PROFILE

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.

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  • Posted on: 10/12/2017

    Is a standalone beauty concept the right plan for Forever 21?

    While I understand and commend Forever 21 for experimenting and trying new concepts to stay vital -- stepping out, and away from your core brand seems very risky. Developing the Riley Rose concept and brand as a store-within-a-store would be more prudent. This would have allowed Forever 21 to develop a brand awareness and value proposition in a controlled environment and for their established customer base. The risk of failure has increased exponentially now that it's a standalone store and trying to compete in a very crowded market where your competitors have a tremendous analog and digital advantage. Hopefully they can succeed fast and adjust even faster or ...
  • Posted on: 10/12/2017

    Are store brands a ‘fundamental defining piece’ of the retail experience?

    Private labels were originally introduced to maximize margins by effectively eliminating the third-party brand vendor. Private label brands are an effective means of offering products and services that provide the retailer more profits. The promotion of these products can be challenging for the retailer because these products compete directly with brand vendors. The retailer extracts a collection of various funds from the vendors before the product is ever placed on the shelf and sold. These co-op, MDF, markdown dollars, return inventory, shelf placement tolls are meant to be used for the promotion of the vendor's products but are often allocated to a communal marketing budget. These dollars are now being used to promote the retailer's private label further adding to the adversarial tension between retailers and their vendor partners. Aggressively promoting your private labels may put you at (further) odds with your funding vendors.
  • Posted on: 10/10/2017

    Walmart seeks online edge with 35-second returns

    The successful implementation of the 35-second return will certainly bring further value and delight to the Walmart shopper. It will be interesting to see how Walmart will deal with fraud and folks trying to scam the system on this latest promise. More importantly, will this program and its promise be sustainable in light of the few that will try to beat the system?
  • Posted on: 10/10/2017

    Is Ace on-brand with The Grommet acquisition?

    This is a great acquisition by the Ace Hardware brand. Nikki's quote is absolutely spot on. Retail (and specifically retailers) will not be won by who has the "best" brands but rather those retailers (and brands) that offer their shoppers the most unique (and frictionless) experiences -- along with the valued products.Tapping into and supporting the local and global community of entrepreneurial products and services will resonate with today's shoppers. Ironically, when I first discovered Home Depot, they offered an eclectic variety of unique products and as they grew their selection became smaller and more vanilla. Their success forced them to streamline their supply chain and they lost their ability to support (or interest in supporting) small businesses. This gives Ace and The Grommet a great opportunity to fill this role.
  • Posted on: 10/09/2017

    Are retailers confusing customer service with the customer experience?

    The number of responses to this question obviously shows how it resonates with a large audience. I particularly enjoyed the statement that you should delight, not surprise and delight. Retailers should first figure out how not to get in the way of the shopper's journey. All too often technology and policies make the journey more difficult. Concentrate on how to make the existing journey pleasant and frictionless — then, and only then, innovate to improve and optimize what is already a delightful journey. I look forward to reading the book!
  • Posted on: 10/05/2017

    Can AR trigger TRU’s turnaround?

    The shopping experience should include theater and entertainment. Using augmented reality (AR) as either a draw to get folks into the store or as a valued part of the in-store shopping journey is not viable or scalable. Shopping a physical store is about being physical! And having a sense of community. Isolating shoppers into a single personal experience defeats the purpose of the journey. If this is what the management at Toys "R" Us believes will help them claw their way out of bankruptcy, the future does not look promising.
  • Posted on: 10/03/2017

    Empowered employees separate Zumiez from the competition

    Congratulations to Zumiez! Empowering your employees to make the right decisions to support the customer's shopping journey has proven valuable and well ... empowering! I recently told a colleague that retailers at the very least shouldn't ruin the shopper's visit to the store. Most of the time employees actually make the entire experience worse. I believe that poor customer service is a primary reason people move to online shopping. We spend a lot of time on RetailWire sharing our opinions on improving retail. Retailers should start with the foundational premise to simply not make the shopper journey worse than if there were no employees in the store!Finding employees that are motivated and empowered to represent the brand is exceptional. Finding methods to continually motivate and reward the best is unique and special.
  • Posted on: 10/03/2017

    Walmart deal shows it’s serious about same-day delivery

    We live in a nanosecond world where we expect immediate gratification. When you enter your credit card number in your online cart and confirm your order, the shopping experience isn't quite finished. In order to get that rush that comes with a purchase made in a physical store -- where you can carry your "prize" home, same-day delivery is finding a receptive shopping audience. Shoppers will embrace same-day delivery as services become more prevalent and competitively priced.
  • Posted on: 10/02/2017

    Is the time right for Kroger to go hyper-local?

    Shoppers want transparency in their food choices and a sense of community. Giving access and availability to local food sources provides shoppers with both. We want to support our friends and neighbors and especially our local farmers. The local farmers markets are thriving here in Minneapolis. Kroger has taken a great approach to counter the recent centralization announcements at Whole Foods. This could become a great advantage for Kroger and a strategy that may outflank Amazon.
  • Posted on: 09/28/2017

    Macy’s counts on new rewards program

    It seems that when all else fails, the only thing left is loyalty programs. It's a race to the bottom. Keep lowering your prices and margins -- force your vendors to sell for less and ... and ... create short-term interest at best. All this while what retailers need to be doing is innovating and blowing up the status quo. Stop counting on the same old paradigms. Given today's retail and shopping landscape, it's hard to believe that decision-makers still pay attention to insights from focus groups. Design, plan, measure, iterate and optimize. It's a simple formula -- start using it or you'll be marginalized, quickly followed by out of business.
  • Posted on: 09/28/2017

    Will a window to Disneyland bring Disney fans to the mall?

    "Entertainment-by-proxy" is an interesting concept. In a culture that expects instant gratification and wants to experience everything, there are opportunities to cater to this mindset. Rather than showing a video of the parade (easy and lame), Disney should be showing a live "narrowcast" of the parade (with full HD and surround sound fidelity!) and should be promoting this unique "in-store" experience. They could include some "live" interaction between the stores and the Disney characters. C'mon Disney! You can do better.
  • Posted on: 09/27/2017

    Kohl’s sets CEO succession plan

    Never say never! Mr. Mansell's statement that Kohl's needs more " ... thinking outside the box." is a massive understatement. Ms. Gass needs to stay as far away from thinking inside the box as possible. She can try almost anything to keep Kohl's relevant and competitive. She and Ms. Chawla are uniquely qualified from their past assignments to bring best-of-breed up-to-date digital experiences to bear. I believe Kohl's (and retailers in general) need to re-imagine the entire retailing paradigm. Retailing is a consignment business and rather than avoiding that hidden reality, retailers and brand alike should embrace this single truth and implement business workflows enabled by technology that can bring relevancy to brick-and-mortar retail as well as bring value to the shopper.
  • Posted on: 09/27/2017

    Will customers let Walmart deliver in-fridge?

    Having unknown delivery folks enter your home to deliver groceries seems like one very bad experience away from national news and attention. Perhaps we'll go back to the old "milk chute" where dairy products were delivered by the milkman through a passage built into the house. I grew up in an old farmhouse that had a milk chute. Maybe refrigerators will become "smart lockers" not unlike community mailboxes. As Aldous Huxley showed us back in 1931 -- it's a brave new world!
  • Posted on: 09/26/2017

    Will Target’s wage hikes be a differentiator?

    The most interesting statistic in this discussion is the starting hourly rate at an Amazon fulfillment center -- $12.42. That is $1.42 higher than the $11/hour being boasted by Target. I don't believe an hourly wage of $11 will profoundly change the caliber of workers. It offers a reason for Target to claim they are competitive and it may help Target be more selective in their choices but it won't materially affect the retention of good workers. I met many volunteers that are better workers than paid employees. It always comes down to the individual person -- their character, pride and integrity.
  • Posted on: 09/26/2017

    Will centralized buying make Whole Foods a more formidable competitor?

    While centralized purchasing will certainly help drive economies of scale from a price perspective it will be a challenge to create and maintain a local community presence. Introducing small independent local foods provide a unique sense of place and ownership in the broader Whole Foods brand. This is one aspect that creates part of the Whole Foods charm and experience. Centralized buying will make this more difficult.

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