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Multicultural and Inclusive Marketing Excellence Awards Grand Jury
Senior Director of Cultural Marketing, North America
The Coca-Cola Company
BIO
Stephanie Eaddy is the Sr. Director, Cultural Marketing North America at The Coca-Cola Company, where she develops marketing strategies and programming to foster deeper consumer understanding across a variety of cultures, enabling better marketing in a multicultural world.
Previously at Coca-Cola, Ms. Eaddy was a global brand director, driving growth among young adults and teens through recruitment programs leveraging gaming, music, and movie passion points. Before joining the company, she served as a brand manager and a digital marketing expert in the telecommunications space.
Q&A with Stephanie Eaddy
What makes great marketing today?
Great marketing today has not changed, it is still about great storytelling, but what has changed is who gets to tell the story, how the story is told, and where you discover the story in the changing landscape of marketing and media.
What is the one cultural trend you are watching today?
I’m watching short-form and micro-dramas. This space continues to interest me, in particular how consumers are engaging with the content, so that I can ensure I’m future-proofing my marketing communications to this evolving and competitive space.
In one sentence, what will it take to make an entry worthy of winning a Grand Prize award?
Did the team take a risk and did it work?
What advice would you offer to teams preparing submissions for the ANA Multicultural and Inclusive Marketing Excellence Awards?
Don’t be humble, brag on yourself and your team. We want to know everything amazing your team accomplished.
Why do awards programs like ANA Multicultural and Inclusive Marketing Excellence Awards matter to the health and progress of the marketing industry?
It is a safe space to recognize work in places and spaces where the primary audience is often marginalized or ignored. This is an amazing collection of best practice case studies created by us and for us in the space of Multicultural and Inclusive Marketing. It is one of the most effective ways to learn from one another. But it is also a mechanism to show you that it can be done. There is a lot of inspiration to be found in this Awards program.
An effective performance evaluation framework is critical to show the value a marketing campaign delivered. What type of evaluation framework do you use when assessing marketing efforts? What metrics and KPIs will you expect entrants to provide in their submissions?
I like to look at a mix between business results and brand results. Often I am looking at business results through the lens of driving transactions YOY or even over the prior quarter? Asking if there were share gains vs. the competitor? Or did it deliver better than the team’s goals? Beyond the immediate business impact, I like to evaluate the long-term impact on the Brand. How did the work increase Brand affinity, for example. This is a great indicator of overall brand health, which has to be measured consistently overtime. If you are working on a program targeting a particular cultural group, did that group respond positively to your work, has your work reshaped how they think about your product or brand for good or bad? Lastly, and equally important is your Return on Investment. At the end of the day, we need to be good stewards of our company resources and balance what we put into a program with what we are getting out of it.
Risk taking and effectiveness, sometimes friends, sometimes foes. How have you handled the balance in your marketing experience?
Risk taking is most often when you learn the most, and in every program some element of risk taking is necessary to achieve breakthrough, stickiness, and drive behavior change. How to manage risk comes in the pre-work you are doing to understand what is actually at risk, then identifying the corresponding stakeholders best suited to advise you on that particular risk, followed by a mitigation plan for several scenarios in an act of preparedness. When the risk feels too great, but the reward might be high, I consider two paths: one is this something I can pilot and then scale? Could someone else (a partner) lead on this and I play more of a supporting role vs a lead role? In some instances, my brand cannot take the risk, but working with a partner with more credibility, authority, or even permissibility can, so I’ll lean on that partner to guide me and protect my brand in the execution.
What distinguishes exceptional multicultural and inclusive marketing work from work that is simply “good”?
Going back to the previous question, a fair amount of risk can take something from good to great. Did the insights that fed into the work make people uncomfortable, did the team learn, grow, or even challenge one another in the process? Sometimes the story is not in the output but in the journey you had to take to get there. In other instances, the work lands on a fundamental human truth but is told in a way that feels demonstrably different, fresh, bold, or even more raw. I describe this as “Goosebumps-worthy work”. Sometimes you just feel it.
Get to know the 2026 Multicultural and Inclusive Marketing Excellence Awards Grand Jurors.