Retail rentable

Retail Media: por qué los retailers están construyendo una de las fuentes de ingresos más rentables de la próxima década

La monetización de audiencias, datos y espacios digitales está impulsando una nueva unidad de negocio dentro del comercio minorista.

El Retail Media gana participación en las estrategias de crecimiento de grandes cadenas y comienza a generar oportunidades para empresas de distintos tamaños.

El valor económico del dato propio gana protagonismo

Durante años, el principal activo de los retailers estuvo asociado a la capacidad de vender productos, gestionar inventarios y desarrollar canales de distribución eficientes. Hoy, una nueva fuente de valor adquiere relevancia: la información generada por millones de interacciones de compra.

Cada búsqueda, transacción, preferencia de consumo y comportamiento dentro de plataformas digitales construye un volumen de datos con enorme valor comercial para marcas y fabricantes.

Ese activo dio origen al crecimiento del Retail Media, un modelo mediante el cual los retailers comercializan espacios publicitarios dentro de sus propios ecosistemas digitales, aprovechando información de primera mano sobre hábitos de consumo y decisiones de compra.

La evolución del comercio electrónico, los programas de fidelización y la digitalización de los puntos de contacto con clientes impulsaron el desarrollo de esta nueva categoría de negocio a nivel global.

Los márgenes del negocio publicitario atraen inversiones crecientes

Uno de los factores que explica el crecimiento acelerado del Retail Media es su impacto sobre la rentabilidad.

Mientras la actividad tradicional del retail opera con márgenes habitualmente ajustados debido a costos logísticos, promociones, estructura operativa y presión competitiva, la comercialización de espacios publicitarios presenta niveles de rentabilidad significativamente superiores.

Grandes cadenas internacionales comenzaron a desarrollar unidades específicas dedicadas a Retail Media con equipos propios, tecnología especializada y estrategias comerciales independientes.

Empresas como Amazon, Walmart, Carrefour, Tesco y Target expandieron sus capacidades en esta área, transformando sus plataformas digitales en canales publicitarios altamente segmentados para proveedores y marcas.

La tendencia refleja una evolución estructural: los retailers participan cada vez más activamente en el mercado publicitario digital a partir de activos propios.

La cercanía con la compra fortalece la efectividad comercial

Uno de los atributos más valorados por las marcas es la proximidad entre la exposición publicitaria y la decisión de compra.

Las plataformas de Retail Media permiten impactar al consumidor en momentos donde la intención de compra ya existe. Esa característica genera métricas de conversión particularmente atractivas para fabricantes y anunciantes.

La posibilidad de vincular campañas publicitarias con resultados concretos de ventas fortalece la capacidad de medición y optimización de inversiones comerciales.

Este escenario impulsa una reasignación gradual de presupuestos publicitarios hacia ecosistemas retail con capacidad de demostrar resultados directos sobre el negocio.

La evolución tecnológica también amplía las posibilidades de segmentación, personalización y análisis de desempeño.

La competencia se desplaza hacia ecosistemas de datos y audiencias

El crecimiento del Retail Media incorpora una nueva dimensión competitiva dentro del sector.

La fortaleza comercial comienza a depender de variables adicionales a surtido, precio o ubicación física. La capacidad para construir audiencias relevantes, administrar información de clientes y generar entornos digitales atractivos adquiere creciente importancia.

Los programas de fidelización, las aplicaciones móviles, las plataformas de e-commerce y los marketplaces se convierten en activos estratégicos para desarrollar capacidades publicitarias propias.

Este fenómeno favorece especialmente a empresas con bases de clientes amplias, altos niveles de recurrencia y sistemas robustos de captura de información.

La construcción de ecosistemas de datos pasa a formar parte de las decisiones estratégicas de largo plazo.

América Latina acelera su desarrollo en Retail Media

La región atraviesa una etapa de expansión impulsada por el crecimiento del comercio electrónico, la digitalización de consumidores y la profesionalización de los canales comerciales.

Brasil, México, Chile y Argentina muestran avances en la adopción de soluciones de Retail Media tanto en grandes cadenas como en marketplaces especializados.

Las inversiones tecnológicas destinadas a mejorar capacidades analíticas y herramientas de segmentación comienzan a ocupar un lugar prioritario en la agenda de muchas compañías.

La consolidación de medios propios permite fortalecer ingresos, mejorar márgenes y construir relaciones más profundas con proveedores estratégicos.

Las empresas que desarrollan estas capacidades generan nuevas oportunidades de monetización sobre activos que ya forman parte de su operación cotidiana.

Rentabilidad, recurrencia e inteligencia comercial

La expansión del Retail Media refleja una transformación más amplia dentro del comercio minorista.

Los retailers avanzan hacia modelos donde la información, la audiencia y la capacidad analítica generan valor económico adicional.

La gestión de datos adquiere relevancia estratégica. La calidad de la información disponible influye sobre decisiones comerciales, planificación de inventarios, segmentación de clientes y generación de nuevas fuentes de ingresos.

La combinación entre comercio, tecnología y publicidad configura una de las áreas con mayor potencial de crecimiento dentro del sector durante los próximos años.

Las organizaciones que desarrollen una visión integral sobre sus activos digitales estarán mejor posicionadas para capturar oportunidades asociadas a esta evolución del mercado.

Slide

Evaluate a commercial diagnosis

Identify blocks and real opportunities for growth.


Los Hornos- The Real Argentinian Food

Business behind the World Cup and cases like «Los Hornos - The Real Argentine Food»

Each World Cup mobilizes global audiences, multi-billion dollar investments and an economic network that extends far beyond the stadiums.

Football works as a catalyst for consumption, tourism, hospitality, gastronomy, content and retail trade.

The focus is often on transmission rights, official sponsors and major brands. However, a significant part of economic value is generated in companies that build experiences associated with the event. Restaurants, tourist operators, hotel chains, specialized shops and gastronomic enterprises participate in an economy driven by the massive concentration of consumers.

In this scenario, an increasingly visible phenomenon emerges: the ability of small and medium-sized enterprises to capture value from cultural identity.

The World Cup as a global consumer platform

FIFA projects audiences that exceed billions of viewers during each edition of the World Cup. This exhibition makes the tournament one of the most relevant entertainment events on the planet.

The economic consequence has multiple industries:

  • International tourism.
  • Gastronomy.
  • Hospitality.
  • Retail.
  • Audiovisual production.
  • Advertising.
  • Corporate events.
  • Electronic commerce.

Global attention creates an extraordinary demand for experiences related to the participating countries. Consumers look for products, flavors, symbols and content that strengthen the emotional connection to the tournament.

The entertainment economy increasingly incorporates cultural components that expand business opportunities.

The gastronomy has a leading role in the sports ecosystem

The major sports events drive an evolution in consumption habits. The viewer seeks complete experiences that combine entertainment, cultural identity and socialization.

The gastronomy is central to this dynamic.

During the world, theme restaurants, meeting spaces for fans and the gastronomic proposals associated with a national selection have significant increases in demand.

The phenomenon is of particular relevance to countries with a strong cultural position. Argentina has globally recognized attributes through meat, empanadas, roast, wines and social experience associated with food.

The gastronomy is thus transformed into a country-brand construction tool.

Case «The Furnaces» and the export of an Argentine experience

In this context the case of «The Furnaces - The Real Argentine Food.»

The proposal is based on a simple and powerful concept: to bring an authentic Argentine gastronomic experience to international consumers.

Cultural identity functions as a central asset of the business. The gastronomic product is complemented by a narrative linked to the customs, flavors and rituals associated with Argentine culture.

During global sports events, especially those where the Argentine team concentrates international attention, this type of business finds an opportunity for commercial expansion and strengthening of positioning.

The audience seeks to live an experience related to the leading country. The gastronomy allows this connection to be realized immediately.

Global hearings and community building

The growth of sport-related business also responds to a transformation in consumer behaviour.

Las comunidades digitales amplifican el alcance de las marcas gastronómicas. Las redes sociales, las plataformas de video y los contenidos generados por usuarios permiten que emprendimientos especializados alcancen audiencias internacionales con inversiones mucho menores que las requeridas por los medios tradicionales.

La conversación digital generada alrededor del Mundial multiplica la visibilidad de propuestas diferenciadas.

Los negocios que articulan experiencia presencial, contenido digital y una identidad clara logran capturar parte de esa atención.

La capacidad para generar comunidad adquiere un valor estratégico comparable al de la ubicación física o la inversión publicitaria.

Nuevas fuentes de rentabilidad dentro del entretenimiento

El ecosistema económico del Mundial muestra una tendencia consistente: la diversificación de fuentes de ingresos.

La rentabilidad se distribuye entre múltiples actores que participan de la experiencia del consumidor.

Para empresas gastronómicas y de entretenimiento, algunas oportunidades relevantes incluyen:

  • Eventos temáticos durante los partidos.
  • Alianzas con marcas.
  • Experiencias premium.
  • Producción de contenido propio.
  • Venta de merchandising.
  • Programas de fidelización.
  • Activaciones vinculadas a comunidades de fanáticos.

La convergencia entre entretenimiento, gastronomía y experiencia de marca amplía el potencial económico de estos modelos.

Qué señales deberían observar los empresarios del sector

La evolución del negocio del entretenimiento muestra una tendencia clara: las audiencias buscan experiencias integrales con fuerte componente emocional y cultural.

Los eventos deportivos globales seguirán funcionando como aceleradores de consumo y posicionamiento.

Las empresas que logren asociar identidad, comunidad y experiencia cuentan con mayores posibilidades de capturar valor en este escenario.

El caso de Los Hornos ilustra cómo un emprendimiento puede aprovechar la visibilidad internacional de la cultura argentina para construir relevancia comercial en mercados competitivos.

La capacidad de transformar una identidad cultural en una propuesta económica consistente aparece como una de las variables estratégicas más relevantes para los próximos años.

Slide

Evaluate a commercial diagnosis

Identify blocks and real opportunities for growth.


Consumer companies: the structural cost of relying exclusively on sellers

The trade structure in consumer companies is facing increasing tension.

The seller-based model as the only income-generating channel limits the ability to scale, reduces predictability and conditions profitability.

In markets where customer access changes rapidly, the exclusive dependence on sales force generates structural fragility that impacts the entire organization.

Trade unit and fragility in income generation

Many consumer companies build their sales channel on individual commercial equipment. This model concentrates income generation on the operational capacity of each seller.

The result is a highly dependent structure of personal relationships, manual management and informal monitoring of opportunities. Commercial information is fragmented and business loses traceability over its pipeline.

This dynamic has a direct impact on predictability. The company cannot project sales accurately or anticipate falling in demand. The volatility of income becomes a constant.

Impact on business predictability

Commercial predictability is built from processes, data and channel diversification.

When the income depends exclusively on sellers:

  • The pipeline is unstable.
  • The sales projection loses precision.
  • Financial planning is weakening.

Harvard Business Review reports indicate that organizations with diversified business structures achieve greater income stability and better foresight capacity.

The lack of visibility about future demand affects key decisions: production, inventory and expansion.

Limitations on commercial scalability

Seller-based growth has a clear operating limit.

Each new unit of income requires:

  • Recruitment.
  • Training.
  • Monitoring.
  • Maturation time.

This generates a direct relationship between commercial cost and growth.

Global consumer companies are migrating to models where demand generation occurs before commercial contact. Marketing, branding, digital channels and automation allow to scale without replicating sales structure in the same proportion.

Scalability is built on systems, not on individuals.

Direct impact on margin and trade efficiency

The intensive model in sellers involves increasing costs:

  • Committees.
  • hierarchical structure.
  • Operational costs.

In inflationary and price-pressure contexts, these costs directly affect the margin.

Trade efficiency becomes a critical variable.

Hybrid models that combine digital channels, distributors, e-commerce and direct sales improve productivity per seller and optimize the cost of purchasing customers.

Lack of control over the purchase experience of the customer

When the commercial link depends on the seller:

  • The customer's information is decentralized.
  • The experience is inconsistent.
  • Fidealization becomes dependent on people.

This limits the ability to build brand and positioning.

According to Deloitte, companies that centralize customer management through their own platforms and channels increase lifetime value and reduce dependence on commercial intermediation.

The company needs to control the relationship with the client as a strategic asset.

Lack of data and difficulty in making strategic decisions

Seller dependence limits data capture. Commercial interactions are not always recorded or systematized.

Sin datos, la empresa pierde capacidad de análisis sobre comportamiento del cliente, tasas de conversión y performance por canal.

La toma de decisiones se apoya en percepciones individuales y no en información estructurada. Esto afecta la planificación comercial y la asignación de recursos.

Cambios globales en la estructura comercial del sector

A nivel internacional, las empresas de consumo avanzan hacia modelos híbridos. Se combinan vendedores con canales digitales, automatización y estrategias omnicanal.

El World Economic Forum y Deloitte destacan la integración de tecnología como factor clave para mejorar eficiencia comercial y experiencia del cliente.

En América Latina, este proceso avanza con mayor velocidad en empresas que buscan reducir dependencia operativa y ganar previsibilidad en ingresos.

Estrategias comerciales que ganan relevancia

El cambio en el modelo comercial de empresas de consumo sigue una dirección clara a nivel global:

Diversificación de canales
Integración de e-commerce, distribuidores, marketplaces y canales propios.

Construcción de demanda previa
Marketing y branding como generadores de oportunidades.

Digitalización del proceso comercial
Uso de CRM, automatización y analítica para mejorar eficiencia.

Segmentación estratégica de clientes
Priorización de segmentos con mayor rentabilidad y potencial de crecimiento.

Modelo híbrido de ventas
El vendedor opera como parte de un sistema comercial más amplio.

Estas estrategias permiten desacoplar el crecimiento del tamaño del equipo comercial.

Implicancias para decisores en consumo y retail

La dependencia exclusiva de vendedores deja de ser una decisión operativa y se convierte en un problema estratégico.

Los CEOs y directores comerciales enfrentan una serie de definiciones clave:

  • Qué canales deben desarrollarse.
  • Cómo se genera demanda.
  • Qué rol cumple el equipo comercial.
  • Cómo se construye previsibilidad.
  • Qué estructura permite escalar.

El diseño del modelo comercial impacta directamente en ingresos, márgenes y valuación del negocio.

Slide

Evaluate a commercial diagnosis

Identify blocks and real opportunities for growth.


Wholesale channel reconfiguration: the new competitive axis of the B2B retail

The dynamics of the wholesale channel in the consumer and retail sector it goes through a structural transformation phase driven by changes in demand, pressure on margins and technological acceleration.

Manufacturers, distributors and retailers are adjusting their business models to sustain competitiveness in a more fragmented and demanding environment.

The wholesale channel, historically focused on volume and territorial coverage, incorporates new strategic variables: logistics efficiency, commercial intelligence and digital integration capacity. This process impacts especially on emerging markets, where the traditional channel maintains high participation, but faces increasing sophistication.

Digitization of the channel and commercial traceability

The adoption of digital platforms in wholesale management is progressing rapidly. e-commerce B2B tools, order management systems and analytical solutions allow to optimize the relationship between manufacturers and commercial customers.

Reports from McKinsey and Deloitte highlight that wholesalers who integrate digital channels increase the frequency of purchase and improve demand visibility. This capacity allows to adjust assortment, prices and promotions more precisely.

Commercial traceability becomes a strategic asset. Access to real-time data on rotation, inventories and purchasing behaviour allows for more agile and aligned decisions with final demand.

Fragmentation of demand and new customer formats

The wholesale channel serves an increasingly diverse customer base: small independent shops, regional chains, specialized shops and digital platforms. Each segment presents specific needs in terms of assortment, funding and logistics.

The growth of proximity trade and the advancement of ecommerce lead to a greater atomization of demand. This phenomenon requires more flexible care models, with adapted delivery schemes and segmented portfolio.

Companies that manage to structure proposals differentiated by type of customer capture greater participation and strengthen their positioning on the channel.

Pressure on margins and operational efficiency

The inflationary context, together with the increase in logistical and financial costs, directly affects the profitability of the wholesale channel. Operational efficiency takes on a central role in business sustainability.

The optimization of routes, the automation of distribution centres and the intelligent management of inventories are strategic priorities. According to Statista's data, logistical costs represent an increasing proportion of the channel structure, which requires redesign of processes.

The use of technology to anticipate demand and reduce stock failures can improve margins and increase rotation.

omnicanal integration and change in trade

The wholesale channel is gradually integrated into omnicanal strategies. Manufacturers and distributors coordinate operations with direct channels, markets and modern retail.

This process modifies the traditional relationship based on intermediation. The interaction between actors becomes more direct, with greater exchange of information and trade coordination.

The ability to offer consistent experiences between channels becomes a competitive differential, especially in high-rotation categories.

Consolidation and new actors in the chain

The sector shows a trend towards consolidation, with mergers and acquisitions aimed at gaining scale and efficiency. At the same time, new digital players emerge that operate as intermediaries with more agile models.

Digital B2B platforms, commercial credit-oriented fintechs and specialized logistics operators expand the wholesale channel ecosystem. This diversification increases competition and accelerates innovation.

Strategic perspective: implications for enterprises in the sector

The reconfiguration of the wholesale channel sets new rules of competition. The ability to integrate technology, manage data and adapt the commercial proposal defines the positioning of the actors.

Companies that invest in channel digitization strengthen their link with customers and improve their capacity to respond to changes in demand. Customer segmentation and the customization of offers are consolidated as key practices.

Operational efficiency directly affects profitability. Logistic optimization and intelligent inventory management can sustain margins in volatile contexts.

The development of strategic partnerships with technological and logistical actors expands capacities and accelerates transformation processes.

The evolution of the wholesale channel in Latin America presents relevant opportunities for companies that manage to anticipate global trends and adapt them to local dynamics.

Slide

Evaluate a commercial diagnosis

Identify blocks and real opportunities for growth.


The rise of its own brands and dynamic pricing redefines the competition in retail

Large retail chains are strengthening their own product portfolio while incorporating data analysis and artificial intelligence technologies to adjust real-time prices.

In recent years, the consumption and retail has undergone a profound transformation driven by changes in consumer behaviour, the digitization of trade and inflationary pressure in many markets. In this context, two strategic trends are beginning to be consolidated at the global level: growth of own brands (private label) and the increasingly sophisticated adoption of dynamic pricing strategies.

Large retail chains are strengthening their own product portfolio while incorporating data analysis and artificial intelligence technologies to adjust real-time prices. This double movement is not only aimed at improving margins, but also at strengthening direct relations with the consumer and increasing competitiveness against traditional brands.

The structural growth of own brands

The own markstraditionally associated with low-cost products, they are moving towards higher value-added proposals. According to various sectoral analyses published by international consultants and data platforms such as Statista and McKinsey, retail chains are expanding these lines to premium, healthy or sustainable segments.

This phenomenon responds to several factors:

  • Increased price sensitivity by consumers in inflationary contexts.
  • Greater margin control for the retailers.
  • Strategic differentiation against competitors.

Global retail companies have shown that their own brands can become a strategic asset. In developed markets, these lines already represent a significant portion of sales in categories such as food, cleaning products and personal care.

In addition, the chains use these marks to building identity and fidelity, something particularly relevant in environments where e-commerce and price comparison have reduced traditional loyalty to industrial brands.

The sophistication of dynamic pricing

In parallel, the use of dynamic pricing is rapidly expanding in the retail sector. This strategy consists of flexible price adjustment based on multiple variables:

  • Demand in real time.
  • Consumer behaviour.
  • Inventories available.
  • Competition prices.
  • Macroeconomic conditions.

The availability of large volumes of data and the use of advanced algorithms allow companies to optimize their price strategy with a precision that was unthinkable just a decade ago.

Originally associated with sectors such as air transport or hotel, dynamic pricing is beginning to be implemented in supermarkets, electronic commerce and omnicanal retail chains.

According to a number of reports from the technology sector and e-commerce, the adoption of advanced analytical and artificial intelligence It can improve both profitability and inventory rotation while better adapting supply to consumer expectations.

The convergence of both strategies

The combination of own marks and dynamic pricing opens up a new strategic dimension for the retail sector.

By directly controlling product development and price positioning, retailers can respond more quickly to market changes. This allows:

  • Adjusting prices based on demand elasticity.
  • Positioning own products in front of leading brands.
  • Optimize margins in key categories.
  • React quickly to movements of competition.

In practice, this transforms the retailers into real brand portfolio managerswith a growing capacity to influence the value chain.

Implications for traditional brands

This scenario also poses important challenges for traditional manufacturers. As retailers strengthen their own brands, industrial brands face increased pressure in terms of price, positioning and differentiation.

To maintain competitiveness, many companies are strengthening strategies based on:

  • Product innovation.
  • Construction of brand.
  • Premium value proposals.
  • Omnicanal experiences.

In parallel, competition for gondola space and visibility on e-commerce platforms is intensified, where algorithms and data management also influence product exposure.

Impacts in Latin America

Although the development of these strategies has been more rapid in Europe and North America, the trend is beginning to be consolidated. Latin America.

Several regional retailers are investing in:

  • Development of own brands.
  • E-commerce platforms.
  • Price analysis tools.
  • Advanced inventory management systems.

The growing digitization of trade and competitive pressure on urban markets are accelerating the adoption of these practices.

For industry companies in the region, the capacity to integrate data, technology and trade strategy It will be increasingly decisive to sustain competitiveness.

Strategic perspective

The progress of the own brands and the dynamic pricing reflects a deeper transformation of the retail sector: the step towards data-based business models and strategic supply control.

In this new environment, companies will have to develop capacities in three key dimensions:

1. Advanced analysis
Price and portfolio management requires intensive use of predictive data and models.

2. Brand development
The own brands evolve towards proposals with distinct identity, positioning and narrative.

3. omnicanal integration
Coherence between physical stores, e-commerce and digital platforms will be key to implementing effective pricing strategies.

Companies that manage to integrate these capacities will be able to capture growth opportunities, improve their margins and strengthen their relationship with consumers.

The evolution of retail to more sophisticated brand and price management models reflects a process of structural transformation of the sector at global level. For companies, understanding these dynamics and anticipating their implications will be key to competing in increasingly dynamic and data-based markets.

Slide

Evaluate a commercial diagnosis

Identify blocks and real opportunities for growth.