Who’s job is it, anyway?
For a Hispanic marketing initiative to be a success, it needs to be on everyone’s radar. Capturing a significant and rapidly growing consumer base requires a representative team, from all parts of a company, to learn and to deliver on focused, integrated solutions.
Our 360 Approach goes much deeper into the organization than advertising, marketing and communications. Together we work as a cross-functional client team that offers complete visibility into all aspects of the business. The 360 view provides far reaching insights, allowing companies to develop effective, sustainable strategic and activations plans.
The 360 Approach:
- Ensures the company moves through the discovery and strategy development process as a business opportunity assessment, not just a Hispanic marketing planning project.
- Develops a team that overcomes past misperceptions and hurdles to truly understand your Hispanic market, and has the skills and resources to deliver a relevant product and customer experience.
- Creates internal change agents who will speak on the project’s behalf within the organization, because it makes good business sense for them.
- Allows the multicultural manager, director or vice president to focus on driving the strategy forward, instead of selling it. Simultaneously, all the functional and business areas involved own the solutions in their respective areas.
In the end, each functional area is fully vested in the recommendations and can confidently present the plan to their executive and department teams. We find this approach ensures fast approvals and smooth and consistent implementations.
The alternative is proven. And it’s not pretty.
The missteps are many. They usually begin with an unpremeditated jump into the Hispanic market; and include handing off the “initiative” to a Hispanic agency partner, or hiring a VP of Hispanic Marketing or a Multicultural Marketing Manager. None of these roles becomes integrated into overall company operations.
The new hire is enthusiastic to drive the company’s initiative. But one person against a machine is unrealistic and unsustainable, and 12 months, 18 months down the line, the Multicultural Marketing Manager has submitted his resignation out of frustration.
A vicious cycle
A single VP, Director or Manager of Hispanic Marketing engages in a constant battle to be heard. When a Hispanic initiative is not an integrated part of the company’s operations, support of this manager’s suggestions is arbitrary. Each area decides subjectively the extent to which they will cooperate–or not–based on that single department’s time, money and resources. Worst of all, imagine trying to gain the ear of a C-level executive, who has a hundred other worries to tend besides a solo-driven Hispanic marketing initiative.
Without support, the initiative moves to “the back burner,” until someone asks about what the company is doing to capture Hispanic market, and the vicious cycle begins again.