For as long as retailers have existed, they have sought ways to monetize the audience they bring to suppliers. From end caps to circulars, retailers have been a pervasive, but understated, media partner to brands of all sizes. 

But nothing in history has the scope and potential of retail media–the process of selling inventory on their websites, and other owned channels, to brands. 

It’s quickly becoming a huge market for advertisers, reaching $46B of ad spend in 2023. That is significantly higher than CTV, which was estimated at $25B. It is also expected to reach $100B by 2026. 

While some might consider retail media a performance marketing channel, Upwave data busts that myth, showing it is also a brand-building powerhouse.

Upwave’s recent analysis of over 500 retail media campaigns, spanning 300+ brands, found that 96% of campaigns had a positive lift on at least one brand KPI, 87% of campaigns had at least one brand KPI that was above Upwave Norms, and 18.8% of campaigns exceeded Upwave Norms for all brand KPIs.

The Rise of Retail Media

As with other eCommerce advancements, Amazon deserves credit for building the modern retail media network environment. Once Amazon became the online store for virtually everything, they realized millions of people were coming by daily to buy a variety of things. Amazon could sell space on its various product and category webpages to companies looking to influence those visitors. That first-mover advantage has paid off. Over 75% of the current US Retail Media investment is spent on Amazon advertising. Walmart is second, via its advertising solutions division, Walmart Connect.

There’s a simple reason why so many retailers are joining the ranks of retail media: the channel can produce margins of up to 90%, according to the Boston Consulting Group. We’ve even heard that it’s not hyperbole to suggest retailers would gladly do away with selling goods if they could just make the same amount of money in the media. 

Now, brands as diverse as Uber, Sephora, Sam’s Club, and Best Buy all have their retail media networks.

Unsurprisingly, performance marketers have flocked to retail media as a way to monetize that audience immediately. And, sure, it makes perfect sense that people browsing a retailer’s website are considered to be in the market to buy now.

However, retail media is a huge opportunity for brand building, one not nearly enough companies are taking advantage of. That means industry watchers are potentially even underestimating the future revenue opportunities from retail media.

Here’s why.

• The massive first-party data retailers are sitting on. It’s no coincidence that retail media is at the top of the minds of all advertisers at a time when cookies are going away. Retailers are better equipped than almost anyone else to offer targeting capabilities to advertisers and their agencies. They have a plethora of data on hand about households, such as if they have kids. For example, a car manufacturer can more accurately advertise its suite of cars to the right buyers (e.g. a minivan to those with multiple children).

• Not everyone on those websites is in the market to buy. It’s hard to track down specific stats for how many people visit a website without adding something to their shopping cart but the overwhelming majority of visitors do not purchase at the time of visiting. Sometimes people are browsing and not looking for something specific. Even those looking to make a purchase could be stopped in their tracks by a brand-building ad regardless. 

• Non-endemic ads performed as well, if not better than endemic ones. Another myth busted for this channel, Upwave’s study found that advertisements featuring products not for sale on retail media sites outperformed those that you could buy in several key areas, including ad recall, consideration, and purchase intent. One reason is the ad stands out as unique amid dozens of product listings. For example, an ad for insurance may be more noticeable among kitchen staples on a grocery store website. 

• Its reach extends beyond the retail domain. Amazon has Prime, a video platform increasingly winning high-profile deals like NFL broadcasts and producing large-budget shows like Lord of the Rings. Walmart has agreed to acquire Vizio, a manufacturer of smart TVs. Rakuten purchased eBook company Kobo. That’s in addition to their ability to place ads on third-party sites they don’t own. Retailers and eTailers alike are looking to expand their reach as far as possible, given the data advantage they have on many other websites. Retail media offers much more than on-site placements because they can better validate those audiences.

• A strong trust factor. Individuals browsing their favorite retail websites, apps, or streaming from retailer-owned platforms, are likely to trust those who run ads on the site. A 2024 eMarketer study found consumers trusted ads on retail sites almost double that of social media or third-party marketplaces. Furthermore, slightly over 50% of respondents were more likely to buy items and try out a new brand they hadn’t purchased before if a retailer advertised them. This is especially important for newer brands looking to build up their name recognition and trust. Our study found retail media tied with online video as driving the most consideration against all other mediums. Frequent shoppers of a particular website could learn about a brand one day through a well-placed ad intended to drive consideration, and then return days or weeks later to make a purchase.

Now is the time for brand marketers to reevaluate their channel mix and take another look at this medium. By understanding that brand-building is a possibility in retail media it opens up the category for more growth than what is being predicted. All of our data demonstrates it’s a huge opportunity for brands looking to impact consumer behavior along the mid-lower brand funnel. Now is the time for brand builders to embrace the opportunity before the rest catch on.

The post Retail Media: As Important for Brand Builders as Performance Marketers appeared first on AdMonsters.

Digital advertising is becoming increasingly complex, and honestly, this won’t change for some time. While the advertising ecosystem is strategically preparing for the long haul, peak season is upon us and before you know it, summer will be gone.

With transparency and media quality at the top of publishers’ minds, it will be interesting to see how Q4 plays out. External factors such as Google’s decision to maintain third-party cookies are only further complicating things.

For brands, brand safety is a major concern, especially during election season like this one where advertisers are projected to spend over $12B on ads across all channels. With brands opting out of placing ads next to election content, or news entirely, the question arises, what do brands have to be afraid of?

At the recent AdMonsters Publisher Forum in Boston, Jana Meron, the newly appointed VP of Revenue Operations and Data at The Washington Post, challenged the conventional wisdom around news and brand safety. Speaking to a packed room of publishers and tech vendors, she questioned, “Why would you avoid reaching this audience when they’re most engaged?”

A few years ago, an IAB study found that 84% of consumers trust brands they see in the news, which highlights the importance of addressing misconceptions about news content. Yet, despite this trust, Resonate’s Fall 2024 Consumer Trends Report tells us that consumer spending is down, which is no bueno for publishers, brands, and agencies already grappling with declining ad revenue and sales.

“The challenge continues for advertisers trying to navigate trust and brand safety,” said Jonathan Neddenriep, co-founder and CTO of Postie. “This also puts pressure on the large tech platforms to double down on ad and content safety tools, something that isn’t always a popular or easy investment (see the Meta CrowdTangle shutdown, for instance.)”

So, what’s a brand to do during times like these?

I recently moderated a webinar with Neddenriep and Bethany Bollenbacher, Customer Success Senior Team Leader at Postie, where they dropped a ton of jaw-dropping gems to help brands stay afloat. If one thing is for sure, and two things are for certain, brands should definitely incorporate direct mail into their strategies. With Postie, direct mail now offers digital capabilities like real-time reporting, website re-targeting, and targeting that exceeds even digital channels. 

Here are some insights and strategies to help brands navigate holiday and election campaigns.

• Election Season: The Catalyst for Surging  Ad Rates
  During election years, the surge in political ad spending significantly impacts ad rates on major platforms like Meta and Google. The bid-based nature of these platforms intensifies competition for ad slots, driving up CPMs and CPAs. This situation is particularly challenging for ecommerce brands looking to grow during the holiday season. To navigate these fluctuations, brands should develop conservative forecasts for CPMs and explore alternative channels with more stable performance metrics. Implementing digital campaign levers like cost-capping can also help protect your budget from being drained by the rising cost of ad slots.
• Leveraging Direct Mail for Stability
  Direct mail offers a stable and predictable alternative amidst fluctuating digital ad rates. Unlike digital channels, where ad placements can be unpredictable and subject to sudden rate hikes, direct mail provides a consistent and reliable medium. Its ability to lock in rates and deliver steady results makes it an attractive option for brands looking to diversify their advertising strategies. Additionally, direct mail’s physical separation from digital noise can enhance brand safety—a key concern during politically charged periods.
  
• Develop Strong Personalization and Creative Strategies
  Personalizing direct mail is key to maximizing engagement and conversions. While basic tactics like adding a recipient’s name may have limited impact, tailoring offers relevant to the specific needs of each household can significantly boost engagement. For example, offering loyalty rewards or promoting local pickup to save on shipping can make direct mail more enticing. Additionally, tapping into the nostalgic and emotional appeal of the holiday season in your creative strategies can strengthen consumer connection and drive purchasing behavior. As Bollenbacher puts it, “Keep it warm, fuzzy, and cheesy!”
• Hone in on Your First-party Data
  First-party data remains a vital brand asset, especially as third-party data faces increasing scrutiny and regulation. By leveraging first-party data, brands can gain deeper insights into consumer behaviors and optimize their marketing efforts. Retail media networks, which capitalize on this data, are gaining traction to support both retailers’ and brands’ growth objectives. This data-driven approach enables precise targeting and personalization, enhancing overall campaign effectiveness. During a session at AdMonsters Ops titled “Retail Media In-Housing: It’s the New Wave,” speakers stressed how crowded the retail media space has become. To stand out, one strategy for RMNs is to tap into direct mail, a far less crowded medium in RMN.
• Remain Flexible to Keep up With Consumer Habits
  To run effective holiday campaigns, it’s crucial to understand and align with consumer habits. Different industries follow unique seasonal patterns, so your marketing should reflect these trends. For example, gift-giving behaviors ramp up in early Q4 while sectors like home services decline — no one wants to start a home improvement project on Thanksgiving when everyone is focused on eating. Brands can optimize their campaigns by targeting consumers at the right times and revisiting CRM strategies to encourage multiple purchases during the holiday season, boosting lifetime value.
• Understanding Publisher Concerns
  Publishers are facing a host of challenges, with transparency and diversity in advertising being especially critical for niche publishers striving to stay afloat. Media quality verification remains is also a hot topic, with industry experts debating its effectiveness. At Publisher Forum Boston, Claire Atkin from Check My Ads highlighted these issues, calling for ongoing dialogue and efficiency improvements. In this challenging environment, publishers need strong strategies to maintain and strengthen their market positions.

A Worry-free Approach to Surviving Q4

Navigating holiday campaigns during an election year requires a multifaceted approach, balancing digital and traditional channels, and better leveraging first-party data, while understanding consumer habits. 

Brands and agencies must stay agile and prepare for fluctuating ad rates while optimizing strategies to cut through the political and holiday noise. Direct mail offers a stable, effective alternative, and personalized, emotionally resonant creative strategies can drive consumer engagement. Ultimately, a well-rounded, data-driven approach will empower brands to succeed even in the most challenging advertising landscapes.

Don’t sleep on the power of direct mail. To watch the full discussion click here.

The post Deck the Halls With Votes and Direct Mail: Mastering Holiday Campaigns in an Election Year appeared first on AdMonsters.

As retail media expands, it becomes more complex and creates significant challenges for retailers, brands, and agencies. For instance, fragmentation within the space creates a cumbersome and inefficient buying process, hampering the widespread adoption and growth of retail media networks. There is a pressing need to develop multi-retailer, multi-channel, and multi-format platforms driven by ROAS to address this issue. 

These platforms would enable retailers and brands to fully capitalize on the opportunities within retail media, ensuring that advertising remains relevant and effective at every stage of the consumer journey.

In response to these challenges, companies like Criteo are forging strategic partnerships to simplify and scale retail media operations. For instance, Criteo’s collaboration with Microsoft Advertising aims to streamline the monetization of retail media inventory through a unified omnichannel platform. 

We spoke with  Brian Gleason, Chief Revenue Officer at Criteo and Lynne Kjolso, Vice President of Global Partnerships and Retail Media at Microsoft Advertising, about how their partnership can empower retailers to connect with meaningful demand and enhance the shopping experience by leveraging first-party data to deliver more relevant ads.

Andrew Byrd: What are the main challenges retailers face with platform complexity, and how can these be simplified to benefit omnichannel retail media programs?

Brian Gleason: As retail media continues to scale, platform complexity is creating an increasingly fragmented ecosystem for retailers, brands, and agencies. Currently, brands are buying retail media via multiple platforms, leading to a cumbersome buying process that, in turn, impacts widespread adoption and growth for retailers’ media networks.

The retail media ecosystem must prioritize the development of ROAS-driven multi-retailer, multi-channel, and multi-format platforms that allow retailers and brands to capitalize on the booming opportunity effectively. With shoppers increasingly returning to physical stores, ad tech providers must connect retailers to meaningful and relevant demand that allows them to speak to audiences at all stages of their purchase journey — wherever and whenever they shop. 

With Microsoft naming Criteo its preferred partner to serve the onsite needs of its retailer clients, the two companies intend to help retailers monetize their valuable retail media inventory through a simplified omnichannel platform and program management. 

AB: How can the advertising experience be improved to enhance relevance for shoppers and reduce marketplace inefficiency?

BG: Retail media is inherently consumer-centric by harnessing first-party data, but there are still inefficiencies that can be optimized to provide a better experience for consumers as they shop across the open internet.

For example, product-first retail media strategies reduce fragmentation in the market by allowing brands and agencies to scale their campaigns across multiple retailers. At Criteo, we’ve integrated SKU-based planning into our platform, which allows brands to promote their products on any retailer in our network where their product is sold in one streamlined campaign activation, management and optimization workflow with closed-loop measurement.

This, in turn, creates additional opportunities for brands to reach consumers with relevant ads. At the same time, they browse the open internet while ensuring the products they choose to buy are in stock and available for purchase at their desired retailer.

AB: How does the integration between Criteo and the Microsoft Advertising Network aim to simplify and scale demand access for advertisers?

BG: Our relationship with Microsoft Advertising builds on our strengths to drive scale, simplicity, and innovation in retail media. Specifically, our planned strategic collaboration would bring Microsoft Advertising’s extensive demand to Criteo’s global network of 225 retailers, empowering Microsoft Advertising’s 500,000+ global active advertiser clients to achieve stronger, measurable performance for their campaigns.

Overall, our collaboration would benefit all parties within the retail media ecosystem. Retailers would have access to increased global demand, while brands and agencies would have increased supply options that help them diversify their campaigns and reach shoppers with personalized advertising through a single point of entry, driving performance growth with scale.    

AB: Can you provide more details on the planned innovations with Microsoft Curate and the AI-powered Retail Media Creative Studio and how these will benefit advertisers and retailers?

BG: Through our collaboration with Microsoft Advertising, we’re exploring opportunities for our advertiser clients to tap into Microsoft Advertising’s generative AI and innovations, such as its AI-powered Retail Media Creative Studio. Harnessing tools like the Retail Media Creative Studio would make it easier for Criteo clients to create and optimize their ad creative at scale with the power of generative AI while providing retailers with creative advertising formats to drive engagement on their owned and operated properties.

AB: Considering current trends and challenges, what do you envision as the future of retail media in the next five years?

BG: Over the next five years, retail media will progress through greater unification to unlock the full potential of the $150 billion retail media market, focusing on efficiency, integration, and growth. As the industry scales, retailers will increasingly operate as media companies, using their valuable first-party data to enhance customer engagement and drive transactions. 

As we continue to address platform complexity and fragmentation issues, solutions like Criteo’s Commerce Media Platform will drive the adoption of multi-retailer, multi-channel, and muti-format campaigns. The industry will also embrace a full-funnel approach, combining onsite display with offsite ads to create a unified consumer journey and leveraging closed-loop measurement for enhanced performance.

Increased investment will prompt brands to scale their retail media efforts and optimize return on ad spend, highlighting the need for advanced tools like AI that will drive agile optimization. As this investment increases, industry-wide standardization will become crucial, with collaboration among key players like the IAB and MRC helping to reduce fragmentation.

AB: Your blog post alludes to retail media still being in its teenage years. What steps need to be taken to prepare it for adulthood?

Lynne Kjolso: There is a lot of promise in retail media, but evolution and maturity are required to fully take advantage of the opportunities.

Specifically, there is platform complexity with so many point solutions flooding the market. Retailers would benefit from more simplicity in their options and the ability to activate omnichannel retail media programs. 

Additionally, ad buyers pay a heavy operational tax due to fragmented buying challenges. With more unified ways to access retailer supply, like in our collaboration with Criteo, buyers can access retail media supply seamlessly and at scale.

Lastly, the advertising experience is often poor for consumers due to a lack of a cohesive approach and standardization. We can address this marketplace inefficiency by putting the consumer at the center of the equation. For example, retailers can use Microsoft Curate to extend and monetize their onsite audience with curated deals available in any DSP. This makes it easier for advertisers to seamlessly buy off site retail media in the same place as their other digital media buys. 

AB: How does Microsoft Advertising plan to address the fragmented buying challenges caused by the proliferation of retail media walled gardens?

LK: Our collaboration with Criteo is an important step in addressing fragmented buying challenges. As a company, our goal is to empower the entire ecosystem to achieve more. In retail media, this equates to bringing scale, simplicity, and innovation to the market. By bringing our scaled demand to Criteo’s retail media supply, we’re breaking down walls and helping advertisers access a rich array of retailers through a single entry point.

The post Microsoft and Criteo’s Unified, ROAS-Driven Retail Media Strategy appeared first on AdMonsters.

AI is a crucial growth driver across various aspects of commerce advertising, from content creation to targeting and personalization, according to mrge’s latest State of Commerce Advertising Report.

To learn more about the transformative role of AI in commerce advertising, we chatted with Felix Witte, General Manager and SVP Publishers & Advertisers at mrge. He gave us an in-depth look at the report, showcasing specific examples of revenue increases and operational improvements.

In our conversation, Witte also addressed the challenges posed by Google’s anticipated updates, which are expected to significantly impact content quality and data protection. Transparency is also a crucial concern for the industry, with 94.4% of respondents citing so.

Dig into the Q&A for a comprehensive view of the current and future state of commerce advertising backed by data and insights from the report.

AI as a Revenue Driver

Lynne d Johnson: The report highlights AI as a significant growth driver. Can you provide specific examples or case studies where AI has substantially increased revenue for commerce advertisers?

Felix Witte: AI is extensively being used in managing product listings on search engines. Tools like GPT-4 and Jasper.ai can generate product descriptions, specifications, and listings automatically. By inputting basic product information, AI can produce detailed, SEO-friendly descriptions that save time and maintain consistency for publishers. When looking at the advertiser side, we noticed that AI is being employed across the whole value chain.

For example, a large sports apparel company is using AI and machine learning to analyze customer data and predict future purchasing behaviors. They use these insights to tailor their marketing efforts more effectively.

A large beverage company utilizes AI-driven analytics and machine learning to analyze social media interactions and customer feedback. This allows them to create more targeted and personalized ad campaigns.

A leading online publisher uses AI to create a dynamic content recommendation engine that adapts to user preferences in real time. They also employ AI to optimize their native advertising, ensuring that ads are more relevant to readers.

At mrge, we use AI to optimize partner program selection as well as using automated bidding to ensure the best traffic is directed to our partners.

The AI market is expected to grow from $184.00 billion in 2024 to $826.7 billion in 2030. We believe a large part of this growth will be driven by the commercial and operational upsides that AI offers.

AI’s Expected Impact: AI is viewed as having high potential in advanced targeting and personalization, content creation, and campaign optimization.

Navigating Google Updates

LdJ: The anticipated Google updates are a major concern for the industry. What specific changes are expected, and how should advertisers and publishers prepare to mitigate potential negative impacts?

FW: In the second quarter of 2024, Google severely penalized performance marketing outside its walled gardens. Content white-label solutions have been effectively eliminated. Content sites have lost one of their key growth drivers (commerce content on their sites) and are now struggling to determine new growth strategies. AI regulation has been tightened to favor the classic Google search, which coincidentally started experimenting with the inclusion of coupon and discount codes. Industry experts believe Google will continue to become more restrictive regarding the types of traffic, specifically:

• Content quality: Emphasis on original, high-quality content over thin, low-quality content.
• EAT (Expertise, Authoritativeness, Trustworthiness): Continued focus on E-A-T criteria, particularly for Your Money or Your Life (YMYL) sites, which include many affiliate marketing websites.
• Page experience: Incorporation of Core Web Vitals into ranking signals, affecting how pages are assessed based on user experience metrics.
• Product review: Enhanced algorithms to evaluate the depth, quality, and authenticity of product reviews, favoring comprehensive, insightful content.

Additionally, past Google changes were focused on English-speaking countries only. We expect that Google will extend its policy to all languages.

Google Updates Impact: Emphasis on high-quality content and strict data protection rules.

Enhancing Transparency​

LdJ: With 94.4% of respondents highlighting the importance of transparency, what measures are being implemented to enhance transparency within the industry, particularly in ad placements and revenue reporting? What steps is mrge taking to improve transparency in Commerce Advertising transactions and reporting?

FW: To improve transparency and efficiency at scale, we have implemented direct integrations with affiliate networks. These integrations allow for seamless data exchange and real-time tracking, ensuring that all parties have immediate access to performance metrics and detailed insights. This level of transparency helps in building trust between advertisers and affiliates, as it provides a clear view of traffic sources, conversion rates, and overall campaign effectiveness.

Our approach also includes maintaining a high level of responsiveness to advertiser requests. We understand that timely and effective communication is crucial for successful campaign management. By prioritizing advertiser needs and swiftly addressing their inquiries, we ensure that their campaigns run smoothly and any issues are resolved promptly. This proactive stance not only improves campaign performance but also fosters long-term partnerships with our clients.

Additionally, we employ proactive click screening through 24metrics, a sophisticated tool designed to detect and prevent fraudulent activities. This tool continuously monitors clicks and conversions, identifying any anomalies or suspicious patterns. By filtering out invalid traffic and ensuring that only genuine clicks are counted, we protect advertisers from fraud and enhance the overall quality of the traffic we deliver. This proactive approach to fraud prevention reinforces our commitment to providing reliable and effective affiliate marketing solutions.

Transparency Importance: 94.4% of respondents consider transparency crucial​.

Investing in Partnerships

LdJ: The report mentions increased investment in partnerships as a key opportunity for revenue growth. Can you elaborate on the types of partnerships that are most effective and provide examples of successful collaborations?

FW: The most relevant partnerships are between advertisers and suitable publishers, including:

• Coupon and deal sites
• Product comparison and review sites
• Buy Now Pay Later sites
• Social media platforms, blogs, forums, and niche content sites

We believe that successful partnerships are based on regular communication, a clear exchange of partnership goals, and a strong alignment between the publisher’s audience and the advertiser’s products.

Partnership Growth: Increased investment in strategic partnerships is seen as a key revenue growth driver.

Capitalizing on Emerging Trends

LdJ: Considering the optimistic outlook for the second half of 2024, what key factors does mrge believe are driving this positive sentiment, and how can advertisers and publishers best capitalize on this anticipated growth? What emerging trends or technologies do you foresee shaping the future of commerce advertising beyond AI and Google updates?

FW: In the second half of the year, several factors drive growth:

Economic stabilization and recovery, characterized by lower inflation and a return to growth, play a significant role. Changing consumer patterns also contribute, with a higher share of spending allocated to essential items like food, electricity, and heating. Additionally, consumers are becoming more cost-conscious, showing a preference for value products, which leads to lower basket values but increased interest in coupons and discounts. The Q4 seasonality, marked by major commercial events such as Black Friday and Christmas, further boosts e-commerce and affiliate marketing.

To capitalize on these trends, businesses should focus on helping consumers mitigate the impact of inflation by providing money-saving opportunities. Planning ahead by forging partnerships with publishers early ensures a strong reach during the crucial Q4 period. Adapting to emerging product trends is essential, as identifying in-demand products based on changing consumer patterns can enhance success.

Moreover, several other trends are shaping the landscape. Video marketing continues to grow in relevance, while AI-driven customer support and interactions are becoming more commonplace, with a shift towards direct messages instead of traditional email or chatbots. There is also a continued trend towards eco-friendly products and conscious travel. Lastly, the upcoming US elections are expected to have a significant impact on e-commerce and overall economic development.

Emerging Trends: Approaches to maximize growth through upper- and mid-funnel activities, such as strategic partnerships, social media engagement, and creating valuable content.

The post AI Boosts Commerce Ad Revenue by 32%: Insights from mrge’s State of Commerce Advertising Report appeared first on AdMonsters.

At Cannes Lions 2024, the conversations were as lively and diverse as the French Riviera itself. Amid the glitz and glamour, we sat down with several leading digital media and advertising figures to get their take on the future. 

From exploring ID-less solutions to leveraging retail media data, the strategies for surviving and thriving in this ever-evolving ecosystem were as varied as they were insightful.

Geoffroy Martin, CEO of Ogury, emphasized the necessity for publishers to pivot towards ID-less solutions and alternative identifiers. “If you own your first-party data and comply with regulations like GDPR and CCPA, you will be able to monetize your data, and that’s what advertisers want,” Martin explained. This proactive stance is crucial as the industry braces for the end of third-party identifiers. 

Meanwhile, Oz Etzioni, CEO of Clinch, highlighted the importance of personalization, automation, and omnichannel strategies, underscoring the need for a holistic approach to integrating CTV into advertising.

Read on to learn what leading industry leaders from Ogury, Clinch, TransUnion, and more had to say.

Publisher Playbook: Winning Strategies from Cannes Lions 2024

Geoffroy Martin, CEO of Ogury

According to Martin (if you haven’t already), publishers should start exploring and implementing ID-less solutions and alternative identifiers in partnership with advertisers and technology partners. This proactive approach will help publishers continue monetizing their content effectively, considering that we will be done with third-party identifiers in the foreseeable future. 

Gathering and maintaining first-party data is, of course, a major focal point.

“If you own your first-party data and comply with regulations like GDPR and CCPA, you will be able to monetize your data, and that’s what advertisers want,” Martin explained. “When Google finally deprecates the cookies, signals from third-party identifiers will disappear. This will be a massive problem for publishers, giving them no options but to continue collaborating with advertisers and technology partners to work with ID-less solutions or alternative ID.”

Oz Etzioni, CEO of Clinch

From Etzioni’s perspective, publishers have a few options for survival. He suggests that publishers integrate personalized technology, optimize content frequency in partnership with buyers, adopt omnichannel strategies, invest in automation and AI, utilize retail media data, and focus on operational efficiency to enhance the effectiveness of CTV and retail media campaigns. 

Overall, publishers need to adopt a holistic approach to integrating CTV into their advertising strategy. 

“We are partnering with publishers to integrate everything into one, let’s call it activation,” Etzioni said. “CTV is becoming another channel. They’re also starting to venture into more formats like display and video on the opening home screen. It’s not just pre-rolls anymore. In terms of frequency management, we are working with publishers by taking the same ad and creating different variations and stories behind it. That way, a user will not see the same annoying ad 25 times. 

Michael Schoen, EVP/GM, Marketing Solutions at TransUnion

Schoen’s advice for publishers focuses on understanding consumer identity, leveraging cloud environments for data collaboration, and partnering with buyers and intermediaries to ensure the effectiveness of targeted marketing strategies. 

We discussed using GenAI to scale creative content and TransUnion’s pivotal role in providing data and measurement solutions for marketers and publishers. Schoen also schooled us on this concept of “Movable Middles,” which focuses on targeting consumers that are neither loyal to one brand nor competitors to drive incremental impact. 

“The concept of the middle is to focus on the middle, don’t target those folks who are really loyal to your brand because they’re already yours,” said Schoen. “Don’t target folks who are really loyal to the competitor either. One shows that investments in building your brand actually pay off in the long term and act like an annuity. If you can take a consumer and shift their brand loyalty, that will pay off long-term, and you don’t need to make this trade-off.” 

Voices from the Croisette: Insights and Anecdotes from Cannes Lions 2024

Lena Arbery, Associate Director Sales Tripadvisor 

“The key lesson from Cannes Lion 2024 is the importance of consistently innovating while staying true to your brand’s core values and putting consumers at the center of your brand. In a crowded market, advertisers must prioritize their end customers, who are the heart and soul of the brand, to effectively target and retarget them through every step of the funnel.”

Paul Wright, Head of International for Uber Advertising

“Anecdotally, we heard that out of a week of highlights at Cannes, Uber Advertising’s late-night pizza giveaway on the Croisette stood out as especially welcome. When our team helped serve them, they were certainly warmly welcomed by the event’s attendees! 

Regarding key topics, the rise of commerce media and commerce networks was undeniably dominant. Prominent brands across verticals, from our platform to airlines to banks, all came to highlight their commerce media offerings. Last year, the focus was perhaps more on pure retail media, but this year’s Cannes showed that commerce media offers distinct advantages. It can effectively steer consumers along their purchase path and empower brands to amplify their message across the upper and lower funnel.”

Simon Sikorski, President, Global Operations of XR Extreme Reach

“A lot of companies are buzzing around sustainability at Cannes, emphasizing the urgency to move faster. The discussion is that advertising has an amazing role in getting the message out and helping consumers make informed choices when opting for sustainable brands and practices. Sustainability is not just a passion but a business advantage. Companies are moving from policies to measurable outcomes. The focus is on reducing storage, optimizing assets, and effectively measuring these efforts. Sustainability has not fallen off the agenda at Cannes.”

Connatix – Mike Caprio, SVP, Americas 

“Cannes is back, with a crowd larger than even pre-pandemic levels. While POSSIBLE this year was impressive and quickly becoming a tent pole event in our industry, the reigning champ remains Cannes Lions International Festival of Creativity. Key themes of the week focused on the premium internet, leveraging data and other signals to enhance brand outcomes. Video and multi-device streaming continue to gain the most momentum, particularly through contextual targeting to expand audiences across CTV and OLV. Many emerging markets are looking to the US for guidance on transitioning from open linear television to streaming. And when it comes to the ongoing debate over generative AI, the industry is striving to find a balance across media, creative, and content sectors. However, a consistent outcome has yet to emerge.”

Peter Crofut, VP Business Development, Wurl

“In general, agencies seem to be pushing advertisers to widen the definition of’ performance‘. I found myself in many conversations with agency leaders both on and offstage, questioning whether we’re too focused on the lower funnel and ignoring the power of brand awareness metrics. Video completion, longer and more emotionally-invested attention agencies are making the case that these upper funnel metrics serve a real purpose and ultimately drive outcomes.”

The post Seen and Heard at Cannes Lions 2024 + Strategies for Survival Amid Change appeared first on AdMonsters.

Developed with insights from industry leaders like Paul Brenner at Vibenomics, the IAB and its partners designed the 2024 Digital Out-of-Home (DOOH) & In-Store Retail Media Playbook to enhance the execution of DOOH and in-store retail media strategies. The playbook serves as a guide for retailers and brands to navigate and implement these media channels effectively. It focuses on practical applications, advanced targeting methods, and leveraging retailer data to optimize shopper engagement and campaign success.

Brenner tapped into Vibenomics’ tailored approach to retail media to shape his insights for the Playbook. As a leader in providing in-store digital advertising technology and services, Vibenomics focuses on aligning with retail media owners’ business models, providing technology and infrastructure that respect ownership and operation dynamics. 

We chatted with Brenner about the roles of retail media, shopper marketing, and category teams in modern merchandising. Our conversation also explored advanced data targeting methods to understand shopper behavior and outline strategies for measuring the success of DOOH and in-store campaigns. Brenner provides insights into leveraging retailer data and in-store technologies to create a cohesive, dynamic shopping environment that bridges traditional merchandising with innovative retail media strategies.

Andrew Byrd: What is the primary focus of the 2024 Digital Out-of-Home (DOOH) & In-Store Retail Media Playbook?

Paul Brenner: At a high level, it’s crucial to understand the distinction between digital out-of-home (DOOH) and in-store media. The IAB faced difficulties because many mistakenly believed that DOOH included in-store media. 

After a thorough discussion, we concluded that DOOH ends at the venue’s entrance. The retailer and brand can achieve the most attributable results inside the venue. This is because in-store media is owned and operated, allowing for more direct control and measurement of impact. 

In contrast, DOOH is a third-party solution that operates independently of the venue’s internal media strategies. This fundamental difference in operation and attribution is why these two types of media are categorized separately and viewed through different lenses.

AB: What role did Vibenommics take in working on the Playbook and what perspective do you bring to the retail media space? 

PB: Vibenomics is designed explicitly for retail media, ensuring that our partnerships with various retail media merchants respect their ownership and operation of the media. We provide the technology and physical infrastructure, aligning our strategy with their business model for venue operations. 

This approach differs from digital out-of-home advertising, where the focus is on investing in signage and seeking foot traffic. Instead, we follow the lead of retail media owners, ensuring our financial models, operational methods, approval processes, and creative control align with their rules of engagement.

As part of Vibenomics, I focus on ad tech and advertising within Mood Media. I leverage my experience working with numerous retail media networks to understand the diverse approaches to building retail media spaces. I bring insights from our current brand partnerships to refine our playbook and advance the industry.

AB: How does the playbook envision using disruptive in-store technology to enhance the shopping experience?

PB: Over the past five years, I’ve observed the evolution of retail media from within the stores, especially on the periphery of the retail media landscape. This shift has seen omnichannel strategies integrate on-site and off-site elements as retail media companies have the freedom to design webpages and leverage data and shopper insights as they see fit. Shopper behavior has predominantly been a digital experience, whether through apps or online interactions. Now, there’s a need to merge this digital experience with the physical world, considering new approaches to privacy and delivering what consumers truly need for better preparation.

The challenge lies in transforming traditional, static signage—like cardboard stands and paper shelf tags—into more cohesive and engaging elements that offer consumers a seamless digital-to-physical experience. Instead of simply navigating around static signs, consumers should encounter dynamic, noticeable, helpful promotions that drive their behavior and enhance their in-store discovery and exploration process.

AB: What roles do retail media, shopper marketing, and category teams play in the context of merchandising within the retail sector?

PB: Retail merchandising professionals must now incorporate insights from Retail Media Networks. This shift means traditional trade deals and merchandising strategies, like shelf placement and promotional value, can no longer be considered in isolation. 

Instead, retail media, shopper marketing, and category planning merge into a single, integrated conversation. Brands increasingly need to allocate more of their budgets to retail media, drawing funds from traditional merchandising investments. This necessitates closer collaboration between teams, a focus we specialize in. 

To create a cohesive strategy, we aim to bridge the gap between traditional merchandising and retail media by controlling the environment, creative aspects, context, and store mobility.

AB: What types of data are emphasized for advanced targeting in the playbook, and how can they be used to understand shopper behavior?

PB: The current playbook focuses on execution, providing insights for brands, retailers, and service providers leveraging retailer data and in-store technologies for maximum shopper benefit. The initial version mainly covered retail media standards with a brief in-store section, reflecting the evolving nature of in-store experiences. 

This playbook now addresses utilizing retailer data and technologies to enhance the shopper experience. It differentiates between online (one-to-one audience) and in-store (one-to-many audience) advertising, highlighting the challenges of demographic variability in stores. 

By analyzing shopper transaction data, retailers can adjust in-store strategies to improve spending and category share, integrating first-party data into the broader shopping experience. For instance, mature retailers can evaluate how creative impacts spending per trip, household, and category share across both digital and in-store environments, aiming to translate online insights into in-store successes.

AB: What methods does the playbook suggest for measuring the success of digital out-of-home and in-store retail media campaigns?

PB: There are two approaches to consider. One is a straightforward control test, which is easier to execute. For instance, we could test a campaign with a major home improvement customer by isolating a test group from a larger control group. We would then analyze pre- and post-campaign effects on shopping behavior using statistically relevant data.

The second approach, announced with Microsoft last year, involves taking a brand’s media plan and extending the control test to in-store activities. This includes examining product listing ads, search strategies, and in-store tactics. We then determine which tactic or combination of tactics drives greater lift or increase.

In essence, we perform both isolated and combined tactic tests. By comparing in-store tactics alone with combined on-site and in-store tactics, we can assess their impact on category share and lift. This dual approach has provided valuable insights into optimizing the integration of online and in-store shopper data.

The post In-Store Retail Media Strategies Reimagined with Paul Brenner From Vibenomics appeared first on AdMonsters.

Soyeong Park was originally born in Seoul Korea, but a significant move to Spain brought her unique and diverse perspective. This experience was a catalyst for her continued curiosity about different cultures and traditions, shaping both her personal and professional life.

Park’s professional path took her from Georgetown University and Northwestern University to a role at Williams-Sonoma, where she honed her expertise in data-driven marketing. Currently, Park works at Sam’s Club Member Access Platform (MAP), where she heads the Measurement, Insights, and Data Strategy (MINDS) team. Park also earned the honor of Data Demistifyer as a 2024 AdMonsters & AdExchanger Top Woman in Media & Ad Tech honoree.

We got to speak about her passion for retail, data, and marketing, how her ad tech journey led to her current role and how the industry has evolved over her career. 

Andrew Byrd: Can you tell me a bit about your upbringing, where you’re from, and how that influenced the person you are today? 

Soyeong Park: Born in Seoul, Korea, my early life was marked by a family move to Spain for my father’s job. I was 11 years old then, and this move presented a unique opportunity to experience a multicultural environment. While in Spain, my family and I maintained our Korean culture and traditions at home. I also attended a local American high school, which allowed me to experience the Spanish way of life.

After high school, I moved to the United States to pursue my undergraduate degree in Business at Georgetown University. Following my undergraduate studies, I attended Northwestern University where I pursued a master’s degree in business Statistics and Data Analytics.

Looking back, it is undeniable that my family’s move to Spain was a transformative chapter in my life. That multicultural experience continues to shape me today both personally and professionally. Living in Spain gave me a global mindset at an early age. I continue to be curious about different traditions and ideas, and I enjoy meeting new people and learning about their cultures and backgrounds. 

AB: How did you start working in the ad tech and digital media industry? Most people seem to stumble upon the industry. Is that your experience? 

SP: My first job in the US was at Williams-Sonoma Headquarters. The company was highly progressive at the time, using data-driven marketing and digital media. I was with Williams-Sonoma for 13 years. This is where I gained a deep understanding of data-driven marketing; this included A/B testing, customer insights, hyper-personalized targeting, measurement and attribution models, digital marketing, customer journeys and loyalty, among others. 

I started at Williams-Sonoma as a data analyst and later led the centralized marketing data and analytics organization, supporting all seven brands by Williams-Sonoma and Pottery Barn. 

When retail media emerged, it was an obvious choice for me to explore. Retail media presents the perfect blend of my three favorite areas – retail, data, and marketing. 

AB: You now work at Sam’s Club Member Access Platform (MAP). Can you share more about your role and responsibilities there? 

SP: For the past two years, I have been leading the Measurement, Insights and Data Strategy (MINDS) team at Sam’s Club MAP – a role I love. This position allows me to apply a diverse range of skills and knowledge that I have gained from my previous roles. These include management consulting at BCG, marketing decision science and customer insights at Williams-Sonoma, and data strategy at Workday. 

At Sam’s Club MAP, I get to build strategic differentiators including our deep first-party members insights and closed-loop measurement which are both made possible by Sam’s Club’s membership model. The combination of member insights and measurement helps our advertisers achieve their business goals. 

AB: With your extensive background in omnichannel retail and digital media, how have you seen the industry evolve over the past decade?

SP: It’s incredible to see the rapid growth and evolution of the retail media industry. Many retail media networks have seen two major evolutions. The first phase of retail media was centered on onsite media and first-party data. The second phase aimed to enhance onsite media capabilities with offsite extensions for broader reach and frequency. Currently, industry leaders, including Sam’s Club MAP, are actively preparing for the next phase by integrating in-store media and developing a truly omnichannel media offering for advertisers.

AB: I’m sure you are a leader and mentor to upcoming ad tech professionals. What leadership lessons have you learned from your experiences throughout your professional career?

SP: Stay curious and never stop learning. This will make your career more enjoyable and exciting. Embrace ambiguity by exploring innovative ideas and creating new rules that work for you!

AB: Any final advice for upcoming ad tech and digital media professionals?

SP: There is so much innovation ahead. It is an exciting time to be in ad tech and media. Immerse yourself in the industry and strive to become an expert in what you are passionate about. 

The post AAPI Heritage Month Spotlight: Soyeong Park’s Journey from Seoul to Ad Tech Leadership appeared first on AdMonsters.

To find a new revenue stream, Wal-Mart didn’t need to open a new store or work with a new distributor or sign a new supplier. All it needed to do was monetize its existing audience through advertising to the tune of ​​$3.4 billion per year. That’s only slightly less than Barnes & Noble made in revenue all of 2022.

Wal-Mart achieved that incremental revenue through the creation of a retail media network, which enables the companies that sell goods at Wal-Mart to pay to reach potential customers through advertising.

While Wal-Mart’s retail media network still represents a fraction of what Amazon makes from its own advertising, Wal-Mart has big plans, which is why it’s attempting to buy Vizio.

What Are Retail Media Networks

To understand retail media networks is to understand that in them retailers are both demand and supply, not entirely dissimilar to their core business.

A retail media network (RMN) is an advertising platform operated by retailers to allow brands to reach their customers. A retailer can offer ad space on their owned properties (e.g., a retailer’s website, in-store display, apps, etc.) where they are the supply. They also can place ads on third-party sites, like external publishers, where they act as supply and demand. The latter is where retail media networks are expected to skyrocket.

Brands that advertise on RMN benefit from reaching their customers during the buying process and being able to utilize retailers’ rich 1P data.

Amazon revolutionized what a retailer could do with their digital storefront, Wal-Mart set the trend for brick-and-mortar-first operators; now over 200 retailers have established or are in the process of creating their own retail media network: including recent entrants Wawa, Wakefern Food Corp., Co-op, and more.

RMN Meets Its Biggest Opportunity: Cookieless

Retail media networks were already becoming a powerful force, but Google finally following through on its cookie depreciation plan has made them even more desirable for advertisers.

The ongoing cookie depreciation has broken a key connecting force in digital advertising. Many publishers and advertisers do not have enough first-party data to produce meaningful targeting in a post-cookie world. Retailers do not have this problem, having built up a massive database of opted-in first-party data. More importantly, that first-party data includes a rich purchasing history far exceeding what any other supply-side platform has been able to accumulate.

They are also in-pocket, which means they can reach consumers in-app, on consumer mobile devices as they are shopping in stores.

Using first-party data signals, retailers don’t necessarily need third-party cookies to create a major scaled network. They are poised to become programmatic advertising leaders. Retailers can use their data to match, segment, and measure at a clip at pace or better than all advertisers could do with third parties.

Too Few Are Taking Advantage

Retail advertisers are the largest programmatic buyers on the 33Across Exchange. Simply put, they are the fastest-moving vertical to embrace cookieless buying. And it’s only increasing: retail advertisers grew their cookie alternative investments by 117% in Q4 2023.

And yet, there are still plenty of retailers that are otherwise underutilizing the ones they have set up by not embracing cookieless traffic.

Like most advertisers, retailers are still figuring out how to operate in a cookieless world. Their default stance may be to continue prioritizing third-party cookie traffic out of convenience and familiarity. Or they don’t have the right technology in place to leverage their first-party data advantage, especially those smaller and mid-sized retailers that struggled to launch a RMN in the first place.

But retargeting and conversion tracking are possible in a cookieless environment, especially for retailers that have a large enough database to power them. Companies will still be able to use first-party data for retargeting, giving retailers a powerful tool over other platforms that have not built up this moat.

They are also able to use non-personally identifiable data to make better decisions on where to show an ad. Given the context-rich world retailers play in, it’s another huge opportunity.

Retailers looking to win at cookieless retargeting and conversion tracking should audit their data collection to ensure it follows all regulations. They will also want to utilize the right identity resolution partners to ensure that first-party data matches up with publisher data.

Key benefits

1. A higher response rate to bids: Less competition for cookieless traffic increases win rates, giving you cheaper inventory in great environments.
2. Equal tracking to cookied traffic: Savvy RMNs can easily track conversions and retarget on cookieless as easily as cookies traffic. RMNs with the right partners can supply their advertisers with effective campaigns, measurement, and retargeting.
3. More direct deals: RMNs bidding on cookieless traffic is also a positive for publishers that are facing lower demand because of cookie depreciation. Leading publishers will be increasingly willing to invite RMNs that buy cookieless traffic to take part in direct deals or private marketplace deals (PMPs) when their full inventory is considered.
4. Act fast – Cookieless is undervalued: One of the biggest incentives is that cookieless inventory costs about 40% less than cookied inventory on the same site. Combining these lower CPMs with higher win rates due to lower competition means that cookieless could quickly become a large and effective part of retargeting initiatives.

Right now, programmatic advertising runs on third-party cookies. Already we’re seeing cookie depreciation creating gaps in advertising spend. Once cookies completely go away, this potential gap in spend could throw the advertising industry into chaos. We believe that RMN is at the tip of the spear to scale programmatically without third-party cookies. Retailers have the advantages And considering retail networks control 1/5 of overall ad spend and that number is slated to increase, they can lead the entire advertising industry into the cookieless future, which is brighter than the naysayers have led you to believe.

The post Retail Media Networks Are Poised to Dominate the Cookieless Landscape appeared first on AdMonsters.

Goodway Group, a leading name in digital marketing, has embarked on an exciting new chapter with the launch of two groundbreaking divisions: GRADIANT and G-Comm.

GRADIANT, a modern funnel marketing agency, is set to redefine media investment by bridging the gap between brand and performance marketing, providing CFO-friendly outcomes with advanced data science and machine learning techniques.

G-Comm, on the other hand, is a specialized retail media accelerator designed to empower retailers and brands to maximize engagement and market share through upgraded retail media networks.

In this exclusive Q&A, Jay Friedman, CEO of Goodway Group, delves into the strategic vision behind these innovative ventures. He discusses the market needs that GRADIANT and G-Comm are poised to address, the challenges faced during their development, and the future of retail media.

Join us as we explore how these new initiatives will enhance client success, integrate with Goodway’s existing entities, and set new standards in digital marketing.

Strategic Vision: The Launch of GRADIANT and G-Comm

Lynne d Johnson: Could you elaborate on the strategic vision behind launching GRADIANT and G-Comm? What specific gaps in the market are these brands designed to fill?

Jay Friedman: Goodway Group’s strategic vision, as I’ve always challenged our teams, is to “stay ahead of and navigate the market for our clients.” We launched GRADIANT, a modern-funnel agency, and G-Comm, a pioneering retail media accelerator, to specifically take clients into the future of marketing.

GRADIANT was built from a clear market need. We’ve had dozens of clients ask us how to bridge brand and performance, to measure the impact of them together, and do so in a way the CFO and the brand’s analytics teams will trust and understand. Our success here is timed perfectly with the acceleration of machine learning and how agencies use AI to improve cost efficiency, scale, and proof of results. G-Comm takes the retail media hockey stick and empowers brands and retailers to maximize the data, closed-loop measurement, and maximize market share opportunities through the brand/retail partnerships.

Filling Market Gaps: Addressing Unmet Needs

LdJ: How do you envision GRADIANT and G-Comm enhancing your clients’ success? Could you give an example of how these new brands might work together with existing entities like CvE and Tuff to create a more cohesive strategy?

 JF: GRADIANT and G-COMM flow seamlessly from CvE and seamlessly to Tuff. All marketers pursue specific business outcomes. Our group starts with those business outcomes and works backward through our Outcome Engineering process. CvE is a modern marketing consultancy that ensures clients have the right strategies and technologies to have competitive edges in efficiency and effectiveness.

Once that strategy is deployed, GRADIANT and G-COMM (for retail) bring it to life in market and deliver results that a top consultancy would tell a brand to expect from their agency. As GRADIANT brings the strategy to life, Tuff will often engage in growth marketing components of the strategy – including performance media, CRO, LPO, SEO, and CaaS (creative as a service) – to drive demand at a rate the client hasn’t previously experienced.

Client Success: Enhancing Outcomes through Integration

LdJ: Launching new brands often comes with a unique set of challenges and opportunities. What were some of the biggest hurdles you faced during the development of GRADIANT and G-Comm, and how did you overcome them?

 JF: We knew this was the right direction for Goodway Group because it delivered on exactly what our clients and other marketers have told us they need to succeed. The hurdles with initiatives like this are most often around communication – ensuring our clients and staff see the connections between our five agencies and how each is best in its class, yet they’re even better when together.

The Future of Retail Media: Trends and Impact

LdJ: With G-Comm focusing on accelerating retail media networks, what trends are you seeing in this space? How important do you believe RMNs will be for the future of retail and for the advertising ecosystem overall?

JF: Retail media is the future because identity resolution will continue to be more difficult, even if cookie deprecation continues to be delayed. Due to this and linear TV’s decline, retail media has soared to $50B and faster than any other part of digital ever has.

It’s more than these industry forces. Consumers want to discover new products that help them express themselves, and connect them with other human beings. Retail media can be a huge driver of this!

Measuring Success: KPIs and Business Objectives

LdJ: What metrics or KPIs have you established to measure the success of GRADIANT and G-Comm? How will you track and evaluate their impact on your overall business objectives?

JF: We define our success by our clients’ success; in fact, it ties to an internal motto of “making clients heroes.” Part of our success will be measured by continued growth with our existing clients. One reason we made this transition was to segment our client types based on their specific needs – retaining and expanding with our current clients remains a north star.

Of course, we’ve established key performance indicators (KPIs) such as revenue growth, client satisfaction, and market share to measure the success of GRADIANT and G-Comm. We’ll track and evaluate their impact on our overall business objectives by monitoring KPIs such as return on investment (ROI), customer acquisition costs, and client retention rates.

The post Innovating the Future of Marketing: A Conversation with Jay Friedman, CEO of Goodway Group appeared first on AdMonsters.

In a league of their own, the AdMonsters Dream Team seeks to assemble a powerhouse squad comprised of ad ops wizards and revenue rockstars who continually surpass expectations, turning digital ad challenges into golden opportunities. This is not just any team; it’s a dream team of innovators and achievers who redefine the boundaries of possibility in the dynamic world of ad tech.

“Ad operations and digital revenue teams are at the forefront of driving revenue for their publishing organizations. The goal of our AdMonsters Dream Team initiative is to not only recognize these superstars, but also to elevate the role of ad ops professionals in the eyes of senior management and bring greater visibility to the skillsets and talent that make these individuals successful,” said Lynne d Johnson, Content Director at AdMonsters. “We’re excited to build an inspiring and unstoppable lineup of talent and shine a light on the remarkable individuals who are driving positive change and pushing boundaries in our industry.”

The call for nominations is open for ad ops professionals and their peers to nominate a deserving colleague or themselves.

Each Dream Team Member Receives:
• Recognition in the AdMonsters Dream Team feature story
• A free ticket to Publisher Forum Boston
• Participation on a panel at Publisher Forum Boston
• Super unique Dream Team SWAG
• Generous discounts for their team to upcoming AdMonsters events
• Digital badge and creative assets for well-deserved bragging rights!

Nominations are entirely free, offering a prime opportunity to elevate an outstanding colleague or put yourself forward for recognition.

Nomination Deadline: May 10, 2024: Learn more and submit a nomination here.

The post Announcing the AdMonsters Dream Team: Nominations Now Open for the Inaugural Fantasy League of Ad Tech All-Stars appeared first on AdMonsters.