Sweet Success: VP Dan Mohnshine on Leading Innovation at Hershey’s

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Understanding different parts of the value chain is so critical. You start with consumer, but then you back up to what needs to be true to win their purchase, to win market share and to be profitable at the same time. And it's a very comprehensive type of business role. I enjoy it a ton of it's challenging, but it's one of those things where I wouldn't really have it any other way.

To thrive in a rapidly evolving landscape, brands must move in an ever increasing pace. I'm Matt Britton, founder and CEO of Suzy. Join me and key industry leaders as we dive deep into the shifting consumer trends within their industry, why it matters now, and how you can keep up. Welcome to the Speed of Culture. Today. We're thrilled to be joined by Dan Moonshine, the vice president of marketing for U.S. confection at the Hershey Company, where he's been for nearly 13 years. Dan, it's so great to see you today. I'm a huge fan of the Hershey Company and I can't wait to dive into you and all things Hershey.

Thrilled to be with you, Matt. Thanks so much.

Absolutely. So when you look at the category that you play in, what are some of the biggest consumer trends that you have your eye on that maybe have appeared over the last couple years that maybe have caused you to think about changing how you go to market or innovating your approach?

I'd say there are three key trends that we're seeing across confection. One is, especially recently, people seeking value. So we've gone through a high inflation period. Folks define value in different ways. For some people it's convenience. For others it's a price point for Others, it's price per house. So we got to figure out how do we deliver value. The second is they're looking for innovation. Post Covid a lot of companies weren't doing a ton of innovation. Innovation is back in a big way. We're back in a big way with our own innovation. And then third is we are seeing people look for some health and wellness credentials within the category. Most of the time that means removing what they consider to be something they don't want. That might be sugar for instance. So we've had a lot of success with our zero sugar platform. Or for others it might be a plant based product.

Gotcha. So if I love to unpack those three, if that's cool and maybe talk about the implications to Hershey. So when you talk about value, when you look at the economy right now, it's just so hard to unpack what's really going on. I saw a post on LinkedIn yesterday from a recruiter saying it's the hardest job market ever. Yet unemployment still remains at all time lows. Then you have the stock market at all time highs. And then at the same time you hear about many consumers where the rising cost of goods has outweighed the rise in wages. So are you seeing pressure from the consumer? Because you talked about two types of value. You talked about value in terms of price and you also talked about convenience, which is more value in terms of time. And I mean convenience is normally like somebody in a higher socioeconomic bracket that will pay for convenience. Where ultimately when you talk about value and cost, it's people generally on the lower end of the socioeconomic bracket who can't afford things. So how do you look at value relative to the current economic landscape?

You really do need to get it down to the consumer group you're talking about. So let's start with higher end of socioeconomic consumer. Our doordash business is on fire. It's a high growth for us and those are people willing to pay for convenience. At the other end of the spectrum, you've got things like dollar channel that continue to grow where consumers are looking for a specific price point. And then in between we continue to see really strong growth in club where you've got dollars per ounce as the key proposition. So we're seeing it in all of those different ways, different dynamics among different consumer groups.

And when you talk about doordash, are you talking about through certain partners that you're distributing products and because you're not selling direct via doordash.

So typically the way the model works at doordash is a picker will go in to one of our existing brick and mortar classes of trade. Pick up. Maybe it's a Reese's pork or king size that somebody added to their order and it becomes part of their delivery. Now, as that quick commerce or convenient class of trade continues to open up and expand, we want to be a part of that, be a very incremental part of our business.

It's almost like the E commerce version of the shelves by checkout. Right?

That's exactly what it is. And being present and figuring out how do I show up on that platform in the right moment to prompt an impulse purchase is a critical priority for us.

Absolutely. So the second area you mentioned is innovation. And obviously there's a lot of ways to innovate through flavors, through packaging, through the form factor sector of the product itself. What are some of the areas of innovation that you've been working on at the Hershey company that you're most excited about and maybe some other examples in the marketplace that have intrigued you as well?

Yeah, sure. We are really excited about Reese's Caramel Bake Up. So we had a big super bowl ad. The launch is exceeding our expectations. And ultimately what it came down to in that case is saying, okay, how do you take the peanut butter and chocolate that people love about Reese's and add something even more amazing to it, this creamy rich layer of caramel to give a new experience. And it's a very textural experience. So we're seeing a lot of innovation on that front. The category also typically has a lot of flavor innovation. And Maurice's Caramel Big cup basically brings you the best of both. It's a new flavor variety, but also new texture for the brand.

Yeah, and the flavor, I guess preferences of consumers probably change over time. I'm sure you see like broader trends in terms of consumers gravitating towards new flavor archetypes that you see coming into.

The category a hundred percent. And there's a lot of those that are coming from other countries into the US and we'll see that influence, whether it's a creamier type of chocolate or maybe a spicier type of non chocolate sweets confection. They're all infiltrating the country. The one thing that I would point out, Matt, you talked a little bit about, you know, prices and pac and those types of things. What's becoming critical and this ties back to value is what we refer to as price back architecture. And that means getting the right product form into the right package. Format to hit the right price in a specific class of trade where you're trying to differing shopper needs for both value and in some cases convenience.

Right. So basically a lot of work goes into figuring out am I going to put three or four Reese's pieces peanut butter cups in a package. And also I would imagine sustainability plays into that with packaging as well, correct?

Absolutely. So sustainability, recyclability, while still trying to show up with a strong footprint at shelf and having a design that pops are all critical considerations as we develop a new proposition. So one of the things that's interesting about the Reese's brand is orange has become synonymous with Reese's within the gap. So we've got this powerful, powerful, iconic asset with orange with the logo and with the cup shape that anywhere we put it, we know we can easily be recognized regardless of the package dimensions.

It's interesting because I was reading a story the other day just about the rise of private label and obviously a lot of the big box retailers are entering many categories in private label. Do you see any pressure from the big box retailers entering the private label space in terms of some of your brands? Because that came to mind when you talk about just brand defensibility. And obviously Reese's has such strong. I'm looking at the colors of Reese's behind you right now and it is so iconic and obviously it eviscerates emotion from consumers that I think is so strong does create a moat. But that being said, do you see private label pressure coming from big bucks?

Historically in the category, private labels had a very limited presence and that has changed. We've seen a lot of entry now. So far it hasn't been sourcing a lot of our volume. So we've been able to defend our position with really strong brand assets, ensuring we've got a good value in the marketplace. And some of that value means not just those iconic assets, but also the news we bring in terms of the partnerships, the innovation, the strong communications plans that we have. And those are the types of things you don't typically see from a private label competitor.

Absolutely. And are partnerships still a big thing in your category in terms of partnering up with Disney or Marvel or some of these big IP oriented products that speak to your key consumer segments. Is that still a big part of strategy?

You see a ton of partnerships across the industry. For us, what we found on Reeses is a lot of sports based partnerships have been very successful. So we're a longtime partner to the ncaa. We execute several windows throughout the year with that property Successfully. In addition, we're a Team USA sponsor for the Olympics coming up and we're committed to the Olympics through 2028. So it's been an exciting set of partnerships for us. We continue to see strong audience engagement in live sports entertainment.

Totally makes sense. I mean, that's really the only place where you can reliably garner eyeballs at scale right now is when you're talking about linear television is through live sports 100%.

And then the other way we look at live sports is it's not just the event itself, it's the surrounding activity. So if you get super bowl, it's a season, it's not a date, it's not an event. And that season starts anywhere from four to six weeks before the super bowl and extends a week or two after the Super Bowl. So one of the reasons we felt like we should make a bet on the super bowl this year was, look, it's not an event, it's a season. We know how to leverage that full six, seven, eight weeks of activity to our basket.

Yeah, that's sort of the playbook for activating the super bowl is. It's not just running it at. It's an entire campaign that you can extend well before and well at the.

Game a hundred percent.

So the third area you mentioned is health and wellness and at Suzy, we've been doing a lot of research on Ozempic and the impact of that on consumers and their eating habits. Have you seen any impact from the consumer, whether in terms of volume or preference, as a result of consumers adopting this new drug?

We haven't seen a lot of impact from weight loss drugs so far. Now it's something that we're watching closely as a total enterprise. We're keeping a close look at what the projections might be on adoption over the years and importantly, how long consumers are going to stay on. Do they come on, do they come off actual behavior pattern of somebody who's on it right now? Frankly, it's too early to tell.

Makes sense. And other areas of health and wellness you spoke about was no or low sugar options. I would also think that kind of portion size is another part of overall health and wellness strategy.

Yeah, 100%. When we look at people and their health and wellness habits within the congestion category, they basically fall on a spectrum. And for those that are looking to moderate their consumption, they're going to consume something smaller like Reese's Thins. And we've got tons of options within our category and within our portfolio, whether it's Hershey's Kisses, snack size, Almond Joy or anything else for them to do that. Now when you move into actual sugar reduction or sugar restriction, either for a medical condition or a lifestyle choice, we've seen a ton of growth on our zero sugar platform. We restaged it several years ago. Reese's is the leading brand within that platform for us and it continues to grow. And then finally a more emerging space for us is plant based. And plant based is a winner for a couple of reasons. One, you've got more people pursuing a plant based or vegan lifestyle. And then number two, you've got this whole group of people that have a dairy allergy. And a vegan or a plant based product is an easy cue for someone like that could eat. When we look at Reese's, it spans all of those areas that I just mentioned. Portionability, a number of options, zero sugar, strong momentum. And we have a new plant based product that's seeing a high amount of incrementality to our portfolio. Really, really strong repeat rates too.

That's great. I mean, there's so much optionality now in terms of the product that you're putting out into the market than there was a decade ago. You probably, I'm sure execs@ Hershey10, 15 years ago never thought they'd be playing in the plant based space.

No. And when you look at portfolio expansion for us as a company, all of it is founded on this idea of a total snacking landscape that we participate in. So if we defined our frame of reference as just chocolate, we wouldn't be as nearly successful as we are. So what we do is say, look, we play within total snacking. How do I expand snacky occasions based on that landscape? And that's led us to things like the zero sugar, like the plant based. But also we've got a whole lineup of Reese's dipped products. They include pretzels, they include animal crackers. And we've found ways to stretch the boundaries of where the brand can go by using the snacking landscape as a frame of reference.

Very cool. And shifting gears a little bit just to the marketing side because we've talked a lot about product and innovation. When I think about Hershey's and its brand portfolio, these are iconic brands that many of which were built during the TV industrial golden age when you could just basically write a check and garner eyeballs, when there were things more than live TV that people were tuning into every single night. And now it's a different world. And obviously you have those brands, you have the power of those brands. But you need to continue, especially with younger generations, Gen Z coming in remain relevant because as good as the brands are, there's always risk that there's going to be newcomers into the space. How are you looking at digital transformation and kind of the media mix to make sure you can continue to get the right message in front of the new consumer?

Sure. So if you look back 10, 15 years ago we were heavily reliant on 15 second TV. Now it is the minority of what we do. About 70% of our media plan is digital at this point and that's across all. So we've made a huge pivot over the years to digital on all of our brands and we're seeing tremendous success in doing so. One of the things that enabled us to do that is a process by which we basically have an advertising innovation file where we go into the market nonstop and test new things. That's new messages, it's new platforms and we hold out a control market and we evaluate the results. And what we found is that it's been a tremendous unlock for us in exploring new platforms, understanding how to connect with consumers and it's driven our media ROIs up year over year.

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And what are some of the specific channels that you're leaning more into within the digital realm that you're finding that you're gaining that ROI?

So certainly we've had a ton of success with YouTube and Meta as you might expect. We've had a lot of success on TikTok and we've heard different ways of engaging on TikTok. Some involve traditional advertising, some involve encouraging influencers to engage with us. Use our products. Right now, for example, we've got a group of people out building as tall as s' mores as they can during the summer.

That's cool. Just like a consumer challenge that you're putting out there.

Consumer challenge with S'. Mores. We had success on Reese's with some dancing skeletons that were both a 15 second video ad but also inspired people to go and do the skeleton Dance on their own on TikTok last fall, around the Halloween season.

Yeah. And when you do something like this s' mores challenge, obviously on a platform like TikTok, you're really trying to foster some type of community as well, trying to bring your consumers together around your brand. How do you look at community as part of your overall strategy?

We look at it as something that happens organically as a result of what we do. Rather than say we're going to go recruit you and we're going to say, hey, we're building this Reese's community. You've got to give people a reason to do it on their own. And that's the basic approach we take now. There are of course, common threads and insights on how and why we do it on different brands. If you look at the way we do it on the Hershey brand versus Reese's, for example, totally different Hershey, much more family centered. There's a wholesomeness to a lot of what we do. And spores occasion is a great example of that. When you look at Reese's, we've got this icky personality, a little bit more behavior toward individual reward and indulgence and we foster that and say, hey, look, this is your moment. Take a moment to indulge and feel free to share that with others or just enjoy it on your own.

Absolutely. And a big part that kind of keeps coming up as a theme with folks like yourself in roles at big CPJ earning companies is the power of first party data and the importance of collecting data in a world where traditionally you sold through other channels where you haven't been able to have that data. And that obviously does present some disadvantages when you want to really win in the digital realm. How is Hershey's sort of approaching that challenge?

We use a variety of data sources. Third, second, first party, and I would say for a brand like Reese's, first party is actually less relevant. If you look at our brand on a two year basis, three quarters of us households are going to buy us. And we often joke that, okay, who's your target? Well, everybody who eats a little bit more targeted than them. And we do a lot contextually, that's a crazy number. It's insane. And if you look at our true super fans, the amount of resets they buy in the year is, is truly remarkable. So we consider purchase habits a lot. We consider contextual targeting a ton. But when you think about the customization and the benefits of customization, it's more limited for a brand like this.

Yeah, totally makes Sense. And another big trend that we're hearing about a lot is retail media and how brands are putting more dollars and resources back to their channel partners to drive more volume at the point of purchase. Is that an area where you're playing heavily in and what type of success have you seen in that area?

Sure. I'd say it's mixed. So, first of all, yes. Are we playing? Absolutely. Do I believe that having media and having a strong presence close to the point of purchase is important? Absolutely. What we've done is trying to foster a relationship with retailers where we're measuring and we're always getting better and we're getting better together and the more data savvy retailers are really, really good at it and the others are catching up. So we've seen constant progress and improvement. We want to continue to make those steps together with our retail partners.

Totally makes sense. So let's shift gears a little bit to you and your career. You started off, I believe, at Kraft Foods, which is obviously a great breeding ground. I mean, a lot of the people we talk to start off at PepsiCo or Kraft or P and G, and they all say it's such a great place to start off in your career for obvious reasons. Did you always know that you wanted to be in this space, in the food and beverage space and kind of. Where did you get that motivation from?

Yeah, it's a great question. So believe it or not, when I was an undergrad, I had a professor who was a former executive at Campbell Soup and he had a brand manager come in and talk to us one day. I thought, wow, this is amazing. I've never heard of this type of position. I thought, this is really cool. I knew I wanted to do something in business, but he didn't know what I thought. Why not? He gave me some advice at the end of college, which was, hey, you're not going to be able to just run out, do this, go get some good experience. That can be analytical experience, sales experience, market research experience, and then go to business school. And I took his advice. My first position was the dynamic pricing in airline. So I did airline and cruise line pricing. Very, very analytical. Now it's price. It's one of the four Ps, but certainly not a comprehensive marketing experience. And then I went back to Duke with the intention of getting into brand management when I started at Kraft. Now this is old Kraft, before it became Kraft, Heinz and embondling. Based on my experience, I came with a ton of analytical rigor, which helped me on the forecasting side. Of the business. I was very green on consumer communications. How do you turn insights into compelling communications? How do you make great advertising? And I got a great combination of classroom instruction and real life experience doing that. And I've been able to carry that forward here to Hershey as well. The other thing I would say is CPG more than some others. You're the GM and the marketer at the same time. So you've got to understand different parts of the value chain.

I think a lot of people don't understand that.

So let me talk about that a little bit more. Understanding different parts of the value chain is so critical. You start with consumer, but then you back up to what needs to be true to win their purchase, to win market share and to be profitable at the same time. And it's a very comprehensive type of business role. I enjoy it a ton. It's challenging, but it's one of those things where I wouldn't really have it any other way.

You're really an entrepreneur within a large organization. You have P and L responsibility. And I think what gets lost often because I ran an ad agency for 20 years, is that in the celebration of creativity and ads, sometimes people in the advertising industry, I believe, can lose sight of the true business metrics and results that move the needle at the end of the day, like shelf space and volume and retail relationships and supporting the sales team. You talk about all those different things that kind of go into what makes a brand successful. And obviously you need brand and you need creativity, but there are so many other aspects on what makes a modern marketer and a modern brand manager successful.

That's exactly right. And what really requires collaboration across functions within an organization. One of the pieces of advice that I often give to people is understand the full value chain and be very, very curious. So be curious about how your product is made. That means get out to a plant, see how it's made. Curious on how your salespeople are dealing with your biggest customers. Be curious with your R and D people on how could I improve my product. And when you understand that value chain, you're going to understand better ways to meet consumers needs. You might unlock value for your P and L, which is also your responsibility. You're also going to learn a ton in the process, which is both fun and you're going to earn the credibility that you deserve by taking the interest in what they do to deliver great consumer experiences.

Absolutely. And a big part of success, obviously as a marketer and a brand manager is understanding all these technological changes that are Driving the consumer and really changing our society at large. Obviously, AI being the topic du jour amongst really all businesses, how are you as a professional able to keep your finger on the pulse of where things are going, especially with the Gen Z audience, which is changing so quickly to make sure that you can really continue to deliver on behalf of these really amazing brands?

Sure. I think one of the important ways we leverage technology is really upstream understanding what trends are, and that can be via AI scrapes, various listening tools that we have, but also doing proprietary research and traditional research certainly still has a role within that. So it's really triangulating to make sure you're identifying trends that are going to be durable that you can actually take action on. So that's one way to deploy technology. When you talk about the other end of the spectrum, this is less on consumer, but it's more a capability. We've got a huge retail sales force that goes out to individual stores and they're tech enabled. They've got iPads and we use augmented reality to show what a display would look like on the floor. And they can tell that store manager what kind of lift they should expect on our products, how quickly they could sell it through, and then ideally replace another display with that one moving forward. So a couple different very exciting ways to deploy technology end to end.

Yeah. And that's sort of like a. When people think about augmented reality, they think about doing something at the super bowl where you're putting a Reese's Peanut butter cup on the field with Patrick Mahomes. But like this stuff that you're talking about in terms of like having a story manager. See, the merchandising through the lens of AR is like such a more practical use case that it's so much more connected to volume. And I think that's how marketers really need to rethink the way they deploy some of these technologies.

That's exactly right. I mean, there are the whiz bang things that you can get you some headlines and then.

Yeah.

Points on the board in terms of sales and winning display space, we always prioritize the latter. It's not to say we don't want to go do exciting things, but at the end of the day, this goes back to the general management approach that we have here, which is I've got to be responsible for winning in the marketplace. How do we do that?

Absolutely. And what role do you see AI playing in terms of changing the role of the marketer in the years ahead?

I think it's going to have A profound impact on upstream trend analysis, learning about consumers and figuring out how to meet their needs in a better way. Concepting, creating innovation concepts and rapidly adjusting dynamic creative optimization. Another big opportunity for AI. So all of these are, in my opinion, immature at this point. They're going to advance tremendously. We're going to have to advance with them, not just to keep up, but then figure out how do we leverage it better than the rest of the field.

Absolutely. And speaking of the future, we have a lot of young marketers that listen to Sveda Culture podcast, that want to be a brand manager, that want to be a position like yours. One day when you look at building your team and looking for emerging talent in the space, what are some of the areas that you look for that maybe our younger listeners could take the heart and focus on themselves to set themselves up for success?

I look for three things. One, sharp analytical skills. You gotta understand the situation, understand a.

Business, be data driven.

Of course, you know, in a data driven world you've gotta have skills to understand the data and then put it into practice. Strategic thinking, okay, how do I make choices? How do I make bets? What do I evaluate? And then third, curiosity. I talked a little bit about being curious on all parts of the value chain and the opportunities that can unlock. So if you're headed in to an interview for a marketing company, make sure you've got a lot of questions ready. It's normal for someone to go in and be very curious about consumers. I think a way to distinguish yourself is to be more curious about the total business and how it delivers for consumers.

It's so interesting you say curiosity. I mean, it's probably the number one thing I hear when I ask questions like this. And I was thinking about it the other day in terms of why. And I think ultimately curiosity in many ways is the difference between like somebody who has a job and somebody who has a career. Because if you're just going in and you're kind of coin operated, so to speak, and you're just going to get paid and get your paycheck and go home, that's fine. But you're never digging deeper, you're never trying to learn more about the business. And as a result, you're never going to really take initiative or uncover new areas where you can grow in your career. And with that curiosity, you open up a world of possibility.

I can give you an example. I mean, you were coming down the home stretch on the development of the Reese's Caramel Big cup and we had been at this for years. And when you think about the challenges of developing a great tasting product, you've got taste, of course, but you've got texture, you've got viscosity. You're talking about caramel. You've got shelf stability. Right. The thing needs to live over time. I was looking at a group of people developing six different versions of it to test after we had been at this for many, many years, and I talked through the team walking me through that process, and it was just incredible to learn about where we've been, what we tested, what we learned that got us down to six that ultimately produced a winning product that we have in market today.

There you go. Without a process like that, currency rather doesn't come without a process like that. It's kind of embedded within it.

Absolutely. And the things you learn in that process, they not only help you become a better marketer, they help you become a better leader overall. You just understand the business, and people come to respect you more.

Absolutely. Awesome. Well, this has been such a great chat, and as we wrap up here, you've obviously had a great career and you continue to do great things. And Hershey's is such an exciting company with such iconic brands. When you look back at your career, what are some of the things that you think you did right and that you leaned into that set you up to be in the position that you are today?

Yeah. If I think back to when I first started in this field, like many people, I thought I always wanted to be on the big brains. What I found is that I learned more when I was on smaller, more challenged businesses. I had to be scrappy with my resources, or it wasn't even a brand assignment at all. So, for example, at Hershey, we've got entire marketing teams dedicated to the four traditional seasons. Halloween, holiday, Valentine's Day, and Easter. I spent time on that season team. I'm now responsible for that season's team. I would not have necessarily chosen it. And now that I have that experience, wow. It just expanded my mind and my career and made me much more effective. So what I've learned to do over time is appreciate broadening assignments, learn from them, and allow them to make me a better marketer.

Yeah. And there's nothing, I think, that's more fulfilling than having walked through the kind of challenges and situations that your team have yourself, and then you can actually really help them. And I know it because I manage a sales team, and I have done a lot of sales in my career, so I can truly empathize with their challenges. Because I was where they were. And it really makes you such a better leader if you can do that.

And sales is another great example. I had an assignment at Craft where I was on growth channels and that meant having to develop our club channel, which meant going out side by side with our sales guys, sitting in front of Costco or whomever, and sometimes getting your butt kicked and what that feels like. And okay, how do I arm them to come back better? Whether it's a better product, a better value proposition, or a better story to get back in in a club customer, those are the types of experiences that are absolutely priceless.

Absolutely. I totally understand that. So finally here, is there a kind of quote or mantra that you like to live by that kind of sums up your professional career and all the stories that we've talked about today?

I recently read the Wisdom of the Bullfrog by Admiral William McRaven. So he hits the graduation speaker circuit this time of year.

I've never heard of that book. I gotta check it out.

The Wisdom of the Bullfrog. The Bullfrog is the most tenured Navy Seal. So frogman bullfrog. Tenured Navy Seal is what he was at a certain point in time. And he makes a point of saying leadership is simple but difficult. And I think the same can be said of leading a strategy. You don't need a complicated strategy, but you need to make difficult decisions and you need to be prepared to do the difficult things to execute it. There's no need to complicate it. So acknowledging what's simple but difficult has been really helpful in my career.

That's a great framework. I have never heard that before and I have to check that book out. Thank you so much for joining us today, Dan. It's been a great discussion and I love the work that you're doing at Hershey's and can't wait to see what's next for you in the company.

Thanks so much, man. It's been great chatting with you.

Likewise. On behalf of Susan Adweekeen, thanks again to Dan Moenchein, VP of Marketing at Hershey's, for joining us today. Be sure to subscribe, rate and review the Speed of Culture podcast on your favorite podcast platform. Till next time. See you soon, everyone. Take care. The Speed of Culture is brought to you by Susie as part of the Adweek Podcast Network and a guest Creator Network. You can listen subscribe to all Adweek's podcasts by visiting adweek.com podcast. To find out more about Susie, head to Suzy.com and make sure to search for the speed of culture in Apple Podcasts, Spotify and Google Podcasts, or anywhere else podcasts are found. Click follow so you don't miss out on any future episodes. On behalf of the team here at Suzy, thanks for listening.

Finding the right audience shouldn't feel like doom scrolling with Experian. It doesn't. Experian syndicated audiences help you reach holiday shoppers, car buyers and more across over 200 top platforms with over 2,400 pre built audiences. There's no more doomscrolling. It's audience targeting you can trust. Made simple. Learn more@experian.com Adweek that's experian.com Adweek.