultural agencies faring in meeting the increased demand for campaigns shaped by diversity and the inclusion of a wider audience? Throughout 2016, media industry rabble-rousers have stirred up discussion about how well multicultural agencies are serving brands in their targeting efforts, and whether they must find new ways to deliver ROI if they are to stay relevant to their clients.

How can multicultural agencies adapt to shifting demographics, and should media, creative and digital be bundled together? How can marketers look at the media landscape holistically without losing sight of the particular idiosyncrasies of Hispanic audiences?

Take a look at what Nydia Sahagún, Senior Vice President and Head of Diverse Segment Strategy at Wells Fargo Bank; Zach Rosenberg, president of MBMG Media; and Janina Delloca-Pawlowski, Multicultural Marketing Manager at Dunkin’ Brands had to say about Hispanic agencies’ roles in the current media climate.

Do Smaller Segments Require Smaller Efforts? 

Anyone in the business would be hard pressed to call the Hispanic market “small” today. The Hispanic market is growing faster than any other in America, and given the size and purchasing power of Hispanic consumers, it really cannot be considered a separate segment in this day and age. Wells Fargo PROG 2 (21)Bank’s Sahagún asserted that “with Hispanics shaping modern society as we know it, their impact should not solely be measured on size but rather on the influence and impact they have on the broader population.”

But since it is technically still a segment within the general population, misconceptions about the amount of effort, or money, that should go into Hispanic outreach are still giving shape to ineffective Hispanic outreach.

Multicultural agencies need to “drive meaningful conversations and engagement with this audience, which will take prioritization and commensurable investment,” Sahagún said. Dunkin’ Brands’ Delloca-Pawlowski added that even if you do look at Hispanics like a “small segment,”  they “often mean larger efforts because the level of engagement needs to be that much more refined and specialized.”

Misconceptions, Arbitrary Budgets Are a Disservice

An agency, whether it is multicultural or full-service, will often be limited by the budget it allots to Hispanic and multicultural targeting. But Zach Rosenberg, president at MBMG Media, which specializes in integrated media campaigns and counts El Pollo Loco, Shakey’s Pizza and The General Insurance among its clients, highlighted that decisions on budgets can have a significant effect on the success of Hispanic outreach efforts, and that brands sometimes define budgets for multicultural arbitrarily, setting an incidental percentage of the general campaign budget aside for targeting instead of reaching a number through analysis and serious consideration. In this case, hasty budget decisions mean that “segments could end up being underserved,” Rosenberg warned.

On the other hand, “full service agencies may be able to allocate larger budgets to all aspects of their multicultural outreach, as they may fit it into their holistic view of the media instead of putting aside a small amount for targeting particular demographics,” he elaborated.

What’s more, some brands are just starting to grasp the opportunity that Hispanics present them. It may take time for brands to not only wrap their heads around the size and potential of this sub-group, so strategies will take time to develop and engage consumer segments as they hope: “It does not happen overnight and results/ROI should be analyzed accordingly,” Delloca-Pawlowski said.

Sahagún echoed that sentiment, stating that “every brand is at a different point in their journey to understand the impact and influence of the Hispanic market.” Sometimes, integrated campaigns are “a step in the right direction.” In the case of Wells Fargo, the goal is always “to represent the diverse point of view early and often.” But not all brands are that far ahead.

Full-Service Agencies Struggle to Adapt to Current Landscape

Rosenberg cited the rise of digital as another added complex element in an industry that has been highly “debundled,” with creative, digital and media often handled by separate shops. “There are digital shops that manage both creative and media under one roof,” he said, but others believe that the digital ecosystem requires the undivided attention of specialized agencies. Rosenberg argued that “digital is just one other, albeit, complex and ever changing channel, and should be viewed in the context of all media channels which can only be done at a general media agency.”

“Media is media,” Rosenberg asserts. So when it comes to general media versus specialized or multicultural agencies, there is an PROG 2 (15)argument for putting everything under one roof, especially because bigger agencies tend to have bigger budgets and consequently, more negotiating power. But that doesn’t mean that multicultural agencies aren’t necessary: “If the staff at a general media agency doesn’t understand the nuances of marketing to these groups (language, age, geography, media usage, acculturation), then they will be doing a disservice” to their clients, Rosenberg clarifies.

Rosenberg summarizes the dilemma: “The challenge with housing multicultural media with creative under one roof is their ability to achieve the necessary clout in the marketplace to negotiate the best media deals. In a world of specialization, the adage is that it is hard to do two things well. There are very few full service agencies, general or multicultural, relative to the current agency landscape.”

Ensuring Authenticity While Adopting to Changing Consumer Landscapes

Hispanic consumers have taken on a new identity as the country’s demographics have shifted. This, coupled with the rapid adoption of technological tools and platforms designed to inform marketing decisions means that everyone is fighting to keep up.

Delloca-Pawlowski believes that all agencies, not just multicultural, are facing a similar challenge: “All agencies must evolve with the changing consumer landscape, because what worked in the past may not continue to work in the future.” In general, she said, “as consumers’ product preferences and media consumption habits evolve, agencies need to embrace these changes and adjust their plans accordingly.”

PROG 2 (22)She also underlined the importance of ensuring “cultural and language authenticity” instead of simply “translating general market creative.” “At the end of the day,” she said, “every agency must demonstrate their value to the client through overall thought leadership, consumer insights on their respective segments, new communication opportunities and pitching better ways to engage with consumers, as well as reporting competitive activity.”

Brand and Agency Collaboration Key to Success

Ultimately, brands and agencies have a shared responsibility to bring out the best in each other while generating impressive ROI. Delloca-Pawlowski highlighted that it is the “client’s responsibility to foster this kind of teamwork and collaboration among its agencies” to ensure that the “best work will surface and the entire team will shine as a result.”

In that respect, Rosenberg argued that specialized agencies have a leg-up here, as they “have the advantage of strategic adherence across both creative and media,” and that “the burden has fallen on media agencies to ensure collaboration between client and all of their agency partners. This is just as important with multicultural shops, and the future multicultural agency could be one where they drive strategy for creative and media but outsource activation,” Rosenberg estimated.

Perhaps Sahagún summarized it best: “Agencies that rest on their laurels will become obsolete – regardless of their particular specialty.”

The topic of this article will be explored in-depth at At #Portada16 Sept. 14-15 in NYC, in the session “Are Multicultural Agencies Necessary?”
Zachary Rosenberg, President, Milner Butcher Media Group
Mebrulin Franciso, Senior Partner, Director of Marketing Analytics at GroupM
Alejandro Solorio, Hispanic Marketing Director, Comcast
Gloria Constanza, Partner, Chief Contact Strategist, D’Exposito & Partners
Alexander Traverzo, Multicultural Marketing Manager & Strategist, Hola
Lucia Ballas-Traynor, EVP of Ad Sales, Hemisphere TV
Leading practitioners will immerse themselves in the questions below:
• Are Hispanic marketing and media buying justified under the total market approach?
• Agency models for media and content development
• The role of the media agency in the age of programmatic audience buying
REGISTER here at the online promotion price!

A summary for Corporate Marketers, Media Sales Executives and Advertising Agencies to see what clients are moving into the Hispanic market and/or targeting Hispanic consumers right now.

Check out Portada’s Interactive Directory of Corporate Marketers and Agency Executives. 12 NEW LEADS HAVE JUST BEEN UPLOADED. To acquire the database, please call Jennifer Chan at 347-961-9516 or e-mail her at jennifer@portada-online.com SEE A DEMO OF THE DIRECTORY!
For prior Sales Leads editions, click here.

  • Dunkin’ Brands

aWjYe13J_400x400The operator of Dunkin’ Donuts and Baskin-Robbins chains signed to partner with Madison Square Garden.  As part of the agreement, the Dunkin’ Donuts brand will have significant ad space during Knicks, Rangers and Liberty games and will also become the official coffee for those teams.



  • Subway

zGQs55Qp_400x400BBDO has released its first campaign for fast food chain Subway  under the “return-to-roots” message in time for Subway’s 50th anniversary.The ad flashes back to 1965 when founders Fred Deluca—played by his son Jonathan—and Peter Buck opened their first restaurant together. Their focus: Freshness, bucking a zeitgeist of TV dinners and gimmicky restaurant themes to pioneer a now-fashionable aversion to overprocessed foods. Honesty, simplicity and good old American family values are what Subway is really about, the ad suggests, after heavy investment in messaging for its previous tagline, “Eat Fresh.


  • Chevrolet ‘Real People’

REvQ1EGD_400x400Chevrolet is promoting connectivity via GM’s OnStar 4G LTE, with a new campaign.Although Chevrolet offers 4G LTE across all vehicles, the new work focuses on Silverado and is the latest in a series featuring truck owners learning that the best-in-class vehicle attributes they may have associated with Ford or Ram are actually Silverado’s. The new ad, part of Chevrolet’s “Real People, No Actors” campaign, shows how connectivity turns Silverado into a mobile office. The Silverado campaign, via Chevrolet’s global agency Commonwealth//McCann, comprises a TV spot in an unusual 45-second format, with a 15-second cut-down. There is also a long-form digital version plus two new Silverado videos on Chevrolet.com. The spot shows several guys invited by Chevrolet to compare the connectivity of the Silverado with that of a Ford F-150.The automaker launched the “Real People” campaign last April, all streamed live on YouTube and at ChevroletBestDayEver.com.


  • IPG

IPGlogo_twitter_400x400Interpublic Group is moving its company headquarters to 909 Third Avenue, New York, NY. From the founding of the company in 1961 through 2004, IPG’s offices were located in the Time Life Building at Rockefeller Center. With the move, IPG corporate will share an address with more than a dozen IPG agencies. including DeVries, FutureBrand, Genuine, Golin, Jack Morton, Octagon, Rogers & Cowan and Weber Shandwick.



  • Discover
    GXUk5dSg_400x400Discover has released its first national TV effort for the “Discover it Miles” card today. The spot illustrates how everyday purchases can allow card members to travel without boundaries. It includes radio, digital and direct channels.Creative was handled by The Martin Agency while Dentsu Aegis Network handled media buying.The spot will also run during the Golden Globes and the Grammy Awards. It will appear throughout Discover’s first-quarter media schedule in both linear and digital video.This is the first national television spot for this specific card.The spot features a modern cover version of the classic song “Don’t Fence Me In” covered by singer/songwriter and YouTube star Nataly Dawn.The spot features both actors and animation.https://youtu.be/UvIM16Myde0?list=PLgi5bkpLKPoy1kZa8pkJzenQ8BxA9Xwwo

John Costello, president Global Marketing and Innovation at Dunkin’ Brands kicked off the 2014 ANA Multicultural Marketing & Diversity Conference in Miami. To Costello “investing in Multicultural Marketing with a Total Market approach has been one of Dunkin’ Brands most powerful techniques.”  Costello advised fellow marketers to put their best ‘general market’ marketing executives to work in Multicultural Marketing.

Dunkin' BrandsCostello explained that even though his company has a very diverse franchise basis  its marketing used to be mostly New England centric. That is why now product innovation is a core element in Dunkin’ Brands marketing.  “You need to take risks and invest in innovation,” he said. Product innovation is  a particular important driver when it comes to attempt to please Multicultural guests. In fact Costello said that some markets where Dunkin’ has done early tests like Florida, have performed the best.  Dunkin’ spends a little bit  less than half of its marketing budget in local markets.

Hispanics consume two and half times more Expresso than the average general market consumer.

According to Costello, coffee is a key element of Dunkin’ Brands offerings. “60% of our business is coffee and 20% bakery,” he said. In fact when it comes to the Hispanic market coffee  is even more important:”Hispanics consume two and half times more Expresso than the average general market consumer,” Costello noted.  “We have learned that there are huge emerging populations of Latin customers all over the United States,” he concluded.

Read more:
Dunkin’ Brands’ Multicultural Marketing Director Xavier Turpin on Budgeting: “The challenge is to find the right investment balance”