case study marketing to black brazil

Adriana Barbosa Is Building Markets for Afro-Brazilian Entrepreneurs

W hen Adriana Barbosa was a child and her family was struggling to pay rent, she would sell food that her grandmother cooked to raise money. They were some of the few Afro-Brazilians in a middle-class neighborhood in São Paulo , Brazil, and she quickly learned that, although more than half of Brazilians have African ancestry, many of the Brazilians profiting off Black ideas do not.

This is significant considering how stark Brazil’s racial wealth gap is, even as officials have downplayed the existence of racism in their society. The average income for white workers was 74% higher than that of Black and brown workers in 2019, according to a study by the Brazilian Institute of Geography and Statistics. Afro-Brazilian men with the same level of education as their white male colleagues made only 70% of the income.

In her 20s, Barbosa, who was always excited by everything from Spike Lee’s films to the Black Panthers’ activism, created the Feira Preta Festival, both to help pay the bills and to celebrate Black culture. The first event showcased music, plays, and literature—and drew more than 5,000 visitors. It also provided a venue for Barbosa and other entrepreneurs to sell their products.

Barbosa, now 47, was sharply aware of the lack of interest from the private sector in Black-led initiatives and wanted to change that. She therefore grew the Feira Preta Festival into a larger initiative, the PretaHub platform, which is focused on building a more equitable market for Afro Diaspora entrepreneurs. Funded by donations from Brazilian private businesses, international-development agencies, and Brazilian public-financing programs, PretaHub has invested more than $11 million Brazilian reals ($2.2 million) into assisting entrepreneurs so far, helping them scale up and digitize their operations.

Which isn’t to say it hasn’t had challenges. Funding has been an issue. A white neighborhood blocked the festival from taking place on its streets, she says. Some ticket revenue was stolen. But Barbosa has been determined to keep it all going; the festival has drawn more than 200,000 visitors over the years and has turned into one of the largest Black culture events in Latin America.

Over the last two decades, PretaHub has also worked with more than 10,000 Black entrepreneurs in fields like architecture, fashion, gastronomy, tourism, gaming, and technology. More than two-thirds are women, roughly half of whom haven’t attended university. And while the focus remains on Brazil, the organization has also worked with entrepreneurs across Africa and South America, including South Africa, Burkina Faso, Colombia, and Bolivia.

“It began with a small action to pay rent,” says Barbosa. “Today it’s a big social organization that has created a market for Black people.”

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Unilever in Brazil: Marketing Strategies for Low Income Consumers 1997-2007

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Unilever in Brazil 1997-2007: Marketing Strategies for Low-Income Consumers – Case Solution

Unilever has an 81% market share in the Brazilian detergent powder market and has well established its name in the industry. It is looking into whether it is time to move away from its premium brands to target low-income consumers in Brazil. It is also considering product repositioning of its existing brands to forego launching a new brand. In either decision, Unilever is faced with challenges in pricing, promotion, and distribution strategies.

​Pedro Pacheco Guimaraes and Pierre Chandon Harvard Business Review ( INS615-PDF-ENG ) February 01, 2004

Case questions answered:

Case study questions answered in the first solution:

• Conduct a Five Cs analysis for Unilever Brazil.
• Should Unilever target the North East Brazil Market?
• Evaluate the various marketing strategies for low-income segments in NE Brazil for Unilever.
• What marketing mix strategy would you recommend? Address the following issues in the recommendation. Back up your recommendations using financial analysis.

Case study questions answered in the second solution:

• Should Unilever target the low-income segment of consumers in the Northeast of Brazil?
• Evaluate Unilever’s current brand portfolio. Is a new brand necessary to serve the low-income segment, or could Unilever reposition or extend one of its existing brands?
• If you were to introduce a new brand to serve the low-income segment, what would its positioning statement be?
• How would you design the marketing mix (product, price, promotion, and distribution) so that Unilever can create value for low-income consumers in the Northeast of Brazil?

Case study questions answered in the third solution:

• Should Unilever divert money from its premium brands to invest in a lower-margin segment of the market?
• Unilever already has three detergent brands with distinct positioning. Does it need to develop a new brand with a new value proposition, reposition its existing brands, or use a brand extension?
• What price, product, promotion, and distribution strategy would allow Unilever to deliver value to low-income consumers without cannibalizing its own premium brands too heavily?

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Unilever in Brazil 1997-2007: Marketing Strategies for Low-Income Consumers Case Answers

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PART 1: Five C Analysis for Unilever in Brazil

Unilever aims to target customers coming from low-income households living in North East (NE) Brazil, earning at most two times the minimum monthly wage. Most of the families living in the region do not own a washing machine and thus engage in hand washing the clothes.

The women in these families attach a symbolic value to cleanliness & take great pride in making sure the family wears clean clothes daily. Hailing mostly from working-class families, their fabric cleaner requirements are quite different from the other mid-income and high-income families.

They work in tough environments and wash their clothes regularly(almost five times a week). Hence, there is a need for a powerful laundry soap to remove stains from the collar and sleeves.

The process of washing clothes in the region involves handwashing using laundry soap, followed by bleach and detergents, to add a pleasant smell.

Keeping in mind the needs and washing habits of this customer segment, a product that delivers high on the following mentioned factors would give them a desirable return on their investment.

• Low price point
• Cleaning and whitening effectiveness
• Pleasant perfume
• Ability to remove hard stains

Unilever is a USD 56 billion company headquartered in London and the Netherlands. The firm is a pioneer in Home Care products and started its operations in 1929. Unilever has firmly established itself as a leader in the detergent market and launched the first detergent powder OMO in Brazil.

The detergent category is the cash cow for Unilever in Brazil, providing fuel for growth in the food and personal care categories. Unilever has currently captured 81% market share in the detergent segment through its three brands: OMO, Minerva, and Camperio.

The firm is also an established player in the laundry soap segment, with a 19.1% market share through its Minerva brand.

Competition:

The cloth washing market in Brazil can be divided into two product categories:

1. Detergent Powder:

In the $106 million market (annual growth rate of 17%), Unilever’s OMO (priced at $3 per kg) is a market leader with an overall market share of 52%. It is followed by its second-largest brand, Minerva (priced at $2.4 per kg), with a 17% market share. P&G’s Ace and other detergent powders, priced similar to Minerva, own a 17% market share.

Both Ace and Bold, acquired by P&G in 1996, are perceived as superior quality products than Minerva by their customers. While Ace differentiates itself by offering superior whiteness, it is Bold that competes directly with Minerva- both in terms of pricing and positioning in the market.

In the low-cost segment, Unilever’s Campeiro has the biggest share of the overall market. It is closely followed by Invicto, which owns 5% of the detergent powder market and is a key competitor to Campeiro. P&G’s Pop is also an entry-level detergent powder with less than 1% market share. However, it is perceived to be a better product than Invicto.

2. Laundry Soap

The laundry soap in Northeast Brazil is valued at $102 million and is growing at an annual rate of 6% every year. Priced at $1.7 per kg, Unilever’s Minerva is the only single big player in this market and owns 19% of the overall market.

Bem-te-vi and Flora, priced at $1.2 per kg, own 11.3% and 6%, respectively, of the overall laundry soap market in the NE. The remaining 63.6% of the market is co-owned by multiple small and local players.

In terms of big competition, P&G is the single biggest player after Unilever in Brazil. Entering the market in 1988, it acquired the detergent businesses of Bombril and its three brands in the year 1996.

Currently, P&G owns a 17% market share in this category but is a real threat to Unilever because of its global expertise in marketing and R&D. It also has a better brand perception in both the mid and low-cost categories of detergent powder in the NortheastNortheast, which is a growing cause of concern for Unilever.

Brazil, with its population size of 170 million, is the second-largest country in Latin America. Its population is spread across two clusters: one group- 73 million, concentrated in the Southeast, and the other group- 48 million living in the Northeast.

65% of the population in the NE is a mix of African and European origins. Lifestyle, culture, and religion are all influenced by African culture. Music and humor are key elements of their culture and history.

In the last three decades, Brazil has experienced cycles of deep recession and strong economic recovery. The GDP grew by 8.1% per year during the “economic miracle” of the 70s but only by 2.6% per year during the 80s. During Fernando’s term as finance minister in 1995, initiatives like Plano Real led to strong economic recovery during the ”95-96 period.

As of 1996, per capita income in Brazil is $4420. Given the huge differences in employment generation and regional growth between the Northeast and Southeast, the per capita income in Brazil’s Southeast cluster is $6600 and $2250 in the Northeast.

Because modern Brazil’s economic and political power is firmly rooted in the Southeast, only 21% of the population lives on less than two minimum wages vs. 51% of the population in the Northeast.

The NE Brazil region, in general, lags behind its SE counterpart in most development indicators, including per capita income (2250 USD as against the SE average of 4420 USD) and illiteracy (40% as against the SE average of 15%).

Collaborators:

The sale of detergent and laundry soap products by Unilever is conducted via a wide network of generalist wholesalers, which primarily serve supermarkets and rely on secondary wholesalers to reach the smallest retail shops.

Since the target customer is most likely to buy the low-cost detergent through these small retail shops, Unilever could expand its reach by partnering with specialized distributors and exchanging information to incentivize them through assurances or extended benefits.

Unilever would also reap considerable benefits from building strong ties with small retailers as the consumers look them up for advice and financing.

PART 2: Should it target the NE Brazil market?

Unilever has been operating in the detergent segment in Brazil since 1957 and has become a leader in the industry. The company now seeks to expand its market share in the detergent business, for which exploring growth opportunities in NE Brazil is advisable. Unilever’s market share in the NE Brazil detergent segment, currently at 75%, is below their national average of 81%.

The region provides the immense potential to uncover value and gain market share, given the fast-growing consumption rates and the soap market’s fragmented nature. The NE Brazil region, if left untouched by Unilever, could be captured by its competitors, and therefore, it is imperative to achieve the country-specific targets.

Specifically, Unilever should focus its marketing efforts on low-income consumers in the NE Brazil region. The “Everyman” project conducted by the marketing team suggested that low-income consumers are keen to buy Unilever’s premium detergent brands but are restricted due to budget constraints.

Detergent soaps, which provide a relatively inexpensive alternative, are therefore used by most households for washing purposes. The cleaning process using soaps requires intense and sustained efforts and tends to leave a yellow tinge on the clothes. Also, the customers buy bleach to remove hard stains and a small amount of detergent to make clothes smell good.

With the overall positive perception of its premium brands among low-income consumers, Unilever should leverage its expertise in detergent production capabilities and market knowledge. It is to create a product that is deemed an effective cleanser and fits the customers’ budget constraints in the segment. The demand for such a product in the market is expected to be high. It should be capitalized upon by the firm.

Secondly, the detergent business line tailored for low-income consumers is expected to be profitable even though the margins on the associated products are low. Currently, Unilever markets three detergent products with different price points.

Unilever can redesign its cost structure with correct marketing efforts to achieve the margins necessary for earning profits. Also, the market for a low-cost detergent is set to grow considerably in the coming years, which further incentivizes the firm to pursue it.

The table below provides the market projections for non-premium detergents in NE Brazil. The analysis considers the following assumptions:

• The detergent market is expected to grow by 17%, while the laundry soap market is expected to grow by 6% annually. We are also assuming that these growth rates remain constant over the period of the next four years.
• The proportion of non-premium detergents in the overall segment remains the same.
• The firm would increase its market share in the non-premium market from 48% currently to 60% in 4 years.
• Low-cost detergent products would trigger a transition from the laundry soap market to the detergent market, leading to additional sales.
• The $ conversion factor from soap to detergent transition is assumed at 0.7, considering the increase in price points and a decrease in consumption, given the cleaning effectiveness of detergent over laundry soap.

Market size projections

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Unilever in Brazil 1997-200: Marketing Strategies Case Study

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Introduction

Targeting low-income segment in the northeast, unilever’s brand portfolio, marketing mix, final thoughts and recommendations, works cited.

Unilever is one of the most significant consumer goods companies offering cleaning agents and detergents. This report analyzes the opportunity to target the low-income segment in the Northeast of Brazil the company has. It presents the argument for the actions the organization should take, discusses Unilever’s brand portfolio, and addresses the aspects of repositioning. Moreover, the paper provides a Marketing Mix, discussing the details of the new product’s formulation, packaging, promotion, and distribution. Finally, the report features personal thoughts on the presented case and possible recommendations.

It is possible to say that Unilever should target the low-income segment of consumers in the Northeast because they represent a large and unengaged market that has a distinct customer base. The case study reveals that there are almost 50 million customers coming from economically disadvantaged backgrounds in the area, which is a significant population segment the company can work with (Guimaraes and Chandon 3). Moreover, low-income customers tend to use soap and laundry detergents frequently, although less than 30% of them have washing machines (Guimaraes and Chandon 3). It is evident that doing laundry is a significant part of the community’s life, as it is considered a recreational activity.

Notably, the Northeastern region is one of the most appropriate segments for targeting the country. The reason for it is that the consumers value the perceived power of the detergent, its smell, and the ability to remove stains (Guimaraes and Chandon 4). At the same time, they do not consider the product’s impact on color fading and packaging as significant factors affecting its quality. These preferences can be considered beneficial for Unilever because the consumers from the low-income segment may be interested in the products the company already offers, which means that it does not need to develop a new brand.

The detergent market is notable in the area, too, as it has shown more than 15% of growth and is expected to grow more (Guimaraes and Chandon 5). Unilever is one of the strongest competitors in the market, which means that it has all the resources needed to target the segment.

At the same time, it is vital to mention that the population of the Northeast region has a relatively low level of income. It comprises only $2,250 per capita, which is similar to the income of individuals living in Peru or Jamaica (Guimaraes and Chandon 3). Notably, the population’s level of income is not the same throughout the whole country. For instance, the case study reveals that the Northeast region shows a poorer level of performance and lags other areas of Brazil on all development indicators. In addition, 40% of the individuals living in the area are illiterate; more than 50% of the population lives on less than two minimum wages (Guimaraes and Chandon 3).

It means that potential customers have low purchasing power. Thus, the company should pay attention to the strategies it utilizes to ensure that the products are not overly expensive for local consumers. Otherwise, it will not be feasible to target the low-income segment of consumers in the region. All in all, it is possible to conclude that expanding to the local market is beneficial for the organization because the area is still untapped. Moreover, low-income customers in the Northeast of Brazil may be highly interested in Unilever’s products. However, as mentioned above, the firm should develop its strategies carefully and only present the products that will be popular among local consumers to be successful in the market.

Unilever is an England-Netherlands-based company that is present in more than 150 countries, having more than 300,000 employees (Guimaraes and Chandon 5). In 1996, the organization had more than 1,500 brands that included 45 detergent brands. The company’s most successful brand is Omo, which was launched in 1957 as the first detergent power in Brazil (Guimaraes and Chandon 5). In 1996, the organization started to operate in three dimensions, including personal care, home care, and food. At the same time, detergents remained the most profitable category Unilever Brazil presented, supporting the development of other segments due to a high level of profit (Guimaraes and Chandon 5). In 1996, the company had a more than 80% market share in the detergent powder segment in the country with three brands, including Minerva, Omo, and Campeiro; these figures remain the same.

Omo could be considered one of the most popular and favorite brands among Brazilian customers across all categories. It had a more than 50% market share; its price for retailers was $3 per kg (Guimaraes and Chandon 6). Minerva, in its turn, was the only brand the company sold both as laundry soap and detergent powder. It had less than 20% share in the market and its retail price comprised more than 80% of Omo’s one; it constituted around $1,5 per kg (Guimaraes and Chandon 6).

Finally, Campeiro was the cheapest brand Unilever presented, as its cost was less than 60% of that Omo had. However, its market share was only slightly above 5% (Guimaraes and Chandon 6). More detailed data on these three brands are presented in Figure 1 below.

It is possible to say that creating a new brand is not necessary for the company; moreover, it may be counterproductive for the organization considering its desire to reduce its brand portfolio (Shah 371). Repositioning one of the existing brands seems the most feasible solution because it may help Unilever to reduce the potential costs associated with establishing a new brand for the low-cost market of the Northeastern region of Brazil specifically. In addition, it may lead to a positive perception of the altered product (Zhang et al. 1235). The most feasible decision, in this case, is to work with the already existing Unilever brand that is not present in Brazil.

For the local consumers, it will seem like the new product is presented on the market, but for the organization, there will be no need to develop a new formula and spend additional funds on it. The product that can be repositioned is Bio Presto because it is a detergent that is not present in the country (Guimaraes and Chandon 14). The new name for the product will be Lavando because it is a word local communities are familiar with. The detailed information about the product, its price, and its promotion and distribution methods will be discussed in detail in the following section of the paper.

The product should be designed in reference to the features consumers value in detergents. As mentioned above, they include presenting an excellent ability to remove stains, high cleaning power, and pleasant smell. The company should concentrate on these three features in developing its product. The analysis presented above shows that the organization should reposition its existing product and present it in the local market. Although the name of the detergent powder will be changed to Lavando, the formulation of the product will remain the same. Lavender has all the characteristics the customers of the region value. It has high cleaning power, is effective for stain removal, and has a pleasant smell due to the fragrances in its formula. The product will be supplied with several types of fragrances, they will include the smells of flowers, fruits, and berries.

The packaging of the product will not be different from that of other Unilever’s products and will be made of cardboard. The company will not focus on eco-packaging, as it may be associated with higher costs, and the local customers do not list packaging as one of their values. The packaging will have blue packaging similar to the one Campeiro has because this way, it will be easier for consumers to recognize it. Depending on the fragrance of the product, the packaging will have decorations of flowers, fruits, or berries.

It may be feasible to produce the product in two packaging formats, for instance, packs of 500 g and 1 kg. It will be more beneficial for customers to buy bigger packages because they will have a lower cost per kg. The price for both formats will be low, and the price for kg will be similar to the one for Campeiro, as it is the cheapest detergent on the market (6). For example, Unilever can set the price for the new product at 125% of Campeiro’s price. The recommended retail price will also be set; it will be suggested that retailers should add not more than 15% to the initial price.

The objectives of the promotion will be to attract customers and increase their interest in the new product and Unilever’s items in general. It will be crucial to help consumers to feel connected to the brand and understand that Lavoro is a useful and affordable product for them. The primary message the organization will use is “?ansado de lavar � moda antiga? Lavar com Lavaro!” (Tired of washing in an old way? Wash with Lavoro!). A simple message has been selected because it should be understandable for consumers and convey the idea that doing laundry with the new product is easy and effective.

The company will utilize several strategies to promote the new product and deliver its message. First, the company will offer free samples in stores to customers after the launch of the product, asking them to try Lavaro and share their opinions. Such an approach will help Unilever to enhance the customer’s interest and motivate them to purchase bigger packages of detergent. Second, the organization will offer discounts for retailers in the first three months after the launch. It will help Unilever to motivate stores to promote the product during this period because this way, retailers will be able to gain higher profit from sales. Third, the company will also offer benefits for the consumers directly.

During the first month after the launch, customers will receive an additional 100 g of the detergent with each small package and 200 g with 1 kg packages. All of these strategies will allow the local population to test Lavaro and become more loyal to the brand.

It is vital to mention that the company will use advertisements to promote Lavaro as well. Unilever will create a short video in which individuals from the Northeastern community will take part. In the video, the group of men and women, dressed simply, will wash their clothes using Lavaro. At the beginning of the video, dirty clothes will be presented to show how the detergent can remove stains. At the end of the advertisement, the clothes will be clean. Along with this advertisement, the company will use posters with Lavaro and the company’s slogan.

Distribution

It will be important for the company not to focus on selling Lavaro in supermarkets and large retail chains because they may be unpopular among low-income customers. Instead, Unilever should distribute the product to small local shops, where many individuals from the area buy food and cleaning products. This way, the company will support local businesses while also promoting their product through the most appropriate channel considering potential customers’ purchasing power. It is crucial to mention that distributing Lavaro to the local stores primarily may be associated with several challenges for the organization.

First, the company already has contracts with large retailer chains because it is one of the leading firms in the market. It means that collaboration with local suppliers may be associated with additional costs for Unilever and may be less feasible from the financial perspective compared to working with bigger stores. Second, the company may encounter difficulties due to the problems the Northeastern region may have, including decreased availability of transportation methods and the lack of electricity infrastructures.

The presented case study is significant because it addresses one of the challenging decisions many organizations have to make today. On the one hand, it is feasible for companies to expand their share of the market and distribute their products to new locations. On the other hand, populations of some areas, such as the Northeast of Brazil, may encounter economic difficulties, due to which their purchasing power and potential interest in new products may be decreased.

The case provides the opportunity for reflecting on the issues large companies may encounter. If Unilever decided to sell Lavaro to large retailers only, which would be easier for the company, it would likely be ineffective because the local population buys the majority of products from small local stores. Moreover, it would force smaller retailers to compete with larger ones and place an unnecessary burden on them. At the same time, if the organization decided to work with local shops only, it would potentially encounter the challenges presented above. It would be difficult for the company to deliver its products to sales points; moreover, other problems could arise because local retailers may have less organized inner systems compared to larger ones. It means that there is no particular decision that would not be associated with challenges.

However, the approach described in this paper may be considered the most feasible one compared to the existing alternatives. I would recommend the case to others because it offers an excellent opportunity to learn how to make decisions on the organizational level while considering all significant aspects that may affect the outcomes. The case has helped me to analyze the benefits and disadvantages of targeting low-income segments. In addition, it has shown me the aspects the companies should pay attention to while deciding to establish a new brand or reposition an existing one.

Guimaraes, Pedro, and Pierre Chandon. “Unilever in Brazil 1997-2007: Marketing Strategies for Low-Income Consumers.” 2004.

Shah, Purvi. “Culling the Brand Portfolio: Brand Deletion Outcomes and Success Factors.” Management Research Review, vol. 40, no. 4, 2017, pp. 370-377.

Zhang, Chrystal et al. “Investigating the Effectiveness of Repositioning Strategies: The Customers’ Perspective.” Journal of Travel & Tourism Marketing, vol. 33, no. 9, 2016, pp. 1235-1250.

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Unilever in Brazil 1997-2007: Marketing Strategies for Low-Income Consumers

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Unilever is a solid leader in the Brazilian detergent powder market with an 81% market share. Laercio Cardoso must decide (1) whether Unilever should divert money from its premium brands to target the lower-margin segment of low-income consumers, (2) whether Unilever can reposition or extend one of its existing brands to avoid launching a new brand, and (3) what price, product, promotion, and distribution strategy would allow Unilever to deliver value to low-income consumers without cannibalizing its own premium brands too heavily.

This case deals with the question of whether marketing and branding create value for really poor consumers. It can therefore be used in an MBA, executive education or undergraduate core course on marketing management to illustrate the value of marketing and the marketing approach, or in a brand management course to explore the frontiers of branding. This case can also be used in a consumer behaviour course to examine the motivations and decision-making process of low-income consumers. Alternatively, it can be used in a global marketing or global strategy and management course to study the way multinational companies adapt their strategy to compete in emerging countries.

• Media support
• Low-income consumers
• New product introduction
• Break-even analysis
• Advertising
• Distribution

Unilever in Brazil (1997-2007): Marketing Strategies for Low-Income Consumers (Spanish)

By   Pedro Pacheco Guimaraes ,  Pierre Chandon

Unilever in Brazil (1997-2007): Marketing Strategies for Low-Income Consumers (Portuguese)

Pierre Chandon

Pedro pacheco guimaraes, recommended cases.

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Region Asia

Industry Information Technology and Services ,  Consumer Electronics

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Reference 5960

Published 07 May 2013

Industry Cosmetics ,  Luxury Goods and Jewelry

Russian Standard Vodka: Strategies for Global Branding and Expansion into the US Market

Reference 5070

Published 26 Nov 2002

Length 28 page(s)

Region Other Regions

Industry Food and Beverages Production ,  Wine and Spirits

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8 Top Strategies for Reaching Brazilian Consumers

While Brazilians have seen some economic tough times in recent years, things are gradually starting to turn around. According to recent data from the National Confederation of Shopkeepers, consumer confidence is up 5 points from the previous year (45.8 points in December 2018, compared to 40.9 points in December 2017).

However, the same survey indicated that Brazil still has a ways to go. Due to high unemployment, interest rates and prices, more than 70 percent of Brazilians view the economy in a negative light . However, other recent data suggests that there are many innovative techniques that companies and retailers can use to reach Brazilian consumers. Here are some things to keep in mind.

#1 Offer Groceries Online

If you’re not yet offering your goods and services to customers online, then you might be missing out on a major portion of the marketplace. Data from a recent e-commerce survey indicates that 7 out of 10 Brazilians regularly shop online. What’s more, this trend is now spreading beyond traditional online retailers. The Brazilian Association of Supermarkets recently discovered that online grocery sales have almost doubled in the last year, from 5.5 percent to 9.4 percent of total sales .

#2 Provide a Personalized Experience  

While many people are leery of advertisements or shopping experiences personalized for them based on their web habits, Brazilians tend to view it a little differently. Recent data from Salesforce indicates that 75 percent of Brazilians are willing to share information about themselves in return for a better shopping experience. And 80 percent of Brazilians like recommendations based on their purchase history . These numbers far outpace all other countries and present a potential opportunity for companies looking to target these customers.  

#3 Cater to Customers Through an App

Like most people around the world, Brazilians are increasingly making purchases not only online, but on their smartphones . But Brazilian consumers are exhibiting interesting trends that may be even more tech savvy. According to recent research, 78 percent of Brazilians prefer to make purchases specifically through mobile applications as opposed to mobile web browsers on their phones. This is well above the global average of 71 percent and should be a cue to retailers that they should explore app development if they haven’t already.

#4 Focus on Brand Experience

Another distinction among Brazilian consumers is their appreciation of an excellent customer experience. In fact, recent data from Salesforce suggests many Brazilian may appreciate customer experience even more than high quality. The firm surveyed more than 6,700 consumers from 15 countries, and 89 percent of Brazilians stated that the brand experience is as important as the products themselves . Among all 15 countries taken as a whole, the number who felt the same was 80 percent.

#5 Place Your Products Strategically

While online is all the rage, physical stores and the shopping experience are still key not only for many retailers, but also consumers. When it comes to appealing to Brazilians in traditional stores, the most important factor to them is the placement of goods within the store. Of Brazilians who responded to a recent survey, 56 percent of them mentioned this as the most important factor in their store shopping experience , followed by fast checkouts (53 percent), plenty of space to move around (39 percent) and good air circulation (38 percent).

#6 Budget Online Ad Spend Upwards

On the opposite end of the spectrum, recent data from 2,106 Brazilians as part of the “Way to Buy” survey shows that online marketing and advertising are also extremely appealing to Brazilian consumers. The survey asked participants about 15 unique types of online buying, ranging from clicking on ads to using Facebook to receiving email messages. Across the board, all 15 types of buying had seen as increase over the previous 12 months.

#7 Show Them Savings

Though much of this data seems to indicate that Brazilians are “buy-happy,” the reality is that Brazilians are increasingly smart with their money and make purchasing decisions based on their budget. Recent data from the National Confederation of Shopkeepers and the Credit Protection Service SPC, as well as the Central Bank of Brazil, showed that the number of Brazilians keeping a budget is on the rise, from 55 percent in 2017 to 63 percent by the end of 2018 . This indicates that appealing to Brazilian’s sense of fiscal responsibility may be a smart strategy for retailers.

#8 Embrace Diversity  

A final strategy that retailers seeking to appeal to Brazilians may want to consider is to show diversity and equality in their advertising and marketing campaigns. Brazilians increasingly identify these issues as important. Recent data from Samsung indicates that 85 percent of Brazilians think it’s important for brands to show diversity in their communications . And more than 80 percent think that brands who show diversity indicate that the brands respect people and their differences. Thinking outside the box in this manner with advertising may just give your company the edge among Brazilian consumers.

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Brazil marketing strategy: Key factors for optimal effectiveness

With a population exceeding 200 million, Brazil has become a focal point for global investors and enterprises, thanks to its vast potential, expansive size, and cultural vibrancy. As one of the top ten economies in 2023, Brazil offers unparalleled opportunities for those looking to expand their horizons and tap into a thriving market.

To enter the Brazilian market, you must create an effective Brazil marketing plan. It can be challenging, as you have to connect with its population of 200 million through digital marketing . Besides that, your marketing communications should have a strong local flavour.

You can overcome those challenges with the help of QWERTYLABS. We've compiled a list of crucial factors to consider when entering the Brazilian market. Continue reading below and learn all the marketing strategies to be effective in Brazil.

Understanding the Brazilian market

Understanding its market is key to having an effective Brazil marketing plan and achieving success for your business. You need to research opportunities, identify challenges, and establish a successful presence in this dynamic and vibrant economy to succeed. Your brand’s identity must seamlessly fashion itself upon Brazil, not vice versa. 

So here are key factors to help you understand the Brazilian market.

Brazilian economy

Understanding Brazilian economic trends helps you tailor your plans to the current economic setting. This includes inflation rates, currency volatility, and general market stability.

Brazil has lately faced an economic recession despite maintaining a significant emerging economy. This negatively affected Brazilian consumers' buying habits, causing them to spend less.

Businesses should consider this in developing suitable pricing strategies and tailoring services for different affordability levels across their target market.

Market analysis and research

Researching and analysing the Brazilian market provides valuable insights to enter, expand or optimise operations in this sector. This method lets you learn about emerging trends so you can meet demands before they arise. Moreover, you can anticipate shifts in consumer behaviour, technological advancements and market dynamics. 

Analysing technological trends is part of understanding the Brazilian market. You can do this by evaluating the role of technology in the Brazilian market, especially in areas like digital adoption and e-commerce. Identify opportunities for leveraging technology to enhance business operations and customer experiences.

• Cultural differences

Brazil's great cultural diversity is well-known and influenced by various ethnicities, including European, African, and indigenous peoples. Recognising and valuing this variety is critical for your company to engage with various consumer segments.

To break through Brazil’s market, you must consider Brazil's great cultural diversity. Its population includes various ethnicities, including European, African, and indigenous peoples, all with varying cultures, preferences and consumer behaviours. What works in one location or demographic group might not work in another. 

Knowing their differences and nuances lets you customise your marketing campaigns for optimal impact. You can then modify product positioning, advertising material, and promotional initiatives to regional cultural norms for better campaign efficacy. 

Another thing to consider is that family, community, and social relationships are significant in Brazilian culture. Recognising and applying these values to marketing initiatives can help you develop a better relationship with consumers.

Legal considerations

Working with legal experts who understand the Brazilian legal framework is essential for businesses to operate successfully and compliantly in the Brazilian market. This is because of numerous legal considerations you need to know.

Brazil's complicated tax structure is one of the most important factors to consider. 

Brazil is well-known for having one of the world’s most demanding and complex tax regimes. Because of its decentralised system, tax laws are extremely complicated, with 26 states and over 5,000 municipalities each responsible for implementing their tax standards.

Companies that don’t meet their tax responsibilities incur fines ranging from 20% to 150% of the unpaid tax amount, depending on the circumstances. As they join this market, many international firms collaborate with a global growth specialist to reduce risk and assure compliance with Brazilian tax legislation.

Lei Geral de Protecao de Dados (LGPD)

Another significant consideration is Brazil's Lei Geral de Protecao de Dados (LGPD). It governs how businesses collect, maintain, and use consumer data. Companies must appoint a Data Protection Officer (DPO) to meet LGPD requirements, according to LGPD legislation. Companies that fail to comply with LGPD regulations face fines of up to 2% of annual revenue, with a ceiling of R$50 million (US$10.4 million).

Marketing strategies for Brazilian consumers

Targeting Brazilian consumers requires marketing tactics that meet the demographic’s requirements and demands. This can be through digital Brazil marketing on mobile platforms, excellent customer service or others. Read more about marketing strategies you can implement in Brazil below:

Focus on brand experience

Providing exceptional customer service is a significant marketing approach in Brazil, where customer experience is valued more than high-quality items. According to a recent Salesforce statistics poll from over 6,700 consumers from 15 countries, 89% of Brazilians believe the brand experience is just as essential as the products themselves. This makes customer service a pivotal factor for your brand.

Besides, it promotes excellent customer connections, brand loyalty, positive word-of-mouth, and commercial success in the Brazilian market. Pleased consumers are likelier to tell others about their good experiences, contributing to organic and impactful word-of-mouth marketing. A solid reputation for exceptional customer service may boost brand recognition and trust. 

Cater to customers through an app

Having an app helps your company tap into this mobile-centric society and contact customers where they spend most of their time. Brazilians, like other people across the world, are starting to make purchases not only online but also on their smartphones. However, new trends are emerging among Brazilian customers, who may be even more tech-savvy. 

According to recent data, 78% of Brazilians prefer to make purchases using mobile applications rather than mobile web browsers on their phones. Apps may provide a more streamlined and tailored experience, and they frequently outperform mobile websites, adding to a favourable user experience. Furthermore, Brazilians value convenience and mobile applications make it easy for consumers to access products and services. 

Businesses that use mobile applications may successfully engage with and cater to the demands of their target audience as technology continues to play a key part in the lives of Brazilians.

Provide a personalised experience

Personalising services correspond with Brazilian customers' tastes and expectations, resulting in greater customer satisfaction, loyalty, and favourable brand impression. 

As previously said, Brazil has a relationship-oriented society in which personal ties and trust are essential. Incorporating this method helps to create and deepen these connections by demonstrating to consumers that their preferences and demands are recognised and respected. Individuals are more inclined to become brand advocates and spread favourable word-of-mouth recommendations when they believe a business knows and caters to their preferences.

Furthermore, by delivering customised marketing efforts such as targeted promotions, suggestions, and communication, you demonstrate a dedication to giving a unique and attentive experience. It can help your brand's visibility in Brazil.

Embrace diversity

As previously said, Brazil is rich in cultural and ethnic variety because of its diverse ethnicities, languages, and customs. The secret to your brand's success in Brazil could lie in highlighting diversity and equality in your advertising and marketing activities.

Brazilians are beginning to value these concerns more and more. According to Samsung data, 85% of Brazilians believe businesses must demonstrate diversity in advertising. Furthermore, 80% believe that companies that display diversity show respect for individuals and their differences. Thinking outside the box with your advertising might give your brand or company an advantage over Brazilian customers.

Embracing diversity shows cultural awareness, which may enhance trust and favourable brand views among various ethnic and cultural groups. Furthermore, individuals are more inclined to trust and connect with a business when they see themselves represented in marketing materials. This openness leads to long-term partnerships with a diverse consumer base.

Digital marketing in Brazil: Best communication channels and strategies to use

Brazil has one of the world's highest social networking site usage rates. This makes social media your number-one option to reach the Brazilian audience and increase your online presence. Aside from this, you can also focus your efforts on local medial channels going online. They provide digital advertising choices such as banner advertisements, sponsored content, and video commercials in their online content.

Let’s dive into these channels more in-depth. Here’s where and how to connect with the Brazilian market and boost your brand identity. See the types of marketing strategies and tactics you can use for each marketing channel below:

Digital marketing techniques

Brazil presents a unique opportunity for digital marketers, as the country's IT sector is flourishing, and Brazilians are becoming the most active mobile users. Here are the best ways to do digital marketing in Brazil:

• Optimise for SEO (Search Engine Optimisation)

Optimise your online content for search engines to improve your brand’s visibility in search engine results pages (SERP). Search and understand the keywords and phrases Brazilian consumers use when researching for products or services in your industry.

• Use PPC advertising (Pay-Per-Click)  

PPC advertising helps businesses access consumers who actively seek products or services on search engines and other online platforms. Use Google Ads, an effective tool for PPC advertising. Businesses may show prominently in Google search results with a well-optimized PPC campaign, improving visibility and drawing a large audience.

• Take advantage of social media

Using social media is the best tactic to reach a larger audience. Adopting online platforms allows you to customise your strategy to local quirks, successfully communicate with consumers, and remain flexible in a quickly changing industry.

As mentioned earlier, Brazilians are highly active on social media platforms like Facebook, Instagram, WhatsApp, and X (formerly Twitter), so use these online sites for marketing. Create engaging content, run targeted ads, and leverage influencer marketing to reach a broader audience. 

• Optimise content marketing

By sharing your expertise, ideas, and essential information about your goods and services, you can satisfy consumers' desire for value-added material through content marketing . Create material in the local language to reach a bigger audience, including the local community. Content created in the local language improves accessibility and engagement. Well-written Portuguese content facilitates stronger customer connections.

• Implement email marketing 

Use tailored email marketing efforts to nurture prospects and keep consumers. To establish and preserve a solid relationship with your audience, offer interesting material, promotions, and tailored suggestions. Furthermore, email marketing allows for targeting. Businesses may segment their email lists based on demographics, behaviours, or other characteristics, allowing them to target particular consumers with targeted messages.

• Use influencer marketing

Collaborate with Brazilian influencers with a large following. They can magnify your brand's message and personally connect with your target audience, improving trust and engagement. 

Furthermore, influencers are frequently relevant persons who understand local culture and trends. Collaborating with them ensures that marketing messages are culturally appropriate, reflecting Brazilian customers' distinct traits and preferences.

• Optimise for mobile devices

You may also optimise your digital material for mobile devices. Given the popularity of mobile internet in Brazil, a mobile-friendly strategy is critical for communicating with customers on the move. Optimise your website for mobile devices and ensure a seamless 

Local media platforms and offline advertising

Not all use social media platforms, so you should use other media channels. Use offline advertising and local media sources to engage your business with the local community. These include newspapers, radio stations, television channels, community publications, and outdoor advertisements. These are classic means of advertising products, services, or messages in a particular location.

E-commerce platforms and distribution networks

Take advantage of e-commerce platforms to showcase your products and services. Combine efficient e-commerce platform techniques with a well-optimized and dependable distribution network to broaden your reach and successfully engage with Brazilian customers. Here are some tips for connecting with Brazilian customers utilising local e-commerce platforms:

• Use local e-commerce platforms

Local e-commerce sites in Brazil, such as Mercado Livre, Americanas, and Submarino, have large user bases. By partnering with these sites, you can expand your reach with its ready-made audience.

Furthermore, local platforms understand the cultural peculiarities of the Brazilian market. They understand customer behaviour, tastes, and trends, which enables firms to better connect their offers and marketing tactics with local culture.

• Optimise distribution networks

Brazil is a huge country with distinct areas, and improving distribution networks helps firms reach consumers in many states and cities more efficiently. A well-optimized distribution network also adds to a better overall client experience. Timely delivery, correct order fulfilment, and a simple returns process contribute to favourable brand encounters.

Importance of Consumer Rights in Brazil

Like many other nations, Brazil has a unique law that protects and creates consumer rights. These laws specify consumers' and companies' rights and duties. Understanding them is crucial to operating within the law and regulations framework, ensuring legal compliance and maintaining an excellent reputation.

Aside from that, consumer rights-aware companies deliver a favourable customer experience. They keep customers happy, encouraging referrals and favourable reviews. It focuses operations on providing the client's needs, which helps companies survive and succeed in the long run in the Brazilian market.

Measuring and evaluating marketing effectiveness: Metrics to track

Tracking and assessing marketing data for brand identification is critical to determining campaign effectiveness in the Brazilian market. This approach gives valuable insights into the efficacy of marketing tactics, allowing organisations to make data-driven decisions and optimise future efforts. 

Key performance indicators (KPIs) for measuring marketing effectiveness in Brazil

Keep track of key performance indicators (KPIs) like conversion rates, click-through rates, and engagement metrics to see how effectively your campaigns are doing with the Brazilian audience. Here are some critical performance indicators to consider when evaluating marketing performance in Brazil:

• Conversion Rate - Measures how effectively marketing efforts turn leads into customers, providing insights into the effectiveness of the sales.
• Customer Acquisition Cost (CAC) - Provides insights into the cost-effectiveness of customer acquisition.
• Customer Lifetime Value (CLV) - Determines the long-term value of customers obtained through marketing activities, driving customer retention and loyalty tactics.
• Brand Awareness - Measures visibility, recognition, and recall of a brand among its target audience.
• Engagement Metrics - Indicates the popularity and impact of marketing material through likes, shares, and comments, demonstrating brand awareness and consumer engagement.

Create effective marketing strategies with QWERTYLABS

Excellent marketing strategies are the key to promoting your casino brand and what you offer. This includes using social media sites, partnering with influencers, optimising content marketing and more. These may look easy, but much work needs to be done to make digital marketing campaigns and plans successful in Brazilian regions. Luckily, you're in good hands when you opt for a partnership with QWERTYLABS. With our help, you can increase your Google SERP ranking and optimise your content to generate leads. 

It's time for your brand to become one of the industry's leaders. Boost your online presence in Brazil with a content marketing strategy from QWERTYLABS. Count on our extensive services , and contact us today!

What are the key factors to consider when creating marketing strategies for the Brazilian market?

Consider these key factors when creating marketing strategies for the Brazilian market:

• Emerging trends
• Legal compliance
• Consumer Behaviour.

How important is market research in developing marketing strategies for Brazil?

Conducting a thorough market analysis and research in the Brazilian market will provide valuable insights for businesses aiming to enter, expand, or optimise their operations in this dynamic and diverse market. 

What role does cultural sensitivity play in marketing strategies for Brazil?

Cultural variations affect consumer behaviour and preferences. What works in one location or demographic group might not work in another. Understanding these differences enables brands to customise their marketing campaigns for optimal impact.

Improve your online casino homepage features by maximising every area of the first page. Find out more about these strategies at QWERTYLABS.

Discover useful techniques and tools to detect if text was written by AI. Ensure your casino reviews and guides are top-notch with QWERTYLABS expert tips.

Attract high-value players with a proven online casino affiliate marketing programme. Know the trends and strategies for success here at QWERTYLABS.

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World of Work: Brazil Case Study

Photo: Yasuyoshi Chiba/AFP/Getty Images

Table of Contents

Report by Romina Bandura , MacKenzie Hammond, and Jena Santoro

Published October 19, 2018

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Home to the fifth largest workforce in the world, Brazil faces several workforce challenges: high informality and low productivity jobs, social inequalities, and youth unemployment. To achieve long-term security and sustainable growth, Brazil must raise its productivity and competitiveness in the global market. To do so, the next generation of workers must be appropriately trained to meet the changing demands of the labor market.

The world of work in Brazil will continue to change over the coming decades with technology and aging creating added challenges and opportunities. The next president to be elected in October 2018 will have the difficult task to restore Brazil’s economy and lead the country into a more promising future. This huge undertaking includes preparing the Brazilian workforce for the future of work.

Romina Bandura

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Mercado Libre • Mercado Livre

Handshake Hunt (case study)

Agencies: GUT • GUT São Paulo

Description

Mercado Libre, a leading electronic commerce platform in Latin America, executed a unique campaign named "Handshake Hunt" during Black Friday. Partnering with the TV channel Globo, the campaign displayed QR codes for discounts whenever a handshake appeared on-screen. This innovative strategy aimed to increase transactions in Brazil. Targeting the online retail market in Brazil, the campaign utilized various media channels including product placement, outdoor, out-of-home, and sales promotions.

In 2023, Mercado Libre's Black Friday campaign achieved unprecedented success. The company saw a remarkable 39% year-over-year increase in overall sales during the period, and an extraordinary 80% year-over-year boost specifically on Black Friday itself. This impressive performance stands out even more considering the challenging market conditions in Brazil, where many competitors struggled.

This professional campaign titled 'Handshake Hunt (case study)' was published in Brazil in June, 2024. It was created for the brands: Mercado Libre and Mercado Livre, by ad agencies: GUT and GUT São Paulo. This Digital, Direct, and Experiential media campaign is related to the Delivery Services industry and contains 1 media asset. It was submitted 1 day ago by LLLLITL.

Brand: Mercado Libre, Brazil. Creative Agency: GUT, São Paulo. Chief Creative Officer: Bruno Brux. Executive Creative Director: Murilo Melo, Tiago Abreu. Creative Directors: Rapha Borges, Rafael de Miranda. Associate Creative Directors: Mellina Fontoura, Paula Keller Perego. Creatives: Erick Wilmer, Felipe Farah, Ana Paula Silva, André Hernandez, João Guilherme Nunes. CEO: Valéria Barone. Head of Account: Alessandra Visintainer. Regional Account Director: Natalia Noya. Account Director: Raphaela Guillen. Account Manager: Giovanna Falvino. Account Supervisor: Mateus Carvalho, Mayara Valadares. Production Companies: Cine Cinematografica, Mugshot, Pedro Dimitrow, Raiz Estudio, Yellow Mello. Media Agency: GUT, Sao Paulo.

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Brazil Marketing And Culture Case Study

Type of paper: Case Study

Topic: Business , Advertising , City , Development , Media , Marketing , Culture , Law

Words: 1500

Published: 12/15/2019

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The Geert Hofstedes dimensions, Fons Trompenaars dimensions and Edward T. Hall's cultural dimension will greatly help in this case. In regards to Hofstede's cultural dimensions theory, the six dimensions of value namely: collectiveness, power, uncertainty avoidance, temporal orientation, masculinity and indulgence will greatly help in analyzing the advertisement in Brazil. Each one of these dimensions will have an opposite contrast to help in revealing the positives and negatives of advertisements. Skyscraper sized hoardings and massive billboards line up in the streets of Sao Paulo waving to the pedestrians and motorists caught up in traffic jam. This is just a clear indication that advertisement has taken a new trend in Brazil. The long and big billboards catch attention easily and it is available to everybody unlike other forms of advertisement. Billboards do not have a specific target audience since anybody has access. Choice of products normally displayed on the billboards at times bear witness to the unrestrained natural history of the Brazilian society. Brazil has a sort of westernized culture since the billboard contain some very suggestive pictures. A big number of advertisements mark gigantic metaphors of women and men clothed in only their under wears. A culture that is not westernized would have a very big problem handling some of this content. The confirmation to that is the Brazilian publication of playboy with cutouts and posters of the latest models. These models are almost naked and very seductive. Many may see this city as a version of South America portrayed in blade runner. Gilberto, the mayor of Sao Paulo takes a faint view of this barrage that is non-stop of manufactured goods promotion. Many admit that much of these advertisements put up illegally but it becomes inevitable due to acceptance by the culture. The mayor calls all this pollution of the eyes and goes ahead to say that if he has his way, he will ban all those big displays meant for advertisement from the city. However, he would have a difficult task since the Brazilian culture already accepts the occurrences and has no problem with the displays.

Grey concrete vs. the colored billboards

Gilberto has come up with a bill that he says it is necessary for the purposes of a good city. He submitted this bill to the city council of Sao Paulo arguing that it could entirely change the urban surroundings by banning all forms of outdoor advertisement. He continues to add that the bill is emblematic though radical. Gilberto thinks that the Brazilian culture is not very moral and not suitable for small children. It is a controversial bill but necessary to the city, he continues to add. Ordinary citizens of Paulo pay no attention and fear that the city’s concrete colored grey saying that it would become even greyer when there is no presence of splashed color in the advertisements. They seem to like the advertisement and have no problem with it as the mayor suggests. The culture they have allows advertisements of any kind. One of the Brazilian citizens said that Sao Paulo city without outdoor advertisement is just like New York without the Times Square. Another one also said that it would be like the absence of communism in Eastern Europe.

Advertisement agencies are under great pressure since some Brazilians have dismissed the program as a stunt of public relations.

This a non-governmental organization that aims to enforce the self-regulation code of advertising in Brazil. It acts from all over the territory of Brazil and defends the freedom of advertising as a way of expression. It also defends the legitimate rights concerning the commercial media hype. It exclusively regulates the advertisement already exposed in the media without necessarily censoring it. In Brazil, CONAR has been winning crucial positions in Brazil for conducting advertisement cases. It has handled more than 4000 cases concerning the same and reached many consensuses too. The most distinguished advertising entities in Brazil keep up this organization monetarily (Karanian, 2008, pg 37). Advertisement in Brazil seems communal because the individuals support it apart from the mayor who wants everybody to follow his word. He as an individual cannot move the whole mass. It will take years before the city becomes what he wants. He wants a city with no billboards or any other form of outdoor advertisement. This has mace the billboards to lose ground based on his individualism that he thinks will bear good fruits in future. The huge, elegant hoardings are also losing ground since no one will invest on something that does not have a bright future in authenticity terms for the next few months. This has greatly affected marketing in Brazil just because of one person’s impact.

Mass audience and masculinity

Impressive as they are, billboards are one element of the flourishing landscape of advertising in Brazil. They particularly make the city beautiful with colored pictures and images of celebrated icons in the music and entire entertainment industry. Of all times, television remains the most selected choice during national campaign launch. In the United States and the United Kingdom, television has the largest audience and the trend is taking a positive way up. Television is a culture that will not fade soon as it has brain washed the mass not individuals. It is for that reason collective. Globs, which is the main terrestrial network in Brazil is so dominant in values of production and share of audience. The multichannel television has a long way to go before it makes such an impact in Brazil alone. Pay-tv compared to other media services in Brazil is still very tiny but it is showing some encouraging growth. According to the leading consultancy firm in Brazil, it has less than 10% subscribers of the total households.

Advertising self regulation code in Brazil

The main function of the code is ruling over the cultural rules applicable to commercial marketing. The code has a design to encourage the consumption of products and services. It promotes institutions, ideas or concepts. It is for the general welfare of the public and community. Some examples of the most important principles recognized in the code are cultural and educational development All the professionals involved in advertising activities observe the cultural behavior standards. It includes the advertisers, media broadcasters, advertising agencies, journalist and all other professionals in communication taking part in the process of advertisement. The general cultural rules are also applicable to specific main beliefs such as respect, decency, honesty, fear, superstition, violence and truthful presentation. Other principles are comparative advertising, safety and accidents, protection of privacy, pollution and ecology, children and teenagers. There is also copyright and plagiarism, which protects creativity and originality. Some special categories fall under advertisement. These are rules that serve as exhibits. The main categories of advertisements are commercial ads, which is for selling goods and services. Under this category, anyone buying or selling goods or services have the permission to advertise. The other one is commonweal ads; this contains messages and information from social organization and the government. The third one is the regional ads where messages go to certain geographical areas on target.

Stereotypes

People say that the population of Brazil comprises of many blacks who came from slavery in Africa. However, one aspect of Brazilian advertisement that puzzles many is that blacks never appear on these advertisements. There is a cruel logic of economy to this. Some say that the lighter you are, the more likely you are to come from a rich background. Since many advertising agents want to go by the culture of skin color, they tend to go light skin men and women leaving out the blacks. A culture runs across the region therefore communitarian has undergone change and many ads are now for blacks. They have the greater purchasing power as compared to the blacks (Karanian, 2008, pg 87).

Change in culture

A survey conducted revealed that most ads discriminate the black people. Initially, black people could only appear in ads as house helps or tea boys and gardeners. It has however changed since one can now see a black person in a fashion ad or even bank or pharmaceutical products commercial. This to some extent is collectivism. The reason behind that is that the black people started to migrate to the middle group. This made them an important consumer market and even the whites wanted to be like them. They had a class of their own that every one liked. Many of the advertisements are multi-racial. Brazil has a commercial responsibility and not a social responsibility. When it comes to commercial and advertisements, Brazilians show their communitarians culture in full. Communitarian is the culture that considers a group as the end and improves individual capacities as the means to that end. The culture helps in development and growth.

Karaian, Jason. 2008. Trompenaars Hampden-Turner Consulting's Fons Trompenaars: CFO.

Blanchard, D. 2007. advertisement: best practices. John Willey & sons publishers. Hoboken. New Jersey.

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Abortion United Evangelicals and Republicans. Now That Alliance Is Fraying.

The southern baptist convention, long a bellwether for american evangelicalism, voted to oppose the use of in vitro fertilization..

This transcript was created using speech recognition software. While it has been reviewed by human transcribers, it may contain errors. Please review the episode audio before quoting from this transcript and email [email protected] with any questions.

From “The New York Times,” I’m Sabrina Tavernise. And this is “The Daily.”

The Southern Baptist Convention, the largest Protestant denomination in the country, voted at its annual gathering last week to condemn IVF fertility treatments. Today, my colleague Ruth Graham on the story behind the vote the Republicans scrambled and prompted, and what it could eventually mean for the rest of the country.

It’s Monday, June 17.

So, Ruth, you write about religion for “The Times” and you were covering the big annual meeting of Southern baptists last week. And they made a pretty big decision. Tell us about it.

The Southern Baptist Convention, it’s the biggest Protestant denomination in the United States. They have almost 13 million members, more than 45,000 churches. It’s a huge group.

And Southern Baptists know their political power. And they are basically a barometer of evangelical sentiment in the US. You know, what they say kind of indicates what the typical evangelical cares about in any given moment. And fun for reporters, they all meet once a year in this giant gathering that any church can send delegates to. The delegates are called messengers.

So this year that meeting was in Indianapolis. There were almost 11,000 messengers there in the convention center. And one of the important political topics they took on this year was something they have never discussed as a full body before, and that’s the ethics of in-vitro fertilization.

OK. So this very important conference of Southern Baptists takes up IVF. In other words, the medical procedure that allows people to get pregnant through fertilization in a lab. So what do they say?

So a lot of Southern Baptists historically have not taken issue with IVF per se at all. They view it as a technology used to create life. You know, it’s used by families who desperately want to be parents, and they view that as a positive thing.

But the procedure does involve, typically, the production of more embryos than will be used by the couple that created them. And those embryos end up sometimes discarded, sometimes frozen indefinitely, sometimes donated, but not used in the way that they were originally created to be used. So some Southern Baptists do take issue with discarding those excess embryos. And the reason is they say life begins at conception.

This is sort of a core anti-abortion belief. The moment that the sperm meets the egg, that is the stuff of life. There’s a verse in Psalms, “You created my inmost being. You knit me together in my mother’s womb.”

And you’ll hear that cited in Christian anti-abortion spaces a lot as evidence that God cares about and views as fully human human beings at the very moment of conception. And that would include these frozen embryos.

Right. If you truly believe that life begins at conception, you probably would not agree to abortion at any stage of gestation. And that same logic would apply to IVF. So when this issue gets raised at the conference, what happens? What are people saying?

So there’s a resolution that comes to the floor. Resolutions in Southern Baptist language are nonbinding. This would not be a ban. It’s just a statement of concern that’s meant to summarize Southern Baptist opinion on this particular topic.

So the language that’s proposed calls on Southern Baptists to reaffirm the value of human life. And then it narrows in on human life in an embryonic stage. And it urges them to just use reproductive technologies, fertility treatments that are consistent with that view of human life.

What does that mean?

They’re actually walking a pretty fine line here. They stopped short of saying that a Southern Baptist should never use IVF under any circumstances. They’re calling attention to these excess embryos and saying that, you know, Baptists really should only use reproductive technology with attention to life at this embryonic stage. And the resolution also goes so far as to ask Baptists to call on their governments to restrain these kind of technologies that violate the dignity of, as they put it, quote, “frozen embryonic human beings.”

Hm. So they’re also actually asking people to pressure their governments to respect this position, basically?

That’s right. It’s light on specifics, but that’s the suggestion.

But Ruth, why did they decide to raise this issue now? I mean, IVF obviously has been around for a long time,

Right. So back in February, there was a case that reached the Alabama Supreme Court that had started when a group of families in the state filed this wrongful death claim over a mistake at a fertility clinic where their frozen embryos were accidentally destroyed. They sue, and the state Supreme Court ends up ruling not only in their favor, but says really clearly that frozen embryos should be considered children. So the Chief Justice writes, “Even before birth, all human beings have the image of God and their lives cannot be destroyed without effacing His glory.”

So really putting out this religious argument for human life in embryonic form. So that case lands like a bomb.

[MUSIC PLAYING]

The stunning decision from Alabama’s Supreme Court has enormous and immediate consequences for fertility care.

And it really caught a lot of people off guard. You know, all along the spectrum.

A third fertility clinic in Alabama has shut down after the state Supreme Court ruled embryos are children.

The court offered no clear roadmap for what is and isn’t legal.

And it just places this question about the ethics and the legal aspects and all of this, it just puts IVF into the national conversation.

We’re concerned that with the new ruling, we may have to limit fertilization of eggs, which will limit success of treatment, limit efficiency, increase cost, and of course, risk to patients.

It’s a stressful process already. And I don’t need the added stress, and no woman does, of whether or not this might be moral to go through to have children when this is my only path.

And there’s this really strong backlash to the idea that embryos should be protected with the force of the law as full human beings. Because IVF is broadly popular, including among many Republican voters.

Alabama House of Representatives and the Senate have passed a law that restores access to in vitro fertilization. Doctors at clinics have told ABC News the new language will give them enough reassurance to resume IVF without facing legal risks.

Ultimately, the state legislature, the Republican governor work really quickly to reinstate it in the state. But it opens up this new conversation among conservative evangelicals who are broadly anti-abortion. And they’re starting to think should we think about this IVF conversation in the same way that we’ve thought about abortion? Should we be pushing on this more?

So most of the country takes the lesson from the Alabama case that IVF is not something to be interfered with. But for some in the evangelical community, they take the opposite lesson, it sounds like.

That’s right. For some evangelicals, this feels like the perfect moment to bring IVF into the abortion conversation and start to turn the tide against it. One of these people is an ethicist in Kentucky. His name is Andrew Walker. He works at Southern Baptist Theological Seminary. It’s a major Southern Baptist seminary in Louisville.

And he’s been wanting to bring IVF into sort of the mainstream Southern Baptist consciousness for a while. He first started writing about it about five years ago. He actually published an essay in a sort of mainstream evangelical publication about it, got a lot of pushback, never felt it was the right moment to bring a resolution to the meeting, but he’s had this tucked in the back of his mind because he has this pretty clear conviction that IVF does not comport with Christian anti-abortion values.

So when the Alabama ruling happens, and the backlash, and the broader conversation, Andrew Walker thinks, you know, this is the moment. So he calls his friend and mentor, Dr. Al Mohler, who’s the president of the seminary where they both work. And he says, let’s do it.

Let’s start crafting a resolution for the meeting this year. And we’ll see if it gets forward. We’ll see if it gets discussed. We’ll see if it gets approved. But we’ve got to strike while the iron is hot here.

And did Baptists like Walker understand that a resolution like this would have potentially quite bad implications for mainstream Republican politicians? Like, wasn’t that the lesson of Alabama?

Yes. And I talked with both Dr. Walker and Dr. Mohler about this. And they both said they were completely aware of that. They didn’t love it, but they both felt that that was not their highest priority. That was not their highest responsibility.

And if anything, Dr. Mohler said this in particular, he wanted to nudge Republicans on the issue. He actually said he wanted to do more than nudge Republicans. He wanted to call them out. And so this would be a really high profile way to show to Republicans, look, we’ve got thousands of mainstream Southern Baptists in a room here who are all expressing collective alarm and opposition to IVF as it’s commonly practiced.

OK. So Baptist leaders nevertheless put this proposal to a vote on the floor. Tell us about how that went, when they put this proposal in front of thousands of other evangelicals.

It was really dramatic.

[CHRISTIAN CHORAL MUSIC]

We’re in this cavernous convention hall where, over the course of the last few days, there’s been singing of hymns. People have heard sermons. There’s been prayers. They’ve sent missionaries out. They’ve been sort of together in the work of making their convention what they want it to be.

Microphone 3A, would you give us your name, your church, and proceed with your discussion?

Yes. Daniel Taylor, messenger —

And then there’s this incredibly dramatic discussion and debate about the ethics of something so personal.

Thank you, Mr President. I rise to speak in favor of this amendment, out of both a heart for the unborn and for those stricken with infertility.

Anyone is allowed to come to the microphone under Southern Baptist rules. And you had two men come to the microphone to share really personal stories —

From my friends, the initial steps of IVF yielded six viable embryos. Four of the embryos were implanted and two were frozen for a time. Only one survived to term, their son and my godson. Because of him, I thank God for IVF.

One has a godson born via IVF.

I have a son because of IVF. I have another son 20 weeks old in my wife’s womb because of IVF.

The other has one child and his wife pregnant with a second via IVF.

I am for the sanctity of life and for the sanctity of embryos. I am against the idea that this technology is so wicked that it cannot be employed.

And both spoke about just loving these children and seeing the technology as a blessing from God.

I thank the authors of the resolution and the committee for the opportunity for the SBC to be a voice of biblical truth and clarity in this pressing cultural issue.

A woman came to the microphone, sort of on the other side.

In addition to my living children, I am the mother of four babies that I never got to hold. Two of those babies we adopted as embryos. Nothing in the process of IVF upholds the sanctity of life. There is no way to describe the treatment of embryos at any point in the IVF process as ethical or dignified.

To share that she had participated in embryo adoption, meaning that she had another family’s embryos implanted in her womb to try to bring those pregnancies to fruition. And in this case, she miscarried both times. But she had done that out of a sense of really moral obligation to these embryos as human life.

And it was quiet. I mean, people are really listening to these really personal stories and wrestling with them. This is personal for a lot of people in that room. But at the end of all this, it’s time to vote on the resolution.

So in the end, the language has been really carefully crafted to kind of bring Southern Baptists along on this argument. So it affirms that God loves all children, no matter the circumstances of their conception. It expresses empathy for couples trying to conceive. It says it’s a good and positive thing to want to have children, to expand your family.

And then it arrives at this point of saying that IVF, as it’s commonly practiced, is not an ethical option for Southern Baptists in most circumstances. So this resolution comes to a vote, to the thousands of people in that room. They’re all sitting in folding chairs. They raise their little orange ballots in favor or against. And the resolution passes overwhelmingly.

So this resolution ultimately passes. But how important is it really if it’s just an expression of sentiment, it’s not actually a directive to do something?

It’s hugely significant. This is the first major public statement that this group of influential evangelicals, frankly, influential Republican voters have made on this issue. And it really sets them up on a collision course with mainstream Republicans.

We’ll be right back.

So Ruth, you said that this vote really sets evangelicals on a collision course with mainstream Republicans. What did that look like?

So mainstream Republicans, in the wake of the Alabama ruling, have really circled the wagons to try to show that they are not only totally comfortable with IVF, but are going to go to great lengths to preserve it. And they see it as pro-family. They know that’s how most of their constituents view it. They want to really show that they see that as totally separate from the conversation about abortion and that they are going to be the ones to preserve access to IVF. And so on the very same day this happened in Indianapolis, in Washington —

I want to yield to the senator from Alabama, Senator Britt.

Thank you so much.

— Senator Katie Britt of Alabama, she’s an evangelical Christian, she gets up on the floor of the Senate and gives this impassioned speech supporting IVF.

I was proud to join my colleague from Texas in introducing The IVF Protection Act. I am —

She, with Senator Ted Cruz of Texas, has put forward this bill that they say is intended to protect IVF access by blocking Medicaid funding to states that ban it outright. Democrats say that actually would not have done anything to fix the problem. And there are these kind of jockeying bills. But still, she gets up on the Senate floor —

Look, as a mom, I know firsthand that there’s no greater joy in this life than that of being a mother. IVF helps aspiring parents —

— and speaks, as a mom, as she puts it, in defense of IVF.

IVF access is fundamentally pro-family.

She’s wearing this really prominent cross necklace. And she talks about how supporting IVF is pro-family, that that’s the pro-family point of view.

We all have loved ones, whether they’re family members or friends, who have become parents or grandparents through IVF.

And she puts out a statement the same day, with Senator Cruz, and it’s signed by all of her Republican colleagues, including Josh Hawley, Marsha Blackburn, every conservative across the spectrum in the Senate signs on to this support for IVF.

So even the most conservative Republicans in Congress are coming out with this position that’s really at odds with evangelicals.

That’s right. IVF is hugely popular. Fertility treatments are widely used, including by evangelicals. Most people don’t even think negatively about this stuff, let alone want to ban it. So it’s a real dilemma for Republicans to watch evangelicals potentially turn in this direction.

So there’s pressure from the Southern Baptist Convention on mainstream Republicans, which I have to imagine is making Democrats pretty happy. I mean, I saw President Biden out there with a fundraising email the day that the Southern Baptists voted.

That’s right. I mean, Democrats are really leaning into reproductive rights right now. They’re putting abortion measures on ballots in November. They know that’s going to attract their voters. It’s going to attract independents.

They’re pointing out these restrictions. They’re talking about this stuff. And the vote last week from the Southern Baptists is another suggestion that there’s this movement out there that doesn’t just want to regulate at 15 weeks, not just at 12 weeks, not just at 6 weeks, but, you know, all the way down to the embryo in the lab. So I think Democrats see an opportunity here to exploit this growing divide between evangelicals and Republicans, at least on this issue.

And this is all going to be all the more salient ahead of a very important presidential election. I mean, we’re really hurtling down the tracks toward a big decision point for people.

Yeah, that’s exactly right. The Republican Party and American evangelicals have been in lockstep really since the 1970s. And now for Republicans, there’s this question about whether or not it’s still politically advantageous for them to follow where the anti-abortion movement is going on this stuff, because they’re pushing into places that are really deeply unpopular among the American population overall.

And the anti-abortion movement itself at this point is pretty divided on where it’s going to go next. So we saw the Supreme Court last week on Thursday, they maintained access to the abortion pill. There were divisions even within the anti-abortion movement over whether or not to bring that case forward. Some within that movement were skeptical of it. So you’re seeing sort of confusion and disagreement even internally on where to go after the overturning of “Roe v. Wade.”

Ruth, what about the broader population of evangelical Christians? There were 10,000 people at the Southern Baptist Conference voting on this. But what about everybody else? Where are they on this?

I think that’s still a really open question at this point. I talked to this young pastor from Georgia at the meeting, who was saying, you know, I don’t want to go back to the people in my church and tell them that the creation of their children and grandchildren comes from these immoral means. And the language of the resolution was careful around that, but it’s still going to be really hard to get that across and to just translate it for the people in the pews. And if you’re an ordinary Southern Baptist kind of reading the headlines and even reading the text of this, it’s a tough one.

At the same time, talking with Andrew Walker about this, who co-wrote the resolution, he acknowledged that a lot of Southern Baptists have not really thought about this stuff in terms of ethics and morality and connected it to the abortion question. But when he has one-on-one conversations with people about the topic and sort of walks them through, basically, the logic of the resolution, he said almost everyone comes away from those conversations with, at the very least, a sort of skepticism and a level of critical thinking around fertility treatments that they didn’t come in with. And that suggests that there’s at least sort of an openness to thinking differently about fertility treatments.

And the reason all this matters is obviously evangelicals are this hugely influential voting bloc. They’re used to having the power to turn their theological beliefs into policy. And when they come together, you get this political force, the same political force that worked for decades over a lot of obstacles and was eventually successful in overturning “Roe v. Wade.”

Now, IVF is different than abortion. IVF is extremely popular, including, at this point, among evangelical Christians. But if we find out that evangelicals are persuadable on IVF, it doesn’t just have implications for their personal spiritual lives. If this is the beginning of a moral awakening on IVF, and that’s a big if, it would have real implications for the rest of the country.

Ruth, thank you.

Here’s what else you need to know today. On Friday, the Supreme Court struck down a ban on bump stocks which enable semiautomatic rifles to fire at speeds rivaling those of machine guns. The decision, by a vote of 6 to 3, split along ideological lines, had the effect of erasing one of the government’s rare firearm regulations that came from a mass shooting. Justice Clarence Thomas, writing for the majority, said that the Bureau of Alcohol, Tobacco, Firearms and Explosives had exceeded its power when it prohibited the device by issuing a rule that classified bump stocks as machine guns. And —

[CROWD CHANTING]

— tens of thousands of demonstrators crowded onto streets in France on Saturday to denounce the rise of the country’s far right as the nation prepared to vote in snap elections set to take place later this month. French president Emmanuel Macron shocked the country last week by announcing that he was dissolving the lower house of Parliament after his party was clobbered by far right opponents in a vote to seat the next European Parliament. Critics, including some in Macron’s own party, warned that the president’s move to call snap elections opened the door to empowering the far right in France for the first time since World War II.

Today’s episode was produced by Rob Szypko, Sydney Harper, Stella Tan, Aastha Chaturvedi, and Rachelle Bonja. It was edited by Marc Georges and Lisa Chow, contains original music by Dan Powell and Marion Lozano, and was engineered by Alyssa Moxley. Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly.

That’s it for “The Daily.” I’m Sabrina Tavernise. See you tomorrow.

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Produced by Rob Szypko ,  Sydney Harper ,  Stella Tan ,  Asthaa Chaturvedi and Rachelle Bonja

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The Southern Baptist Convention, the largest denomination of Protestant Christians in the United States, voted at an annual gathering last week to oppose the use of in vitro fertilization.

Ruth Graham, who covers religion, faith and values for The New York Times, discusses the story behind the vote, the Republican scramble it prompted and what it could eventually mean for the rest of the country.

On today’s episode

Ruth Graham , who covers religion, faith and values for The New York Times.

Background reading

How baptists and the Republican Party took different paths on I.V.F.

Here’s what to know about the vote .

There are a lot of ways to listen to The Daily. Here’s how.

We aim to make transcripts available the next workday after an episode’s publication. You can find them at the top of the page.

The Daily is made by Rachel Quester, Lynsea Garrison, Clare Toeniskoetter, Paige Cowett, Michael Simon Johnson, Brad Fisher, Chris Wood, Jessica Cheung, Stella Tan, Alexandra Leigh Young, Lisa Chow, Eric Krupke, Marc Georges, Luke Vander Ploeg, M.J. Davis Lin, Dan Powell, Sydney Harper, Mike Benoist, Liz O. Baylen, Asthaa Chaturvedi, Rachelle Bonja, Diana Nguyen, Marion Lozano, Corey Schreppel, Rob Szypko, Elisheba Ittoop, Mooj Zadie, Patricia Willens, Rowan Niemisto, Jody Becker, Rikki Novetsky, John Ketchum, Nina Feldman, Will Reid, Carlos Prieto, Ben Calhoun, Susan Lee, Lexie Diao, Mary Wilson, Alex Stern, Sophia Lanman, Shannon Lin, Diane Wong, Devon Taylor, Alyssa Moxley, Summer Thomad, Olivia Natt, Daniel Ramirez and Brendan Klinkenberg.

Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly. Special thanks to Sam Dolnick, Paula Szuchman, Lisa Tobin, Larissa Anderson, Julia Simon, Sofia Milan, Mahima Chablani, Elizabeth Davis-Moorer, Jeffrey Miranda, Maddy Masiello, Isabella Anderson, Nina Lassam and Nick Pitman.

Ruth Graham is a national reporter, based in Dallas, covering religion, faith and values for The Times. More about Ruth Graham

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