Quote of the Day

December 16, 2020
I think there's a lot of hope in continuing the innovation and continuing to educate and inform guests on how to use different channels to engage with brands. I really do think that the brands that have been flexible, that have easy e-commerce options, those that are safe and trusted, those are going to win. And if we continue to implement processes like that and educate our guests on those processes as a marketer that is how you’re going to succeed in 2021.

I think there's a lot of hope in continuing the innovation and continuing to educate and inform guests on how to use different channels to engage with brands. I really do think that the brands that have been flexible, that have easy e-commerce options, those that are safe and trusted, those are going to win. And if we continue to implement processes like that and educate our guests on those processes as a marketer that is how you’re going to succeed in 2021.

Erik Collins
Director, Digital Brand Engagement, Del Taco Restaurants
watch session video
December 15, 2020
Our motto is ‘fast, messy, awesome,’ which takes the word ‘pivot’ and really embraces it. It’s a muscle we built prior to the pandemic, and we were so grateful to have that mindset going into this year. Change is constant, but at the same time, there are things you can plan for. As a marketing team, we’re trying to balance both agility and planning. How do you optimize, and change course, and operate fast, messy, and awesome? We’re focused on planning long term, but having that agility for when things don’t go our way.

Our motto is ‘fast, messy, awesome,’ which takes the word ‘pivot’ and really embraces it. It’s a muscle we built prior to the pandemic, and we were so grateful to have that mindset going into this year. Change is constant, but at the same time, there are things you can plan for. As a marketing team, we’re trying to balance both agility and planning. How do you optimize, and change course, and operate fast, messy, and awesome? We’re focused on planning long term, but having that agility for when things don’t go our way.

Sofia Colucci
Global Vice President - Miller Family of Brands, Molson Coors
watch session video
December 3, 2020
With loyalty programs, it is just building that experience with your customer and honestly keeping them in your universe as much as you can by being as relevant as you possibly can to them. There were the loyalty programs of the past that were all about points and discounts and felt very transactional. I think all of that is really going to change and it is going to become much more about experiences and delighting, engaging your customer across platforms whether that be in digital or in store.

With loyalty programs, it is just building that experience with your customer and honestly keeping them in your universe as much as you can by being as relevant as you possibly can to them. There were the loyalty programs of the past that were all about points and discounts and felt very transactional. I think all of that is really going to change and it is going to become much more about experiences and delighting, engaging your customer across platforms whether that be in digital or in store.

Alyssa Raine
Group Vice President, Customer Marketing Platforms, Walgreens
watch session video
December 3, 2020
Different cultural moments are taking precedent now and a lot of that has to do with how people consume media and the shift there. People aren’t all watching a television premiere at the same time; people are streaming and binging on their own terms. It’s now about creating new moments and jumping on impromptu cultural moments. You have to have the flexibility to jump on a moment that you didn’t plan for earlier in the year.

Different cultural moments are taking precedent now and a lot of that has to do with how people consume media and the shift there. People aren’t all watching a television premiere at the same time; people are streaming and binging on their own terms. It’s now about creating new moments and jumping on impromptu cultural moments. You have to have the flexibility to jump on a moment that you didn’t plan for earlier in the year.

Linda Bethea
Head of Marketing, Danone
watch session video
November 15, 2020
A big part of our business is in bars and restaurants. I like to say that’s where our soul is - it’s where our consumers’ memories are made, birthdays are celebrated, girls nights are happening. When the pandemic hit, people started to get quite crafty making food at home, so we wanted to give consumers something interesting to do while also helping and giving immediate support to bars and restaurants in need. We encouraged consumers to go buy gift cards for their local bars and restaurants. It was all about getting cash in hand and right to the bars and restaurants as fast as possible to keep them open.

A big part of our business is in bars and restaurants. I like to say that’s where our soul is - it’s where our consumers’ memories are made, birthdays are celebrated, girls nights are happening. When the pandemic hit, people started to get quite crafty making food at home, so we wanted to give consumers something interesting to do while also helping and giving immediate support to bars and restaurants in need. We encouraged consumers to go buy gift cards for their local bars and restaurants. It was all about getting cash in hand and right to the bars and restaurants as fast as possible to keep them open.

Lara Krug
Vice President Marketing US, Stella Artois, Anheuser-Busch
watch session video
November 12, 2020
There’s so much opportunity to have a brand-led type of event like this. These types of events are typically led by vendors, partners or leagues that are trying to showcase all of the things they’re doing with their partners. The opportunity arose to flip the script. Brand Innovators Sports Marketing Upfronts is about what we want to see as brands, and what is it that we want our partners to know. With the unique circumstances we’re in today, these conversations are so important to really communicate with our partners what we’re looking for, and what we need in this new terrain.

There’s so much opportunity to have a brand-led type of event like this. These types of events are typically led by vendors, partners or leagues that are trying to showcase all of the things they’re doing with their partners. The opportunity arose to flip the script. Brand Innovators Sports Marketing Upfronts is about what we want to see as brands, and what is it that we want our partners to know. With the unique circumstances we’re in today, these conversations are so important to really communicate with our partners what we’re looking for, and what we need in this new terrain.

Nick Kelly
VP, Partnerships, Beer Culture & Community, Anheuser-Busch InBev
watch session video
November 12, 2020
Our content strategy went from activation in live events and stadiums, to really becoming digital. We started pivoting to a much more personal and creative approach. We leveraged the relationships we have with the leagues and players to showcase to fans what the players were like and to get more personal. A big example in the NFL season was partnering with the Players’ Tribune. We started going inside their homes and showcasing how they engage with a brand like Tostitos. We were cooking with the players, making nachos, having fun, and really bringing them to life.

Our content strategy went from activation in live events and stadiums, to really becoming digital. We started pivoting to a much more personal and creative approach. We leveraged the relationships we have with the leagues and players to showcase to fans what the players were like and to get more personal. A big example in the NFL season was partnering with the Players’ Tribune. We started going inside their homes and showcasing how they engage with a brand like Tostitos. We were cooking with the players, making nachos, having fun, and really bringing them to life.

Marissa Solis
Sr. Vice President, Core Brands, Partnerships, and Media, Frito-Lay
watch session video
November 12, 2020
When it comes to our approach to sports, we really try to focus our efforts. If we’re investing in specific sports, athletes, talent, we want to synergize, not go the other way. Let them own it - we want to be smart, and make sure we’re investing in the sports that are strategic for us and strategic for our consumers and the broader sports fan base.

When it comes to our approach to sports, we really try to focus our efforts. If we’re investing in specific sports, athletes, talent, we want to synergize, not go the other way. Let them own it - we want to be smart, and make sure we’re investing in the sports that are strategic for us and strategic for our consumers and the broader sports fan base.

Katie Haniffy
Head of Media, Beverages, PepsiCo
watch session video
November 12, 2020
We had a lot of hard conversations upfront rather than on the back end. We realized everything was up in the air and had to build the clauses, provisions and protections so we wouldn’t have to scramble at the last minute. Whether it was plans for fans not in the stands or a game is missed, we thought through how we would address each of these changing conditions. And now that things are all being affected, it’s been easier for us to adjust with our contracts.

We had a lot of hard conversations upfront rather than on the back end. We realized everything was up in the air and had to build the clauses, provisions and protections so we wouldn’t have to scramble at the last minute. Whether it was plans for fans not in the stands or a game is missed, we thought through how we would address each of these changing conditions. And now that things are all being affected, it’s been easier for us to adjust with our contracts.

Justin Toman
Head of Sports Marketing & Partnerships, PepsiCo
watch session video
November 12, 2020
This year was all about empathy, communication, and agility. AMEX has a huge focus on fan access and engagement, so the decisions around postponing or canceling an event, to have fans or not - those were critical pieces to how we would show up. We had to make sure our policies were clear and our customer service, social channels and call centers were prepared for the massive influx of questions from our customers. We had to set the groundwork in terms of customer service, which our brand is synonymous with, before we did anything from a marketing standpoint.

This year was all about empathy, communication, and agility. AMEX has a huge focus on fan access and engagement, so the decisions around postponing or canceling an event, to have fans or not - those were critical pieces to how we would show up. We had to make sure our policies were clear and our customer service, social channels and call centers were prepared for the massive influx of questions from our customers. We had to set the groundwork in terms of customer service, which our brand is synonymous with, before we did anything from a marketing standpoint.

Lindsay Ulrey
Vice President, Global Sports Experiences and Partnerships, American Express
watch session video

Previous Quote's of the Day

Christine White
Director, Social and Content Marketing, Ulta Beauty
Jennifer Kolstad
Global Design Director, Ford Motor Company
In the next ten years, the Ford Motor Company workforce will turn at a rate of 60%, which means we’ll have a younger, more nimble workforce and a new set of values to account for - to champion. We have five generations working together under one roof, so we come at this with a shared value proposition. We need to really think about what our shared values are. What we’re learning so far on the outside of our think tank is that things such as wellness, these are simple things we need to champion. In a post-COVID world, we’re learning new non-negotiables, like systemic resilience and we’re going to fight for that. We’re generating this list of new values that we believe will be present in any context - retail, community building, workforce - wherever for any generation.

In the next ten years, the Ford Motor Company workforce will turn at a rate of 60%, which means we’ll have a younger, more nimble workforce and a new set of values to account for - to champion. We have five generations working together under one roof, so we come at this with a shared value proposition. We need to really think about what our shared values are. What we’re learning so far on the outside of our think tank is that things such as wellness, these are simple things we need to champion. In a post-COVID world, we’re learning new non-negotiables, like systemic resilience and we’re going to fight for that. We’re generating this list of new values that we believe will be present in any context - retail, community building, workforce - wherever for any generation.

Yasmin Grant
Director of Multicultural Marketing, PepsiCo
I always wanted to do marketing in a category where consumers had more of an emotional connection to the brands, connected to the moments that matter and that led me to PepsiCo. I’ve had a lot of different roles at PepsiCo and for the past year, I have been director of marketing for the Hispanic business unit, which was a team that was formed solely to aggressively go after the Hispanic opportunity and the marketing space. I am also involved in a lot of things outside of my day job. I am co-chair of Mosaic, which is our black employee resource group. I am also on the advisory board for The League, which is an initiative that was started in marketing to uplift female marketers. And then obviously with the racial climate being what it is, we have formed a task force to really identify the right equality actions to undertake on behalf of the black community, and I am part of that. I have been with PepsiCo for seven years. What has kept me here is that I can do meaningful work. I feel like I am doing work that makes a difference and PepsiCo gives me a platform for my activism.

I always wanted to do marketing in a category where consumers had more of an emotional connection to the brands, connected to the moments that matter and that led me to PepsiCo. I’ve had a lot of different roles at PepsiCo and for the past year, I have been director of marketing for the Hispanic business unit, which was a team that was formed solely to aggressively go after the Hispanic opportunity and the marketing space. I am also involved in a lot of things outside of my day job. I am co-chair of Mosaic, which is our black employee resource group. I am also on the advisory board for The League, which is an initiative that was started in marketing to uplift female marketers. And then obviously with the racial climate being what it is, we have formed a task force to really identify the right equality actions to undertake on behalf of the black community, and I am part of that. I have been with PepsiCo for seven years. What has kept me here is that I can do meaningful work. I feel like I am doing work that makes a difference and PepsiCo gives me a platform for my activism.

Alia Kemet
Vice President, Creative & Digital Communications, McCormick & Company
I started working very early, when I was 14. I had a unique first job; I worked in a stock room at a retail store and learned how to dress the windows, which is really when I learned about targeting. You have to understand targeting in order to dress the window. I would tell the young people today to start your work ethic early. Working is like a muscle; you have to come to work and put all of yourself into it. I find that many young people who haven’t had to work, when the work is put on them, they’re like ‘Woah, wait a minute, we’re still in it?’ To anyone trying to break in, you need to be gritty, especially if you’re a person of color. I hate to bring up this mantra, but it’s true. If you're a person of color, a black person in particular, you have to work harder than the next person. So I come to the table with my goal being ‘Always win against myself.’ I have high standards. I want to be that person that comes in and does something that no one else has done before and completely transform business results.

I started working very early, when I was 14. I had a unique first job; I worked in a stock room at a retail store and learned how to dress the windows, which is really when I learned about targeting. You have to understand targeting in order to dress the window. I would tell the young people today to start your work ethic early. Working is like a muscle; you have to come to work and put all of yourself into it. I find that many young people who haven’t had to work, when the work is put on them, they’re like ‘Woah, wait a minute, we’re still in it?’ To anyone trying to break in, you need to be gritty, especially if you’re a person of color. I hate to bring up this mantra, but it’s true. If you're a person of color, a black person in particular, you have to work harder than the next person. So I come to the table with my goal being ‘Always win against myself.’ I have high standards. I want to be that person that comes in and does something that no one else has done before and completely transform business results.

Matthew Coleman
Marketing Director, State Farm
We’re founded on making sure we’re building relationships, helping customers in communities and just being a good neighbor. That’s further shaped by the mission, vision and values that we have. Every interaction we have with our customers is pivotal to that brand promise. When you’re thinking of the environment we’re in right now, whether that’s wildfires or hurricanes, we know those are crucial moments where we have an opportunity to show up and really help people. We call that the moment of truth. But it’s not just in those environments that people are looking for help. If you think about COVID, people are really concerned about their health, their loved ones, and leaving their legacy, and that’s where State Farm comes in. Being able to meet the needs of customers regardless of where they are in their life stage is really important to us.

We’re founded on making sure we’re building relationships, helping customers in communities and just being a good neighbor. That’s further shaped by the mission, vision and values that we have. Every interaction we have with our customers is pivotal to that brand promise. When you’re thinking of the environment we’re in right now, whether that’s wildfires or hurricanes, we know those are crucial moments where we have an opportunity to show up and really help people. We call that the moment of truth. But it’s not just in those environments that people are looking for help. If you think about COVID, people are really concerned about their health, their loved ones, and leaving their legacy, and that’s where State Farm comes in. Being able to meet the needs of customers regardless of where they are in their life stage is really important to us.

Brian Voynick
CRM Campaigns Manager, BMW of North America
First party behavioral data trumps psychographic which trumps demographic. As long as you can see the customer’s actions and intentions, that’s the best way to create any sort of experience. That makes you a better marketer and provides better content. This is the age of context. If you’re not delivering experiences that are contextually relevant to the consumer, they’re getting bombarded from all different cylinders and you won’t catch their attention. We need to make sure that when we present someone with an opportunity that it fits into what they actually need. Every once in a while, I get an ad and I’m so enamored by it, that I have to buy the product, because it was targeted too well. Maybe I needed it, maybe I didn’t, but I bought it. That’s the goal.

First party behavioral data trumps psychographic which trumps demographic. As long as you can see the customer’s actions and intentions, that’s the best way to create any sort of experience. That makes you a better marketer and provides better content. This is the age of context. If you’re not delivering experiences that are contextually relevant to the consumer, they’re getting bombarded from all different cylinders and you won’t catch their attention. We need to make sure that when we present someone with an opportunity that it fits into what they actually need. Every once in a while, I get an ad and I’m so enamored by it, that I have to buy the product, because it was targeted too well. Maybe I needed it, maybe I didn’t, but I bought it. That’s the goal.

Elle McCarthy
Head of Brand, Electronic Arts (EA)
EA hasn’t had someone looking after EA as a brand before. How do you reinvigorate a hero brand from scratch from the privacy of your own living room? We were founded to lift up gaming as the entertainment medium of the world and to hero our developers and make them be at the center of our business. All of these founding principles are so rich and steeped in history, so I had been thinking a little bit about that and looking at our player data, and created the simplest brief you could imagine. It had three rules. What can we do to help people connect during this time?. What can we do to help people connect to our developers and our talent? And what can we do to help people connect to things that we miss in the real world? Those first two things, any gaming company can do that, the third one, is actually leaning into the thing that really differentiates us through time.

EA hasn’t had someone looking after EA as a brand before. How do you reinvigorate a hero brand from scratch from the privacy of your own living room? We were founded to lift up gaming as the entertainment medium of the world and to hero our developers and make them be at the center of our business. All of these founding principles are so rich and steeped in history, so I had been thinking a little bit about that and looking at our player data, and created the simplest brief you could imagine. It had three rules. What can we do to help people connect during this time?. What can we do to help people connect to our developers and our talent? And what can we do to help people connect to things that we miss in the real world? Those first two things, any gaming company can do that, the third one, is actually leaning into the thing that really differentiates us through time.

Surbhi Martin
VP Marketing, Danone
I joined Danone for two reasons. One is that there's a real sense of purpose at Danone, A lot of companies talk about purpose but the fact that Danone is the world's largest public benefit corporation, brings a lot of credibility to what that means at Danone. It means that we are actively talking about purpose - about how we will use business as a force for social good. It's really quite unbelievable to me that on a daily basis, I'll join some sort of conversation about how we’ll walk the talk around purpose and being a certified benefit corporation. It's a lot of work, a lot of money, and a lot of heavy lifting to become a certified public benefit corporation so the credibility that Danone has, is one of the key reasons I joined the company. Working on a brand like Two Good is really just a dream.

I joined Danone for two reasons. One is that there's a real sense of purpose at Danone, A lot of companies talk about purpose but the fact that Danone is the world's largest public benefit corporation, brings a lot of credibility to what that means at Danone. It means that we are actively talking about purpose - about how we will use business as a force for social good. It's really quite unbelievable to me that on a daily basis, I'll join some sort of conversation about how we’ll walk the talk around purpose and being a certified benefit corporation. It's a lot of work, a lot of money, and a lot of heavy lifting to become a certified public benefit corporation so the credibility that Danone has, is one of the key reasons I joined the company. Working on a brand like Two Good is really just a dream.

Fernando Machado
Global Chief Marketing Officer, RBI
Kathleen Braine
Senior Director of Brand Marketing, BABE Wine, Anheuser-Busch InBev
It is really important, especially when you are a consumer good and a lot of your brand is based in these emotional moments that are relevant in the world today, to really be tapped into that culture and to be able to react to it. You can have the best social listening in the world but if you are not able to react to it immediately then why are you listening? We really think especially at BABE we have our finger on the pulse of what our consumers are talking about and then we try to look for what that human insight is and look for where our brand can authentically play. It is not enough to just comment on things. If you are trying to talk to everyone, you are talking to no one, so how do you join cultural moments and really think about what is happening in the world and still be a human and be authentic to that brand and to who your consumer is. It’s a delicate balance.

It is really important, especially when you are a consumer good and a lot of your brand is based in these emotional moments that are relevant in the world today, to really be tapped into that culture and to be able to react to it. You can have the best social listening in the world but if you are not able to react to it immediately then why are you listening? We really think especially at BABE we have our finger on the pulse of what our consumers are talking about and then we try to look for what that human insight is and look for where our brand can authentically play. It is not enough to just comment on things. If you are trying to talk to everyone, you are talking to no one, so how do you join cultural moments and really think about what is happening in the world and still be a human and be authentic to that brand and to who your consumer is. It’s a delicate balance.

Amanda Goetz
VP Marketing, The Knot Worldwide
Being open minded from a content perspective is a huge pillar for us. Our core focus is that we believe anyone should marry who they want, when they want, and if they want - the if is actually really important because we care a lot about the marriage more than just the wedding. We {as a society} have to remind ourselves that all of the time, it’s not about spending a lot of money on one given day. it’s about two humans coming together, and how we can use our product and platform to prepare people for that, and that’s talking about relationship health, how to love yourself, what it means to go to therapy - normalizing those aspects and talking through what it’s like to experience it. Also, celebrating second weddings - it’s important to show that there is no right or wrong way to live your life and we are here to support everyone. We are a brand that stands for acceptance, helping people feel good about living their life; however they choose to define it.

Being open minded from a content perspective is a huge pillar for us. Our core focus is that we believe anyone should marry who they want, when they want, and if they want - the if is actually really important because we care a lot about the marriage more than just the wedding. We {as a society} have to remind ourselves that all of the time, it’s not about spending a lot of money on one given day. it’s about two humans coming together, and how we can use our product and platform to prepare people for that, and that’s talking about relationship health, how to love yourself, what it means to go to therapy - normalizing those aspects and talking through what it’s like to experience it. Also, celebrating second weddings - it’s important to show that there is no right or wrong way to live your life and we are here to support everyone. We are a brand that stands for acceptance, helping people feel good about living their life; however they choose to define it.

Ishita Ahmed
Director of Loyalty, CRM, and Personalization, Taco Bell
I’ve had the pleasure of being a part of the launch of Taco Bell’s loyalty program - a program that has been in the works for a couple of years. It had to go through a lot of different levels of approvals to make this happen, and believe it or not, the pandemic actually delayed the launch. Something I noticed when I joined Taco Bell was the ability of speed to customers. With the pandemic, Taco Bell did a really great job of reacting to the customer and meeting them where they needed to be. With the safety precautions, ordering ahead in the app and all of the different technical pieces took priority to the loyalty program. We had to put the customer first and make sure the customer knows that we’re on the same road of concern with safety that they are.

I’ve had the pleasure of being a part of the launch of Taco Bell’s loyalty program - a program that has been in the works for a couple of years. It had to go through a lot of different levels of approvals to make this happen, and believe it or not, the pandemic actually delayed the launch. Something I noticed when I joined Taco Bell was the ability of speed to customers. With the pandemic, Taco Bell did a really great job of reacting to the customer and meeting them where they needed to be. With the safety precautions, ordering ahead in the app and all of the different technical pieces took priority to the loyalty program. We had to put the customer first and make sure the customer knows that we’re on the same road of concern with safety that they are.

Gilbertson Cuffy
Brand Marketing Director, PepsiCo
I think it's important to recognize that we do benefit from culture. It’s the reason why brands want to get involved in cultural conversations - especially today with impressions, likes, news recaps, essentially the roundups. If everyone is talking about the Grammys or the Super Bowl - and you’re taking part in those big moments, hopefully, you’re a part of the broad conversation that is attached to it, which could lead to brand affinity, then sales. Brands need to go beyond participating in culture - what are you adding in value? There is something called a culture vulture and consumers are really good at sussing that out. It’s up to us as brands to recognize that whatever audience we’re targeting at that moment, you are actually adding to the moment instead of taking from it.

I think it's important to recognize that we do benefit from culture. It’s the reason why brands want to get involved in cultural conversations - especially today with impressions, likes, news recaps, essentially the roundups. If everyone is talking about the Grammys or the Super Bowl - and you’re taking part in those big moments, hopefully, you’re a part of the broad conversation that is attached to it, which could lead to brand affinity, then sales. Brands need to go beyond participating in culture - what are you adding in value? There is something called a culture vulture and consumers are really good at sussing that out. It’s up to us as brands to recognize that whatever audience we’re targeting at that moment, you are actually adding to the moment instead of taking from it.

Scott Donaton
Head of Creative, Hulu
There are three primary things that my team does. We work on the Hulu brand, the Hulu content strategy and we work with Hulu’s advertising partners to help them do things beyond the traditional advertising units. In all of those cases, when it comes to my internal teammates, I don’t want them to think of us as an in-house agency because the danger is that your co-workers begin to treat you as a vendor. The people that we work with are not our clients - we are their partners and teammates. When we work with outside agencies, which we always will because we want to become navel-gazers and there are certain capabilities and resources that we don’t have in-house, we don’t want to be seen as a competitor to them - but instead as a collaborator. When we work with our advertising and brand partners, we don’t want their agencies to think of it as us trying to take their role. I think of us as an in-house creative studio, but I don’t think of us as an agency.

There are three primary things that my team does. We work on the Hulu brand, the Hulu content strategy and we work with Hulu’s advertising partners to help them do things beyond the traditional advertising units. In all of those cases, when it comes to my internal teammates, I don’t want them to think of us as an in-house agency because the danger is that your co-workers begin to treat you as a vendor. The people that we work with are not our clients - we are their partners and teammates. When we work with outside agencies, which we always will because we want to become navel-gazers and there are certain capabilities and resources that we don’t have in-house, we don’t want to be seen as a competitor to them - but instead as a collaborator. When we work with our advertising and brand partners, we don’t want their agencies to think of it as us trying to take their role. I think of us as an in-house creative studio, but I don’t think of us as an agency.

Shenan Reed
SVP, Head of Media, L'Oreal
Doug Palladini
Global Brand President, Vans
Vans is an inclusive brand by nature. Ubiquity is not our objective. We had to live up to our commitment in saying Black Lives Matter. A lot of people come on our site to criticize our Black Lives Matter stance, and they say “All lives matter. I'm throwing my vans in the trash.” And what we’re saying is, that’s ok. We think if you can’t get your head around Black Lives Matter, then maybe Vans isn’t the brand for you. It can be really hard for brands to have that fortitude to let people go. Again, in our mind, it’s quality over quantity of our fans....Posting about Black Lives Matter is easy. The harder thing to do is consistent and ongoing actions by our brand until anti-racist actions are done and we no longer have a system that breeds bigotry, hate and racism in this country.

Vans is an inclusive brand by nature. Ubiquity is not our objective. We had to live up to our commitment in saying Black Lives Matter. A lot of people come on our site to criticize our Black Lives Matter stance, and they say “All lives matter. I'm throwing my vans in the trash.” And what we’re saying is, that’s ok. We think if you can’t get your head around Black Lives Matter, then maybe Vans isn’t the brand for you. It can be really hard for brands to have that fortitude to let people go. Again, in our mind, it’s quality over quantity of our fans....Posting about Black Lives Matter is easy. The harder thing to do is consistent and ongoing actions by our brand until anti-racist actions are done and we no longer have a system that breeds bigotry, hate and racism in this country.

Heather Hinkel
Senior Director, Brand Strategy, Minnesota Twins
Natalie Bowman
Managing Director, Marketing and Advertising, Alaska Airlines
During Covid, our role was very focused on communicating to ease people’s minds. For people traveling, we wanted them to understand that the air on an aircraft is safer than in your office building. But we were not actively promoting travel, we were trying to be very cautious and not encourage people to do something that they’re not ready for. Now we’re hoping we’re getting closer to a place where we can start actively promoting travel. I have a revenue target that I know I have to hit with a combination of promos, performance media and driving storytelling on our owned channels. Four years ago, marketing looked like picking menu items and not contributing to revenue performance, so to be in this position I’m really excited and a little nervous.

During Covid, our role was very focused on communicating to ease people’s minds. For people traveling, we wanted them to understand that the air on an aircraft is safer than in your office building. But we were not actively promoting travel, we were trying to be very cautious and not encourage people to do something that they’re not ready for. Now we’re hoping we’re getting closer to a place where we can start actively promoting travel. I have a revenue target that I know I have to hit with a combination of promos, performance media and driving storytelling on our owned channels. Four years ago, marketing looked like picking menu items and not contributing to revenue performance, so to be in this position I’m really excited and a little nervous.

Gabriela McCoy
Director, Strategic Insights and Analytics, Bacardi

Previous Quote's of the Week

Transparency, inclusivity, and diversity is core to Ulta’s mission, so when we moved into that time of civil unrest and social injustice, it made a lot of sense to really make sure that our mission was clear to our guests and consumers. We really needed to understand fundamentally the role our brand plays in that narrative and the specific positions that our consumers expect from us. A lot of that was represented through the work we’ve been doing with our influencer network and the Ulta Beauty collective in celebrating our black creators, uplifting and celebrating the black brands we have, and also acknowledging the work we have in front of us in terms of where we need to go and how we need to continue those partnerships.

Transparency, inclusivity, and diversity is core to Ulta’s mission, so when we moved into that time of civil unrest and social injustice, it made a lot of sense to really make sure that our mission was clear to our guests and consumers. We really needed to understand fundamentally the role our brand plays in that narrative and the specific positions that our consumers expect from us. A lot of that was represented through the work we’ve been doing with our influencer network and the Ulta Beauty collective in celebrating our black creators, uplifting and celebrating the black brands we have, and also acknowledging the work we have in front of us in terms of where we need to go and how we need to continue those partnerships.

Christine White
Director, Social and Content Marketing, Ulta Beauty
In the next ten years, the Ford Motor Company workforce will turn at a rate of 60%, which means we’ll have a younger, more nimble workforce and a new set of values to account for - to champion. We have five generations working together under one roof, so we come at this with a shared value proposition. We need to really think about what our shared values are. What we’re learning so far on the outside of our think tank is that things such as wellness, these are simple things we need to champion. In a post-COVID world, we’re learning new non-negotiables, like systemic resilience and we’re going to fight for that. We’re generating this list of new values that we believe will be present in any context - retail, community building, workforce - wherever for any generation.

In the next ten years, the Ford Motor Company workforce will turn at a rate of 60%, which means we’ll have a younger, more nimble workforce and a new set of values to account for - to champion. We have five generations working together under one roof, so we come at this with a shared value proposition. We need to really think about what our shared values are. What we’re learning so far on the outside of our think tank is that things such as wellness, these are simple things we need to champion. In a post-COVID world, we’re learning new non-negotiables, like systemic resilience and we’re going to fight for that. We’re generating this list of new values that we believe will be present in any context - retail, community building, workforce - wherever for any generation.

Jennifer Kolstad
Global Design Director, Ford Motor Company
I always wanted to do marketing in a category where consumers had more of an emotional connection to the brands, connected to the moments that matter and that led me to PepsiCo. I’ve had a lot of different roles at PepsiCo and for the past year, I have been director of marketing for the Hispanic business unit, which was a team that was formed solely to aggressively go after the Hispanic opportunity and the marketing space. I am also involved in a lot of things outside of my day job. I am co-chair of Mosaic, which is our black employee resource group. I am also on the advisory board for The League, which is an initiative that was started in marketing to uplift female marketers. And then obviously with the racial climate being what it is, we have formed a task force to really identify the right equality actions to undertake on behalf of the black community, and I am part of that. I have been with PepsiCo for seven years. What has kept me here is that I can do meaningful work. I feel like I am doing work that makes a difference and PepsiCo gives me a platform for my activism.

I always wanted to do marketing in a category where consumers had more of an emotional connection to the brands, connected to the moments that matter and that led me to PepsiCo. I’ve had a lot of different roles at PepsiCo and for the past year, I have been director of marketing for the Hispanic business unit, which was a team that was formed solely to aggressively go after the Hispanic opportunity and the marketing space. I am also involved in a lot of things outside of my day job. I am co-chair of Mosaic, which is our black employee resource group. I am also on the advisory board for The League, which is an initiative that was started in marketing to uplift female marketers. And then obviously with the racial climate being what it is, we have formed a task force to really identify the right equality actions to undertake on behalf of the black community, and I am part of that. I have been with PepsiCo for seven years. What has kept me here is that I can do meaningful work. I feel like I am doing work that makes a difference and PepsiCo gives me a platform for my activism.

Yasmin Grant
Director of Multicultural Marketing, PepsiCo
I started working very early, when I was 14. I had a unique first job; I worked in a stock room at a retail store and learned how to dress the windows, which is really when I learned about targeting. You have to understand targeting in order to dress the window. I would tell the young people today to start your work ethic early. Working is like a muscle; you have to come to work and put all of yourself into it. I find that many young people who haven’t had to work, when the work is put on them, they’re like ‘Woah, wait a minute, we’re still in it?’ To anyone trying to break in, you need to be gritty, especially if you’re a person of color. I hate to bring up this mantra, but it’s true. If you're a person of color, a black person in particular, you have to work harder than the next person. So I come to the table with my goal being ‘Always win against myself.’ I have high standards. I want to be that person that comes in and does something that no one else has done before and completely transform business results.

I started working very early, when I was 14. I had a unique first job; I worked in a stock room at a retail store and learned how to dress the windows, which is really when I learned about targeting. You have to understand targeting in order to dress the window. I would tell the young people today to start your work ethic early. Working is like a muscle; you have to come to work and put all of yourself into it. I find that many young people who haven’t had to work, when the work is put on them, they’re like ‘Woah, wait a minute, we’re still in it?’ To anyone trying to break in, you need to be gritty, especially if you’re a person of color. I hate to bring up this mantra, but it’s true. If you're a person of color, a black person in particular, you have to work harder than the next person. So I come to the table with my goal being ‘Always win against myself.’ I have high standards. I want to be that person that comes in and does something that no one else has done before and completely transform business results.

Alia Kemet
Vice President, Creative & Digital Communications, McCormick & Company
We’re founded on making sure we’re building relationships, helping customers in communities and just being a good neighbor. That’s further shaped by the mission, vision and values that we have. Every interaction we have with our customers is pivotal to that brand promise. When you’re thinking of the environment we’re in right now, whether that’s wildfires or hurricanes, we know those are crucial moments where we have an opportunity to show up and really help people. We call that the moment of truth. But it’s not just in those environments that people are looking for help. If you think about COVID, people are really concerned about their health, their loved ones, and leaving their legacy, and that’s where State Farm comes in. Being able to meet the needs of customers regardless of where they are in their life stage is really important to us.

We’re founded on making sure we’re building relationships, helping customers in communities and just being a good neighbor. That’s further shaped by the mission, vision and values that we have. Every interaction we have with our customers is pivotal to that brand promise. When you’re thinking of the environment we’re in right now, whether that’s wildfires or hurricanes, we know those are crucial moments where we have an opportunity to show up and really help people. We call that the moment of truth. But it’s not just in those environments that people are looking for help. If you think about COVID, people are really concerned about their health, their loved ones, and leaving their legacy, and that’s where State Farm comes in. Being able to meet the needs of customers regardless of where they are in their life stage is really important to us.

Matthew Coleman
Marketing Director, State Farm
First party behavioral data trumps psychographic which trumps demographic. As long as you can see the customer’s actions and intentions, that’s the best way to create any sort of experience. That makes you a better marketer and provides better content. This is the age of context. If you’re not delivering experiences that are contextually relevant to the consumer, they’re getting bombarded from all different cylinders and you won’t catch their attention. We need to make sure that when we present someone with an opportunity that it fits into what they actually need. Every once in a while, I get an ad and I’m so enamored by it, that I have to buy the product, because it was targeted too well. Maybe I needed it, maybe I didn’t, but I bought it. That’s the goal.

First party behavioral data trumps psychographic which trumps demographic. As long as you can see the customer’s actions and intentions, that’s the best way to create any sort of experience. That makes you a better marketer and provides better content. This is the age of context. If you’re not delivering experiences that are contextually relevant to the consumer, they’re getting bombarded from all different cylinders and you won’t catch their attention. We need to make sure that when we present someone with an opportunity that it fits into what they actually need. Every once in a while, I get an ad and I’m so enamored by it, that I have to buy the product, because it was targeted too well. Maybe I needed it, maybe I didn’t, but I bought it. That’s the goal.

Brian Voynick
CRM Campaigns Manager, BMW of North America
EA hasn’t had someone looking after EA as a brand before. How do you reinvigorate a hero brand from scratch from the privacy of your own living room? We were founded to lift up gaming as the entertainment medium of the world and to hero our developers and make them be at the center of our business. All of these founding principles are so rich and steeped in history, so I had been thinking a little bit about that and looking at our player data, and created the simplest brief you could imagine. It had three rules. What can we do to help people connect during this time?. What can we do to help people connect to our developers and our talent? And what can we do to help people connect to things that we miss in the real world? Those first two things, any gaming company can do that, the third one, is actually leaning into the thing that really differentiates us through time.

EA hasn’t had someone looking after EA as a brand before. How do you reinvigorate a hero brand from scratch from the privacy of your own living room? We were founded to lift up gaming as the entertainment medium of the world and to hero our developers and make them be at the center of our business. All of these founding principles are so rich and steeped in history, so I had been thinking a little bit about that and looking at our player data, and created the simplest brief you could imagine. It had three rules. What can we do to help people connect during this time?. What can we do to help people connect to our developers and our talent? And what can we do to help people connect to things that we miss in the real world? Those first two things, any gaming company can do that, the third one, is actually leaning into the thing that really differentiates us through time.

Elle McCarthy
Head of Brand, Electronic Arts (EA)
I joined Danone for two reasons. One is that there's a real sense of purpose at Danone, A lot of companies talk about purpose but the fact that Danone is the world's largest public benefit corporation, brings a lot of credibility to what that means at Danone. It means that we are actively talking about purpose - about how we will use business as a force for social good. It's really quite unbelievable to me that on a daily basis, I'll join some sort of conversation about how we’ll walk the talk around purpose and being a certified benefit corporation. It's a lot of work, a lot of money, and a lot of heavy lifting to become a certified public benefit corporation so the credibility that Danone has, is one of the key reasons I joined the company. Working on a brand like Two Good is really just a dream.

I joined Danone for two reasons. One is that there's a real sense of purpose at Danone, A lot of companies talk about purpose but the fact that Danone is the world's largest public benefit corporation, brings a lot of credibility to what that means at Danone. It means that we are actively talking about purpose - about how we will use business as a force for social good. It's really quite unbelievable to me that on a daily basis, I'll join some sort of conversation about how we’ll walk the talk around purpose and being a certified benefit corporation. It's a lot of work, a lot of money, and a lot of heavy lifting to become a certified public benefit corporation so the credibility that Danone has, is one of the key reasons I joined the company. Working on a brand like Two Good is really just a dream.

Surbhi Martin
VP Marketing, Danone
Our vision is to have the most loved brands in the restaurant industry, and ultimately, to be the most loved brands out of any industry. If that is your big dream, you need to be doing things that make your brands relevant for the long run. In order to do that, you need to be doing good for the world. Coming here has been a journey in terms of creating the right projects and unlocking the right resources to evolve the brand and the company. I’m a firm believer that the future is already here. You need to look at what's happening on the edges and try, and learn. You're going to lose if you just lean back and wait to see what's going to happen. We need to write the future, and that requires some creativity and experimentation.

Our vision is to have the most loved brands in the restaurant industry, and ultimately, to be the most loved brands out of any industry. If that is your big dream, you need to be doing things that make your brands relevant for the long run. In order to do that, you need to be doing good for the world. Coming here has been a journey in terms of creating the right projects and unlocking the right resources to evolve the brand and the company. I’m a firm believer that the future is already here. You need to look at what's happening on the edges and try, and learn. You're going to lose if you just lean back and wait to see what's going to happen. We need to write the future, and that requires some creativity and experimentation.

Fernando Machado
Global Chief Marketing Officer, RBI
It is really important, especially when you are a consumer good and a lot of your brand is based in these emotional moments that are relevant in the world today, to really be tapped into that culture and to be able to react to it. You can have the best social listening in the world but if you are not able to react to it immediately then why are you listening? We really think especially at BABE we have our finger on the pulse of what our consumers are talking about and then we try to look for what that human insight is and look for where our brand can authentically play. It is not enough to just comment on things. If you are trying to talk to everyone, you are talking to no one, so how do you join cultural moments and really think about what is happening in the world and still be a human and be authentic to that brand and to who your consumer is. It’s a delicate balance.

It is really important, especially when you are a consumer good and a lot of your brand is based in these emotional moments that are relevant in the world today, to really be tapped into that culture and to be able to react to it. You can have the best social listening in the world but if you are not able to react to it immediately then why are you listening? We really think especially at BABE we have our finger on the pulse of what our consumers are talking about and then we try to look for what that human insight is and look for where our brand can authentically play. It is not enough to just comment on things. If you are trying to talk to everyone, you are talking to no one, so how do you join cultural moments and really think about what is happening in the world and still be a human and be authentic to that brand and to who your consumer is. It’s a delicate balance.

Kathleen Braine
Senior Director of Brand Marketing, BABE Wine, Anheuser-Busch InBev
Being open minded from a content perspective is a huge pillar for us. Our core focus is that we believe anyone should marry who they want, when they want, and if they want - the if is actually really important because we care a lot about the marriage more than just the wedding. We {as a society} have to remind ourselves that all of the time, it’s not about spending a lot of money on one given day. it’s about two humans coming together, and how we can use our product and platform to prepare people for that, and that’s talking about relationship health, how to love yourself, what it means to go to therapy - normalizing those aspects and talking through what it’s like to experience it. Also, celebrating second weddings - it’s important to show that there is no right or wrong way to live your life and we are here to support everyone. We are a brand that stands for acceptance, helping people feel good about living their life; however they choose to define it.

Being open minded from a content perspective is a huge pillar for us. Our core focus is that we believe anyone should marry who they want, when they want, and if they want - the if is actually really important because we care a lot about the marriage more than just the wedding. We {as a society} have to remind ourselves that all of the time, it’s not about spending a lot of money on one given day. it’s about two humans coming together, and how we can use our product and platform to prepare people for that, and that’s talking about relationship health, how to love yourself, what it means to go to therapy - normalizing those aspects and talking through what it’s like to experience it. Also, celebrating second weddings - it’s important to show that there is no right or wrong way to live your life and we are here to support everyone. We are a brand that stands for acceptance, helping people feel good about living their life; however they choose to define it.

Amanda Goetz
VP Marketing, The Knot Worldwide
I’ve had the pleasure of being a part of the launch of Taco Bell’s loyalty program - a program that has been in the works for a couple of years. It had to go through a lot of different levels of approvals to make this happen, and believe it or not, the pandemic actually delayed the launch. Something I noticed when I joined Taco Bell was the ability of speed to customers. With the pandemic, Taco Bell did a really great job of reacting to the customer and meeting them where they needed to be. With the safety precautions, ordering ahead in the app and all of the different technical pieces took priority to the loyalty program. We had to put the customer first and make sure the customer knows that we’re on the same road of concern with safety that they are.

I’ve had the pleasure of being a part of the launch of Taco Bell’s loyalty program - a program that has been in the works for a couple of years. It had to go through a lot of different levels of approvals to make this happen, and believe it or not, the pandemic actually delayed the launch. Something I noticed when I joined Taco Bell was the ability of speed to customers. With the pandemic, Taco Bell did a really great job of reacting to the customer and meeting them where they needed to be. With the safety precautions, ordering ahead in the app and all of the different technical pieces took priority to the loyalty program. We had to put the customer first and make sure the customer knows that we’re on the same road of concern with safety that they are.

Ishita Ahmed
Director of Loyalty, CRM, and Personalization, Taco Bell
I think it's important to recognize that we do benefit from culture. It’s the reason why brands want to get involved in cultural conversations - especially today with impressions, likes, news recaps, essentially the roundups. If everyone is talking about the Grammys or the Super Bowl - and you’re taking part in those big moments, hopefully, you’re a part of the broad conversation that is attached to it, which could lead to brand affinity, then sales. Brands need to go beyond participating in culture - what are you adding in value? There is something called a culture vulture and consumers are really good at sussing that out. It’s up to us as brands to recognize that whatever audience we’re targeting at that moment, you are actually adding to the moment instead of taking from it.

I think it's important to recognize that we do benefit from culture. It’s the reason why brands want to get involved in cultural conversations - especially today with impressions, likes, news recaps, essentially the roundups. If everyone is talking about the Grammys or the Super Bowl - and you’re taking part in those big moments, hopefully, you’re a part of the broad conversation that is attached to it, which could lead to brand affinity, then sales. Brands need to go beyond participating in culture - what are you adding in value? There is something called a culture vulture and consumers are really good at sussing that out. It’s up to us as brands to recognize that whatever audience we’re targeting at that moment, you are actually adding to the moment instead of taking from it.

Gilbertson Cuffy
Brand Marketing Director, PepsiCo
There are three primary things that my team does. We work on the Hulu brand, the Hulu content strategy and we work with Hulu’s advertising partners to help them do things beyond the traditional advertising units. In all of those cases, when it comes to my internal teammates, I don’t want them to think of us as an in-house agency because the danger is that your co-workers begin to treat you as a vendor. The people that we work with are not our clients - we are their partners and teammates. When we work with outside agencies, which we always will because we want to become navel-gazers and there are certain capabilities and resources that we don’t have in-house, we don’t want to be seen as a competitor to them - but instead as a collaborator. When we work with our advertising and brand partners, we don’t want their agencies to think of it as us trying to take their role. I think of us as an in-house creative studio, but I don’t think of us as an agency.

There are three primary things that my team does. We work on the Hulu brand, the Hulu content strategy and we work with Hulu’s advertising partners to help them do things beyond the traditional advertising units. In all of those cases, when it comes to my internal teammates, I don’t want them to think of us as an in-house agency because the danger is that your co-workers begin to treat you as a vendor. The people that we work with are not our clients - we are their partners and teammates. When we work with outside agencies, which we always will because we want to become navel-gazers and there are certain capabilities and resources that we don’t have in-house, we don’t want to be seen as a competitor to them - but instead as a collaborator. When we work with our advertising and brand partners, we don’t want their agencies to think of it as us trying to take their role. I think of us as an in-house creative studio, but I don’t think of us as an agency.

Scott Donaton
Head of Creative, Hulu
You’re seeing a meteoric rise of influencers, and I attribute some of that to the fact we haven’t been able to go shopping with friends. We often say that friends and family are the biggest influencers on a purchase. If I can’t go shopping with my best friend in California, where is that influence coming from? It’s likely going to come from those content producers that are entertaining, engaging and really building a relationship with you. I think influencers carry a strong sense of authenticity to their followers. They’re really careful about who they partner with. They feel their personal brand is on the line. And it’s as much a compliment to be chosen by them as it is for you to have a partnership with them.

You’re seeing a meteoric rise of influencers, and I attribute some of that to the fact we haven’t been able to go shopping with friends. We often say that friends and family are the biggest influencers on a purchase. If I can’t go shopping with my best friend in California, where is that influence coming from? It’s likely going to come from those content producers that are entertaining, engaging and really building a relationship with you. I think influencers carry a strong sense of authenticity to their followers. They’re really careful about who they partner with. They feel their personal brand is on the line. And it’s as much a compliment to be chosen by them as it is for you to have a partnership with them.

Shenan Reed
SVP, Head of Media, L'Oreal
Vans is an inclusive brand by nature. Ubiquity is not our objective. We had to live up to our commitment in saying Black Lives Matter. A lot of people come on our site to criticize our Black Lives Matter stance, and they say “All lives matter. I'm throwing my vans in the trash.” And what we’re saying is, that’s ok. We think if you can’t get your head around Black Lives Matter, then maybe Vans isn’t the brand for you. It can be really hard for brands to have that fortitude to let people go. Again, in our mind, it’s quality over quantity of our fans....Posting about Black Lives Matter is easy. The harder thing to do is consistent and ongoing actions by our brand until anti-racist actions are done and we no longer have a system that breeds bigotry, hate and racism in this country.

Vans is an inclusive brand by nature. Ubiquity is not our objective. We had to live up to our commitment in saying Black Lives Matter. A lot of people come on our site to criticize our Black Lives Matter stance, and they say “All lives matter. I'm throwing my vans in the trash.” And what we’re saying is, that’s ok. We think if you can’t get your head around Black Lives Matter, then maybe Vans isn’t the brand for you. It can be really hard for brands to have that fortitude to let people go. Again, in our mind, it’s quality over quantity of our fans....Posting about Black Lives Matter is easy. The harder thing to do is consistent and ongoing actions by our brand until anti-racist actions are done and we no longer have a system that breeds bigotry, hate and racism in this country.

Doug Palladini
Global Brand President, Vans
My first seven months at the Twins, I was focusing not so much on the sport but concentrating on the brand itself. The biggest learning curve for me is there's two different entities: there’s the brand and then there’s the sport. When it comes to the actual sport of baseball, there's nothing I can really change. I'm not on the field or on the coaching staff so I spent a lot of time learning the brand - learning how the organization works and where the opportunities were. The world is changing so fast in terms of entertainment and even though we are a sports team, we’re an entertainment brand as well. If we start to think of ourselves as an entertainment brand over a sports team, our runway is extremely strong.

My first seven months at the Twins, I was focusing not so much on the sport but concentrating on the brand itself. The biggest learning curve for me is there's two different entities: there’s the brand and then there’s the sport. When it comes to the actual sport of baseball, there's nothing I can really change. I'm not on the field or on the coaching staff so I spent a lot of time learning the brand - learning how the organization works and where the opportunities were. The world is changing so fast in terms of entertainment and even though we are a sports team, we’re an entertainment brand as well. If we start to think of ourselves as an entertainment brand over a sports team, our runway is extremely strong.

Heather Hinkel
Senior Director, Brand Strategy, Minnesota Twins
During Covid, our role was very focused on communicating to ease people’s minds. For people traveling, we wanted them to understand that the air on an aircraft is safer than in your office building. But we were not actively promoting travel, we were trying to be very cautious and not encourage people to do something that they’re not ready for. Now we’re hoping we’re getting closer to a place where we can start actively promoting travel. I have a revenue target that I know I have to hit with a combination of promos, performance media and driving storytelling on our owned channels. Four years ago, marketing looked like picking menu items and not contributing to revenue performance, so to be in this position I’m really excited and a little nervous.

During Covid, our role was very focused on communicating to ease people’s minds. For people traveling, we wanted them to understand that the air on an aircraft is safer than in your office building. But we were not actively promoting travel, we were trying to be very cautious and not encourage people to do something that they’re not ready for. Now we’re hoping we’re getting closer to a place where we can start actively promoting travel. I have a revenue target that I know I have to hit with a combination of promos, performance media and driving storytelling on our owned channels. Four years ago, marketing looked like picking menu items and not contributing to revenue performance, so to be in this position I’m really excited and a little nervous.

Natalie Bowman
Managing Director, Marketing and Advertising, Alaska Airlines
I like to say, it’s not the new normal, it’s now the normal. Thinking about the new now, the biggest change for us is how people are purchasing our brand. Spirits was one of the last products to join eCommerce, and Covid forced us to speed this up. What we were seeing in one week we are now seeing in one day. What we had planned to do in two years we are now doing in two weeks. Covid is pushing us. Within a week, we created a platform for bartenders to make money and share our brand. Our brand is built at the bar. Every day at 5pm we had a bartender make a new drink. Every dollar that went on this platform went straight to the bartender. To think the agility that it took to do this in a week of shutdown was amazing.

I like to say, it’s not the new normal, it’s now the normal. Thinking about the new now, the biggest change for us is how people are purchasing our brand. Spirits was one of the last products to join eCommerce, and Covid forced us to speed this up. What we were seeing in one week we are now seeing in one day. What we had planned to do in two years we are now doing in two weeks. Covid is pushing us. Within a week, we created a platform for bartenders to make money and share our brand. Our brand is built at the bar. Every day at 5pm we had a bartender make a new drink. Every dollar that went on this platform went straight to the bartender. To think the agility that it took to do this in a week of shutdown was amazing.

Gabriela McCoy
Director, Strategic Insights and Analytics, Bacardi

Previous Quote's of the Week

Christine White
Director, Social and Content Marketing, Ulta Beauty
Jennifer Kolstad
Global Design Director, Ford Motor Company
In the next ten years, the Ford Motor Company workforce will turn at a rate of 60%, which means we’ll have a younger, more nimble workforce and a new set of values to account for - to champion. We have five generations working together under one roof, so we come at this with a shared value proposition. We need to really think about what our shared values are. What we’re learning so far on the outside of our think tank is that things such as wellness, these are simple things we need to champion. In a post-COVID world, we’re learning new non-negotiables, like systemic resilience and we’re going to fight for that. We’re generating this list of new values that we believe will be present in any context - retail, community building, workforce - wherever for any generation.

In the next ten years, the Ford Motor Company workforce will turn at a rate of 60%, which means we’ll have a younger, more nimble workforce and a new set of values to account for - to champion. We have five generations working together under one roof, so we come at this with a shared value proposition. We need to really think about what our shared values are. What we’re learning so far on the outside of our think tank is that things such as wellness, these are simple things we need to champion. In a post-COVID world, we’re learning new non-negotiables, like systemic resilience and we’re going to fight for that. We’re generating this list of new values that we believe will be present in any context - retail, community building, workforce - wherever for any generation.

Yasmin Grant
Director of Multicultural Marketing, PepsiCo
I always wanted to do marketing in a category where consumers had more of an emotional connection to the brands, connected to the moments that matter and that led me to PepsiCo. I’ve had a lot of different roles at PepsiCo and for the past year, I have been director of marketing for the Hispanic business unit, which was a team that was formed solely to aggressively go after the Hispanic opportunity and the marketing space. I am also involved in a lot of things outside of my day job. I am co-chair of Mosaic, which is our black employee resource group. I am also on the advisory board for The League, which is an initiative that was started in marketing to uplift female marketers. And then obviously with the racial climate being what it is, we have formed a task force to really identify the right equality actions to undertake on behalf of the black community, and I am part of that. I have been with PepsiCo for seven years. What has kept me here is that I can do meaningful work. I feel like I am doing work that makes a difference and PepsiCo gives me a platform for my activism.

I always wanted to do marketing in a category where consumers had more of an emotional connection to the brands, connected to the moments that matter and that led me to PepsiCo. I’ve had a lot of different roles at PepsiCo and for the past year, I have been director of marketing for the Hispanic business unit, which was a team that was formed solely to aggressively go after the Hispanic opportunity and the marketing space. I am also involved in a lot of things outside of my day job. I am co-chair of Mosaic, which is our black employee resource group. I am also on the advisory board for The League, which is an initiative that was started in marketing to uplift female marketers. And then obviously with the racial climate being what it is, we have formed a task force to really identify the right equality actions to undertake on behalf of the black community, and I am part of that. I have been with PepsiCo for seven years. What has kept me here is that I can do meaningful work. I feel like I am doing work that makes a difference and PepsiCo gives me a platform for my activism.

Alia Kemet
Vice President, Creative & Digital Communications, McCormick & Company
I started working very early, when I was 14. I had a unique first job; I worked in a stock room at a retail store and learned how to dress the windows, which is really when I learned about targeting. You have to understand targeting in order to dress the window. I would tell the young people today to start your work ethic early. Working is like a muscle; you have to come to work and put all of yourself into it. I find that many young people who haven’t had to work, when the work is put on them, they’re like ‘Woah, wait a minute, we’re still in it?’ To anyone trying to break in, you need to be gritty, especially if you’re a person of color. I hate to bring up this mantra, but it’s true. If you're a person of color, a black person in particular, you have to work harder than the next person. So I come to the table with my goal being ‘Always win against myself.’ I have high standards. I want to be that person that comes in and does something that no one else has done before and completely transform business results.

I started working very early, when I was 14. I had a unique first job; I worked in a stock room at a retail store and learned how to dress the windows, which is really when I learned about targeting. You have to understand targeting in order to dress the window. I would tell the young people today to start your work ethic early. Working is like a muscle; you have to come to work and put all of yourself into it. I find that many young people who haven’t had to work, when the work is put on them, they’re like ‘Woah, wait a minute, we’re still in it?’ To anyone trying to break in, you need to be gritty, especially if you’re a person of color. I hate to bring up this mantra, but it’s true. If you're a person of color, a black person in particular, you have to work harder than the next person. So I come to the table with my goal being ‘Always win against myself.’ I have high standards. I want to be that person that comes in and does something that no one else has done before and completely transform business results.

Matthew Coleman
Marketing Director, State Farm
We’re founded on making sure we’re building relationships, helping customers in communities and just being a good neighbor. That’s further shaped by the mission, vision and values that we have. Every interaction we have with our customers is pivotal to that brand promise. When you’re thinking of the environment we’re in right now, whether that’s wildfires or hurricanes, we know those are crucial moments where we have an opportunity to show up and really help people. We call that the moment of truth. But it’s not just in those environments that people are looking for help. If you think about COVID, people are really concerned about their health, their loved ones, and leaving their legacy, and that’s where State Farm comes in. Being able to meet the needs of customers regardless of where they are in their life stage is really important to us.

We’re founded on making sure we’re building relationships, helping customers in communities and just being a good neighbor. That’s further shaped by the mission, vision and values that we have. Every interaction we have with our customers is pivotal to that brand promise. When you’re thinking of the environment we’re in right now, whether that’s wildfires or hurricanes, we know those are crucial moments where we have an opportunity to show up and really help people. We call that the moment of truth. But it’s not just in those environments that people are looking for help. If you think about COVID, people are really concerned about their health, their loved ones, and leaving their legacy, and that’s where State Farm comes in. Being able to meet the needs of customers regardless of where they are in their life stage is really important to us.

Brian Voynick
CRM Campaigns Manager, BMW of North America
First party behavioral data trumps psychographic which trumps demographic. As long as you can see the customer’s actions and intentions, that’s the best way to create any sort of experience. That makes you a better marketer and provides better content. This is the age of context. If you’re not delivering experiences that are contextually relevant to the consumer, they’re getting bombarded from all different cylinders and you won’t catch their attention. We need to make sure that when we present someone with an opportunity that it fits into what they actually need. Every once in a while, I get an ad and I’m so enamored by it, that I have to buy the product, because it was targeted too well. Maybe I needed it, maybe I didn’t, but I bought it. That’s the goal.

First party behavioral data trumps psychographic which trumps demographic. As long as you can see the customer’s actions and intentions, that’s the best way to create any sort of experience. That makes you a better marketer and provides better content. This is the age of context. If you’re not delivering experiences that are contextually relevant to the consumer, they’re getting bombarded from all different cylinders and you won’t catch their attention. We need to make sure that when we present someone with an opportunity that it fits into what they actually need. Every once in a while, I get an ad and I’m so enamored by it, that I have to buy the product, because it was targeted too well. Maybe I needed it, maybe I didn’t, but I bought it. That’s the goal.

Elle McCarthy
Head of Brand, Electronic Arts (EA)
EA hasn’t had someone looking after EA as a brand before. How do you reinvigorate a hero brand from scratch from the privacy of your own living room? We were founded to lift up gaming as the entertainment medium of the world and to hero our developers and make them be at the center of our business. All of these founding principles are so rich and steeped in history, so I had been thinking a little bit about that and looking at our player data, and created the simplest brief you could imagine. It had three rules. What can we do to help people connect during this time?. What can we do to help people connect to our developers and our talent? And what can we do to help people connect to things that we miss in the real world? Those first two things, any gaming company can do that, the third one, is actually leaning into the thing that really differentiates us through time.

EA hasn’t had someone looking after EA as a brand before. How do you reinvigorate a hero brand from scratch from the privacy of your own living room? We were founded to lift up gaming as the entertainment medium of the world and to hero our developers and make them be at the center of our business. All of these founding principles are so rich and steeped in history, so I had been thinking a little bit about that and looking at our player data, and created the simplest brief you could imagine. It had three rules. What can we do to help people connect during this time?. What can we do to help people connect to our developers and our talent? And what can we do to help people connect to things that we miss in the real world? Those first two things, any gaming company can do that, the third one, is actually leaning into the thing that really differentiates us through time.

Surbhi Martin
VP Marketing, Danone
I joined Danone for two reasons. One is that there's a real sense of purpose at Danone, A lot of companies talk about purpose but the fact that Danone is the world's largest public benefit corporation, brings a lot of credibility to what that means at Danone. It means that we are actively talking about purpose - about how we will use business as a force for social good. It's really quite unbelievable to me that on a daily basis, I'll join some sort of conversation about how we’ll walk the talk around purpose and being a certified benefit corporation. It's a lot of work, a lot of money, and a lot of heavy lifting to become a certified public benefit corporation so the credibility that Danone has, is one of the key reasons I joined the company. Working on a brand like Two Good is really just a dream.

I joined Danone for two reasons. One is that there's a real sense of purpose at Danone, A lot of companies talk about purpose but the fact that Danone is the world's largest public benefit corporation, brings a lot of credibility to what that means at Danone. It means that we are actively talking about purpose - about how we will use business as a force for social good. It's really quite unbelievable to me that on a daily basis, I'll join some sort of conversation about how we’ll walk the talk around purpose and being a certified benefit corporation. It's a lot of work, a lot of money, and a lot of heavy lifting to become a certified public benefit corporation so the credibility that Danone has, is one of the key reasons I joined the company. Working on a brand like Two Good is really just a dream.

Fernando Machado
Global Chief Marketing Officer, RBI
Kathleen Braine
Senior Director of Brand Marketing, BABE Wine, Anheuser-Busch InBev
It is really important, especially when you are a consumer good and a lot of your brand is based in these emotional moments that are relevant in the world today, to really be tapped into that culture and to be able to react to it. You can have the best social listening in the world but if you are not able to react to it immediately then why are you listening? We really think especially at BABE we have our finger on the pulse of what our consumers are talking about and then we try to look for what that human insight is and look for where our brand can authentically play. It is not enough to just comment on things. If you are trying to talk to everyone, you are talking to no one, so how do you join cultural moments and really think about what is happening in the world and still be a human and be authentic to that brand and to who your consumer is. It’s a delicate balance.

It is really important, especially when you are a consumer good and a lot of your brand is based in these emotional moments that are relevant in the world today, to really be tapped into that culture and to be able to react to it. You can have the best social listening in the world but if you are not able to react to it immediately then why are you listening? We really think especially at BABE we have our finger on the pulse of what our consumers are talking about and then we try to look for what that human insight is and look for where our brand can authentically play. It is not enough to just comment on things. If you are trying to talk to everyone, you are talking to no one, so how do you join cultural moments and really think about what is happening in the world and still be a human and be authentic to that brand and to who your consumer is. It’s a delicate balance.

Amanda Goetz
VP Marketing, The Knot Worldwide
Being open minded from a content perspective is a huge pillar for us. Our core focus is that we believe anyone should marry who they want, when they want, and if they want - the if is actually really important because we care a lot about the marriage more than just the wedding. We {as a society} have to remind ourselves that all of the time, it’s not about spending a lot of money on one given day. it’s about two humans coming together, and how we can use our product and platform to prepare people for that, and that’s talking about relationship health, how to love yourself, what it means to go to therapy - normalizing those aspects and talking through what it’s like to experience it. Also, celebrating second weddings - it’s important to show that there is no right or wrong way to live your life and we are here to support everyone. We are a brand that stands for acceptance, helping people feel good about living their life; however they choose to define it.

Being open minded from a content perspective is a huge pillar for us. Our core focus is that we believe anyone should marry who they want, when they want, and if they want - the if is actually really important because we care a lot about the marriage more than just the wedding. We {as a society} have to remind ourselves that all of the time, it’s not about spending a lot of money on one given day. it’s about two humans coming together, and how we can use our product and platform to prepare people for that, and that’s talking about relationship health, how to love yourself, what it means to go to therapy - normalizing those aspects and talking through what it’s like to experience it. Also, celebrating second weddings - it’s important to show that there is no right or wrong way to live your life and we are here to support everyone. We are a brand that stands for acceptance, helping people feel good about living their life; however they choose to define it.

Ishita Ahmed
Director of Loyalty, CRM, and Personalization, Taco Bell
I’ve had the pleasure of being a part of the launch of Taco Bell’s loyalty program - a program that has been in the works for a couple of years. It had to go through a lot of different levels of approvals to make this happen, and believe it or not, the pandemic actually delayed the launch. Something I noticed when I joined Taco Bell was the ability of speed to customers. With the pandemic, Taco Bell did a really great job of reacting to the customer and meeting them where they needed to be. With the safety precautions, ordering ahead in the app and all of the different technical pieces took priority to the loyalty program. We had to put the customer first and make sure the customer knows that we’re on the same road of concern with safety that they are.

I’ve had the pleasure of being a part of the launch of Taco Bell’s loyalty program - a program that has been in the works for a couple of years. It had to go through a lot of different levels of approvals to make this happen, and believe it or not, the pandemic actually delayed the launch. Something I noticed when I joined Taco Bell was the ability of speed to customers. With the pandemic, Taco Bell did a really great job of reacting to the customer and meeting them where they needed to be. With the safety precautions, ordering ahead in the app and all of the different technical pieces took priority to the loyalty program. We had to put the customer first and make sure the customer knows that we’re on the same road of concern with safety that they are.

Gilbertson Cuffy
Brand Marketing Director, PepsiCo
I think it's important to recognize that we do benefit from culture. It’s the reason why brands want to get involved in cultural conversations - especially today with impressions, likes, news recaps, essentially the roundups. If everyone is talking about the Grammys or the Super Bowl - and you’re taking part in those big moments, hopefully, you’re a part of the broad conversation that is attached to it, which could lead to brand affinity, then sales. Brands need to go beyond participating in culture - what are you adding in value? There is something called a culture vulture and consumers are really good at sussing that out. It’s up to us as brands to recognize that whatever audience we’re targeting at that moment, you are actually adding to the moment instead of taking from it.

I think it's important to recognize that we do benefit from culture. It’s the reason why brands want to get involved in cultural conversations - especially today with impressions, likes, news recaps, essentially the roundups. If everyone is talking about the Grammys or the Super Bowl - and you’re taking part in those big moments, hopefully, you’re a part of the broad conversation that is attached to it, which could lead to brand affinity, then sales. Brands need to go beyond participating in culture - what are you adding in value? There is something called a culture vulture and consumers are really good at sussing that out. It’s up to us as brands to recognize that whatever audience we’re targeting at that moment, you are actually adding to the moment instead of taking from it.

Scott Donaton
Head of Creative, Hulu
There are three primary things that my team does. We work on the Hulu brand, the Hulu content strategy and we work with Hulu’s advertising partners to help them do things beyond the traditional advertising units. In all of those cases, when it comes to my internal teammates, I don’t want them to think of us as an in-house agency because the danger is that your co-workers begin to treat you as a vendor. The people that we work with are not our clients - we are their partners and teammates. When we work with outside agencies, which we always will because we want to become navel-gazers and there are certain capabilities and resources that we don’t have in-house, we don’t want to be seen as a competitor to them - but instead as a collaborator. When we work with our advertising and brand partners, we don’t want their agencies to think of it as us trying to take their role. I think of us as an in-house creative studio, but I don’t think of us as an agency.

There are three primary things that my team does. We work on the Hulu brand, the Hulu content strategy and we work with Hulu’s advertising partners to help them do things beyond the traditional advertising units. In all of those cases, when it comes to my internal teammates, I don’t want them to think of us as an in-house agency because the danger is that your co-workers begin to treat you as a vendor. The people that we work with are not our clients - we are their partners and teammates. When we work with outside agencies, which we always will because we want to become navel-gazers and there are certain capabilities and resources that we don’t have in-house, we don’t want to be seen as a competitor to them - but instead as a collaborator. When we work with our advertising and brand partners, we don’t want their agencies to think of it as us trying to take their role. I think of us as an in-house creative studio, but I don’t think of us as an agency.

Shenan Reed
SVP, Head of Media, L'Oreal
Doug Palladini
Global Brand President, Vans
Vans is an inclusive brand by nature. Ubiquity is not our objective. We had to live up to our commitment in saying Black Lives Matter. A lot of people come on our site to criticize our Black Lives Matter stance, and they say “All lives matter. I'm throwing my vans in the trash.” And what we’re saying is, that’s ok. We think if you can’t get your head around Black Lives Matter, then maybe Vans isn’t the brand for you. It can be really hard for brands to have that fortitude to let people go. Again, in our mind, it’s quality over quantity of our fans....Posting about Black Lives Matter is easy. The harder thing to do is consistent and ongoing actions by our brand until anti-racist actions are done and we no longer have a system that breeds bigotry, hate and racism in this country.

Vans is an inclusive brand by nature. Ubiquity is not our objective. We had to live up to our commitment in saying Black Lives Matter. A lot of people come on our site to criticize our Black Lives Matter stance, and they say “All lives matter. I'm throwing my vans in the trash.” And what we’re saying is, that’s ok. We think if you can’t get your head around Black Lives Matter, then maybe Vans isn’t the brand for you. It can be really hard for brands to have that fortitude to let people go. Again, in our mind, it’s quality over quantity of our fans....Posting about Black Lives Matter is easy. The harder thing to do is consistent and ongoing actions by our brand until anti-racist actions are done and we no longer have a system that breeds bigotry, hate and racism in this country.

Heather Hinkel
Senior Director, Brand Strategy, Minnesota Twins
Natalie Bowman
Managing Director, Marketing and Advertising, Alaska Airlines
During Covid, our role was very focused on communicating to ease people’s minds. For people traveling, we wanted them to understand that the air on an aircraft is safer than in your office building. But we were not actively promoting travel, we were trying to be very cautious and not encourage people to do something that they’re not ready for. Now we’re hoping we’re getting closer to a place where we can start actively promoting travel. I have a revenue target that I know I have to hit with a combination of promos, performance media and driving storytelling on our owned channels. Four years ago, marketing looked like picking menu items and not contributing to revenue performance, so to be in this position I’m really excited and a little nervous.

During Covid, our role was very focused on communicating to ease people’s minds. For people traveling, we wanted them to understand that the air on an aircraft is safer than in your office building. But we were not actively promoting travel, we were trying to be very cautious and not encourage people to do something that they’re not ready for. Now we’re hoping we’re getting closer to a place where we can start actively promoting travel. I have a revenue target that I know I have to hit with a combination of promos, performance media and driving storytelling on our owned channels. Four years ago, marketing looked like picking menu items and not contributing to revenue performance, so to be in this position I’m really excited and a little nervous.

Gabriela McCoy
Director, Strategic Insights and Analytics, Bacardi

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