PROFILE

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.

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  • Posted on: 02/24/2017

    Is McDonald’s backpedaling on fast casual with a low-price strategy?

    The problem with McDonald's trying to rebrand itself as a progressive burger company is that its burgers don't match up with gastropubs. They beat casual dining on price, but they lose on taste. There's no harm in offering promotions to bring consumers into the stores, the hard part is getting them to become super-loyal McDonald's diners.
  • Posted on: 02/24/2017

    Has Gap finally turned its business around?

    Gap has been taking a number of positive steps, but is still far away from regaining the relevance it once had. It's cut development cycles, but does not have products that resonate with consumers. It has an omnichannel policy, but still has different prices online vs. in-store. There are opportunities for Gap to continue to grow. The question is whether the company will run out of good will with consumers while they are turning things around.
  • Posted on: 02/23/2017

    Six ways to prevent your e-mails from being flagged as graymail

    Email remains a potent marketing tool which, if used wisely, can generate customer interest and sales. Retailers need to manage internal and external expectations of email by limiting the volume of emails sent and by making sure that each email is important to the recipients. BevMo and REI are two examples of companies that would blast out emails to let you know what day of the week it is. They seemingly have little regard to what they are sending. Marketers take note, email can bring in business and just as easily drive it away.
  • Posted on: 02/22/2017

    What tech tools do independent grocers need to compete with e-tailers?

    It's all about the shopping experience. Independent grocery can't compete with Amazon on technology, but it can offer a superior shopping experience. Independents can use shopper data to determine which items to carry, to make recommendations to customers and to increase sales in higher-margin areas of the store.
  • Posted on: 02/22/2017

    Can Walmart grow its online business profitably?

    Walmart seems to be successfully integrating an omnichannel policy, which is leading to higher sales across its stores, the Internet, and its app. That said, the company still has a ways to go before it can really take on Amazon. The difference is that Walmart operates more than 5,000 stores, with all of those attendant costs, and Amazon has more than 60 million households that are willing to pay $100 a year for the privilege of free two-day shipping. That's a hard gap to close.
  • Posted on: 02/21/2017

    Will acquisition of a mom and pop shop pay off big for Kroger?

    The addition of a Murray's Cheese shop inside my local Ralph's market meant that Kroger was finally taking cheese and olives seriously. In the few years since this happened, Ralph's has become our go-to store for these products. Not only have we spent more at Ralph's on this category, but special trips are made to Ralph's to buy these goods, usually resulting in purchasing other items as well. That's why Kroger bought Murray's.
  • Posted on: 02/21/2017

    Third-party e-commerce fulfillers: Friend or foe to the grocers?

    At a time when consumers demand a seamless omnichannel shopping experience, it's important for retailers to control almost every aspect of consumer contact. And if that means setting up an e-commerce delivery system, so be it. Otherwise, retailers risk diluting their brand message and/or yielding their brand equity to other companies who could become serious competitors.
  • Posted on: 02/21/2017

    Are Boomers being ignored by retailers?

    The answer to this question is not a simple yes or no. Retailers should target the demographic groups that account for the greatest volume of sales in their stores. For some retailers, particularly trendy fashion, that might mean Millennials. For others, it may be Boomers. Targeting those groups means accommodating their unique needs and desires: product assortment, physical store layout, loyalty programs, etc. It's incumbent for retailers to know who is shopping their stores and go out of their way to please their customers.
  • Posted on: 02/17/2017

    Do consumers want to follow grocers on social media?

    How can we believe either of these surveys when their results differ so dramatically? Consumers don't engage with with retailers through social media because there's little value for their time. Grocer websites, apps and social outreach should be used to provide information (product reviews, recipes, promotions, coupons, etc.). Grocers should link promotions, shopping lists, coupons, check out and loyalty cards to make the shopping experience easier and to save customers' time. People don't use grocers' websites and apps because they are not useful.
  • Posted on: 02/17/2017

    Will Costco, Kohl’s, Target, et al give Google Home an edge over Amazon’s Echo?

    Adding Express to Google Home will help it get established and gain some market share, but it will not overtake Amazon. In the years to come, as more and more households have devices like Home and Echo, consumers will become more comfortable with using them to order products and services. The IoT will also help them grow. But with these devices, you need to know exactly what you want. There's currently no capability to research, compare, shop prices or read reviews. Those factors will impede growth and acceptance for commerce.
  • Posted on: 02/16/2017

    What does it take to drive a top-down plan for customer-centricity?

    Every organization talks about being focused on the customer, yet few are nimble enough to pull it off. There must be a mindset of challenge and change -- challenge to constantly find what consumers want and change to rapidly implement those desires. Management needs to model the behavior it wants from all employees. It needs to hire change agents and adopt a willingness to try ideas suggested by them. And management needs to create an atmosphere where innovation is encouraged and accepted.
  • Posted on: 02/16/2017

    Lidl is ahead of schedule for U.S. store openings

    Lidl is trying to enter the U.S. market by fitting between traditional large grocers and dollar stores. If they have the right assortment, at the right price, they could succeed. This means more competition and pressure on traditional grocers. Regular Lidl customers could visit grocery stores less frequently, preferring them for harder-to-find items that Lidl won't carry.
  • Posted on: 02/16/2017

    What will Walmart gain from its Moosejaw acquisition?

    Will Walmart be successful in trying to implement an Amazon-like approach to buying companies and then leaving them free to operate, while linking back-end operations? I'm not sure they are nimble enough to do this. It's not in Walmart's DNA. Loyal Moosejaw customers are right to be concerned.
  • Posted on: 02/15/2017

    Zappos takes to the road to connect with consumers

    Zappos hopes to use a road show/pop-up to physically connect with its customers. It's a great idea. By making its customers feel special and appreciated, Zappos further builds its brand. Not all pure e-commerce retailers can realize cost benefits from this type of exercise, but Zappos, which has a unique relationship with its consumers, should be able to pull it off.
  • Posted on: 02/15/2017

    Will having the same buyers for online and stores work for Walmart?

    Walmart is smart to wring costs out of its systems. Consolidating buyers is one positive step in that process. Consumers want a seamless omnichannel experience. Walmart needs to adapt or see sales go to competitors (Amazon immediately comes to mind).

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