DELL HISPANIC. Optimizing hispanic marketing efforts.

dell

CHALLENGE

Dell’s market share among Latinos was lower than among non-Latinos… and in spite of marketing programs executed by the company it was slowly declining.

STRATEGY

Agua proposed two simultaneous and parallel approaches: Begin execution support immediately, by impacting marketing programs already in place. At the same time, begin building Hispanic market knowledge inside the company, via a Latinography™ (Agua’s ethnographic market research methodology) and a “Hispanic Immersion Day.”

RESULTS

Market share among Hispanic consumers increased by 30%. Online traffic generated by programs launched with Agua’s involvement was 40% higher than previous programs, while reducing media costs by 20%. There is now widespread awareness of the Hispanic opportunity among top executives of the company, which has resulted in an overall increase of marketing funds allocated to Hispanic marketing programs.

NSHMBA REBRANDING. Transforming a MBA’s Society into a full Hispanic Professionals Association.

CHALLENGE

Though Hispanics with MBAs had been the sole focus, 2015 marks the year in which NSHMBA extends its reach beyond the MBA community to undergraduate and high school-level students.

“NSHMBA has outgrown its name” said Thomas Savino, CEO of Prospanica.  “This is a profound moment and we are excited to continue connecting Hispanic MBA talent to corporations.”

STRATEGY

The rebrand aims for the positive outcome of the organization’s ambitious plan to Include a broader scope including all Hispanic professionals, regardless of educational level or area of work.

It also embraces a wider focus to empower Hispanic professionals to achieve their full educational, economic and social potential.

SOLUTION

The new brand identity expresses new vision and vitality of the organization, unifying its many units under a master brand system, reflecting and emphasizing the continuum of care and the vital presence that Prospanica brings to the Hispanic professionals community.

Agua Marketing launched the evolved brand internally throughout the organization, introducing the community to the new brand communication system and launch a comprehensive marketing campaign introducing the new brand’s promise of distinction.

HOUSTON SIMPHONY. broading the audience by attracting hispanics.

CHALLENGE

On the eve of its 100th anniversary, the Houston Symphony was entering a new era. For the first time in the History of the Symphony it had selected a Hispanic musician as its Music Director: Andres Orozco Estrada. The Orchestra was acutely aware of the changing demographics of Houston and faced the challenge of marketing a daring new symphonic work inspired by the Mexican tradition, the Day of the Dead.

STRATEGY

Agua proposed two simultaneous and parallel approaches: Begin execution support immediately, by impacting marketing programs already in place. At the same time, begin building Hispanic market knowledge inside the company, via a Latinography™ (Agua’s ethnographic market research methodology) and a “Hispanic Immersion Day.”

RESULTS

Houston Hispanics flocked to the Symphony! The Houston Symphony and the LA Philharmonic were tied at first place in the percentage of Hispanics among the concert goers after completing an audience study. However, the population of Los Angeles is 50% Hispanic, Houston’s Hispanic population is about 40%. In other words, the Houston Symphony is the leading orchestra in the US in terms of its Hispanic attendance.

WORK

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