Max Goldberg

President, Max Goldberg & Associates

Max is president of Max Goldberg & Associates (MGA), a consultancy that assists companies from the Fortune 500 to start-ups, formulate branding and business strategies, create marketing plans and build promotional alliances. Clients include: Paramount Pictures, DreamWorks, Walt Disney, Warner Bros., New Line Cinema, MBNA, Music Choice Europe, Mommy & Me, New Line Home Entertainment, Vivendi Universal Interactive, and other companies in North America, Europe and Japan.

Prior to forming MGA, Max was Vice President, Integrated Marketing for Walt Disney Internet Group, where he was responsible for branding DIG, database marketing, media, research, e-commerce enhancements, promotional alliances, loyalty programs, sponsorships affiliate programs and e-commerce strategies.

He moved to Disney Internet Group from Walt Disney Home Entertainment where spent six years as Vice President, Promotions. At WDHE he directed consumer and account specific retail tie-ins for new Walt Disney Company home entertainment releases, as well as the company’s extensive DVD/video library. Additionally, he originated WDHE’s presence on the Internet, creating both its consumer and business-to-business websites.

Prior to joining Disney, he served as Vice President, Corporate Sponsorship and Promotion for Universal Studios Hollywood and Senior Vice President, Sales and Marketing for Ice Capades.

Max began his career in marketing as Regional Marketing Director for Ringling Bros. and Barnum & Bailey Circus and then served as Director of Marketing for The American Freedom Train and Western Manager for the Arbitron Ratings Company.

Max is a past Chairman of the Promotion Marketing Association. He founded PMA’s Star Power Entertainment Marketing Conference and served two terms as chairman of both its Southern California Chapter and Entertainment Council. He chaired PMA’s national marketing conference. He has been honored as Marketing Professional of the Year by The Marketing Agencies Association Worldwide. Max has served on numerous corporate advisory boards and the advisory council of George Washington University’s School of Media and Public Affairs.

He is a wish grantor for the Make-A-Wish Foundation of Los Angeles, a mentor to small businesses and a volunteer in other community service activities.

He and wife, Lisa, live in Los Angeles with their daughter, Hannah and son, Jacob.

  • Posted on: 08/17/2017

    Is Walmart on an unstoppable run?

    Walmart's success should not be a surprise. Company management has not been afraid to invest in new businesses and technology while doing whatever is necessary to hold down prices. I expect Walmart to continue to invest and grow while challengers like Target play catch-up.
  • Posted on: 08/09/2017

    What to do when shop local turns into look local and buy online?

    While showrooming is a fact of business, it hits mom-and-pop stores harder than big chains. Educating consumers helps a little, but the best way to beat it is to offer unique merchandise -- items that can't be found online. Secondly, offer a warm, friendly experience -- which is also impossible to duplicate online.
  • Posted on: 08/08/2017

    Should executive pay structures change to address slower growth at retail?

    The current pay structures for CEOs in most industries are misaligned and generally too rich. Retail is not the only industry going through significant changes, yet executive pay scales soar while management tries to hold line employees to minimum wage. Retail boards of directors and Wall Street need to reset their metrics and expectations. Compensation should be based on strategic performance, not same-store metrics or quarterly numbers.
  • Posted on: 08/03/2017

    Are retailers squandering store traffic?

    Conversion rate optimization should join traffic count and basket size as key metrics for retail. Retailers need to work hard to convert every visitor into a customer. To me, the biggest CRO killers at retail are out-of-stocks, inability to quickly locate desired items and category SKU creep. Retailers need to make it easier for customers to shop their stores.
  • Posted on: 08/03/2017

    Will grocery stores become the new mall anchors?

    Grocery stores are not going to save failing malls. In some situations they may fit, but they are not a panacea. Malls should instead focus on lifestyle experiences, which could include more restaurant offerings, food classes, theaters, etc. But adding grocery is not going to drive traffic to other stores in the mall.
  • Posted on: 08/01/2017

    Will Gen Z demand a new level of collaboration?

    The coming of Gen Z reinforces the maxim that brands need to listen. Brand managers need to make themselves available to consumers, ask questions, request customer participation and solve needs. Perhaps some customers have ideas that will improve brands and increase sales. Some ideas may be frivolous, but they still should be heard and valued. Boomers, Millennials and now Gen Z have all changed marketing and sales. They all want to be heard. It's only going to get more difficult for brands to thrive and for brand managers to succeed.
  • Posted on: 08/01/2017

    How disruptive is Alexa to CPG brands?

    Brands need to be everywhere, both in terms of message and availability. If they are successful in communicating their message, consumers will seek them out. Brands can help their sales by partnering with retailers, as they have been doing, and by being available in non-traditional places, which may include direct sales. The one thing brands can't do is remain static.
  • Posted on: 07/31/2017

    Will Lowe’s UpSkill Project empower more consumers to tackle home improvement jobs?

    It's a nice gimmick, because it draws attention to Lowe's, but it's hard to scale due to cost and the number of requests for help. Lowe's and Home Depot have done a great job of making home improvements easier than they actually are. If they can help explain how to successfully complete these projects, they will drive more people into their stores.
  • Posted on: 07/31/2017

    Has Amazon created another high-draw shopping model with its Treasure Trucks?

    The Treasure Truck is a nice gimmick that will further cement loyalty to Amazon, but its overall sales won't move the profit needle for the company. Flash sales aren't new. And with Amazon, consumers have to make their way to the Treasure Truck, creating inconvenience in traffic-heavy towns like Los Angeles. Most still prefer free delivery. Brick-and-mortar retailers can still have successful flash sales and probably sell a lot more merchandise than Amazon's Treasure Truck.
  • Posted on: 07/31/2017

    Is ‘free’ a big enough incentive to get consumers to try click and collect?

    Far more consumers prefer free shipping to in-store pickup, so retailers will have to use incentives to get those numbers to change. Discounts on selected items, coupons for savings on future visits and short turnaround times all give consumers an incentive to pick up their purchases, rather than have them delivered, and save retailers the cost of shipping.
  • Posted on: 07/27/2017

    Will ‘doubling down’ on tech help McD’s disrupt the fast food business?

    McDonald's investments in technology will be valuable to the entire fast food industry, but technology alone won't bring customers through the doors. McDonald's needs to offer food that consumers want to eat. And so far, that has proven to be the company's biggest problem.
  • Posted on: 07/27/2017

    Can robots keep shelves stocked at Schnucks?

    Hopefully robots will help stores eliminate out-of-stocks, manage inventory and ensure pricing accuracy. With the labor market tightening, robots can help retailers allocate labor to where it is needed most in stores.
  • Posted on: 07/25/2017

    How will smaller rivals survive in an Amazon and Walmart world?

    Smaller rivals can compete by offering unique shopping experiences and through excellent customer service. Trying to compete on price with Amazon and Walmart is a slippery slope. It is important to understand the marketplace, perceived competition and where your customers shop, but at the end of the day it comes down to creating an experience that appeals to consumers.
  • Posted on: 07/24/2017

    Why is Amazon paying full-price for third-party inventory?

    This program is a win for Amazon, which can draw from other sources when its own inventories run low. And it's a win for sellers, who see product movement and profit, if only in the short term. Finally, it's a win for consumers, who will find fewer out-of-stock situations at Amazon.
  • Posted on: 07/24/2017

    Do consumers want to be recognized across channels?

    Perhaps this is an issue of privacy and creepiness rather than a desire to receive quality customer service across channels. Consumers don't like being followed yet they expect good customer service. This topic would benefit from further exploration.

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