重新思考零售媒体测量：如何协调营销运营并统一品牌增长测量

RETHINKINGRETAIL MEDIA How to Align Marketing Operations and Unify I NP A R T N E R S H I P W I T H INSIDE 01THE OMNICHANNEL CONSUMER AND THE 02THE NEW ECONOMICS OF GROWTH 00INTRODUCTION RESEARCH FOUNDATION “ This work highlights an importantconversation around how marketers canbetter connect retail media investment with Atdentsu, we help the world’s leading brands make an impact for theirbusiness. In a proprietary reportdentsuis set to publish in January 2026, However, Retail Media Networks have become both an innovative solutionand a source of strain. They connect advertising to real sales, provide a viewof the shopper journey, and promise to unify marketing performance under The next step is implementing these ideasthrough consistent, scalable frameworks Budgets collide. Teams disagree on what “incremental” means. Retailersseek to monetize their data, while brands fight to preserve objectivity inmeasurement. Everyone wants proof–after all,2 in 3 U.S. shoppers say they This paper explores those contradictions. It looks at how Retail Mediaunifies and fragments in equal measure, how integration creates as muchfriction as it solves, and how measurement can serve as both the cause andthe cure of that turmoil. The perspective is built from research conducted COLLIN COLBURNVP Commerce & Retail Media RESEARCH SOURCES EXECUTIVE SUMMARY Modern consumers naturally behaves with anomnichannel mindset. They move fluidly acrossscreens, stores, and digital platforms, expectingbrands to recognize them everywhere. Only a small set of companies have managed tobuild the cross-functional alignment and unifiedmeasurement discipline needed to respondeffectively. As one benchmark from BCG study putit, “leading marketers in our survey, just under 20%, companies risk optimizing for visibility rather •Measurement defines alignment.Data canunify an organization only when metrics are Retail Media has entered a phase of maturitydefined not by expansion but by conflictmanagement. Marketers must balance short-termefficiency with long-term brand health, quantify This paper examines the structural, economic, andmeasurement tensions reshaping how brands grow Together, these perspectives reveal three Northwestern University’s Medill SpiegelResearch CenterandRetail Analytics Council •Integration has limits.Retail Media unites datastreams but not decision-making. Each The central argument of this paper is that measurement is not a reporting function but anorganizing principle. It determines how teamscollaborate, how budgets flow, and how growth is Across industries, marketing leaders describemounting pressure to demonstrate business impactwith greater speed and precision. Expectations rise •Budgets have consequences.The rise of retailmedia shifts money away from brand and trade THE OMNICHANNEL Consumers do not think in channels. They think in actions. They scroll through social media, compareprices on retailer sites, read reviews, and buy wherever it is most convenient. Their behavior is MARKETING TEAM Most companies still operate in functions built for an earlier era, withbrand, trade, shopper, media, and sales teams using separate data,success metrics, and planning cycles. Retail Media Networks introducedclosed-loop measurement as a way to connect these functions, inspired The chart at right reflects how different internal teams prioritizeanalytics and performance signals. These teams include brand, shopper,media, digital, and commercial leaders across the organizations •Brand teams treat retail media as a storytelling surface.•Shopper and trade teams adopt it as a conversion lever. These interpretations are rational on their own terms but collectivelycreate tension. As one CPG executive remarked, “We finally have one MARKETING TEAM “ Trade and shopper teams feel the consequences quickly. Shopper teamshistorically worked across physical and digital environments with asingular goal: influence behavior at the point of purchase. Trade teamsmanaged allowances, promotions, price investments, and joint business As a leader in data and decision intelligence acrosslarge enterprises, I see the same consistent patternemerging everywhere. Brands cannot unlock the The fragmentation becomes most visible in measurement. Brands aresimultaneously suppliers to the retailer and clients of the RMN, whichmeans internal audiences segment themselves even further. Brand teamsevaluate reach and awareness. Shopper and trade teams evaluate A connected data foundation and enterprise-firstincentives are no longer optional. They areprerequisites for omnichannel growth. •One group optimizes leading indicators such as reach or onsite lift.•Another focuses on ROI as a lagging indicator of long-term contribution. DEEPAK JOSEVP, Head of Data & Decision IntelligenceNiagara Bottling OPERATIONAL PRESSURES Budget ownership magnifies these divisions. Industry reports show wideinconsistency in where retail media lives. Some organiza