Vol.1: Havas Media Mexico's look at consumer behaviors in the time of COVID-19.

1. TRACING
THE
FUTURE
June 15th, 2020
08:00 hrs.
8,074,349
Global Cases
3,841,609
In America
146,837
In Mexico, 17,141 deaths
COVID-19
MEDIA & COMMS
IMPACT
X I I - R E P O R T

2. Unwritten stories make us
future tracers
Given the hard data of less
economic activity, there is
no doubt that the times will
not be the best for
marketing purposes,
But there is still nothing written about how
these times should be for brands.
Openness to change is the seed of a
generation of opportunities, either
through identifying new consumer needs -
and how brands can respond to them - or
how to find new ways of doing the same
but at a lower cost.
On either side, what is looming is a mega
laboratory of reinventions.
2
X I I - R E P O R T

3. 3
Data Driven Decisions
Branding Performance
will help brands to have a good step in this experimental environment,
identifying if the actions that are being implemented respond effectively to the
objective or should be adjusted.
Making decisions looking only at the "tip of the iceberg" is not the best option to
change the course of the strategies, it is worth going deeper, analyzing the
dimensions of the "iceberg" through its different layers and looking at it from
different perspectives.
Let's start with two significant approaches for brands:
To track the results of brand strategies in short and continuous
periods, against hard business data or brand equity metrics,
Under the Branding approach, we will evaluate Brand Relevance and
Resonance. While for Performance, we will review the status of its
funnel: Awareness, Consideration and Purchase Intent.
X I I - R E P O R T

4. 4
Deepen: a need.
Commerce Sector
On the theoretical basis that we have just proposed, in
this edition we are going to show an analysis for the Trade
and Financial Sector.
X I I - R E P O R T

5. During April, the Commerce sector gained relevance, driven by a higher perception of
quality, but in May, a lower evaluation of brand impression and quality detracted from its
Brand Relevance Index.
However, in the Commerce sector we find both Self-Service Stores and Department Stores,
categories with diametrically opposed stories during the pandemic. Self-services continued to
operate as an essential activity, while Department Stores had to close physical stores.
5
X I I - R E P O R T
108 95 76 110115 93 110 99 131 93 91 69 82 99 119116126120 84 90 91 69 115
Rolling Relevance
Index
Value
Satisfaction
Reputation
Quality perception
Overall impression
COMMERCE SECTOR
1 2 3 4 5 6 7 8 9 10 11 1312 14 15 16 17 18 19 20 21 22 23
January February March April May Jun
Brand impression and quality are the main drivers in this sector in
terms of relevance.

6. The relevance was maintained for Self-Service Stores, given its role as
a pandemic pantry distributor (food and cleaning products), as well
as for its advertising investment efforts.
In contrast, department stores show a decline in relevance after the stores closed and
decreased messages of solidarity with audiences.
Relevance by carryover or previous work
6
X I I - R E P O R T
The recovery in relevance of the first week of June indicates reactivity of advertising
efforts, which is a good sign for the “new normal”. But this effect is not the same for all
brands, those brands that managed to build greater initial relevance are the ones that
will return better positioned and recover relevance faster.
Self-Service Stores vs Department StoresLevel
Relevance
Index
(Self-Service)
Investment
Efforts
(Self-Service)
Relevance
Index
(Department Stores)
Investment
Efforts
(Department Stores)
Rolling
relevance
index
Advertising
efforts index
(Rolling)
Share of
advertising
efforts
(Rolling)
Rolling
relevance
index
Advertising
efforts index
(Rolling)
Share of
advertising
efforts
(Rolling)
158 127 113 116 111 101 113 105 105 75 74 75 69 75 102 121 114 99 95 93 77 8597
1% 4% 1% 2% 3% 1% 2% 1% 1% 2% 9% 17% 6% 9% 9% 4%1%3% 1% 1% 6% 10% 7%
109 85 76 103 115 92 106 101 135 119 116 107 100 131 106 108 89 69 71 75 65 99120
1% 4% 1% 2% 3% 1% 2% 1% 1% 2% 9% 17% 6% 9% 9% 4%1%3% 1% 1% 6% 10% 7%
January February March April May Jun

7. Let us review what the path of the resonance has been like.
The resonance of Department Stores has gone in the same direction
as its relevance;
Detecting a higher incidence of Word of Mouth in its configuration.
Messages and actions that promote conversations between the audience will be key for the
reactivation of Departmental.
Resonance tied to relevance
7
X I I - R E P O R T
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
120 102 100 108 100 84 101 103 123 124 128 122 122 120 115 96 104 86 70 56 55 67 94
20% 18% 17% 18% 16% 15% 16% 16% 18% 18% 19% 18% 17% 19% 18% 17% 17% 17% 16% 16% 17% 16% 18%
11% 11% 11% 11% 12% 11% 12% 12% 12% 12% 12% 12% 13% 12% 12% 11% 12% 11% 10% 9% 9% 10% 11%
16% 15% 16% 16% 16% 14% 15% 15% 17% 17% 17% 17% 16% 15% 15% 14% 14% 13% 12% 11% 10% 11% 12%
18% 17% 17% 18% 17% 16% 17% 18% 19% 19% 19% 19% 19% 18% 18% 17% 17% 16% 15% 13% 13% 14% 16%
B R A N D l R E S O N
C O N S U M E R l B U Z Z l B Y l C A
CONSUMER l PATH
Enero Febrero Marzo Abril Mayo Junio
ATENTION
BUZZ
WOM
ROLLING RESONANCE
INDEX
RECOMM.
RECOMENDATION
WOM
BUZZ
ATENTION
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
120 102 100 108 100 84 101 103 123 124 128 122 122 120 115 96 104 86 70 56 55 67 94
20% 18% 17% 18% 16% 15% 16% 16% 18% 18% 19% 18% 17% 19% 18% 17% 17% 17% 16% 16% 17% 16% 18%
11% 11% 11% 11% 12% 11% 12% 12% 12% 12% 12% 12% 13% 12% 12% 11% 12% 11% 10% 9% 9% 10% 11%
16% 15% 16% 16% 16% 14% 15% 15% 17% 17% 17% 17% 16% 15% 15% 14% 14% 13% 12% 11% 10% 11% 12%
18% 17% 17% 18% 17% 16% 17% 18% 19% 19% 19% 19% 19% 18% 18% 17% 17% 16% 15% 13% 13% 14% 16%
B R A N D l R E S O N
C O N S U M E R l B U Z Z l B Y l C A
CONSUMER l PATH
Enero Febrero Marzo Abril Mayo Junio
ATENTION
BUZZ
WOM
ROLLING RESONANCE
INDEX
RECOMM.
RECOMENDATION
WOM
BUZZ
ATENTION
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
120 102 100 108 100 84 101 103 123 124 128 122 122 120 115 96 104 86 70 56 55 67 94
20% 18% 17% 18% 16% 15% 16% 16% 18% 18% 19% 18% 17% 19% 18% 17% 17% 17% 16% 16% 17% 16% 18%
11% 11% 11% 11% 12% 11% 12% 12% 12% 12% 12% 12% 13% 12% 12% 11% 12% 11% 10% 9% 9% 10% 11%
16% 15% 16% 16% 16% 14% 15% 15% 17% 17% 17% 17% 16% 15% 15% 14% 14% 13% 12% 11% 10% 11% 12%
18% 17% 17% 18% 17% 16% 17% 18% 19% 19% 19% 19% 19% 18% 18% 17% 17% 16% 15% 13% 13% 14% 16%
B R A N D l R E S O N
C O N S U M E R l B U Z Z l B Y l C A
CONSUMER l PATH
Enero Febrero Marzo Abril Mayo Junio
ATENTION
BUZZ
WOM
ROLLING RESONANCE
INDEX
RECOMM.
RECOMENDATION
WOM
BUZZ
ATENTION
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
120 102 100 108 100 84 101 103 123 124 128 122 122 120 115 96 104 86 70 56 55 67 94
20% 18% 17% 18% 16% 15% 16% 16% 18% 18% 19% 18% 17% 19% 18% 17% 17% 17% 16% 16% 17% 16% 18%
11% 11% 11% 11% 12% 11% 12% 12% 12% 12% 12% 12% 13% 12% 12% 11% 12% 11% 10% 9% 9% 10% 11%
16% 15% 16% 16% 16% 14% 15% 15% 17% 17% 17% 17% 16% 15% 15% 14% 14% 13% 12% 11% 10% 11% 12%
18% 17% 17% 18% 17% 16% 17% 18% 19% 19% 19% 19% 19% 18% 18% 17% 17% 16% 15% 13% 13% 14% 16%
B R A N D l R E S O N
C O N S U M E R l B U Z Z l B Y l C A
CONSUMER l PATH
Enero Febrero Marzo Abril Mayo Junio
ATENTION
BUZZ
WOM
ROLLING RESONANCE
INDEX
RECOMM.
RECOMENDATION
WOM
BUZZ
ATENTION
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
120 102 100 108 100 84 101 103 123 124 128 122 122 120 115 96 104 86 70 56 55 67 94
20% 18% 17% 18% 16% 15% 16% 16% 18% 18% 19% 18% 17% 19% 18% 17% 17% 17% 16% 16% 17% 16% 18%
11% 11% 11% 11% 12% 11% 12% 12% 12% 12% 12% 12% 13% 12% 12% 11% 12% 11% 10% 9% 9% 10% 11%
16% 15% 16% 16% 16% 14% 15% 15% 17% 17% 17% 17% 16% 15% 15% 14% 14% 13% 12% 11% 10% 11% 12%
18% 17% 17% 18% 17% 16% 17% 18% 19% 19% 19% 19% 19% 18% 18% 17% 17% 16% 15% 13% 13% 14% 16%
B R A N D l R E S O N
C O N S U M E R l B U Z Z l B Y l C A
CONSUMER l PATH
Enero Febrero Marzo Abril Mayo Junio
ATENTION
BUZZ
WOM
ROLLING RESONANCE
INDEX
RECOMM.
RECOMENDATION
WOM
BUZZ
ATENTION
Rolling
resonance
index
Attention
Buzz
WOM
Recomm.
1 2 3 4 5 6 7 8 9 10 11 1312 14 15 16 17 18 19 20 21 22 23
January February March April May Jun
120 102 100 108 100 84 101 103 123 124 128 122 122 120 115 96 104 86 70 56 55 67 94

8. Regarding the performance of the funnel, when we segment the
sector into self-service stores and department stores, we see
downward performances in both categories, but with greater effects
on the funnel score of department stores.
The funnel structure of each category varied very little, the awareness of department stores
grew, but the purchase intention fell slightly for both categories in the accumulated YTD.
Performance impacted by relevance
and resonance
8
X I I - R E P O R T
It's worth wondering, did all the brands manage to keep their funnel? Or only those that were
kept in the consumer's mind through advertising efforts?
To answer those questions and more, an in-depth audit should be performed, based on
evidence resulting from data-driven processes.
Category:
Department Stores
DepartmentStores
(Beginning of 2020)
Category:
Department Stores
(YTD)
121 97
2%
13%
53%
2%
13%
55%
11%
30%
65%
120 104
Category: Self-
Service Stores
(Beginningof 2020)
Category: Self-
Service Stores
(YTD)
Self-Service Stores
10%
28%
65%
Purchase
Intent
Consideration
Awareness
Performance
(sector median YTD)
-24Percentage points
Performance
(sector median YTD)
-17Percentage points

9. 9
Financial Sector:
increase consideration
The financial sector, one of the sectors with the highest recognition
of good performance in the face of the pandemic, managed to
reverse the negative trend of April’s funnel score in May, but still not
recovering its pre-confinement levels in Mexico.
X I I - R E P O R T

10. 10
X I I - R E P O R T
4%
8%
56%
77 96
Sector
(Beginning of 2020)
Sector
(YTD 2020)
5%
10%
56%
Performance
(sector median YTD)
18Percentage points
1 2 3 4 5 6 7 8 9 10 11 1312 14 15 16 17 18 19 20 21 22 23
January February March April May Jun
Consumer Path
77 88 91 94 67 108 95 134 155 128 115 100109 128 95 96 68 54 94 91 101 114 98
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
100
77 88 91 94 67 108 95 134 155 128 115 109 100 128 95 96 68 54 94 91 101 114 98
4% 5% 5% 5% 4% 5% 5% 6% 7% 6% 6% 5% 5% 5% 5% 4% 4% 3% 4% 4% 5% 5% 4%
8% 9% 9% 10% 8% 10% 10% 12% 14% 13% 12% 11% 10% 12% 11% 11% 9% 8% 10% 10% 11% 12% 11%
56% 53% 52% 53% 52% 58% 55% 60% 62% 58% 55% 56% 56% 60% 54% 55% 50% 49% 56% 55% 56% 58% 56%
1% 2% 2% 2% 3% 3% 2% 4% 3% 3% 3% 4% 4% 2% 1% 11% 7% 21% 3% 7% 4% 2% 3%
F U N N E L l P E R
C O N S U M E R l P A T H l B Y l
SHARE OF ADVERTISING
EFFORTS (ROLLING)
SECTOR: FINANCIERO Y
ROLLING FUNNEL
SCORE
CONSUMER l PATH
AWARENESS
CONSIDERATION
PURCHASE INTENT
ADVERTISING
EFFORTS
INDEX (ROLLING)
JunioEnero MayoAbrilMarzoFebrero
A W A R E N N E S S
C O N S I D E R A T I O N
P U R C H A SE
I N T E N T
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
100
77 88 91 94 67 108 95 134 155 128 115 109 100 128 95 96 68 54 94 91 101 114 98
4% 5% 5% 5% 4% 5% 5% 6% 7% 6% 6% 5% 5% 5% 5% 4% 4% 3% 4% 4% 5% 5% 4%
8% 9% 9% 10% 8% 10% 10% 12% 14% 13% 12% 11% 10% 12% 11% 11% 9% 8% 10% 10% 11% 12% 11%
56% 53% 52% 53% 52% 58% 55% 60% 62% 58% 55% 56% 56% 60% 54% 55% 50% 49% 56% 55% 56% 58% 56%
1% 2% 2% 2% 3% 3% 2% 4% 3% 3% 3% 4% 4% 2% 1% 11% 7% 21% 3% 7% 4% 2% 3%
F U N N E L l P E R
C O N S U M E R l P A T H l B Y l
SHARE OF ADVERTISING
EFFORTS (ROLLING)
SECTOR: FINANCIERO Y
ROLLING FUNNEL
SCORE
CONSUMER l PATH
AWARENESS
CONSIDERATION
PURCHASE INTENT
ADVERTISING
EFFORTS
INDEX (ROLLING)
JunioEnero MayoAbrilMarzoFebrero
A W A R E N N E S S
C O N S I D E R A T I O N
P U R C H A SE
I N T E N T
Rolling funnel
score
Purchase intent
Consideration
Awareness
Advertising
efforts index
(rollling)
Share of advertising efforts (Rolling)
1% 2% 2% 2% 3% 3% 2% 4% 3% 3% 3% 4% 4% 2% 1% 11% 7% 21% 3% 7% 4% 2% 3%
The combination of
relevant messages plus a
robust advertising spread
resulted in increased
purchase consideration.
Purchase
Intent
Consideration
Awareness

11. In this sector it is very clear that the resonance moves along with the
brand positioning (relevance).
11
X I I - R E P O R T
Relevance
Index
Rolling
relevance
index
81 83 93 91 61 102 91 117 148 133 118 107 108 73 100 92 104 120 99102
Enero Febrero Marzo Abril Mayo Jun
95 128 54
73 72 85 94 72 112 95 121 149 127 116 108 106 70 96 95 108 121 98102100 134 47
Rolling
resonance
index
Resonance
Index

12. 80
The category of banks determines the behavior of the financial and
insurance sector the most.
Being able to identify a successful brand, BANORTE, exceeding the previous average in
the three indicators.
Furthermore, the positive transfers of relevance and resonance towards performance
in Banorte’s funnel are clearly observed.
A sign of how brands can write their own story
12
X I I - R E P O R T
Funnel Score
(Banks)
Rolling
funnel score
January February March April May Jun
FUNNEL
SCORE
(Banorte)
RELEVANCE
INDEX
(Banorte)
RESONANCE
INDEX
(Banorte)
91 82 74 81 99 91 86 87 101 107 114 108 91 81 86 110 129 122 117 111 108 111 114
ROLLING FUNNEL
SCORE
84 73 83 85 87 82 76 74 80 92 98 94 87 97 118 138 146 131 116 114 112 115 118
ROLLING RELEVANCE
INDEX
71 62 71 78 90 85 76 73 76 85 93 96 97 111 121 134 140 133 126 122 121 120 120
ROLLING RESONANCE
INDEX
FUNNEL
SCORE
(Bancos)
RELEVANCE
INDEX
(Bancos)
RESONANCE
INDEX
(Bancos)
68 84 102 104 92 95 98 118 129 116 122 95 72 82 80 100 95 81 105 108 119 122 111
ROLLING FUNNEL
SCORE
55 59 87 96 85 95 94 98 112 111 124 95 73 92 100 115 108 87 114 119 134 133 112
ROLLING RESONANCE
INDEX
81 88 106 97 70 83 93 95 110 112 125 92 70 85 98 116 108 85 106 109 125 131 114
ROLLING RELEVANCE
INDEX
108 119 11112210581122 95 100 958072 8268 84 102 104 92 95 98 118 129 116
FUNNEL
SCORE
(Bancos)
RELEVANCE
INDEX
(Bancos)
RESONANCE
INDEX
(Bancos)
68 84 102 104 92 95 98 118 129 116 122 95 72 82 80 100 95 81 105 108 119 122 111
ROLLING FUNNEL
SCORE
55 59 87 96 85 95 94 98 112 111 124 95 73 92 100 115 108 87 114 119 134 133 112
ROLLING RESONANCE
INDEX
81 88 106 97 70 83 93 95 110 112 125 92 70 85 98 116 108 85 106 109 125 131 114
ROLLING RELEVANCE
INDEX
119 134 11213311487115 108100124 95 73 92112 11155 59 87 96 85 95 94 98
Rolling
relevance
index
Relevance
Index (Banks)
Resonance
Index (Banks)
FUNNEL
SCORE
(Bancos)
RELEVANCE
INDEX
(Bancos)
RESONANCE
INDEX
(Bancos)
68 84 102 104 92 95 98 118 129 116 122 95 72 82 80 100 95 81 105 108 119 122 111
ROLLING FUNNEL
SCORE
55 59 87 96 85 95 94 98 112 111 124 95 73 92 100 115 108 87 114 119 134 133 112
ROLLING RESONANCE
INDEX
81 88 106 97 70 83 93 95 110 112 125 92 70 85 98 116 108 85 106 109 125 131 114
ROLLING RELEVANCE
INDEX 110 11295 98125 92 70 85 10910685116 108 125 11413181 88 106 97 70 83 93
Rolling
resonance
index
Funnel Score
(Banks)
Rolling
funnel score
Rolling
relevance
index
Relevance
Index (Banks)
Resonance
Index (Banks)
Rolling
resonance
index
117114 108 8682 74 91 86 87 101 111 108 114111122110 129819110791 9981
11898 94 87 97 114116131 11884 83 85 87 82
FUNNEL
SCORE
(Banorte)
RELEVANCE
INDEX
(Banorte)
RESONANCE
INDEX
(Banorte)
91 82 74 81 99 91 86 87 101 107 114 108 91 81 86 110 129 122 117 111 108 111 114
ROLLING FUNNEL
SCORE
84 73 83 85 87 82 76 74 80 92 98 94 87 97 118 138 146 131 116 114 112 115 118
ROLLING RELEVANCE
INDEX
71 62 71 78 90 85 76 73 76 85 93 96 97 111 121 134 140 133 126 122 121 120 120
ROLLING RESONANCE
INDEX
115112138 14676 927473
FUNNEL
SCORE
(Banorte)
RELEVANCE
INDEX
(Banorte)
RESONANCE
INDEX
(Banorte)
91 82 74 81 99 91 86 87 101 107 114 108 91 81 86 110 129 122 117 111 108 111 114
ROLLING FUNNEL
SCORE
84 73 83 85 87 82 76 74 80 92 98 94 87 97 118 138 146 131 116 114 112 115 118
ROLLING RELEVANCE
INDEX
71 62 71 78 90 85 76 73 76 85 93 96 97 111 121 134 140 133 126 122 121 120 120
ROLLING RESONANCE
INDEX 122 121 120126134 14012111171 62 78 90 85 76 85737671 93 96 97 133 120
January February March April May Jun

13. The difference between the result of the Banks average and Banorte
was its successful campaign against COVID, maintained for
practically 2 months with significant heavy ups, which triggered the
reactivity of other banks.
What makes the difference?
13
X I I - R E P O R T
Investment
Efforts
(Banks)
Advertising
efforts index
(Rolling)
7%6%1%
A campaign where Banorte showed its human side and, as the slogan said, put
themselves in people’s shoes, detecting their most important financial concerns and
proposing a solution to them.
INVESTMENT
EFFORTS
(Bancos)
INVESTMENT
EFFORTS
(Banorte)
1% 4% 1% 2% 3% 1% 2% 1% 1% 3% 1% 1% 6% 10% 1% 2% 9% 17% 6% 9% 9% 7% 4%
ADVERTISING
EFFORTS
INDEX(ROLLING)
SHAREOFADVERTISING
EFFORTS(ROLLING)
1% 4% 1% 2% 3% 1% 2% 1% 1% 3% 1% 1% 6% 10% 1% 2% 9% 17% 6% 9% 9% 7% 4%
ADVERTISING
EFFORTS
INDEX(ROLLING)
SHAREOFADVERTISING
EFFORTS(ROLLING)
Share of
advertising
efforts
(Rolling)
Investment
Efforts
Advertising
efforts index
(Rolling)
Share of
advertising
efforts
(Rolling)
4%9%9%17%2% 9%6% 10%1% 1%1% 4% 1% 3% 1% 1% 1% 3%2% 2%
7%6%1% 4%9%9%17%2% 9%6% 10%1% 1%1% 4% 1% 3% 1% 1% 1% 3%2% 2%
INVESTMENT
EFFORTS
(Bancos)
INVESTMENT
EFFORTS
(Banorte)
1% 4% 1% 2% 3% 1% 2% 1% 1% 3% 1% 1% 6% 10% 1% 2% 9% 17% 6% 9% 9% 7% 4%
ADVERTISING
EFFORTS
INDEX(ROLLING)
SHAREOFADVERTISING
EFFORTS(ROLLING)
1% 4% 1% 2% 3% 1% 2% 1% 1% 3% 1% 1% 6% 10% 1% 2% 9% 17% 6% 9% 9% 7% 4%
ADVERTISING
EFFORTS
INDEX(ROLLING)
SHAREOFADVERTISING
EFFORTS(ROLLING)

14. 14
Use data to avoid navigating blindly
Towards the future, with a whole generation facing one of the worst
times for more than half a century, we must reflect on how brands
can be humanized, using their power to solve certain problems of
people, not only through the product, but also through connections
that seek to alleviate or mitigate emotional damage and in the
pocket of consumers.
It is not about a simple action to sell more, it is about understanding
that people's consumption engine has transcended the functional.
In this environment, brands require support to ensure that their
ventures are working. Just as experts look for the right treatment to
fight the new virus through experimentation, brands must look for the
right strategies to face the post-Covid world, testing their effectiveness
with data.
Dan Zarella
“Marketing without data is like driving with your eyes closed”
X I I - R E P O R T

15. 15