A (2:47)

Yeah. Thank you, Sri. I'd love to. You might have read in the trades that of all of the. Well, let me ask you, how many retail media networks exist out there? Have you lost track yet? I feel like I have lost track.

C (3:00)

175/Plus is the last I checked and I use the word plus because there's a new one every day.

A (3:06)

175 plus. I think by our tracker there was like 250 something plus globally. But Sree, in the trades, we actually rebranded Sam's Club Member Access platform. We went through a little bit of a reinvention and we are now the industry's first retail experience network. So maybe I'll start there. There was a deliberate reason why we decided to do that and it fundamentally goes back to something you and I have talked about for a long, long time. I don't fundamentally believe that we are built to just sell media. I really think that Sam's Club Member Access platform exists to provide better member experiences, better advertiser experiences, better Sam's Club experiences, which then in turn leans to outcomes, which then in turn leads to all the great things we talk about in advertising and sales, which are conversion and engagement, all the things across the funnel.

C (4:01)

Awesome. Harvey wouldn't have expected any less from you. Congratulations on the rebranding. I love that you are actually using the word experience because in the journey of a shopper, journey of a customer, the journey of a consumer, experience makes a huge, huge, huge, massive difference. Of course, we'll include in the digital line and also this episode, a link to Harvey's LinkedIn page, maps LinkedIn page and maps website for audience to explore. While we carry on with the conversation. Question number one. Based on the vision you shared, how are you seeking for MAP to evolve under your leadership? It's been a year plus at this point.

A (4:35)

Yeah. From an experience standpoint, that's been the most paramount question we're trying to answer. Sree, when you talk about experience, retail media has largely been built off of what I would call visual technology. So think about it's the things you see with your eyes. And in turn it's the things that a member or a customer engages with on their fingertips. So usually it's things like clicks and conversion. When we thought about experience, it was really how do we start measuring the full retail experience, which is not just the site but the sound, the taste, the smell, the feelings you get when you walk into a retailer, whether that be physically or digitally. Now until we can invent Wonka Vision Sree probably hard to do things like smell o Vision. However, there really is a magic to be had in terms of capturing a member or a customer very early on from kind of a pre awareness perspective, but then being able to tie that from an experience both in the club and in physical experiences. Like our race to the club example where we actually purchased a sponsorship with Andretti Global and did a race event in Nashville and we can talk more about what that looks like. I feel like there's going to be a lot of questions around what that is. But really the beginning of what we call a full fledged experience around Sam's Club. But importantly, Siri, even outside of Sam's Club, we believe bringing these experiences to a member or to a non member are equally important to what we create inside of a club.

C (6:06)

You know, Harvey just gave away an idea on the CPT guys by calling it the Wonka Experience. Later this week or next week we're actually recording Mars, Wrigley's Chief Halloween Officer, aka Tim LaBelle, the head of Sales North America President Sales. He's going to love that idea and you know, they're going to jump all over it because they want to get that episode in and around Halloween. And you know, not just Mars, but any candy manufacturer given that it's the season. By the way, what's the plan for Halloween, Harvey, what do you plan to dress? Are you going to indulge this year like I am in wearing a particular costume?

A (6:44)

You know, my kids are getting older, Sree, but Halloween is still a. Halloween is a holiday where you're still a kid at heart. So my costume, I'm going to pretend like I'm my favorite superhero. I'm going as Clark Kent. Clark Kent. Mild mannered by day, superhero by night. Maybe I should create that from a Sam's Club map somehow.

C (7:09)

I was going to ask you, can I get a map costume?

A (7:13)

We can certainly get you into a map costume.

C (7:15)

I was going to wear a geography map costume. Like the world.

A (7:20)

You know, funny thing, we actually had a mascot when I first joined. We might have to revive that costume, Sree and then we will when you award me with my jacket, you can wear the costume. How about that? That'll be the.

C (7:31)

Fair enough. That's. That's a fair. I think that's the fair way we landed. So, as I had mentioned earlier, January ces, we kind of met up. You land Scan and Go ads. At that early stage, there were some inventory challenges right up front with Scan and Go, given it's one screen, would you first share with the audience the details behind what Scan and Go ads are, how they work? I mean, it's groundbreaking. Like, you guys literally are the first at the point of purchase, right? And then give us an update on the inventory situation. How did you enhance it, fix it? Are there more enhancements coming to Scan and Go ads?

A (8:06)

Yeah, Scan and Go ads were a really exciting innovation I think, in retail media. You know, Scan and Go as a technology has been around now for more than a decade at Sam's Club. And the whole creation of Scan and Go was to create a frictionless experience for our members. I just want to start by clarifying it is not just a self checkout experience. It really is meant to reduce friction. So you think about self checkout. Oftentimes that's created to help eliminate things like store labor or associate hours. Scan and Go really is something where if you look at even our millennial and Gen Z generation, they like to come into clubs, but they don't want to interact with people per se. They want to get in, scan things and get out. And so. So I think when you couple that with exet tech, that's really what Scan and Go was built for. Now, Scan and Go ads sree are what we believe to be the closest touch point you can possibly get to conversion. Because after you physically scan an item, what happens is a display ad unit pops up. Now, when I first unveiled that to all of you later last year, boy, we got a pretty big reception from the industry and we simply could not keep up from an inventory perspective. And so how it used to work s was as you would scan, you would see this ad unit fall below each scanned item. What that meant for us is that once you added four or five items into your cart, that ad unit would disappear. And so from an innovation perspective, we kept it simple. We've simply pinned that innovation to the top now. So that ad unit permanently exists within the Scan and Go experience. And then what you're about to see is a lot more things to come. Right away you're going to start to see a lot more dynamic, creative. That means things like interactivity carousel, movement within the scan and go unit. But for us it's all about capturing that engagement and keeping that shopping experience fun while you're doing your scanning.

C (9:56)

And Harvey, what is this new trend you've set? Like you release a bunch of new features and the industry just wants to follow like what's going on? Why is it that the CPG guys feel like when Harvey does that it's always that way.

A (10:09)

Oh, that's flattering. I do think it's a push for us to all keep each other on our toes and to make each other better. And I think sri, we've known each other long enough. I feel like this time around I just know what not to do this time around. And so that's a superpower in itself from a retail media perspective. I've tried lots of things. Funnel. Yeah, good question. I. That's flattering. Thank you for that. I, I appreciate that.

C (10:36)

But I do think the reason I say that Harvey is because the CPG guys follow over 50 retail media networks pretty closely actually in the industry, the ones that impact grocery primarily I'm grocery doesn't mean food, even personal care. We found that what you guys going on have going on at Maps, especially by focusing on experience is a big deal and we have very high expectations of you. How about that man? So as I say that I'm now going to jump into some of your and my personal favorite topics which is measurement and so speaking with brand advertisers which their routine here on the CPG guys and if you listen to them, you know this is top of mind for them. We know how important transparent closed loop measurement is for their investment decisions. Tell us about how you think about transparent closed loop measurement and why when I say the CPG guys truly believe in map, what has gotten us to the point that we are able to say that publicly multiple times.

A (11:40)

I'm going to do my best not to let you down. Sri, you and you and Peter. I have a lot of aspirational goals. I know you're going to hold me to. Let's go back to when I first started this job, you and Pete. Peter sent me a text. I think it was like the day that I started. And that text was two words and it was bid density. You remember that? Bid density. Because that was something when I came.

C (12:07)

You know. Harvey, I'm going to interrupt you for one second. We debated two different statements. One was good luck two words and bid density. And we voted for bit density.

A (12:19)

And you know, it's funny, that really was a challenge and it still is what I would call a challenge. But that challenge became our biggest superpower. Let me explain more. We are a curated SKU environment. It's why warehouse clubs do so well. Our merchants, led by Julie Barber, they do such a good job curating items that we know our members will love. It's why members love the warehouse experience that does create retail media challenges though. And the fact that we don't have the bid density of a larger mass retailer, a grocery store or a drugstore where you've got hundreds of thousands of SKUs. But what that does mean for us is precision and fidelity like the industry has not seen before. So if you look at the superpower, membership data is fantastic in the fact that you can watch an ad, you can actually watch your favorite show streaming on tv, you can come into our clubs, you can actually pay with non traceable tender. For those that are not as technically minded, Siri, that just means you can dump a jar of nickels all over the cashier's desk. And the great thing is we still know who you are. And so that one to one deterministic nature is such a powerful value proposition. Now here's where it gets really exciting as we develop measurement and how to make that more valuable for an advertiser. Most of the industry is wired off of single campaign performance, which is I show you something, I run a campaign, I do a pre post, I do some kind of incrementality measurement to see if that campaign performed well. The beauty of membership data is we get to see this very rich longitudinal behavior over time. So I've used the analogy before. We know when you become a soccer player and you transition into a soccer mom because at various phases of your life you shop differently. The value for that is what a lot of brands call ltv, A brand I know you love tree, but ltv.

C (14:15)

I was about to get to that because earlier the CPG guys, I think January we had recorded with Diana Marshall and she kicked off Women's Month for us. It's the highest performing episode of the year. So you got a pretty high benchmark now to overcome for downloads. But that said, she had clearly mentioned you all were working on CLTV being transparent with brand advertisers. So what's the latest on that? That's a game changer by the way, because most brands, including DST, people think DST knows their customers pretty well. They actually don't because the point of sale actually happens with the retailer. Most of it is an estimation and projection by actually partnering with a Brand on cltv, you are changing the game. So give us an update.

A (15:01)

That was one of the AHA moments we found with membership data. And I think that's the important part of being able to play to your strengths and not being at parity with everybody else. You got to run your own race. For us, membership data gave us the ability to look at LTV in a very different way. So we rolled out a brand new tool which is called Omni Impact. Now, Omni Impact is what we call the combination of, of an MMM and an MTA over the course of time. So for those that are not again, media savvy kind of listeners, the MMM is a medium mix modeling. The MTA is what we call multi touch attribution. What Omni Impact does is it measures a member's behavior over the course of time. So, Siri, it's not last touch. Last touch is this is the ad that I saw and therefore conversion was made. It does multi touch. So really, multiple touches, multiple channels, multiple exposure over the course of. And then here's the beauty of it, Siri. Which channel, which channel do we believe had the best feasibility, the highest propensity to drive that action? That is powerful when you put it into an LTV or a lifetime value model. Because now you can really see when you first start becoming a member and you evolve over time, what is that worth to a brand? That is the secret sauce that we created behind Omni Impact. And thus far that reception has been very, very positively received.

C (16:28)

Sree. So Harvey, to the. A lot of listeners on the show come from brand marketing, from core shopper marketing, retail media. They have the background agencies. But a lot of the investors in media these days tend to be salespeople from customer teams on the brand side. You know, they call it customer teams calling because retail is the customer ordering large warehouse cases, right? To those people, the words like MMN and mta, they actually don't know what it means. I know you gave the very high level. Could you decompose in their. In varying their minds for a second? You know, their job is selling more truckloads of cases into the retailer. Obviously the downstream outcome at POS determines can they really achieve that? But can you explain for them mmm, MTA and why. Why being in sales, you have to be that savvy today to know what those models are and influence advertising as much as you're influencing trade and trade promo.

A (17:25)

Yeah, I'll be happy to. Maybe I'll just touch on one. It is an obligation. It should be an obligation for a retailer or retail media network to be good stewards of your investment, it should be an obligation. SRI when you are the customer chief customer Officer, it should be a retailer's obligation to know that the investments that we're asking from you are are being put to good purpose and good use with good return. Now what an MMM does is it shows you which channel we believe to be the highest but also the lowest engage channels for your particular customer. What that means is that if you're going after customer acquisition, in our case member acquisition, there are probably some things you want to put behind a channel to drive that behavior. Likewise, you also want to understand when you've hit a saturation point. And that's the beauty of what Omni Impact does for you. It'll show you a saturation point. So Siri, in this example a team lead could know you have put $1 too much into I'll make it up off site media and that $1 if reinvested into an on site channel like Search and display would have netted out this much. From a return perspective, that amount of data is incredibly valuable for any leader across any organization, but particularly for the sales leader. I think that again, being a good steward of their investment is something we are obligated to do.

C (18:46)

And Harvey, typically when you're engaging with brands, what's the Persona of the person sitting across the table?

A (18:52)

Depending on the brand can be a.

C (18:55)

Variety and so you're definitely seeing some much more cross functional.

A (19:00)

Oh my goodness. I would say over the course of my decade plus experience within retail media it has gone from singular points of contact to now dozens of points of contact. And I see you laughing Sree, but it's true. I think this touches each and every part of the organization. I'll give you some examples. You'll see a brand person there, you'll see a data person there. You'll even see innovation or E Com innovation folks there. I think there's a lot of touch points within an organization that are now interested in how this whole entire ecosystem flows together. And that's actually a really good thing. I do know that it does create pain points because you've got territories and silos. However, those lines are all starting to blur now, which has been I think the exciting but also challenging part of the the growth of retail media.

C (19:48)

Totally get it. One other question I wanted to ask you. Is it fair for me to say MAP is the member experience platform, therefore.

A (19:56)

That'S a good one. I hadn't thought about that before, but Sri Lanka? Yes, Member Experience platform.

C (20:02)

It's not just about cpg, guys come up with good ones every now and then. Man, 530 episodes, we got to count for something.

A (20:11)

I will probably hear about it from Amy, our head of marketing, as we rebrand all of our swag and logos. But we'll keep you out of consideration, Sree.

C (20:21)

So let me remind the audience that I am chatting with Harvey Ma, a friend from Sam's club, Map, who's also now focused on experience. So, continuing along with the theme of differentiated solutions, what is Map offering around its retail experience, network and omnichannel experience that I've note, particularly highlighting a case study. Can we jump into race cars over here?

A (20:43)

That's a great question, Sri. I'm glad you brought it up. Race to the Club was the name of the campaign and it was a big test for us. Big test for us. It was the vision of could we actually blend an experiential model with performance? And importantly, could we actually show non members? Not just members, non members. I'll touch on that later. Something.

C (21:08)

Was that meant to be a pun by any chance? Because when you think race cars, you think experience and performance. They have both.

A (21:15)

That's why it was a natural match made in heaven. Sri Lanka. But if you think about the concept, we are building a new club in Lebanon, Tennessee. We want to drive market awareness in Nashville. And we wanted to see if we could again create advertiser value, measurable advertiser value to draw in not just members but non members to the experience. Now, some of the campaign details that we haven't shared were we actually hosted a country music concert in the parking lot of one of our Nashville clubs to drive fun and excitement. But while you're at the country, it was a band called Lanco. Up and coming country music artist. Local, but here, somewhat local. Midwest local, Midwest, south local, but sri. Here's the beauty of it. While you were at the country music concert, we had a few sponsors there. You could play with a vacuum. You could literally vacuum things up in the parking lot. We actually had a sponsor with an air compressor. What better way to showcase the power of an air compressor than to actually fill up the tires of an IndyCar in the parking lot of a Sam's Club? We had food there, we had our Vizio truck there. But do you see what I'm trying to say now is sort of creating the experience. And then here's the surprise delight moment, Siri. We brought in a racing simulator where you could actually drive that same race car on the very Same track. And while they were racing, we had our driver, Kyle Kirkwood came and signed autographs, surprised and delighted our fans. And a lot of non members actually stopped by the parking lot wondering what is going on here? And guess what, Sree, we now have the engagement model, once you become a member, that now starts to ingest again. Going back to our first bullet point, Omni Impact, mmm, mta, Longitudinal impact. These are all things we measured. And again, for them, that was the start of their journey. But Race to the Club was our manifestation of how we could actually meet experience and performance at the same place.

C (23:18)

I love it. And then if you. So the upper funnel activation sounds like almost too good to be true, right? Experience, performance. You know, you gave the example of the vacuum cleaner. Any other examples you can give me of live demos out there? And while I ask you that, advertisers certainly are going to love the fact that this actually happened by an experience on the upper funnel. How did they measure the lower funnel impact?

A (23:42)

Yeah, lower funnel impact. Let me just share one example. We actually gave away three race tickets at the Wilson County Fair. So that was the fair happening within the proper city of Nashville. And when you signed up for a new membership or a plus upgrade, we gave you a free race ticket. Now we think about the value of that. The value of that ticket was worth two or three years of membership, depending on which tier that you selected. But again, as you measure lower funnel, now we know when the member actually became a member. And now we know if that event was the start of an engagement. So going back to the MMM model, we exposed you to this race, we exposed you to these things. At which point in time, now, as you measure this course of time, at what point in that journey will that conversion moment happen or that engagement moment happen? That's how you start to blend lower funnel performance with upper funnel awareness. Sri, I'll share one more example for you because we did a lot at this event that I don't think was publicized in the hospitality tent at the race day itself. We actually blended national brand products with our own members, Mark. And so I don't even know if people that are enjoying the hospitality realized it. There were Sam's Club members, Mark. Products everywhere. Water drinks, snacks. Even the pit crew in Sam's Club, sorry, the pit crew on the Sam's Club car, they were eating our granola bars and our fruit snacks. Those are all ways to drive brand awareness in a subtle way, but also for us, for me, as a means to have the team start measuring that performance over time. This was really a big test and I think the results are just the beginning of some really exciting things that will develop in the years to come.

C (25:26)

Congratulations on the success of the event itself. But Harvey, the CPG guys would have expected nothing less from you. Just to be clear. So the bars I meant you got to beat Dynamological downloads. Remember where you might bar?

A (25:42)

Yeah, that's probably not going to happen. That's probably not going to happen. But we can come close.

C (25:48)

So we often speak with your counterparts in Walmart at Connect in the US and abroad, notably Canada and Chile. We've actually spoken at very large events for them as well and they speak about collaborating, leveraging shared capabilities platforms. How is MAP collaborating on solutions with other parts of the organization, especially measurement? Man, you are the measurement guru of the industry in this space and how are you turning differentiated experience? You just gave such a fabulous example. What are they learning from you?

A (26:19)

Let me go back to the car analogy because we've had such a good car analogy going. I think of Walmart Global Tech, which again this is the misnomer. Siri. Walmart is a tech company for those listeners that don't know or aren't aware, yes, we're a retailer. Walmart is absolutely a technology company. If you think about Walmart's global tech, think they have a stable of cars for me to drive and my job is to figure out how to customize that car to the needs of Sam's Club MAP because our business model is quite unique and different. What's great about this is oftentimes now I can bring this car back and show them some of the enhancements we've made and that now feeds the Walmart flywheel in reverse. And I think that's the beauty of working for a company like Walmart. Our friends in international, our friends on the connect side in US and also here at map. Think of us almost like as a a three pronged machine where we share learnings and move fast. We have the core of global tech keeping us all together and harmonious so that we can leverage the same platforms at scale. But our business needs are quite unique and different. There are learnings that can happen in country of origin or within Sam's Club, sometimes faster than the US and vice versa. But being able to share that knowledge and intelligence in real time sree, that is truly the power of what makes Walmart such a fantastic enterprise, sir.

C (27:39)

No doubt about it whatsoever. So I'm going to make an assumption here that the measurement capabilities you guys are putting in place, especially on the CLTV has got to be intriguing everybody across the organization. And now for the magic moment as we fast forward. We're only months from ces, weeks from ces, right? You probably got a lot getting cooked up for ces, right? And the official word on the street says you have big plans in store for the 2026 event. What can you preview for your audience and how are you seeking to engage with brand advertisers at the event? You know, the CPG guys will be having its traditional party, so we hope to see everyone from MAP there at the alia.

A (28:22)

Well, we'll probably be there. Sree, I don't know if you realized it, you actually gave away some of the punchline. I'll do my best to keep this PR friendly. You said what do you have in store that we can look forward to? And so I'll tweak that to what do we have in club that you can look forward to? And what I'll tease for you is that we've got quite a few in Club Measurement goodies that we plan to share out at ces. We've got a lot of work to do between now and then. But in Club Measurement three is a frontier that nobody has quite figured out. And I will be honest, we haven't figured it out either. While everyone is racing towards building more in store retail media capabilities, I'm very much focused on how do we enhance our current capabilities and build more robust in club measurement. So I will, I will leave it there because I can tell that my PR teams are already getting nervous about what I'm sharing with you now. So more to come in just a few months.

C (29:22)

You know, the CPG guys are going to track you down at CES Las Vegas and we're going to have a nice chat about in Club Measurements. So we can't wait for that moment and what it is. And fellow, we'll wait for the grant reveal the right way. We'll wait for you to be able to communicate it and we'll do this in January if that's the appropriate time. And I'm looking forward to that conversation because you know, all the discussions we have here on the show as well as in our everyday lives with brand advertisers. Wrong, right, good or bad, they still come back and have this discussion about. I'm not satisfied with measurement. It seems to be that quest for some ethereal outcome that no one's able to pinpoint what that is. So I'm going to wrap it up here with the next question which is more around the industry. You just came back from Grocery Shop a few weeks ago and probably engaged with a lot of brands in the process, with industry in general, agencies in general. What excites you about the next 12, 24 months? And particularly I'd love for you to talk about AI and the role within retail media within the experiences you've talked to. And then are there other trends you're following?

A (30:31)

There are. Grocery Shop was really exciting. AI was I think the tip of the spear for a lot of conversations. But let me give you a sense for how I'm thinking about AI for map. And there's really kind of three sequential frameworks that we've been working towards. The first phase was how do we start to build on consistency, quality and speed? That's fairly self explanatory. The second phase we're entering into now, which is the reduction of human error, but also the augmentation of human intelligence. And that's through tools that are available out there both in house and third party. And the third is this very exciting world of agent to agent interaction which we know is coming at some point in time in our future, but we've got to start building those foundations right now. So that was what we were looking for specifically in our mission at Grocery Shop. But always interacting with our brand and seeing how they're using AI within their own use cases is always, always fascinating. And what I think tie this all together is that it is all for the sake of customer member experience experience. And really I think I add the third level of that is for map. Many of the use cases we're building right now are to enhance my own associate experience because again, this is a tough job. As you know, SRI retail media is tough. Lots of components, whether it be managed service or self service, but those components take a lot of work with a lot of resources, a lot of human intervention. I think our first step again consistency, quality and speed. That being what we're trying to do to look at who just joined us over here. But Siri, I hope that answers your question on what we were looking for at Grocery Shop.

C (32:10)

It certainly does, Harvey. In Rap, you know, we're thinking about AI in a particular framework that I think blue we've actually in the process of trademarking, we call it gap, generative, agentic and predictive. Like all the capabilities seem to gravitate around these three to our audience. I want to thank you for joining us three times each week for a podcast conversations. I don't know Harvey, if you knew we have a third Podcast every week. Now on Tuesdays we call it the Rift with the CPG Guys. Peter and I actually summarized the last week's most noteworthy items in the industry in a 10 minute LinkedIn based podcast videocast episode. So I don't know. Did you know that we have three now?

A (32:57)

I had no idea but now I'm going to have to look for it.

C (33:03)

So I want to thank audience for joining us on all three of those episodes week over week for engaging with LinkedIn with all our content. We appreciate the close to 40,000 plus organic followers we've created on LinkedIn who like and share content with others as well. Please do follow us on your preferred listening platform. We look forward to seeing you in person at CES and one of the many big conferences that we attend all year long. My big takeaway from this episode with Harvey is a pretty straightforward one. We have very high expectations of Harvey as a human being given his background and what we know of him and he's continuing to ace it for MAP in this role. I love the experience we discussed with Thereskar. Absolutely fabulous. I love that you guys are leading LTV in the discussions with the industry on CLTV and generating that. We also look forward Peter and I to our engagement at Cesar and to that I'm going to say two and a half years was way too long to have you back on the show. You're one away for our earlier opening dialogue, not two corrected as one away from the five timer jacket. So at this stage I want to thank you for joining us on the cpg. It's always a pleasure to have you man.

A (34:15)

Thank you Sree. It's always good to be here. I can't believe it's in two and a half years. Gosh, it feels like I see you all a whole lot more often that but I will take your word for it. Data is everything. You've been tracking me and we had.

C (34:27)

A guest appearance from Peter so I'm going to let him close it out on this episode. Go ahead Peter.

B (34:32)

Thank you sri. Thank you Harvey and to our audience. We look forward to speaking with you on the next episode of Wait for it. The CPG Guys Podcast. Goodbye.

C (34:49)

Foreign.

B (34:55)

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