Kantar’s Post

Transcript

But how do you see brand management and how it aligns with the financial value of your business? How do the two work together? Brand management means keep up developing or perhaps right and developing our brands in different ways, driving penetration, expanding the size of our brands, delivering what consumers needs or. What consumers feel they need that delivers economic profit to us. OK, fantastic. And let's talk now about the meaningful, different and salient framework. So how is your business actually using those metrics meaningful, different and salient as a KPI? How does it guide you in what you do? First of all, it is used to assessing the. The strength of our brands and identify your identifying opportunities as a business usually we are always looking how to measure the long term and the short term impact of our investment in our brands in our business. And this is part of the process of measuring long term impact and most importantly is how we keep up building iconic brands by because you know iconic brands is something that we always have in our mind. So basically. By measuring the long term impact how we keep up building iconic brands and hall or brands deliver happiness or inspire happiness moments in the everyday for consumers. Is is is what we are doing with this. This is quite new measurement framework for us. So we are discovering a lot of fantastic ways of of of how we can embed those metrics within the business in the sake of making the best decisions for our. Times to keep growing for grants and and continue making, you know, strengthening the the love that consumers feel for brands and, and, and building even more iconic brands and who is it who uses these metrics? I know you say you're in the process of embedding them which, which teams are you referring to in the business? We have a very. Complex matrix, as many organizations, you know, in which we have globals, regionals, locals, there is a lot of excitement about the news, this new framework, you know, and this excitement comes from everywhere we have consistently. Deploy in the framework on assessing the strengths of our brands, hmm, the global teams and, and they feel super excited, excited about about it and, and and, and because we have discovered that we own among the most strongest brands in the category and they are very loved. However, we have identified that our iconic brands still have opportunities to keep developing and delivering against consumers. So they feel very excited about this opportunity. And on the other hand, you know, at the regional level with the marketing associates, the people leading the business regionally, they are using this to basic things. You know, we're starting, but basic things we are starting developing communications briefs, you know, identifying how our brands are perceived. I'm, I'm, I'm what do we need to keep doing, you know, to strengthen that associations, et cetera. So it's, it's very exciting how we are learning. Importantly, we are speaking a similar language, you know, common language. So I think it's, it sounds like it's helping, even though you're in the fairly early stages, it's helping to align the organization around shared. Shared outcomes, but it's also helping drive strategy in some areas as well. We have use Ms. to set strategy at global level, but also at the regional level because because it's useful to identify what are the brands with the biggest opportunities we have identified, you know. France. With higher potential. Because of that, we have decided to. Move forward with those brands to to make them even more economic. So yeah. I have another question for you, Alejandro, which is a specific use case about how have you used the meaningful, different and salient framework to help your brand defend against competition. Tell me a little bit about that in anticipation of MSDS we knew. What we have now with Ms. we have. Prove. What do you know the strength of our brands? Instead of. Defending ourselves from competitors, we believe that as a category leaders, we need to keep up developing the category. Yeah, so. We focus on our brands, how we can keep up driving penetration, which is good for our business, but also is good for the category and it is good for the consumers because I mean consumers are going to choose from shelves. What is best for them. Is, is, is, is the approach that we have instead of fighting against competitors. We feel that really as category leaders, we need to keep up developing the category. Yeah, that makes total sense. And we we identified in our blueprint for brand growth that big brands have a different job to do from little brands in terms of stretching the category, going into new categories. They have more permission to do that. So is that something that you're looking at? Totally. And there are great examples. We have sneakers, but also we have Snickers ice cream. So yeah, it is. It is a great example of that. We are doing a lot of stretching of our brands within different, I mean. Still snacking and treat treats and snacks but. Different arenas in which we. Traditionally were competing within the business MVP framework is new to Mars and. It is important to say that. Ohh this Ms. framework. Has helped Mars assessing our brands not from inside, you know, but from outside from the perspective of consumers. As I said before, we already knew what we had, but now we have validated what consumers feel, think and do about our brands and it's a great opportunity for us to. Speak the same language, a common language internally and assessing our brands. In the same way across the whole organization, because you know, in the past saliency might mean something in one region while in the other my means something differently. So no, we are speaking a common language and that's has been very helpful by the other hand. What we have found from Kantar is a full support, you know, full support to deploy an embed this program within the organization, you know, and that has been fantastic. The experience that we have had with Kantar has been phenomenal. Thank you, Alejandro. That's great.