Jose “Pepe” Serafin, Global Director – Flavor Sparkling Brands at Coca-Cola, provided an overview of his company’s Fanta relaunch during his keynote presentation to Argyle’s CMO membership at the 2018 Marketing Leadership Forum in Atlanta on June 21. In his presentation, “Fanta Relaunch Under the 3 C’s,” Serafin described how Coca-Cola used an omnichannel strategy, mobile tools and content marketing to successfully relaunch Fanta.
Fanta boasted an outstanding formula and proven reputation that resonated with consumers worldwide. Yet the brand struggled to connect with teenagers. As such, Fanta explored ways to stir up interest from teens so it could engage a new generation of consumers.
“We had a new generation of consumers with different ways to connect with us,” Serafin noted. “And our competitive landscape had grown drastically over the past few years, and we were not ready for that.”
Although Fanta previously used traditional marketing campaigns to engage consumers in the past, the brand needed to find ways to connect with today’s always-on, always-connected consumers. Therefore, Fanta decided to undergo a full brand relaunch.
“We needed an evolution of the [Fanta] brand. We needed to be bigger, faster, stronger and louder for our customers,” Serafin pointed out. “We wanted to go from an evolution to a revolution and reshape the brand.”
Fanta began its relaunch with a product that met the needs of consumers across 190 markets, Serafin said. The company also understood it needed to revolutionize its marketing so it could maintain a competitive advantage.
“We needed to believe that we could change [the Fanta brand],” Serafin indicated. “We have a true competitive advantage … because we know what we are and what we stand for.”
To keep pace with its target audience, Fanta leveraged the tools and resources at its disposal. The company examined its strengths and weaknesses, and by doing so, prioritized its relaunch efforts.
Fanta found that it provided a product unlike any other on the market. Furthermore, Fanta discovered its team included intelligent, motivated professionals who would go above and beyond the call of duty to help the company accomplish its goals.
“We have a superior product … and that’s a huge advantage,” Serafin said. “And we have a powerful team … that includes incredibly talented people.”
By establishing priorities, Fanta took the first steps toward a successful brand relaunch. The company avoided the dangers of taking on too many tasks during its brand relaunch, too.
“Don’t try to do everything at the same time. Focus on one or two things and nothing more,” Serafin stated. “Because if you try to do too much … you’re not going to be strong.”
Ultimately, Fanta determined it needed to become relevant with teens. The company sought ways to revitalize its brand and capture teens’ attention.
“We needed to become relevant again,” Serafin noted. “We needed to edge up the brand … and connect with consumers’ motivations, dreams and passions.”
Fanta found that there were many soft drink providers that shared the same message with consumers. To differentiate itself from the crowd, Fanta used a combination of mobile and social engagement to generate interest from teens.
Thanks to its omnichannel strategy, Fanta distinguished itself as a fun, vibrant brand. The company highlighted its product to teens via mobile and social platforms, ensuring teens could quickly and effortlessly engage with the brand across a variety of channels.
“We were in a sea of sameness, and we needed to make Fanta stand out again,” Serafin indicated. “We needed to be fun and vibrant.”
Fanta gave consumers control of its brand as well – something that helped the company further differentiate itself from the competition.
Many companies are reluctant to empower consumers. However, today’s consumers can instantly share their thoughts and feelings about a brand with millions of people globally.
Meanwhile, Fanta recognized the power of consumers. Rather than try to control what consumers would say about Fanta, the company wanted to engage with consumers across mobile and social platforms. That way, Fanta could work with consumers to rebuild its brand from the ground-up.
“We tried to keep the same tone … and we tried to foster procreation,” Serafin stated. “We gave [consumers] the tools to play with our brand in a way that we can play with them and build the brand together.”
Fanta showed that developing a successful brand requires a company to empower its consumers, along with ongoing engagement with a target audience. If a business allocates time and resources to connect with consumers, it can learn about its target audience. Then, this company can find the best ways to engage with its target audience and ensure its customers receive the products, services and support they need.