As the landscape of retail undergoes a seismic shift driven by technological fluency and changing social values, brands are finding that traditional advertising no longer resonates with the newest generation of consumers. Zainab Hussain, a distinguished e-commerce strategist and expert in operations management, joins us to discuss how major players are pivoting from being mere providers to becoming collaborators. With her deep background in fostering customer engagement, Hussain offers a sophisticated look at the “It’s MY Z-Store” initiative, a landmark partnership between Mars Gulf and Choithrams designed to let young residents in the UAE define the future of the shopping experience. This collaboration moves beyond simple market research, inviting 18-24-year-olds to actually architect the stores where they will spend their time and money. By analyzing the intersection of digital-first communication and real-world commercial implementation, our discussion explores how empowering the youth can solve the long-standing puzzle of Gen Z brand loyalty.
Many legacy brands struggle to genuinely connect with the 18–24 demographic without appearing out of touch. How does shifting the power dynamic from marketing “to” them to co-creating “with” them change the fundamental relationship between the brand and the consumer?
This shift is revolutionary because it acknowledges that this generation doesn’t want to be a passive target for a billboard or a pre-roll ad; they want to see their own fingerprints on the products and spaces they frequent. When Mars and Choithrams launched the “It’s MY Z-Store” challenge on September 3, 2026, they essentially told these young adults that their perspective is more valuable than that of a boardroom full of traditional executives. By letting Gen Z take the reigns on the design of the retail experience, the brands are moving from a transactional relationship to a partnership based on mutual respect and creative agency. This process creates a sense of psychological ownership where a 20-year-old in Dubai isn’t just shopping at a Choithrams; they are visiting a concept that was birthed by their peers. It removes the “us vs. them” barrier that often plagues corporate-to-consumer communication, replacing it with a collaborative energy that feels authentic and earned.
The competition is structured into four distinct stages, each tied to a specific Mars brand—from the Kellogg’s Knockout to the M&M’s Mega Finale. What is the strategic significance of using these familiar names to guide participants through the commercial development process?
Using iconic brands like Kellogg’s, Pringles, Snickers, and M&M’s acts as a relatable roadmap for the participants, making the intimidating world of retail operations feel more accessible and engaging. In the Pringles Power-Up stage, for instance, teams dive into mentorship, which is where the sensory and practical realities of business truly come alive as they interact with industry leaders. The Snickers Strategy phase then forces them to refine those high-concept ideas into something that can actually survive the rigors of a commercial environment. By the time they reach the M&M’s Mega Finale on December 15, 2026, these students have evolved from enthusiasts into junior strategists who have been “pressure-tested” by the very best in the business. This structure ensures that the final pitches aren’t just blue-sky dreams but are grounded in the commercial feasibility that Mars and Choithrams require for a real-world pilot.
Instead of relying on high-priced celebrity endorsements, this campaign prioritizes digital-first channels and student-generated content. Why is this community-led outreach more effective for reaching university-aged residents in the UAE?
The decision to bypass traditional influencers in favor of participant-generated content is a masterclass in modern authenticity because Gen Z can spot a paid script from a mile away. By utilizing LinkedIn, Instagram, and direct outreach to universities, the campaign meets young people exactly where they are already discussing their careers and creative passions. When a team of three or four students shares their journey through the competition on their own social circles, it carries a level of social proof that no celebrity could ever replicate. This organic amplification creates a ripple effect throughout the student community, turning the competition into a shared cultural moment rather than just another corporate contest. It builds a genuine “buzz” on campus, where the participants themselves become the faces of the brand, telling a story of professional growth and creative rebellion that is incredibly compelling to their peers.
One of the most unique aspects of this initiative is that the winning ideas won’t just sit on a shelf—they are slated for implementation in 2027. How does the promise of seeing a concept come to life in a physical store influence the quality and focus of the participants’ work?
Knowing that elements of your work will actually appear in selected Choithrams stores next year adds a layer of gravity and excitement that you simply don’t find in a typical classroom case study. This high-stakes environment encourages teams to look beyond just “cool” aesthetics and deeply consider things like store layout, digital convenience, and sustainability in a way that actually works for a shopper. The incentive of an all-expenses-paid trip to the Mars office in London—complete with a factory visit where they can hear the hum of the machinery and see the scale of production—is a massive motivator, but the true prize is the professional legacy of a physical pilot. It forces the participants to think like entrepreneurs, weighing their creative desires against the practical needs of a retail operator, which results in much more sophisticated and actionable concepts. The “Bounty Coins” further incentivize this by rewarding those who go above and beyond the core brief, ensuring that the final output is of the highest possible quality for the 2027 rollout.
What is your forecast for the future of grocery retail if more brands adopt this model of radical inclusivity with their youngest customers?
We are entering an era where the “Z-Store” model will become the gold standard, moving grocery shopping away from a chore and toward a community-centric, digitally integrated experience that reflects the values of its visitors. I forecast that by 2027 and 2028, we will see a significant decline in generic retail layouts as more brands realize that hyper-local, demographic-specific co-creation is the only way to maintain relevance. Retailers will transition into “lifestyle hubs” where the store environment is constantly being refreshed by the very people who shop there, using real-time feedback and iterative design. This will lead to much higher levels of brand stickiness and customer retention, as shoppers will feel a deep, personal connection to a space they helped build. Ultimately, the brands that thrive will be those that stop guessing what their customers want and simply give them the tools, the mentorship, and the platform to build it themselves.
