“The advertising industry will accompany the upturn in consumption. It’s going to be a good year for companies to invest in their brands again,” says Santiago Puiggari, CEO of FCB Buenos Aires, in America Retail.
Studies: Brands look for face-to-face contact
For brands, summer is the ideal time to catch consumers off guard. Far from routine and obligations, tourists are more receptive to the advertising messages that during the year companies seek to squeeze in the middle of everyday life.
Historically, Quilmes has been an iconic brand of summer, with highly remembered advertising campaigns that put the axis in “the flavor of the encounter.” Today the company seeks to show itself as the standard bearer of “responsible consumption” and runs from that claim to present itself as a national symbol, “proud to be an Argentine,” although the company born 127 years ago in Buenos Aires is controlled by the Brazilian AmBev.
“Summer has always been very important for the tourist movement, we dedicate much of our plan and our investment,” says Eugenio Raffo, brand manager of Quilmes. Music and beer are the pillars to “be close to the Argentine consumer and offer you the best experience you can have.” Throughout the summer, the brand organizes more than forty concerts in the main tourist centers with emerging bands and closes them under the auspices of Cosquín Rock.
After the drop in consumption last year, which came to 8% beer beers, prices are decisive. That is why Quilmes decided to keep for the summer the “Pact Porrón,” released last June, in which it sells this format for $10.
In addition to the rising temperature, the other stimulus that brands have ahead is the recovery of consumption, which according to analysts, this year will rise between 2 and 3%. “The advertising industry will accompany the upturn in consumption. It’s going to be a good year for companies to invest in their brands again,” says Santiago Puiggari, CEO of FCB Buenos Aires. “You have to win the heart of the consumer. Brands have to go with insight and correct communication. People have a limited consumption and have to choose between brands and categories, “says Puiggari, who works for NIVEA, Fargo, Chrysler, Oreo and Poett, among others. “There are iconic brands that have been missing for many years and need to re-communicate, innovate and rejuvenate today.”
McDonald’s is another strong brand. “We always try to be in the tourist centers with different activities and actions in the premises and on the beaches. This year we are looking to make it more federal with McTruck, a trailer that seeks to unite the different tourist centers. In each one we launch actions related to games, music and the promotion of healthy activities,” says Fernando Arango, manager of Corporate Communications.
“There will be several activations to help keep consumption of services and products and promote demand,” says Don Ricciarelli, CEO of the agency Don. For the rest of the year, it indicates that “there will also be a strong tendency to launch new things. People need news and brands need to reposition themselves.” For Papón, “the flag case” is that of Cablevision with Flow, the content platform that the company recently launched and for which Don made the campaign. “The brands have to invest to sell and develop new products, this has to do with the social pulse.”
In this dynamic by going to look for a “face to face” with the consumer, the winery Moët Hennessy is annotated with a novel format: Chandon at home. “They are parties in private homes. We did the first in Punta del Este and in the next weeks we will do them in Mar del Plata and Pinamar. Over the next few months they will be organized in the homes of friends of the brand and influencers,” says Mariana Tiscornia, Trade Marketing Manager at Moët Hennessy Argentina. For the second half, the proposal is to go out and sell this option to consumers. “This allows us to achieve another type of closeness and interaction,” says Tiscornia.
Sato Olivieri of Circus, who led the local campaign of Netflix with the House of Cards series, points out that “brand communication is less and less focused on traditional platforms. The investment is growing towards other platforms that do not admit advertising so easily, where it is seen as a nuisance, so you have to enter content that respects format, tone, modes, so that the consumer feels integrated and part of that conversation.”
“A decade ago, a large brand generated two major campaigns a year and today, with those same levels of investment, it has to generate other content. A brand can not appear and disappear every six months, there is something in being present, in being part of the daily lives of people,” says Olivieri.
Carolina Tacco, brand manager for the Kimberly-Clark Argentina women’s products, says that with Kotex they put together a playful proposal based on the slogan “Do not stop”. In different spas offer spaces for games and sports. “The actions are adapted to the profile of our consumers: women who do not stop, who have an active and full life and who during the summer also enjoy sports and social activities.” Racco emphasizes that in this way “we strengthen a bond that besides being rational for the quality of our products, is also emotional.”
“The trend is that content is the king and micro-segmentation is everything when it comes to choosing which consumers to reach and in what way. For this, hyperlocalization is a fundamental tool to segment according to the place where consumers are and talk to people depending on what they can do there,” says Fernando de Lusarreta, founder of the digital agency Massive, emerged in Buenos Aires and today with operations in Mexico, Panama and – soon – in Ecuador.
From there they work for brands like Levi’s and Twenty Century Fox. “Brands have to start an engaging conversation with the user and know how to moderate it,” he says.
With young people in the sights
“The strategy of launching campaigns in the summer has to do with finding consumers in other areas, where it is more permeable to interact from a more playful and softer place, where the brand can focus not so much on the service, but on giving a Experience,” explains Raquel García Haymes, manager of Advertising and Brand of Movistar. For the company, during summer the focus is on two segments: young people and families. “For families we plan campaigns in the center of the cities, so they can have fun for a while before going to dinner in Mar del Plata and Pinamar. What we do there is to activate with bands that are playing Friday and Saturday,” he says. For the year, Movistar’s strong point will be “Seventh Day”, the Cirque du Soleil show with Soda Stereo music and sponsors.
Silvana Cataldo, manager of Brand Experience for Personal, says that in the summer “We will work to continue boosting a benefit that we launched in November, offering unlimited WhatsApp for customers. And we also continue with the Summer Fest editions. We do it in five places, starts in Mar del Plata and ends in Rosario. The shows will perform Los Fabulosos Cadillacs and Las Pelotas, among others. In the Personal Fest we seek to generate a comprehensive experience: people can play, win prizes and experience services. It is key to deepen that axis with the customers, to innovate from the way of communicating.”
Eric Descombes, president of FCB Mexico, catches up with Ad Latina on his first year with FCB and the agency’s goals for 2017.
Eric Descombes: “We replaced the brief by a collaborative methodology with the client”
Eric Descombes, appointed a year ago as the new CEO of FCB Mexico, spoke with Ad Latina on his first year in office, the changes he generated, the gender equity policy adopted by the network and the agency’s goals for 2017.
The executive made a balance of its management, after completing one year of its entrance to the agency. “It has been a year of many changes,” he said. He argued that FCB became an integral agency and that thanks to the new FCB marketing Cloud model, great results were obtained. “2016 was the best of the last five years, as we grew 1,100% and won 10 new accounts, so the approach we take is correct,” he said.
Descombes said that before his arrival the agency was stagnant with respect to the type of creativity to which they were confined. “We become a technology agency that understands data, digital media and knows how creativity is produced today,” he added.
In 2016 he also joined Humberto Polar, chief creative officer of FCB Mexico and regional creative director of FCB Latin America, agency as a creative VP. “We had never worked together before, but we have a very good relationship,” said Descombes.
The second change took place inside the office, with our director of planning Rocío Fernández. The third had to do with the structure of work and how to organize the creative talent of the agency. “This is an organic provision that is no longer separated by creative directors, but is organized through multidisciplinary teams,” said Descombes.
In addition, he said that they eliminated the brief and implemented a collaborative methodology with the client. “We do not talk about the customer but about teams, and we work directly focused on results,” he said. The executive said that FCB is becoming one of the best places to work, as it has the technology, creativity and strategies to achieve results.
As for the challenges posed for 2017, he mentioned the intention to consolidate the new structure that is already in operation. Another aspect that interests him to overcome is the internal technological integration of the subsidiary. Finally, it hopes to maintain the level of growth in a scalable way.
In conclusion, he referred to the agency’s gender equality policy, which was highlighted by Victoria 147, an entity that works for gender equity in the world of work. “We immediately embraced that cause,” he said. Support, he said, goes from the structural to the ideological, and decisions are being made about it. “The distinction between genders should no longer exist,” he said.