PROFILE
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Matt Krepsik

Chief Analytics Officer, Quotient
Matt Krepsik is the Chief Analytics Officer for Quotient. In his role, Matt leads the company’s data, analytics and measurement practice, enabling advertisers and retailers to deliver high performing, data-driven marketing strategies fueled by powerful insights into consumer purchase behavior. Matt brings to Quotient more than 15 years’ experience with data analysis in various managerial roles at Nielsen, where he most recently led attribution, media planning and activation products. Throughout his career, Matt has worked directly with clients across the sell side and buy side of the media ecosystem covering a broad set of industries and spanning a diverse set of markets. He leverages the power of big data and advanced analytics to help clients improve their efficiency and drive the effectiveness of their marketing dollars. Matt is a regular speaker at conferences and commentator in the press. He guest lectures at NYU on modern marketing. Matt’s academic career includes coursework at the London School of Economics and Economics Bachelors and Master’s degrees from Marshall and Miami University, respectively.
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  • Posted on: 10/01/2021

    How bad will product shortages get this time?

    While product shortages likely won't be as rampant as in the early pandemic days, I do think we're seeing fluctuating levels of price and supply chain challenges for many different grocery categories. The pandemic created shortages driven by shocks to the market as consumer behavior changed overnight. As we settle into the new normal, I think we are going to start experiencing more structural changes as companies rethink the fragility of their supply chains and as consumer demand starts to settle in. This will lead to another wave of indirect price increases as brands look to manage demand with higher supply costs. We have yet to see strong signs in commodity costs that would portend more direct price increases.
  • Posted on: 10/01/2021

    Whole Foods goes from free to $10 grocery delivery fee for Amazon Prime members

    Amazon’s decision to charge for delivery will likely have little impact on Amazon directly, but it does speak to the challenges added for delivery-based business models to evolve and mature in a post-pandemic world. Consumers aren’t seeing the value in free delivery nor are they willing to buy into the pricing arbitrage that other services are charging. I think it will be interesting to see how the delivery business model evolves in a post-pandemic world. My bet is this becomes a premium feature/service that retailers provide, similar to the valet service at your favorite local restaurant.
  • Posted on: 08/27/2021

    Should grocers take a lead role supporting weight loss efforts online?

    I believe that grocers and apps have the potential to offer more value and assistance to consumers around discovery. With the limitless shelf of e-commerce and the flexibility that digital experiences provides, grocers have an opportunity to break the mold of traditional categorical definitions that have organized and sorted the aisles and shelves in stores for decades. Whether it is weight loss, health and wellness, vegetarian, vegan, keto or the countless trends and preferences that underpin consumer choice, the one dimensional model is ripe for disruption.
  • Posted on: 08/27/2021

    Do new Shipt and Walmart programs signal big changes to come in the retail delivery market?

    Delivery in CPG is no longer just about stocking up and pantry loading. I think we'll see the US delivery market evolve into one that has more options for consumers as they get comfortable with frequently used products and brands being delivered. Shipt's announcement is a great example of this. Shoppers want a delivery experience that fits their needs and offers convenience and reliability.
  • Posted on: 08/11/2021

    Will voice shopping ever take off without screens?

    The biggest challenge for voice-assisted shopping is tackling the discovery problem. Voice assistance is great for the stock up items and your known favorites, but finding new items, flavors or ingredients for a meal requires innovation to enable discovery and search. We often leverage multiple senses in the discovery process, with sight being a strong complement to sound. Let’s hope we don’t return to the smell-o-vision though!
  • Posted on: 08/11/2021

    What benefits do premium loyalty program members value?

    For premium programs, the goal is to offer "prestige" and create the feeling that the customer is unique with "only for me" perks that cater to their taste and preferences. If they want to convince shoppers to upgrade, retailers should avoid things like blanket TPRs and instead focus on things like special items, personal discounts, gas perks, travel packages, etc.
  • Posted on: 08/06/2021

    Kroger seeks to ghost up take-home and meal delivery sales with dark kitchens

    Grocery stores have always toyed with the concept of how they get closer to the family meal. The growth in meal solutions and pre-packaged services, like a Blue Apron, hold more promise than the ghost kitchen. Throughout the pandemic we saw restaurants do a really good job at package meal kits—making innovative recipes and restaurant menus more accessible at home. For grocery retailers, this might be a step too far on their own. The value of a restaurant brand could certainly carry them much further.
  • Posted on: 07/26/2021

    How will COVID-19 shape future consumers?

    No one truly knows how growing up during covid will affect Gen Alpha's shopping habits but if we look to past periods of upheaval, we see that these kinds of events typically lead to one of two things: either a resurgence to prior times or a rush of innovation. Think of the roaring '20s vs. how companies responded to gas/oil shortages in the '80s with brand new solutions. Looking ahead, I think that the retail experience of the future will become not just micro targeted, but also micro experiential. Ease and convenience are on a collision course and for retailers, this means reducing the time gap from buying to delivery. Shoppers should be able to view an ad for a product that's tailored to them and then receive that same product within a matter of hours, not days or weeks. To accomplish this, retailers should pay attention to what the data is saying. Look to individual insights from things like consumer loyalty card data to better understand new and emerging trends and don't be afraid to explore new distribution channels to get your products into the hands (and bellies) of consumers faster.
  • Posted on: 07/21/2021

    Marketers are still trying to figure out the social media data puzzle

    One way for brands and retailers to utilize social is as part of a larger omnichannel strategy. This starts with creating a data-backed strategy to engage consumers in a more personalized way. Once brands and retailers understand their consumers - what they're interested in and the specific products/categories they care about - they can use advanced shopper targeting data combined with high-quality creative to reach shopper audiences on a deeper level. From there, it's a matter of testing, learning and measuring to see what kinds of tactics their audiences respond to and how they can use those learnings in future campaigns.
  • Posted on: 07/12/2021

    Are independent grocers thriving?

    I think what we're really seeing is independent grocers embrace the technology and solutions that national grocers have already leveraged to their advantage. Look at eCommerce. Some independents have capitalized on the recent rise in eCommerce solutions, and this has helped contribute to their growth in recent years. As shoppers continue to search for value – and in particular, as a result of the ongoing pandemic – independent grocers and regional retailers are offering new ways for them to save money. With solutions now available to these grocers that weren’t before (digital coupons, rebates, loyalty apps) they now have a way to deliver more savings to consumers. Now that new technology capabilities are becoming mainstream, independents can leverage them to bring value to consumers while continuing to focus on what they do best: knowing their customer, the individual, their neighbor. I think independents can sustain their growth by emphasizing innovation and technology while providing shoppers with a personalized experience.
  • Posted on: 06/28/2021

    What should replace cookies?

    Ultimately, I think Google's delay is a positive for retail marketing teams. The shift away from third-party cookies is a natural evolution of adtech, moving consumers towards the next phase of permission-based marketing in which advertisers and retailers offer a clear, fair value exchange to convince consumers to opt in. For retail marketing teams, this means providing value to consumers through promotional programs in which the consumer decides if the incentive offered is fair value for their data. Google's decision to delay shows how difficult it can be to curate the right relationship with consumers. And yet, it's crucial that retail marketing teams do so. If done right, consumers should welcome the personalization that comes with deciding which brands and retailers to engage with. Retail marketing teams are in a unique position, and we can't overestimate the value of the direct relationships they build with their customers for the future of marketing.
  • Posted on: 06/24/2021

    Marc Lore says Walmart can’t connect to customers like Allbirds and Warby Parker do

    Authenticity is driven by the retailer and brand relationship with the consumer. Through personalization and curated content, retailers and brands can build individual, trusted relationships with consumers. Big box retailers can take lessons from online, start-up retailers in that they have had to build a brand from scratch through eCommerce and get consumers to first care and engage, before they buy. In order to grow, they have had to go customer by customer, win by win. It is not one big campaign that builds the relationship between the retailers, brands and consumers, it is getting to know each other. And as a first step, by evaluating customer data and tailoring promotions to shopper behavior individually, retailers can show consumers that they understand their wants, needs and preferences.
  • Posted on: 06/21/2021

    Amazon and its retailer rivals look to set Prime Day sales records

    Savvy shoppers know that Prime Day means deep discounts—not only from Amazon, but also many other retailers who want to capitalize on shoppers being in a buying mindset. Smaller chains and independent retailers can either compete or partner with Amazon on Prime Day. Some retailers will augment their in-store/eCommerce sales through Amazon’s channel to strategically sell more on Prime Days. Others will make a concerted effort to offer great deals supported by a robust, targeted media campaign. If the latter, there is opportunity to not only close on a sale on Prime Day but also gain new customers and gather new data about them. And that tends to be a valuable approach for future engagement. With new customer information, you can build a sustained relationship through personalization and curated content.
  • Posted on: 06/17/2021

    What does it take to make omnichannel marketing work?

    Retail has been pushed to evolve into an omnichannel business, with the relationship between the retailer and customer extending well beyond the four walls of a store. But there’s a tension that comes up between gathering the data needed to give customers exactly what they want when they want it, and ensuring their privacy is protected. Solving for this tension is the biggest challenge retailers face. Having a direct relationship with their customers can help – that way it’s more about communicating with them one on one with curated content and relevant products at the right moment with the right incentive to deliver value.
  • Posted on: 06/16/2021

    Is simpler better for rewards programs?

    There is a use case for both untiered and tiered loyalty programs which can be dependent on the retailers’ goals. However, the future of loyalty should really be in personalization. As more data is available to evaluate how shoppers are engaging with the retailer, a best-in-class approach would be to nurture and build individual relationships with shoppers as people and avoid bucketing them into broad generalities. Retailers can accomplish this by tailoring promotions to shopper behavior individually rather than a rigid system. The goal would be to reward shoppers with an incentive, available at their next trip to the store. This kind of intimate relationship enables us to celebrate and reward our differences to curate the relationship between retailers, brands and people.
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