In a lively exchange, Christine Russo, host of What Just Happened, Kristi Argyilan SVP Retail Media Albertsons, and Brian Gleason CRO Criteo discuss the evolution and potential of retail media networks. Kristi, with a background in media strategy and experience at Target and Albertsons, highlights the transformative impact of recognizing the value of retailer-owned assets, particularly first-party data. She emphasizes the shift towards proving outcomes rather than just impressions. Brian, drawing from his diverse career spanning publishing, technology, and agencies, underscores key moments that illuminated the growing significance of retail media, such as the revelation of Amazon's ad revenue and Walmart's projected profits from retail media surpassing those from physical goods.The discussion delves into the challenges and opportunities of integrating digital experiences seamlessly into physical stores, emphasizing the importance of enhancing customer experience while balancing monetization efforts. Both Kristi and Brian stress the necessity of maintaining trust and alignment with customer expectations in navigating the expansion of retail media networks. They also touch upon the role of platforms like Criteo in facilitating this evolution, offering scalable solutions for both established retailers and emerging networks, thus contributing to the ongoing rise of retail media.

In a dynamic discussion on the evolving landscape of retail, Liza Amlani and Roz Griner shed light on the pressing challenges and opportunities facing the retail brands. Liza emphasizes the importance of organizational effectiveness and increasing profitability through better go-to-market strategies, assortment planning, and reducing overdevelopment, while Roz pivots towards leveraging social media and content creation for branding and consulting. Both agree that the retail sector is navigating uncharted waters, with traditional retail fundamentals lagging the rapid evolution of consumer preferences. A key issue identified is the industry's reactive nature, relying on band-aid solutions rather than proactively addressing the core needs and desires of their customers. The conversation also touches on the shift back to physical stores amidst the collapse of direct-to-consumer brands, highlighting Nike's reversal from a DTC-only approach as a notable example. The dialogue underscores the importance of engaging directly with customers, utilizing social listening, and integrating feedback throughout the product creation and go-to-market processes. Furthermore, it calls for retail teams to reconnect with fundamental practices, like engaging with customers on the shop floor, to better understand and adapt to the rapidly changing retail environment, emphasizing the need for a more responsive, customer-focused approach in contrast to the traditional, inventory-heavy strategies of the past.

The conversation goes on to highlight brand strategic missteps in marketing and product development, such as heavy discounts and a lack of alignment with the preferences and shopping habits of Gen Z. The critique notes that Gen Z's aversion to shopping in physical stores, particularly malls, exacerbates the brand's challenges in engaging with this demographic. The conversation critically examines the identity and market positioning challenges faced by Gap and Banana Republic, two prominent retail brands. For Gap, the core issue highlighted is its ambiguous brand identity and unclear customer demographic, a problem exacerbated by inconsistent strategies and a failure to reclaim dominance in categories such as denim and basic colorful apparel, which were once synonymous with the brand. The discussion suggests that Gap's attempt to cater to a broad audience without a defined focus or updated assortments has led to a dilution of its brand identity. This challenge is compounded by seemingly misaligned collaborations and an unfocused expansion into various categories, such as intimate apparel, without first solidifying its core product offerings. The conversation underscores the need for Gap to revisit and clarify its brand identity, potentially by leveraging its historical strengths in offering generational and colorful clothing options, to regain relevance and market share.

Possible Miami 2024

https://possibleevent.com/

In a dynamic exchange, Christian Muche, co-founder and CEO of Beyond Ordinary Events and one of the architects behind the event Possible, introduces his venture to host Christine Russo, host and creator of What Just Happened. Launched in Miami, this event was designed to address the contemporary challenges and agendas facing the marketing industry, a multi-billion dollar realm poised for innovation and growth. Muche emphasizes the importance of creating an event that merges technology, marketing, and culture into an immersive experience, diverging from traditional conferences by engaging thousands of industry leaders, celebrities, and talents in a business-to-business environment. This initiative aims to redefine networking and professional development in the marketing sector by fostering a platform for significant industry advancement.

Russo outlines the event’s three critical pillars: consumer marketing and communication, business and society, and technology and innovation. According to Muche, these pillars were crafted after extensive deliberation to encapsulate the essence of current consumer behaviors, societal impacts, and technological advancements, thereby offering a comprehensive overview of the industry's landscape. The inclusion of e-commerce, augmented and virtual reality, retail within gaming, and AI showcases an ambitious attempt to cover the vast scope of modern marketing tactics and strategies.

The event stands out as a testament to the power of collaboration, innovation, and forward-thinking in the face of marketing's fast-paced evolution. By prioritizing content that looks ahead rather than dwelling on past case studies, Muche and his team aim to inspire and equip participants with the knowledge and tools needed for future success. The event's focus on consumer perspectives, coupled with its inclusive approach to both established brands and startups, fosters a rich environment for creativity and innovation. Muche's passion for the potential of the marketing industry is palpable, as he emphasizes the importance of curating a diverse and impactful agenda that challenges the status quo and encourages a collective push towards a more dynamic and inclusive future. Through The Event Possible, Muche aspires to cultivate a community where the power of possibility is not just a concept, but a driving force for tangible change and growth.

Further, the conversation touches on the critical role of startups and the broader spectrum of marketing, with AI being a part, but not the sole focus. This inclusive approach facilitates networking, learning, and the initiation of substantial business opportunities among participants. Emphasis is placed on the e-commerce and retail media components, acknowledging their significance within the marketing ecosystem and the diverse perspectives and innovations brought in by various partners. The event's structure is designed to cater to the evolving expectations of today's attendees, offering a multifaceted experience that spans beyond traditional conferences or networking sessions. This approach not only sets a new standard for future events but also reflects the dynamic nature of the industry, where flexibility and comprehensive engagement are key to staying ahead.