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: 04/18/2018

    Who will fill the retailing void left by Toys ‘R’ Us?

    Mass merchants are best positioned to benefit from the demise of TRU. They already have toy sections, which are well known by consumers, and their websites can offer obscure toys that smaller retailers might not carry.
  • Posted on: 04/18/2018

    Best Buy and Amazon expand their coopetition

    Take the top retailer and the top electronics chain, put them together and you get a true electronics superstore. In an era where consumer electronics are a commodity, the deal helps Best Buy through exclusive merchandise and a prized position on Amazon, and it helps Amazon gain an important brick & mortar foothold where consumers can try its products. For now, it's a win-win.
  • Posted on: 04/17/2018

    Does Walmart need to keep Jet.com around?

    Jet.com fills a demographic niche for Walmart -- Millennials in urban areas. Over time, it makes sense to keep the Jet brand alive if Walmart is prepared to back it with advertising, if its infrastructure can be seamlessly merged with that of Walmart, and if Walmart.com continues to grow. Walmart can also use Jet as a test market for things it would like to do with its own site, without fear of startling Walmart shareholders.
  • Posted on: 04/17/2018

    Has Google found a formula for undercutting Amazon’s product search advantage?

    Making Google more consumer friendly by adding the ability to buy from recognized merchants and reorder using Home is a positive step, but most consumers start a product search on Amazon rather than Google. When combined with almost 75 million Prime members, Amazon has a huge head start on its competition.
  • Posted on: 04/16/2018

    Brands find unexpected opportunities to reach next-gen customers

    The question should be how quickly large brands can capitalize on generational trends. Large companies are typically slow to adapt to market trends. It's easier for them to buy small, entrepreneurial competitors than to develop products in-house. Red Aspen and Ministry of Supply are hot now, but will they last? Large companies can buy, use and then grow with or discard smaller competitors. In turn, they can offer smaller companies instant distribution and bankroll marketing efforts.
  • Posted on: 04/16/2018

    Can food halls become retail’s new anchors?

    Food halls, if well-executed and populated with interesting vendors, can attract consumers and become retail traffic drivers. Too much of America is populated with "me too" sit down chains. Malls, by offering something different, can drive traffic to non-food retailers, while filling empty space on their properties.
  • Posted on: 04/12/2018

    No site comes close to Amazon for Gen Z

    Teens, like most demographic groups, like shopping on Amazon. The retail giant has made the shopping experience easy and has backed it with great customer service. Sephora and Nike have attracted teens through brand messages that resonate, an attractive selection of products and stores that reinforce those brand images. Ease of use, brand image, selection, and customer service set these brands apart from their competition.
  • Posted on: 04/11/2018

    Death Wish Coffee goes from small roastery to Amazon’s ‘most wished for’ brand

    A new brand needs to be different from other products offered in the marketplace, and it needs to have a creative way to explain that differentiation to consumers. With retailers becoming more formulaic, new brands need to perfect their own ways to reach consumers. There's a reason why more than 90 percent of all food start-ups fail.
  • Posted on: 04/11/2018

    Walmart slows push to add third-party sellers to its online marketplace

    My recent experience with Walmart's third-party sellers is that many are companies from Asia that I don't trust or wouldn't buy from. This differs greatly from Amazon. Most of Amazon's third-party sellers are U.S. based and Amazon customers are protected by Amazon's customer service policies. Walmart.com has become a mish-mash of sellers -- it has grown seemingly without a strategy for sellers or consumers.
  • Posted on: 04/09/2018

    Is Walmart building a tower of power with its expanding in-store pickup network?

    Walmart has committed to doing what's necessary to deliver goods to customers. It made most of these moves in an effort to stay competitive with Amazon and lead its other competitors. The criticism about the placement of the towers is valid. Hopefully Walmart will listen and adjust accordingly.
  • Posted on: 04/09/2018

    Retailers face criticism for failure to protect customer data

    Retailers ignore or pay lip service to customer data security at their own peril. With the Facebook data scandal in the news, the heat of the spotlight will focus on all data collection. Retailers, as much as they would prefer otherwise, need to protect consumer data, and that may mean shouldering the expense of moving from chip and signature credit cards to chip and pin.
  • Posted on: 04/06/2018

    Can MoviePass help revive America’s malls?

    MoviePass reminds me of the old joke about a retailer who loses money on each sale and claims he will make it up in volume. Theaters are happy to take the company's money, and so far are refusing to share any other revenue sources. Over time it will be interesting to see how much MoviePass can move the needle on dwindling theater attendance. Certainly any positive change in mall traffic has the potential to increase sales for all merchants. Theater owners have their heads firmly planted in the sand. They spurn studio offers to share higher revenues in exchange for day and date release on streaming services. They spurn sharing revenue with companies like MoviePass that have the potential to bring in more customers. And many offer a movie-going experience that is far from optimal. All the while, their customer base shrinks.
  • Posted on: 04/06/2018

    Thrive Market wants to change the world with new organic meat and seafood line

    Subscription models are the rage in e-commerce, with numerous companies trying to establish a toehold with consumers. The question is whether consumers will accept large quantities of frozen meats and seafood and order frequently enough to warrant the subscription fee.
  • Posted on: 04/05/2018

    Retailers push to onboard tech talent

    Most retailers are behind the tech curve and it's not going to get better. Retail is not viewed as being sexy. It's not a springboard for techies into better jobs, unless the retailer one is working for is Amazon.
  • Posted on: 04/05/2018

    Will Amazon or Walmart win the clash of the retail titans?

    Both retail giants have strengths. Both will continue to grow. Other than the public's love of a good battle, does there really need to be a winner and a loser? I like watching them compete.

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