On the flip side, though, it can feel practically impossible to change age-old business practices in retail, TV and CPG. “They’re very open-minded to it,” he said. The majority of the retailer-owned ad platform businesses, however, have launched in the past five years, Sobol said, and so there’s time and room to work and grow together, including on band needs, like third-party independent verification. But, let’s be real, Amazon and Google aren’t taking Unilever’s thoughts into account as they finetune their ad platform products and policies. Unilever’s account teams at Amazon and Google may earnestly care about what Sobol has to say. But although Unilever is an early partner for practically every retailer ad network out there, it considers retail media to be a “less mature space.” The main appeal of retail media is closed-loop attribution based on sales, Sobol said. Retail media networks are part of larger trend toward first-party data media platforms (as in, retailers themselves following in the footsteps of Amazon and Google) and also of brand marketers trying to transition from attribution based on weak proxy metrics, such as linear television ratings and online ad metrics like clicks and reach, to actual business results. “When we look back at the year in review,” he said, “it should look very different than the year before.”Īnd then there’s the whole budding category of retail media, which has quickly blown through the “innovation budget” phase and earned a spot on the media plan for many going forward. ![]() Which means that Sobol’s remit at Unilever (prioritizing “media investment and partnerships”) is taking on new shape even as we speak.įor example, Unilever is committed to investing in innovation across its media plan this year.Īccording to Sobol, it’s ideal to carve out a small share of overall spend to reserve for new channels and “unknowns,” which is what people often mean when they talk about an “innovation budget.”īut the same test-and-learn goals of an innovation budget should be “deeply injected” into the whole media plan, Sobol said. On the brand side, however, the in-house media team is comparatively small and sits “inside of a relatively small marketing community, inside of a very, very large company.” “When you enter those doors, you are you coming into an office of all media professionals – media planning, media strategy, custom content makers, research – where everybody eats, sleeps and breathes media,” he said. The brand perspective on media and its role in a lot different than the agency point of view, Sobol said on stage at the IAB’s Brand Disruption Summit in New York City earlier this week. He joined the CPG giant last year after more than a decade on the agency side, most recently as managing partner and group director at Mindshare. Sobol is Unilever’s head of media investment and partnerships. ![]() It’s Aaron Sobol’s job to help lead that charge on the media front. Unilever is three months into a major structural reorganization and still early in a years-long plan to reshape its company around new marketing and distribution channels.
0 Comments
Leave a Reply. |
Details
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |