For years, retail media looked like a platform privilege: traffic volume, data control, sales force. A triptych which reserved advertising monetization for e-commerce giants. In 2026, pressure on margins and the continued rise in acquisition costs will put this model back into motion. The audience is no longer a “nice to have” marketing asset, and it is starting to be treated like a revenue line. It is in this context that getinside, based in Toulouse, announces a seed round of three point two million euros, combining two million euros in equity and one million two hundred thousand euros in debt, to make retail media accessible to e-retailers of all sizes.
The company already has more than two hundred and fifty e-retailer customers. It says it will have achieved a turnover of one million six hundred thousand euros in 2025, and indicates that it has orchestrated more than nine hundred and fifty campaigns via its platform.
To talk about it we welcome Maxime Garrigues, the CEO and co-founder of GetInside.
From intention to purchase, the “third wave” of online advertising
The 2000s industrialized search advertising, based on intention: you are looking for a product, an ad appears. The 2010s saw social advertising widespread, based on affinity signals. Retail media would be “the third wave”, based on purchasing behavior: “we will push advertising to you based on what you buy. »
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The idea is not completely new: gondola heads and sponsored highlights already existed in physical commerce. What changes with digital is instrumentation: measurement, segmentation, automation and, above all, the value of transactional data held by the merchant.
Amazon has largely contributed to popularizing the category: “it is estimated that almost half of the Amazon group’s profits come from retail media. » Beyond the figure, the reasoning is that of the margin. The e-commerce infrastructure already amortizes part of the fixed costs, while the sale of media generates, at the start, few additional costs. Retail media is then established as a complement to profitability, sometimes more than as a direct engine of turnover growth.
Why retail media has long remained a market of large players
Three entry barriers have structured the market.
First, volume: to attract advertisers and justify budgets, you need a sufficient level of audience and transactions. Then, technology and compliance: processing the data, anonymizing it, using it without exposing yourself to regulatory risk involves investments. Finally, commercial capacity: addressing agencies and advertisers requires sales teams and management credibility. Clearly, the equation has long favored “the first category” of retailers.
This is precisely the box that getinside says it wants to occupy: that of e-retailers who have a useful audience, but neither the means nor the density to transform this audience into a salable media product.
A thesis: “hybrid” e-commerce as the default model
At Maxime Garrigues, a conviction is essential: e-commerce is shifting towards a hybrid model, combining product sales and media monetization. The manager explains it bluntly: rising acquisition costs, economic weakening of many retailers, search for additional margins. “We think that in the medium term, the e-commerce model will be a hybrid model,” he summarizes, where the sale of retail media would “support economic activity”.
The challenge, in this logic, is not to add one more marketing channel. It’s about transforming an audience into a monetizable asset, with direct impacts on the margin.
An “off-site” approach and a product designed to limit friction
Getinside claims a technical and operational choice, namely not to be on-site by default. The point is presented as a response to the constraints of e-retailers: an optimized interface, a closely monitored conversion rate, and a reluctance to “add advertising” on the purchasing journey.
The platform favors formats that do not interfere with the on-site experience, instead focusing on ordering and post-purchase. The product started with a very concrete format: advertising insertion in packages (leaflets, samples). Then the offer expanded: email, social networks, and more broadly the activation of key moments, such as unboxing or the welcome message.
Pool e-retailers to create a “sellable” audience
The other key piece of the model is aggregation. The manager describes a network effect: bringing together e-retailers of the same category within a common platform to reach the critical size expected by advertisers. This can lead to a counter-intuitive situation: competing players in the acquisition and sale of products join forces, from time to time, in the sale of media.
The promise is twofold: to make the inventory more attractive on the advertiser side, and to open retail media to e-retailers who would not, on their own, have the necessary commercial space and audience mass.
An EBITDA logic: “one to two percent of turnover”, but very limited
On the economic benefits, the speech is intended to be measured. Maxime Garrigues puts forward orders of magnitude: “we are able to achieve increases in turnover of around 1 to 2%. » This is not necessarily enough to “change a year”, but it is potentially enough to change an income statement, because the income is very marginated. He mentions a margin of up to “70 to 90%”, and “+2% additional turnover” for certain customers.
Traction: two hundred and fifty e-retailers, more than three hundred advertisers, nine hundred and fifty campaigns
Getinside claims to have built a significant base in three years. Maxime Garrigues tells us that the company already equips “more than 250 e-retailers in France”.
The company is recording a very dynamic financial trajectory with a turnover of one million six hundred thousand euros in 2025, and an activity close to profitability. An argument to explain the capacity to raise despite a more selective venture capital market: an already proven model, ratios considered “reassuring”, and a negative WCR, a real structural advantage.
A structured seed round, with “industry” and “entrepreneur” investors
The announced round amounts to three million two hundred thousand euros, including two million euros in equity and one million two hundred thousand euros in debt. It brings together La Poste Ventures (fund initiated by the La Poste group and managed by XAnge), Swiss Post Ventures, 50 Partners and Clover, which are investing in the capital.
The initial relationship with Colissimo, born from a partnership approach, then became an axis of commercial establishment before the entry into capital via La Poste Ventures, was structuring and illustrates well-established startup / large group relationships.
What should the financing be used for: sales, product, visibility
Regarding the use of funds, three priorities are cited.
First, commercial structuring, namely setting up a sales team to accelerate acquisition and promotion on the advertiser side. Then, the product: continue to enrich formats and integrate more AI. Finally, marketing: B2B marketing, trade shows, speaking engagements, getting out of the woods.
