PROFILE

Carlos Arambula

VP Marketing & Business Development, Estrella Brands

Carlos brings over two decades in the domestic, U.S. Hispanic, and international marketing arenas on both sides of the brand – client and agency.

Carlos began his career in public relations working on crisis management and political campaigns. In the early 90’s, he made a move to work on the emerging U.S. Hispanic market where he was disappointed at the lack of research resources and data available for strategic development. More alarming to him was the decade old axioms being utilized as doctrine on Hispanic market approaches that failed to properly recognize the characteristics of the fluid and growing segment.

After some years in which he dramatically improved the marketing efforts and returns of clients, Carlos returned to work in the mainstream consumer market with global network agencies that eventually lead him to international work on category and brand development in developing markets.

He returned to domestic marketing efforts working on the cpg, automotive, entertainment and retail categories. With a marketing philosophy refined in developing emerging markets, Carlos applies the techniques to the fast-evolving U.S. consumer environment where the consumer is reached through a myriad of methods, has become more discerning of their choices and often mimics emerging market behavior.

Currently Carlos works with Estrella Brands, an OTC pharma company he co-founded.

Carlos is a graduate of the University of Southern California with a degree in liberal arts focusing on psychohistory, while his left-brain also indulged in the W. Edward Deming’s philosophies taught by the Industrial & Systems Engineering department.

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  • Posted on: 02/06/2020

    Crate and Barrel marries human expertise with tech advances in a new concept store

    I believe the human expertise will ultimately be the biggest draw. I believe consumers would forgo the technology if the human expertise is beyond that of competitors with tech. There are many national and regional competitors offering technology -- from simple to sophisticated, to customers, but ultimately no amount of technology can replace a well-trained and knowledgeable customer service sales force. Also nothing is more frustrating than a sales rep with technology he doesn't know how to utilize. C&B can differentiate from competitors by positioning their human expertise aided by technology to help consumers make better decisions. Consumers will return to a store looking for the human expert, not the tech.
  • Posted on: 02/05/2020

    Can a new off-price retailer find treasure without opening stores?

    I appreciate Cara Cara positioning itself as a "treasure hunt" but that's all it is, positioning. It's not a business plan, nor is it unique. Moreover, the site's current offerings are rather anemic, not a good option for off-price retailer customers and an immediate disconnect and failure to live up to the positioning.
  • Posted on: 02/04/2020

    Can luxury retail attract a new generation of shoppers?

    Products have to be relevant and the brand and manufacturer values have to align with today’s socially conscious customers. However, customer service and a well-trained sales force are paramount for a luxury retailer. Consumers can purchase the same items via a variety of channels and across different price points, but a well trained sales rep who listens, caters to, and anticipates consumer’s needs is a luxury.
  • Posted on: 02/03/2020

    Which commercial won the Super Bowl?

    It was an interesting batch this year with most commercials borrowing equity from celebrities. The good thing about celebrities is that it leads the viewer to an immediate emotion when done right (like the anxiety ridden Tide commercial) but it can also render the spot forgivable when it places the celebrity into a forced, or unrealistic situation. Jeep was clever in not only using Bill Murray, but also one of his more memorable roles in a movie that has become part of our vernacular (having a "groundhog" moment anyone?). The contrast of the day when Jeep was involved made consumers feel as if they were watching scenes that had been left out in the movie editing and how Jeep will make any dull, or repetitive moment, more interesting. While I appreciate the poignancy of the Google spot, I felt that it failed to capture the benefits of the product for the target audience. Moreover, it doesn't differentiate Google from the similar competitive products -- many of the spots failed this task.
  • Posted on: 11/13/2019

    Study: Consumers don’t enjoy doing their holiday shopping online

    Nothing beats a retailer with well trained and knowledgeable personnel. Not a lower price, not avoiding leaving your couch and the comfort of your laptop/tablet/phone, not home delivery. E-tailers and consumer direct brands need to mimic best-in-class behavior of brick & mortar store if they want to avoid the poor holiday shopping experiences.
  • Posted on: 10/17/2019

    Is e-grocery less convenient than shopping in stores?

    The role of the retailer is to make it easier for consumers to purchase online, tools like Tesco's will only aid in increasing online penetration. Well known packaged goods are easy to bring online, consumers trust them. Commodities are price driven and online sales will not change purchase motivators. The challenge is for fighter brands, new products, and innovation (including sub-brands). But it's not the role of the grocer to encourage product comparison or recommend trial. Ultimately, suppliers have to provide the incentive to online consumers if they want to compete in the online space with exclusive online incentives to encourage comparison and trial or proprietary online presence that lead consumers to the grocer's online site.
  • Posted on: 10/17/2019

    Will debt-free college make Chipotle the place to work in the restaurant biz?

    It's a cosmetic and affordable public relations program for consumers to feel good about the brand. If Chipotle wants to retain and help the majority of its employees it should simply increase wages. Consumers know that most QSR employees are adults needing to make ends meet, the idea of the student working part-time to cover costs is, unfortunately, not our current reality. I applaud Chipotle for the program and I encourage them to increase the funding of its program. But if they are after employee retention and building goodwill from consumers, then increase wages. Consumers and employees will reward them for it.
  • Posted on: 10/17/2019

    UK’s largest sporting goods chain calls for probe of Nike-Adidas dominance

    Sports shoes are not a commodity. In a category defined by innovation I can't fault Nike or Adidas for attempting to control how and when their products are sold. Although shoes are not perishable, the market has two time dependent elements important to consumers; fashion and technology. Proper brand management will dictate how and when the product will sell. Having prior year's models selling full price in a small retailer and discounted at a shoe discount store a few blocks away is not good for the brand or the retailer and I believe that's where the true risk lies.
  • Posted on: 10/15/2019

    Why are grocers still missing the mark with small food brands?

    The short-term focus will eventually hurt traditional grocers as small brands will find distribution channels -- including DTC, and resources exist promote and educate consumers on their brand/products in more efficient ways than the traditional grocery aisles and slotting. Resources that are welcomed by younger consumers. Innovation will find a way to circumvent what Mr. Thayer describes as the industry’s worst addictions.
  • Posted on: 10/14/2019

    Is BOPIS a good fit for Dollar General?

    It's a competitive advantage over similar formats, and I believe that as the convenience becomes known or is promoted, it will draw new customers to the franchise. The store format occupies a very specific space in the consumer's mind, and eventually it might erode some sales from the big box stores, but the low price low margin space has been owned by dollar stores for quite some time now.
  • Posted on: 09/16/2019

    Will bringing the outdoors inside stores work for J.C. Penney?

    It is a viable sales opportunity. However, if it's just repackaging what currently works towards the same current consumer, then it is not a viable sales increase opportunity -- which is critical.
  • Posted on: 08/19/2019

    Will a new grocery private label spur more Target runs?

    Refreshing and improving on tired and ineffective private label brands is always a good idea. It's a step in the right direction. Creating a brand and products only found in Target's grocery aisles will create a destination for customers -- assuming the brands and products are from good to excellent. Target will always draw traffic to its stores, it just needs to give customers a reason to look into the grocery area.
  • Posted on: 07/26/2019

    Is DoorDash ‘doing the right thing’ for delivery people?

    Ultimately, the consumer does not care about payment models, they care about fairness. The consumer sees "dashers" that are doing these "gig economy" jobs out of necessity, not choice. The consumer knows that the delivery high school boy is being replaced by delivery man, and that a tip was a reward for a job well done and earned by the "dasher." DoorDash has created resentment from employees and consumers and storm of negative consumer coverage in social media. At this stage to stubbornly hold on to "doing the right thing" will not work. It needs to recognize they are not the consumer's only food service delivery option and simplify the model in spirit of fairness, or the competitors will use this as an advantage.
  • Posted on: 07/24/2019

    Amazon has won. Now what?

    Amazon's size and consumer perspective is its biggest weakness. It's not unusual to hear from disgruntled employees -- whether press reports or blogs, and it is an easy and recognizable target for any political activism. All the noise will invariably erode confidence in the retailer.
  • Posted on: 06/25/2019

    Are airports now the sweet spot for luxury retail?

    It's a consumer target-rich environment for luxury retailers, so it makes sense. The greatest growth opportunity is repeat business, if the shops behave like traditional brick & mortar luxury stores and conduct CRM programs, have tailors in-store for quick alterations, and develop commerce websites, then the sales efforts will extend beyond the consumer's time in the airport and will increase revenue.

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