Adrian Weidmann

Principal, StoreStream Metrics, LLC

Adrian bridges the ‘business objective’ communication gap between the Chief Marketing Officer and Retail IT. Spanning more than 28 years of introducing emerging digital media technologies and business solutions designed for video, audio and graphics production and strategy, Adrian now assists brands (and retailers) designing and implementing intelligent, integrated omni-channel (mobile, online, on-air, in-store and print) marketing communication and merchandising solutions driven by digital media. Adrian brings direct real-world experience along with a unique balance of innovative creative and technical insight and vision.

Adrian has spent the past 13 years pioneering all aspects of the emerging digital signage sector. He co-authored and published (Relevant Press) the first book for the evolving in-store digital media industry, Lighting Up The Aisle, Principles & Practices For In-Store Digital Media. An early encounter with a retail executive provided clarity – “It’s about selling stuff.” Understanding why, where, how and through whom money flows between brands and retailers to ‘sell stuff’ establish Adrian’s philosophical foundation. He has merged his unique perspective and insight to the art and science of digital media with analytical business fundamentals to assist brands, retailers and their agencies alike to realize the full potential of integrated multi-channel and interactive digital media solutions to enable integrated marketing conversion with measurable results.

Adrian has authored four patent-pending disclosures for digital media network concept and process inventions. Using his proprietary patent-pending software, EVAlidate™, to model the business viability of digital media networks with various monetization strategies, Adrian has brought real world experience and business acumen in designing and developing digital media based network solutions. His brand and digital media network experience includes Lowe’s, The World Bank Group and International Monetary Fund, Best Buy, ERN, Cisco, Hewlett-Packard, Dentsu (Japan), Cereja (Brazil), Supervalu, PRN/Wal-mart, Federated Department Stores, Nike, and UnitedHealth Group.

  • Posted on: 02/24/2017

    Is McDonald’s backpedaling on fast casual with a low-price strategy?

    This is once again another example of good intentions meeting the reality of Wall Street -- strategy competing with share price. Low-price is a quick fix. It's easy to implement and get results. Getting results while trying to change as a public iconic brand is extremely difficult.
  • Posted on: 02/22/2017

    What tech tools do independent grocers need to compete with e-tailers?

    Based on my measurement experiences, a cost-effective first step is to get a quantitative view of your shopper traffic pattern and dwell times in your current planogram. This exercise will give you invaluable insights as to where, what, when and for how long shoppers are actually navigating your store. These measurements will provide insights that will immediately highlight recommendations to optimize the shopper journey and merchandising opportunities and prioritization.Proximity marketing technology is another low-cost, low-risk technology that can immediately bring value to the in-store shopping ecosystem. I have been using technology that does NOT require a mobile app to function. This technology combined with a click-and-collect program at the deli/lunch counter can quickly bring value to your shoppers as well as increasing the average basket value. An additional benefit is that you can create and maintain a direct dialog with your existing customers.
  • Posted on: 02/21/2017

    Third-party e-commerce fulfillers: Friend or foe to the grocers?

    The short answer is -- probably. The challenge for these retailers is striking a balance between addressing their customers' expectations today and making the most prudent business decision. The examples of Toys "R" Us and Borders and their fate should be heeded. Amazon Go is frictionless grocery shopping. This is the future of brick-and-mortar retail and it is happening today! I'm working on several projects that integrate frictionless shopping, checkout, shopper behavior analytics and proximity marketing into a single in-store experience. It is definitely happening and grocery is just another retail vertical. These concepts actually have further significance at grocery because of the time sensitive nature of the products.
  • Posted on: 02/16/2017

    What does it take to drive a top-down plan for customer-centricity?

    Being customer-centric means that your customer-facing employees are empowered to do the right thing for the customer that is standing right in front of them at that moment. All too often employees operate out of fear and indifference and only recite policies that were created by lawyers and corporate MBAs to protect the company rather than help the customer. Empowerment relies on trust and respect -- and corporate board rooms have little use for these traits in responding to Wall Street.
  • Posted on: 02/16/2017

    What will Walmart gain from its Moosejaw acquisition?

    This was a low-risk acquisition for Walmart. With the recent bankruptcy filing of Eastern Mountain Sports and the one pending (?) of Gander Mountain, this category is being ravaged by online purchases and the merger of Bass Pro Shops and Cabela's. Moosejaw will provide expertise in this category and benefit from the online expertise that brought to the Walmart portfolio. Moosejaw just became an immediate and viable competitor to Bass Pro Shops.
  • Posted on: 02/15/2017

    Is Amazon the most innovative company in retailing?

    By giving shoppers a platform with the tools to find and fulfill their shopping journey on their terms, Amazon is revolutionizing retail. Their success is forcing traditional retailers to wake up and innovate or become a dinosaur. Speaking at the recent NRF, Richard Branson stated, “I think people who own retail stores should not think of themselves as forever being retailers. They need to be entrepreneurial and they need to spin off businesses off the back of their retail. I think there needs to be a perpetual revolution going on within a company because if you don’t have that happening, somebody out there is going to do it to you.”Amazon is the catalyst behind this necessity -- if not the company that will "do it to you!"
  • Posted on: 02/14/2017

    Is third-party content more effective in generating online sales?

    Shoppers simply don't trust manufacturers' claims and promises anymore. They do trust the community of their peers and, as such, third-party content holds more credibility. It all comes back to storytelling and with today's technologies, we can all share our experiences -- good and bad -- and opinions with the entire world within nanoseconds. Manufacturers and retailers should leverage how-to educational videos wherever possible. Retailers like Jamestown Distributors use this technique very successfully. If customers and see and learn how to use the products their experience will be far more rewarding. Better yet -- let your customers share their stories and experiences. Retailers and manufacturers need to learn how to curate, manage and deliver these video clips to their audience!
  • Posted on: 02/10/2017

    Will in-home consults give Amazon the keys to the smart home market?

    During a recent analysis I conducted of shopper in-store travels and purchase behavior of smart home connected devices, it became evident that returns were a significant problem. I suspect Amazon was experiencing the same challenge which led them to introduce free in-home consultation in order to successfully implement and pitch the benefits of these devices. This will certainly help Amazon embed more devices -- but beware.While I understand the commercial reasons, and they are valid, I can't help but believe that it's another way for Amazon to permanently embed themselves into your life. Once these devices are in your home -- cameras and audio/vibration sensors of all types will erase any semblance of privacy you may think you still have. No thanks!
  • Posted on: 02/09/2017

    Why in-store merchandising has to change

    First begin by understanding the shopper's journey -- before, during and after they actually visit your store. The long-held understanding that if shoppers enjoy the experience they'll stay in your store longer, and the longer they're in your store the more they'll purchase, may still be true -- but beware. Shoppers' time is valuable and given their ZMOT research and education they are typically on a specific mission when they cross your threshold. They aren't in the mood to be manipulated. The faster they find what they're looking for the more they'll be open for inspirational shopping.One key caveat -- make certain that your in-store inventory is accurate and aligned with what you've told your shopper via your website! 100 percent accurate inventory is a mandatory requirement for creating the new seamless shopping environment.
  • Posted on: 02/08/2017

    Are vendors and stores headed for a fight over Amazon?

    Vendors also need to take control of their in-store presence starting with controlling and managing their in-store inventory. Retail executives believe their inventory accuracy is 95 percent when in fact they are lucky if it is 75 percent accurate. Retail IS A CONSIGNMENT BUSINESS and as such vendors should implement in-store solutions that not only recognize this core truth but leverage it to their, and their customer's, advantage.
  • Posted on: 02/08/2017

    How good is ‘close enough’ when it comes to in-store inventory?

    The fact of the matter is that retailers (and brands!) need to have a 100 percent accurate visibility on their inventory in order to provide a seamless shopping environment where there are no recognized channels! This is what shoppers expect -- Period! Whether retailers make the promise or not they better figure it out -- and quick. Seamless inventory management and merchandising technologies and their associated business models are my latest focus and passion. Addressing this issue is at the heart of making everything else possible to meet the expectations of the digitally empowered shopper.
  • Posted on: 02/07/2017

    Will automated scheduling ease retail’s staffing problems?

    The challenge is getting the correct people with the appropriate experience and talent at the correct time -- not just an available body. As we have seen over the years on RetailWire, meaningful human interaction with a prospective customer is the most valuable touchpoint during the shopping journey. It's very easy to get it very wrong but invaluable when you get it right! (Right Lowe's?! -- that one's for you and your Dad, Al.)Staffing flexibility is definitely a good thing to maintain talented staff but it is even more important to have the correct staff available at the right time to ensure customers are getting their questions and concerns addressed.
  • Posted on: 02/06/2017

    Which commercial won the Super Bowl broadcast?

    "Born the Hard Way" from Anheuser-Busch and "Journey" from 84 Lumber were my favorites. I think 84 Lumber was the big brand awareness winner!
  • Posted on: 02/06/2017

    Can augmented reality solve the virtual dressing room problem?

    The VR/AR experience is in its infancy. While not there today, this technology, supported by advances in sensor technology, will certainly blow the walls off of the dressing room experience in the not-too-distant future. I suspect an accurate laser scan of our bodies will travel with us on our mobile device and clothes of interest will be photographed and digitally fit over our scans -- giving us a 360-view of what would we look like in an outfit. I suspect there won't be an actual dressing room required.
  • Posted on: 02/02/2017

    Target shelves robot store and secret e-commerce start-up

    Wall Street and short-term profits seem to always be the nemesis of innovation and change. The same-store sales metric is simply dated and out of sync with today's need to create a shopping environment -- not unique channels. These decisions are reactionary and meant to appease analysts and shareholders in order to protect their short-term financial interests. That being said -- there are plenty of innovations that can be implemented into the "Store of Now" that can drop as much as 3 percent of the administrative cost of sale directly to the bottom line using "little data." There are existing technologies and processes available today that can be implemented immediately to support and optimize today's shopper while competing with Amazon and the online threat.Maybe Target should take advantage of this pause to review its business processes as meaningful solutions may be closer to home and much easier to implement while still driving profits.

Contact Adrian