P2PI July/Aug 2024

JULY/AUG 2024 P2PI.com

SPECIAL REPORTS: Shopper Loyalty Perceptions (In collaboration with CVS Media Exchange)

JULY/AUG 2024

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Retail Media Reality Check (In collaboration with Goodway Group)

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Contents

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July/Aug 2024 VO LU M E 3 7 | I S S U E 4

FEATURES

COVER STORY

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Special Report: Shopper Loyalty Perceptions Our proprietary research examines what is currently driving shopper loyalty and how brands and retailers can adapt to attract and retain consumers as loyal, long-term clients.

In collaboration with CVS Media Exchange.

Get to know P2PI’s Retail Media Award 2024 winners. These 25 executives are not only making an impact at their respective companies, but pushing the retail media space forward.

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Special Report: Retail Media Reality Check This exclusive research provides insights on how commerce marketers are approaching future investments, their retail media mix, measurement and much more.

In collaboration with Goodway Group.

Path to Purchase Institute magazine (USPS 4568, ISSN 2835-0219) is published bi-monthly by EnsembleIQ, 8550 W. Bryn Mawr Ave., Ste. 225, Chicago, IL 60631. Subscription rate for the U.S.: $96 one year; $186 two year; $17 single issue copy (pre-paid only); Canada and Mexico: $138 one year; $258 two year; $20.40 single issue copy (pre-paid only); Foreign: $138 one year; $258 two year; $20.40 single issue copy (pre-paid only). Periodical postage paid at Chicago, IL 60631 Copyright 2024 by EnsembleIQ. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or information storage and retrieval system, without permission in writing from the publisher. POSTMASTER: send address changes to Path to Purchase Institute magazine, 8550 W. Bryn Mawr Ave. Ste. 200, Chicago, IL 60631.

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Contents 8

DEPARTMENTS

UPPER

5

Editor’s Note From Cannes to Chicago

MID

6

P2PI Member Spotlight

7

P2PI Member Perspective

8

FOCUS: Retail Media Measuring Success Across the Funnel

LOW

46

44 Activation Gallery Sports Sponsorships

46 Insider Intel Garden Veggie Flavor Burst Launch

BACK COVER Commerce Marketing Agency Guide

44

BACK COVER

Editorial Advisory Board Dana Barba The Lemon Perfect Co.

Mia Croft Native

Stephen Bettencourt CVS Health

Christiana DiMattesa Houser Under Armour

Lianna Cabrera L’Oreal Paris Cosmetics

Gregg Dorazio Giant Food (Ahold Delhaize)

Paige Dunn FIJI Water, JUSTIN Vineyards & Winery, Landmark Vineyards & JNSQ Wines

Travis Harry Home Depot

Kelly Sweeney The J.M. Smucker Company

Tony Fung Bob Evans Farms

Carter Jensen General Mills

Joseph Vizcarra The Coca-Cola Company

Brendon Lynch Jushi Holdings

Rodney Waights Beiersdorf

Patrick Hallberg Apple

Follow the Path to Purchase Institute here: 4 l July/Aug 2024

José Raul Padron The Hershey Experience

Editor’s Note

8550 W. Bryn Mawr Ave., Suite 225, Chicago, IL 60631 877.687.7321 www.p2pi.com

From Cannes to Chicago This summer has been a whirlwind of events for commerce marketers — from the Cannes Lions International Festival of Creativity to our very own Retail Media Summit in Chicago. There are countless recaps out there trying to summarize the main highlights and learnings from these conferences, and while I appreciate a good list of bullet points, I think the larger takeaway is actually much simpler.

Having had hundreds (and this is no exaggeration) of conversations with the industry’s leading minds this summer, the resounding theme I’m walking away with is that true collaboration is the unlock to success for the next era of commerce.

Now when I say collaboration, I mean this in a few different ways, specifically when it comes to retail media and the booming landscape that continues to evolve at a dizzying pace. First, there is a dire need for more collaboration across teams at both retailers and CPG brands. The pace of acceleration in retail media cannot be maintained without companies reimagining what organizational mapping looks like, incentivizing teams to plan together and aligning roles in such a way that allows for truly omnichannel execution. Investment, measurement and growth all depend on this. But no one seems to have cracked the code quite yet. More and more brands are coming to us and asking how they can best restructure their teams, and so there’s an overarching need for cross-collaboration across the industry to set forth best practices for all marketers, despite competitive lines (after all, a rising tide lifts all boats).

Second, collaboration is needed for better transparency between retailers and brands, as measurement and data remain paramount in retail media. With more options than ever for retail media ad spend, those retailers that work hardest to be the most collaborative will come out at the top. Prioritizing co-collaboration is one of the themes behind P2PI’s new event Storefronts (visit P2PIstorefronts.com for more info), which will debut Sept. 12 in Chicago. Paving the way for innovative partnerships and strategies for the year ahead, Storefronts will give CPG brands and commerce marketers an opportunity to learn what’s in store for in-store retail media in the coming year directly from U.S. retailer media networks.

And last, when it comes to collaborating, it’s time to think globally. We’re operating in an increasingly global ecosystem, and the opportunities to learn from leading retailers and brands across borders offers marketers a unique chance to expand their knowledge and consider how new learnings might be adapted to their own markets to stay ahead of the curve. At numerous dinner tables, during panel discussions and even over a casual coffee, I heard over and over again how much this global perspective was beneficial to marketers.

So P2PI’s international efforts are not slowing down as we seek new ways to support our audience’s needs. On P2PI.com alone, we have added hundreds of in-store and digital images from top Canadian and British retailers. Our new Retailer Media Network Advisory Board includes leading retailers around the world, and our RMS events roster will continue to grow abroad — Retail Media Summit UK returns to London on Oct. 16, with plans for Canada again in 2025, and a few other markets currently in the works for next year. Additionally, we’re growing our membership options internationally and are launching new retailer profiles in the U.K. and Canada every month.

So, walking away from June 2024, collaboration is the main takeaway I won’t forget from this summer’s conference circuit. (I also won’t forget the disaster that was the line to get into The Chainsmokers concert at Cannes — #askjeeves, IYKYK — but that’s a story for another time.) I can’t wait to see where collaboration takes us in the second half of the year!

BRAND MANAGEMENT Senior Vice President, Brand Director Eric Savitch esavitch@ensembleiq.com

EDITORIAL Editorial Director Jessie Dowd jdowd@ensembleiq.com Executive Editor Tim Binder tbinder@ensembleiq.com Managing Editor Charlie Menchaca cmenchaca@ensembleiq.com Digital Editor Jacqueline Barba jbarba@ensembleiq.com Managing Editor, Member Content Cyndi Loza cloza@ensembleiq.com Editor, Member Content Heidi Bitsoli hbitsoli@ensembleiq.com Director, Events Content and Strategic Engagement Lori Pugh lpugh@ensembleiq.com Contributing Writers Michael Applebaum, Ed Finkel, Erika Flynn, Jenny Rebholz, Bill Schober

ADVERTISING SALES & BUSINESS Associate Director, Brand Partnerships Arlene Schusteff 847.533.2697, aschusteff@ensembleiq.com Regional Sales Manager Orlando Llerandi 678.591.8284, ollerandi@ensembleiq.com

MEMBER DEVELOPMENT Director of Retail Patrycja Malinowska pmalinowska@ensembleiq.com Sr. Director, Membership Development Nicole Mitchell 203.434.5733, nmitchell@ensembleiq.com Membership Experience Manager Ann Estey aestey@ensembleiq.com Manager, Membership Development Brady O’Brien bobrien@ensembleiq.com Membership Experience Manager Heather Kurtik 724.553.0093, hkurtik@ensembleiq.com

DESIGN/PRODUCTION/MARKETING Art Director Catalina Gonzalez Carrasco cgonzalezcarrasco@ensembleiq.com Production Director Michael Kimpton mkimpton@ensembleiq.com Marketing Manager Mackenzie Fennell mfennell@ensembleiq.com

SUBSCRIPTION SERVICES List Rental mbriganti@anteriad.com Subscription Questions contact@pathtopurchase.com

CORPORATE OFFICERS Chief Executive Officer Jennifer Litterick Chief Financial Officer Jane Volland Chief People Officer Ann Jadown Chief Strategy Officer Joe Territo Chief Operating Officer Derek Estey

JESSIE DOWD, Editorial Director P2PI.com

Member Spotlight

Meet the Marketers HERE’S A SNAPSHOT OF INDUSTRY LEADERS FROM THE P2PI MEMBER COMMUNITY.

NATE HAYDEN Senior Director of Customer Marketing Blount Fine Foods

CHRISTOPHER CUBBA Chief Revenue Officer Snipp

Main job responsibilities: Leading our team to drive best-in-class promotion activity at shelf, driving insights and strategies to our customers though our sales team, and leading our media planning, consumer activation and content charge.

Main job responsibilities: I build highperforming sales and client management teams.

I also develop company revenue goals, objectives and performance expectations.

How you win with shoppers during uncertain economic times: Value, quality and assortment. Not just in flavor assortment, but also in size and price point.

How you win with shoppers during uncertain economic times: Our clients are leaning on our team to drive strategies and activate in ways that help ease consumers’ economic issues. We do this in a variety of ways using our technology platform and industry expertise. We leverage advanced algorithms, machine learning and real-time monitoring.

New marketing tactic that you use: I can’t give away all of our secrets, but I get asked many times, “Why don’t you always do what all the brands are doing?” Well, that’s your answer. It really comes down to being authentic and meeting consumers where they are throughout their shopping journey.

Best career advice you’ve received: There’s so many things to pick from for this. Bob Sewall, Blount’s head of sales, reminds us of one quote all the time: “You get what you inspect, not what you expect.” That’s a mantra that can drive a lot of activity and insights forward.

Memorable aha moment in your career: Listen to consumers’ wants and needs. What they are telling you isn’t always right on the surface, so you might have to dig. Figure out the “why” behind it and leverage it. There are a few times this has surprised me or driven that aha moment. When a new item followed those wants, the sales and basket data came back proving it all matched our consumer learnings.

What you are reading or watching right now: With a toddler at home, there’s been a lot of “Sesame Street” and a lot less reading lately. I’ll also watch any good hockey game.

Summer travel plans: In New England, everyone’s coming this way for the beaches and perfect summertime weather. So, I’m not going anywhere other than enjoying the local paradise, beaches and seafood with family and friends — until it gets cold.

6 l July/Aug 2024

Best career advice you’ve received: Don’t overload yourself with projects that you can’t complete well without hurting yourself. You’d be much better off in your career by setting better expectations for yourself and those around you.

Memorable aha moment in your career: Realizing people matter most. Work somewhere with kind, generous and helpful colleagues.

High-achieving teams, financially rewarding careers and meaningful work can all exist in an environment with good people. If you don’t see it where you’re at, run and find somewhere that fits.

What you are reading or watching right now: Before 9 p.m., it’s “Bluey.” IFKYK. After 9 p.m., it’s “The Bear.”

Leisure plans: Being a proud dad watching my kids play youth sports.

Member Perspective

Getting Started With Creative Commerce HERE’S HOW MARKETING CAMPAIGNS ACHIEVE MULTIPLE GOALS ACROSS FUNCTIONS.

BY DAN EIS EN B ERG

Creative commerce is becoming a North Star as pressure builds for marketing campaigns to generate both brand engagement and sales. The new discipline calls us to apply fresh creative constructs to measurable commerce programs — effectively unifying the parallel paths of brand development and conversion — so consumers notice, talk about and buy our brands more.

For most brands, the urgent question is how to begin the complex reorientation involved. Expanding our perspective on commerce to include both persuasion and purchase clears the way to setting up a new approach. Here are the steps brands should take: Re-educate marketing teams. We need a marketing, not promotion, mentality for creative commerce. The point is sustainable pull-through for the brand, not just periodic traffic and sales spikes. The blunt-force tactics of discounting and retargeting won’t deliver. Brand, agency and partner teams can reset by looking at how commerce takes shape on a longer and wider spectrum. Seeing the many ways consumers now become and stay loyal shoppers, and influence others, can realign everyone on how their individual efforts complement one another.

Restructure briefings. Business goals need to be articulated in briefs. Activations must include earlier and easier opportunities for consumers to shop once they’re engaged.

This can include shoppable media and QR codes. Then they can accept new parameters and roles. For example, creative teams need to elicit both engagement and transaction online — including calls to action in brand ads — while retail specialists need to envision communications beyond displays in aisles.

Develop a paid, owned and earned strategy. A widening range of channels propel persuasion and purchase now. Whereas shopper marketing has leaned heavily into retail media, creative commerce can engage paid, owned and earned media. Consider all the pathways from TV to TikTok; how, when and where people intersect with our brand messages; and what exposures generate both pipeline and purchase.

Set new measurement frameworks. While shopper marketing can be measured on sales within promotion windows, creative commerce takes a more intricate, interdependent

Activations must include earlier and easier opportunities for consumers to shop once they’re engaged. measurement system. To ensure that business gains can be clearly measured, evaluated and benchmarked over time, we need to create benchmarks for exposure, engagement, new and repeat business from specific consumer targets. It starts upstream with creative impact — how we’re gaining attention and engagement from targeted consumers and how that’s leading to cultural and social connections. Then factor in consumer sentiment and brand health to determine the value of media. Balance these with short- and long-term retail ROI calculations like sales lift, customer acquisition costs and customer lifetime value.

Play all for one. Creative commerce is a team sport. You can’t win with brand ideas or performance tactics alone.

Beyond knowing what is happening across the field, the players need to build off each other’s efforts. There is both an ethos and a communications framework to establish.

How you start in creative commerce dictates how you finish.

Laying the right foundation sets marketing up to make a more profound, lasting impact on the business. Mapping and then measuring every facet of ongoing campaigns — immediate impact, long-term value and the depth of consumer connections — enables continually higher sales and consumer loyalty.

About the Author Dan Eisenberg is CMO at Blue Chip, a fullservice agency specializing in creative commerce whose clients include Procter & Gamble, E. & J. Gallo Winery and White Castle. Dan has worked with more than 200 brand and retail marketers over the course of a 25-year career.

P2PI.com

FOCUS: Retail Media

Measuring Success Across the Funnel ALBERTSONS MEDIA COLLECTIVE’S MICHELLE WEISKITTEL DISCUSSES THE IMPORTANCE OF MATCHING CAMPAIGN OBJECTIVES TO THE RIGHT STRATEGIES, CHANNELS AND KPIs.

BY CYN DI LOZ A

Retail media has grown to be a full-funnel play. From discovery and consideration right down the funnel to purchase, many commerce marketers are underscoring the importance of a fullfunnel retail media strategy.

However, one must also be mindful of matching campaign objectives, such as awareness and sales, to appropriate strategies, channels and key performance indicators (KPIs). A campaign with an upper-funnel, awareness objective, for example, should not have return on ad spend as a KPI, but instead a KPI such as “new to brand,” according to Claire Wyatt, vice president of business strategy and marketing science, Albertsons Media Collective.

“One of the most important things to do when you are running media for your clients is to align in the beginning of the campaign on what is actually the objective and, therefore, what should the KPIs be,” Wyatt said during a session at the Path to Purchase Institute’s Retail Media Summit Canada.

To elaborate her point and share a helpful tool, Wyatt presented a chart to RMS Canada attendees that helped match campaign objectives with the right strategies, channels and KPIs. When we followed up with Wyatt to learn more about the chart, she pointed us to its creator: Michelle Weiskittel, head of media, creative and operations, Albertsons Media Collective.

We recently caught up with Weiskittel to discuss the chart, the thought process behind it, and why it was needed in the space.

P2PI: Claire said you were the genius behind the chart she shared at RMS Canada. When did you come up with it and why did you feel it was needed?

Weiskittel: This KPI framework and way of working is something we kicked off during the launch of our retail media business. Early on, we had a strong vision for how we wanted to go to market and do things differently, with a foundation built on trust, transparency and partnership. For me, partnership is akin to solving business challenges and our privacy-safe, firstparty data allows us to do this. Whether it’s creating awareness

8 l July/Aug 2024

for a new product, or maybe it’s helping a partner who is losing category share — these are all tied to outcomes we can help solve through this framework.

P2PI: Can you walk through your thought process behind this chart?

Weiskittel: The thought process really stems in leveraging the uniqueness of what a retail media network can offer to our partners. The framework strategically brings all the components of media together — across the funnel tied to objectives, channels, targeting and content strategies — so business outcomes can be achieved efficiently and effectively.

P2PI: How often do you think campaign objectives aren’t tied to the right KPIs? Have you witnessed any of this firsthand?

Weiskittel: It happens more often than you think.

Everything is expected to have a return on advertising spend (ROAS), but when you don’t connect sales objectives to outcomes, misalignment starts to bubble up. For example, if a brand is looking to gain the highest potential sales outcome, they should be targeting their loyal customers. But, if they’re looking to change a behavior, it may be harder to get that sale.

So, it’s important that you have different baselines for different goals and KPIs. P2PI: When Claire shared the chart at Retail Media Summit Canada, many were snapping pictures of it. How have you seen the chart received when you share it with potential clients or other marketing leaders?

Weiskittel: The chart is integral to operations at Albertsons Media Collective and is included in every proposal deck. It speaks to and highlights our overarching focus and desire to be a true partner for CPGs, always taking a solution-oriented approach.

P2PI: What advice do you have for brand marketers looking to activate a retail media campaign with Albertsons Media Collective or any other RMN? Weiskittel: First, you must know the retailer’s brand. To do so, you should ask what the retailer says about their brand and how their customers shop it. Ideally, you want to choose a retail

OBJECTIVES TIED TO CHANNELS, KPIs STRATEGY

CHANNEL CONSIDERATION SET

 New Product Launch  Household Penetration  Recipes/Inspiration  Trial

 Social (Facebook, Instagram, Pinterest)  Offsite Video  Offsite Display  Onsite Display

CONSIDERATION

 In-Market Category Intent  Lapsed Customers  Basket Affinity

 Offsite Video  Offsite Display  Social (Facebook, Instagram, Pinterest)  Onsite Display  Email

SALES

 Seasonality Trends  Promotions  Category Share Lift

 Sponsored Search  Onsite Display  Offsite Display  Price/Item Amplification

RETENTION

 Customer Engagement

 Off-platform Display  Email

OBJECTIVE

UPPER

MID

AWARENESS

LOW

KPIs

Reach (Impressions, Views) New-to-Brand Customer Lifetime Value

Reach (Impression) Engagements

ROAS IROAS (if applicable)

ROAS

Graphic by the Path to Purchase Institute; content from Albertsons Media Collective.

media network whose brand sees its customers frequently, ensuring accurate targeting and frequency. They should also find powerful audiences based on customer actions. A retailer’s purchase data can inform behavior through actions making a retail media network’s first-party targeting capabilities a key differentiating factor. Creating an omnichannel customer experience is also important. RMNs offer unique inventory, which should always be able to provide a full-funnel, omnichannel customer experience. My last piece of advice is to test and learn to get the most out of your retail media network partnership based on a brand’s priorities.

The framework strategically brings all the components of media together so business outcomes can be achieved efficiently and effectively.

— Michelle Weiskittel, Albertsons Media Collective

P2PI.com

Meet the 25 marketers who are forging the evolution of retail media and advancing connected commerce across the path to purchase.

BY E R I K A F LY N N

The Path to Purchase Institute’s Retail Media Awards program recognizes innovative leaders across brands, retailers, agencies and solutions providers who are effectively leveraging (or helping others leverage) retail media for successful digital and omnichannel campaigns.

After combing through a plethora of nominations, the editors of P2PI for the second straight year selected 25 commerce marketers who are pioneering retail media. The 2024 winners were honored in a June ceremony at the Retail Media Summit in Chicago. Read on to get to know the commerce marketers who are making an impact at their companies and across the industry …

10 l July/Aug 2024

JACQUELYN BAKER CEO Omnicom Commerce

KELLEN AXEN Director of Insights Lowe’s One Roof Media Network Over the past year, Kellen Axen was charged with staffing and developing the Retail Media Insights team for the Lowe’s One Roof Media Network (LORMN). His efforts focused on leading the development of a formalized learning-plan process with key client partners to help provide strategically valuable insights for brands. He also effectively created a structure to unlock custom insights for LORMN and for its clients tied to key knowledge areas, such as audience, creative, category, etc. Axen’s work also included partnering with the retailer’s data science and engineering technical partners to drive innovation around measurement foundations, while discovering new capabilities for the future such as customer analysis, LTV and platforms. He contributed to the IAB’s measurement standardization workstream to help set and develop industry standards in retail media measurement, and he’s involved with the Lowe’s Black Business Resource Group, mentoring others within the organization to help them reach their own goals. Axen is passionate about coaching and training, and he’s proud of his work standing up the insights function at LORMN — which then led to training and developing his team on what best-in-class insights look like. He teaches advertising and promotions at Bethel University as an adjunct instructor, passing along key learnings like the importance of measurement within media, objective/KPI alignment and other best practices to the next generation of advertisers within the industry.

The next big trend in retail media is: Artificial intelligence.

The most exciting opportunity in retail media is: In-store.

Specifically, in-store measurement insights.

The future of retail media is: Customer-centric — driven by deep customer insight.

At the helm of Omnicom Commerce since July 2023, Jacquelyn Baker has a transformative vision that laid the groundwork for the creation of many successful connected commerce campaigns in the past year, including ZOA’s “Big Dwayne Energy,” an omnichannel platform with a commercial bias that drove demand and got retailers excited; Boar’s Head’s “How 2 Charcuterie,” which transformed a social trend into a shoppable consumer experience; and Pepsi Mini’s “I Wish I Was A Little Bit Smaller,” which synthesized a cultural insight with a commerce insight to drive e-commerce sales. Baker believes there is a need and potential for forging stronger connections between retailers, shoppers and brands. She has led the conversation on how retail media networks can shape the path to purchase, and she’s a speaker and thought leader on the power of data in retail media networks. Today, she is forging the strategy for Omnicom Commerce’s holding company to embrace a commerce-first approach across all platforms, transforming Omnicom from an advertising company to a sales and marketing company. Baker has streamlined the practice area agency portfolio, redefined agency responsibilities, branded the network uniting six leading commerce agencies and, joining forces with Flywheel, built a world-class network that is delivering hyper-specialized, end-to-end commerce experiences at scale as a repeatable pathway to growth. Uniting and harnessing specialized capabilities, including retail media, with both scale and expertise into a single-threaded entity is a strong focus for Baker and her team.

The next big trend in retail media is: Data-influenced targeting for non-endemics. There is a tremendous opportunity to leverage retailer first-party data to target category-relevant audiences with messaging for brands that are not sold within that specific retail channel from which the audiences were sourced.

The most exciting opportunity in retail media is: Delivering brand-to-sales funnel collapsing. Consumers want what they want, when they want it. Shoppers are predisposed to look to retail channels online and in-store to research products and discover brands with the expectation that, if they choose to buy now, they can. The funnel collapses in that environment where the awareness, consideration and conversion occur in the same place, sometimes almost instantaneously.

The future of retail media is: More retail media — expanding relevant reach. Retail media has ushered in what many are calling the third wave of media. It’s new and ever-evolving. The opportunity to try new things, learn faster and scale growth more quickly abounds. The data that powers retail media creates the platform where relevancy meets reach meets conversion.

P2PI.com

Retail Media Awards ANDREA BENNING

DIANE DE LA BARONNIERE

Retail Media Manager, Nutrition Unilever

Global E-Commerce Media Director Haleon Diane de la Baronniere has served as Haleon’s head of e-commerce media for nearly two years, based in London. In the past year, she orchestrated a Digital Commerce week to engage all parts of the company, with nine sessions covering various topics from AI and data to social commerce adoption (with more than 1,000 attendees across the sessions).

She also upskilled a wider team with a series of training from foundational topics including everything from “What is retail media?” to “How to drive best-in-class retail media partnerships.” She built and delivered the company’s first retail media strategy for markets to embrace the opportunity and leverage media to strengthen their relationship with the different retailers. She also developed and is rolling out a media sufficiency budget model to support its local markets in creating a budget aligned with their growth and acceleration ambitions. De la Baronniere has concentrated her efforts in reinforcing and updating Haleon’s retail media strategy and has delivered a data one-stop-shop for local markets to be able to make informed decisions when it comes to budget, investment, pace, etc., as well as performances and lower funnel impact measurement. She has effectively brought more knowledge and expertise to local teams throughout the company’s internal live community, growing their common understanding and sharing learnings and best practices. Finally, she has narrowed in on specific market and brand mixes to deliver focused sessions and support in an effort to scale up learnings and insights.

The next big trend in retail media is: Data standardization.

The most exciting opportunity in retail media is: Full-funnel attribution measurement.

The future of retail media is: To be fully integrated in media plans.

PAUL BRENNER Senior Vice President, Retail Media & Partnerships Vibenomics, a Mood Media company Paul Brenner supports retailers in delivering effective advertising solutions by leveraging ad tech to implement audio, digital and experiential advertising in-store. His recent work has focused on the standardization of instore tech, measurement and attribution. His work with the IAB has centered around in-store — defining the media type, its measurement objectives and its targeting tactics, considering the current fragmented state of gathering data and measuring effectiveness. In the IAB’s recent Retail Media Measurement Guidelines, Brenner took a step toward in-store standardization by defining the taxonomy of in-store zones. Laying the foundation for retailers, he defined the general requirements for in-store measurement and reporting parameters. Brenner continues to establish and standardize in-store opportunities, from activation to measurement. He was the “In-Store” team lead for the IAB’s 2023 Retail Media Buyer’s Guide. This guide is the first industry-wide, unified guide defining retail media, measurement objectives and targeting metrics. Brenner was also a main contributor for the IAB/MRC Retail Media Measurement Guidelines and primary author of “Chapter 6: In-Store Digital Place-Based (DPB) Environments Measurement,” where the general requirements for in-store measurement and reporting parameters for in-store were defined; and for the IAB’s In-Store Playbook and primary author of “Chapter 4: Advanced Measurement & Optimization,” which will enable and 12 l July/Aug 2024

Andrea Benning joined Unilever in her current post in October 2022. Since then, she has overseen the successful implementation of the retail media practice within the ice cream and nutrition digital media commerce hubs at the company, including the establishment of new processes and a stronger focus on media operations. She says the successful execution of these initiatives was made possible through collaboration with her retail media colleagues across various business units. Their collective efforts have culminated in the establishment of a best-in-class retail media force, positioning Unilever as a preeminent media powerhouse of the future. By overseeing and analyzing media initiatives across an extensive portfolio of more than 18 retailers, and approaching it from a holistic business unit perspective, Benning was able to deliver impartial investment recommendations grounded in data.

This involved the systematic utilization of brand KPI and audience frameworks, ensuring campaign consistency and providing a clear basis to ascertain the success or failure of Unilever media endeavors.

The next big trend in retail media is: Shoppable recipes.

The most exciting opportunity in retail media is: Unified measurement.

The future of retail media is: End-to-end marketing.

educate retailers, agencies and brands on the DOOH and in-store opportunity in retail media, from activation to measurement. Brenner also established a partnership with Microsoft Advertising, leading the way for omnichannel closed-loop reporting. The effort measured joint exposure to digital in-store and onsite tactics and created an end result that proves the effectiveness of brands leveraging omnichannel solutions within retail media strategies.

The next big trend in retail media is: Providers will adopt standardized systems, offering scalability and smooth integration. Retailers will refine their digital investments. Advertisers will begin demanding closed-loop measurement across onsite, offsite and in-store tactics.

The most exciting opportunity in retail media is: In-store digital is poised to reinvent brick-and-mortar marketing. The shift toward more targeted and contextually relevant advertising reestablishes in-store advertising as a vital component to any retail media strategy that serves consumers with engaging experiences, digitizes shopping journeys and monetizes retailers’ in-store media.

The future of retail media is: RMNs will soon lead the “Always On” revolution — an uninterrupted, programmatic approach via digital channels to enhance shopper experiences, create dynamic content and standardized measurement, and connect with audiences in a more personalized way.

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Retail Media Awards

CHANCE CHAPMAN EVP, Growth, Innovation and Media VML Commerce Chance Chapman leads the integration of creative commerce into retail media, emphasizing creativity as a crucial multiplier of clients’ investments. He has worked to deliver relevant, actionable, measurable media activations to consumers where they are, at the right time, across all retail media platforms and digital channels. Recent work includes the awardwinning retail media campaign, OreoCodes, a commerce experience that taps into the minimalistic similarity between bar codes and a stack of Oreos, allowing customers to get offers directly from its all-time complementary partner, milk, that are redeemable at retail locations. Another recent effort was Lucky Charmology, where consumers scan their cereal bowl using technology created by VML’s in-house tech lab, which reveals a personalized fortune based on the magical charms in their bowl. The program has seen successful brand engagement with Lucky Charms while also turning every fortune into a repeat usage occasion, encouraging repeat purchases in partnership with Target.

Chapman is an active member of the IAB Retail Media Measurement Group, where he contributes to establishing industry-wide retail media measurement guidelines and developing solutions that improve the interactive advertising and marketing ecosystem.

In January, IAB unveiled the final version of the Retail Media Measurement Guidelines, a testament to collaborative expertise and industry-wide consensus. This comprehensive framework is not just a set of standards but a roadmap to enhanced transparency and consistency in retail media measurement.

The next big trend in retail media is: 1). Unified commerce approach. The shift from silos of e-commerce, customer and brand teams to a truly holistic approach, emphasizing seamless consumer experiences.

2). Convergence of retail models. The merging of first-party online retailer and marketplace models, driving strategic shifts in retail media to support diverse sellers and sophisticated, brand-centric advertising campaigns.

3). Balancing supplier and retailer relationships. Finding balance as suppliers seek more value from their investments in retail media and retailers seek increased investments from suppliers. Addressing the complexity of comparing trends across different retail media networks requires cohesive strategies and industry standards to maintain and strengthen these crucial partnerships.

The most exciting opportunity in retail media is: The rise of creative commerce, where innovative, brand-centric solutions are driving both sales results and brand love. This approach integrates creativity with commerce strategies, demonstrating that compelling, award-winning campaigns can effectively enhance consumer engagement and boost sales, setting a new standard for excellence in the industry.

The future of retail media is: Up and to the right. As retail media continues to evolve and expand, it will play an increasingly pivotal role in the commerce ecosystem, driving innovation and delivering measurable outcomes. Retail media spend is projected to reach $129 billion in the U.S. by 2028, driving the increasing importance of data quality and technology advancements to enable better targeting, measurement and optimization capabilities across various ad channels.

14 l July/Aug 2024

CHARLENE CHARLES Head of DG Media Network Operations Dollar General Charlene Charles sits at the helm of the Dollar General Media Network (DGMN), overseeing advertising opportunities on Meta properties, launching digital media marketing campaigns, running sponsored product ads (powered by Criteo) and onsite direct ads, telling DG stories within the DG App, and offering unique landing page experiences on DG.com. She understands the increased need for accelerating the omnichannel experience, and that brands must reach shoppers at the right place and time through its retail media networks. Charles and her team ensure that DGMN is providing its brands with access to real-time data to help them serve DG’s unique customer base across 20,000 stores in 48 states, delivering more than 2 billion transactions annually. DGMN stands out for its ability to offer brands access to hard-to-reach customers who might potentially be overlooked with traditional digital marketing tactics, creating more meaningful connections, a smoother experience and a more customized path to purchase. A recent example of DGMN successfully harnessing the power of data is in its partnership with Meta. Through it, advertisers reach DG’s more than 90 million unique customer profiles across the Meta ecosystem, which includes Facebook and Instagram News Feeds, Stories and Reels. Using this measurement and analysis, DGMN can evaluate the business impact of Meta marketing investments to a particular brand and uncover new insights, inclusive of quantifiable metrics such as return on ad spend, as compared to more traditional and directional metrics such as intent to buy.

The next big trend in retail media is: To create scaled unique/unified omnichannel experiences.

The most exciting opportunity in retail media is: Identifying authentic opportunities and strategies.

The future of retail media is: In the data for deeper insights and higher ROI.

MELISSA EMERICH PARBINDER DHARIWAL Vice President, General Manager CVS Media Exchange Over the past year, Parbinder Dhariwal led the team at CVS Media Exchange that has been committed to helping brands and consumers connect through expansive reach, access to real people, transparent reporting and actionable insights. Dhariwal played a significant role in revamping the CMX brand in an effort to amplify brand exposure and perception, and he spearheaded the launch of a data clean room collaboration with Pinterest and LiveRamp. Other key projects included enhancing CMX Performance Dashboard capabilities for supplier partners to include daily engagement and sales metrics, and working to maintain and grow CMX team/talent retention and cultivated crossfunctional collaboration. Dhariwal has also contributed to expanding CMX’s commitment to campaign data transparency through precise sales attribution and stronger campaign optimization for partners. To achieve this, he has been focused on driving strategic partnerships with credible organizations to help enable innovation through collaboration, including working with the IAB and a coalition of other retail media networks to define standardization metrics and methods for measurement practices in the retail media network industry. The impact of CMX’s partnership with the IAB is pushing the industry to hold it accountable to higher measurement standards and promote comparative campaign results.

The next big trend in retail media is: Measurement standardization across all retail media networks.

The most exciting opportunity in retail media is: In-store personalization at scale.

The future of retail media is: Seamless, omnichannel campaigns, online to in-store.

OZ ETZIONI CEO & Co-Founder Clinch Oz Etzioni leads operations for the company’s Flight Control platform that enables retail media networks to provide speed and scale to their organizations and brand advertisers along with creative engagement insights that are utilized in real-time for audience enrichment/segmentation, creative and media optimization and more. Etzioni built Flight Control to be open and agile, to work with any pillar of a retail media network’s tech stack, and perfectly complement internal processes, assets, etc. Over the past year, he enhanced Flight Control with a series of Gen-AI powered features that bring even more efficiency and automation to the campaign activation lifecycle, from strategy to optimization, including the ability to automatically generate campaign strategies with multi-layer decisioning logic from a written prompt, automate the way creatives are built, edited and scaled at unprecedented speed with superior accuracy, and query reporting, access knowledge and

Chief of Staff, Director of Strategy & Revenue Management Peapod Digital Labs/ AD Retail Media Melissa Emerich led the rebranding and reintroduction of AD Retail Media to the market. The rebrand campaign was crucial as the industry continues its rapid growth with new retail media networks launching all the time. She strategized a brand relaunch campaign with a limited budget and a challenging timeline, and rolled out new branding, including a logo and tagline, a website, a social media campaign and earned media PR spotlights. Because of these efforts, AD Retail Media is recognized among other retail media networks that have been around for more than 15 years. Emerich says innovation is always on the team’s mind, and a highlight of this past year has been planning the organization’s go-to-market strategy around new products such as shoppable short-form video as well as building out its broader sales enablement strategy. With the explosion of retail media networks over the past three years resulting in a more crowded marketplace, she realized that AD Retail Media was not appearing in industry reports and rankings, likely because it was lacking a “brand.” She developed a new logo and tagline and started marketing through social campaigns and earned media spotlights. Her efforts led to AD Retail Media jumping to the No. 5 overall CPG ranked RMN in Insider Intelligence’s 2023 rankings.

The next big trend in retail media is: Customer-centric experiences such as in-store digital signage. There has been so much attention over the past few years for digital advertising and digital inventory that companies have lost sight of how to connect with customers in a more meaningful way while they are shopping in the physical store.

The most exciting opportunity in retail media is: From a revenue perspective, non-endemic advertising. Customers want to extend their shopping experience beyond groceries. Retailers can offer those products in a way that does not disrupt the customer experience but enhances it.

The future of retail media is: Strategic integration of innovative technology will redefine the way companies optimize and bring campaigns to life in the next two years.

acquire insights in an instant. Clinch was awarded “Most Innovative Use of GenAI” by Business Intelligence Group; locked in new deals to support omnichannel ad serving + DCO (dynamic creative optimization) with Kroger’s 84.51, and Tesco; and contributed to several retail-media-network-focused IAB initiatives, such as Buyers Guide to RMN, and RMN’s guide to shoppable CTV. Etzioni also built a framework for retail media networks to enable truly seamless, largely automated, omnichannel campaign activation that also enriches and amplifies their first-party audiences at massive scale.

The next big trend in retail media is: Seamless connectivity.

The most exciting opportunity in retail media is: The way it has shaped the advertising ecosystem.

The future of retail media is: Speed and scale unlike ever before, driven by data.

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Retail Media Awards

EDWIN FU LAUREN FLEISCHER Vice President, Growth Marketing, ELC Online Estee Lauder Cos. Lauren Fleischer was named to her current post just more than a year ago. Since then, she has enhanced the retail media capabilities at Estee Lauder Cos. by recruiting a team of retail media professionals. She also in-housed key areas of North American retail media execution, achieving double-digit ROAS growth and substantial sales impact. She led the company’s digital-first partnerships with retailers and negotiated key joint business plans, resulting in advanced measurement capabilities and improved ROI, and spearheaded a turnaround effort for a valued retail partner, driving more than 10% growth in online sales through collaboration with the retailer’s emerging media network. She says the ELC Online’s digital growth marketing team is embedded within its regions that collaborate closely with its brands to optimize their retail media investment. This group has been instrumental in accelerating Estee Lauder Cos. retail media acumen in several areas, she notes, from refining media execution and measurement to establishing strategic partnerships with its valued retail partners. The team’s focus has been not only to enhance ELC’s presence, but also to set the bar for performance and collaboration in the beauty industry’s emerging retail media landscape.

The next big trend in retail media is: Embracing automation to dynamically target consumers, personalize messaging, automate reporting and reduce workload for retailers and advertisers.

The most exciting opportunity in retail media is: The opportunity to transform the reputation of retail marketing, from being perceived as an afterthought to becoming a powerful, measurable marketing channel.

The future of retail media is: Measurable, scalable and prepared for a cookiefree world.

SHANNON HARTMANN Group Director, Activation and Market Planning Kroger Precision Marketing/84.51 Serving as director of programmatic buying since early 2022 and assuming her current post in April, Shannon Hartman has led Kroger Precision Marketing’s media-buying in-housing initiative that achieved significant enhancements in both display iROAS and aROAS, leading to notable increases in sales lift. This success highlights her team’s proficiency in optimizing ad performance and prioritizing meaningful ad experiences for Kroger shoppers. She had also spearheaded innovative strategies that led to a significant increase in iROAS and household penetration rates on a specific social media platform, showcasing adeptness in leveraging platform dynamics to expand reach and drive returns, which underscores proficiency in maximizing the unique characteristics of social media audiences for effective growth. She says she and her team achieved notable success by driving long-term sales growth and enhancing shopper value while effectively managing industry media benchmarks. Following KPM’s in-housing transition, significant improvements were observed in key metrics including increased click-through rates, enhanced viewability, 16 l July/Aug 2024

Founder and CEO Placements.io Edwin Fu founded Placements.io, a modern revenue management platform for sellers of digital advertising, more than 11 years ago. He points to several of the company’s efforts over the past year, including Storefront, its white-labeled, self-service portal that clients can use to expand advertising sales to small- and medium-sized buyers. Another is the addition of a new product, code-named “Campfire.” Fu and his team reverseengineered its order management system and developed a tool for marketers to streamline the planning, buying and activation of omnichannel advertising. Campfire empowers brands to in-house media buying and boosts productivity and profitability for agencies as well. Fu is also very optimistic about the introduction of AI across its platform. The company is deploying AI capabilities to drive automation and more quickly provide insights. He says AI is a large focus, and customers will be seeing more on that front this year. Fu is also working on unlocking scale and revenue as retailers are tasked with spinning up media businesses quickly. Empowering those retailers to set the operational foundations that unlock efficiencies, support best practices and power sales performance helps them more quickly and confidently scale and recognize their revenue potential.

The next big trend in retail media is: Scaling.

The most exciting opportunity in retail media is: Attribution from real customer sales.

The future of retail media is: The third wave of advertising and scale.

higher engagement rates and a rise in the volume of managed campaigns.

Hartmann also oversaw the efforts to implement best practices and industry standards to achieve retail media-buying success, such as rigorous data analysis leveraging advanced analytics tools; optimized budget allocation; negotiating strategic partnerships; and proactive optimization with continuous monitoring and adjustment of campaign performance that ensured maximum exposure and engagement. As a result, KPM has achieved more efficient allocation of advertising budgets, eliminating waste and redirecting resources to channels and placements that yield tangible results.

The next big trend in retail media is: A serious focus on sustainability.

The most exciting opportunity in retail media is: AI. Leveraging AI in media buying enables insights.

The future of retail media is: Accountable. Vanity metrics are going extinct.

EVAN HOVORKA Vice President of Product and Innovation Albertsons Media Collective Evan Hovorka joined Albertsons Cos. in October 2021 as head of products and innovation and charged with building and scaling a modern retail media product suite. In his current post since March 2023, he has since launched a first-to-market, closed-loop measurement in a cleanroom, with Pinterest and Liveramp driving incremental results. He also launched a first-to-market CTV capability with NBCu, Google DV360, PAIR ID and Liveramp to unlock retail-media-network-specific capabilities to improve brand CTV campaign scale and performance, and launched a self-serve product allowing brands to leverage more flexible access to retail media network assets, like audiences and closed-loop measurement. Hovorka also launched and recorded two seasons of The Garage Podcast, a retail media podcast inspired by a collaboration and innovation mindset with the intent of simplifying the sometimes-complex retail media ecosystem. Guests include leaders from Pinterest, Google, Criteo, NBCu/Freewheel, Fetch, the CPG Guys and Kargo. Through collaborative partnerships and a passion to improve the retail media network ecosystem, Hovorka has also been able to reshape products with top ad-tech companies in a way that removes friction for brands, improves transparency, pushes standardization and expands the

full potential of the industry. Specifically, he created cleanroom, identity, social media transparency and merchant/RMN solutions that continue to lead the industry.

The next big trend in retail media is: The ultimate goal of retail media is supporting CPGs with the full power of a major retailer. This extends far beyond media and integrates merchandising, price and promotions, in store, standardization and flexible service models. There has been a shift of RMNs to be fully integrated and progressive in partnerships and products.

The most exciting opportunity in retail media is: Each CPG brand is unique and demands flexible RMN solutions that create minimal friction for their in-house teams, agencies and shopper marketing teams. The Collective wants to play a role in every media channel a CPG plays in, bringing more value to be gained for all parties through consistent insights, audiences or measurement.

The future of retail media is: The retail media industry has a ceiling, but progressive retailers that co-design a full spectrum of services, insights and activations can break through that ceiling, unlocking even more mutually beneficial value with the CPG brands and agencies they partner with.

MATTHEW LEE

CASSIE MABE

Co-Founder, Chief Growth Officer, Threefold (SMG)

E-Commerce Director The Fresh Market

As co-founder and chief growth officer of the entire SMG agency network, Matthew Lee has been focused on growing and maintaining its diverse portfolio of retail media network partners. He helped beat aggressive growth expectations for U.K. grocery retailer Morrisons during its first year with a Threefold-powered retail media network, and also helped relaunch top convenience retailer Co-op’s retail media proposition as Co-op Media Network. Lee’s efforts also helped to win and transition Asda (top 5 U.K. grocer) to a Threefold-powered retail media network, which involved onboarding experts and Plan-Apps, Threefold’s proprietary retail media operating system that powers all of its retailer partners’ networks. Asda marked his 10th sell-side partnership win since founding the SMG agency network more than 15 years ago. He further led the team in North America to expand SMG to the continent under the Threefold brand, regularly attending major retail events and meeting with major retailers in the U.S. and Canada to discuss how Threefold can build or strengthen their retail media strategies. By transitioning Asda to a Threefold model, onboarding Plan-Apps and strengthening its brand identity under the newly minted LS Eleven Media Services name, it has set one of the largest grocery retailers in the U.K. on a path toward significant and sustainable retail media growth. Asda will now offer targeted, customer-centric, creative and measurable omnichannel campaigns that help brands reach the right audience through the right touchpoints, whether in-store, online, TV, social and other digital channels.

Cassie Mabe launched the U.S.’s first-ever Shoppable Video-Live Commerce Retail Media Network for The Fresh Market this past year, recognizing the potential of leveraging short- and long-form shoppable video livestreams to create a virtual shopping experience that closely replicates the in-store sensory experience. This approach has enabled The Fresh Market to actively engage with e-commerce grocery enthusiasts and consumers, fostering a compelling and inspiring customer journey while yielding results that included more than $10 million in livestream attributable revenue through December 2023, $800,000 in committed retail media network revenue in 2023, and more than $1 million in retail media network revenue already secured for 2024. This amounted to securing 63 contracted brand sponsorship packages in 2023 and an additional 55 for 2024. By introducing this first-of-its-kind retail media network to the market, Mabe has positioned The Fresh Market as a thought leader in the retail tech space. The company has enabled a fully integrated customer experience that seamlessly bridges the gap between the immersive in-store shopping journey and the online realm, and her leadership role in the shoppable livestream video program has garnered industry-wide recognition.

The next big trend in retail media is: Video.

The most exciting opportunity in retail media is: AI for enhanced targeting and ad relevance.

The future of retail media is: In stores (phygital retail).

The next big trend in retail media is: Greater data collaboration partnerships.

The most exciting opportunity in retail media is: The store.

The future of retail media is: Omnichannel: In-store, online and offsite.

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Retail Media Awards KATIE MCBRIEN ANNE MARTIN Director, Shopper Marketing Mondelez International A more than eight-year veteran of Mondelez International, Anne Martin assumed her current role in April 2022. She points to her work on an OreoCodes test-and-learn program that leveraged proprietary image recognition technology as a key initiative in the past year. She and her team worked in partnership with Albertsons Media Collective tools and assets to drive the program, which has been highly successful and, to date, has garnered 70 industry awards. The technology has since been repurposed to create other meaningful tech-forward programming, including a belVita program at Target in partnership with Roundel. Martin is continuously testing and learning new capabilities. An alpha test with Albertsons Media Collective and Pinterest on a Mondelez clean room test proved to be very informative and encouraged thinking of new ways to partner with third parties and retail media networks. Martin is a member of the Albertsons Media Collective Client Council, which affords her the opportunity to provide feedback of upcoming capabilities and a willingness to run testand-learns. She reviews capabilities not just from a Mondelez perspective but also in the industry and compared to other retail media networks.

The next big trend in retail media is: Measurement consistencies implemented.

The most exciting opportunity in retail media is: Integration with an in-store/full omnichannel experience.

The future of retail media is: Advanced targeting and personalization driven by AI.

ELIZABETH MARSTEN Vice President, Innovation & Growth, Commerce Media Tinuiti Elizabeth Marsten joined Tinuiti in 2019, serving the marketplace strategic services team. She assumed her current post in early 2023 and is a regular contributor to Adweek, with almost 20 published pieces that delve into retail media trends, tactics and traps. Her most recent article is on the change in search, explaining that the industry is moving into the discovery phase of the funnel, not just a list of links to dig deeper into. Her argument is that search is getting broader and results are getting more detailed, but fewer, and involving more features like video, lists, basket-building recommendations and augmented reality-type pop outs. But it all still sits in a search results page. Another topic focuses on the opportunity that Amazon and other retailers have for non-endemic advertisers in sectors of business that are not e-commerce.

Marsten believes that first-party data collected by these retailers over the last few decades can change the business-to-consumer-lead generation space for marketing in a very disruptive, but positive way. She continues to push the status quo, challenging retailers and brands to prepare and take advantage of a fast-paced and still maturing industry. Marsten says it’s important to ask questions and provide context because if one retailer or 18 l July/Aug 2024

Senior Vice President, Commerce Spark Foundry WW As the senior vice president of commerce since April, Katie McBrien is an advocate for creating new processes to be able to deliver work at the highest level of efficiency. She is driving conversations across clients to bring planning to a higher holistic level, bringing shopper and traditional media teams together. She has led the Shelf Intelligent Media vision, strategy and implementation across several large CPG clients, which is inclusive of leveraging Profitero digital shelf technology paired with retail media network media automations both on and offsite to deliver the future of retail media performance. McBrien has also led innovation in the alcoholic beverage space, including its first-ever Retailer Media Prioritization Tool and innovation in media with BevAlc delivery partners.

Her work on retail media network audience integrations through Walmart Luminate, Kroger Stratum and Amazon Marketing Cloud with national media has delivered increased performance, de-duplication of campaigns and efficiencies. McBrien has been a leader in the commerce industry for a decade with a full complement of agency and client side roles in shopper, e-commerce and now retail media. Most recently, she is leading large CPG clients into modern holistic commerce marketing, investment and optimization in her current role.

The next big trend in retail media is: Data transparency – pushing retailers to be more transparent with the data they share. As the company strives toward a holistic planning model across many of its teams, there is a need to be able to truly understand who it is reaching and where.

The most exciting opportunity in retail media is: Integration of retail data through clean rooms. By integrating advertiser first-party and retail media data into a single clean room, the team will be able to more efficiently and effectively reach audiences that are most likely to convert while managing overlap and duplication.

The future of retail media is: Incrementality. Having a true understanding of the incrementality its media is driving is at the center of many of McBrien’s conversations.

platform has a feature or different measurement standard that the other doesn’t and there isn’t a general understanding of what that means or how the teams can compensate, catch up or challenge, we won’t move forward as an industry.

The next big trend in retail media is: Non-endemic advertising self-service. ... Making the vast amounts of data that Amazon has, across so many properties and over years of collection, self-service allows these service-based businesses access to a completely new way of lead and awareness generation.

The most exciting opportunity in retail media is: Gen Alpha and in-store shopping experiences with massive potential. Gen Alpha’s buying power is already unprecedented, and they are shaping the way we will shop in the future since they are overly comfortable with screen experiences, mobile access and internet access. And they are growing up with AI. The future of retail media is: Search. Even with all our enhancements in more screens, interactive experiences, QR codes and AI, we, as humans, still have a basic need to search. ... We need that search bar, wherever it is.

CHRIS RIEGEL CEO/Founder of Stratacache PRN, a Stratacache company

ROBIN NEUFELD Director of Marketing Loblaw Cos. Limited Robin Neufeld helped to launch a consolidated retail media network at Loblaw that merged retail insights, loyalty and media into a unified suite for partners. She also led the go-to-market planning and launch of a number of media product solutions, including the launch of its national in-store screens network, and grocery audio ad network this past year. She partnered with the Path to Purchase Institute to bring the Retail Media Summit to Canada and supported the advent of the first-ever Mars Agency Retail Media Report card.

Neufeld is also working to elevate the profile of retail media in the Canadian media industry, helping to shift it from an emerging space to the mainstream in media and marketing circles, and focused on helping marketers and media agencies navigate the fast-evolving retail media space with educational content and industry activities.

The next big trend in retail media is: Supercharged video. Connected TV viewing is on the rise, which is exciting for marketers since video is a trusted format for effective brand storytelling. Coupling video with the purchase-based audience targeting available from retail media networks presents the opportunity to make it even more effective by better connecting brands’ messages with the most receptive consumers.

The most exciting opportunity in retail media is: Its potential to reinvent brand marketing.

The future of retail media is: Omnichannel + incremental (impact). Investments in retail media have skewed toward low-funnel digital tactics like sponsored products. However, with the broad range of media channels and formats available from omnichannel retail media networks like Advance powered by Loblaw, brands can now build marketing campaigns that connect with customers in meaningful moments both online and in-store across all stages of the path to purchase.

For the potential of retail media to be realized, we as an industry must not only make it easier to build 360-degree campaigns that come to life consistently throughout the omnichannel purchase journey, but also make it possible to measure the full, true impact of these multi-touch omnichannel campaigns.

Chris Riegel has served as PRN’s CEO for more than 25 years. He says the past year has produced dozens of new in-store retail media projects in the U.K., Europe, U.S. and Canada. Many of the company’s largest retail customers are in the test-and-learn phase of in-store retail media, determining which areas of their store can be activated with in-store media, defining and refining the content and monetization strategy, and moving into large-scale rollout. And to Riegel, the most exciting projects are those in which retailers have already scaled their in-store retail media network capabilities and are leveraging their existing networks as a critical component of retail media network revenue growth, using their data and AI to deliver personalized shopper messaging at scale. Riegel’s efforts in driving focus to instore and streaming as onsite and mobile retail media networks have matured has been impactful. Retail media networks leverage in-store data, paired with smart digital displays, which unlock the media power of the in-store audience across all channels, including connected TV, which is the fastest-growing major ad channel in the U.S. The next big trend in retail media is: Sensors for direct attribution. Using advanced sensors, the company creates session ID’s for all shopper pathing, which can be tied back to loyalty or transaction data at the register. This gives retailers the power to build audiences based on in-store shopping behavior and present compelling offers to encourage immediate online conversion or for use during the customer’s next in-store visit.

The most exciting opportunity in retail media is: Fully connecting media to a proven customer action by tracking impressions, engagement, conversion and sale.

The future of retail media is: Sentient stores that provide a consumer shopping experience in a physical retail store where advanced sensors receive real-time dynamic data signals and AI provides real-time and predictive knowledge of the store, the inventory, the shopper and the journey. This allows in-store media to be localized and personalized and delivers full-funnel attribution. Tracking a store like a website opens up an ability to radically improve the shopping experience for shoppers, while increasing product and category activation. This “unlocks” the retail media network capabilities of the physical store.

MELISSA SALAS Director of Marketing ShopPremiumOutlets.com (a Simon Malls company) Melissa Salas heads up the marketing efforts for ShopPremiumOutlets.com (SPO). This past year, Simon Malls doubled its performance-based partnerships, including top-performing influencer marketing networks, thereby expanding its reach through brand advocates of SPO. This strategy not only enhances brand advocacy but also drives sales through trusted voices.

Her team also developed and launched its “Be You With Us” brand and customer influencer program and platform, where customers can join and share their favorite products on the SPO and get paid for their influence. The initiative fosters a sense of community and loyalty among its customer base while also driving user-generated content and engagement. Salas also led efforts to introduce its AI shopping assistant to help shoppers find anything they want, along with a photo search feature where users can upload any photo and the company will match the “look” as well as its color search feature for those seeking something very specific. It has partnered with BNPL (Buy Now, Pay Later) providers Klarna and Afterpay, and has added Catch to a growing list of payment options for shoppers. All these key projects have been incorporated into the company’s marketing strategies and media execution.

The next big trend in retail media is: Social commerce.

The most exciting opportunity in retail media is: AI shopping.

The future of retail media is: Voice commerce.

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Retail Media Awards MEGAN SANTELLA Director, Retail Media Operations RedMedia (a Hy-Vee company) Megan Santella has spent her entire career at Hy-Vee in a variety of roles. Over the past year, she was instrumental in building and designing the retailer’s new retail media network, RedMedia. One of her most significant accomplishments involved developing a cross-functional endto-end workflow process that centralized and operationalized all data, assets and brand accounts for its internal teams. She also helped develop the retailer’s monetization and go-to-market strategies as it introduced RedMedia to the marketplace in the fall of 2023. She was named to her current post in December. As the team continued to advance RedMedia’s capabilities, Santella has worked closely with the retailer’s technology teams, as well as third-party partners, to develop and operationalize its diverse full-funnel media offerings such as sponsored product advertising with Prodx, offsite and onsite media options, and in-store advertising

OLIVER SHAYER Omni-Media Director Boots Since joining Boots Media Group (BMG) three years ago, Oliver Shayer has played a pivotal role in its creation and growth, leveraging the extensive first-party data from Boots’ loyalty program. Recently, he worked to implement a digital infrastructure, with rapid deployment of digital screens and audio systems across Boots stores that dramatically enhanced the in-store customer and advertising experience. The introduction and launch of “Audience360,” an innovative digital tool that enables suppliers to utilize first-party data across various platforms with comprehensive measurement, marked a significant advancement in targeted advertising and ROI assessment. Shayer also points to the expansion of strategic media partnerships with major media entities like ITV, Channel 4 and Sky, which integrated Boots data with broadcaster video on demand inventory, significantly expanding advertising opportunities for suppliers. Also, over the past year, BMG managed collaborations with more than 650 brands across more than 5,000 campaigns. Shayer’s support for the creation and implementation of the ISBA Retail Media Framework has impacted the retail media landscape by advocating for standardization within the U.K.’s retail media industry and setting benchmarks for consistency and reliability. His efforts in forging strong partnerships with a range of the largest suppliers in the beauty, health and general merchandise categories have been crucial. These relationships have created a network of trust, support and shared goals, which have not only enhanced BMG’s strategic positioning but have also played a pivotal role in the success and evolution of retail media by enriching the collaborative ecosystem.

The next big trend in retail media is: Advanced analytics for retail media using AI. The most exciting opportunity in retail media is: Seamless omnichannel experiences.

The future of retail media is: Deeper collaboration with the brand partners.

20 l July/Aug 2024

through options like in-store audio and digital video boards. She believes her strength in building strong and lasting relationships with brand partners has been highly impactful this past year. As a retail media network, the entire operating model is centered around the organization’s brand partners and their needs. At RedMedia, the team serves as its brand partners’ advocate and advisor, working together to maximize their marketing dollars with strategic placement and messaging that will resonate with targeted consumer groups.

The next big trend in retail media is: AI, as well as cost-perconversion modeling.

The most exciting opportunity in retail media is: The continued evolution of closed-loop reporting.

The future of retail media is: Evolving, exciting and all about data.

MK WOLTZ Director, Media Connections Danone North America Over the past year, MK Woltz has led new ways of working across Danone North America’s marketing and sales teams to integrate its retail media approach, which resulted in developing comprehensive joint business plans with leading customers to create additional value for the company. She also led and executed two first-to-market retail media betas for TikTok and Premium CTV that delivered increased sales and household penetration for the company’s brands. Woltz has played a pivotal role in integrating retailer media into Danone North America’s overall marketing strategy. By emphasizing the importance of retail media, she has unlocked execution opportunities and helped the organization understand the power of national media in harmony with retailer media. As a thought leader, she not only trained the entire sales organization but also educated brand marketers on the significance of retail media and how to use the platform for maximum impact. She developed training to upskill the shopper marketing team to better understand media principles, and her efforts have empowered the team to leverage retail media effectively and increase support year over year.

The next big trend in retail media is: Digital expansion in physical stores.

The most exciting opportunity in retail media is: Data, insights and measuring the impact.

The future of retail media is: Continued focus on video in and out of stores.

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SHOPPER LOYALTY PERCEPTIONS Our proprietary research examines what is currently driving shopper loyalty and how brands and retailers can adapt to attract and retain consumers as loyal, long-term clients.

BY J EN NY REB HOLZ

I

n the ever-evolving retail landscape, brands and retailers continuously strive to achieve shopper loyalty. Long-term, repeat clients are the goal of any business; however, CPG brands and retailers need to harness shoppers’ purchasing power consistently, week after week and month after month.

Across categories, consumers are continuously bombarded with product options. Does loyalty play a role as they narrow choices and make purchasing decisions?

A March 2024 survey of 1,005 shoppers, conducted by the Path to Purchase Institute in collaboration with CVS Media Exchange, provides insights into

22 l July/Aug 2024

shopping behavior, specifically focusing on loyalty program participation and program value drivers.

The qualified respondents indicated in-store or online shopping at least once a month in the apparel, department store, drug/health/beauty, outdoor/sports/leisure, homewares/furnishings or online-only retailer categories.

So, what is currently driving shopper loyalty and how can brands and retailers adapt to attract and retain consumers as loyal, long-term clients?

SHOPPING BEHAVIORS In-Store/Online Shopping, by Store Type (In a typical month)

SHOPPING BEHAVIORS Both in-store and In-Store/Online online Shopping, by Store Type

In-store Online or using mobile app Shopping Behaviors As brands and retailers evaluate the CPG retail Drug 77% experience and the effectiveness of loyalty Grocery 75% of current shopping programs, a general overview behavior helps lay the groundwork for decisionMass/big box 58% making.

Starting with shopping frequency, 7-inOutdoor/sports & leisure 58% 10 (or more) consumers say they most often shop in Homewares/furnishings the grocery, mass/big57% box, online-only and Department stores drug categories.

They shop 55%these categories at least once a month, with 24%-53% across these Apparel 53% categories referencing one, two or multiple times Health & beauty 53% per week.

When analyzing opportunities to connect with P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024 customers in physical retail, three-quarters of respondents report shopping the drug and grocery categories in-store. Furthermore, across other consumable categories, 50%-60% shop in-store.

(In a typical month)

9% 13%

In-store

Online or using mobile app

11% 14% 28%

14%

Both in-store and online

Drug

77%

9% 13% 11% 14%

18%

24%

Grocery

75%

21%

28%

Mass/big box

58%

14%

Outdoor/sports & leisure

58%

18%

24%

Homewares/furnishings

23%

24%

57%

21%

23%

21%

Department stores

55%

21%

23%

Apparel

53%

23%

24%

Health & beauty

53%

21%

26%

23%

23%

21%

26%

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

Factors Influencing Retailer/Brand Choice Has no impact on where I shop

Has a minimal impact on where I shop

Very impactful on where I shop

Convenience Selection of products/brands available

14%

8%

14%

11%

Overall value offered by the retailer or brand

15%

Overall shopping experience

17%

My perceptions of the brand or retailer itself The retailer or brand’s loyalty program Sustainability and charitable initiatives

Somewhat impactful on where I shop

Factors Influencing Retailer/Brand C

Extremely impactful on where I shop

Has no impact on where I shop

23%

37%

18%

36%

21%

14%

8%

Selection of products/brands available

14% 30%

11%

22% 13%

36%

11%

21%10%

34%

19%12%

27% 9%

11%

34%

27%

12%

23%

Overall shopping experience

How can brands and retailers impact shopping behavior? The 2024 respondents cite convenience, product selection and overall value as the most influential factors when selecting brands and retailers. Looking closer at loyalty programs, just over half of the consumers surveyed rated these factors as very to extremely impactful when they think about the retailers and brands they choose to shop either in-store or online. More than half of survey takers also indicated a brand or retailer’s loyalty program is at least somewhat impactful on where they choose to shop. These programs have a similar effect on retailer/brand choice across generations and income levels; however, selection

Some

Extremely impactful on whe

Convenience

19%

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

17%

22%

Overall value offered by the retailer or brand

28%

Has a minimal impact on where I shop

Very impactful on where I shop

15%

22%

30%

27%

15%27% 17%

24% 19%

My perceptions of the brand or retailer itself

26%

The retailer or brand’s loyalty program

23%

Sustainability and charitable initiatives

28%

23% 19%

37%

15% 16%

30% 6% 27%

22% 26%

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024 of products, value and the overall shopping experience seem to be especially important factors to Baby Boomers compared to other generations.

Loyalty Program Participation Nearly 4-in-5 shoppers said they participate in at least one loyalty program.

Of the respondents who do not participate, 25% identified a lack of perceived value as the reason. That perception is greater among men (32%) than among women (19%).

Interestingly, among those who do not participate in a loyalty program, Gen Z shoppers, when compared to other generations, were more likely to say they don’t have a membership because they use someone else’s. These younger shoppers are taking advantage of the shopping perks, but not enrolling in personal memberships. How can the programs be restructured, or what can brands and retailers do to incentivize these shoppers?

P2PI.com

SPECIAL REPORT

LOYALTY PROGRAM PARTICIPATION Do you participate in any brand/ retailer loyalty programs?

Reasons For Not Participating 35%

25%

No 22%

23%

20%

10%

Yes 78% I don’t think loyalty programs offer a lot of value.

I don’t shop enough at any stores to make it worthwhile.

It seems like a hassle.

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

I don’t like sharing my personal information with retailers/brands.

I use someone else’s loyalty program membership when I shop.

Motivation to Participate in Loyalty Programs Rank 1

Rank 2

Rank 3

13% Loyalty Program Participation

11%

Access to discounts, promotions and coupons

9% Number of Memberships

Earning rewards for everyday or regular purchases 7% 9% 11% Grocery 1 program 51% Rewards do not expire 8% 9% 10% Drug 42% 2 programs Free standard shipping 9% 9% 8% Mass/big box 38% Rewards can be used when and where I want 7% 7% 9% 3 programs QSR/fast food 34% Earning rewards for more expensive 7% 6% 8% purchases that I don’t make as often Online-only retailers 33% 4 programs Birthday rewards 7% 7% 6% Department stores 24% Special member-only privileges/perks 6% 5 programs 6% 6% Hotels 19% Free same-day and/or expedited shipping 6% 6% 6% Apparel 17% 6 programs 6% Personalized promotions/deals 5% 5% 6% Airlines 17% Recognition of my loyalty with status 7 programs 3% 4% 4% 4% Health & beauty 15% Ability to view my purchase history 4% 5% 3% Travel aggregators 8 programs 2% 12% Personalized shopping experience based on 2% 3% 3% preferences/previous purchases Outdoor/sports & leisure 9% 9+ programs 6% Dedicated customer service line 3% 3% 3% Homewares/furnishings 7% Ability to set up automatic, recurring purchases 2% 2% 3%

14% 21% 21% 16% 10%

Q. Which of the following loyalty programs are you Q. How many retailer or brand loyalty Q. In general, what motivates to join and participate in a retailer or brand loyalty program? a member of today?

(Grouped byyou category) programs would you estimate you are a Select up to three items from the list. member of today, in total?

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024 P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

Modes of Loyalty Program Participation 56%

Have a free account, to use online or in-store

48%

Receive promotional emails, SMS/texts or direct mail 24 l July/Aug 2024 Pay for a premium membership

31%

Monthly Spend on Premium Loyalty Memberships <$10/month

$10-$15/month

$16-$25/month

$26-$40/month

$41-$50/month

$51+/month

How Loyalty Programs Fuel Retail Media’s Future

BY PAMELA YOUNG

L

oyalty programs are the lifeblood of retail media networks (RMNs), providing valuable shopper data that enables deep personalization and customization.

At CVS Media Exchange (CMX), the RMN of CVS Pharmacy — the largest retail pharmacy chain and home to ExtraCare, a longstanding leader in customer loyalty programs — we wanted to delve deeper into what drives engagement in them. Partnering with the Path to Purchase Institute, we surveyed 1,000plus shoppers across various industries to uncover the factors that strengthen first-party data derived from loyalty programs, which can fuel RMNs. Our goal was to understand the factors that attract and retain consumers in a loyalty program and utilize those insights to improve solutions for our partners.

Here are five key insights from the study, along with their implications for RMNs: INSIGHT #1: Essential purchases drive loyalty program participation.

Seventy percent of shoppers buy groceries, drugstore products and online-exclusive items monthly, and these categories have the highest loyalty participation.

• RMN takeaway: Frequent purchases provide a wealth of granular data. By understanding how shoppers react to pricing, promotions, out-of-stocks and new products, RMNs can tailor campaigns to resonate with consumers, improving their shopping experience with relevant deals and rewards. This data also allows RMNs to understand shoppers’ baskets and predict future needs, driving category and brand discovery with hyper-relevant communications.

INSIGHT #2: Rising prices on everyday items make rewards crucial. Access to discounts, promotions and cou-

pons a consumer can use today are the top drivers of loyalty program participation.

• RMN takeaway: Retail media campaigns deliver cost-saving choices and timely messaging to price-conscious consumers. Leveraging first-party data, advertisers can personalize offers in real-time, using solutions like dynamic creative optimization or inapp deals.

INSIGHT #3: Convenience and accessibility matter. Seventy-five percent of shoppers prefer in-store shopping for everyday items, often buying across categories. However, for two-thirds of shoppers who recognize the ease of online shopping, flexibility in reward redemption is critical.

• RMN takeaway: Leveraging loyalty data, RMNs act as omnichannel publishers, targeting shoppers across their entire journey and identifying conversion points for future campaigns. This is achieved through closed-loop reporting, providing advertisers precise measurement — where did they purchase — and attribution of purchases to campaigns.

INSIGHT #4: Grocery and drug categories have longstanding loyalty program members. Nearly half of shoppers in these categories express interest in personalized promotional offers.

• RMN takeaway: Personalization and simplicity drive rewarding experiences at scale. Using internal data, RMNs can tailor offerings to individual preferences, fostering long-term customer loyalty. CVS, with its 25-plus-year ExtraCare program, recognizes this value, but also understands the need to evolve and attract new shoppers with our updated loyalty program launched earlier this year.

INSIGHT #5: Generational differences impact loyalty preferences.

Gen Z values personalized recommendations, instant gratification and exclusive access, while older generations prioritize consistent savings over time.

• RMN takeaway: Loyalty programs must evolve and offer rewards that appeal to all demographics. RMNs should analyze data, including generational differences in partnership with their internal loyalty marketing peers, to understand how these factors impact program enrollment and engagement. This is crucial for maintaining the strength and accuracy of an RMN’s data fidelity and overall solutions.

PARTING THOUGHT: Data quality is the foundation of an RMN’s power.

Questioning the source and strength of data used by RMN partners is crucial.

Loyalty programs with engaged participants who shop across multiple categories provide invaluable insights into consumer behavior, serving as a guiding light for understanding consumer preferences and driving effective marketing strategies. This can inform personalized content strategy from simple direct mail pieces to sophisticated programmatic digital campaigns.

By understanding and acting on these insights, RMNs can strengthen their loyalty programs, enhance consumer value, and improve their ability to serve advertising partners effectively.

About the Author Pamela Young is head of sales at CVS Media Exchange.

Prior to joining CVS, she served on the founding sales team of Firework, a video commerce solution.

P2PI.com

It seems like a hassle.

I don’t think loyalty programs offer a lot of value.

I don’t shop enough at any stores to make it worthwhile.

I don’t like sharing my personal information with retailers/brands.

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

I use someone else’s loyalty program membership when I shop.

SPECIAL REPORT

Motivation to Participate in Loyalty Programs Rank 1

Access to discounts, promotions and coupons

Rank 2

Rank 3

Grocery

10%

Drug Free standard shipping

8%

Mass/big box when and where I want Rewards can be used

9%

Earning rewards for more expensive QSR/fast food purchases that I don’t make as often Online-only retailers Birthday rewards

8%

34%

6%

33%

Number7%of Memberships

9% 51% 9%

Rewards do not expire

9%

11%

13%

Loyalty Program Participation 11%

Earning rewards for everyday or regular purchases

1 program

42% 9% 38%

9%

7%

7% 7%

7%4 programs

Department Specialstores member-only privileges/perks 24% 6%

6%

6%

Hotels Free same-day and/or expedited shipping 19%

6%

6%

6%

Apparel Personalized promotions/deals 17%

6%

5%

4% 3%

5%

Personalized shopping experience Travel aggregators 12%based on preferences/previous purchases Outdoor/sports &Dedicated leisure customer 9% service line

3%

3%

2%

3%

3%

3%

Homewares/furnishings Ability to set up automatic, recurring purchases 7%

2% 2% 3%

5% 3%

4%

21%

3 programs

7%

Airlines of my loyalty with17% Recognition status

21%

2 programs

6%

HealthAbility & beauty to view my purchase history 15%

14%

8%

4%

16% 10%

5 programs

6%

6 programs

4%

7 programs

2%

8 programs

6%

9+ programs

Q. Which of the following loyalty are you Q. How manyprogram? retailer or brand loyalty In general, what motivates youprograms to join and participate in a retailer or brand loyalty a member ofthree today?

(Grouped category) programs would you estimate you are a Select up to items fromby the list. member of today, in total?

P2PI/CMX “Shopper “Shopper Loyalty Loyalty Perceptions” Perceptions” Study, Study, April April 2024 2024 P2PI/CMX

Modes of Loyalty Program Participation Examining the consumer threshold for loyalty programs, on average, respondents noted participation in four programs. The highest self-reported Have a free account, to use online or in-store 56% participation occurs in the grocery, drug and mass/big-box categories. From promotional emails, SMS/texts or direct aReceive generational perspective, Gen Xers andmail Baby Boomers we spoke48% to made up a larger proportion of the loyalty members in the grocery, drug and hotel Pay for a premium membership 31% categories. Meanwhile, Gen Zers and Millennials made up a good portion of Have a retailer or brand-specific credit card 29% the loyalty members in categories, including quick-service fast food, apparel, P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024 and health and beauty.

There are several influential factors for brands and retailers to explore when strategizing how to motivate shopper participation.

Access to lower 2 l July/Aug 2024 SHOPPER LOYALTY PERCEPTIONS - CMX prices, the ability to be rewarded for everyday purchases, rewards that do not expire, and free standard shipping top the list of motivators. Delving into the mindset of younger shoppers, Gen Z respondents are significantly more motivated by birthday rewards. Furthermore, Gen Z and Millennials also over-index for saying the ability to view purchase history is a motivator to join a program.

In the debate over free or paid memberships, respondents report most often participating in free loyalty programs or receiving promotional messages from the retailer or brand. On the other hand, nearly one-third of shoppers pay to participate in one or more premium programs.

Monthly Spend on Premium Loyalty Memberships <$10/month

$10-$15/month

$16-$25/month

$26-$40/month

$41-$50/month

$51+/month

16%

12%

12%

$36/month on average

12% 15% Q. How much would you estimate you pay per month for the premium loyalty program(s) you are a member of? [Open ended] P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

26 l July/Aug 2024

33%

CVS ExtraCare® powers CMX.™ CMX powers brand growth.

The purchasing behavior of 74M+ loyal ExtraCare® members provides deep insight into their individual needs. That’s how we can deliver your brand’s personalized message and keep you top of mind, from consideration to the moment of purchase.

Unlock your next opportunity at CVSMediaExchange.com

#

74M+ ExtraCare members *

®

5M+

daily visits in store *

139M+ monthly visits to CVS.com® *

7 Retail Media Network

Insider Intelligence U.S. CPG Retail Media Networks Perceptions Benchmark 2023.

Advertiser perceptions out of 14 major U.S. CPG RMNs.

*CVS Internal Data 2023.

The Power of the Everyday Purchase™

Personalized shopping experience based on preferences/previous purchases Dedicated customer service line Ability to set up automatic, recurring purchases

SPECIAL REPORT

3%

3%

2%

3%

3%

3%

2% 2% 3%

Q. In general, what motivates you to join and participate in a retailer or brand lo Select up to three items from the list.

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

The average monthly spend for premium loyalty program participants is $36 per month.

And while young shoppers report lower levels of engagement, when it comes to paid premiums, Gen Z, Millennial and Gen X shoppers spend approximately $40-plus per month. Baby Boomers report paying significantly less ($19 per month).

As brands and retailers navigate the differing generational participation and paid premium levels, they have a variety of ways to successfully engage with program members. According to the survey, respondents review membership details via multiple touchpoints, including retailer or brand websites (35%), emails (34%), on receipts for purchases (27%) or via text/SMS messages (26%). However, engagement via a mobile app tops the list at 57%. Furthermore, younger Gen Z and Millennial shoppers are more likely to engage with the mobile app and text/SMS messaging.

Loyalty Program Value Drivers The success of a loyalty program is based on attraction, retention and action. Are you able to acquire new members, maintain their membership and encourage consistent purchasing behavior?

What loyalty features and offers does your program leverage? Understanding current value drivers may reinforce your program perks or help you make needed adjustments.

Based on the survey, two-thirds of shoppers say it is important that loyalty programs offer reward redemption flexibility and have rewards that do not expire. In addition, respondents greatly value rewards on everyday purchases, access to lower prices and free standard shipping. As referenced earlier, younger shoppers are interested in additional perks beyond earning and redeeming rewards. Surprise offers, access to purchase history, personalized promotions, recognition of loyalty status and birthday rewards are highlighted by around half of Gen Z and Millennial shoppers.

Customization and personalization are part of everyday life as consumers are fed relevant information based on browsing habits and other behavioral tracking. People are accustomed to regularly receiving product messages and

28 l July/Aug 2024

Modes of Loyalty Program Participation

M 56%

Have a free account, to use online or in-store

48%

Receive promotional emails, SMS/texts or direct mail Pay for a premium membership

31%

Have a retailer or brand-specific credit card

29%

<$10

$26-

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

Ways to View Membership Details 57%

35%

34% 27%

Q. How pay pe progra

26% 4%

Mobile app

Retailer or brand’s website

On receipts Emails sent by the retailer for purchases or brand

Text/SMS sent by the retailer or brand

P2PI/CMX “S

None of the above, I don’t look at these details

Q. Where do you typically view the details of your loyalty program memberships, such as your deals and rewards?

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

3 l July/Aug 2024 SHOPPER LOYALTY PERCEPTIONS - CMX

content to meet their specific needs. As such, it is no surprise that nearly half LOYALTY PROGRAM VALUE DRIVE of shoppers indicated a high level of interest in a loyalty program providing personalized promotional offers. In addition to personalized promotions, Loyalty Program Features/O Gen Z and Millennial respondents Value reflectedof a greater interest in a variety of at all important Minimally important Somewhat important Very imp features and benefiNot ts beyond earning rewards and redemptions.

They also value: Rewards can be used when and where I want 38% 4% 8% 22% • Access to exclusive product releases Rewards and do not expire areas 36% 4% 9% 22% • Priority in-store checkout pick-up • Exclusive access to VIP events Earning rewards for everyday or regular purchases 36% 4% 10% 23% • Personalized tiers/status levels based on spending Access to discounts, promotions and coupons 38% 4% 7% 26% • Ability to pay to upgrade status/tier level standard shipping 9% and23% Understanding theseFree motivators may help6% brands retailers attract 35% Earning rewards for morewho expensive younger shoppers, including those are using other people’s memberships.

26% 7% 14% 33 purchases that I don’t make as often Free same-day and/or expedited shipping

9%

14%

29%

Surprise offers/rewards throughout the year

6% 14%

32%

Special member-only privileges/perks

6% 15%

33%

Ability to view my purchase history

8%

16%

30%

Personalized promotions/deals

7%

16%

32%

Recognition of my loyalty with status

10%

18%

28%

or brand’s website

by the retailer for purchases or brand

above, I don’t look at these details

sent by the retailer or brand

Q. Where do you typically view the details of your loyalty program memberships, such as your deals and rewards?

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

LOYALTY PROGRAM VALUE DRIVERS Value of Loyalty Program Features/Offers Not at all important

Minimally important

Somewhat important

Very important

Extremely important

Rewards can be used when and where I want

4% 8%

22%

38%

28%

Rewards do not expire

4% 9%

22%

36%

30%

Earning rewards for everyday or regular purchases

4% 10%

23%

Access to discounts, promotions and coupons Free standard shipping Earning rewards for more expensive purchases that I don’t make as often Free same-day and/or expedited shipping

36%

4% 7% 26% 6% 9% 7%

26%

35%

26%

26%

14%

9%

38%

23%

14%

28%

21%

33%

29%

29%

19%

Surprise offers/rewards throughout the year

6% 14%

32%

30%

17%

Special member-only privileges/perks

6% 15%

33%

30%

16%

Ability to view my purchase history

8%

16%

30%

30%

16%

Personalized promotions/deals

7%

16%

32%

29%

17%

Recognition of my loyalty with status

10%

18%

28%

29%

15%

Birthday rewards

11%

18%

28%

27%

16%

Dedicated customer service line

12%

20%

29%

Personalized shopping experience based on preferences/previous purchases Ability to set up automatic, recurring purchases

11%

20%

33%

26% 24% 27%

21%

20%

14% 12%

20%

12%

Q. How important are each of the following to you when you think about the overall value you receive from a retailer or brand loyalty program?

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

Interest in Loyalty Program Features/Benefits Not at all interested

Minimally interested

Promotions and discounts that are personalized for me

13%

Somewhat interested

13% 20%

Partnerships with other brands/retailers where I can earn and redeem rewards

17%

16%

Priority in-store checkout and order pick-up areas

19%

Exclusive access to VIP events

23%

Personalized tiers/status levels based on my own spending Ability to pay to upgrade my status/tier level

21%

Extremely interested

28%

29%

to exclusive releases - CMX 16% 4 l July/Aug 2024 Access SHOPPER LOYALTYproduct PERCEPTIONS

29%

Very interested

26% 28%

16%

28%

17%

24%

18%

30% 18%

18% 25%

15%

25%

14%

23%

14%

21%

15%

21%

11%

19%

12%

23%

Q. How interested are you, or would you be, in each of the features or benefits listed here if they were offered to you by the loyalty program(s) you participate in?

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

Features to Motivate Premium Membership 27%

Promotions and discounts that are personalized for me Ability to gift rewards to friends and family Partnerships with other brands/retailers where I can

21% 20%

P2PI.com

SPECIAL REPORT

Gen Z and Millennial shoppers seem to be a more captive audience for premium memberships, indicating a higher level of interest in several features compared to their older counterparts.

They need to strategize how to leverage these features to transition younger shoppers into personal loyalty program memberships.

When it comes to premium memberships, survey responses indicate that brands and retailers need to package a variety of benefits to entice shoppers to pay for loyalty programs. Once again, Gen Z and Millennial responses demonstrate areas of opportunity. These younger shoppers seem to be a more captive audience for premium memberships, indicating a higher level of interest in several features compared to their older counterparts. This list of options includes exclusive access to VIP events, in-store spaces for members only, games and challenges to earn additional rewards and access to expert advice or an online community of like-minded people.

For shoppers who currently pay for one or more premium programs, free standard shipping tops the list as the most motivating feature with freebies, birthday rewards and personalized shopping experiences also standing out for Gen Z and Millennial shoppers.

Whether focused on attracting or retaining loyalty program members, developing a unique mix of value drivers can reinforce brand values, enrich the in-store and online shopping experience and provide distinct points of differentiation.

Motivation to Pay for Premium Programs (Among those who currently pay for one or more) Rank 1

Free standard shipping

16%

Access to additional discounts, promotions and coupons

7%

Free same-day and/or expedited shipping

12%

Special premium member-only privileges/perks

10%

Rank 2

14% 12%

12% 9%

9%

6%

7%

Freebies throughout the year

9%

The retailer or brand offers a one-stop shop for many of my shopping needs

3%

Ability to earn a higher rate of points or money back for purchases

5%

I am already very loyal to the retailer or brand

8%

Birthday rewards

6%

5%

Personalized promotions/deals

6%

4%

Personalized shopping experience based on preferences/previous purchases

3%

5%

Ability to set up automatic, recurring purchases

3%

4%

Dedicated customer service line for premium members

4%

Recognition of my loyalty with status

Rank 3

8%

8%

7%

7% 6%

6% 9%

5%

3%

4% 5% 6%

5% 4% 4%

2% 2% 4%

Q. What most motivates you to pay to become a member of a retailer or brand’s premium loyalty program? Select up to the top three things.

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

LOYALTY PROGRAM VALUE PERCEPTIONS ACROSS CATEGORIES 30 l July/Aug 2024

Perceived Value of Loyalty Programs

Exclusive access to VIP events

23%

Personalized tiers/status levels based on my own spending Ability to pay to upgrade my status/tier level

21%

17%

24%

18%

29%

21%

30% 18%

15%

21%

11%

19%

12%

23%

Q. How interested are you, or would you be, in each of the features or benefits listed here if they were offered to you by the loyalty program(s) you participate in?

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

Features to Motivate Premium Membership 27%

Promotions and discounts that are personalized for me Ability to gift rewards to friends and family

21%

Partnerships with other brands/retailers where I can earn and redeem rewards Priority in-store checkout and order pick-up areas

20% 19%

Games and challenges to earn additional rewards

18%

Exclusive access to VIP events

18%

Access to exclusive product releases

18%

Access to exclusive in-store spaces only for members, like a lounge or special shopping areas Personalized tiers/status levels based on my own spending

16% 15%

Ability to pay to upgrade my status/tier level

14%

Access to an online community of like-minded people

11%

Access to expert advice, such as an online chat to match you to products or answer questions None of the above, I wouldn’t consider paying for a premium membership

11% 31%

Q. Which of these features, if any, would motivate you to consider paying for a premium membership with a loyalty program?

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

Winning the Loyalty Game Likelihood to Recommend Loyalty Program The survey demonstrates opportunities for brands Detractors Passives Promoters and retailers to expand their loyal customer base.

Online-only retailers 56% 18% 26% With convenience, selection and value still at the top of consumers’ minds, respondents currently 25% 29% QSR/fast food 46% find the most value in loyalty programs offered Grocery 47% 23% 30% by grocery, drug, mass/big box, online-only Drug 42% 22% 35% and QSR/fast food retailers. This mindset is why brands and retailers like Walmart, Target, Mass/big box 43% 20% 37% Kroger, Safeway, and Amazon are the specific Travel aggregators* 35% 33% 31% programs named by shoppers. Respondents also Department stores 42% 18% 40% referenced valuing the Walgreens, Kohl’s, Sam’s Club, Sephora, Starbucks, CVS, Costco, Nike and Airlines 33% 35% 33% McDonald’s loyalty programs, to name a few.

Apparel 12% 44% 45% While discounts, free shipping and rewards Health & beauty 37% 25% 38% are important perks, the responses revealed Hotels interest in a variety of benefi ts that will elevate 29% 40% 31% 5 l July/Aug 2024 SHOPPER LOYALTY PERCEPTIONS - CMX the shopping experience and entice participation Outdoor/sports & leisure* 27% 24% 48% in both free and premium memberships. Most Homewares/furnishings* 25% 8% 67% importantly, there is an opportunity to engage younger shoppers. Who better to target as long- Detractors: Rate program from 0-6, are not particularly satisfied with program, and are a risk for negative word of mouth. Passives: Rate program from 7-8, are not dissatisfied but term loyal customers?

are susceptible to competitive offerings. Promoters: Rate program from 9-10, are loyal and highly satisfied, and are likely to promote growth through positive word of mouth. *Low base size (n<50): results directional only P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

APPENDIX P2PI.com

2% 2% 4%

Recognition of my loyalty with status

Q. What most motivates you to pay to become a member of a retailer or brand’s premium loyalty program? Select up to the top three things.

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

SPECIAL REPORTto Recommend Loyalty Program Likelihood Detractors

Passives

Promoters

56% 18% 26% PROGRAM LOYALTY VALUE PERCEPTIONS ACROSS CATEGORIES

Online-only retailers QSR/fast food

29%

Grocery

30%

Drug

35%

25%

46%

47% 23% Perceived Value of Loyalty Programs Fair42% Average

22% Poor

Good

Excellent

Mass/big box 43% 20% 37% Online-only retailers 42% 1% 7% 15% Travel aggregators* 35% 33% 31% 41% 19% 8% Health & beauty Department stores 42% 18% 40% Mass/big box 41% 1% 5% 21% Airlines 33% 35% 33% QSR/fast food 41% 2% 8% 21% Apparel 12% 44% 45% Grocery 41% 1% 7% 24% Health & beauty 37% 25% 38% Hotels 45% 21% 2% 11% Hotels 29% 40% 31% Drug 41% 3% 8% 27% Outdoor/sports & leisure* 27% 24% 48% Department stores 40% 3% 6% 30% Homewares/furnishings* 8% 25% 67% Travel aggregators 37% 27% 3% 11%

35% 32% 31% 27% 27% 21% 22% 22% 22%

Detractors: Rate program from 0-6, are not particularly satisfied with program, and are a Apparel 35% 31% 5% 7% risk for negative word of mouth. Passives: Rate program from 7-8, are not dissatisfied but are susceptible to competitive Promoters: Rate program from 9-10, are loyal and Airlinesofferings.

35% 35% 6% 7% highly satisfied, and are likely to promote growth through positive word of mouth.

Homewares/furnishings 27% 30% 6% 11%

25%

28%

24%

*Low base size (n<50): results directional only P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

Outdoor/sports & leisure

2% 14%

32%

P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

22% 18%

APPENDIX

Motivations to Participate: Walmart vs. Amazon Q. You said that you are a member of a loyalty program for one or more retailers or brands in these categories.

WALMART AMAZON How would you rate the value you receive from the loyalty programs in each of these categories overall?

54%

Free same-day and/or expedited shipping

6 l July/Aug 2024 SHOPPER LOYALTY PERCEPTIONS - CMX

60%

Free same-day and/or expedited shipping

I am already very loyal to the retailer or brand

39%

One-stop shop for many of my shopping needs

39%

One-stop shop for many of my shopping needs

38%

Access to additional discounts, promotions, and coupons

39%

Special premium member-only privileges/perks Access to additional discounts, promotions, and coupons Ability to earn a higher rate of points or money back Personalized promotions/deals Freebies throughout the year Ability to set up automatic, recurring purchases

30%

Special premium member-only privileges/perks

34%

30%

I am already very loyal to the retailer or brand

31%

29%

Ability to set up automatic, recurring purchases

27%

20%

Personalized promotions/deals

23%

18%

Personalized shopping experience

21%

16%

Ability to earn a higher rate of points or money back

19%

Personalized shopping experience

16%

Birthday rewards

15%

Birthday rewards

14%

Freebies throughout the year

14%

Dedicated customer service line for premium members

14%

Dedicated customer service line for premium members

13%

Recognition of my loyalty with status P2PI/CMX “Shopper Loyalty Perceptions” Study, April 2024

32 l July/Aug 2024

5%

Recognition of my loyalty with status

10%

I N C O L L A B O R AT I O N W I T H

SPECIAL REPORT

RETAIL MEDIA REALITY CHECK:

Perceptions, Challenges & Factors Driving Investment P2PI’s latest proprietary research shares insights on how commerce marketers are approaching future investments, their retail media mix, measurement and much more.

BY CYN DI LOZ A

T

he rise of retail media and retailer media networks (RMNs) has impacted a lot — from the relationships between consumer product goods (CPG) manufacturers and their retailer partners, to where commerce marketers are spending their ad dollars. Its significance in the space will only continue to grow considering U.S. omnichannel retail media ad spend will increase from $54.85 billion this year to $129.93 billion in 2028, according to Emarketer, and that RMNs are leveraging their first-party data to expand to other formats, such as connected TV. Recognizing retail media’s continued influence and momentum in the commerce marketing world, digital marketing agency Goodway Group teamed with the Path to Purchase Institute to conduct an online survey that looked at retail

34 l July/Aug 2024

media budget allocations, factors influencing RMN investments and partnerships, challenges in the space, key performance indicators (KPIs) used to measure campaign success and more.

Survey Participants’ Profiles P2PI fielded an online survey of 88 professionals at CPG brand companies, retailers and agencies (with a focus on consumer packaged goods) from March 7 through April 1. A majority of respondents surveyed (60%) were CPG brand executives, followed by agency professionals (27%) and retailer executives (13%). Among the CPG brand participants, nearly 60% reported their company produced food and beverage items and a quarter indicated working within the health and beauty category. Other categories represented included household products (9%), consumer electronics (6%), apparel (2%) and alcoholic beverages (2%).

While CPG was a major focus for the agency professionals, they also reported other areas of interest, such as retail (29%), direct-to-consumer (25%), entertainment (13%) and hospitality (13%).

Change in Retail Media Investment Compared to Last Year 36%

25%

For the retailer participants, a majority (64%) indicated they worked within the supermarket/ grocery channel, followed by other channels including apparel and accessories (9%), discount/ mass merchants (9%) and drug (9%).

Nearly half of respondents surveyed were managers or senior managers, followed by directors (34%), senior management (8%), head of business (6%) and other (4%). When it came to their primary job functions, 46% of survey takers indicated shopper/customer marketing, while the rest varied, but included brand marketing (16%), insights and analytics (9%), e-commerce (9%), sales/business development (8%) and digital marketing (6%).

Retail Media Budgets Given the huge numbers about retail media’s increased growth floating around in the industry, it will come as no surprise that 63% of CPG brand, agency and retailer respondents indicated that their CPG organizations (or clients/partners) increased investments in RMNs compared to the previous year.

This feedback is in line with findings from our Trends report released earlier this year, where 3-in-5 CPG brand survey takers indicated that their organizations increased spending in RMNs in 2023. However, that figure represents a decline compared to a research report released in summer of 2023, where 78% of agency professionals surveyed reported at least a minor increase in retail media investment from their CPG clients compared to a year prior.

As retail media investment increases, so does the number of RMNs that brands are working with. Eighty-five percent of CPG brand survey takers reported investing in four or more networks this year, up from 66% in 2023. Agency professionals similarly reported an increase in the number of RMNs their CPG clients are working with. Moreover, CPG organizations whose annual revenues exceed $1 billion are significantly more likely to have worked, or plan to work, with seven or more RMNs.

RETAIL MEDIA INVESTMENTS

17%

16%

Change in Retail Media Investment Compared to Last Year 36%

6%

Significant decrease in investment

Minor decrease in investment

Flat, stayed same

Minor increase in investment

Significant increase in investment

25%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

17%

16%

6%

Significant decrease in investment

Minor decrease in investment

Flat, stayed same

Minor increase in investment

Significant increase in investment

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Number of Retail Media Networks CPGs Invest In (According to CPG brands)

0 networks

1-3 networks

4-6 networks

7+ networks

2% 15% 32%

32%

38%

2023

2024

47% Number of Retail Media Networks CPGs Invest In 34%

0 networks

(According to CPG brands) 1-3 networks

4-6 networks

7+ networks

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

2% MEDIA PERCEPTIONS - GOODWAY 2 l July/Aug 2024 RETAIL 15% 32%

32% 2023

38% P2PI.com 2024

Agencies*: 36%

Agencies*: 42% Brands/Retailers: 27%

SPECIAL REPORT 23% Brands/Retailers:

Q. What percentage of your organization’s budget/CPG clients’ budgets/CPG partners’ budgets would you say is/are allocated to retail media today? What percentage do you expect to be allocated to retail media within the next year? *Sample size <30, use caution when interpreting results P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Primary Allocation of Retail Media Budgets Within CPG Companies #1 Primary area allocated

#2

#3

18%

16%

Shopper

30%

E-Commerce

18%

24%

Media

18%

21%

Brand

14%

Trade

12%

Dependent upon the campaign

7%

22% 16% 16%

17% 11%

11%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Survey participants indicated CPG brands are allocating 27% of budgets to retail media today, and they say that won’t meaningfully change within the next year. When brand and agency professionals were asked where their company or client’s organization primarily allocates its retail media budget, shopper and e-commerce were selected by 64%. These participants also indicated that about half of brands currently allocate retail media spend to media or brand budgets.

Looking to understand what impact certain factors have on a CPG organization’s decision to invest in RMNs, we shared a list of considerations with CPG brand and agency survey takers, such as platform reputation and data transparency, and asked them to rate their influence. We found that data and insights quality, scale and reach, reporting capabilities, alignment to brand strategies and data transparency are the most influential considerations impacting RMN investments for CPG brand organizations, with at least 74% of brand and agency professionals indicating these factors are at least very influential. On the other hand, the ability to engage as a non-endemic advertiser is much less important.

Proportion of CPG Budget Allocated to Retail Media TODAY

WITHIN THE NEXT YEAR

27%

31%

Average

Average

Agencies*: 36% Brands/Retailers: 23%

Agencies*: 42% Brands/Retailers: 27%

Q. What percentage of your organization’s budget/CPG clients’ budgets/CPG partners’ budgets would you say is/are allocated to retail media today? What percentage do you expect to be allocated to retail media within the next year?

P2PI.com

*Sample size <30, use caution when interpreting results P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Primary Allocation of Retail Media Budgets Withi

CPG brands are allocating 27% of 30%media. That won’t 16% budgets to retail 24%year.

18% change much within the next #1 Primary area allocated

#2

#3

Shopper

E-Commerce

36 l July/Aug 2024

Media

18%

Brand

14%

Trade

12%

Dependent upon the campaign

7%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

21% 16%

17% 11%

11%

WHY RETAIL MEDIA UNIFIES MORE THAN DIVIDES

By Angela Myers

Headlines often reinforce the notion that retailers and brands don’t see eye to eye. This is particularly true regarding retail media networks’ performance, importance, value and impact.

G-Comm, Goodway Group’s retail media accelerator, along with the Path to Purchase Institute, aimed to better understand and unpack the perception of retail media networks across the ecosystem’s key players: brands, retailers and agency partners. Our first-party research uncovered that reality and perception don’t match.

Contrary to the many clickable headlines, retail media is not a divisive force, but rather a unifying force. Most respondents reported retail media investment resulted in overall stronger relationships between retailers and brands. They even stated that these investments enabled more collaboration, incremental merchandising and knowledge sharing.

In addition to these benefits, our research indicates brands continue to invest in retail media. Knowing growth is present, these latest insights help guide us toward better outcomes anchored in what matters most to the advertiser. As national brand advertising dollars continue to converge on retail media platforms, brands are reallocating their budgets to reach consumers across the full purchase funnel, engaging with retailers where they know customers shop.

As brand advertisers shift budgets, we can assume and validate two things: They seek true incrementality, and they need to prove they’re getting it. Proof comes through more sophisticated measurement. Today, brands are using profit, media and sales metrics as KPIs to measure campaign success (where they can get it). They want media metrics to take a smaller role as a value indicator and see more emphasis placed on profit, sales and impact metrics to help them understand shopper behavior.

For retailers looking to attract more brand advertiser investments, they must provide strong analytics and the ability to optimize campaigns in flight. These were the lead factors

of the most important areas for retailer investment to improve their retail media offering in our research. Looking at the entire ecosystem, it’s clear that brands want more out of their investment in terms of analytics, optimizations and flexibility.

While retail media wasn’t born out of the demise of thirdparty cookies or the increase in privacy regulations, it’s highly attractive as a result. Retail media provides a compliant and effective alternative for reaching consumers, offering highquality data, scale, reach and reporting. In fact, 80% of CPG brands rank data and insight quality, scale, reach and reporting capabilities as the most influential considerations impacting retail media investments.

Whether a brand’s products appear on the physical or digital shelf, the ability to reach the customer across the purchase journey is beneficial to everyone in the ecosystem.

Retailers that make this easy for brands — offering flexible ways to engage and comprehensive insights in support of results — are going to attract more brand engagement.

Agencies that truly understand the synergy between brand and retailer objectives and needs, and can deliver on that, are going to build lasting ecosystem partnerships.

Leveraging retail media, brands can optimize their audiences for reach and performance, while retailers can benefit from greater marketing and data collaboration. The sentiment from retailers, brands and agencies suggests retail media will continue to be a key driver of innovation and growth within the retail and brand ecosystems.

Retail media overall fosters closer collaboration between brands and retailers, driving mutual benefits such as increased data sharing, joint marketing efforts and shared insights. Our research showed that 75% of brands and retailers agree retail media improves their relationships and collaboration. As a result, retail media has become a popular channel and key business growth driver, with 60% of brand budgets and 46% of trade budgets shifting to retail media.

About the Author Angela Myers, senior vice president of retail media for G-Comm, a division of Goodway Group, brings more than 20 years of experience across retail and ad tech, having served in leadership roles at Oracle, Datalogix and A&P. With a strong background in insights, analytics, data monetization and retail media, coupled with a customerfirst approach, Myers now leads G-Comm, Goodway’s retail media accelerator, navigating brand marketers and retailers through the evolving retail media landscape.

P2PI.com

SPECIAL REPORT

Factors Influencing Retail Media Network Investment (According to CPG brands and agencies)

Influencing Media Network Investment Not at all Factors influential Minimally influential Retail Somewhat influential Very influential Extremely influential Data and insights quality

Not at all influential

(According to CPG brands and agencies) 6% 14%

Minimally influential

Scale and reach Data and insights quality Reporting capabilities Scale and reach Alignment to branding strategies Reporting capabilities Data transparency Alignment to branding strategies Cost effectiveness Data transparency Unique audiences available through data Cost effectiveness Control/flexibility Unique audiences available through data Ease of partnering/buying Control/flexibility Platform reputation Ease of partnering/buying Testing capabilities Platform reputation Ability to engage as a non-endemic advertiser Testing capabilities P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Ability to engage as a non-endemic advertiser

42%

Somewhat influential

51% 6% 14% 42% 6% 14% 42% 1% 4% 17% 51% 6% 14% 49% 17% 8% 42% 1% 4% 17% 47% 1% 9% 16% 17% 49% 8% 1% 5% 22% 36% 47% 1% 9% 16% 45% 3% 7% 19% 1% 5% 22% 36% 31% 12% 45% 3% 7% 19% 1% 12% 31% 31% 12% 31% 3% 13% 1% 12% 31% 38% 3% 14% 31% 3% 13% 43% 21% 10% 38% 3% 14% 10%

43%

21%

Very influential

38%

Extremely influential

38% 36% 36% 35% 35%

44% 42% 44% 32% 42% 32%

29% 29% 26% 27% 26% 27% 26% 26% 21%

39% 39%

21% 21%

21%

13% 14% 13% 14%

6% 5% 6% 5%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Most Important Factors in Deciding to Continue with Current Retail Media Partners (AccordingFactors to CPG brands and agencies) Most Important in Deciding to Continue with Current Retail Media Partners Performance metrics 79% (According to CPG brands and agencies)

Audience reach and quality Performance metrics Cost efficiency Audience reach and quality Data transparency and control Cost efficiency Technological advancements Data transparency and control Integration capabilities Technological advancements Brand safety and compliance Integration capabilities Innovation in ad formats Brand safety and compliance Customer support and service Innovation in ad formats Industry reputation Customer support and service Something else Industry reputation

61% 47% 31% 29% 31% 27% 29% 21% 27% 16% 21% 6% 16%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Something else

6%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

38 l July/Aug 2024

70%

47%

61%

70% 70% 70%

79%

Also polling only brand and agency professionals, we asked what factors are most important to them in deciding whether to continue with their current retailer media partners or switch to a new one. At least 70% of the brands and agency professionals pointed to performance metrics, audience reach and quality, and cost efficiency as factors they’re taking into account when assessing their current RMN partners. Data transparency and control was also selected by 60% of brand and agency participants.

Current & Ideal Media Mix When we asked survey takers what they would estimate the retail media mix is for most of their companies or CPG clients/partners’ organizations, they shared that the current mix for CPG focuses most heavily on on-site, with it accounting for 40% of retail media activities, followed by off-site (29%), in-store (17%) and direct (10%) tactics.

When we asked survey takers what the ideal retail media mix would be, it largely aligned

Current CPG Retail Media Mix ON-SITE

OFF-SITE

29%

40%

Average

IN-STORE

DIRECT

17%

Average

10%

Average

Average

Current CPG Retail Media Mix with the current state, with a bit less of a focus on on-site (36%) and more on in-store (21%).

Ideal CPG Media OFF-SITE IN-STORE However, it’s worthy to note thatRetail the ideal mix MixON-SITE differs between CPG brand/retailer and agency ON-SITE OFF-SITE IN-STORE DIRECT professionals. The brand and retailer executives we spoke to believe a heavier focus on on-site is 40% 29% 17% optimal, while agency professionals place more Average Average Average emphasis on in-store tactics (but still not more 29% 21% 10% 36% Average Average Average than Average on-site or off-site considering their overall ideal mix for their CPG brand clients).

Ninety-four percent of CPG brand and agency respondents indicated they will continue investing P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024 Ideal CPG Retail Media Mix more in retail media assuming results are strong.

Following up, we asked these respondents if they ON-SITE OFF-SITE IN-STORE expect additional investment to come from netnew dollars or shift from existing budgets. Half pointed to a mix of both, and 43% reported a shift 29% 21% 36% from existing dollars. Diving deeper, we asked Average Average Average those respondents that indicated they are likely to invest more in retail media (with at least some funding from existing budgets) which budgets they expect to pull from to enable additional P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024 investments. Sixty percent pointed to brand budgets, followed by trade (46%), media (40%) and shopper (25%) budgets.

Somewhat unlikely

Somewhat likely

Very likely

52%

47%

DIRECT

10%

Average

43% 10%

94% ARE LIKELY TO CONTINUE INVESTING MORE IN RETAIL MEDIA

6%

10%

Average

Additional Investment Source

Likelihood to Continue Investing in Retail Media Assuming Results are Strong Not at all likely

DIRECT

42%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Net-new dollars

Additio Likelihood to Continue Budgets to in Pull FromMedia to Enable RM Investment Investing Retail 47% Assuming Results are Strong

60%

46%

Not at all likely

Somewhat unlikely

Somewhat likely

Very likely

6% Trade

Media

Brand

40%

25% 25% 94% ARE LIKELY TO CONTINUE

Shopper E-commerce INVESTING MORE

IN RETAIL MEDIA

52% 4 l July/Aug 2024 RETAIL MEDIA PERCEPTIONS - GOODWAY

Shift from existing budgets

Mix of both net-new dollars and a shift from other budgets

8% Mix of both net-new dollars and a shift Notfrom sure other budgets

Budgets to Pull From 42%

60%

P2PI.com

46%

40%

Agency vs. In-House: Retail Media Program Management at CPG Companies In-house

SPECIAL REPORT Strategy (e.g., budget recommendations, partner selection)

Agency partner

Blended in-house/agency

35% 14% 51% RETAIL MEDIA PROGRAM MANAGEMENT

Media buying and execution

25%

Reporting and insights

31%

28%

47% 43%

26%

Agency vs. In-House: Retail Media 36% 64% ProgramSales*^ Management at CPG Companies in-house/agency RETAILBlended MEDIA PROGRAM MANAGEMENT

* Sample size <15, results directional only In-house Agency partner ^ Only asked of retailers P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Strategy (e.g., budget recommendations, partner selection)

14%

51%

35%

47%Retail Media 28% Agency vs.25% In-House: Program Management at26% CPG Companies 43% 31%

Media buying and execution

Reporting and insights Sales*^ In-house

36% Blended in-house/agency

64% partner Agency

Strategy (e.g., budget * Sample size <15, results directional only recommendations, partner selection) ^ Only asked of retailers P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

14%

51%

Media buying and execution

25%

Reporting and insights

31%

35% 28%

47% 43%

26%

Do you haveSales*^ a dedicated team managing RMNs? 36%

64%

(Among those managing their programs in-house*)

* Sample size <15, results directional only ^ Only asked of retailers P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Yes 58%

Do you have a dedicated team managing RMNs? (Among those managing their programs in-house*)

No 42%

Yes 58% Do you have a dedicated team managing RMNs?

* Sample size <30, use caution when interpreting results P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

(Among those managing their programs in-house*)

No 42%

Yes 58%

* Sample size <30, use caution when interpreting results P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

No 42%

A majority reported that strategy is handled in-house.

We also asked participants if their (or their brand clients’) retail media programs are primarily handled in-house, through an agency or a mix of both when it came to strategy (budget recommendations, pattern selection, etc.), media buying and execution, reporting and insights, and sales (though the latter was only asked to retailer executives). A majority of participants reported strategy is more often handled in-house, while 47% indicated CPG brands are leveraging agency partners to help manage retail media buying and execution. Nearly two-thirds of retailer professionals shared they managed their retail media sales in-house.

Diving deeper, nearly 3-in-5 CPG brands who manage aspects of their retail media program inhouse have a dedicated team to do so, often with a minimum of four staff members. Those who work with agency partners do so for the expertise and resources they can offer. One respondent noted an agency partner “has specific knowledge of retailers and capabilities. They can lean on experiences/past performances from multiple clients to provide insightful recommendations.”

RETAIL MEDIA NETWORK PERFORMANCE Effectiveness of Retailer Media Networks

* Sample size <30, use caution when interpreting results P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024 Minimally effective Not at all effective

Increasing brand awareness Incremental sales

12%

39%

3% 10%

45%

Somewhat effective

Very effective

Extremely effective

45%

4% 39%

3%

RETAIL MEDIA NETWORK PERFORMANCE Net new customers/1st purchasers 3% 12%

4% 25%

Improving lifetime value and retention

32%

41%

Not at all effective

Minimally effective

Somewhat effective

Very effective

5% 26%

Effectiveness of Retailer Media Networks

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Increasing brand awareness

48%

Extremely effective

12% 39% 45% RETAIL MEDIA NETWORK PERFORMANCE

Incremental sales 3% 10% 45% 6 l July/Aug 2024 RETAIL MEDIA PERCEPTIONS - GOODWAY Net new customers/1st purchasers 3% 12% 48%

4%

39%

3%

Effectiveness of Retailer Media Networks 32%

Improving lifetime valueNot and at retention all effective 4% 25% Minimally effective 40 l July/Aug 2024 P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024 Increasing brand awareness 12%

39%

41% effective Somewhat

Very effective

45%

4%

26%effective Extremely

5% 4% 4%

Media Within Overall Marketing Strategy (According to CPG brands and agencies)

71%

High costs

61%

Lack of budget

55%

Minimum spend requirements Lack of actionable data

38%

Integrations with other marketing tools

36% 32%

Difficulties managing multiple RMNs

25%

Complexity of campaign management Something else

transparency & availability 16% •• Data Human capital (bandwidth, talent) • Creative restrictions

KPIs Used to Measure Success of Campaigns

• Network performance Preferred KPIs to Use • Long lead times • Internal alignment to Measure Success P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Ranked #1

Ranked #2

Profit metrics

76%

Media metrics

74%

Profit metrics

33%

Sales metrics

73%

Media metrics

47%

49%

Sales metrics

8% 24%

Engagement metrics

49%

Impact metrics

Something else

• Display in-store • Varies by RMN • Varies by campaign

Engagement metrics

Impact metrics

5%

Ranked #3

28%

25% 26%

10%

32%

7% 9% 25% 1% 11%

6%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

BRAND-RETAILER RELATIONSHIP Impact of Retail Media Investments RMN Performance & Effectiveness As mentioned earlier, the survey takers on Brand-Retailer Relationship indicated CPG organizations are increasing their investments in retail media this year, so it makes 60% sense that their perceptions of RMN performance Most Important Areas Investment are generally positive. At least 71% of for CPGRetailer brand to Improve Retailshared Media and agency professionals, for example, theyOffering Most Important #2 at #3 find RMNs to be at least#1somewhat effective delivering incremental sales, net new customers/ Analytical capabilities 30% 20% first purchasers, increasing brand awareness and 22% Ability to optimize campaigns improving lifetime valuein-flight and retention.

Nearly 15% 26% 19% 21% half took it aClosed-loop step further saying RMNs attribution 22% were at 10% 7% least very effective at increasing brand awareness.

15% Creative capabilities 10% We also found that retailers 8% are 9% typically 3% 1% integrations 2%metrics 7% 13% to providing profiSystem t, media and sales assess campaign effectiveness, is largely Collaboration technology which 6% 5% 8% Somewhat Somewhat No impact on Strong negative Strong positive aligned to the needs of brands and agencies. positive negative the brandimpact on the impact on the In-house talent/expertise 6% 7% 3% impact on the impact on the retailer brand-retailer brand-retailer When asked what KPIs CPG brands typically brand-retailer brand-retailer relationship relationship relationship management 6% 7%(or3% receive fromInventory their retail media partners give relationship relationship to brand partnersData in the case of retailer onboarding 2% 3% survey 8% P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024 takers) to measure campaign success, at least Data clean rooms 3% 5% 5% 73% of participants pointed to profit, media P2PI/Goodway “Retail Media Perceptions” Study, April 2024 preferred and salesGroup metrics.

When asked their KPIs to measure campaign success, at least 83% impact on the brand-retailer relationship. When we followed up and asked in what ways they’re seeing positive impact, three-quarters shared retail media pointed to profit and sales metrics.

Moreover, 81% of brand, agency and retailer investments have strengthened the overall relationship. Additionally, more professionals shared they found retail media than 2-in-5 say these investments enable more collaboration and knowledgeinvestments to have at least a somewhat positive sharing and provide incremental merchandising opportunities.

P2PI.com

SPECIAL REPORT

Confidence in Networks’ Ability to Provide Quality Data for Effective Targeting 47%

Brand-Retailer Relationship: The Positive Impact Strengthened overall relationship with retailer

30%

among brands and agencies

75%

Strengthened overall relationship with brand

75%

among brands and agencies

1%

Survey participants were a bit more critical when it came to rating RMNs on specific metrics. We asked survey takers to consider their engagement with RMNs (or consider their own organizations) and had them rate their performance across several metrics, including traffic-driving capabilities, easy to work with, expertise and creative freedom. We found that RMNs are perceived to perform best on their traffic-driving capabilities and execution of tactics with more than 50% of participants giving RMNs at least a “good” score for these two metrics.

On the other hand, a third of survey takers gave RMNs a “poor” or “fair” score when it came to creative freedom, customization capabilities/ options and data sharing/accessibility.

18% more collaboration Enabled

46%

Gained incremental merchandising

45% 4% 42%

Ability to share knowledge and resources

Very 25% Extremely confident confident

Strengthened partners Not at all relationships Not very with other Somewhat confident confident confident Expanded product distribution

25%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

6%

Something else

Q. In what ways are you seeing a positive impact on the overall brand-retailer relationship based on the retail media investments?

[Respondents who found investments to have a positive impact] P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Retail Media Network Performance Poor

Fair

Average

27%

Traffic-driving capabilities (i.e., off-site media placement)

7%

11%

Execution of tactics

1%

11% 35%

Is innovative/constantly evolving

7%

19%

Easy to work with

3% 11%

Expertise

6% 13%

Focus on being a partner/building a relationship

5% 17%

Responsiveness and lead times Ease of setup/onboarding

9%

Good

Excellent

42%

13%

47% 25%

38% 34%

10%

38%

10% 6%

34%

33%

5% 17%

39%

41%

34%

17%

6%

10%

34%

37%

7%

38%

3%

Measurement/analytical capabilities

9%

Data sharing/accessibility

11%

23%

32%

27%

7%

Customization capabilities/options

10%

24%

33%

26%

7%

Creative freedom

15%

16%

36%

24%

32%

32%

7%

22%

7%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

RMNs perform best on their traffic-driving capabilities and execution of tactics.

42 l July/Aug 2024

CHALLENGES FA Confidence in Networks’ Ability to Provide Quality Data for Effective Targeting 47%

30% 18%

Challenges Faced When Integrating Retail Media Within Overall Marketing Strategy KPIs Used to Measure (According to CPG brands and agencies) Success of Campaigns

Pre to

71%

Ranke

Profit metrics

High costs

76%

Media metrics

Lack of budget

74%

Sales metrics

Minimum spend requirements

73%

Impact metrics

Lack of actionable data

49%

Sales metrics

36%

Impact metrics

32%

• Varies by campaign

Somewhat confident

Very confident

Something else

Extremely confident

Engagement metrics

25%

Complexity of campaign management

Not very confident

Media metrics

Integrations with other marketing tools Engagement metrics 49%

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Not at all confident

55%

38%

Display in-store Difficulties managing •multiple RMNs Something else 4% 5% • Varies by RMN

1%

61% Profit metrics

transparency & availability 16% •• Data Human capital (bandwidth, talent) • Creative restrictions • Network performance • Long lead times • Internal alignment

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024 P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Most Important Areas for Retailer Investment Challenges & Ways to Improve in 2024 Despite the growth in investment and some to Improve Retail Media Offering positive perceptions on their effectiveness, there #1 Most Important #2 #3 Retail Media Network Performance are still hurdles to navigate when it comes to Poor in Fair AverageAnalytical Goodcapabilities Excellent 30% RMNs. When asked how confident they were 22% 20% the ability of RMNs (or their own organizations) Ability to optimize campaigns in-flight 15% 26% 19% Traffic-driving capabilities (i.e., off-site media placement) 7% 11% 27% 42% 13% to provide quality data to enable effective BRAND-RETAILER RELA Closed-loop attribution 22% 10% 7% Execution tactics 1% 11% 35% 47% 6% targeting, one-third of brand, agencyofand retailer Creative 8% 9% 10% participants indicated they were atevolving least very Is innovative/constantly 7% 19% 25% capabilities 10% Impact 39% of Retail Media Investments confident. However, nearly half of survey takers System integrations 2% 7% 13% Easy to work with 3% 11% 38% 38% 10% on Brand-Retailer Relationship noted they were only somewhat confident.

Collaboration technology 6% 5% 8% Expertise 6% 13% 34% 41% 6% Brand and agency professionals also face 60% In-house talent/expertise 6% 7% 3% challenges integrating retail media within their Focus on being a partner/building a relationship 5% 17% 34% 34% 10% organization, withResponsiveness 71% pointing to high costs, Inventory management 6% 7% 3% and lead times 9% 17% 33% 34% 7% 61% identifying lack of budget and 55% noting Data onboarding 2% 3% 8% Ease of setup/onboarding 5% 17% 37% 38% 3% minimum spend requirements.

Making the list Data clean rooms 3% 5% 5% were also lackMeasurement/analytical of actionable data (selected by 38% capabilities 9% 16% 36% 32% 7% of brand and agency professionals), integrations Data sharing/accessibility 11% P2PI/Goodway 23% Group “Retail Media Perceptions” 32% Study, April 2024 27% 7% with other marketing tools (36%), difficulties Customization capabilities/options 10% 24% 33% 26% 7% managing multiple RMNs (32%) and complexity 21% Creative freedom 15% offering 24% 22% 7% this year, a majority32% of survey takers pointed to analytical capabilities of campaign management (25%).

15% Looking at the most important areas for and the ability to optimize campaigns in-flight. Closed-loop attribution was P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024 3% three most important areas for 39% of respondents. retailers to invest to improve their retail media also among the top1% Strong negative impact on the brand-retailer relationship

Somewhat negative impact on the brand-retailer relationship

No impact on the brandretailer relationship

P2PI/Goodway Group “Retail Media Perceptions” Study, April 2024

Somewhat positive impact on the brand-retailer relationship P2PI.com

Strong positi impact on th brand-retail relationship

Activation Gallery

Sports Sponsorships Sports sponsorships are so prevalent in the marketing world — and are a large chunk of big brands’ annual advertising budgets. It’s an old yet evergreen marketing tactic seen year-round, and arguably the biggest opportunity comes every four years on a global stage: the Summer Olympics.

The first brand deal actually dates back to the early 20th century. Coca-Cola — currently the Olympics’ longeststanding partner — signed on in 1928, and since then the marketing opportunity has only grown more lucrative.

According to Statista, the global sports sponsorship market exceeded 100 billion U.S. dollars in 2023 and is expected to almost double by 2030. One of the biggest regions for sports sponsorship is North America, but across the Atlantic, the European sports sponsorship market surpassed 20 billion euros in 2022 and continues to grow.

Here’s a sample of some of the activations we’ve spotted this year ...

2

Global Olympic and Paralympic partner Procter & Gamble leveraged more than 30 brands, collaborated with 150-some retailers and tapped more than 100 athletes for in-store and online retail programs around the world before and during the Paris Games. The CPG giant partnered with American Olympic hurdler Grant Holloway to promote household brands (including Gain and Charmin) at Walgreens, the retailer’s fulfillment options and a special purchase incentive from his social media accounts.

3

BY JACQU ELI N E BARBA

Mars Wrigley UK again activated its sponsorship of England’s national soccer teams, this time making Extra gum the core brand focus (alongside Kind) of its 2024 campaign. A branded violator spotted at British retailer Co-op promoted a sweepstakes, inviting shoppers to purchase a special “Win Win” Extra pack (which features a unique bar code) to enter to win a grand prize of 10,000 pounds for themselves and for a U.K. grassroots soccer organization or charity.

1

4

Onsite during the Paris Olympics, P&G’s Pampers for the first time dedicated a comfortable nursery space for athlete parents to connect and play with their babies and young children in the Athletes’ Village, providing all Pampers diapering needs.

44 l July/Aug 2024

During March Madness, Unilever activated its sponsorship of the NCAA men’s and women’s Final Fours by running a “#FullCourtFresh” sweepstakes with Walmart that awarded tickets to the games. A twotime NCAA champion, Grant Hill, invited consumers to

enter from March 1-20 by sharing a video of themselves making a full-court shot on Instagram and tagging Walmart, Degree, Dove Men+Care and Axe.

promoted the treat and disclosed their unexpected facts and stories.

5

7

6

8

Kroger activated its primary sponsorship of NASCAR Cup Series team JTG Daugherty Racing in stores earlier this year with an “Everyday Essentials” floorstand that was co-marketed and stocked with products from vendor partners Tylenol, Band-Aid and Neutrogena (owned by Kenvue).

The Hershey Co.’s Reese’s, an Olympic sponsor, launched its first-ever seasonal shape for summer.

For a limited-time ahead of the Paris Games, the product resembles a medal. A slew of activity across retailers and touchpoints debuted a “Legends vs.

Newcomers” campaign in partnership with seasoned Team USA veterans and newbies. On social media, paid ads from athletes’ own accounts (and Reese’s)

Coca-Cola leveraged its sponsorship of the NFL’s Baltimore Ravens with a commanding themed cooler display near checkout at Walmart stores in Michigan. The display featured purple and white illumination, the team’s logo and aerial images of M&T Bank Stadium (home of the Ravens) on the sides.

Michelob Ultra, Official beer sponsor of the 2024 CONMEBOL Copa America international men’s soccer tournament and the Mexico men’s national team, activated at retailers in all 14 U.S. host cities throughout the tournament. Spotted at Busch’s Fresh Food Market in Michigan, case stacks and a standee promoted Michelob Ultra’s “Superior Access” campaign and invited shoppers to scan a QR code for a chance to win prizes, including tickets to Copa America matches.

P2PI.com

Insider Intel

The Garden Veggie Flavor Burst Launch HAIN CELESTIAL GROUP BUILDS ON PAST SUCCESS AT WALMART FOR OMNICHANNEL CAMPAIGN.

BY SAMANTHA N EL SON

Hain Celestial Group had its line of Garden Veggie Flavor Burst tortilla chips launch in February with an omnichannel campaign of instore displays and an exclusive package at Walmart.

The gluten-free nacho cheese and zesty ranch flavored chips are sold in 6- and 10-ounce packages, with Walmart also receiving an exclusive 12-ounce bag. Walmart stocked the SKUs on a pallet display, endcap and power wing using a “Let Your Taste Buds Discover” message.

The Garden Veggie Flavor Burst line is part of Hain’s Sensible Portions brand, which includes Garden Veggie Straws and Puffs.

“For Walmart, we built our Flavor Burst business around our existing Veggie Straws business,” said Ed Kaiser, Hain Celestial senior director of marketing. “This allows us to display the entire line together at a common price point.

We’ve had success building a large size strategy overall as consumers look for additional value in the snacks they buy.”

The Walmart launch was supported with onsite and off-site media buys, a $1 off Ibotta deal and social media activity. The target consumer was households with kids under age 12 looking for better-for-you snacks the whole family could enjoy.

“Walmart has been a fantastic partner for us,” Kaiser said. “We worked together to define the right search and media plans, in-store POS, social media amplification and more.”

The launch coincided with new planogram schedules for key retailers, but Hain Celestial also worked with Kroger and Albertsons to secure secondary placements ahead of the in-aisle resets.

The Kroger launch was supported by on-site media. At Albertsons, SmartSource shelf talkers

46 l July/Aug 2024

used QR codes to deliver a $1 coupon through the retailer’s loyalty app.

Hain also worked with agency Clever(ish) Marketing to support the launch across digital and social media and with OOH activity, which included LED trucks and sampling in New Jersey and New York.

We’ve had success building a large size strategy overall as consumers look for additional value in the snacks they buy.

— Ed Kaiser, Hain Celestial Group

SEPTEMBER 12, 2024 • THE HILTON CHICAGO The ultimate in-store retail media showcase exclusively designed for CPG brands.

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a boutique promotional activation agency 20 years ago, pep filled a void in the marketing services space.

today, we are an industry leader in consumer activations, and the only partner who combines planning, sourcing, execution, creative, & technology into effective solutions for our clients.

our mission unparalleled industry & promotional expertise

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=

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