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NEW YORK — Although Advertising Week New York is seeing more discussion tracks focused on performance marketing and commerce media, attention-grabbing brand-building ideas still hold the spotlight. PepsiCo Foods is set to showcase a case study at the annual confab on “Groundhog Lay’s,” a campaign for Lay’s chips that featured eight spots running multiple times on a single network with a time-loop premise inspired by the movie “Groundhog Day.”
The high-concept campaign, developed in collaboration with Disney, Maximum Effort, Kimmelot, and OMD, is a result of PepsiCo Foods’ internal marketing approach that emphasizes speed (the creation of “Groundhog Lay’s” took just over two weeks based on a casual text exchange). Recent campaigns from the CPG giant, such as Tostitos’ largest-ever campaign around the NFL, follow a lean approach with rapid production schedules to prevent marketers from becoming overly attached to their ideas.
Chris Bellinger, who became PepsiCo Foods’ first chief creative officer last year, noted, “What we learned from ‘Groundhog Lay’s’ was that a simple mechanic is easy to execute in a lot of different ways.”
While embracing simpler ideas, PepsiCo is also exploring bolder, weirder concepts. New ads promoting Frito-Lay’s dips portfolio feature a “Condiment Council” of various toppings holding an emergency meeting to address unconventional uses of products like Tostitos salsa.
Marketing Dive sat down with Bellinger at PepsiCo’s Design & Innovation Center in New York to discuss the evolution of his role, oversight of PepsiCo Foods’ internal D3 agency, and plans for major events like the Super Bowl.
The interview has been edited for clarity and brevity.
MARKETING DIVE: We previously discussed “Groundhog Lay’s” in the first half and now we’re presenting it at Advertising Week. Do you see it as a representation of what you’re aiming to achieve with PepsiCo Foods?
CHRIS BELLINGER: I appreciated the fact that we didn’t overthink it. In our industry, projects can sometimes take six to twelve months, and by the time they launch, the initial excitement has faded. “Groundhog Lay’s” has inspired other activations and unlocked new production and partnership methods. It has encouraged comfort in discomfort, aiding ideation. Strategic strike forces that move swiftly help maintain the essence of an idea.
It’s been a year since you took on the CCO role. Why was it essential for the company to establish that position now?
The landscape of content, creativity, and consumer interaction has shifted. Traditionally, a brand might release one ad a year, but with the constant evolution of digital platforms, content is now omnipresent. Investing in a role like CCO underscores the significance of creativity in marketing and its connection with consumers and brands. Content is now borderless, accessible anytime, anywhere, and our approach must be strategic and focused.
How does D3, PepsiCo’s internal agency, relate to your function?
D3 was founded by Ram Krishnan, now CEO of beverages for North America, as a digital execution house. When I joined in 2018, my role was to enhance the company’s creative IQ and develop an in-house team capable of operating swiftly and effectively. Over six years, D3 has evolved into a 140-person creative shop integral to PepsiCo Foods. It accelerates creativity at speed, fostering collaboration between brand and agency teams.
Encouraging brand teams to engage in the creative process boosts their creativity. As CCO, I facilitate collaboration between internal and external agencies, streamlining the ideation process. The goal is to inspire all teams to strive for excellence and innovation.
Have the responsibilities of D3 shifted between internal and external projects?
The internal team must earn its role, just like an external agency. The ethos is fairness and choice, ensuring a level playing field. While the internal team has won more opportunities due to enhanced capabilities, they have also lost projects to external agencies when necessary.
What capabilities have you recently focused on developing?
Every team member must be a creator to some extent, fostering a culture of creativity and collaboration. Brand teams must trust their agency partners, leveraging their expertise for innovative solutions. The approach is centered on debate, decision-making, and execution to avoid mediocrity and foster creativity.
Regarding the Tostitos NFL campaign, what has the initial response been and how are you leveraging insights?
Creatives often fall in love with their ideas, assuming audiences will effortlessly connect with them. The Tostitos campaign emphasized simplicity, enabling rapid production of multiple ads. The goal was to test the boundaries of absurdity and engage audiences in new ways.
With Doritos’ “Crash the Super Bowl” contest returning, what prompted revisiting that concept?
Putting consumers at the forefront has been pivotal for Doritos’ success. Revisiting the contest aligns with the evolving creator economy, empowering a new generation of creators. The democratization of content creation allows for fresh, authentic perspectives that traditional approaches might overlook.
Are there other strategies you’d consider revisiting to engage new audiences?
Embracing successful ideas without ego is crucial. Revisiting proven concepts can resonate with new audiences and spark creativity. Creating a sequel is often more challenging than the original, presenting new opportunities for innovation.
How do challenger brands, particularly DTC brands favored by younger consumers, influence your strategy?
Challenger brands face limitations but can drive innovation and creativity. Embracing a scrappy, lean approach can lead to breakthroughs in a cluttered marketplace. Engaging consumers authentically and creating shareable content are key metrics of success.