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The nuances of Hispanic public relations in the United States

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The nuances of Hispanic public relations in the United States

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THE NUANCES OF HISPANIC PUBLIC RELATIONS IN THE UNITED STATES

by

Irene Ramirez

A Thesis Presented to the
FACULTY OF THE USC GRADUATE SCHOOL
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the
Requirements for the Degree
MASTER OF ARTS
(STRATEGIC PUBLIC RELATIONS)

May 2010

Copyright 2010 Irene Ramirez
ii 
Dedication

To my mom and dad, thank you for instilling in me pride in our Mexican culture.
And to Thorsten Wuest, thank you for your love and support.
iii 
Acknowledgements

Special thanks to my dedicated thesis committee
for their guidance, wisdom and patience through this process.

Jennifer Floto, Associate Professor of Professional Practice
Félix Gutiérrez, Professor of Journalism, Communication
and American Studies & Ethnicity
Bill Celis, Associate Professor of Journalism
iv 
Table of Contents

Dedication ii
Acknowledgements iii
List of Figures vi
Abstract vii
Introduction: The Hispanic Market 1
Hispanic Market Stats and Figures 2

Chapter 1: What is HPR? 5
The Evolution of HPR 6
The Issue of Practicing HPR in Different Parts of the Country 8
Transculturation/Transcreation 12
HPR Organizations and Other Associations that Recognize HPR 14

Chapter 2: Hispanic Consumers in the 21
st
Century 18
Country of Origin 18
Age 19
First, Second and Third-Plus Generations 19
Language 20
Education 22

Chapter 3: Hispanic Media Consumption 23
TV 23
Radio 24
Online and Mobile 25

Chapter 4: Why Trust Matters 27
Findings 27
Future Studies 28
Brand Loyalty: How to build and maintain it 29
Recognizing and Understanding Hispanic Values 29

Chapter 5: Organizations and HPR 33
Los Angeles Dodgers 33
Southwest Airlines 35
Hispanics Take the Lead 38
Luxury Brands Falling Behind 39

v 
Conclusion 41
Bibliography 43

vi 
List of Figures

Figure 1: Labels used in self-identification by U.S. Hispanics 10
Figure 2: Hispanics’ Language Preference 21
vii 
Abstract

U.S. Hispanics are the fastest growing minority segment in America. They are backed by
tremendous spending power and make for a promising consumer segment. However,
there are many nuances within the Hispanic market that make it challenging to craft
public relations campaigns that cater to this segmented audience. Factors that create the
nuances include language, generation status, country of origin and geographical location.
The thesis will provide a general overview of U.S. Hispanics and offer advice from
professionals in the industry on how to build an effective Hispanic public relations
practice that garners trust through culturally sensitive communication.
1 
Introduction: The Hispanic Market

Hispanics are the fastest growing segment of the U.S. population. Recent studies indicate
an expected growth of 48 percent in the next four years (Sun & Johnson, 2009). But what
exactly is the Hispanic market? The Hispanic market in the U.S. is a very diverse group.
It is comprised of people from at least 20 different Latin countries all bound by a
common bond, the Spanish language. Nevertheless, it is more than just the language that
links this group.

Spain’s dominant role as the leading Christian country during the 14
th
– 16
th
centuries is
the reason that Hispanics speak Spanish. As the Spaniards set forth into the New World,
not only did they impose their language on the indigenous peoples but also their religion
of Catholicism. This is why 91 percent of Hispanics are Catholics or another sect of
Christianity (Pew Forum, 2007). The Spaniards’ religion shaped lifestyles based on
values such as faith and family that later were embedded into Hispanic culture as deeply
rooted traditions. Thus, it is the Spanish language and Christian values that unite the
Hispanic people. (Hispanic Research, Inc., n.d.)

Having common language and values are two key elements that lend themselves to
marketing to Hispanics. Hispanics have respect for their language and pride in their
heritage. It is this sense of dignity that keeps the ties among Hispanics strong despite the
many other differences such as country of origin and generation status in the United
2 
States. Acknowledging, understanding and appreciating language and culture are
imperative when conducting outreach to Hispanics.

The purpose of this thesis is to further contribute to the discussion on the world of U.S.
Hispanics – their values, what they like, what they do not like, how they live and how
they prefer to receive communication. These insights do not speak for all Hispanics, but
provide overarching conclusions based on the common ties that link Hispanics. The
beauty of the public relations (PR) practice is that the ultimate goal of PR is to form
relationships. If done successfully, these relationships will lead to trust, and trust to
loyalty.

The thesis features an overview of the Hispanic market, the rise of Hispanic public
relations (HPR) and case studies of organizations that are doing an exceptional job of
understanding the Hispanic market by addressing cultural values, practicing effective
communication in the appropriate language and building trust through long-term
relationships. Furthermore, the conclusion will provide an outlook of the expected
development of HPR in the years to come.

Hispanic Market Stats and Figures

As of July 1, 2008, the total U.S. Hispanic population was estimated at 46.9 million,
positioning Hispanics as the nation’s largest ethnic minority. However, not only are

3 
Hispanics the largest ethnic minority but also the fastest-growing group with a 33 percent
population increase between 2000 and 2008. Overall, Hispanics represent 15.4 percent of
the total U.S. population. Only Mexico, with a population of 110 million, has more
Hispanics than the U.S. thereby making the U.S. Hispanic population the second largest
worldwide. (U.S. Census Bureau, 2009)

Through careful study of current trends, the U.S. Census Bureau (2009) predicts that by
the year 2050 the U.S. Hispanic population will reach 132.8 million out of a total of 438
million in the United States. If these predictions become true, then Hispanics will
comprise 30 percent of the total U.S. population, which is double the percentage that
Hispanics hold today. In 2050, with one out of three Americans identifying themselves as
Hispanic, the increase in Hispanic population also will positively influence their spending
power, which is already very strong, thereby positioning Hispanics as a promising
consumer segment.

Market research publisher, Packaged Facts (2009) has been monitoring the Hispanic
market since 1996. Their latest report, “The Hispanic (Latino) Market in the U.S.: A
Generational View, 7
th
Edition,” found that in 2008, Hispanic spending power totaled
more than $980 billion. The same report predicted that by the year 2013, Hispanic
spending power is estimated to reach $1.3 billion with a 31 percent cumulative growth
rate. Currently, Hispanics have an annual income averaging $863 billion, which is more
than any other U.S. minority group (O’Leary, 2009).

4 
Two important groups to watch within this market are Generation Y Hispanics (ages 18-
29) and Generation X Hispanics (ages 30-44) since they control more than 60 percent of
all Hispanic spending power. Hispanics in these age groups spend more than other
Hispanic groups such as Baby Boomers (ages 45-64) and Senior Citizens (ages 65 and
over). They not only spend for themselves, but also make purchasing decisions for their
families. As a result, Generation Y and Generation X Hispanics have significant
influence on the U.S. economy, shaping the consumer market for entertainment, apparel
and children's items (Packaged Facts, 2009). Since the median age for Hispanics is 27,
compared to 36 for non-Hispanics, Hispanic spending power will be stronger than ever in
the years to come (U.S. Census Bureau, 2008).

The Hispanic market is going through a transitional phase where we are witnessing a
generational shift in consumers. Generations Y and X are outperforming their parents in
purchasing power. Perhaps this can be attributed to assimilation where Hispanics ages
18-44 are more educated and have greater opportunities for upward mobility. The key
factor in HPR is recognizing this shift while also not losing track of the Hispanic culture,
its values and language.

5 
Chapter 1: What is HPR?

These facts about the Hispanic market and its spending power speak for themselves. If
organizations want to reach the Hispanic audience, then it is crucial to create campaigns
that cater to the Hispanic market. This is where HPR comes into play. Before discussing
the benefits HPR can have on an organization, it is first important to understand exactly
what HPR is and how it has evolved in recent years. Although there is no single overall
accepted definition, below are the most referenced definitions from leaders in the
industry.

According to John Echeveste, partner at Valencia, Perez & Echeveste, “HPR is the
representation of a corporation, non-profit or other entity with the Hispanic market in a
culturally sensitive manner that utilizes media, community and government relations
techniques” (Vendrell, 1994-95, p. 34).

Rosemary Ravinal, president of Rosemary Ravinal Public Relations, furthers the
definition by emphasizing the importance of understanding both the Hispanic and general
markets. She believes that “HPR is a communications specialty which combines the core
skills of mainstream public relations practice with cross-cultural interpretation and
application. The practitioner needs to employ intuitive sense, bilingual written and oral
skills and strong knowledge of both Hispanic and general markets” (Vendrell, 1994-95,
p. 34).

6 
James Grunig, professor emeritus at University of Maryland and author of the Excellence
in Public Relations Research, concisely defines HPR as a transaction: “HPR exists when
a public relations practitioner is asked to help interpret a Hispanic public to an
organization or an Hispanic organization to a public”

(Vendrell, 1994-95, p. 34).

Lastly, in speaking about the relationship-building aspect of PR, José M. Bermea,
principal of Bermea & Garcia, states that “HPR is the fostering of good will,
enhancement of image and favorable positioning of and for a client within the Hispanic
community, and doing so in a manner that is culturally sensitive and ethnically attuned to
the client’s constituents”

(Vendrell, 1994-95, p. 34).

For the purpose of this thesis, HPR is not simply about translating press releases into
Spanish or having Hispanic representatives at a public event. It involves in-depth
knowledge of language and culture, and an understanding that the Hispanic market is
comprised of segmented groups with nuances among South Americans, Central
Americans and Spaniards. Overall, HPR is the crafting of culturally sensitive campaigns
that reach Hispanics in a unique way outside the general market practice.

The Evolution of HPR Practice

During the first stages of HPR, Spanish-speaking specialists were brought into
corporations as HPR consultants. However, corporations soon realized the importance of
7 
having Hispanic consultants as part of their staff. Approximately 30 years ago,
Fleishman-Hillard Los Angeles established the first in-house Hispanic practice, which
serviced its Budweiser, Miller and Coors accounts (Echeveste interview, September
2009). Soon after, HPR departments emerged within other PR agencies and corporations.

As the demand for HPR increased, HPR firms began to rise. In 1985, Moya, Villanueva
& Durazo was founded as a national marketing and public relations firm that “provided
communication strategy in the areas of corporate and Hispanic communications,
marketing and public affairs”

(Moya, S., n.d., p. 1). Some of the accounts included: La
Opinión, California Federal Bank, MoneyGram from American Express, Anheuser-
Busch Companies and Kraft Foods (Lee & Associates, Inc, n.d.). Later, the firm was
renamed to Moya, Selbert Communication Consulting. In its first six years, the firm
remained an independent entity. Later it partnered with Manning, Selvage & Lee and
become acquired as part of DMBB Worldwide (Moya, S., n.d.).

Four years after Moya, Villanueva & Durazo was founded, Manuel Valencia, Patricia
Perez and John Echeveste formed Valencia, Perez & Echeveste (VPE). Since its
establishment in 1989, VPE has helped well-established brands such as Disneyland
Resorts, McDonald’s Corporation, Nestle, Coca-Cola and Target Stores, among many
others, to build rapport with the Hispanic community. VPE continues to practice HPR in
its South Pasadena, CA office under the direction of Mr. Echeveste and Ms. Perez.

8 
To date there are many established and successful HPR practices ranging from the
individual consulting level to in-house HPR departments and HPR agencies across the
nation. Some HPR agencies such as The Axis Agency, Conexión and RLPR have offices
located nationwide in cities such as Los Angeles, New York, Miami, Chicago, Austin and
Dallas (The Axis Agency, n.d.; Conexión, n.d.; RLPR, n.d.). In addition to the rise in
HPR agencies, associations devoted to support HPR professionals were also established.
The Hispanic Public Relations Association (HPRA) is an example of such organization,
which currently is 250 members strong (HPRA. (n.d.). The need for HPR is expected to
increase with the steadfast growth of the Hispanic population coupled with the
strengthening of the Hispanic spending power.

Since the U.S. is such an ethnically diverse country, being able to pinpoint niche
communities by speaking their language and understanding their values is crucial for an
organization to be successful in all segments of the total consumer market. The same
holds true for Asian and African-American PR practices, which shared similar
communication evolutions like HPR.

The Issue of Practicing HPR in Different Parts of the Country

One of the major issues for practicing HPR is determining which labels to use when
addressing Hispanics. There are numerous scholarly and social interpretations of the
terms “Hispanic” and “Latino.” “Being called Latino or Hispanic is a matter of heritage
9 
influence, self-naming, and cultural-historic sensitivity” (Vendrell, 1994-95, p. 34).
However, others argue, “Hispanics do not all fit into one category” (Lens-Rios, 2002, p.
24). As was mentioned in the introduction, the Hispanic market in the U.S. encompasses
people from at least 20 different Latin countries. Thus, the term Hispanic often is a broad
definition to represent people with ethnic backgrounds from these Latin countries.

The U.S. Census Bureau (n.d.) defines the terms “Hispanic” and “Latino” as “persons
who trace their origin or descent to Mexico, Puerto Rico, Cuba, Spanish-speaking Central
and South America countries, and other Spanish cultures. Origin can be considered as the
heritage, nationality group, lineage, or country of the person or the person's parents or
ancestors before their arrival in the United States. People who identify their origin as
Hispanic or Latino may be of any race” (para. 1). In the 2010 Census, the question
regarding ethnicity offers more specific choices for self-identification. For example,
under the “Hispanic, Latino or Spanish origin” section, one can chose between “Mexican,
Mexican-American, Chicano,” “Puerto Rican,” “Cuban,” or leaves a blank space to write
out another country of origin.

This definition by the U.S. Census Bureau uses the terms “Hispanic,” “Latino” and
“Spanish” interchangeably. However, some experts argue that there is a difference
between the labels. The term “Latino is used when the ethnicity of a U.S. resident relates
to a Latin American country, which includes Mexico, Caribbean, Central and South
America, but excludes Spain,” whereas “Hispanic” encompasses all Latin origins, and
where “Spanish” is applied to people from Spain (Vendrell, 1994-95, p. 33-34).
10 
Aside from the terms “Hispanic” and “Latino,” others prefer to use their country of
origin, i.e., “Puerto Rican, Mexican, Columbian” to define themselves (Lens-Rios, 2002,
p. 23). And still others use the term “Chicano,” which became popular during the
Chicano Movement (El Movimiento) of the 1960s. During that time, the term commonly
applied to Mexican-American civil rights activists. Today Chicano continues to be
another label for Hispanics more evident in the states of Texas, New Mexico, Arizona
and some parts of California. (Bejarano, 2005

The different labels show that not all Hispanics prefer to be called Hispanic. According to
a survey conducted by the Pew Hispanic Center, “48% of Latino adults generally
describe themselves by their country of origin first; 26% generally use the terms Latino
or Hispanic first; and 24% generally call themselves American on first reference. As for a
preference between ‘Hispanic’ and ‘Latino’, a 2008 Pew Hispanic Center survey found
that 36% of respondents prefer the term ‘Hispanic,’ 21% prefer the term ‘Latino’ and the
rest have no preference” (Passel & Taylor, 2009).

Figure 1: Labels used in self-identification by U.S. Hispanics
11 
With labels come stereotypes, and the term Hispanic is far from immune from common
stereotypes. Often Hispanics are presumed to be a dark-skinned homogenous group that
only speaks Spanish. However, this is not true since Hispanics are very diverse and come
from different races. It is also assumed that all Hispanics like the same food, music and
movies, and share the same traditions (Abeyta & Hackett, 2002). This is also false since
the Hispanic community is comprised of people from different countries of origin and
each country has its unique characteristics. These stereotypes are just some of the
examples that intensify the nuances within HPR.

A perfect example of generalizing the stereotyping of the “Hispanic community” came in
the early 1990s when a major California-based bank tested the concept of establishing
branches in grocery stores. The largely white marketing team erred by highlighting the
“traditional Mexican music” (mariachis) that would be played at one grocery store in a
mostly Hispanic neighborhood. Compounding the error was the decision to serve churros
at this location but not at any of the other area stores. Bank officials quickly recognized
the error of assuming a) all Hispanic patrons related to the music and the snacks and b)
other branches didn’t have a large Hispanic patronage c) Hispanic patrons of the different
stores wouldn’t compare notes and discover the “special” treatment at the one store, and,
d) the Hispanic patrons would not be insulted by being singled out and treated differently
at one branch. (Floto interview, January 2010)

12 
Since the U.S. Census uses “Hispanic” as the label for describing the ethnicity of people
with origins from a Spanish-speaking country, the remainder of the thesis will use the
term “Hispanic.”

Transculturation/Transcreation

PR campaigns targeting Hispanics should be in-language and in-culture. This means that
a direct translation of a general market campaign will not suffice because the campaign
must also be adapted to embody the Hispanic culture. In a Public Relations Society of
America’s (PRSA) Public Relations Tactics Magazine interview, David Henry, co-author
of "Hispanic Marketing and Public Relations: Understanding and Targeting America's
Largest Minority," and founder and president of the New York-based TeleNoticias, an
electronic publicity and broadcast PR company with a focus on the Hispanic market,
discusses three common mistakes to avoid when trying to reach the Hispanic audience
(Elsasser, 2009).

According to Henry, one of the biggest mistakes is using traditional, general market
outreach to target the Hispanic audience. Henry argues that although the majority of
Hispanics speak English and are familiar with mainstream media, many prefer to be
addressed as Hispanics. Nearly 80 percent of U.S. Hispanics ages five and above speak
Spanish at home (Elsasser, 2009). Therefore, it is important to identify the preferred
channels of communication to effectively reach this audience.

13 
Having the right channel is crucial, but equally important is having the right campaign.
Another mistake addressed by Henry is the repurposing of mainstream materials for the
Hispanic market. As mentioned before, Hispanics want to be marketed as Hispanics.
Thus, materials and campaigns should embrace language and culture in order to appeal to
this niche audience and not be a direct replica of materials designed for the general
market. Themes and event strategies that work in the mainstream market probably will
not impress or attract Hispanics.

The third mistake that many naive PR practitioners fall victim to when creating HPR
campaigns is directly translating communication materials from English to Spanish.
These literal translations lose meaning since not all words translate into the same
message. Therefore, understanding the Hispanic culture and possessing fluency in both
the English and Spanish languages will aid in crafting materials that communicate
consistent messages with shared meaning. In other words, practitioners who simply
translate brochures or public service announcements are actually insulting rather than
courting the audience.

The main point underlying Henry’s three tips is the need to understand Hispanic culture.
As Manuel Wernicky, Adrenalina's president, accurately states, "We speak in culture, not
language" (O’Leary, 2009, p. 2). By this he means that communicating in Spanish alone
will not suffice. Rather, it is adding cultural elements that allow for the audience to relate
to the message. Manny Ruiz, Chairman and CEO of HispaniMark and President,
Hispanic PR Wire, offers more tips on crafting Hispanic campaigns:
14 
The most important thing when communicating to Hispanic media is to provide
them with relevant content that is in culture (Hispanic) and in language (meaning
Spanish). The other difference when working with Hispanic media for content is
that they want to feel like they are looking at a story they feel has a Spanish angle.
“Hispanisize” your story whenever possible. It may sound simplistic, but it makes
a big difference. Have a Hispanic spokesperson or someone with a Hispanic
surname when ever possible. Include facts about the Latino population, a photo
with a release that may have Latinos in it. These are all very basic, elementary
steps that can be taken to make content more relevant for Hispanic media.
(Ciarallo, 2008, para. 6)

Overall it is important to understand that HPR is more than just a translation of an
existing campaign, it is a “transculturation” or “transcreation,” which requires
understanding the Hispanic culture, knowing the right channels, designing appropriate
campaigns and crafting messages and themes that resonate well with the Hispanic
community. For example, companies like Procter and Gamble recognized years ago that
product sampling and family-based events/campaigns succeed in the Hispanic culture.
Demonstrations and free samples of products ranging from Dawn Azul to Pampers have
proven this strategy over and over (Floto, 2010).

HPR Organizations and Other Associations that Recognize HPR

Before providing more detailed insight into the Hispanic market in the next chapter, this
section will conclude with an acknowledgement of the associations that support the HPR
practice. During the same period that HPR agencies were rising in the early 1980s,
existing professional PR industry associations began recognizing the importance of HPR
and expanded their network to embrace this new practice.

15 
In 1981, PRSA established the first Minority Affairs Task Force. A year later, it renamed
that group to the National Minority Affairs Committee. In 1986, the International
Association of Business Communicators (IABC) created a Multiculturalism Committee.

Two other associations, the Confederation of Latin American Public Relations
Associations (CONFIARP) and the International Public Relations Association (IPRA)
also began to support the HPR practice. (Vendrell, 1994-95)

Since the aforementioned associations were already in existence for general market PR,
they added committees to acknowledge HPR. However, there was not yet an association
devoted solely to HPR. Recognizing this void, David Garcia, then with Fleishman-Hillard
Public Relations, Myrna Gutierrez, then with El Centro Community Health Services, and
John Echeveste, then with Southern California Association of Governments, joined forces
in 1984 to form HPRA.

HPRA’s objectives are to “promote professional development through educational
programs; provide assistance to students; and to advocate responsible coverage of issues
and images affecting the Hispanic community” (HPRA, n.d., para. 10). Since its founding
over 25 years ago, HPRA has continued to meet its objectives and as a result has become
a leader in the industry, providing support to HPR professionals and students alike.

To date, “HPRA is the largest network of Hispanic public relations and marketing
professionals representing agencies, government, nonprofit and corporate companies”
(HPRA, n.d., para 3). In order to build on its strong Southern California network, the
16 
association plans to extend membership and chapters across a national platform. Aside
from going national, HPRA is also forming strategic partnerships with other Hispanic
organizations to integrate resources and provide its members with a variety of tools to
better reach the Hispanic market. An example of one of these new partnerships is
between HPRA and The Hispanic PR Blog. Together, they will host the first “Hispanic
Public Relations & Social Media Marketing Conference” in May 2010 in Dallas, Texas.
(HPRA introduces new programs, 2010)

PRSA has also recently revamped its structure to be more inclusive of diversity by
integrating its Multicultural Communications Sections under a broader Diversity
Committee. With a mission to “bring multicultural understanding and expertise to public
relations professionals in order to address the diverse audiences in the nation,” the goal of
this initiative is to embrace diversity, promote inclusivity and represent the changing face
of America (PRSA, 2010, p. 3). Currently, five percent of PRSA members identify
themselves as Hispanic, but PRSA hopes that those numbers will increase as more
members realize that PRSA is welcoming diversity.

HPR practice has a hopeful future with associations like HPRA and PRSA growing and
becoming more embracing of diversity. It has taken nearly 30 years for the industry to
gain momentum, and now it is in full force. HPR professionals understand the importance
of reaching out to the Hispanic market and are combining traditional and new social
media to reach this large segmented audience. Hispanic population and spending power
17 
are increasing. Now the rest of America needs to realize this and put more energy and
focus into this powerful consumer segment. Associations such as HPRA and PRSA’s
Diversity Committee are the liaisons between U.S. Hispanics and corporate America. As
these forces become stronger, their influence on shaping and guiding HPR through the
next years is crucial.
18 
Chapter 2: Hispanic Consumers in the 21
st
Century

Now with a better understanding of the spending power of Hispanics as a consumer
group and the growing need to recognize this market, this chapter will provide more
detail about what the Hispanic consumer looks like today. The next section will cover
Hispanic demographics, which further divide the Hispanic market. Since the Hispanic
market is a collection of segmented markets, members in this group share some things in
common but are divided by others.

Country of Origin

The Hispanic market is comprised of people from at least 20 different Latin countries. Of
this population, “more than six-in-ten Hispanics in the U.S. self-identify as being of
Mexican origin” (Pew Hispanic Center, 2009, para. 1). This means that Mexicans account
for nearly two-thirds (64.3 percent) of the U.S. Hispanic population. The other nine
largest Hispanic origin groups include Puerto Ricans (9.1 percent), Cubans (3.5 percent),
Salvadorians (3.2 percent), Dominicans (2.6 percent), Guatemalans (1.9 percent),
Colombians (1.8 percent), Hondurans (1.2 percent), Ecuadorians (1.2 percent) and
Peruvians (1.0 percent) (Pew Hispanic Center, 2009). This diversity exacerbates the
nuances within the Hispanic market.

19 
Age

Miami-based Geoscape, an analytics firm, recently conducted a study on lifetime profit
margin contribution, which determines the “impact consumers can have on a company’s
bottom line over the course of their lifetime” (Belanger, 2009, para. 17). The study found
that:
Because the median age of Hispanic consumers in the country is 27 (vs. 40 for
non-Hispanics) and they live to a median age of 83 (compared to 81 for non-
Hispanics), the Latino consumer group contributes 56 years of spending, the
longest of all consumer groups in the U.S. And although they don’t spend the
most, Hispanic consumers spend longer, and are valuable. (para. 18)

This finding is key for companies that want to gain long-term loyalty and trust from
Hispanic consumers. Since Hispanics are on average a younger population and live
longer than non-Hispanics, they make a lucrative consumer segment. Also, as noted
earlier in the thesis, Hispanics ages 18-44 control most of the purchasing power with 60
percent of the share (Packaged Facts, 2009).

First, Second and Third-Plus Generations

In addition to narrowing down the age group, it is equally important to determine which
generation status (whether the first, second or third-plus generations) the target segment
is classified under. The generation status ultimately defines the strategy to target specific,
segmented groups that fall under the overarching Hispanic umbrella. Since Hispanics are
large in number and at different stages in terms of how long they have been in the U.S., it
20 
is necessary to understand whether they are recent immigrants to the U.S. or have lived
here for more than a generation and experienced assimilation. Knowing this will help
decide how to target segments of the Hispanic market based on assimilation levels. The
following definitions provided by the Pew Hispanic Center classify Hispanics into three
generations:
First Generation: Born outside the United States, its territories or possessions. Can
be naturalized U.S. citizens, legal immigrants or undocumented immigrants.

Second Generation: Born in the United States with at least one foreign-born
parent. U.S. citizens by birth.

Third-plus Generations: Born in the United States with both parents also born in
the United States. U.S. citizens by birth.

(Suro & Passel, 2003, p. 2)

According to a study conducted by the Pew Hispanic Center titled The Rise of the Second
Generation: Changing Patterns in Hispanic Population Growth, “one prediction about
second-generation Latinos, however, seems safe: Given their numbers, their future will
be a matter of national interest” (Suro & Passel, 2003, p. 9). This is important because
children of immigrants are establishing themselves in the U.S. and although they are
trying to assimilate to mainstream culture, they still want to hold on to their Hispanic
roots.

Language

Since language is closely associated with assimilation, the generation status almost
always determines which language Hispanics prefer to speak. To illustrate, a National
21 
Survey of Latinos coordinated by the Pew Hispanic Center and the Kaiser Family
Foundation determined that the first generation is primarily comprised of Spanish
speakers. The study also found that second generation Hispanics are largely bilingual,
and that third-plus generation Hispanics predominately speak English. (Suro & Passel,
2003)

Another study conducted by Synovate and Nielsen concluded that language is an
important factor when trying to reach Hispanics. The research found that “some 44
percent of Hispanic consumers say, at home, they speak Spanish only or more often than
English; 25 percent say they are equally bilingual; and 31 percent use English only or
more often than Spanish. (That last number offers a glimpse of the future Hispanic
marketplace: Among second-generation consumers, 93 percent say they are bilingual or
English dominant.)” (O’Leary, 2009, p. 2).

Figure 2: Hispanics’ Language Preference

22 
Education

Many different factors such as socioeconomic status as well as cultural and language
barriers are attributed to the achievement gap in education among Hispanics. Over the
years Hispanics have consistently ranked lower than any other demographic group when
it comes to years of completed schooling. Although Hispanics are the second-largest U.S.
student population, they are “more likely to start school later and leave school earlier”
than their peers (Kohler & Lazarin, 2007, p. 13).

According to the U.S. Census, in 2000 Hispanics 25 and over averaged nearly three years
less of formal schooling than U.S.-born whites and blacks. Also of note, there are
significant differences in education achievement between U.S.-born Hispanics and
foreign-born Hispanics. Hispanics born in the U.S. on average complete 2.5 years more
of formal schooling (Tienda & Mitchell, 2006). Therefore, as the native-born Hispanics
attempt to narrow the achievement gap among other non-Hispanics, foreign-born
Hispanics continue to struggle in this field.

The differences within these demographics categorize Hispanics into segmented markets
thereby allowing HPR professionals to create campaigns that are geared for specific
groups within the broader Hispanic market. These differences affect the development of
HPR campaigns since lay the foundation for the communication strategy.
23 
Chapter 3: Hispanic Media Consumption

In 2009, advertising across all U.S. consumer markets suffered due to the economic
crisis. In the Hispanic market, Spanish-language magazines and newspapers experienced
sharp declines of over 20 percent. By contrast, in 2008 prior to the major hit, total
Hispanic ad spending increased by 1.9 percent while U.S. ad spending in general
decreased by 4.1 percent (Hispanic Fact Pack, 2009). This finding is noteworthy since it
shows that corporations were investing in Hispanic media and will probably continue to
do so more generously as soon as the economy recovers. However, new emphasis will be
placed on social media since studies indicate that Hispanics are savvy Internet surfers and
heavy mobile users as discussed in more detail below.

TV

Hispanic TV viewers were the fastest growing audience during the 2009-2010 TV season
with a 2.3 percent increase in viewership compared to the 0.3 percent increase in total
U.S. TV viewership. Many Hispanic TV viewers are strong followers of telenovelas,
Spanish-language soap operas. (Nielsen, 2010 as cited in Marketing Charts, 2010) In
addition to watching telenovelas, many Spanish-speaking viewers enjoy watching Sábado
Gigante (Giant Saturday) with Don Francisco, which is the longest running weekly TV
variety show in the world, as well as El Show de Cristina (The Cristina Show) which
both air on Univision (Univision, 2008).
24 
Univision is the number one Spanish-language media company in the United States. Part
of the reason that Univision is number one is because it owns KMEX-TV in Los Angeles,
“the most-watched single American TV station among adults 18-49” (O’Leary, 2009, p.
2). In 2009, Univision ranked “consistently with in the top five broadcast networks in the
U.S., and on many nights it was within the top three” (O’Leary, 2009, p. 2). Telemundo
Communications Group, a division of NBC Universal, is the second largest Spanish-
language media provider with multiple platforms including Telemundo, a Spanish-
language television network and mun2, a channel targeting young bicultural Hispanics
(Telemundo delivers best, 2009).

According to David Kaplan (2009) in the article “Now You’re Speaking My Language,”
Spanish-language networks such as Univision and Telemundo “provide a ‘language
outlet’ for bicultural Hispanics – many of whom may be speaking English in their daily
professional lives, but prefer Spanish in their private or family lives” (para. 11).
Watching programming in their native language that depicts their cultural values enables
Hispanics to have a stronger emotional affinity for the content being aired since it is
material they can identify with on a personal level.

Radio

Similar to TV, Hispanic radio allows listeners to connect with their ethnic identity by
listening to music, news and advertisements in-language and in-culture. The study
25 
Hispanic Radio Today 2008 Edition conducted by Arbitron (2008), found that radio
attracts a diverse Hispanic listener base comprised of men and women ages 12-65+. At
the time of the study there were 872 Spanish-language radio stations nationwide. Among
the top Hispanic radio stations in Los Angeles are La Ranchera 930AM (Mexican
Regional), Latino 96.3FM (Bilingual Pop Contemporary), La Nueva 101.9FM (Tejano),
Super Estrella 107.1FM (Spanish Contemporary) and KLVE 107.5FM (Spanish Adult
Hits). Each of these stations attracts a different Hispanic demographic thus, supporting
the findings of the study that radio is a powerful communication channel that reaches a
broad audience of Spanish-speaking listeners.

Online and Mobile

Hispanics are onboard with technology, which make the Internet and mobile phones
optimal channels to reach this audience. According to eMarketer estimates, in 2009 there
were nearly 23 million Hispanics online, which equates to about 51 percent of the U.S.
Hispanic population (U.S. Latinos flock to web, 2009). This study also found that in
2009, Hispanics comprised 12.3 percent of the total U.S. Internet population. By 2013,
this number is expected to increase to 13.9 percent.

Since the Hispanic market is largely comprised of young people, its online presence also
reflects this profile. Sixty-three percent of Hispanic Internet users are under the age of 35.
This group of Internet users is also very much connected via mobile. According to the
26 
Pew Internet & American Life Project, 81 percent of Hispanics own a mobile phone.
Among this 81 percent, 25 percent use their mobile device as their primary phone.
Another major finding from this study was that “Hispanics use more phone features,
including Internet access, at higher rates than other mobile subscribers” (U.S. Latinos
flock to web, 2009, para. 3).

Prompted by this growing trend, Telemundo launched the first Spanish-language news
and entertainment apps for the iPhone in February 2010 called A La Mano (“At Hand”).
According to Ronald Gordon, president of Telemundo TV group, “Research continues to
indicate that mobile devices are a growing communication platform for Hispanic
consumers, and we are meeting their desire for relevant content and information when
and where they want it to be" (Bachman, 2010, para. 6).

As new technology is changing the way we communicate, so is the face of the Hispanic
consumer. Although the Hispanic market consists of first generation Hispanics that
predominately speak Spanish, there are also the second-plus generation Hispanics that are
more assimilated and speak more English than Spanish. Despite the difference in
language preference, Hispanics in general want a link to their cultural roots.
Incorporating HPR to address culture in PR campaigns (whether in English or Spanish)
through Hispanic media will allow for Hispanics to build emotional bonds with a brand.
27 
Chapter 4: Why Trust Matters

According to Edelman’s 2009 Trust Barometer, “trust affects consumer spending,
corporate reputation, and a company’s ability to navigate the regulatory environment” (p.
4). Therefore, gaining and maintaining consumers’ trust at an early stage is imperative for
a company to be successful. This is especially true for a company that is conducting
outreach to the Hispanic community. With its rapid increase in population numbers
backed by strong spending power, members of the Hispanic market make a promising
consumer segment.

Findings

Edelman’s 2009 Trust Barometer study also found that “in the past year, 91 percent of
25-to-64-year-olds around the world indicated they bought a product or service from a
company they trusted, and 77 percent refused to buy a product or service from a
distrusted company” (p. 4). This fact illustrates the importance of trust and the influential
role it plays in whether or not a consumer will invest in a company’s products and
services. The study also found that “being able to trust a company is one of the most
important factors in determining a company’s reputation” (p. 4).

28 
Future Studies

Although the current annual Trust Barometer study does not include a breakdown of how
U.S. Hispanics answered the survey, it would be interesting to see how U.S. Hispanics
rank trust. Perhaps the next Trust Barometer could include a Hispanic portion or a
separate survey could be created to determine whom Hispanics trust. The Hispanic study
would be similar to the Trust Barometer in measuring how current events are shaping
trust and would also determine what key elements, if, in fact, they are different from the
general market, are needed to gain the trust of Hispanics.

The benefits of a study like this would provide HPR professionals with more detailed
information on how the different segments that comprise the Hispanic market rank trust.
With this knowledge, HPR practitioners would be better suited to craft campaigns that
seek to build trust within the Hispanic market. Since the growing Hispanic market is
broad and diverse, having a study that solely focuses on the variety of segments within
this market will present valuable information for the HPR industry. Similar to the Trust
Barometer that captures statistics from the general market, this Hispanic version should
also be conducted annually.

29 
Brand Loyalty: How to build and maintain it

Edelman’s study emphasized the importance of trust because trust is a very powerful tool
for an organization. According to a study conducted by Robert Morgan and Shelby Hunt
(1994), “brand trust leads to brand loyalty or commitment because trust creates exchange
relationships that are highly valued” (as cited in Chaudhuri and Holbrook, 2001, p. 83).
Maintaining brand loyalty requires a great deal of work. Much effort is put into winning
over a consumer, therefore it is important to maintain the relationship. In a study on
brand trust, Arjun Chaudhuri and Morris Holbrook (2001) found that once trust is
established, it “contribute[s] to both purchase loyalty and attitudinal loyalty” of a brand
(p. 84). Therefore, brand loyalty is the ultimate goal of a company since it secures that
consumers will continue to return to invest in a particular product or service. But before
trust and loyalty can be won over, it is important to first recognize and understand the
market, which was the case with Nestlé. Nestlé’s product line La Lechera, has gained
popularity by focusing on the values of family, tradition and quality to build brand
loyalty among Hispanic consumers (La Lechera, n.d.).

Recognizing and Understanding Hispanic Values

Since “values (i.e., culture) influence people’s cognitive (believe and motives), affective
(emotion and attitude) and behavioral (purchase and consumption) processes,” it is
imperative for an organization to frame communication and position campaigns in a
30 
manner where the audience can identify themselves with the message (Cho, Holcombe
and Murphy, 2004, p. 6). This poses a great challenge when outreaching to Hispanics
since this market is so vast and with differences in country of origin, language preference
and generation status (i.e., the first, second and third-plus generations). It is necessary to
understand these nuances in order to determine which is the best way of reaching this
audience. For those that prefer Spanish, a Spanish-language campaign will make these
Hispanics feel valued. Or for those that are bilingual, creating English and Spanish
materials would be the most effective way to reach this audience.

According to an interview conducted by Frank Perez (2002) with five public relations
professionals in the southwest region of the U.S., “[bilingual] materials prove most
effective when…they show a mutual respect for each culture and language represented”
(p. 19). An example provided by one of the participants in this study was a typical PR
solution: two-sided brochure with English on one side and Spanish on the other that had
the same design layout and imagery on both sides. A brochure such as the one described
was used by one of the participants for his organization and it received a positive
response by the Hispanics recipients.

In the same interview, the HPR professionals also stressed the importance of sensitivity
to Hispanic culture and history as well as to the Spanish language when conducting
outreach to this market. Since “Hispanics care most about family and cultural roots,” it is
imperative to apply these values when communicating with this audience (p. 19). Those
31 
interviewed recalled some failed attempts to reach out to the Hispanic market. They
explained that the reason these HPR campaigns were ineffective was because cultural
differences, such as language, values and country of origin, were overlooked. The
information printed on the communication materials was a direct translation of the
English text therefore it had little or no cultural relevance. As mentioned before in the
thesis, a literal translation will not suffice. Instead, campaigns need to be in-language and
in-culture to resonate well with the Hispanic market.

Emphasizing values is key when addressing the Hispanic market. As Armando Azarloza,
president of The Axis Agency, a Los Angeles-based multicultural agency that focuses on
HPR, points out, “campaigns that tap into family togetherness and culture are a strong
way to attract Hispanic consumers,” as opposed to general market consumers who
respond to benefits as an individual (Maul, 2008, para. 2). Furthermore, Sonia Sroka, VP
Hispanic Marketing, Porter Novelli, adds that “in the long run, Hispanics will develop a
sense of loyalty to the brands that have helped them out” (Maul, 2008, para. 14).

A contemporary example of a brand that is helping Hispanic families is Downy’s “Touch
of Comfort” program (Downy’s CSR, 2010). In partnership with Quilts for Kids, a non-
profit organization, Downy’s 2010 campaign plans to distribute 10,000 personalized,
hand-made quilts to kids in Children’s Miracle Network Hospitals nationwide. Although
Downy has a general market initiative with “Grey’s Anatomy” Chandra Wilson as the
spokesperson, Downy has also tailored a Hispanic program by partnering with

32 
Las Comadres International and telenovela star Leticia Calderon. The Hispanic campaign
focuses on aiding children living in major Hispanic cities such as Miami, Houston, San
Antonio, Los Angeles and New York. “This program is close to our hearts and we want
to do our part to help Quilts for Kids provide personal, volunteer-made quilts to children
being treated at hospitals around the nation,” said Marc Villegas, brand manager for
Downy. This initiative was started in 2009, and due to its great success, Downy decided
to continue the program. With the positive response from its partners, Downy will most
likely continue this program in the years to come since it aligns with its mission to bring
warmth and comfort, which in this case is to the hospitalized children in their time of
need.

All in all, “effective HPR campaigns must do more than provide literal translations of
mainstream campaigns. They must show respect for and an understanding of Hispanic
culture” (Perez, 2002, p. 19).

Trust is built on more than having a solid product. Trust evolves from a combination of
functionality, cultural sensitivity and corporate social responsibility (CSR). If a company
can tap into all three elements by producing a reliable product, communicating its
message in-language and in-culture, and giving back to communities, then the company
will win the consumers’ trust. The following chapter includes some current examples of
organizations that have gained consumer trust by establishing successful HPR practices.

33 
Chapter 5: Organizations that Practice HPR

Los Angeles Dodgers

The Los Angeles Dodgers have developed a relationship with the Hispanic community in
Los Angeles. Among the advantages that make this relationship possible are that baseball
is a favorite pastime of Hispanics, and Los Angeles County has 4.7 million Hispanics
(U.S. Census, 2009). However, these two factors alone do not make the relationship a
lasting one. The Dodgers organization has to work on maintaining the relationship with
the Hispanic community and build trust so that fans keep coming. In 2007, nearly two
million Hispanics attended Dodger games. That is more than half of all fans that attended
Dodger games during the 2007 season (Elkermann, 2008).

The Dodgers incorporate different outreach initiatives to attract Hispanic fans. These
include Hispanic-themed marketing campaigns, in-store promotions, special events such
as Viva los Dodgers, Spanish advertising and strong grassroots efforts in the local
community such as the Dodger Dream Foundation which provides educational, athletic
and recreational opportunities for underprivileged youth. Over the years, the organization
has also maintained strong working relationships with impreMedia's Los Angeles-based
daily La Opinión, and KMEX-TV Univision, which are two top-tier channels for
reaching Hispanics in Los Angeles. In addition to working with these two popular media
outlets, the Dodgers partnered with Tribune Co.'s Hoy newspaper in 2008 to include a
34 
weekly insert, "Desde el Diamante Azul" (“From the Blue Diamond).

(Hispanic Market
Weekly, 2009b) Together these combined efforts engage Hispanics fans to build loyalty
towards the Dodger organization.

Another strong point for the Dodgers is the phenomenal Spanish-language broadcast
team, which includes all-time favorite, Jaime Jarrin, and his teammates, the legendary
Fernando Valenzuela and Pepe Yñiguez. All Dodgers games air in Spanish on Liberman
Broadcasting's KHJ "La Ranchera" 930AM. The Dodgers also held the first Spanish
telecast during the 2009 season and are working on making more Spanish TV broadcasts
of the games available for Hispanic fans in the seasons to come. According to Jarrin,
"[the Spanish telecast] will be another way to recognize the great following that the
Dodgers have upon the Latinos" (Ely, 2009, para. 8).

Aside from using the right media outlets and iconic personalities to communicate with
Hispanics fans, the Dodgers have created a warm, welcoming, family-friendly
environment for the Hispanic community at the games and online through their Spanish-
language website (LosDodgers.com). "We have a long-standing relationship with our
Mexican fans and with those of Mexican descent around the world. We do not take that
for granted," said Joseph Reaves, the Dodgers’ director of international relations. The fact
that many popular Dodgers such as Fernando Valenzuela and more recently Manny
Ramirez are Hispanic and also fan-favorites, helps attract Hispanic fans to the games. But
the Dodger organization has made it more than just a ball game; the organization, through
35 
its HPR efforts has established a community of dedicated and loyal fans that trust the
Dodgers.

Southwest Airlines

Southwest Airlines understands U.S. Hispanic travelers. Perhaps it is because Southwest
is based out of Dallas, where nearly 40 percent of the total population is Hispanic, or
perhaps it is because many Southwest hubs cities are home to large concentrations of
Hispanics (U.S. Census, 2008a). Either way, Southwest executives have realized the
importance of garnering the trust of Hispanic travelers and over the years have learned
how to effectively target this audience. While other airlines and companies decided to cut
back on Hispanic budgets due to the economic crisis, Southwest has continued to invest
in the Hispanic market with an estimated $12.65 million for Spanish-language media in
2008 (Hispanic Market Weekly, 2009a).

One of Southwest’s strong points is crafting campaigns revolving around Hispanic
values. As mentioned earlier, one of the most important values for Hispanics is family. In
2004, Southwest created “Lanzate” (Take Off), a program that to date has helped
hundreds of underprivileged Hispanic college students and their families by providing
free travel to and from college during the holidays and at graduation. Due to economic
hardships, not all students can go home to visit their families nor can family members
visit their student. However, Southwest makes it possible for some Hispanic families to
36 
stay connected during these college years. According to Selection Committee Member
Jose Calderon, and Senior Vice President of the Hispanic Federation in New York, “The
‘Lanzate/Take Off’ Award is reflective of Southwest’s pioneering spirit to look for new,
innovative approaches that provide our families and communities the freedom to reach
beyond their horizons and fulfill their fullest potential,” thereby encouraging the pursuit
of higher education while also appreciating the importance of family (Southwest Airlines,
2009, para. 2).

Southwest does well in addressing the Hispanic traveler’s fears and concerns of flying.
Flying can cause anxiety among travelers, in particular Hispanic travelers. In a study
conducted by Southwest, the airline found that “[Hispanics] tend to plan their trips at the
last minute…are more likely to travel in a group [and]… are slightly more stressed when
it comes to the pre-flight experience” (Hispanic Market Weekly, 2009a, para. 11). In
response to these findings, Southwest, in partnership with Dieste, created the campaign
“¡Relájate!,” (“Relax!”) a campaign that focuses on replacing stress and anxiety with
relaxation. The purpose of the campaign was to reassure Hispanic travelers that
Southwest understands their travel concerns and has created “a better environment so that
customers can start a great relaxing journey” (del Valle, 2009, para. 2).

Southwest also appreciates the Hispanic culture. During Hispanic Heritage Month in
2009, Southwest celebrated Hispanic art and culture in a number of ways. The airline
redesigned the packaging for the peanuts onboard flights to reflect the richness of
37 
Hispanic art through vivid colors. Dallas artist José Suaste created special posters with
the words “Traditión” and “Cultura” that were hung in airports nationwide. Moreover,
the airline partnered with Latino Art Beat, a Chicago-based nonprofit arts organization
that awards scholarships to high school students through its arts competition, to host a
special event at Southwest Porch in Manhattan recognizing the artistic talent from local
Hispanic students. (Southwest Celebrates, 2009)

Similar to the Dodgers, Southwest learned quickly the importance of reaching out to the
Hispanic market and building relationships with this audience. The location for both the
Dodgers and Southwest headquarters played a key role in shaping the Hispanic outreach
for these organizations since both are centralized in top Hispanic cities. To be successful
in these communities, the Dodgers and Southwest became experts in targeting the
Hispanic audience by taking the time and effort to understand the Hispanic consumer.
While it can be argued that these two organizations cater to two of the country’s largest
Hispanic markets, other brands and companies need to recognize the overarching reach of
the Hispanic consumer. In other words, HPR will not only be conducted in Border States
and Florida; it will transcend states and become a national phenomenon, according to
statistics noted in Chapter 2: Hispanic Consumers in the 21
st
Century.

38 
Hispanics Take the Lead

Instead of taking a general market campaign and transforming it to fit the Hispanic
audience, other companies like McDonald’s and Procter & Gamble are doing the
complete opposite. Cristina Vilella, director of marketing at McDonald’s USA, says, “We
know the general market has become increasingly multicultural, with Hispanic music,
Hispanic tastes, the Hispanic palate influencing a lot of general-market initiatives. We
lead with Hispanic insights but make sure they appeal to the general market” (O’Leary,
2009, p. 1).

Procter & Gamble also understands the power of the Hispanic consumer and creates
campaigns with Hispanics at top-of-mind. David Miller Gomez-Giron, Procter &
Gamble’s associate marketing director, oversees multicultural marketing for Bounty,
Charmin and Pampers. He claims, “Hispanics are driving strategic priorities. Hispanics
are often the design target, meaning that an initiative is designed to delight this consumer
first. The Hispanic market is almost like a developing country inside the U.S.” (Wong,
2009, para. 2). This is the new trend that more companies are leaning toward. The rise in
the Hispanic population and the rapid growth of ethnic audiences in the U.S. is prompting
companies to re-shift communication outreach to integrate diversity in national outreach.

39 
Luxury Brands Falling Behind

However, not all companies practice HPR. Despite the strong numbers and significant
spending power, some companies, in particular those with luxury brands, are not making
noticeable efforts to communicate with Hispanics in-language and in-culture. Luxury
brands have the potential to outreach to the Hispanic elite however, most companies do
not take notice of this opportunity. Why don’t high-end brands target Hispanics given the
spending power? Perhaps these brands have not realized the power of the Hispanic
consumer or perhaps they are “blinded by an obsolete social framework that has
convinced them this market…[of “ricos invicibles” (the invisible rich)]…doesn't exist”
(Growth Strategies, 2003). The face of the U.S. Hispanic is changing. Although many
Hispanics who are second, third and fourth generations have established themselves in
this country and are successful, they want to be identified by their cultural roots as
Hispanics. Affluent Hispanics would like to signal their status and invest in the best of all
products (Growth Strategies, 2003).

Although Hispanic superstars Salma Hayak and Penelope Cruz are both stars known to
don luxury shoes and high-end sunglasses, they are featured in ads for mundane products
like L’Oreal, Cover Girl and Avon. These types of brands regularly use Hispanic
celebrities to promote their products to the Hispanic market. However, this is not the case
for luxury brands such as Chanel. Yet as the Hispanic population continues to grow,

40 
perhaps then high-end brands will see the need to reach out to this audience in a way that
celebrates the Hispanic culture by integrating them into their campaigns.

Since assimilated Hispanics prefer to speak English, they read mainstream magazines,
hardly any of which use Hispanic spokespeople or models for luxury products. In order to
correct this void, luxury brands could tap into Hispanic spending power by integrating
Hispanics into their mainstream communication. In doing so, luxury brands have the
potential to build emotional bonds with Hispanics by addressing their culture while
simultaneously luring them with social class. This presents a perfect example of how the
nuances in the U.S. Hispanic market play a key role in shaping the campaigns directed to
specific segmented audiences.
41 
Conclusion

The U.S. Hispanic market is very diverse and as it continues to grow it will become more
complex. Aside from understanding the nuances from each of the ethnic segments that
comprise the Hispanic market, i.e., Mexicans, Puerto Ricans, Colombians and so forth, it
is also equally important to acknowledge generation status. “In the 2010 Census, we’ll
see confirmation of a shift from Hispanic consumers who are first generation, where
Spanish is the dominant language, to second-generation, bilingual, bicultural consumers.
It totally transforms how we market,” says Cynthia McFarlane, CEO and Chairperson at
Conill. “These are consumers who are as influenced by American culture as the country
of origin of their families. There is a new American culture forming, and these consumers
are having a tremendous impact on mainstream America” (O’Leary, 2009, p. 1). In order
to compete in this environment, companies need to be prepared to conduct outreach to the
diverse Hispanic market.

The rise of the Hispanic population is increasing the demand for HPR. According to
Ingrid Otero-Smart, CEO of Interpublic Group's Casanova Pendrill, “you’re going to see
more general-market agencies pursue Hispanic accounts. They didn’t care when our
budgets were $10 million or less, but now that we are dealing with more robust budgets
and theirs are being cut, it’s a different story” (O’Leary, 2009, p. 1). Although some
companies have been able to maintain a healthy HPR budget, others have cut back and, in

42 
the long term, this could potentially backfire since the Hispanic audience is not going
anywhere but just getting larger and more influential in today’s U.S. market.

The key for HPR professionals moving forward is to hold true to the root of Hispanic
culture by acknowledging language and values while at the same time integrating
Hispanic identity in all forms of communication to better target the new face of U.S.
Hispanics. Companies need to communicate with audiences in a manner that celebrates
ethnic diversity and understands culture. HPR is the solution to making this
communication and relationship-building possible.

Taking the identified changes in the Hispanic market into account, it will be interesting to
see the effect that the shift in generations will have on a company’s outreach towards the
different segmented audiences. Integration will become a major factor as Hispanics desire
to be included in communication outreach. Even though the second generation is more
educated and bicultural, the members in this group still shift towards Spanish when
talking to fellow Hispanics. This is not based on their poor English speaking ability, as
most of them are native English speakers and speak English outside of their home
environment, but on the common bond the language of their ancestors provides. There
will always be HPR campaigns that are solely in Spanish, but the new trend will shift
towards HPR campaigns that are bilingual and bicultural to match the expectations of the
new generations. In order to reach this audience, companies have to address this
challenge and attain the ability to shift between languages as well as develop an in-depth
understanding of this bicultural generation.
43 
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Asset Metadata

Creator Ramirez, Irene (author)

Core Title The nuances of Hispanic public relations in the United States

School Annenberg School for Communication

Degree Master of Arts

Degree Program Strategic Public Relations

Publication Date 05/04/2010

Defense Date 04/01/2010

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag Hispanic market,Hispanic public relations,Latino,OAI-PMH Harvest,Public Relations

Place Name USA (countries)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Floto, Jennifer D. (committee chair), Celis, William (committee member), Gutiérrez, Félix Frank (committee member)

Creator Email ireneram@usc.edu,IreneRamirez86@gmail.com

Permanent Link (DOI) https://doi.org/10.25549/usctheses-m2996

Unique identifier UC1448305

Identifier etd-Ramirez-3345 (filename),usctheses-m40 (legacy collection record id),usctheses-c127-307179 (legacy record id),usctheses-m2996 (legacy record id)

Legacy Identifier etd-Ramirez-3345.pdf

Dmrecord 307179

Document Type Thesis

Rights Ramirez, Irene

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Repository Name Libraries, University of Southern California

Repository Location Los Angeles, California

Repository Email cisadmin@lib.usc.edu