Product News | October 11, 2021

White Claw’s programmatic digital out-of-home campaign drives 74% lift in purchase consideration for vodka launch

Following its major growth after entering the hard seltzer market in 2016, global alcohol brand White Claw now holds over 50% U.S. market share in the category.

Created and manufactured under the Mark Anthony Group, the brand’s popularity surged with the release of White Claw Original, quickly becoming a favourite among millennials and young adults. It later expanded its offerings to include various hard seltzer and hard iced tea products like White Claw Surf™, White Claw Surge™, and White Claw Iced Tea™.

With a strong identity and loyal customer base, the brand sought to raise awareness for the launch of White Claw Spirits™ Premium Vodka, its first product in the spirits category. To do this, White Claw worked with agency partner Haworth Marketing + Media to run a programmatic digital out-of-home (pDOOH) campaign through Broadsign’s supply-side platform (SSP).

Objective & Strategy

Looking to drive impressions and sales, the DOOH campaign featured high-impact, high-energy ads starring actor and comedian JB Smoove. Made up of static and digital inventory, it was executed as part of the brand’s ‘Smooove Thoughts’ omnichannel campaign alongside other channels like online video, connected TV, paid social, and display.

The ads ran across major U.S. markets like NYC, LA, Chicago, Miami, Tampa, Dallas, Austin, Atlanta, Las Vegas, Philadelphia, and Indianapolis. To reach legal drinking-age adults, especially Gen Z, Millennials, and Young Professionals aged 25-44, the brand strategically activated ads in key locations and venue types frequented by its target demographic.

Employing contextual targeting, ads were placed in entertainment venues like bars and casual dining spots, as well as in office buildings, residential apartments, rideshare vehicles including in-car screens and toppers, and on outdoor billboards and urban panels. Additionally, screens with the highest concentration of audiences aged 25 and above were specifically chosen.

Point of interest locations were also included, with White Claw placing ads in a certain radius around bars and liquor stores that carry its vodka line. Ad creative featured eye-catching visuals with JB Smoove delivering the tagline “White Claw™ Vodka Ain’t Smooth. It’s Smooove”, cleverly reflecting the vodka’s smooth finish.

Technology Partners

Broadsign leveraged its DOOH expertise to create detailed campaign proposals alongside Haworth, identifying audiences, locations, and other campaign parameters that were then uploaded and executed via an omnichannel DSP.

With the campaign set to run across multiple markets, the proposal included a comprehensive inventory list from several OOH media owners that aligned with the targeting specifications for each geographic area. Since each inventory line included screens from several media owners, operators at the DSP could select and upload curated packages of different environments and venue types, simplifying the campaign setup and cutting down the time it took to activate this complex campaign.

Device IDs exposed to programmatic OOH during the campaign were used as a retargeting audience for programmatic OLV/CTV tactics.

Results

Two brand lift studies were conducted in collaboration with Broadsign and Happydemics to measure the impact of the ads on recall, brand image, and intent. The first campaign flight ran during a four-week period in the summer, from July 12th through August 13th, 2023. The second flight was during the winter campaign from November 20th through December 17th, 2023.

Big impact on brand preference

Being a new product at the beginning of the campaign, White Claw™ Vodka entered the market with a lower brand preference rating among consumers. Following the first campaign flight, the brand saw a +800% lift in preference, where nearly 10% of ad recallers said they preferred White Claw™ Vodka compared to just 1% of non-ad recallers. The upward trend continued during its winter campaign, with the product ranking as the second most preferred vodka amongst ad-recallers.

Strong ad recall rates

Repeated exposure drove a lasting impression among ad recallers, enhancing campaign effectiveness. The media mix included billboards and urban panels that resonated with the metropolitan crowd, resulting in over 84% of impressions. Other venue types, like office buildings, bars, and apartment buildings, rounded out the DOOH media, leading to 57% of survey respondents saying they saw the ads at least once.

Clear campaign attribution

Broadsign conducted two waves of research with Happydemics to track attribution. The brand’s summer campaign experienced a +33% uplift in attribution, where 44% of recallers could correctly identify the ads as referring to White Claw™ Vodka. With strong and clear messaging, the creative positioned the new product as a standout in the market, surpassing competitors by a considerable margin. The continuity of creative messaging across both summer and winter campaigns resulted in impressive outcomes for the new product launch.

Major boost in brand image and purchase consideration

More than an awareness channel, White Claw’s campaign demonstrated that OOH advertising positively influences brand image and purchase consideration. The summer flight resulted in a +144% lift in positive brand image, while the winter delivery elevated positive impressions with a +100% lift, proving audiences didn’t just remember the campaign – they liked what they saw.

The brand was highly successful when it came to driving purchase consideration for White Claw™ Vodka: 1 in 3 ad recallers said they would ‘absolutely’ try its new spirit following the summer campaign. Overall, there was a +74% lift in consideration, where over half of ad recallers said they would consider trying the product compared to 31% of non-ad recallers.

The winter campaign also moved the needle. Turning skeptics into potential buyers, results showed a 32% decrease in the ‘Not at All’ likely to consider category and a 13% decrease in the ‘Maybes,’ nudging fence-sitters and building momentum to try the new vodka product. The staggering 119% increase in the ‘Absolutely’ category proved OOH’s success in creating solid, committed White Claw™ Vodka enthusiasts.

Overall, White Claw’s campaign resulted in a bold OOH delivery that made a statement and caught audiences’ attention – a ‘smooove’ win for the brand.

Want the campaign highlights? Download the case study below.

Download case study

Product News | October 11, 2021

Putting people first: Why Broadsign was named one of Canada’s top employers

Recently, we announced that we have been recognized as one of Montreal’s Top Employers, and now, we’re thrilled to share that Broadsign has been named one of Canada’s Top Small & Medium Employers, too! This award recognizes small and medium-sized businesses across the nation that foster positive workplace cultures through progressive and forward-thinking human resources policies.

Seeing as we’ve put a lot of work into building a workplace where everyone feels welcome, achieving this honour for a sixth consecutive year matters greatly to us.

What makes Broadsign such a special place? When employees talk about what they love most about working here, the answer is almost always the same: the team makes all the difference. But it’s not just about the colleagues we collaborate with—a people-first attitude is embedded into our company DNA. Whether it’s reflected in the perks that support a healthy work-life balance or in the managers who champion growth and encourage everyone to bring their best to the table, it all comes down to one thing at Broadsign: the people.

Don’t just take our word for it—some of our Broadsigners have shared what they believe makes Broadsign one of the top employers in Canada. Check out what they have to say below.

An emphasis on professional development and continued learning

Business Analyst Viraj Gandhi has been part of the Broadsign team for over six years. When he first joined, he was new to the world of finance, so he focused on projects and tasks that would help him gain a deeper understanding of how a finance team operates. Through this hands-on experience, he became familiar with customers and vendors, as well as key processes like accounts receivable and accounts payable.

Viraj quickly picked up the concepts and found himself increasingly drawn to the department’s work. Eager to grow, he approached his manager to express his interest in learning more and taking on greater responsibilities.

“In my day-to-day as a business analyst, the first thing is, of course, coffee,” he says, laughing. “But after that, it’s my job to shed a lot of light and provide as much information to various corners of the company as possible.”

So, what about Broadsign that makes it such a great workplace? For starters, it’s the company’s emphasis on well-being. The company’s leadership team understands that the best work happens when employees feel united and understood and operate under a shared mission.

But it goes beyond cocktail hours and good vibes. When Viraj began to express interest in his professional development, he felt supported. His manager encouraged him to take the leap.

“My manager gradually exposed me to more difficult reporting while always being available to answer and explain any questions I had along the way.” This little extra boost encouraged him to pursue a certification program (FMVA), propelling him to his new job title of Business Analyst.

“There’s a strong emphasis on professional development [at Broadsign] and to continue learning.”

Putting people first, every step of the way

Since joining the company in June 2022, Daniela Rousse, Human Resources Operations Specialist, has become part of a team committed to supporting its employees in ways that go beyond perks and payroll.

It’s not just the HR team—leadership across the company consistently prioritizes people in every decision. “Our team is passionate about our people,” Daniela says, describing Broadsign’s culture. “And our goal is ultimately to help them grow both professionally and personally.”

By actively listening and striving for continuous improvement, Daniela explains, the team works hard to ensure employees feel truly seen, heard, and supported.

Commitment to work-life balance

As a Technical Account Manager, David Muraca’s days are busy at Broadsign. On any given day, you can catch him guiding clients through technical walkthroughs and trainings, managing projects, and more. His role requires agility and an understanding of the products and clients.

Though the work is challenging, David says it isn’t just the work that keeps him motivated, he’s also driven by the corporate culture at Broadsign.

“I do find that Broadsign is competitive in terms of its benefits,” he says. As a father of two, ensuring he has enough work-life balance is important. But, he says, Broadsign lets him manage his schedule and be there for his children if anything comes up—which sometimes happens with two little kids.

Having the flexibility to balance his career and busy family life is part of what makes his life at Broadsign so rewarding.

Where passion meets purpose

Sabrina Allard, Director of Product Marketing, joined the Broadsign team in 2019. Back then, the product marketing team was one person—her. Fast-forward a few years, and today, the team consists of four individuals managing the company’s entire product marketing efforts.

Throughout her time at Broadsign, Sabrina has been involved with countless projects that have involved cross-collaboration with many different departments.

“Everyone is so passionate and driven. There’s so much energy and heart behind everything we do here,” she says. Ultimately, dedication and commitment are two elements that make working at Broadsign meaningful.

Working together to make great things happen

Broadsign is the kind of employer that empowers its team to speak up, take initiative, and grow professionally. This mindset is what drives us to keep raising the bar while staying true to our people-first values. We’ve always believed that great things happen when we prioritize our people, and earning this recognition is yet another reflection of that commitment.

If you’re looking for a workplace that empowers, supports, and uplifts you, check out our job openings here.

Product News | October 11, 2021

Unlocking the potential of in-store retail media: What we can learn from digital OOH

Last month, the Broadsign team attended the Path to Purchase Institute’s second annual Retail Media Summit Canada, which brought together industry leaders, innovators, and experts to explore the evolving landscape of retail media.

Retail media networks (RMNs) continue to evolve, with industry leaders emphasizing the importance of measurement, automation, omnichannel consistency, and monetization. As part of this year’s summit, Broadsign’s Global Head of Retail Media, Jonathan Franco, explored best practices and key lessons we can learn from digital out-of-home (DOOH) advertising and apply them to the retail media landscape.

Measurement and attribution: The backbone of retail media success

One of the biggest lessons we can take from OOH is that measurement is everything – and brands won’t invest unless they can clearly see the impact of their campaigns. Yet, measurement remains a challenge for in-store media, particularly when connecting performance to overall campaign effectiveness. “There are now over 250 RMNs globally, and we need to find a way to connect the dots across the omnichannel journey,” notes Jonathan.

Consistent measurement is a non-negotiable for brands, and retailers can’t operate in isolation by measuring in-store, off-site, and on-site channels separately. When these touchpoints are connected, they provide advertisers with a complete picture of performance, making it easier to justify ad spend.

Retailers can also help brands reduce waste by enabling real-time decision-making based on triggers like audience insights or campaign performance—tools already available for in-store environments. Ultimately, retailers who prioritize transparency and standardized metrics will gain the trust of advertisers, leading to stronger, longer-term partnerships.

How retailers can improve measurement and attribution:

Standardize measurement across channels to ensure brands can confidently invest. Without consistent metrics, brands will struggle to justify ad spend.
Prioritize privacy-first attribution by using anonymized, aggregated data instead of personally identifiable information. This ensures compliance while delivering valuable insights.
Ask the tough questions, such as: Would my company invest in this offering if I were the one being pitched on it? Forward-thinking retailers are now focusing on true closed-loop attribution in-store to answer this critical question and meet brand advertiser demands.

READ ALSO: Discover how the OOH industry is leveraging technology to achieve more measurable campaign outcomes in our guide to out-of-home measurement, attribution and audience extension.

Strategic screen placement and content strategy

In retail media, success goes beyond simply placing screens in high-traffic areas—it’s about crafting meaningful touchpoints throughout the customer journey. “The OOH market has taught us that success isn’t just about having screens in impactful locations; it’s about playing the right content in the right place at the right time.” When looking at digital screens in retail environments, retailers should focus on strategic intent rather than just hardware specifications. Location matters, but it should be about the intended purpose of the screen.

For retail media networks, that means thinking beyond ad placements and considering how in-store screens complement the full shopper journey. Retailers should leverage real-time data, like weather, promotions, and inventory, to ensure messaging is always relevant, just like many successful OOH campaigns do.

Jonathan also highlights the importance of tailoring implementations to each location’s unique environment, noting that every store has a different soul and retailers should adapt to individual stores rather than deploying identical setups everywhere.

Monetization: Striking a balance between advertising and shopper experience

For retailers looking to scale their RMNs, monetization is a key goal — but it can’t come at the expense of the brick-and-mortar shopping experience. Instead, it should complement and enhance how shoppers engage with products. The most effective RMNs go beyond advertising, incorporating category-based content and educational opportunities that help shoppers make more informed purchasing decisions while still offering valuable ad inventory to brands.

The most effective RMNs go beyond advertising, incorporating category-based content and educational opportunities that help shoppers make more informed purchasing decisions while still offering valuable ad inventory to brands. For example, digital screens can be used to educate shoppers on topics like skincare routines, influencing purchasing decisions across multiple products and increasing basket size. This approach not only provides value to consumers but also creates new opportunities for brands to connect with their audience in meaningful ways.

How retailers can maximize revenue while enhancing the shopper experience:

Diversify revenue streams. Successful networks don’t rely on just one monetization method, and RMNs shouldn’t either. Instead, you should leverage internal sales teams, third-party agencies, and programmatic ad delivery to drive revenue.
Automate pricing and inventory management. With multiple stakeholders (category managers, retail media sellers), manual management is not sustainable. As Jonathan put it, “If you don’t automate this, it’s going to be complete chaos.”
Offer transparency to advertisers. Brands want real-time performance insights and clear attribution models, so invest in a digital signage platform that offers precise, data-backed campaign insights and flexibility.

Retail media requires internal change management

Retail media isn’t just a new revenue stream—it requires a fundamental shift in how retailers approach operations. Success hinges on breaking down silos, rethinking business models, and fostering cross-team collaboration. While technology plays a critical role, true adoption depends on organizational alignment and a well-planned change management strategy. Many retailers mistakenly see retail media networks as just installing screens, but the real challenge is integrating them into broader business strategies for long-term scalability.

How retailers can successfully manage internal change:

Challenge legacy structures. Success in this space requires collaboration across sales, category management, operations, and technology—not just marketing. As media buyers shift to hybrid digital teams, retail media strategies must be cross-channel and cross-departmental.
Redefine success metrics. Move beyond impressions and clicks to track sales lift, brand engagement, and ROI.
Foster a test-and-learn culture. Implement iterative approaches that allow your team to experiment, gather real-world shopper data, and rapidly adjust strategies based on actual consumer behaviour rather than assumptions.

By aligning people, processes, and technology around a unified retail media strategy, retailers can transform what could be a disjointed set of digital screens into a cohesive, revenue-generating network.

Building sustainable in-store media networks: The power of strategic partnerships

How retailers build and operate their in-store media networks can make or break their success. The traditional “build vs. buy” dilemma has evolved into a more nuanced decision with long-term implications for flexibility, control, and revenue potential.

“In OOH, we’ve learned that partnering with best-in-class, open-integration providers drives better long-term performance compared to locking into one-size-fits-all solutions. Why? Because the landscape is always evolving,” shares Jonathan.

Retailers who build closed, rigid networks can struggle with scaling efficiently, as they can’t easily integrate new technologies that emerge. These same retailers also typically face data and measurement limitations that negatively impact both ad performance and attribution capabilities. Additionally, they miss valuable revenue opportunities since brands increasingly prefer to work with platforms offering greater transparency.

Instead, we need to advocate for a more flexible approach. “By embracing plug-and-play partnerships, retailers can stay agile, future-proof their networks, and maximize value for both brands and shoppers.” This partnership model allows retailers to maintain control while accessing best-in-class technology without the heavy lifting of building everything in-house.

How retailers can build scalable networks while maintaining control:

Leverage third-party partnerships. Partnerships provide agility, scalability, and access to best-in-class technology—crucial for long-term RMN success. Instead of building in-house, an open-integration approach gives retailers flexibility without the overhead.
Prioritize interoperability. Select partners and platforms that offer robust APIs and established integration pathways with other retail media technologies to ensure your network can evolve with changing needs.
Start small and scale strategically. Begin with focused pilot programs that deliver quick wins before expanding. This approach allows you to test partnership dynamics, refine processes, and demonstrate value before committing significant resources.

Technology tip: Just as programmatic has revolutionized digital media, dynamic content scheduling and automated inventory management are key to scaling in-store media efficiently. Make sure to choose intelligent in-store retail media software that includes these capabilities.

The future of in-store retail media

Looking ahead, the retail media landscape will continue evolving, requiring retailers to adapt quickly to stay competitive. A major shift in the industry is the unification of RMNs, as smaller retailers will need to join forces to remain viable.

With over 250 retail media networks globally, brands can’t stretch their budgets across all platforms, making consolidation inevitable as retailers compete for advertisers’ limited dollars. Despite foot traffic at top Canadian retailers surpassing pre-pandemic levels, many still aren’t fully leveraging in-store engagement opportunities.

Strategic recommendations to stay ahead:

Consider unification strategies. Smaller retailers should explore partnerships with complementary, non-competing brands to create unified retail media offerings with broader reach and stronger audience data.
Focus on monetizing in-store traffic. Retailers with physical locations have a unique advantage in the omnichannel landscape but must act quickly to develop and monetize their in-store retail media assets.
Prioritize flexibility and automation. As the retail media landscape evolves, the ability to quickly adapt to new technologies, measurement standards, and advertiser demands will separate leaders from followers. Automation is key to scaling efficiently.

“The most successful networks will be those that embrace internal change, challenge the status quo, and continuously optimize,” concludes Jonathan. The future belongs to retailers who can balance innovation with execution, creating retail media experiences that benefit brands, shoppers, and retailers alike.

Explore our latest RMN insights and best practices for building, scaling, and maxing the impact of a retail media network — whether you’re a retailer monetizing your retail assets or a brand investing in RMNs.

Looking to elevate your in-store retail media network?

At Broadsign, we help retailers and brands seamlessly integrate in-store digital signage, automate content management, and optimize retail media monetization.

Whether you’re looking to build your in-store retail media network or scale an existing one, we can help. Contact us today to learn more about how Broadsign can power your in-store retail media strategy.