This episode, Kathryn makes marketing magic with Natalia Lumpkin, VP of Consumer Insights at PepsiCo.
In this episode, Kathryn chats with Natalia Lumpkin, VP of Consumer Insights at PepsiCo. Natalia shares her inspiring career journey from studying law and political science in Poland to landing her current role in the US. They discuss the critical role of data analysis, balancing intuition with concrete data, and ever-evolving consumer behaviors, especially focusing on Gen Z. Natalia also covers the integration of digital and in-store experiences to engage consumers and build long-term loyalty.
Guest Quote:
“ I think we're not in a shortage of data…However, all of these data sources are really important for us because this is what feeds the intelligence and overall capabilities to then generate and produce actionable insights. In most places that I've been in, we have way too much data that we can absorb. So it's very important to not just have access to data, but be very clear about what we want to do with that data and collect it, not for the sake of having it, but actually for the sake of pairing it with tools and capabilities that really help us understand what we can go and do with it.”
Episode Breakdown:
[03:56] Alchemy Unveiled: Picking up the crumbs left behind
There is no shortage of data, so the question becomes: what are we going to do with the data we have? Natalia and her team focus on the information that consumers leave behind about their behavior, likes and dislikes, and leverage this data to better inform the entire customer journey.
[18:10] From Nuggets to Campaign Gold: Getting to know Gen Z
To fit in the moment, you need to have the right product. What PepsiCo is learned is that Gen Z is all about relevant, personal experiences, so tapping into the consumer where they are at the right time is key. Both in-store and online experiences are essential for better understanding and interacting with Gen Z to create the types of experiences they are looking for through products.
[34:16] Gold Rush: Be the choice on the consumer journey
Consumer intelligence and empathy create more meaningful and delightful products. Natalia’s focus is always how to address unmet needs that elevate brand experiences. By focusing on quality, innovation, and omnichannel integration, she aims to enhance value, deliver unique moments of indulgence, and cater to diverse consumers across all touchpoints.
Links & Resources:
Get all the latest updates on pepviz
[00:00:00] Kathryn Turnoff: Welcome to Marketer's Alchemy, where we pull back the curtain on the intricate world of data driven marketing. On this show, we delve into the convergence of marketing as an art form and data as a scientific foundation, unveiling the secrets to turning raw data into marketing goals. I'm your host, Kathryn Turnoff, Senior Product Manager at Deluxe. Join us as we dive into real life case studies and give you a front row seat to industry pioneers and visionaries. This podcast is brought to you by Deluxe. A pioneering force in data driven marketing, using intelligent data to build marketing campaigns that help you win more efficiently.
Welcome to Marketer's Alchemy, turning data into gold. I'm Kathryn Turnoff, and I'm here with Natalia Lumpkin, Vice President of Consumer Insights for PepsiCo. Natalia, welcome.
[00:00:55] Natalia Lumpkin: Hi, thank you for having me here.
[00:00:57] Kathryn Turnoff: Yeah, thanks for joining us. Tell us a little bit about your career journey. What brought you to your role at PepsiCo?
[00:01:04] Natalia Lumpkin: It wasn't a straight road.
[00:01:06] Kathryn Turnoff: It never is.
[00:01:08] Natalia Lumpkin: Never is. So I am originally from Poland and I actually. Studied law and political science. And I thought I would be working for a European union type of organization, but by, by chance I landed in the U S got my MBA here and I entered the P and G world of marketing and consumer insights.
And I was so, uh, so intrigued by brands, by corporate America. I decided to actually. Dabble more in the consumer insights, market knowledge, and analytics to be a better marketer overall, and to, uh, to help our brands always do the right thing by the consumer, because that pays the dividends. And so through my P& G career, I did different roles, working on innovations, on brand building.
I was on a customer team and. Experiencing a shopper and, and customers and selling in the frontline with the sales guys. Loved it, by the way, probably shaped me for the rest of my career in a very different way than if I had stayed in the headquarters and the four walls. Uh, yeah. And then, um, because I landed with P& G in Nashville, I decided to part and stay in Nashville and I joined Marcy.
Um, and, uh, that was a big deal for me to, to work on. the pet care division loved it. Couldn't ask for a better category to work on, it's highly emotional, who doesn't love pets, and you can bring them to work. I loved Mars for their philosophy, uh, for growth, it was a company that fully embraced Laws of Growth and Berg Bass Institute type of work.
And honestly, it was probably the first time I saw like how well it was operationalized and how well it drove marketing decisions, but also guided and shaped how we think about the consumer insights, right? And analytics and how to drive that. And so we're able to integrate that into the brands to then ensure successful executions in the marketplace.
Because ultimately everything we do, especially in Consumer Insights, while it's awesome and fun, it has to generate revenue, right? It has to help us be successful. I had a short stint in a startup where I learned that, um, yeah, agility in a different way. Hey, I had to redefine what that is and what really does it mean to build things from scratch.
But long term I decided to join back with bigger CPG. That's where my probably heart belongs only because I like to go big and, and ask bigger questions and shape up the future. Which startups can do absolutely, but at least for the vision that I would have, I needed a little bit more scale and PepsiCo has such an amazing, uh, history, amazing portfolio of brands.
It was absolutely such a big opportunity for me and pleasure to join, uh, PepsiCo, take the invitation and start in their, uh, food division for North America and head up the consumer insights and foresight analytics for, for the company. So here I am almost two years in and, and I'm really excited to tell you a little bit about this, Catherine, today.
[00:04:24] Kathryn Turnoff: I love it. Thank you. I love really how consumers or maybe dogs or pets, I guess, right, are at the, the forefront of your thinking throughout your career. And I'd love to dive into that a little bit more. So, let's head to our first segment, Alchemy Unveiled, Mixing Marketing Potions. Can you talk to us a little bit about what data your team uses?
[00:04:45] Natalia Lumpkin: I think we're not in a shortage of data, I would say, right? You probably talk to many companies and you know this, especially in North America. I think we're very, very spoiled with that and, and given a ton of access today. So, for us, the. Most common sources, I would say, are what probably most companies have access to as well.
Retail data, panel data, third party data overall. Um, we also generate second party data and first party data as well. We use it obviously with very strict data privacy guidelines and responsible use of information. However, All of these data sources are really important for us because we can't, you know, this is what feeds the intelligence.
This is what feeds the analytics. This is what feeds our, um, our machine learning, if you will, and overall capabilities to then generate and produce actionable insights. I would say that, um, You know, in, in most places that I've been in, we have way too much data that we can absorb. So it's very important to not just have access to data, but be very clear about what we want to do with that data and collect it, not for the sake of having it, but actually for the sake of pairing it with, um, with tools and capabilities that really help us understand what we can go and do with it.
So I would say that that's, That's probably like the biggest, the biggest source of data and the reason why we use it, but there's, you know, consumers today, we all generate all kinds of data every day, right? Just because of what we do, how we're connected to the world. And so these crumbs, this is that we leave behind.
This is something that for me is specifically very interesting. And so that's what we are trying to also capture. And so to do that, we are building capabilities that are helping us. Not only see that data, but analyze it in a way that is adding more value than the traditional data sources. So think about it as for us specifically, that would be consumption, but also consumer behavior, consumer, uh, consumer engagement online or consumer, uh, or consumer engagement in, in stores or retailers.
So all of this is equally important. And obviously there's research data. And again, I'm not a big fan of surveys, and maybe that's going to sound very, um, provocative, but, um, I do believe in going back to the roots and applying behavioral science, behavioral economics to really understand consumer behavior and start with that rather than, rather than focus on, uh, or over, uh, over rely on surveys, um, in our work.
So there's definitely. Also a big focus on what type of data helps us understand the behavior better. And again, how do we need to internalize it and analyze it overall to make sense out of that, and again, define decisions for the business of the brands.
[00:07:41] Kathryn Turnoff: I would imagine, right, when we think about surveys, that sometimes when we answer questions, like, maybe we're not answering them, not, not honestly, right?
But you're, you're kind of thinking like, oh, what do they want to hear? Who do I want to be when I answer this? And maybe those breadcrumbs that you talked about that we're leaving actually reveal our true selves, maybe a little bit more than my self answered survey might.
[00:08:04] Natalia Lumpkin: That's absolutely, that's, that's exactly right.
Right. Like we claim data. I've had business partners tell me, Oh, consumers lied to us. They liked this now they don't. No, it's just, we project things and we put ourselves in situations that may not be one realistic and two, this is not how we will react because we do react spontaneously. Right. It's very hard to separate the system one and system two.
Uh, for us, right? When we are judging our decisions and our behaviors. And so therefore I do believe that, um, there needs to be a balance. There's, there's room for everything, but we need to be very clear about what is this trying to inform? And so therefore can we rely on this type of approach, right?
Rather than one approach to everything. Uh, it, I don't believe in one size fits all. And so. Therefore, for me, data comes in different ways, but also we need to be smart about what data, what purpose, what utility, and then where it fits. Because again, we can collect this all day long and trust me, we have it and everybody probably has all they have that they can imagine, or even maybe that they know, but we don't have the ability to use it.
And so that's why we need to be so smart about it.
[00:09:17] Kathryn Turnoff: Can you tell me a little bit about all of these different data pieces that you're collecting. What have you found that's been helpful for you to organize it, to make sense of it, and to, you know, as you said, like, really use it as opposed to just collect it?
[00:09:32] Natalia Lumpkin: When I joined PepsiCo, almost immediately I was introduced to, um, this amazing capability, uh, at, uh, PFNA. Um, that is specifically focusing on consumption understanding, right? So massive data, data source that helps us understand the consumption journey. Almost like on an individual level and think about it.
We all have the same patterns. We eat breakfast, we eat lunch, we eat dinner, but the way we feel in those moments is different and the way, or the reason why we make choices for certain, you know, foods that we have at breakfast or lunch or dinner. We also, you know, sometimes have a different day, something happens, and so you're not having the same breakfast, you're on the go, and you're running around, right, and you have children, and you have pickup and drop offs, or something happened at work.
So, being able to understand that on a very human level, but then connected to a larger data size where you can see patterns and trends, helped us identify a new behavior emerging. And probably I don't think on a surface or on a surface, it was that surprising. Um, like for example, that consumers are starting to eat smaller meals, right?
Like we're starting to eat more often and smaller meals. And so therefore snacks are actually playing a different role than just, I just want a snack and indulge myself, but packaging that up with specific User or consumer behavior and understanding the reason why and what's happening in life helped us shape the opportunity for brands to one, address the need, right, address and attention, and then show up, uh, with a product or with a solution in a way that was very relevant, more right time, meaningful.
And they were able to talk about it in a way that.
And so that's something that for me is now unlocking so many opportunities because brands do have to think about the experiences they deliver. And it's not always that we need to have a new innovation. Sometimes we already have it, but we're not talking, you know, talking about it in a way that makes consumer understand it without thinking about it for an hour.
Right. And also it helps consumers see it. Huh, this It really helps me do things in an easier way. Or it's more convenient than I thought. Huh! This solves something that I was probably never aware I had a problem with. And so that is, what I love. For me the new frontier of using data and then immediately translating that into an opportunity that again, maybe it's unfolding in front of us, but we are not able to call it, name it, articulate it, and definitely define, define it in terms of what do we go and do about it.
So that was, um, um that consumption, the consumption platform that we have built and we're continuing to expand it. And hence it is from me, like the, the probably like the biggest black box that we need to start to completely fully understand, but also, uh, really, uh, understand. Um, apply to all of the brand plans, portfolio plans, and thinking also how we solve the consumer tensions moving forward.
[00:12:44] Kathryn Turnoff: Our tagline for this show, right, is marketing is an art and data is a science. And I feel like you kind of touched on this, but how does that really prove true, right? You have the data, the cold facts. How do you turn that into insights for your consumers? It's a good
[00:12:59] Natalia Lumpkin: question. And I don't think I ever thought about it this way.
So listen, let's start with the fact that. Marketing heavily relies on consumer understanding and insights, right? So it's always, there's always data. Like we have to have data. We have to understand what we're trying to do, what we're trying to solve. We're not just showing up with, you know, something. So that's the starting point, but there's always intuition because there's, you know, the more, you know, the more you understand the consumer, I think the more you can pick up on the weak signals.
Now we are not always correct. And sometimes the data tells us don't do it. But then. Somebody may have a passion to still go do it. And I do believe that we can't ask consumers to tell us everything they need. Because as humans, I don't think that we can articulate what's missing for us in our life. Like we have so many compensating behaviors that we don't realize until We find something better and then we realize, like, you know, before iPhone and the smartphone, did we think about like, I wish this clunky big machine that has a dial could do all of these things.
No one, right, could do that. And so, and I can give you so many examples coming from Europe to the U. S. where I'm like, mailing a letter doesn't take 10 steps. Wow, I can't go back to it. So I do think there's, there's a mixture of that and there needs to be one passion. And deep understanding of not just consumer, but the human as humans, like people to invest a little bit more.
I do think that every data and everything that we do has to be connected to curiosity. We have to be curious. We have to ask the question, why or what is, and we also. So I do a little bit more of what I really believe probably sets insights apart from just data is, what if we completely changed how we approach this?
Right? So like, if it ain't broken, let's fix it anyway, type of, type of mentality. Right? So, so I do think that, um, that there is a level of intuition, but good example I can give you is in some of the, in some of the initiatives that we have taken. There has been so much data, especially internal data, right?
Financial data telling us, don't do it. Consumers buy it. It's going to be very small. It, we believed, and we relied heavily on our own behavior that there's something in it, but maybe we're not talking about the benefit or the product in a way that actually would rally the business around the idea, but also.
Put more confidence that the consumer takeoff, the consumer interest will be there. And so, so I do think that there's a little bit of balancing act between what the data tells you, what you're trying to accomplish and what, what you're trying to do as a brand, who you are as a brand to the consumer, and then taking some, some risks.
I'm taking some big bets, right? Like, so, uh, ahead of you, because again, is the consumer driving the behavior or sometimes is it, you know, is it the brand or innovator or something leading edge that is setting the tone, right? And then everybody follows. I think we need to sometimes be conscious of that and take.
older moves because otherwise we will be where we are all the time.
[00:16:20] Kathryn Turnoff: I love that. We've talked about in previous episodes kind of shaping culture and, you know, new products that come out and like, you know, how we really drive the adoption. Your example of the smartphone was so perfect, right? Because no one ever imagined that's what they wanted it to do.
But now it has such a different meaning in our lives. I feel like you found a really good balance between the two.
[00:16:43] Natalia Lumpkin: There's one more thing that I think is important for us marketers to think about, like we always, and I really, I will claim it for many big brands, right? Like we, big brands are always worried that there's this.
Small brand coming up to the market length and attracting so much attention and like everybody wants a bite because they solved this need, but if you think about it in the back end of this brand, new brand story is probably a consumer who had a problem, who had attention, was able to actually think about it.
And decided no one actually can fulfill my need. And so therefore they decided to go do something. And so of course, like, because it started with that need and with the consumer, right, like that tension was solved in such a meaningful way. But then also they took a bet. They're like, I think they, there are many more people who have this problem and so that's how you see.
Natural products. That's how you see better ingredients products. That's why you see more functional products are showing up because somebody is like, you know what? I want to be, I don't know. I want to boost my brain capacity. So what can help me? What's the supplement? No one can offer this. So maybe I'll do this and I'll mix and match and maybe I'll throw it online and somebody will buy it.
And that's how things incubate. And I think we're too fast to kill our ideas, one, and two, we're too fast to, to judge them, engage them based on our own internal benchmarks and, and KPIs. I also believe that if we think that this is the right thing to do for the world, for the planet, for the consumer.
Let's do it. Invest in it because the behavior will happen if we invest in shifting that behavior and driving awareness that for that behavior, but again, we're impatient. And, you know, and I understand it. We have to deliver on our growth targets, on our financial commitments at the same time. I feel like especially big companies, big CPGs should take more responsibility for helping consumers live better lives, period.
[00:18:45] Kathryn Turnoff: Our discussion about kind of making the world a better place, I think, is a perfect segue into our next segment, uh, From Nuggets to Campaign Gold. And before we fully dive in, um, I really want to talk about the work you've done to better understand, uh, Gen Z's shopping behaviors.
[00:19:05] Natalia Lumpkin: Oh my gosh, uh, Gen Z, so, um, I have the youngest Gen Z in my household as well.
So, I probably will start with the fact that, um, obviously, you know, it's good for us to look at the young consumer through the generational lens because today generations are so different amongst each other because one, what's happening in the world in their context is shaping how they behave. But, But I always think about it also as like, is this also a life stage?
And it's also, you know, this is the, the, the young person, right. Coming to, to life, to adulthood. And so, so, so let's always think about it. Like there's going to be the next generation that will be probably going through the same cycle, but Gen Z is obviously exciting everyone. I feel like they are the tidal wave, uh, very vocal about what they want, very vocal about, uh, what they believe brands should do, what the world should be like.
I do sometimes think that, and I hope no Gen Z will, uh, will be insulted, but there's a lot of talk. I have not seen yet the walk, but I wonder if it's because they're young and maybe they don't have yet all the tools at their disposal, but I am still hopeful that this is the generation that will help to, to change a lot of things for us in the future.
So. It's a very diverse generation. I love how they are resetting the norms. Uh, they are obviously representing a high purchasing power. They have a lot of influence. And even though, you know, we're talking today about those who are, you know, uh, I guess adults and owning their own wallet, if you will, there's still a massive Gen Z cohort, right, that is influencing purchase decisions for, through their parents.
What I appreciate about Gen Z is that they are able to be very honest about what they want. They are not the generation that wants to be talked to or told what to do. This is the generation that is the most educated of all the generations before them. They also are the ones who have most educated parents, right?
For them. So, so think about the change now that we have. So they want to co create. Okay. They want to tell us, they want to inform. Oh, and by the way, there's again, data. We have access to all of it, right? Whether it's right or not, whether it's a figure of fact, they have access to it. We as brands and also as resellers have to think about it as how to fit in their journey, their shopping journey, how to, how to understand their preferences and how to be the choice.
And so what I think is really important here is to understand, you know, obviously what the product needs to deliver, but also what the brand needs to represent and also how that full end to end experience needs to be delivered. And again, the end to end is not just a brand showing up with a product, but also Threaded through the digital, when I'm informing myself, when I'm researching, when I'm finding out from another influencer or from a friend on Snapchat or TikTok, all the way through the purchase channel, which could be online.
It could be a social commerce. It could be also a retail and in store. And so. We do a lot of work to understand that. Uh, we have, uh, shopper insights, uh, teams and, and shopper marketing teams that are dedicated specifically to thinking about that, that final execution and the strategy, like how we reach them and how we, how we show up.
But then we also have teams that are thinking holistically through the whole. Like behavior and shopping and consumer journey cycle, if you will, to inform what that execution should look like. I feel like many brands are actually worried that because they're big and they're legacy brands and they're the brand of the parents or grandparents, like, you know, we have many of those brands in our portfolio, that they're no longer relevant.
And so they get into this panic mode of what do I do? I need to like modernize myself or completely change who I am because I need to appeal to this generation. What we are learning is actually brands that are really, truly standing for something that are authentic in the way that, you know, this is what we believe.
This is what we deliver. This is how we've always been. And oh, by the way, there's a lot of value in that because, you know, you can always rely on the taste. You can always rely on the quality. You also, you also have this familiarity with me. Um, I, those brands are equally relevant. Like we don't see anything happening to those brands.
Now you can lose your way. Obviously you can forget that you need to be relevant across different consumer cohorts. And so that's what's shaping our strategy, right? Like we're thinking about how to reach this consumer and how to really. Meet them all the way. So for example, uh, one of our big brands, uh, legacy brands, right?
Like that has been around for, for many, many decades. So what we're trying to do is let's understand, okay, so what is this consumer looking for? And Gen Z, what we know about Gen Z is that it's really all about experiences. Life is too short. And especially this generation has gone already through COVID, locked for two years and home.
And so it's almost like. They were reminded how fragile life can be. And so therefore, I'm not saying they don't, they don't care about material possessions, right? But it is about like, let me experience something. Let me have more memories. Let me post about it. Let me, let me feel it. But also because of this diversity that I mentioned, They want those experiences to be relevant.
They want them to be represented of their culture, of the identity. Um, many of them represent Hispanic consumer. Many of them represent diverse ethnic backgrounds and many of them were born here, but they find this connection through their parents, through their families, to those cultures, right? So we are completely exploring flavors and experiences that enhance So it's not just, Hey, the usual salty.
Now you can go to India just by eating the snack, or you can have this culinary creation and integrate the snack into, you know, into a new meal or into new experience where you can have also a small gathering and be with friends and, and be creative. So, so that's one way to do this. Another way is to think about the lifestyle, right?
The lifestyle that is. So they are on the go, they're busy, they're actually eating more snacks than any generation before them. And also as a young consumer, they eat a lot more snacks, right? And so we need to understand that, you know, to fit in the moment, we need to have the right product, the right solution, the right format, the right size.
And so understanding that and how that is concluded in through the shopping journey helps us in the upstream to create the right innovation, but also. Think already through the end, how we're going to talk about it, how we're going to show up and where we're going to be. Because at the end of the day, you know, if they're shopping online or they're just, I don't know, maybe it's.
TikTok browsing, right? Something shows up, Hey, I just got reminded I'm hungry. Let me get this. Right. So maybe it's delivery, maybe it's DoorDash, but it's also, you know, while in the store and what I find about this generation in the store is that they actually cherish the moments in the store, but it has to be very omni market focused, right?
This idea of digital, because it feels like we all have grown another appendage. We're connected to our phone, to our device. So think about it this way. So in the store, how can we as a brand show up with a coupon in the right moment? Maybe a QR code is, uh, maybe it's convenience through fast checkout.
Maybe it's. That's a digital ad that shows up and shows quickly, Hey, I'm here. And look, you're hungry. I have something for you. Right? So, so that seamless integration that integrates, uh, the brand into the store environment, but also enhances the overall shopping experience. Experience for the consumer is what not only helps us drive the purchase or, or, or closure, but also creates new memories.
And the memories are really important because we may not be necessarily clearly remembering what happened, but we will remember how we felt. And that's what our brands want to achieve through the entire shopping journey.
[00:27:40] Kathryn Turnoff: What are some of the greatest challenges when you create experiences for this Gen Z cohort?
[00:27:47] Natalia Lumpkin: A lot of people in the industry believe that the Gen Z is not super loyal to brands. I would tell you that. I think all consumers share a level of promiscuity. Um, and that's because Again, if you don't stand for something from, in my mind, and you're not worth the chase or the weight, then yeah, I'm going to buy something else.
And honestly, we all have to remember, I mean, if you're doing it right, then for any category that you're playing in, you're delivering on the category driver. For us, it's the same. It has to be tasty, it has to be convenient, it has to be in the right pack size, right? It has to deliver on enjoyment. And if it's about health, well, it has to have the health credentials, right?
And so if all brands know this and do this, then what sets you apart? That for me is actually the, the, the challenge for loyalty, but let's assume Loyalty doesn't exist and they, and they are not loyal and they can choose whoever, if they meet their requirements. One way for us to solve this, uh, was through maybe thinking about, okay, so is there a loyalty program?
We know that they do. I mean, they are loyal to social platforms. They are on TikToks. They are signing up for things, right? And they're signing up for things like loyalty programs, because one, They get perks too, it's engaging, right? It's something that, uh, brings activities or rewards. One strategy for us was to create a loyalty program with this unique shopper consumer understanding and their habits through the PepsiCo Tasty, uh, Rewards.
So the Tasty Rewards is a program that engages consumers throughout So different, I guess, points in the shopping consumer journey, but it's all about activities, rewards. And so engaging consumers in that type of activities, giving them ideas, but also giving them a platform where they can post back or share or engage others and then get a reward for it, or obtain some kind of sweepstakes, like sweepstakes.
Sweepstakes, that, that's, that was something that, um, was highly successful for us. Especially when the program started to evolve and include more frequent and more exclusive, uh, sweepstakes and unique product that consumers were able to get or discounts on like, you know, uh, streaming, streaming services or delivery apps, because, you know, while you do that.
Have some lays or eat some Doritos. The program also enabled us to use the personalized content and interactive activity. So, you know, obviously this consumer also wants to, wants to be seen as, I'm the only one looking at you. So talk to me as me, not, uh, an aggregate. And this is a great example of how we were able to, again, overcome a challenge of no loyalty or promiscuity, uh, to creating a community and, and then almost like a program that.
It was threaded throughout brand experience and touch points and engage consumers in a way that created not only more followers, but also, um, proved to increase annual purchase and basket for, for the consumers who were engaged compared to those. Who have, who we have not reached, right? I think that we need to obviously continue to experiment and continue to evolve these types of executions, but I think it's a great proof point that there's a way if you understand the shop or if you understand the consumer at the, at the deep human level to overcome some of these challenges that we see with any generation.
[00:31:23] Kathryn Turnoff: I think you touched on it briefly, um, about some of those measures of success, right? Increasing followers. But when we look at increasing that brand loyalty, what other metrics are you using to really measure these campaign successes?
[00:31:39] Natalia Lumpkin: Well, thankfully, we have so much data. I am a big believer in, um. In the basic business fundamentals, right?
We are not successful if we're not growing penetration. We're not successful if we're not filling in the leaky bucket. And we have to, we, we accept the fact that. Consumers come and go, they leave, right? Uh, when you're, they're not reminded that we exist. And so, so that's probably going to be the primary metric, right?
Are we building penetration and are we building affinity? Are we building distinctive brands and are we building salient? So we have different metrics to actually point us to, yes, we are. And this is how we compare to other brands. Now, when we understand that, then you can then translate it into, okay.
It's salient, salience will, will remind consumers I'm relevant in a very unique moment and an occasion. And for consumption, it's very important, right? Because we're on the go, we're at school, we're at work, we're, we're with friends. So all of this creates opportunities to, to eat food, right? And so, and there are also needs like that.
So that's, that's a very important way for us to also evaluate it again. You know, understanding loyalty as multiple components, not just the love for the brand and that, and, and not accepting the fact that consumers will buy other brands, we do have multiple brands in our repertoires. And so, so if you understand that, then you can be very smart about the metrics to then understand, okay.
Loyalty as in I'm increasing the share of requirements of the 10 purchases that my consumer makes in my category. I know I own six or seven. Well, that's a great. Benchmark for loyalty. They're loyal to you so they're coming back. Not because you're available, but also maybe you deliver it in a distinctive way.
You're just that time that much better. And also because you have the salience, relevancy, you're physically available. We also are able to measure that through engagement, through the, through the stores. So obviously, you know, the typical metrics that anybody can probably get to, which is your, um. Uh, sales, snare, volume, purchase frequency, but the, but for me, what's more meaningful is also long term.
Impact on, on our, from our activities on consumer behavior and building that relationship and engagement with brands. Because short term sales, we can find it's very hard to build that long term connection. Nike is a great example, right? Like of, of a brand, look, long standing brand, old brand, you would say, and yet relevant from generations to generations.
And you could say that. You know, they probably with their campaigns has massive spikes in sales, but it's that longterm value that they're building in that longterm loyalty. And that's why it's so important to think about this as a metrics that are more indicators of what you've done, but also also leading indicators into what you need to go do.
to actually be more successful next time.
[00:34:51] Kathryn Turnoff: I love that. Thank you for that. It's very insightful. So let's move on to our last segment. We have like to have a little bit of fun here in what we call the Gold Rush Round. Um, so tell us what's next for your customers.
[00:35:02] Natalia Lumpkin: Through the focus on insights and that, you know, the consumer understanding in this whole kind of consumer intelligence, if you will, we're trying to identify better ways to deliver our product.
To be more meaningful and delight, um, and delightful, but also to identify these unmet needs that, you know, still exist and obviously be the choice on the consumer journey. And I don't mean the consumer journey from, I got, you know, I need this and I'm going to go buy it. It's that lifetime engagement. And I think that's going to be through the.
Some of the, some of the initiatives that we're taking on in terms of building that insights, and especially building human empathy, we're going to be able to, um, to potentially, uh, set ourselves a little bit apart from what we used to do and build, built into more unique brand experiences. Now that also stretches into the second chapter, which is, Uh, brand programs.
So we, uh, as a company, we are heavily invested in making our products better. They're always evolving. It's the passion for quality and this, this absolute taking the responsibility that we have over what we deliver to consumer. Is this the right thing to deliver to the consumer? That's going to continue.
But the, the take that we are now, um, applying to it is. Can we make them a little bit better? Can we make them healthier? Can we also indulge in these experiences, right? Because many of us are financially strapped. And so, you know, so maybe I cannot do all of the things that I used to do. So can I have a moment of break?
Can I have this moment where I just can, can relax and indulge and feel the uplift, right? Because I have this product that makes me feel so much better. And obviously it delivers on the experiences that are, that are not common, like flavors, creations, uh, culinary into meals, and obviously new forms of, of snacks.
And then the final piece is how we're showing up with that in the store. So, so there's, there's a lot more effort to. Uh, to engage with retailers and partner with retailers to bring more multicultural experiences to cater better to the consumers that are in the door. So that's young, but also it's the aging consumer.
It's many customers, families. Um, so thinking about the experience, how the portfolio shows up, what we actually offer, where, and how we are enabling and improving the overall shopping experience that also stretches into the Omni. So everything that we do now, and that's what's next for our consumers is really in the context of Omni channel, the digital, but also thinking about it as We're all operating in the omni market, right?
So there is never a break from phones, stores, shopping. I can be emailing, I can be buying something, I can be researching, shopping, you never even know. It's no longer linear. And so for us, the next frontier is to make it not just more seamless, but so well integrated with the brand that, um, that it feels like a new, unique experience, but it's also delivering better value.
It makes it worth paying more, uh, for, and it creates this, again, this distinctiveness and uniqueness for our brands where. where we can be part of not just the journey, but more occasions and more moments in consumer lives.
[00:38:46] Kathryn Turnoff: I love it. I cannot wait to see what's next and all of these innovations and snacks.
Definitely, um, more than I ever think about, and I will never think about snacking the same way again. Thank you so much for joining us. How can our listeners learn more about what you're working on?
[00:39:03] Natalia Lumpkin: We have. All kinds of ways to probably, uh, communicate with both listeners and consumers. So there's a lot of publications. We have also this amazing resource that we use, um, with our retailers as well, pepviz. I know that this is also communicating and launching on, on LinkedIn. So we do have, I think like big alerts on new publications, new topics coming out. It's always very consumer first focus, shopper first, and then obviously how this can translate into meaningful action.
Uh, we also engage in, um, in many engagements through conferences and, and panels and panel discussions. So that's another way to potentially be on the lookout for what's coming from our side.
[00:39:51] Kathryn Turnoff: Perfect. Thank you so much for joining us today. To never miss an episode, subscribe to us wherever you listen. I'm Kathryn Turnoff, and this is Marketer's Alchemy.