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Welcome to the Retail podcast 
live from grocery shop. 

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And yes, we are in a Shark Tank.
Really, really making me work my

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money enough to be joined by 
Michelle. 

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Why Skittle you head up? 
I head up media creative and 

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operations for Albertsons Retail
Media Network. 

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So what we're going to talk 
about, obviously retail media is

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a massive part of the show and 
what CPG brands and grocers are 

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focused on. 
And what better way to unpack 

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what this means by looking at 
how one US grocer is tackling 

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that problem and driving value, 
I would say for their for their 

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CPG customers. 
So Michelle, why don't we just 

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maybe give us an overview of the
team that you work for, what you

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do within Albertsons, how you're
set up, and then we'll go into 

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what you actually do for the CPG
customers. 

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Sure. 
So we are having a chat and we 

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were talking about retail media.
Are they, is it a retailer or is

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it a media company? 
We are a media company within 

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our retailer. 
It's really important to 

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understand that this media 
company is operated in the 

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context of the retailer because 
when you put the retailer and 

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then our core endemic clients, 
the CBGS together, we have a 

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shared customer and we're really
committed to making sure that we

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ensure a good customer journey 
through bringing that to life 

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with behaviours and moments that
matter to our customers. 

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So First off, we are structured 
in that I lead up the media 

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creative and operations. 
We have client success team that

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is really that voice of the 
customer working with our CPGS 

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directly. 
And then we have our our product

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teams, our analytics team to 
make sure that we're bringing 

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that measurement back to that 
experience that we're driving. 

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But most importantly, when you 
think about our structure within

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a retailer, we have a strong 
relationship with our merchant 

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teams. 
And the reason why is because 

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our merchants know their 
category of business extremely 

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well, the best. 
Yeah. 

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And what we do then is really 
build the media solutions around

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our shopper behaviours and also 
those those moments and the 

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insights from the merchants 
themselves and that 

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collaboration with our CPGS and.
It feels like this is a subject 

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we can literally spend a whole 
day talking about because there 

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are so many aspects of it. 
I noticed that Albertsons sort 

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of put together a collective to 
actually provide that value 

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through a partnership that 
you're doing with. 

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Can you talk about the 
collective? 

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Like who is in the Albertsons 
collective and, and what what 

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each sort of partner would you 
refer to them as a partner 

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they're doing like Cap Gemini 
and and and the likes? 

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Yeah. 
So when we say collective, we we

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really are thinking first and 
foremost about again that 

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customer and that shopper of our
stores. 

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So I gave one example of our 
merchants. 

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We do have some partnerships in 
place and some partnerships that

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we're we're really excited 
about. 

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One of those partnerships is 
with Cap Gemini. 

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But really it starts with a 
fundamental principle around how

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we want to improve the 
experience for our customer, the

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shopper, but also our clients, 
the CPGS. 

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We have begin on a journey to 
really look at our end to end 

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workflow, use our our our media 
and creative knowledge and 

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isolate areas where we can get 
productivity. 

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Now that may not sound that 
exciting, but being able to 

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decrease our time to market and 
to bring that experience to our 

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shoppers sooner is really 
important for our CPGS. 

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And we are focusing in on 
creative particularly in the 

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area of QA. 
The process of creative for a 

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CPG to work with the retail 
media network is a lot. 

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They have to blend their 
standards, their brand voice 

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along with what we know about 
our shoppers and our brands 

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because we are providing that 
shop ability. 

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So that QA process of reviewing 
brand standards and just, you 

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know, standard needs of getting 
creative live, we will be 

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launching something that will 
help our productivity there and 

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save at least one day to market.
Is this were you doing retail 

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media prior to this as a no? 
I wasn't doing retail media 

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prior to this. 
What I was doing is so prior to 

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retail Media I was working on 
our enterprise marketing side at

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Albertsons Companies and I 
really came and took this job at

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Albertsons Companies for 
marketing because it we had a 

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built out loyalty programme 
which are. 

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Really big fish just swam cars. 
That was just like, oh, Oh my 

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gosh, remember I said that 
hearing? 

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You say loyalty? 
Yeah. 

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And they're probably very 
excited about how they could. 

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I just was just some people 
would see this big fish swim 

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outside would be like anyway 
about fish down there, 

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swordfish, I think or maybe not,
but anyway, apologies. 

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So I came to Albertsons because 
they had a collection of loyalty

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and a drive to even enhance 
their digitally and gain 

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shoppers in a in a privacy 
Safeway. 

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And so that concentration on the
customer was why I came. 

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And then when I saw the value 
that could be created for CPGS 

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when I was still on the 
marketing side of the house, we 

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started doing events because 
moments like shopper moments 

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are, are important to drive 
incremental trips, but they're 

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also really important to drive 
that brand loyalty. 

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And particularly, that's where 
CPGS wanted to to lean into 

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those shopper moments to drive 
that loyalty. 

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What's been one thing that 
surprised you doing this? 

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When you're when you're talking 
to brands and you're taking 

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talking to them about taking 
them in on this journey with 

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Albertson's, what's some of the 
sort of surprising things that 

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you weren't expecting? 
Well, I think it becomes really 

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A2 pronged approach, so some of 
it isn't surprising. 

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We've worked in an objective by 
KPI framework since we've 

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launched our retail media 
network. 

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We know that there are certain 
business challenges that our 

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CPGS have that again, through 
our insights about our customers

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behaviour and by running the 
media and the right way based 

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off of whether we're trying to 
drive awareness and or even 

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sales and then closing that loop
with measurement, we can really 

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solve that in a repeatable way. 
So that's really where the 

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expectation of that part I that 
part I knew and that's where 

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we're also bringing in AI into 
the process because there is 

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much more of a repeatable 
framework there. 

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The part that is exciting and 
expand is that we can really 

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build a relationship on those 
behaviours. 

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So by allowing kind of the 
repeatable process to be there, 

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we, we can do things like launch
our influencer network where we 

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can pre that connection and that
custom content based on 

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behaviours either in the 
seasonal moments based off of, 

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hey, we know that this group of 
shoppers likes convenience. 

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Let's tap into that or 
localization, which is really 

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core to Albertsons and companies
since grocery is a local 

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experience. 
And, and I presume that's how 

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Albertson sort of positions 
themselves within the US market,

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right, in terms of providing 
those experiences for their 

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customers in a local 
environment. 

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So if I was one of the big 
Coca-Cola, Pepsi, one of these 

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big sort of already established 
CPG companies and, and I came to

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you, does your retail media 
network purely focus on the 

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stores? 
Where, where does it start and 

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where does it stop the retail, 
the network that you have? 

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Sure. 
I mean, it's not just about the 

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stores. 
The stores are a component and 

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that full funnel channel 
strategy to reach the customers.

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But again, if you think about 
what we know about our shoppers,

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their behaviours either tied to 
moments and seasonality or just 

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the behaviours that they 
demonstrate based off of their 

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purchase history, all not 
loyalty card, you know, privacy,

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Safeway, we can really help 
brands build a relationship and 

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testing strategies. 
So that's where if I was Coke, I

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would be focused on using the 
insights that we have around our

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shared customer because we sell 
a lot of coke in our. 

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Yeah, I can imagine. 
You know, solving their. 

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On Pepsi and the others. 
OK, all of them. 

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And I have to say I was. 
I asked what my favourite food 

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brand was the other day and I 
said I can't answer the. 

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Question. 
Retailer. 

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But what I would say is I would 
focus on solving my core 

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business challenges that are 
retailer specific. 

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But then I would think about how
in brand strategy do I want to 

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use that same insights and 
behaviours to really make more 

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of an impact and prove out the 
results of what I'm doing with 

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customers in a larger way 
Because there are shopper 

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centric problems. 
But then there are insights that

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be that can be carried into 
larger media strategy frameworks

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just. 
Jumping around a little bit in 

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terms of going back to the AI 
outcomes, where do you find that

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your customers are asking you 
where those AI sort of focused 

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elements, what's adding the most
value to them? 

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So where, where, where does that
conversation go? 

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Sure. 
So, you know, AI is really 

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simple if you break it down into
two components, productivity and

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performance. 
That's what our goals are 

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measured against. 
Again, where we really started 

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our process is on productivity. 
We want to make it easy or our 

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CPGS to get their message in 
front of our shoppers. 

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So many of our initial use cases
are really focused in on that 

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productivity gain. 
We set out the partnership of 

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having an estimate of a 20% 
productivity gain, but really we

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think based off of some of our 
initial use cases as well as 

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some expanded work that we've 
done internally. 

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We can just because I'm not very
familiar with it. 

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So the 20% productivity gain, is
that what what? 

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Sorry where? 
Into market, OK. 

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Yeah, for the brand. 
For the brand, so you know, they

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engage us, they tell us I have a
marketing objective and. 

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You can shave 20% off that and 
get them straight off to it. 

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Yes. 
What I why the time to market is

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really important is because at 
the end of the day, especially 

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in those shopper centric 
programmes, we're solving a 

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business need. 
So perhaps they're launching a 

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new product, perhaps their 
category share is declining and 

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that's really where we can help 
solve those business challenges.

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And some of those as challenges 
are perhaps known like, hey, I'm

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bringing a new product to 
market. 

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You know, there's obviously an 
immense planning that goes into 

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that. 
But if a category share is 

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shifting, they may want to react
more immediately. 

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So we have to be prepared for 
both scenarios, one in which you

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know, we can do customised 
planning for a new product 

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launch or we can also get that 
to market quickly for those 

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category shifts. 
That's that can be more of an 

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immediate lever. 
I got you. 

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In terms of looking towards the 
future sort of coming towards 

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the end of the the interview, 
how do you see the expansion of 

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what you've started and and 
where the market is going? 

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Well, I, you know, I think we're
on the beginning of this journey

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and I'm really excited to be on 
this journey. 

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There is so much that can be 
done to enable efficiencies 

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which will then help drive 
performance. 

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And by performance, I really do 
mean the incremental action that

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happens as a result of these 
media campaigns that could be 

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sales that could. 
Conversion, right? 

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Some sort of conversion. 
And you know, we started very 

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simply on with both creative and
media, but continuing to layer 

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on that. 
One of the things that I've said

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around AI is someone still has 
to define the task to be done. 

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And you have to have great 
knowledge around the process of 

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media and who you're servicing 
in order to define those tasks 

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and continue to refine. 
The models will learn and they 

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will make it better, but you 
also need someone to help 

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continue that process. 
I got here. 

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I did say that was the last 
question. 

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It's just one of the one of the 
things I and I promise this will

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be one of the things I've picked
up at the show talking to a few 

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sort of younger CPG brands. 
They're just, you know, they're 

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sort of starting out. 
They're, I don't know, make 

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chewing gums organic. 
They're just making something 

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small. 
Is there a place for them to 

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come to sort of have that retail
media conversation or do you 

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feel it's any sort of if we were
going to your ideal customer for

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this, is it the big Unilevers 
and Nestle's of this world? 

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It's both right and that's you 
were. 

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Talking about the local and that
was why I was curious about 

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that. 
It is both and the reason why 

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it's both is and that's really 
where we shine as this this 

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media company when I talked 
about that objected by KPI 

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framework. 
That's really something that 

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smaller CPGA can leverage 
because we have experience with 

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our shoppers and we know how to 
drive that awareness and then we

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could measure the impact for 
them and close that loop. 

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But yes, there is, you know, 
still room for the Unilever 

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where we have that concentrated 
process of understanding their 

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objectives, doing custom 
planning and really integrating 

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into our with our merchants for 
someone like Unilever. 

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I got you. 
Are there any sort of trends 

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that you're seeing within the 
within the retail media in 

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general or within the 
categories? 

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Yeah. 
So one of the interesting things

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that has been happening is this 
classification of specialty 

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retail media network or more 
retail commerce centric media. 

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And then you have even new 
entrants like financial services

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building media networks. 
For me, what was really 

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interesting when I was spending 
some time with a specialty 

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retail networks was their 
emphasis on content and 

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influencers, but really having 
high control over the process. 

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Where we are right now is we, 
you know, we have more of a 

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hybrid approach in that we let 
our brands come through with 

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their messages because we know 
we have that shared customer. 

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And we are, you know, thinking 
about our influencer network and

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how we we put more of a voice on
bringing our shoppers to life 

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through content and the 
integration of influencers. 

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But I think that there's 
something to be learned from the

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specialty and really what 
they're doing of controlling 

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that experience around their 
customers. 

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That's fantastic, Michelle. 
Thank you so much for giving us 

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the time. 
It's been an absolute pleasure. 

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Thank you.