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4 ORGANIZATIONAL STRUCTURE

Key Findings

Key fi ndings indicated that most advertisers did not have segment focused or Multicultural
marketing capabilities in place. This would suggest they have identifi ed gaps in their
brand’s staffi ng, budgeting, and overall expertise when it comes to addressing Inclusive and
Multicultural opportunities. When asked about what the barriers were to Multicultural
marketing entry, fi ve perceived obstacles rose to the top (multiple responses were
allowed):

Don’t have suffi cient budget to target segments discretely (43%)

Don’t have the bandwidth (27%)

Don’t need to segment because purchase triggers and/or universal truths
related to our brands are quite consistent (26%)

Don’t need to segment because we reach everyone cost-effi ciently
in general media (24%)

Mixed opinions on the importance/prioritization in the
company/fi eld sales/franchisees (17%)

The results of the benchmark study further revealed gaps in basic business data that,
if understood, could serve to reframe barriers and shine a light on the cost of untapped
opportunity. As an example, responses to questions on Multicultural advertising metrics
suggest that most brands have limited data and only a general understanding of Multicultural
sales revenue contribution, sales growth,
or even the overall Multicultural market Most brands have
opportunity. In fact, 80 percent of respondents limited data and only a
acknowledge that they don’t look at key general understanding of
Multicultural marketing metrics at all.
Multicultural sales revenue
AIMM’s Organizational Structure Committee, contribution, sales growth, or
which was chaired by Beatriz Rojas, Kaiser even the overall Multicultural
Permanente’s senior director of Multicultural market opportunity.
marketing, and Tito Colón, director of client
experience strategy at Edward Jones, drilled
down into the benchmark study results. The committee determined that key structural
disciplines employed in an overall or general marketing context appeared to be lacking when