17589: At Target, Black Beauty Is Nearly Invisible.

 

From Modern Retail at Digiday…

Target’s new beauty selection has almost no Black-owned brands

By Mitchell Parton

 

Target’s refreshed beauty assortment aims to promote emerging brands, but it includes very few from Black entrepreneurs.

Target Beauty Studio is set to launch Sept. 10 in more than 600 Target stores and on the company’s website. The new beauty selection replaces former Ulta Beauty shops within Target stores and will feature more than 1,600 products from 90 brands, largely brands new to Target.

Of the 90 brands listed as part of the new beauty assortment, Modern Retail could only identify two with Black owners or founders: hair-care brand Briogeo and Glamazon Beauty, a line of cosmetics. Otherwise, the selection appears to mostly include brands owned or founded by white or Asian entrepreneurs, with around a dozen Korean brands. More than two-thirds of the brands are new to Target.

The Beauty Studio doesn’t represent Target’s entire selection of beauty products, which may be found elsewhere in the store or online. Still, the lack of representation in the more curated assortment has raised questions from founders and outside consultants about Target’s desire to sell and promote products from Black-owned businesses. It remains unclear whether Target failed to recruit such brands to the program or if brands refused to take part in the new beauty initiative.

A Target spokesperson told Modern Retail that the collection was focused on beauty brands from around the world, pointing to Korean, Japanese, Mexican and French brands. Nearly 40% of the brands were founded by “diverse” founders, they said, but did not explain how they define that word. They added that offerings of Black-owned and -founded brands are comparable to its previous in-store experience, likely referring to the Ulta shops. The selection still does include products in a range of shades for different skin complexions.

“Getting back to growth starts with investing in the categories and experiences where Target is uniquely positioned to win, all through our distinctive combination of style, design and value,” a Target spokesperson said in a statement, adding that new brands and products will launch throughout the year.

The company also said it has helped to introduce and grow Black-owned brands through opportunities such as exclusive launches and programs designed to expand access to mass retail.

Modern Retail previously reported that Black entrepreneurs have described Target as a frustrating wholesale partner and that Black-owned brands once featured at Target have been removed from the retailer’s assortment without explanation. Some have voluntarily stopped working with Target because of the company’s handling of their brands’ inventory, lack of communication, or decision to end diversity, equity and inclusion initiatives last year.

Who still signed on

Former Goldman Sachs vp Nancy Twine started one of the two black-founded brands in Target Beauty Studio, Briogeo, in 2013. She was the youngest Black woman to launch a product line at Sephora, according to the brand’s website. In 2022, Twine sold the brand to Wella for nine figures, she told Forbes. Neither Briogeo nor Twine immediately responded to requests for comment.

The other brand, Glamazon Beauty, was founded and formulated by celebrity makeup artist Kim Baker in 2017. Baker remains the founder, CEO, creative director and majority owner, according to the company. Baker told Modern Retail in a statement that Target has proactively offered access to resources, marketing support and guidance to support the brand.

“Target has been a dream retailer for me for many years, and from the beginning of our partnership, I’ve felt seen, heard and supported,” she said. “We work with a diverse team that has been thoughtful about how Glamazon shows up and how we authentically serve women across shades and ethnicities.”

Baker also said her partners at Target have been receptive to ideas on using her platform to create visibility and opportunity for other entrepreneurs and minority-owned businesses. She added that she was not involved in determining the Beauty Studio assortment.

“I can only speak from my own experience, and I’m incredibly grateful for the partnership we’ve built with Target,” Baker said. “My focus now is on making the most of this opportunity, serving our customers exceptionally well and using Glamazon’s growing platform to help open doors wider for those coming behind us.”

Target revealed the details of the Beauty Studio just days after it pulled a children’s Halloween costume from its shelves Monday, following social media backlash and criticism that it was similar to racist Jim Crow-era minstrel caricatures. The company apologized in a statement: “The costume is offensive and should never have been part of our assortment,” the company said. “It is no longer available for sale.”

“When you don’t have diverse voices and, more importantly, diverse life experiences in a room, people don’t see the problems that are around the corner,” said Christy Pruitt-Haynes, a consultant and strategist with a background in human resources and DEI. “When you have a room full of executives who all have the same blind spots, that means you’re missing the potential problems that situations could present.”

Target last year concluded its three-year DEI goals, concluded its Racial Equity Action and Change initiatives, stopped all externally diversity-focused surveys such as the HRC’s Corporate Equality Index, and renamed its “supplier diversity” team to “supplier engagement.” Still, the company said it fulfilled its 2021 commitment this year to invest $2 billion in Black-owned businesses and that most of the new partners it brought in remain partners today.

Critics of Target’s DEI decision said it was an about-face from the company’s previous work to uplift Black-owned brands. The company had previously made public statements on racial equity and investing in scholarships, business consulting and sponsorships aimed to support marginalized groups, especially following the murder of George Floyd in Target’s hometown of Minneapolis.

In May, a Target representative told Modern Retail that the company still had hundreds of Black-owned brands on its shelves, double what it had in 2020, and that it has continued to partner with Black designers, creators and founders.

Potential solutions

Meanwhile, other retailers in 2020 and 2021 signed on to the Fifteen Percent Pledge, a nonprofit that calls on major retailers and corporations to commit 15% of their annual purchasing power to Black-owned businesses, as Black or mixed-race people make up about 15% of the U.S. population. This includes Ulta Beauty and Sephora, who have partnered with the organization on accelerator programs or grants for underrepresented founders as recently as this year.

“What we really want to look at when we look at these things is the percentage and how that compares to the percentage of the population at large,” said Lola Bakare, a CMO advisor, inclusive-marketing strategist and author of “Responsible Marketing.” Two of 90 brands being from Black founders would make up about 2% of the Beauty Studio assortment. “I think the average consumer might be glad there are two, but what we also know is that they can do so much better.”

Bakare said Target should consider the Fifteen Percent Pledge as a potential solution. “Let’s not have another apology,” she added. “You want to replicate what Sephora and Ulta are doing? Replicate them all the way and take the Fifteen Percent Pledge.”

Danyail Lawton, founder and CEO of consultancy BoldMoves — which specializes in public relations, reputation management and crisis management — and a former people operations manager for the U.S. Air Force, said Target’s new CEO, Michael Fiddelke, should have made a public announcement on DEI when he entered the role to avoid deterring consumers or brands any further. She said Target executives need to address the issue directly to move on from it.

Former Target CEO Brian Cornell wrote about uncertainty over Target’s values in an email to staff last year, but communications, marketing and leadership consultants said the message was vague and failed to reassure people about any continued commitment to underrepresented groups.

“The longer it goes without being addressed, the more challenging it is going to be to gain that momentum and credibility back,” Lawton said. “The longer it goes without being addressed, the more people are going to speculate and the more people are going to make their own narratives, and that’s what you want to avoid when you’re dealing with the public in the communications role.”

Pruitt-Haynes similarly said Target could win back brands by making a public statement about wanting them in its store. “That implies a level of support and consent,” she said. “They would start to see a return of their consumers, which would lead to more sales.”

17584: AD + CW + ACD + CD @ VML + WPP = WTF.

This actual job listing—along with numerous listings promoting other roles—seeks a Creative Director for VML, underscoring how the White advertising agency within global flaming dumpster WPP should be avoided by applicants at all costs.

VML and WPP have collectively released thousands of employees in recent times, announcing that additional worldwide downsizing is planned. So, why the hell are they recruiting? Seeing job listings during constant and impending layoffs is not exactly a morale booster.

The entry includes:

“VML is a leading creative company that combines brand experience, customer experience, and commerce, creating connected brands to drive growth. VML is celebrated for its innovative and award-winning human-first work for clients including AstraZeneca, Colgate-Palmolive, Dell, Ford, Microsoft, Nestlé, The Coca-Cola Company, and Wendy’s.”

Um, the client status of Coca-Cola and Wendy’s is pending.

The entry also states:

“We are looking for a hands-on, visionary Creative Director, Copy to join a tight-knit team dedicated to elevating our creative output. This role is designed for a true maker and master of the written word — someone who is genuinely passionate about television, film, and the craft of writing for the screen.”

Are these AI-generated generic descriptors? Most hiring managers demand candidates fill specific roles and requirements—right down to having relevant brand and category experience for the position.

Or is this exercise satisfying performative DEIBA+ initiatives? White advertising agencies often posted fake job listings to claim offering opportunities to minorities and underrepresented groups. Although such tactics have almost disappeared given the current anti-DEIBA+ vibe in Adland.

The single White operating company boasting to be the trusted growth partner for the world’s leading brands should consider being the trusted employer for its worldwide workforce.

17580: Outraged Public’s Not Clowning Around With Target.

 

People reported Target took heat for hyping a racist Halloween costume (depicted above).

It’s not the first time trick-or-treating at Target touched off trouble. It’s also not the first time “Black guests” have been personally and/or professionally disrespected by the mega-retailer.

Given Target was among the first to diminish DEIBA+ initiatives in recent times, the latest Halloween scandal is, well, scary.

Target Pulls Clown Halloween Costume After Backlash, Says ‘We Got This Wrong’ in Apology Note

The costume was called out on social media for being racially insensitive

By Madison E. Goldberg

 

Target has removed a clown Halloween costume following criticisms that it evoked blackface, minstrel shows and racist imagery.

 

“An apology from us: We removed an offensive Halloween costume that should never have been part of our assortment,” Target wrote in a statement shared on social media on Monday, Aug. 24. “It is no longer for sale. As a company, we got this wrong, and we are deeply sorry.”

 

“We know this is especially hurtful for our Black guests, team members and partners,” the statement from Target continued. “Removing the costume is an important first step, and we are looking closely at how this happened and what needs to change to ensure this won’t happen again.”

 

In photos of the now-deleted costume, sold as “Kids’ Glows under Blacklight Circus Clown,” a young Black boy modeled the outfit, which featured a black-and-orange printed bodysuit and hood with an exaggerated smile and mini top hat.

 

The model’s pose, in which he stands with one leg and arm raised in a waving gesture, particularly sparked criticism for its affiliation with Jim Crow-era negative depictions of Black people, according to The Cut.

 

“Target, for real? I’m not surprised, but this is a new low,” comedian LaTrez Anderson said in a now-deleted Instagram Reel about the costume, per the outlet.

 

“The amount of people this costume had to go through to get approved says A. LOT. WHAT YEAR IS IT!?” an Instagram user commented on Target’s apology post.

 

Blackface is defined as “dark makeup worn to mimic the appearance of a Black person and especially to mock or ridicule Black people,” according to Merriam-Webster. The use of blackface in the U.S. was initially recorded through “minstrel shows,” in which white performers would wear blackface and mock Black people based on negative stereotypes, according to the National Museum of African American History and Culture.

 

The Halloween costume controversy comes nearly a year after Target rolled back Diversity, Equity, and Inclusion (DEI) initiatives. Target CEO Brian Cornell later stepped down after 11 years with the company, it announced in August 2025. Target has faced consumer boycotts since early last year due to the DEI cuts, PEOPLE previously reported.

 

Anne and Lucy Dayton, the daughters of one of Target’s co-founders, called the company’s actions “a betrayal” at the time, CNN previously reported.

17578: Another Perspective On Whistleblowers In Adland.

MediaPost published a perspective on the WPP whistleblower lawsuit that made one significant point:

Don’t rely on agency self-reporting. Demand log-level data for programmatic buys and contractually insist on third-party audits for all barter or non-transparent arrangements. If an agency claims an inventory pool isn’t auditable, treat that as a red flag.

This notion could be directly applied to the history of DEIBA+ in Adland.

That is, White advertising agencies cannot be trusted with self-reporting, as firms often inflated representation figures by counting minority employees like janitorial maintenance, security, and cafeteria workers.

Additionally, White advertising agencies cannot be trusted with self-regulation, as firms routinely engage in performative propaganda, heat shields, and delegating diversity.

Alas, no one ever succeeded in demanding third-party audits—or disputing White advertising agencies’ classic excuses for non-compliance, lack of commitment, and absence of accountability. Forget red flags—White flags are the weapon of choice.

BTW iconic DEIBA+ whistleblowers in Adland were never able to pursue a $100 million lawsuit.

The WPP scenario exposes schemes involving media, which mirrors Adland’s duplicity involving minorities.

The Foster Whistleblower Case: How Holdco Culture Enabled WPP’s $350M Mess

By Maarten Albarda, Featured Contributor

It has been a week of legal fireworks, relevant to day-to-day marketing management. No, I am not (yet) commenting on the federal trial brought by 29 U.S. states accusing Meta of designing manipulative features that addict children and harm teen mental health on Facebook and Instagram. That trial is underway in the U.S. District Court for the Northern District of California in Oakland.

I am talking about Richard Foster’s $100 million wrongful termination and retaliation lawsuit against WPP, playing out in the Supreme Court of the State of New York.

The latest legal filings in this suit against WPP make for grim reading. Internal audit details from Sony allege undisclosed markups, shell brokers used as financial warehouses, and missing rebates disguised as principal media buying in China.

To understand the scope, let’s understand what happened. A 2023 Chinese government probe into GroupM (now WPP Media) executives over kickbacks led to criminal convictions. And now we learn that a Sony investigation alleges that WPP used 47 shell brokers to improperly retain $350 million in client rebates in 2024 alone. GroupM allegedly passed off proprietary media deals to launder those funds into corporate profit while pitching artificial “80% discounts” to clients.

I don’t think you can hold WPP corporate fully responsible for the rogue mechanics of a local scam. The individuals in China clearly acted for their own personal enrichment in a market where opacity is sadly often standard procedure.

Still, WPP corporate does not get off scot-free. It clearly missed the mark in governance. By aggressively pushing principal media trading across its network to juice corporate margins, WPP’s leadership set the tone at the top. They created an environment where local executives were guided into pursuing principal media income to bolster agency performance (and with that, their personal performance score).

If I were a juror on the Foster case, I’d view the Sony findings as a crucial signal. They show WPP built a culture where principal-beneficial buying was incentivized, leaving the back door wide open for local leadership to take it to extreme levels.

Which raises the question every marketer should ask: How many other “Chinas” exist in agency holding company networks? And why did it take a client audit by Sony to expose this?

It’s fair to say (again) that marketers should stop treating principal media as a harmless discount. When your agency buys inventory upfront and resells it to you, they aren’t your fiduciary agent anymore. They’re a vendor selling goods they own. If you don’t know the exact markup, you’re funding their profit margins (and executive bonuses).

To prevent this from happening, you should require explicit opt-outs for proprietary or non-transparent media, unless your C-suite approves a written business case. Demand clear visibility into media flowcharts and mandate proof-of-performance data down to a detailed performance level (and compare/contrast that against “normal” performance for “normal” paid media buys).

Don’t rely on agency self-reporting. Demand log-level data for programmatic buys and contractually insist on third-party audits for all barter or non-transparent arrangements. If an agency claims an inventory pool isn’t auditable, treat that as a red flag.

The agency model is shifting. Agencies need profit, but you need transparency. Set the rules in your contract now, or your media dollars will end up paying someone else’s bonus. 

17575: Help Wanted—Human Heat Shields.

 

This actual job listing seeks a partner for an executive search firm specializing in DEIBA+ candidates.

The base salary is $175k; plus, incentives could escalate income to greater than $750k annually.

Given the current anti-DEIBA+ vibe—especially in the US—it seems like a dead-end role. Yet the posting quickly lured over 100 Human Heat Shield applicants.

Probably lots of former Chief Diversity Officers from White advertising agencies.

17549: On The Political Fallout Of Bad-Boy Behavior, Blatant Bias, And Bashing Bud Light.

 

At the rescheduled White House Correspondents’ Association dinner, President Donald J. Trump delivered a disturbing monologue that included comparing CNN News Anchor Kaitlan Collins to transgender actor and influencer Dylan Mulvaney, making repeated references to the latter’s infamous Bud Light promotion.

Trump later shared the social media post depicted above, extending the crass comedy routine.

Now, Trump and his sycophantic supporters continue to position the Commander-in-Chief as a famously successful businessman. Yet would any executive—even in a White advertising agency—be allowed to present such words, visuals, and actions without consequence today? Behavior like this typically results in immediate reprimand, rejection, and termination.

Sorry, Trump is a thoroughly outdated businessman, representing cartoonish characteristics of the Mad Men era.

POTUS proudly declared, “We ended DEI in America!” Despite the vehement denials, it appears the man also resurrected, reinvigorated, and reinvented racism.

What’s more, will Trump’s latest antics reignite the political protesting, bashing, and boycotting for Bud Light?

The entire spectacle catapults Trump to probably repeat his White Man Of The Year honor.

17544: On Banning Advertising For Junk Food And Junk Perspectives.

 

MediaPost reported the 4As, ANA, and AAF sent a letter to lawmakers expressing concerns over a proposed bill that would ban advertising junk food to kids under 13, citing First Amendment rights as part of the opposing argument.

 

When industry revenue is at risk, the trade organizations prop up First Amendment rights.

 

Yet when DEIBA+ and Civil Rights come up, there is only political, patronizing, performative propaganda. Or crickets.

 

Ad Groups Raise Concerns Over Bill Banning Junk Food Ads To Children

 

By Wendy Davis

A bill that would ban junk food advertising to children under 13 raises “significant” First Amendment concerns, ad industry groups said in a letter sent to lawmakers Tuesday.

The Childhood Diabetes Reduction Act of 2026, introduced by Senator Bernie Sanders (I-Vermont), includes provisions that would prohibit companies from marketing or advertising junk food “in a manner that reasonably appears to be directed at children.”

The measure “would regulate truthful, non-misleading advertising concerning products that may lawfully be sold in commerce,” the Association of National Advertisers, American Association of Advertising Agencies and American Advertising Federation say in a letter sent to Sanders and Senator Bill Cassidy (R-Louisiana).

The groups add that the bill “may have the practical effect of discouraging lawful advertising for ordinary food and beverage products, including, for example, restaurant advertising and advertising for products lawfully sold in commerce, even where the intended audience is not primarily children.”

The bill provides that ads will be considered child-directed if they use “themes or promotional strategies that appeal to children” — such as “fun or fantasy” themes, cartoon characters, social media influencers, free toys, interactive games or apps.

The ad groups write that those factors “are inherently subjective, making it difficult for regulated entities to determine in advance what advertising conduct is prohibited.”

The organizations add that many of those factors “are commonly used in mainstream advertising regardless of the intended audience.”

The bill also provides that ads are child-directed if placed in media where children make up at least 30% of the audience.

The ad groups say that threshold is low enough to “encompass a substantial portion of mainstream media.”

“While well-intentioned, this bill misses the mark by imposing broad restrictions on protected commercial speech that may extend well beyond advertising directed at children, while relying on vague standards that create substantial uncertainty regarding the scope of the prohibition,” the organizations write.

The bill would also require warning labels on junk food.

Some advocacy groups, including the nonprofit National Center for Health Research, support the bill. That organization said this week that the measure “would greatly improve children’s health by banning ads for junk food that are aimed at children.”

17539: WPP CPO WTF.

More About Advertising reported on impending layoffs at WPP, spotlighting the new WPP Media Chief People Officer, who will likely be among key players executing the latest RIF.

 

The content closed by asking: Is there a People job in [Adland] that doesn’t really mean less people?

 

That’s a good question, prompting a Google search to define the C-suite function. According to M&A Executive Search, CPO responsibilities include:

 

• Shaping organizational culture and employee experience

 

• Developing DE&I (Diversity, Equity & Inclusion) programs

 

• Creating leadership development initiatives

 

• Driving employee engagement strategies

 

• Aligning the workforce with the company vision and values

 

• Building talent acquisition competitive advantages

 

• Fostering a sense of purpose and belonging

 

Okay, except no way can a new CPO shape organizational culture and employee experience at a global flaming dumpster that is burning out of control.

 

DEIBA+ programs have already been abandoned.

 

Leadership development cannot commence until after dealing with honcho redundancies, resignations, and restructurings.

 

Employee engagement strategies likely involve mandated rah-rah events.

 

Expressing the company vision and values won’t happen before WPP CEO Cindy Rose hatches and articulates the grand scheme. For now, it’s chirping crickets.

 

Talent acquisition competitive advantages are trumped by talent termination.

 

Sense of purpose and belonging? Nonsense of purpose and belonging would be a more appropriate term.

 

In short, given WPP’s current death-spiraling direction, the CPO role could be handled via AI—or eliminated entirely.

 

WPP sets sail for another round of job cuts

 

By Stephen Foster

 

WPP is reportedly embarking on another round of job cuts and newly-hired chief people officer at WPP Media Darren Minshall looks as though he’s been hired to lead the charge. Or maybe retreat. WPP Media employs about 40,000 people.

 

Like all such execs Minshall [above], who’s worked at numerous companies including, back in the day, Havas and MullenLowe, says the right things including “AI isn’t the hard part. Leading people through it is” and “AI should improve work, not blindly replace it” which may reassure some WPP Media folk although the embattled holding company, first under Mark Read and now under Cindy Rose, has made no secret that it sees AI as the secret sauce to put it back on the road to growth.

 

So will Minshall be the grim reaper, on the lines of George Clooney in the movie Up in the Air, where he plays corporate downsizer Ryan Bingham or someone to bring a little balance to the seemingly AI-obsessed holding company?

 

WPP is now divided into creative, media, production and commerce and most people expect its creative agencies to bear the brunt of tech-driven changes. When JWT, Y&R and Wunderman were lumped together with VML it was said to be the biggest creative agency in the world with about 30,000 people. WPP also has Ogilvy of course, which seems to be staying above the fray.

 

But the old GroupM media operation comprising EssenceMediacom, Mindshare and Wavemaker was pretty substantial and numerous too and, although its fortunes have recovered to a degree, it has still to return to winning ways for the world’s really big media accounts, most of which are at Publicis with some others at Omnicom.

 

Is there a People job in adland that doesn’t really mean less people?

17535: DIY Multicultural Marketing From The Home Depot…?

ModernRetail at Digiday reported The Home Depot recognizes Latinos comprise a major revenue-generating opportunity, prompting World Cup promotional activities to reach the audience—because Latinos love soccer.

 

The Home Depot evicted BBDO as its White advertising agency earlier this year, moving marketing duties to in-house resources.

 

Plus, the retailer is among corporations that bowed to political pressures, quietly abandoning DEIBA+ dedication in 2025.

 

Is The Home Depot tapping internal or external experts to verify Latino-targeted messages are relevant, authentic, and culturally competent?

 

Are the multicultural initiatives receiving fair marketing budgets—or crumbs?

 

Are in-house resources such as Orange Apron Media and Studio Orange predominately White?

 

Don’t expect official statements—delivered in English or Spanish—anytime soon.

 

Hispanic shoppers and pro customers are key to The Home Depot’s World Cup retail media strategy

 

By Mitchell Parton

 

While The Home Depot is not a sports equipment or sports apparel retailer, its consumer base has given it ample reason to develop a comprehensive retail media strategy around the World Cup.

 

Customers often come to The Home Depot and other home improvement retailers to solve a problem or take on a project — especially working professionals like remodelers, painters, electricians, plumbers and other contractors.

Taryn Dominie, senior director and head of industry for Orange Apron Media — The Home Depot’s retail media network — said the diversity of the growing soccer fan base mirrors that of its customer base, especially among its pro customers. “A good majority of our pro customers are multicultural, and [The World Cup] just gives us a way to really connect in a deeper, more meaningful way with those pro customers,” she said.

 

Hispanics make up around 30% of the construction workforce in the U.S, and U.S. Hispanic consumers surveyed by Nielsen in 2024 or 2025 were 87% more likely to say they had watched a World Cup qualifier match in the past 12 months, according to a 2025 Nielsen report. Hispanic individuals are also 39% more likely than the total population to be avid Major League Soccer fans, Nielsen found.

 

Molly Battin, svp and CMO of The Home Depot, told the Hispanic Marketing Council last month that the company expects “multicultural” customers — led by Latinos — to make up more than 40% of the home improvement category by 2040. “We see the Hispanic market and the Latino community as a huge growth opportunity for The Home Depot,” she said.

 

For Orange Apron, sports marketing in general has also been an opportunity to drive deeper partnerships with supplier partners through big cultural moments. The company has done College Game Day partnerships over the years as well as deals with MLS, the U.S. men’s national soccer team, March Madness and NCAA, Dominie said. “We’re talking about partnerships that extend beyond our traditional media, whether it be digital or linear, to real, grassroots fan engagement opportunities.”

 

Orange Apron’s involvement in the World Cup has included in-person events and in-store activations, primarily featuring the paint brand Behr and the power tools manufacturer Makita. Centering its activations around just a couple of brands has allowed Orange Apron to co-create more interactive and tailored experiences, Dominie said.

 

The Home Depot has hosted interactive houses called “Beckham’s Backyard” at official FIFA Fan Festivals that featured Behr and Makita, allowing them to have a presence at official FIFA events in cities such as Atlanta without being official FIFA sponsors. The activations are named after former soccer player and club owner David Beckham, who also has appeared in national commercials and digital content for The Home Depot during the World Cup.

 

The activations included a Behr-sponsored digital target-practice game where fans kicked soccer balls, as well as a Makita-hosted station where guests could decorate paper fans, according to Sports Business Journal.

 

The retailer also collaborated with soccer media network Men In Blazers on a bus that doubles as a studio for Men In Blazers. It has been traveling to World Cup host cities, with signage featuring Behr and Makita. In stores, The Home Depot offered a custom FIFA scarf to customers who bought certain Makita power tools. Outside of the advertising business, on the enterprise level, The Home Depot was doing in-store integrations around the World Cup with sweepstakes components and ticket giveaway opportunities.

 

“We really went into this knowing that we wanted an integrated, fully omnichannel experience that we were creating for our customers and in partnership with our brands,” Dominie said.

 

The Home Depot is also having a bus going around to different cities in the U.S. for watch parties where fans and pro customers can participate in events such as T-shirt giveaways and cornhole tournaments, also presented by Behr and Makita. “We want it to be more fun, because it’s a watch party, essentially, but still an opportunity for Behr to engage their top pros, engage the traditional DIY fan base, and talk about what makes Behr and Makita special and relevant — and do it in kind of a fun way, with giveaways and some engaging activities during those fan fests.”

 

Dominie said The Home Depot has not yet measured the success of the World Cup partnerships, as it is still ongoing, but plans to look at brand lift and purchase intent. She added, however, that the company has found co-branded sports sponsorship programs can increase purchase intent by as much as 40%.

 

“It’s truly a partnership where we align on common goals, and we co-create opportunities to create value for our customers and [clients’] customers, and create meaningful moments that are unique to what only we can do together,” Dominie said. “It goes beyond sponsorship, and it’s about partnership.”

 

Andrew Lipsman, a retail media industry analyst at Media, Ads + Commerce, said that because advertising has moved toward digital performance media, it can be easy to forget that good advertising works through cultural relevance and high-quality content reaching wide audiences — such as through experiential marketing and national TV advertising.

 

“When you can reach the right audiences … and show that there is that alignment around common events or common cultural moments, it creates brand affinity,” Lipsman said. “That brand affinity doesn’t have to translate into a sale at the store at that moment; it just makes you slightly more inclined to visit that store and slightly more inclined to purchase a brand over time.”

 

Ace Hardware has also found that a high share of its customers are interested in sports such as soccer and baseball, according to Tyler Lusebrink, head of brand partnerships at RedVest Media, Ace Hardware’s retail media division that launched last year.

 

“Our focus generally has been: How can we partner with our brand partners to really take advantage of capturing some of that engagement from customers during this big cultural moment?” Lusebrink said. Brands wanting to take advantage of the World Cup are executing full-funnel campaigns with “a heavy lean into off-site programmatic, broad awareness-type tactics that can engage with customers throughout their journey,” he added.

 

These aren’t necessarily campaigns with creative themed around the World Cup — Ace Hardware is not an official sponsor — but they may amplify national messaging that brands are already pushing to reach customers who may be watching the World Cup and related content. ACE Hardware has a media partnership with Epsilon to deploy assets across websites across the web.

 

“We see the World Cup in cultural moments like this as an opportunity for brands to engage with the customer directly in a high-intent mindset,” Lusebrink said. “They’re online, they’re doing research, they’re looking at game recaps and highlights, and brands know that they can get in front of consumers and engage with them to drive them into their brand.”