Profile... Vegas stands out among P&G's 'alpha males'

In conversation, Alexandra Vegas is about as far from the stereotypical ‘Proctoid’ as you could imagine. Easy-going and personable, you almost forget that she is one of the rising stars within the world’s largest advertiser. One person who works with her even describes her as “disorganised”.

Yet the Venezuelan, who heads up Procter & Gamble’s haircare business in Greater China, is an old hand within the organisation, having joined as an intern 15 years ago. She’s also fiercely protective of its secrets - when giving a conference presentation last year, she even tried to stop audience members photographing a series of innocuous slides.

She is still a relative newcomer to Asia, having swapped her home country for the delights of P&G’s Guangzhou base 18 months ago. The goal was “broader experience”. Having spent 13 years with the company in her home country, she needed greater global exposure to climb further up the ladder.

The pay-off is that she is now at the heart of one of P&G’s key global markets, overseeing major brands such as Clairol, Vidal Sassoon and Pantene.

She is not alone in wanting to take on China. Despite insisting that Guangzhou now has a high standard of living, she admits that in the past it has been difficult to attract talent. “Five to 10 years ago it was very hard to bring people here,” she says with a smile. “It would have been too tough. But now China is the only country that is developing this fast.”

Her arrival in the market comes at an interesting time for foreign brands. On the one hand it is one of the few markets still growing; on the other the slowdown is hurting middle-class demand and there is a growing danger of economic nationalism.

“It’s no longer just about the cachet of being a foreign brand,” says Vegas. “Local brands have proven that they’re good and rooted on local insights. We have to make sure we don’t become too global and therefore less appealing. In China, you have to consider how the product package and communications attract consumers from a global platform, but local insights are the only way to win.”

She adds that as well as promotional activities, which focus on family for the mid-market, and beauty and celebrity at the high-end, all products are tested and modified to suit local tastes.

One issue P&G faces, however, is recruiting local staff to increase its local focus. Vegas admits this is a problem, not just for P&G but for many overseas brands.

“Money is now more important than anything. But the P&G philosophy focuses on the long term rather than the short. This has less cachet in China, and there is conflict. P&G’s leadership is 70 per cent foreign due to the ‘grow from within’ policy. The Chinese don’t feel they can make it up there.”

Even compared with Latin America, China holds surprises. “I have never worked anywhere so driven by the Government,” she says. “If you don’t work closely with them, you get caught out by the regulations. National regulations can be interpreted in their own way by every province.”

She describes Shanghai’s authorities as being particularly strict, banning numerical claims in advertising. Since Pantene’s advertising was based on exactly that, it had to change its entire strategy for the city. Then there are the TV regulatory bodies to deal with.

“If there’s a country where external focus becomes even more important than internal, it’s China. The laws can change every day. You have to make sure that you don’t just fall into the trap of paying a fine every time.”

Her way of working has certainly made an impact on some of the agencies she works with. “There are alpha males within P&G who feel they know a lot and don’t listen to you. She takes in what you’re saying, and evolves her ideas as you talk,” says one agency executive, adding that she is open-minded, creative and willing to take risks. “This is very good for the agencies but can sometimes put P&G’s hackles up.”

Another agency staffer agrees she is open-minded, though he adds that she is very easily convinced to take on extra responsibilities. “Suddenly you find she has agreed to put together seminars or training programmes on top of managing the brand,” he adds. “On Friday you need to remind her that it’s Friday.”

With all eyes currently on China, that may not be a bad fault to have.

Alexandra Vegas’ CV
2007 Marketing director, haircare, Greater China
2001 Marketing director, haircare, Latin America
2000 Brand manager, fabric and home care, Andean region
1998 Brand manager, Pampers, Venezuela
1994 Assistant brand manager, Pantene, Venezuela