Reference no: EM132283705

1. What constitutes the Hispanic Market in the U.S.? What is included in the Latino Market?

2. Identify and briefly describe the main sources of Latin American immigration to the U.S.

3. What are the salient geographic trends of the Hispanic markets in the U.S.?

4. What are the salient socioeconomic trends of the Hispanic markets in the U.S.?

5. How different are the income levels, educational levels, family size, and economic behavior of Hispanic consumers compared to those of American consumers in general?

6. What did you learn from the case studies in the chapter, “AARP Hispanic Awareness Campaign” or “Conagra Foods: Hunt’s” (pp. 77-91)?

Case Study- AARP Hispanic Awareness Campaign Section I. General information Product/service description: AARP Services, Inc. (ASI), is the forprofit subsidiary of AARP, managing the benefits and discount offerings to members (i.e., Expedia, Papa Johns, Alamo, Walgreens, etc.). ASI's marketing efforts are focused on driv- ing existing member engagement with the various AARP providers Advertising agency: d expósito & Partners Target market: Hispanics, ages 50 and older (S 0+) Section II. Campaign background AARP is a membership organization for people ages 50 and older. The 50+ age group is the fastest-growing segment in the Hispanic market, with half a million people turning 50 every year. For that reason, since 2011,AARP has made it a strategic priority to in crease its Hispanic membership, with a dedicated campaign to increase brand awareness

to navigate their ever-changing world. Once aware of and familiar with AARP, they realized that the brand understands their reality and could enrich their lives by offering valuable information, guidance, and tangible benefits. These help them address their challenges and achieve their hopes and dreams. In late 2012 and 2013, AARP fielded a series of in-depth qualitative and quantitative research studies with current members and member prospects to gain a deep undei standing of the Hispanic 50+ mind-set and how it varies by acculturation level, language preference, and geographic location. Focus groups were conducted as an initial step across four markets, followed by a quantitative "needs and wants" study and segmenta- tion studies of the Hispanic age 45-74 population. Qualitative findings indicated that, similar to their general market counterparts, Hispanics know they are aging but do not dwell on it and do not want to be defined by age. They are working and living busy, productive lives and are optimistic even as they navigate an uncertain future. Their family is a key source of happiness and the driving force behind their hard work and hopes for a better future. As a result of the economic hardship several have felt over the last decade, now more than ever Hispanics are seeking guidance. They turn to family, peers, professionals, and organizations that share common interests and/or can provide sound information and advice to help them navigate the "new rules" of engagement. Hispanics are known for their entrepreneurial spirit and hunger for life. They have a very strong work ethic and resilient optimism about a better and brighter future. Hispanics tend to slant younger and are always seek- ing opportunities for a better tomorrow, no matter the age The needs and wants study demonstrated that for both less acculturated and acculturated Hispanics the areas of most need and concern for them are in the realms of work, finances, health, wellness, and family care. The study underscored there is a true need for AARP programs and curricula. Programs that resonate with the Hispanic audi ence would include services that promote financial literacy, health security, fraud pro- tection, work and job skills development, and discounts on travel and entertainment. The segmentation study results showed that the Hispanic age 45-74 population is divided into five segments: Cultural traditionalists: Lowest on acculturation but the largest segment, they

represent the biggest long-term opportunity. However, the runway is longer to drive awareness, familiarity, and member consideration so they are not the most likely to join at this stage Bicultural balancers: The second-largest segment, they spend a lot of time trav eling back and forth to Latin America. Their connection to Hispanic culture is of utmost importance and highly driven by entrepreneurship. They represent the greatest opportunity for immediate membership growth .Cultural champions: With a medium-to-high level of acculturation, this segment has a strong connection to Hispanic culture and represents AARP's greatest short-term membership opportunity. They will act as AARP ambassadors as long as they are engaged with relevant products, programs, and benefits that show AARP cares about the Hispanic community Mainstream-minded and independent identifiers: Not an immediate marketing priority, particularly since these segments are smaller in size and can be reached rough general market media. Section IV. Advertising campaign description With AARP, Hispanic brand awareness significantly lags the general market (about a 65 index), and many of those aware are at a more nascent stage of brand familiarity. Due to this, Hispanics account for only 4% of its membership base, compared to 9% of the total 50+ population. The Hispanic audience AARP sought required a campaign that built the right brand perceptions, from scratch, rather than shifting already established ones. For that reason, AARP's objective was to drive brand awareness, familiarity, and relevance among Hispanics, with the end goal of driving membership consideration. d expósito developed a dedicated Hispanic brand campaign, infused with the energy, positivity, and contemporary elements that reflect the Hispanic 50+ mind-set and way of life. It was created to demonstrate that AARP is an organization that enriches the life of the 50+ population by creating possibilities every dav, starting today and for the future

Using the insights uncovered in qualitative research, the strategic platform was developed:"Posibilidades a tu alcance" (possibilities within your reach). This supported the general market's Real Possibilities approach, but resonated more deeply with the Hispanic audience. The goal was to position AARP as working with them as a trusted ally, helping them live a better life. To drive relevance, the campaign message had to be clear and informative, while being conveyed in an optimistic, confident, and young-at heart tone that aligns with the Hispanic boomer mind-set. The Hispanic brand campaign launched with two video executions (television and online) called “Dream Card: Travel Man," and "Dream Card: Photographer." Both open by establishing an aura of hope and anticipation the agency wanted to evoke in the target audience when they receive an AARP membership card, conveying that it represents the start of something incredible. As the stories unfold, the copy delivered information on AARP as a social mission organization that offers benefits to members in order to generate interest in membership. These executions were supported with digital ad units (display and rich media), radio, and print advertising, to generate brand aware- ness/familiarity and initiate the Hispanic journey to becoming an AARP member. All advertising was developed with the bicultural balancers and cultural champions as the primary targets. Along with themes that discussed entrepreneurship and travel, specific ads discussing health, wellness, and finance were developed to resonate with the cul tural traditionalists as well. Section V. Effect of the campaign The 2014 year-end results are compelling, validating the strategic approach and demon strating the effectiveness of the awareness campaign. The Hispanic Attitude, Trend & Opinion Monitor (ATOM) tracking study showed a 15-percentage-point increase in awareness from November 2013 to October 2014 (from 59% to 75%). Familiarity in creased 5 percentage points (from 38% to 43%), and relevance increased 4 percentage points (from 30% to 34%) during that same time frame

Not only was the campaign effective at improving these key brand measures, but also the work resulted in AARP significantly exceeding its 2014 Hispanic membership goal by more than 200% This campaign was exemplary in utilizing good research and smart planning to drive brand awareness and engagement with Hispanics. It demonstrates how a commitment to winning the Hispanic consumer through dedication to excellence in Hispanic research can fuel an effective strategy. At first, those who managed the AARP brand in ternally were of the mind that a total market approach could effectively raise awareness familiarity, and relevance scores with Hispanics. The research strategists and account planners successfully used in-depth research and insight mining to demonstrate the need for an original go-to market strategy. Their basis for this was found in the signifi cantly lower levels of Hispanic brand awareness, familiarity, and relevance Through meticulous and ambitious account planning, which incorporated a variety of research studies, the agency's account planners and research strategists were empow- ered to work closely with account management. They played an important role in creat ing a sophisticated and in-depth understanding of the behavior of Hispanics 50+, which ultimately yielded unique and compelling insights that fueled an effective yet inspiring creative strategy. In an era where many Hispanic strategies fall under the umbrella of total market approaches, the work that the account planners and research strategists accomplished in laying the foundation for an engaging, informative, and inspiring brand campaign exceeded all key performance indicators (KPI) and Hispanic campaign goals. Hopefully, this will serve as an example that original strategy and creative campaigns, developed specifically for the Hispanic market and working in synergy with the general market campaign, can more effectively drive brand connections, motivate consumers, and yield impressive results.