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Unlocking new revenue from your media

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Retail media is changing the game and will quickly become a core element of many retailers' business strategies. So it's important for retailers to understand the scope this opportunity creates for their own business (and how much revenue could be coming their way).

But it's not an easy thing to measure, which is why we've created our media revenue calculator, which can help retailers understand the extent of their media opportunity.


Based on our years of experience working with retailers and deep retail market research, we believe that retailers can generate media revenue equivalent to 1% of their total retail sales – which can translate into a 10% increase in profit.

Our calculator can help retailers understand the level of revenue their business can achieve, based on a number of factors. Below are the factors we deem as most influential on the impact of the size of the prize:

  • Percentage of branded sales: retailers which have a higher percentage of branded products have a larger pool of potential advertisers to sell to. A discounter with a large % of own-label brands will not be able to generate as much media revenue as a premium brand-heavy retailer.
  • Multichannel presence: a lot of the value in media comes from the capacity to reach customers seamlessly across different channels. The more diversified the assets (e.g. online and offline), the greater the revenue potential.
  • Media coverage: the monetisation potential depends on how much coverage a retailer is ready to give to advertising. Whether the retailer opts for a minimal number of ads or a more media-rich experience will affect the revenue potential. Put simply, the question here is how important is advertising in the global strategy?
  • Brand creative freedom: brands will pay more if they are not limited by strict creative guidelines.
  • Data maturity: being able to personalise content to customers wherever they are is hugely valuable to advertisers. And this relies on having the right data capabilities in place. A retailer with a fully integrated data capture will be able to target customers across channels and devices and measure the true impact of campaigns, which will add value to their media offering.

The algorithm has been finely tuned using our 30 years' experience in retail, however the revenue figure displayed is not guaranteed as each retailer is different and there are various elements that can impact the potential level of monetisation.

To receive a more accurate estimate, contact us for a fuller consultation and monetisation healthcheck.

Memories of panic buying may be fading here in the UK but have resurfaced elsewhere1. The near constant threat of another wave of Covid-19 may yet prompt another round of hyper demand. Whilst there is little hard evidence to determine the underlying drivers of panic buying2, there are numerous theories that the retail industry may benefit from exploring.

Feroud Seeparsand, dunnhumby's Senior Consumer Psychologist, outlines some likely theories to explain the 'why' behind the 'panic buy' and some implications for retailers to prevent it reoccurring in future.

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The dunnhumby Consumer Pulse Survey is a multi-phased, worldwide study of the impact of COVID-19 on customer attitudes and behavior. We surveyed more than 27,000 respondents online in 22 countries, with interviews conducted for Wave one from March 29 – April 1, for Wave two from April 11 – 14, and for Wave three from May 27 – 31. Due to the rapidly unfolding crisis in North America, dunnhumby conducted Wave four from July 9 – 12 in the U.S., Canada and Mexico only. Here are highlights from the study:

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assorted fruits at the market

Photo by ja ma on Unsplash

In the decade since Richard Thaler and Cass Sunstein's Nudge: Improving Decisions About Health, Wealth and Happiness was published, nudge theory has enjoyed unprecedented success.

Predicated on the idea that individuals respond better to indirect suggestion than outright commands, nudge theory is commonly used as a way of subtly influencing our behaviour towards positive choices. The idea has gained such traction, in fact, that many governments around the world have created "nudge units" in a bid to tackle thorny issues like obesity and the climate emergency.

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Are you looking to increase your contactable Customer base? How much money are you losing on incorrectly identified Customer communications? Throughout our 30 years of big data experience working with clients across industries around the globe, we have found that maintaining contact through relevant Customer engagement is a crucial component of putting the Customer First.

Essential to preserving contact data is ensuring that you have the most up-to-date information from your Customers; not an easy task. On average, people in the United States will move an average of 12 times in their lifetime. United States Postal Service data indicates 14% of the population change addresses annually. As email contact has grown, it's important to note that, on average, 30% of people change their email addresses each year. This is driven by ISP or job changes, or just to stop being spammed. As people move away from home phones to primarily mobile devices, phone numbers are stabilizing as consumers maintain the same numbers through physical moves.

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It's a well-worn phrase by now, but it's true that the COVID-19 crisis has drastically altered the global retail landscape. Here in the Asia-Pacific region, a majority of markets are now looking past the panic of the first wave and towards the future. In this series of articles, we'll explore how grocery retailers must adapt to a more omnichannel reality to thrive in a post-pandemic world.

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labeled box lot

Article originally appeared on Forbes.

My company recently produced a report on the state of the food retail industry, and in studying that sector, we discovered something that we hope will make food retailers stand up and listen. We learned that the nation's top grocery chains have found a way to focus on both short-term financial performance and investment in long-term consumer engagement. The latter is considered an insurance policy for the future — a sobering thought in the new year.

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Retail leaders must objectively understand how their business currently considers Customers before trying to set a more Customer-centric direction and focus. There are some formal assessment methodologies, like dunnhumby's Retail Preference Index (RPI) and Customer Centricity Assessment (CCA), which offer detailed evaluations of a business' capabilities, strengths and weaknesses based on Customer perceptions (RPI) or global best practices (CCA).

The approach outlined below is not intended to replace these formal tools; rather, these observations are intended as a kind of 'toe in the water' to help retail leaders form early hypotheses and points of views. These are rules of thumb, heuristics culled from global experience. Later, leaders might use these observations to informally check progress from time to time as a way of assessing whether the "program in the stores matches the program in our heads".

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In the first episode of Customer First Radio, Dave Clements, Global Head of Retail for dunnhumbyand David Ciancio, Global Head of Grocery for dunnhumby kick off the series by discussing what it means to be a truly Customer First business, share which retailers and brands today embody a Customer First mindset, and examine how Customer First materialized during the pandemic with retailers.