Taking a close look the respondents, CPG brand executives made up nearly three-quarters of survey participants, with agency professionals making up the rest. Among the CPG brand professionals, a majority (63%) indicated that 11%-35% of their total marketing budget was allocated to retail media in 2024, followed by 17% who reported 36%-50% of their total budget was allocated to retail media and 20% who said more than half was designated for retail media. As far as job level, 40% of survey takers reported they were directors, followed by senior management (37%) and managers (19%).
Marketing Channel Importance & Retail Media Strategies
Investment Accelerators & Barriers
Each year in the Skai and Path to Purchase Institute “State of Retail Media” report, we survey marketers about spending trends, outlooks, technology adoption and challenges. In the 2024 report, we saw the start of a major transformation as larger investments and innovative thinking began to shape how commerce data could be used across the entire customer journey — what we called commerce media. This year’s report reveals that commerce media is no longer just an emerging idea; it’s now the new way forward for modern marketing.
The distinction of commerce media is important because it acknowledges that marketers must now blur traditional channel lines and bring all advertising tactics together to guide consumers seamlessly through every stage of the customer journey, from discovery to sale. By unifying often-siloed channels and leveraging data across touchpoints, commerce media provides the tools to create more cohesive, measurable and impactful campaigns.
Here are some key trends from our 2025 report that highlight how commerce media is evolving and shaping the next decade of marketing.
2025: A Commerce Media Odyssey
Nich Weinheimer is the Executive Vice President, Strategy, at Skai. In his role, Weinheimer delivers innovative technology and data solutions to the rapidly evolving landscape of retailers and brands.
About the Author
By Nich Weinheimer
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IN Collaboration with
To learn more about retail media and how Skai can help your brand reach ready-to-buy shoppers, visit skai.io today.
Looking at what would accelerate their organization’s investment in retail media in the future, 40% of participants pointed to access to improved insights from retailers/RMNs, 39% indicated measurement innovations for better and easier value proof, and more than a third said higher ROI compared to other advertising channels. Comparing how respondents answered based on job level, proving a higher ROI than other channels is more likely to move the needle with managers and directors. Managers were also more likely to say the ability to better measure upper funnel impact would accelerate their organization’s investments.
Shifting to CTV, we asked participants to identify the most significant opportunities in using CTV within retail media. More than half of survey takers pointed to:
CTV, Offsite Media & Full-Funnel Strategy Importance
Retail media's significance continues to grow among CPG brand organizations. When asked to rate the importance of several common marketing channels, both retail media and social advertising grew in importance compared to last year's report, with more than 90% of survey takers indicating the marketing channels were at least very important to their organization or CPG brand clients' organization. Retail media was the clear favorite, though, with 61% of participants reporting the channel was "extremely important" (compared to only 40% for social advertising). Shopper marketing/trade promotion/co-op programs, online-programmatic display (non-retail media), search engine advertising and CTV/streaming TV (non-retail media) were also reported as at least "very important" to a majority of participants.
The growing importance of retail media at CPG brand organizations seems to be due to its efficacy: a huge majority (82%) of those we spoke to described the results retail media drove in 2024 as meeting or exceeding KPI goals. When respondents were asked to share what components were part of their current retail media strategy, we found the most often-used tactics were retailer DSP ads, on-site display ads, search engine shopping ads (Google Shopping, etc.), on-site search ads and social commerce ads (Facebook Marketplace, etc.). On average, though, consumer goods organizations are leveraging seven tactics in their retail media strategies. Directors and managers were more likely to say their organizations were leveraging on-site search and in-store (endcaps, signage, etc.) as part of their retail media strategies.
On the flip side, when asked what the critical challenges are that might drive their organization to invest less in retail media in the future:
Enhancing brand awareness and perception
As our latest report makes clear, 2025 isn’t just a milestone year for retail media — it’s the year commerce media cements its role in modern marketing. For marketers, the challenge is clear: Embrace commerce media today and lead the charge into a more connected, impactful future. The opportunity is here, and the time to act is now.
Retail media is experiencing incredible growth in every respect, but for brands the landscape is as challenging and complex as it is exciting and dynamic, says Michelle Urwin, Skai's executive vice president, marketing.
"Marketers must navigate more channels, publishers, formats, technologies and approaches than ever before in order to unlock demand and drive growth," Urwin says. Recognizing the continued need in the marketplace to benchmark retail media’s meteoric rise and offer statistical guidance for CPG brands, Skai once again teamed with the Path to Purchase Institute to produce its “State of Retail Media” report.
For this year's report, P2PI fielded an online survey from Oct. 23, 2024, to Jan. 9, 2025, tapping into the retail media opinions and preferences of 109 CPG brand marketers and agency professionals with consumer goods clients. All participants surveyed indicated having an active role in working with retail media, and they were asked a variety of questions ranging from the components of successful retail media strategies to accelerators and barriers to investment.
"By surveying the leaders and practitioners engaged with retail media on a daily basis, the 'State of Retail Media' report provides a much-needed window into what matters most to retail media marketers, where they’re investing, how they’re shifting strategies and tactics, and what they’re most concerned about," Urwin says. "By bringing these perspectives to light, the report provides invaluable insights and direction to brands, agencies, RMNs, publishers and vendors as they plan for what will be a huge year for the industry.”
From defining incrementality and data clean room usage to exploring new partnerships with non-retailer media networks, P2PI and Skai’s latest proprietary research will either validate or make you rethink your current notions of the retail media and commerce marketing landscape.
Special Report
THE STATE OF RETAIL MEDIA:
Tactics, Strategies & New Players
Click Here to Explore the Data
By Cyndi Loza
IN Collaboration with
When we asked survey takers to describe their teams' (or their CPG clients') retail media maturity, more than half indicated it was above average, while 17% classified it as extremely sophisticated. Respondents also shared they’re engaging with an average of six retail media networks currently, and they expect that number to increase to eight by the end of the year and 11 by the end of 2026.
To keep up with the continued proliferation of RMNs, we found many CPG brand organizations are engaging with agencies for retail media management. Many are also investing in continuous training and upskilling of internal teams, or relying on data analytics and insights platforms. Participants also pointed to forming dedicated retail media teams within the organization, utilizing third-party retail media platforms and collaborating with retail media consultants. Organizations allocating more than 35% of their budget to retail media were more likely to say they are leveraging third-party retail media platforms.
Survey takers also shared they’re exploring marketing on other non-retailer media networks, such as Chase, T-Mobile, American Airlines or Hilton. Nearly 60% said they are either moderately or highly interested in advertising on these non-retailer media networks. Among this group, 90% said they were actively exploring these opportunities.
Juggling Multiple RMNs & Exploring Non-Retailer Media Networks
Budget Allocations
Many leaders expect to increase budgets for several retail media tactics this year. When asked to gauge how their (or their client's) organization's budget plans will differ this year when it comes to various forms of retail media, more than 70% indicated at least a slight increase in on-site search and social commerce ads in 2025 compared to last year. Participants also noted at least a slight increase for retailer DSP, search engine shopping and onsite display ads, as well as in-store (endcaps, signage, etc.). Separately, we asked what portion of their paid social and paid search budget is allocated toward driving traffic to retailer partners and found that, on average, CPG organizations are allocating 25%.
Next, we asked survey takers which factors were most important in their budget allocation decisions for retail media and found that media mix modeling recommendations, following performance measurement and adherence to joint business plans play meaningful roles. We also found that organizations allocating less of their budgets to retail media were more likely to say they are leveraging agency/consultant recommendations when making retail media budget allocation decisions.
36% of participants pointed to difficulty proving investment incrementality
However, when asked about the difficulties they have faced when it comes to incorporating CTV into their retail media mix, a majority of participants pointed to budget limitations as well as challenges in measuring and tracking effectiveness. Senior leaders were more likely than their counterparts in director and manager positions to say limited availability of actionable data, technical integration complexities, and a lack of in-house expertise have created challenges as they work to incorporate CTV into their retail media mix.
When considering the obstacles they've encountered when integrating offsite media into their core retail media strategy, a majority (59%) of those we spoke to indicated limited budget allocation. Difficulties in accurate attribution, fragmented data systems, and technical challenges and integration hurdles were also obstacles for many CPG companies.
Despite the challenges highlighted integrating CTV and offsite media into their retail media mix, marketers see a great deal of value in adopting a full-funnel strategy. Considering the value of a full-funnel retail media strategy, more than half of participants reported:
More consistent messaging across the customer experience
A notable shift from last year's report is CPG brand organizations' aptitude in incrementality measurement. When asked to describe their or their CPG client's proficiency in incrementality measurement, 56% of those we spoke to indicated they're either good or extremely good at measuring incrementality and applying the insights, and only a third described their expertise at a basic level. Last year, these figures were almost flipped: less than one-third shared they were proficient in measurement and applying incrementality insights, and 56% said their proficiency in incrementality measurement was at a basic level.
Despite the growing proficiency, incrementality continues to be defined in several different ways by marketing leaders. The most common definitions participants pointed to were ad attributed conversions of new-to-brand customers, and serving ads where products aren't already showing in organic results. Compared to directors and managers, senior leaders were more likely to define incrementality as serving ads to customers where they are likely to repurchase.
When asked about the challenges they face when trying to implement incrementality measurement, respondents pointed to several issues, including:
Incrementality Measurement
Concerns about the accuracy or reliability of incrementality results
Challenges also varied based on how much organizations were budgeting for retail media. Those allocating more of their budgets to retail media were more likely to say the extensibility of incrementality measurement across ad types is a challenge, while those allocating less were more likely to indicate the costs associated with setting up controlled experiments or test groups, and lack of clear methodologies or best practices.
When asked how they would describe their maturity in using AI within their retail media programs, 42% of respondents shared they were highly mature. Breaking it down further, 32% described their maturity in using AI within their retail media programs as above average and 10% said they were extremely sophisticated.
A majority of those we spoke to also shared they were currently using data clean rooms. Thirty percent described their usage as moderate, 29% said it was extensive and 6% pointed to full integration and dependence. This is a huge jump from last year when only 29% said their usage of data clean rooms was moderate and less than 10% said it was extensive or fully integrated.
Following up, we asked those using data clean rooms what difficulties they faced with them. We found the most common challenges included:
Tech Solutions: AI & Data Clean Rooms
Integrating into existing optimization and analysis practices (which jumped up significantly as a challenge from last year)
The full findings from this year's report span more than 60 pages. To review all the results this year’s report and browse findings from a separate "State of Retail Media" report surveying retailer executives, visit our members-only “P2PI Research” section.
Social commerce is leading the charge in commerce media’s expansion. This year, 83% of retail media marketers report that social commerce should be managed or directed by their teams. Retail media networks are embedding seamless shopping functionality into social ecosystems, creating a bridge between discovery and purchase.
Connected TV (CTV) is emerging as commerce media’s bridge between awareness and action. Retail media data unlocks stronger targeting strategies and personalized ad experiences on CTV, transforming it into a dynamic channel for commerce media strategies. As traditional TV continues to decline, CTV offers marketers a way to connect brand awareness efforts with measurable performance metrics.
Consolidation is reshaping the retail media network landscape. In 2024, retail media marketers reported working with six retail media networks on average, but that number is expected to nearly double by the end of 2025 — introducing new layers of complexity. With over 200 retail media networks globally, inefficiencies have become a pain point, driving demand for platforms that deliver operational efficiency and actionable insights.
Measurement challenges are fueling innovation within commerce media. According to the report, proving ROI and incrementality remains a top challenge for marketers, with only half reporting proficiency in these areas. Commerce media solutions are bridging this gap, offering advanced frameworks that connect performance metrics across touchpoints and enable marketers to scale their efforts confidently. By addressing these hurdles, commerce media ensures that investments are justified and optimized for long-term growth.
Full-funnel strategies highlight the transformative potential of commerce media. The 2025 survey reveals that while only 25% of organizations have achieved full-funnel maturity, commerce media’s integrated approach enables marketers to deliver cohesive campaigns that span the entire customer journey, creating opportunities for brands to engage with consumers more effectively than ever before.
6
8
11
32% pointed to lower ROI compared to other ad channels
29% indicated analytics and reporting limitations, which was the top challenge in last year's report
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Importance of Marketing Channels
Retail Media’s Results in 2024
Retail Media Strategy’s Components
Respondents’ Retail Media Maturity
How Many RMNs Do You Work With?
Interest in Advertising on
Non-Retailer Media Networks
Are You Exploring Advertising Opportunities on Non-Retailer Media Networks?
How Do You Keep Up With the Continued Proliferation of RMNs?
Retail Media Component’s Budget Plans, 2025 vs. 2024
Proportion of Paid Social/Paid Search Budget That Attempts to Drive Traffic to Retail Partners
Retail Media Budget Decisions: Most Important Factors
Retail Media Investment Accelerators
Retail Media Investment Decelerators
Opportunities for Using CTV in Retail Media
Difficulties With Incorporating CTV in Retail Media
Obstacles When Integrating Offsite Media in Retail Media
Value of Full-Funnel Retail Media Strategy
Proficiency in Incrementality Measurement for Retail Media
How Do You Define Incrementality?
Challenges in Implementing Incrementality in RM Strategy
Maturity in Using AI With Retail Media
Usage of Data Clean Rooms
Challenges With Data Clean Rooms
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Increasing engagement through dynamic content
Utilizing data-driven targeting and personalization
Ability to influence consumers at every stage of their journey
Greater efficiency in managing media budgets across the funnel
Enhanced data-drive decision-marking at each funnel stage
Retail media
Social advertising
Shopper marketing/Trade Promo/Co-op programs
Online - programmatic display (non-shelf media)
Search engine advertising
CTV/Streaming TV (non-retail media)
Out of home (digital + non-digital)
Traditional TV/radio
Sponsorships
Traditional print
Not at all important Minimally important Somewhat important Very important Extremely important
Will not spend on this area Moderate decrease (11% to 25%) Stay the same Moderate increase (11% to 25%)
Retailer DSP ads
On-site display ads
Search engine shopping ads (Google Shopping, etc.)
On-site search ads (sponsored products, etc.)
Social commerce ads (TikTok Shops, Facebook Marketplace, etc.)
In-store (endcaps, signage, POS aisle, etc.)
Digital in-store (digital screens/signage, DOOH in-store, etc.)
CRM (app, email, loyalty marketing, etc.)
On-site video ads
Off-site (digital ads but not on retailer websites)
CTV/streaming ads
Marketing co-op
Engaging with agencies for retail media management
Investing in continuous training and upskilling of internal teams
Relying on data analytics and insights platforms
Forming dedicated retail media team(s) within the organization
Utilizing third-party retail media platforms
Collaborating with retail media consultants
Leveraging AI and automation tools
Outsourcing to freelance experts for specific tasks
Something else
Media mix modeling recommendations
Following performance measurement
Adherence to Joint Business Plans
Annual budgets set based on the previous year's performance
Retailer recommendations
To test new ad formats/types, targeting options and/or bid adjustments from retailers
Agency/Consultant recommendations*
Competitive landscape (i.e., keeping up with the market)
To test new retailer media networks
Improved insights from retailers/RMNs
Measurement innovations for better/easier value proof
Higher ROI versus other advertising channels
Emerging practices for better return optimization
Integrated retailer negotiations/JBPs needing more retail media investment
Ability to better measure upper funnel impact
Enhanced customer engagement by retailers
Channel standardization easing management complexity
New and intriguing ad formats
Increased competitive pressure to invest more
Valuing retailer audience access over brand's audience
Streamlining supply chain and retailer fulfillment
Shift from D2C to more retailer partnerships
Enhancing brand awareness and perception
Increasing engagement through dynamic content
Utilizing data-driven targeting and personalization
Expanding audience reach and visibility
Driving performance marketing efforts
Budget limitations
Challenges in measuring and tracking effectiveness
Limited availability of actionable data
Complexities in technical integration with existing platforms
Insufficient in-house expertise
Something else
None of the above, we haven't faced difficulties
Limited budget allocation
Difficulty in accurate attribution
Fragmented data systems
Technical challenges and integration hurdles
Insufficient internal expertise
Something else
None of the above, we haven't faced any challenges
More consistent messaging across the customer experience
Ability to influence consumers at every stage of their journey
Enhanced data-driven decision-making at each funnel stage
Greater efficiency in managing media budgets across the funnel
Improved cross-team collaboration between brand and performance teams
Better alignment between brand awareness and conversions
Improved performance and return on ad spend (ROAS)
Something else
No significant value in adopting a full-funnel strategy
Ad attributed conversions of new-to-brand customers
Serving ads where my products aren't already showing up in organic results
Showing a product ad to a customer shopping on my competitor's detail page
Showing a product ad to a customer who hasn't purchased that product before
Serving ads to customers when they are likely to repurchase
Serving ads to customers who haven't yet searched for my brand
Correlating advertising to improved organiz rank for specific keyword(s)
Shifting ad budget from products with low profit margin to products with high profit margin
Ads that have the highest multi-touch attribution return on ad spend
Increasing my ratio of total-sales-to-ad-spend (i.e., reducing TACOS)
None of the above
Don't know
Concerns about the accuracy or reliability of incrementality results
Extensibility of incrementality measurement across ad types, targeting methods, retailers, etc.
Limited tools or technologies that support incrementality measurement
Lack of standardization
Costs associated with setting up controlled experiments or test groups
Lack of clear methodologies or best practices
Challenges in aligning internal teams around incrementality metrics
Difficulty in distinguishing between organic and driven sales
Lack of data
Lack of internal expertise
None of the above, I haven't faced any challenges
Integrating into existing optimization and analysis practices
Lack of internal technical expertise
Scaling analysis and operations as new data is collected
Joining data with additional data sources (shelf analytics, etc.)
Driving actionability from the data and insights
Getting started/creating a baseline to work with
Legal/permission issues
Not having enough first-party data
Too expensive
We haven't faced any challenges with using data clean rooms
0-10%
11-20%
21-30%
31-40%
41-50%
More than 50%
Not applicable
9%
28%
27%
16%
9%
7%
4%
Not interested
Low priority
Moderately interested
Highly interested
19%
22%
28%
30%
No
9%
Yes
91%
100% of Senior Leaders vs. 79% of Directors and Managers*
58%
Number RMNs Engaged With Today
Expected RMN Partners by End of 2026
Expected RMN Partners by End of 2025
Just getting started
Struggling to keep up
Average
Above Average
Extremely sophisticated
22%
53%
17%
2%
6%
70%
100% of those in the consumer electronics* category vs. 81% of those in any other category
72% of organizations in the consumer electronics* category vs. 19% of those in any other category
52% of Senior Leaders vs. 17% of Directors and Managers
Consumer goods organizations are using an average of 7 tactics in their retail media strategies
Terrible, it had a negative impact on our desired objectives
Poor, it had little to no impact on our desired objectives
Fair, it did not quite meet goal KPI expectations
Good, it has met goal KPI objectives
Excellent, it has exceeded goal KPI expectations
15%
57%
0%
4%
25%
82%
Average of 8 networks in the Food & Beverage category vs. 5 networks among those in any other category
On-site search ads (sponsored products, etc.)
Social commerce ads (TikTok Shops, Facebook Marketplace, etc.)
Retailer DSP ads
Search engine shopping ads (Google Shopping, etc.)
On-site display ads
In-store (endcaps, signage, POS aisle, etc.)
On-site video ads
Off-site (digital ads but not on retailer websites)
Digital in-store (digital screens/signage, DOOH in-store, etc.)
CRM (app, email, loyalty marketing, etc.)
CTV/streaming ads
Marketing co-op
On average, organizations are allocating 25% of their paid social and search budgets to driving traffic to their retail partners
2%
3%
8%
3%
16%
1%
4%
8%
6%
13%
18%
17%
21%
8%
9%
17%
18%
18%
34%
27%
20%
29%
23%
31%
51%
39%
42%
34%
40%
30%
28%
39%
25%
61%
40%
43%
36%
40%
18%
27%
26%
12%
15%
70%
65%
64%
63%
61%
55%
55%
55%
51%
50%
48%
47%
59%
55%
50%
46%
43%
42%
39%
26%
2%
38%
38%
38%
35%
33%
32%
30%
29%
26%
54%
52%
51%
50%
45%
6%
89% of organizations in the consumer electronics* category vs. 36% of those in any other category
76% of Senior Leaders vs. 50% of Directors and 10% of Managers*
83% of organizations in the consumer electronics* category vs. 42% of those in any other category
None of the above, we don't currently see any opportunities in using CTV
58%
51%
39%
37%
31%
4%
7%
58%
49%
46%
42%
33%
4%
6%
“Different agencies involved”
“Only a portion of offsite being counted toward client JBP”
“Work silos”
“Internal team and agency team silos”
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
“High cost of retail media CTV offering vs. mass reach offerings”
“Limited creative resource time”
“High cost of CTV at RMN”
“Asset availability”
63% of consumer goods organizations allocating >35% to retail media vs. 38% of those allocating less
66% of Agencies* vs. 43% of Consumer Goods organizations
48%
48%
39%
39%
38%
38%
34%
32%
28%
22%
1%
44%
43%
41%
37%
36%
35%
32%
32%
29%
22%
3%
Do not measure incrementality
Do not measure incrementality, but plan to start in 2025
Measure incremntality at a basic level
Good at measuring increntality and applying the insights
Extremely good at measuring increntality and leveraging the insights
Not using AI at all and currently have no plans to do so
Just getting started
Struggling to keep up
Above average
Extremely sophisticated
Not using any data clean rooms
Limited or trial usage
Moderate usage
Extreme usage
Full integration and experience
83% of those in the consumer electronics* category vs. 43% of those in any other category
27% of those in any category other than consumer electronics category vs. 0% of those in the consumer electronics category
“Partnering with internal sales team”
“Prioritization of biggest RMNs/our customers”
Q. How important are each of the following marketing channels to your organization/CPG clients?
Q. How would you describe the results retail media has driven for your organization/your CPG clients this year?
Q. Which of the following components are part of your organization’s/your CPG clients’ retail media strategy today?
Q. Which of the following best describes your team’s/your CPG clients’ retail media maturity?
Q. How many RMNs is your organization currently working with/do your CPG clients currently work with, on average? How many do you expect to engage with in the future?
(Average across all respondents)
Q. To what extent is your organization/are your CPG clients interested in advertising on non-retailer media networks, such as those from Chase, T-Mobile, American Airlines or Hilton?
Q. Is your organization/Are any of your CPG clients actively exploring advertising opportunities on non-retailer media networks, such as (but not limited to) Chase, TMobile, American Airlines, or Hilton?
Q. With only so much human capital, how are you and your organization keeping up with the continued proliferation of retail media networks?
Q. Approximately what percentage of your/your CPG clients’ paid social and paid search budget is allocated toward driving traffic to retailer partners?
Q. Which of the following factors are most important in your/your CPG clients’ budget allocation decisions for retail media? Select (up to) the top three.
* only shown to those working at Consumer Product Manufacturers
Q. What would accelerate your organization's investment/your CPG clients’ investments in retail media in the future? Rank (up to) the top three in order of importance or magnitude.
Q. What are the critical challenges that might drive your organization/your CPG clients to invest less in retail media in the future? Rank (up to) the top three in order of importance or magnitude.
Q. Which of the following, if any, has your organization/have your CPG clients identified as the most significant opportunities in using connected TV (CTV) within retail media?
Q. Which of the following difficulties has your organization/your CPG clients faced when considering incorporating, or working to incorporate, CTV into your/their retail media mix?
Q. What obstacles have you encountered when integrating offsite media into your/your CPG clients’ core retail media strategy, if any?
Q. Some organizations are adopting a full-funnel retail media strategy, in which they strategically address each part of the funnel with tailored efforts. What do you believe is the value of adopting a full-funnel retail media strategy, if any?
#1 Driver #2 #3
15%
14%
22%
6%
5%
6%
6%
4%
6%
3%
6%
6%
3%
12%
13%
9%
14%
12%
7%
10%
7%
6%
5%
3%
3%
13%
12%
4%
10%
10%
12%
7%
8%
7%
7%
3%
6%
17%
14%
9%
5%
7%
6%
7%
5%
6%
5%
8%
3%
3%
11%
9%
7%
11%
11%
6%
6%
8%
5%
6%
5%
3%
8%
9%
13%
9%
6%
10%
6%
6%
7%
6%
3%
6%
Difficulty proving investment incrementality
Lower ROI compared to other advertising channels
Analytics and reporting limitations
Retailer control/walled garden environment
Rising costs of retail media
Limited data
Increasing prevalence of private label products at retailers
Ad fatigue experienced by our audience
Internal organization structure limiting effectiveness
Lack of standardization across retailers
Newness, lacking best practices for investment maximization
Lack of retail media expertise internally
Poor or inconsistent content
Supply chain and retailer fulfillment constraints
Increased D2C sales, less retailer reliance
#1 Challenge #2 #3
2%
5%
5%
4%
5%
2%
6%
4%
Q. Looking ahead to 2025, how will your organization’s/CPG clients’ budget plans differ across these forms of retail media compared to 2024?
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Q. Which of the following best describes your organization’s/CPG clients’ proficiency in incrementality measurement for retail media?
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Q. Below are several ways organizations may define incrementality in retail media. Which, if any, are most relevant to your organization/CPG clients? Please select all that apply.
Source: Skai and P2PI “State of Retail Media, Brand Perspective” Study (December 2024)
Q. What challenges have you faced, if any, when trying to implement incrementality measurement in your/CPG clients’ retail media strategy?
6%
5%
33%
42%
14%
Extensibility of incrementality measurement across ad types, targeting methods, retailers, etc.
Limited tools or technologies that support incrementality measurement
Lack of standardization
Q. How would you describe your team’s/CPG clients’ maturity in using AI within your retail media program/their retail media programs?
Q. How would you describe your organization’s/CPG clients’ current usage of data clean rooms?
17%
18%
30%
29%
6%
Average
Not using AI at all, but considering it
2%
13%
16%
4%
23%
32%
10%
Lack of internal technical expertise
Scaling analysis and operations as new data is collected
Joining data with additional sources (shelf analytics, etc.)
Driving actionability from the data and insights
Q. What challenges, if any, have you/your CPG clients faced with data clean rooms?
41%
36%
35%
33%
33%
32%
29%
27%
23%
8%
61%
59%
58%
52%
50%
49%
48%
1%
Significant decrease (>25%) Slight decrease (1% to 10%) Slight increase (1% to 10%) Significant increase (> 25%)
2%
VISIT P2PI NOW
2%
21%
34%
37%
6%
4%
22%
26%
33%
12%
3%
25%
29%
26%
14%
2%
26%
36%
26%
6%
3%
29%
28%
29%
5%
3%
35%
34%
23%
5%
2%
36%
32%
23%
5%
2%
29%
29%
30%
5%
32%
34%
19%
6%
4%
33%
37%
14%
8%
4%
33%
28%
22%
6%
5%
43%
21%
23%
5%
3%
4%
6%
2%
5%
2%
5%
3%
3%
2%
58%
(Only shown to those working at consumer goods organizations)
6% or fewer respondents answered each of these: “Will not spend on this area,” “Significant decrease,” “Moderate decrease” and “Slight decrease.”