Brand Insights


The 2022 Cannes Advertising Festival is over. The last hangover of the approximately 10,000 delegates has been cured, the latest deals have been cut, and the most impressive award winners have been celebrated.  Portada asked a few Cannes insiders about how the 2022 Cannes Festival went. Here is a somewhat irreverent assessment. 

Despite very high travel costs (e.g. US $5,000 economy class trips from New York City to Nice) and many observers forecasting low attendance due to COVID, between 8,000 and 10,000 delegates attended Cannes this year. In 2019, pre-Covid, more than 12,500 industry delegates gathered in Cannes. “I saw less clients than three years ago, but still a good amount,” Eric Tourtel, CEO Latin America at Teads tells Portada. Tourtel adds that more executives from the creative side of the business as usual attended the festival this year. Among Latin Americans there were surprisingly large amounts of Central Americans, Colombians and Mexicans attending, and of course many Brazilians.

For the client side (brands) of the business and the sell side media platforms and tech platforms, the festival is, first and foremost, about developing and closing business. This is not so much the case for the creative side of the advertising industry, insiders tell Portada. Creatives want to win awards; it’s not so much about business but about having fun (remember Publicis pulling out of Cannes in 2018 because it thought it could make a better use of its money?).

To be “in” Cannes You Need More than a Ticket Purchase 

Even when you are on the festival grounds because you purchased a ticket you are not really “in”. A ticket to the Cannes Advertising Festival does not guarantee you that much access to interesting networking and meetings. Companies need to invest much more to gain access to buyers. (In the media world ‘buyers’ mean brand marketers.)
Below is the access and power pecking order media and tech companies invest in (from high to low cost):

1. Beach Takeover (e.g. Meta, Google). Companies take over beaches, with massive beachfronts installations to showcase their concepts and products (e.g. Meta’s Metaverse) and provide impressive presentations and fun meeting space. In 2022, and signaling the enormous rise of retail media, Amazon took over a portion of the beach front with the “Amazon Port,” its biggest showing at the Cannes Advertising Festival yet and a sign of the growing significance of industry relationships to its business.

2. Yacht: At a cost of approximately US$ 250,000 for the four days Cannes Advertising Festival rental, major ad-tech and other players rent a yacht. They then pack the yacht with senior brand marketing executives for client meetings and entertaining. (e.g. Teads, Taboola).

3. Rooftop rental in a Cannes Apartment Building:
Apartment building and hotel rooftops are close to the area of the festival and are a less expensive option compared to a beach takeover or a yacht rental.

4. The Villa rental. Villas surrounding Cannes are a bit further away from the epicenter of the festival and parties and meetings there are a bit less prone to be attended by delegates.

5. Tickets: Entry fees to conferences and award functions lie between 600 and 2,500 euros (US $600 to US $ 2,500 euros) depending on type of event to be attended.

(Another option is to fly in major music and show biz talent for exclusive performances. This is an alternative often used by Spotify who easily will spend more than US$ 3 million in this initiative.)

Cannes Advertising Festival: A Day on the Teads Yacht

The Teads Yacht at Cannes Advertising FestivalTead’s Eric Tourtel tells Portada that his company held 220 meetings in 4 days during the 2022 Cannes edition. Three years ago, pre COVID, the figure reached more than 300. The figures provided by Tourtel reflect how yachts turn into meeting and deal-making machines during the Cannes Advertising Festival. “Throughout the four days, we had 2,000 people in our yacht. Never more than 100 at a time,” says Tourtel. Yacht meetings are substantially better than other types of meetings (e.g. office meetings or virtual meetings). Teads executives can make presentations to brand marketers in a relaxed environment with a rosé wine in hand. After the meeting held in the largest room of the yacht, they will be able to have more informal conversations on the deck.
Sales executives of companies who don’t have the means to rent a yacht are often seen waiting on the dock close to the yacht entrance where they can approach the brand marketers entering or exiting the yacht.

Throughout the four days, we had 2,000 people in our yacht.

Cannes Advertising Festival: What is Keeping Delegates Up at Night

  • The Macro Situation:  Brand marketers representing CPG, automotive and other sectors, are reporting supply chain issues (e.g. chips for cars or computers) that imperil their production processes, which, in turn, make their ability to market and promote their products more unpredictable. Supply chain issues, coupled with the current inflationary scenario and high geopolitical risks arising out of the war in Ukraine, do not bode well for growth in marketing and advertising during the second half of 2022. Overall, insiders maintain, advertising initiatives will become more outcome and performance based.
  • Valuation Implosion at Ad-Tech Companies. Publicly quoted advertising technology firms like Roku, The Trade Desk or Integral Ad Sciences have lost more than 50% of their stock market capitalization over the last 6 months. No wonder this development had a negative influence on the mood of ad-tech executives in Cannes, industry observers asked by Portada assert. The huge valuation decline also has an impact on the price and funding prospects of smaller non-publicly quoted ad-tech companies.
  • DE&I: Lots of Talk but no Walk (?)
    At Cannes, there were some presentations about the importance of Diversity Equity and Inclusion, yet while DE&I has become a major buzzword, insiders tell Portada that all the talk does not seem to be backed by real spending to communicate and promote DE&I objectives. Daneyni Sanguinetti, Director, Culture & Inclusive Marketing at Pernod Ricard, notes that she would have liked to have seen a more diverse speaker base, certainly on the main stages of the festival. She adds, however, that Cannes Lions Titanium awards did have a diverse winner base  (e.g. India).
    I would like to have seen more diversity, certainly on the main stages. 
  • Attention as the new Currency
     “Attention is the new viewability”, Teads’ Tourtel notes.  Attention measures the difference between an ad being visible and an ad actually be seen by the consumer. According to Tourtel, this turns the advertising conversation from an efficiency focus (cheapest option) to a focus on effectiveness (what works). Teads claims to be the first platform that has attention metrics integrated into its analytics.
  • Carbon Responsible Advertising, Online media is responsible for 4% of total carbon dioxide emissions. It is clear that soon there will be regulations to limit carbon emissions. Some advertisers including Chanel are starting to measure emissions.
  • Identity Solutions. The cookieless world – 60% of U.S. Internet traffic is already cookieless compared to between 15%-20% in Latin America – continues to be a crucial topic. In this context, CTV (Connected TV) and its contextual targeting solutions were highlighted as a viable option by several Cannes Advertising Festival participants.

Diageo, the world’s largest producer of spirits and beers,  spent US $2.5 billion in marketing in 2021, according to Statista. “At Diageo brands lead with culture,” Jennifer Yu,

Before Yu entered her current position at Diageo in August 2021, she worked as Senior Global Events Lead, High Touch Experiences at Apple, Inc. Contrasting the approach to marketing at both companies, Yu asserts that “at Diageo brands lead with culture. At Apple they lead with product.” After her experience at Apple, Yu wanted to go back into cultural marketing, where she had occupied positions prior in her career, as she is very interested in the  “human aspects that drive the connectivity of all the diverse cultures in the United States.”
Cultural Marketing
Diageo’s House of Slay activation brought together fashion, food, design and other cultural partnerships.

Yu’s role at Diageo is new  and, in her words, aims at  “driving a unified platform where all Diageo brands can show up in one cohesive space.” An example of such a platform is the recent partnership between Diageo brands  Johnnie Walker, Tequila Don Julio, Tanqueray, & Smirnoff Pink Lemonade with House of Slay (Phillip Lim, Prabal Gurung, Laura Kim, Ezra J. William, and Tina Leung), an AAPI founded and fashion-forward collective with the mission of stopping Anti-Asian hate and discrimination.

We work on driving a unified  platform where all Diageo brands can show up in one cohesive space.

As the a team of 12 marketers across the portfolio of brands driving experience, influencer and social media. We have a consultative role with brand managers and work hand in hand with them on a strategy for all brands  through one cohesive platform,” Yu says.

How Does Culture Impact Marketing?

Yu notes that each brand at Diageo has a brand purpose. Yu and her team are unifying brand purpose together in order to highlight different cultures. In the case of the AAPI Heritage Month 2022, House of Slay initiative. Diageo wanted to create a platform for underrepresented voices in the AAPI community to show its rich heritage while combating Anti-Asian hate .”We wanted to show rich heritage and culture across the Asian diaspora. We liked the activity component of House of Slay,” she notes. “The Asian diaspora is composed of 40 different communities. we did not want to be monolithic and celebrate all of them. That is why we brought together fashion, food, designers and other unique partnerships that drive the agenda,” says Yu. The House of Slay/Diageo Day Night MRKT was promoted through social media buys as well as earned media PR efforts.

Cultural Marketing Challenges

Diageo's House of Slay Activation
Diageo’s House of Slay Activation

A key challenge in cultural marketing Yu notes is “that each of the micro communities are represented in their authenticity and still can be celebrated through one unique platform.” In order to accomplish this, inclusive messages need to be crafted that touch all of Diageo’s brand portfolio, she asserts.

A key challenge in cultural marketing is that each of the micro communities are represented in their authenticity and unique cultures , and still can be celebrated through one platform.
Asked about which of Diageo beverages index high with particular multicultural groups, Yu notes that Johnnie Walker is huge with the Asian community, while Buchanan and Don Julio have a large Hispanic following.
Note: Portada inteviewed Yu on May 20 during the Diageo and House of Slay Day Night Mrkt event in New York City’s Lower East Side’s The Market Line venue.

At a recent Portada Live knowledge-sharing event for brand marketers Erin Siegel, Senior Director, Public Relations & Executive Communications Century 21, asked other participants about the role Content Marketing for E-Commerce plays in their strategies. Specifically, Siegel asked what role content marketing plays in the online marketplace space and in D2C and how it is leveraged for brand differentiation.  

These are the answers on the all important topic of Content Marketing for E-Commerce by three expert brand marketers:

Content Marketing for E-Commerce
Salvador Padron Director, Sabritas, Ruffles and Mixes Marketing Pepsico.

“We use content marketing to differentiate us from our competitors. We do cooking recipes and more behind the scenes content. We also provide access to information that is not as public in other channels in order to give something extra to the consumers. As a result, consumers get more engaged and become more involved in the category. It’s not so much transactional but about the experience. Brands that can provide interesting content to consumers have an edge,” noted Salvador Padron Director, Sabritas, Ruffles and Mixes Marketing Pepsico.

It’s not so much transactional but about the experience.
Moises Leiferman, Sr. Manager Omni Channel Perfetti Van Melle.

“Content marketing is very useful for us and we are also including brand health metrics in our content marketing initiatives in order to assess the overall picture. So perhaps a particular media has not been that strong in ROI terms, but did substantially reinforce brand attribute X or Y. Content marketing drives differentiation in order for consumers to be in a better position to convert later on,” mantained Moises Leiferman, Sr. Manager Omni Channel Perfetti Van Melle.

Content marketing drives differentiation in order for consumers to be in a better position to convert later on.
Guillermo Rivera, VP of Marketing Merama.

“We have a channel optimization playbook including SEO which includes the ideal words for title, description, wording to use in certain marketplaces and not in others. A+ content, images, video to complement images and text. Our mission and obsession is to build the perfect SKU, and the best detail page we can have. We complement that with certain traffic testing from social media. We distribute that traffic to D2C or the online marketplace and analyze the differences in consumer behavior,” said Guillermo Rivera, VP of Marketing Merama. (Merama is a start up company valued at more than US $ 1 billion that invests in brands and readies them for the D2C and ecommerce world.)

Our mission and obsession is to build the perfect SKU, and the best detail page we can have.


Content for Ecommerce: Check out how Willow Innnovations and Primary Arms do it!   

While Centers of Multicultural Marketing Excellence certainly fulfill their function as specialized units for best practices and research, they are also sometimes mocked by insiders as consulting units that do not have decision-making power. This is not the case of Dish’s Latino Center of Excellence, Alfredo Rodriguez, Vice President, Latino Center of Excellence at DISH Network tells Portada. “DishLATINO is a brand and a product. A P&L focused mindset drives all acquisition, retention, programming & product initiatives.”, he asserts.

Led by Alfredo Rodriguez, the Latino Center of Excellence has 25 employees, including executives Nicole Preston, General Manager, Latino Center of Excellence; Juan Machado, General Manager Marketing in charge of acquisition, Jean Louis Bedout, General Manager, in charge of retention and upsell, as well as Reynaldo Pagani, who is in charge of the Puerto Rican market.

Dish Latino  Center of Excellence: How it came about

Dish LatinoIn 2020 Dish acquired Boost Mobile and Sprint’s prepaid customers from Sprint as Sprint merged with T-Mobile. As a result, DISH became a nationwide U.S. wireless carrier. Dish’s leadership could not help but notice that in addition to Dish Latino and Sling’s Hispanic subscribers, Dish now had a substantial Hispanic customer base in the form of prepaid wireless client. Approximately a third of Boost Mobile customers are Hispanics.  That is when the executives at the helm of Dish decided to create the Latino Center of Excellence.  The main part of the new unit’s team was to be composed by Dish Latino executives, as the direct to broadcast satellite provider already had a an established brand marketing team.

Historically Dish’s Latino Center of Excellence is the outgrowth of the brand marketing unit of Dish Latino, which also serves as a Center of Excellence for Sling and Boost Mobile.

“Because of the very nature of the product which is solely for Hispanics, Dish Latino has a very contained customer base and its own P&L. This affords as the luxury of running it as a business unit,” Alfredo Rodriguez, Vice President, Latino Center of Excellence at DISH Network, tells Portada. “We have our own marketing budgets for branding acquisition and retention. Additionally, we manage the entire budget , from media to production. We design the strategy. We are very keen on insuring that we have a return on marketing investment as we have full accountability for the subscriber base we manage,” Rodriguez adds.

We are very keen on insuring that we have a return on marketing investment as we have full accountability for the subscriber base we manage.

As of December 31, 2021,Dish Networks had 10.707 million pay-TV subscribers in the United States, including 8.221 million DISH TV subscribers and 2.486 million SLING TV subscribers. Rodriguez claims that an important part of the Dish TV subscriber base is Hispanic and that they are the leaders in the Spanish-tier direct-to-broadcast satellige category, (DBS), where they compete with providers including ComCast, Spectrum and DirecTV.

Rodriguez, who leads identifying which consumers are in fact Hispanics. “We analyze the retail footprint and how it corresponds to the density and location of Hispanics.” Marketing budgets for Boost Mobile and Sling are managed by these business units. Rodriguez notes that the wireless segment has a lot of unmet needs and that his team is working on strategy refinements for Boost.

Cross-selling Opportunities

Many of the insights that Rodriguez’s team obtains at Dish Latino can be be used to understand the customer base, particularly the Hispanic customer base of Sling and Boost Mobile. “We see a lot of opportunities to cross-sell and upsell to other brands, including combining data to provide existing and future customers interesting offers. We work very closely with Dish, Boost and Sling to leverage data, segmentation and insights,” Rodriguez maintains. He adds that more than about just using the data it is “about obtaining a real connection with our clients.”

How Dish Latino Determines its Hispanic Target 

The direct-to-broadcast satellite Dish LATINO service, the suite of stand-alone programming packages containing both Spanish & English language channels, targets two segments of the Hispanic population.  The unassimilated segment (18% of the Hispanic population) and the bicultural-Spanish-dominant (30% of the Hispanic population). The unassimilated segment  is foreign born and Spanish-dependent for all aspects of their lives as well as culturally attached to their country of origin.  The bi-cultural Hispanic segment tends to be foreign born and has lived in the U.S for 10+ years. They are comfortable with English and are exploring a new culture through the lens of their cultural heritage.
These two segments are the ideal customer for DishLATINO,  How does Dish-Latino’s marketing team determines which Hispanics belong to the the above segments and not the bilingual and fully acculturated segments? Rodriguez notes the assimilation algorithm takes the following factors into account: Language spoken at home, Language of media consumption, Cultural affinity, Proportion of first 18 years lived in US and preferred language. According to this acculturation algorithm, roughly 30%-40% of the 60 million Hispanics living in the U.S. are either unassimilated or bicultural, Rodriguez says.
Research by Rodriguez and his team has determined that these two segments have many unmet needs. One of them is the need for speaking and perfecting English. The programming  channel “Inglés para Todos” answers to this need as learning English affords more opportunities to Hispanics.  Rodriguez also sees opportunities to cross over to Boost Mobile and Sling with a similar offering.
“We are looking to carve out opportunities on the wireless side and trying to leverage and take advantage of some of the things consumers are telling us are very appealing like for instance Inglés para Todos”, Rodriguez concludes.



Popeyes is centralizing its media buying in one DSP to minimize wasted impressions and maximize reach of households. Jean Paul Ciaramella,  Media Lead, Popeyes NA, Restaurant Brands International, explained the new initiative of Popeyes’ advertising at the last edition of Portada Live on March 31.


Popeyes, the chain of fried chicken fast food restaurants which in 2019 generated major social media buzz with the  Popeyes Chicken Sandwich, has been working on simplifying its media buys to tackle audience fragmentation challenges, particularly as it relates to CTV advertising.

“One of the key challenges we are facing from a media perspective is audience and media landscape fragmentation. Pre-COVID 19 we were seeing a clear acceleration of digital media adoption, particularly in CTV, and during COVID that trend was accelerated by a factor of 5 or even 10,” Ciaramella noted.

75% of Streaming Happens on 5 Platforms

Popeyes Advertising
Jean Paul Ciaramella, Media Lead, Popeyes NA, Restaurant Brands International, during Portada Live on March 31

According to Ciaramella, a large amount of CTV consumption happens across a multitude of apps, but 75% of streaming time is spent with 5 platforms: YouTube, Hulu, Disney, Amazon and Netflix, with the remaining providers representing the long tail. “We saw a risk of duplicating reach and set out minimize wasted impressions and maximize reach of unique households,” Ciaramella states.
Before there were many fragmented buys and no platforms talking to each other. Now by simplifying the way the campaigns are structured and funneling as much as possible of the media buy through one DSP Popeyes benefits from the three things below:

-Manage frequency across CTV partners

– Measure unique reach across CTV  and other platforms.

– Advertise Popeyes to a more qualified audience for both brand and performance campaigns.


Popeyes Advertising: Frequency Caps Increase Household Reach

By channeling the campaign through a single DSP it is now possible to set frequency caps across different households. Therefore, with a finite budget, the reach should be increasing and many more households per campaign should be reached at any given time.

Popeyes started with the new initiative in the fourth quarter of 2021 and, according to Ciaramella is starting to see some promising results. “We have obtained a cost saving of unique household reach of 20%,” he states. . In addition, Popeyes is starting to monitor the campaign overall to understand what the increase of unique reach is.

75% of streaming is spent with 5 platforms: YouTube, Hulu, Disney, Amazon and Netflix.

Social Media Buys

Social Media media buying is not included in Popeyes new DSP plan as these platforms (e.g. Facebook, Instagram, Twitter, TikTok), are bought through self-service interfaces. How will Popeyes now access audiences in these important social walled gardens? Ciaramella answers that Popeyes uses “social as a channel to drive incremental reach to traditional channels but also to connect with those who are outside of traditional channels.” “On these platforms we look at the audience first,”  he concludes.


We use social as a channel to drive incremental reach to traditional channels but also to connect with those who are outside of traditional channels. 





Innovations in DOOH (Digital Out of Home) advertising enable advertisers to communicate large campaigns in real-time and reach the target consumer in new ways. We analyze the successful case of the DIRECTV Copa America campaign.

The Digital Out Of Home (DOOH) advertising industry continues to evolve, with 30% growth in the Latin America and other regions, thanks to increased investment from advertising categories such as Entertainment, Media and Communication. According to the Digital Out of Home Advertising attitudes & behavior report conducted by Verizon Media, in which nearly 250 advertisers and marketing specialists in the United States participated,  60% plan to buy out of home media through DOOH in the coming months, making DOOH one of the pillars of the advertising industry.

The technological innovation includes DOOH LED screens which allow the creation of interactive content and dynamic ads which create deep connections between brands and the consumer target in a new way. This variety of options is reflected in programmatic advertising campaigns which enable advertisers to display creative depending on the time of day or weather, real-time traffic in the area, pollution index – measured through air sensors on the screens – or news of major events while they are happening.

DOOH technology enables advertisers to display creative depending on the time of day or weather, real-time traffic in the area, pollution index – measured through air sensors on the screens – or news of major events while they are happening.  

During the soccer Copa America 2021 soccer tournament played in Brazil, DIRECTV carried out an innovative regional DOOH campaign with the objective of generating brand awareness, through the use of high-impact media and dynamic ads in real-time in the main cities of Argentina, Chile, Colombia, Ecuador and Uruguay.  

60%  out of 250 advertisers and marketing specialists in the US plan to invest in DOOH in the coming months, making DOOH one of the pillars of the advertising industry.


The innovative campaign included special creative pieces for each city, dynamic ads on LED media, and a circuit of digital media outlets showing in real-time key moments of the Copa America soccer matches as they were being played. This included communication before each match: Countdown before the start of the Cup, the daily fixture with the matches to be played, the broadcast schedule and a countdown one hour before each match. During the games, the following was communicated: live goals with the player’s name; cards with the name of the player who was cautioned or expelled, partial results, winners and finally the announcement of the Copa America champion. Also in Bogota, Colombia, a bus was used with digital screens with a constant rotation of videos and live content.


The successful campaign, which was enabled by the advice and execution of home media partner  WorldComOOH used more than 150 elements implemented in 6 countries and 36 cities, with a total of 58,503,533 Opportunity To See (OTS). 

Romina González, Marketing Director at DIRECTV Latin America, said: “This campaign demonstrates DIRECTV’s leadership and innovation throughout the region. The results of this impactful campaign are in line with the high standing of our company”. 





With nearly 95% of shoppers reading online reviews before making a purchase, reviews have transformed the way consumers make purchase decisions. According to a study by the Bazaarvoice network, one product review can result in a 10% increase in sales and 200 reviews can result in as much as a 44% increase in sales. We talked to two brand marketers whose businesses are mostly e-commerce driven about the way they use and leverage online consumer reviews in their marketing efforts.


Review Marketing Basics

Review marketing is a process certain brands use to manage their reputation online. For direct-to-consumer brands, this includes monitoring, encouraging, and responding to consumer reviews across multiple platforms.”We rely on consumer reviews because customers say it better than we can,” says Aireen de Peralta, Chief E-commerce Officer at WaterField Designs, a company that sells custom-fit bags and cases online.

We rely on consumer reviews because customers say it better than we can.
review marketing expert
Michael Montanez

Michael Montanez, Director of Marketing at luxury clothing label August McGregor, notes that “We use yotpo to power reviews for August McGregor as we’re adding to our tech stack to improve KPIs. Reviews are expected these days for RTW (ready to wear clothing). It’s all part of the process. Attribution – we haven’t gotten there yet to determine the impact of reviews.”


Trusting Customers, not Apps that Go After Reviews

Waterfield does not provide incentives for customers to write reviews. “We feel it’s more authentic if a customer decided on their own to write a review,” explains de Peralta. “We e-mail customers after a few weeks of shipping their purchase and request for them to write a review. That way, they will have had time to use the product in their daily routine.”

review marketing expert
Aireen de Peralta

Today, there are many apps and vendors that will aggressively go after reviews, offering discounts, points, or loyalty awards. However, de Peralta notes that she doesn’t employ these tactics. “Reviews apps are also complex enough to ask users to rate their experience based on certain criteria. We use just the simple open-ended format because we think this is a better way to capture what our user thinks is the primary reason to give feedback about. Each user has a different experience with a different emotional outcome, and we are more interested in capturing the emotions and understanding what it is important to them, rather than what we think is important to get feedback on.”

We use just the simple open-ended format because we think this is a better way to capture what our user thinks is the primary reason to give feedback about.



Review marketing is very powerful in driving customers to sales. According to a study of customer restaurant reviews by the Harvard Business Review, “a one-star increase in Yelp rating leads to a 5-9 % increase in revenue.” On the other hand, according to research, if there is an excess of three negative articles within search results, businesses can expect to lose 59.2% of their potential customers.

“We can’t track if a certain review caused a sale, but we do get feedback from customers that reviews have helped them make a decision. This is anecdotal evidence, but it’s enough for us to know that reviews do help sales. We also view reviews as an outlet for our community to express themselves and for product feedback,” de Peralta notes.


Boosting SEO and Social and Customer Service

Reviews can also substantially boost SEO rankings since the reviews contain keywords. They are also “proof for social”. In addition, they can also inform customer service as “some reviews answer questions that people have”, de Peralta notes.


Social media plays an ever-changing role for marketers. The strategy’s strength is in the ability to humanize your brand by engaging with the consumer. And engagement leads to conversions. How to stay current as social media changes is a key discussion point at Portada Council System meetings. Learn how Portada Council System’s leading brand marketers offer solutions to keep ahead of social media’s evolving role.

Kick-off Facts 

  • SMS or messaging apps are on the rise with 41% of travel marketers planning on implementing this in the near future. (Sojern)
  • Three out of five travel companies are using chat for customer service with 28% actively using or experimenting with AI technology. (Phocuswright)
  • The majority of marketers (77%) are using one or more social media platforms but only 48% have a positive ROI from these strategies. (Impact

Three Social Media Challenges for Portada Council System Members

1. Managing Brand Reputation and Trust

Related comment: “Your customers don’t necessarily trust Influencers (since most know they are being paid). It is better to win them over organically.”

Social media make it easier to discredit a brand. Companies should try to turn these experiences into something positive.

2. Training Staff to Provide Consistent Customer Service

Related comment: “Right now, the front line staff is composed by people who are not prepared enough for the job.” 

We have to make all messages coincide across roles in spite of the emphasis of each area.

3. Increased Complexity and Cost of Social Media Strategies

Related comment: “It is vital to understand the way each platform works.”

Even though the reach is there, it’s getting gradually more expensive.
Portada, Council System

If you are interested in joining the Portada Council System, our year-round knowledge sharing and networking platform, find out more here or contact us here if you are marketing services supplier and here if you are a brand marketer.

Four Social Media Opportunities Identified by Portada Council System Members

1. Don’t Forget About Traditional Marketing Channels

Globally, travel marketers see Facebook (30%) and Instagram (28%) as the most effective tools for targeting new audiences contrasted with only a 4% rate in connecting with loyalty members. (Sojern)

Related comment: “We are losing sight of traditional communication channels that are still alive and reaching a more traditional target.”

A recent eMarketer study shows a 122% median email marketing ROI, a number 4x higher than other digital marketing channels. (LYFE Marketing)

2. Humanize the Brand Voice and Keep it Consistent

Related comment:Every role matters, and each one can influence the whole in a different way.” 

Practical example: The CEO could humanize the message and community managers should have a “tone of voice” that coincides with the company’s values.

When the head of the company is an activist, this helps the brand’s reputation.

3. Give Staff the Skills to Handle All Types of Social Media Feedback 

Related comment: “Strive for accuracy and timely answers when addressing customers’ comments on social media.” 

Practical example: Provide appropriate training to the social media team so they know how to handle messages with different objectives: communicating, positioning, selling, etc. 

Make sure the whole organization has the same culture and train staff to deal with social media’s evolving role.

4. Use AI to Boost Your Customer Service 

Research from Salesforce shows an anticipated 143% increase in the use of AI for customer service teams over the next 18 months. (Salesforce)

Practical example: Using an algorithm that answers immediately on social media without the customer noticing it’s a chatbot. Instead of having hundreds of people answering, a company could hire less high-profile employees to do it right.

When the algorithm can’t solve an issue, there’s a seamless transition to a human specialist.

Portada, Council System

If you are interested in joining the Portada Council System, our year-round knowledge-sharing and networking platform, find out more here or contact us here if you are marketing services supplier and here if you are a brand marketer.


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