A household that already trusts Pronaca's chicken starts to feel something for the company behind it — because it shows up with recipes, advice and a voice. That was the target written into the plan: turn Ecuador's largest food manufacturer into the most loved company in the country. This is the strategy that pursued it.
The big-data study did the useful, uncomfortable thing: it put what consumers actually said about us next to what they said they wanted from an ideal company. The two lists did not match, and the mismatch was the whole brief.
To employees and to customers. Quality, healthy products. Not selling lies.
Care for the environment and contribution to society. Good raw material. Packaging that shows it.
Leading-edge technology, food trends, compounds that benefit health.
Read the left column again. "Close to consumers — because we are a necessary product" is not affection, it is dependence. A brand people cannot avoid is not a brand people choose. That single line justified the entire investment.
"At Pronaca we want to be your ally, so that together we choose an active, healthy lifestyle — and reach wellbeing for you and your family."
The word doing the work is ally. Not provider, not manufacturer. An ally has a position in your life that a supplier never gets, and it is the only position from which a company earns affection rather than reliance.
Recipes that are attractive to look at, built for appetite appeal — the tendency people follow for pleasure, not nutrition.
Themes: out-of-the-box recipes, grilling, desserts, everyday and special occasions, portfolio variety, practicality.
Low-calorie, vegetarian and vegan recipes that invite a healthier life — balance in eating, not restriction.
Themes: protein benefits, quality of life, recipes for specific lifestyles — padel, cycling, climbing, tennis, hiking — plus tutorials.
People sharing the life and habits of their pets. The category where organic reach beats paid, consistently.
Themes: pet as a family member, immune and coat health, feeding and hydration, education, and adoption as social responsibility.
The pet pillar is where the social-responsibility gap gets closed without a press release. Adoption content is a genuine contribution and a genuine business driver at the same time — which is the only kind of corporate responsibility that survives a budget review.
Community cannot be launched. It has to be tested on a small audience, moved onto channels you own, and only then consolidated — which is why the plan was written in stages with different success criteria for each.
Stage 2 is the one that makes this a strategy rather than a campaign: the audience earned in the pilot gets moved onto property the company owns. Everything rented in stage 1 becomes an asset in stage 2.
Influencer marketing fails when reach is the first filter. In this framework, follower count is the sixth of seven criteria — everything about fit comes first, because a large audience pointed at the wrong values costs more than it returns.
Does the creator already live in the territory, before we pay them to?
Do they talk with their community or broadcast at it?
The reputational filter — the one that prevents an expensive apology later.
Their people and our people have to be the same people.
Sentiment, not just volume.
Only now does size enter the conversation.
Ecuador is not one market, and a Quito audience does not sell in Guayaquil.
creators profiled and evaluated against the full framework
content territories covered: foodie, healthy, pet
cities represented in the roster — Quito and Guayaquil
audiences deliberately mixed rather than chasing the largest account
The roster itself is not reproduced here. Those are real people who agreed to work with a brand, not to appear in someone's portfolio — the framework is the transferable part, and the framework is mine.
It sounds like a slogan and it was written as a target, with a research baseline underneath it, three content territories to occupy, a staged plan with owned channels as the mid-point, and a selection framework that put fit ahead of reach.
The channels created in stage 2 — TQMA, TQ PETS and the corporate account — became the owned-media estate that later consolidated into a system reaching 6.5 million. That is the argument for doing the unglamorous stage properly: the community you build on rented land in year one is the audience you own in year three.
From respected to loved, written as a target the tracker can read.
Content, events and service designed to be useful before they are promotional.
Meaningful beats salient — and it is cheaper to build.