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.

Will CTV pick the next president?

Political analysts often talk about the importance of a candidate’s ground game. In 2024, the winning candidates may determine who has the best streaming game. Indeed, as 2024 approaches–and portends some of the most intense races in US elections history– connected TV promises to play a pivotal, perhaps even deciding role. 

That is if campaign strategists–and the cadres of ad-buying specialists they typically deploy–recognize the opportunity before them and are willing to throw away convention.

To win in 2024, political advertisers must prepare to rethink decades’ worth of proven strategies while maximizing their data assets to take advantage of the television’s fast-evolving, advanced targeting capabilities.

A Very Conservative Couple of Parties

Historically, political campaigns–particularly presidential ones–have stuck with a tried and true playbook for getting out the vote. Unlike traditional brands, this isn’t an area where you can afford to ‘test and learn. After all, if a campaign’s media buying strategy doesn’t pan out, it doesn’t just lead to a bad quarter–but the brand in question suddenly goes out of business.

Therefore, media conservatism reigns for both sides of the aisle.

Many recent candidates have embraced digital platforms (remember Bernie Sanders on Snapchat?) — they centered a large portion of this activity around collecting names and fundraising. While President Joe Biden and former President Trump spent $360 million on Facebook and Google in 2020, the two candidates doled out a stunning $1 billion on TV ads in just 13 states, reported NPR. As has long been the case, they focused most of that spending on linear TV, particularly local TV stations in critical districts.

Of course, we know that 2020 was already a long time ago in media time. Over the past few years, the TV terrain has changed radically. For example:

• Cord cutting has accelerated; per Nielsen, cable TV viewership now accounts for just 30% of TV viewing.
• Video viewership has quickly shifted to streaming and social video.
• A new generation of viewers has never had cable and consumes TV with a streaming-first mentality; for the first time this past summer, streaming accounted for most of TV consumption.

Here’s the hard and scary truth for political and traditionalists–given the confluence of these consumer behavioral shifts, a sizable portion of the electorate is simply unreachable through classic political advertising tactics.

Deciding to ignore a significant pool of potential voters, well, that’s not a winning strategy.

The CTV Election

If 2020 seemed like a particularly intense race, wait. Experts predict political brands will dole out a record $10 billion in the US in 2024.

Yet, there is a risk that many of those dollars might go to waste if political operatives don’t fully embrace and master CTV.

Thankfully, the recent growth in ad-supported streaming provides political spenders far more options. Not only have top services such as Max, Netflix, and Disney+ recently rolled out ad-supported options for consumers, but many of these companies are cracking down on password sharing while offering pricing plans that encourage new users to opt for advertising. 

Plus, the growth in free ad-supported services (the FAST category) continues to impress. There are many more outlets for political spenders to recapture much of linear TV’s lost reach.

However, that’s only part of the story. So many more options are available today for candidates to use their TV dollars more strategically. Streaming platforms have positioned themselves to offer political advertisers an edge, enabling them to tailor their messages with unmatched precision. 

Several campaigns saw CTV success in the 2022 midterms as they moved away from cookie-based tactics. Those advancements should only continue. For instance, most major streaming platforms have partnered with clean room tech firms, which should enable political campaigns to use their existing email databases to target interested votes.

In addition, during CTV campaigns, these candidates should be able to derive deeper insights from granular user data, allowing them to make adjustments mid-flight. Overall, CTV should offer a sharper targeting edge compared to linear platforms.

Yet, given these advertisers’ media buying experience, maximizing the CTV opportunity won’t happen by flipping a switch. Now is the time for political brands to take the steps needed to become masters of CTV ad targeting.

That means ensuring they make the best use of their data via the right technology and partners. They’ll need new talent and processes to optimize campaigns with speed and agility.

They’ll also need to start evaluating and pressure testing vehicles like data clean rooms and new forms of addressable CTV advertising today.

At the same time, the streamers have a job to do to capture what should be a potential 2024 windfall. Media companies must craft products and services to cater to these somewhat novice brands. Political campaigns may need training, customized tools, and tailored research. They need reliable attribution systems, as every dollar and vote counts.

The Race Is On

The 2024 political season, particularly the presidential race, will be more competitive and likely more volatile than ever. As we’ve seen in several local battles, a handful of votes can determine the difference between winning and losing, so every potential voter reached will be essential.

Therefore, the political ad teams that reorient their media focus on the need to go after those ‘unreachable voters,’ with as much targeting sophistication as possible, will be the ones that prove to be winners on Election Day.

The post The Uncharted Terrain: Political Advertising in 2024’s Streaming Ecosystem appeared first on AdMonsters.