Shopper Media Reality: Why It’s Time to Rethink In-Store Networks

Execs Negotiating Shopper Media

THE RETAIL MEDIA NETWORK frenzy may be approaching the end of the beginning, as Shopper Media bring more In-store retail media options to CPG Brands. Now, the hard work starts.

For CPG brands, the story-within-the-story revolves around a growing number of in-store networks designed to reach shoppers where the vast majority of final purchase decisions are still being made. Call it “shopper media.”

In the food-drug-mass channels, 84% of transactions are still taking place in physical stores, while FMI The Food Industry Association estimates that just 6% of grocery items were sold online in the full year 2023.

This is the fourth part in a series. Republished here by permission from CPGmatters.

As we have been reporting here in recent months, that reality compels brands to consider where their newly-repurposed retail media budgets will best be spent. So far, a handful of very large, primarily digital networks have soaked up the lion’s share of the ad investment.

CPGs have a long history of providing marketing support for their brands across the broad physical retail landscape, not only at the largest chain accounts. Distribution power is brand power.

For this reason, although the big numbers and hype have surrounded digital retail media sales, shopper media retain a significant value-creation opportunity for brands that has barely been tapped:

  1. Frequency of visits. Four out of five shopping trips are still in-person. Even for regional retailers, this can add up to millions of monthly opportunities to present messaging from brands, on screens, via audio and on personal digital devices.
  2. Loyalty penetration. Retail media works best when messages and offers are finely personalized. As frequent shopper participation approaches the saturation point, they present a superb mechanism for brands. With appropriate access, they can leverage first-party and zero-party data to efficiently present offers that motivate repeat consumers and influence potential ones.
  3. Aligned with product distribution. Half or more of all CPG product is distributed across numerous regional and independent retailers. Brands intuitively recognize that physical distribution power is the foundation of lasting success. So far, their retail media messaging has not matched that level of coverage.

Not surprisingly, retail media networks remained top-of-mind at last month’s Shoptalk conference in Las Vegas, both on the presentation stages and in the aisles of the exhibit floor. CPG and grocery attendance was light, and the presentation topics focused on the large retail media and commerce media networks, with little to no mention of the fast-moving consumer goods sector.

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What’s ‘Fair and Proportional’ for a Retail Media Network?

retail media money

HOW ARE BRANDS MANAGING their retail media network spending?

Part one of this analysis addressed the conundrum CPG brands face in dealing with retail media networks. It summarized brand marketer spending trends documented by Cadent Consulting and described why brand teams are challenged when it comes to making sound empirical decisions about their retail media investments across their entire distribution networks.

Steps toward further clarity have been initiated by FMI – The Food Industry Association, which released new research, The Evolution of Retail Media: Decoding What Works — And What Doesn’t, in collaboration with NIQ and Think Blue on Jan. 31 at its FMI Midwinter Executive Conference.

The report forecasts CPG retail media network spending will reach $27 billion by 2026, with the grocery channel commanding $6.6 billion of that total.

Write the study authors, “As RMNs increasingly tap into brand media budgets, brands and retailers must adapt to this new paradigm. Aligning investment strategies, leveraging advanced data-driven personalization, and integrating RMNs into broader business planning will be vital to fully unlock the transformative potential of these networks.”

The report calls out several key challenges that trading partners face in this regard:

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Retail Media Network Gaps Hold Peril for Brands

Retail Media Networks Mind the Gaps

JUST WHEN YOU THOUGHT the retail media conversation couldn’t get any hotter, we hear high-profile executives from the largest Retail Media Networks (RMNs) and their technology suppliers on podiums and podcasts talking up a glorious future for brand advertisers.

RMNs were a recurring theme at last September’s Groceryshop event in Las Vegas and this month’s NRF ’24 Big Show in New York promises no fewer than 24 sessions on “Retail Media” topics. No wonder – the take from retail media sales this year is projected to reach $52 billion in the U.S. market alone, according to Coresight Research.

RMNs are retailer-owned digital and in-store channels which convey messages and offers to shoppers from CPGs and other third-party businesses. They have exploded in popularity over the past few years, due to the added revenue they can attract for retailers and the personalized audiences they can deliver to advertisers.

Right now, big RMNs wield heavy clout when it comes to scooping up those alternative revenues. The most prominent – Kroger Precision Media, Walmart Connect, Albertsons Media Collective, Target Roundel, Dollar General, Instacart – can deliver audiences in the tens of millions or more. These certainly boast wide geographic coverage that is important for brands.

It’s easy to be dazzled by the scale of those audiences and the purported advertising efficiencies and targeting capabilities of their networks. Savvy advertisers must also recognize that sheer, provable reach is only the first piece of the puzzle.

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