Doritos has launched the first global brand platform that encourages self-expression, challenges stereotypes and embraces your passions. But this time the target group is not primarily Generation Z.
"There was an opportunity to make the brand relevant beyond Generation Z," said Fernando Kahane, Doritos' global marketing director. "There are a lot of consumers over 60 in a lot of markets who love Doritos. And we talked to them for a long time. We were talking to Generation Z.
The second objective of the campaign is to connect brand assets with people and create more meaning and relevance through storytelling. "How can we create a more cohesive brand, not just globally, but across all markets?" Kahane said. This process has led to a shift from demographics to an “attitude” approach.
Below are highlights from our conversation with Kahan, the brand's targeting strategy, how the campaign will increase local relevance, working with creatives, and more.
Marketing Director: What's different about this global Doritos campaign?
Fernando Kahane, head of global marketing at Doritos: Before we had international platforms, but we did not have a global campaign designed to convey the property across multiple markets. We want to create a story that can be used in multiple markets... and we want to create a story that resonates with different cultures, different people, and even different stages of market development. This is the biggest difference. This is not just a platform or an idea, but an implementation implemented in most markets and regions.
CM: What was the inspiration for this campaign and why is this idea suitable for different international markets?
FK: It was an opportunity to make the brand more relevant beyond Generation Z... One of the most important aspects of this campaign was its "bold" attitude and actions. If you think about Doritos commercials, maybe people eat Doritos and three Doritos later they do something crazy. We try to retain some of that power, but at the same time make their stories more meaningful and human, more relatable and resonate globally.
Secondly, it is about differentiation and how we can create a more consistent brand, not only globally but also within the market. Because we didn't have a clear way to tell the stories. Each market creates different properties every year and is very fragmented. It was an opportunity to reflect: What are the unique strengths of the Doritos brand? How can we harness its power? For example, the word "brave" is a variation. People associate Doritos ads with "cool." How can we make more use of this unique value or language and create more meaning and importance?
We started digging to find this out, and while these stories are inconsistent and fragmented, there were things in all of them that were "memorable" and well understood by our users. We have tried globally to create a framework for how the stories we tell are used, but for greater sustainability and strong growth in the future.
CM: How would you define your target market for this? Do you have specific objectives with international markets?
FK: In terms of target audience, how can you reach a broader group of people, not just the next generation of consumers? And the main issue is moving from demographics to recruiting. There are many consumers (over 60 years old) in many markets who love Doritos. And we talked to them for a long time. We speak only with Generation Z. This is a very important strategic move for the brand. We are no longer divided by demographics. We stand out as adventurous people who like to express themselves and try new things, like serious food. It is a vision of life and food, rather than a public vision. And from there we take some small advantages and create adaptations for digital channels.
The importance of uniqueness and coherence is to create a brand that has a place in people's minds, but in an organized way to give flexibility and autonomy to local markets. We have the international part: Grandpa drives a monster truck. We also have other functional assets registered in the same account and policy. They are published throughout the year.
But the platform, the mission is to create something unique. We need to create something that allows local markets to benefit and be more creative. Large national markets such as the United Kingdom, Australia, the Netherlands and Mexico are boldly making Doritos their way into people's desires and perceptions. Global wealth is distributed on television and digital, but we have local stories that are distributed on social media, real stories that generate local relevance. It's a balance between unity and understanding the importance of adaptability to drive hyperlocal relevance... flexibility in structure.
CM: How does the campaign go beyond companies and reach consumers?
FK: There are product stories you haven't seen yet and we will publish them in two or three months breaking stereotypes about product knowledge and freshness. And there are real stories. Each individual market creates stories that follow the same theme of “busting stereotypes” using emotional points.
We launched a global campaign that broke the age stereotype. But we destroy others, like toxic masculinity. Let's talk about age, but from the perspective of Generation Z and these stereotypes. So there are a lot of emotional points and groups working to create entertaining narratives that make people think about these stereotypes. It's not pointing fingers. Like, "Oh, I didn't expect grandma to drive." Oh, I didn't expect him to be a blind skater." (This is a British story.) Gary Garcia, an Australian boxer, likes to wear unisex clothing and is also a dancer. We're getting to know them. People about prejudice, but in an uplifting way.
CM: And how do you reach consumers around the world?
FK: It varies from market to market depending on the different channels and platform inputs. In some markets it has more penetration than Tik Tok, in some markets it has more Facebook, in other markets it has YouTube or WhatsApp, for example in Brazil. It is very convenient. The only non-negotiable thing is the fun factor. That's why real stories are an important part, because not only do they spread ads, but content creators create their own stories for the world and are "sponsored" by Doritos.
This idea of push and pull is the brand's next step in the way we think about media and creativity. We are experimenting with this platform. But when we are transparent about the stories we tell, we can empower creators and influencers to tell their stories because we know what we stand for. That's why a great brand idea is important, because otherwise you'll just be posting content and talking about the brand, but without a coherent narrative.
Editor's Note: Part two of Doritos brand campaign coverage will be published later this week, in which Kahane discusses experiential marketing, the brand's marketing mix and overall industry trends.