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: 12/09/2016

    Does Costco need to follow a different path online?

    Costco is today's bazaar of old. Letting shoppers stroll the aisles and discover items that surprise and delight. Introducing new items on a regular basis to keep the shopping experience fresh and exciting. This formula keeps the Costco experience a destination. Their physical store is woven into the fabric of the entire experience. As long as Costco keeps their inventory fresh and new, shoppers will continue to visit the store. Their magic formula would be compromised if they tried to replace this process with an online version. It simply isn't the same.
  • Posted on: 12/07/2016

    Zara succeeds with speed

    Speed-to-market is a retailing requirement -- not just for clothing but for products across the board. We live in a nanosecond world in which immediate gratification cannot happen fast enough. Offering new products from small entrepreneurial start-ups on a consistent and regular basis can provide the basis for that retailer to become a destination for shoppers. Shoppers want to discover -- remember "surprise and delight"? Giving shoppers the ability to be the first to discover the latest thing can be empowering. Using various tracking technologies from manufacturing all the way through to the rack can enable the most efficient process to speed up the entire supply chain.
  • Posted on: 12/06/2016

    Will the tech behind Amazon Go redefine convenience at retail?

    Retail is a consignment business! Amazon Go IS the future (the very near future) of brick-and-mortar retail. Full stop! The technology exists today to implement this workflow. I have been working with a technology and business process startup that has developed an in-store merchandising solution that enables a brand (and retailer) to conduct a consignment business with 100 percent accuracy and transparency.In order for the physical store to remain relevant, the store needs to consistently and regularly feature new products that are being introduced by many new, small companies. The only way to make this feasible is to present these options to shoppers through a consignment arrangement. It's good for both the retailer (real estate) and the brand (access to an audience). This approach also addresses all of the costs and challenges with inventory and supply chain management. Most retailers expect the brands to police this themselves anyway.
  • Posted on: 12/02/2016

    A small retailer makes a bold move against big chains

    I like the bold approach. Those of us who are well traveled can relate to the description. When traveling to a new location somewhere in the U.S. and driving our rental car back to the hotel after our meetings we've all noticed that, with retail clustered around an interstate highway cloverleaf interchange, you could be anywhere in North America. Your sense of community identity and geographic location are placed in suspended animation until you reconnect with the "real" location. It's like traveling through a cultural worm hole.Perhaps Atlas Liquors is on to something. Reminding people of their sense of belonging and community may inspire more people to financially support the local entrepreneur -- their neighbor.
  • Posted on: 11/23/2016

    Has Best Buy solved the Amazon riddle?

    The Best Buy "rebound" is based upon the very thing that everyone feared -- showrooming. Brick-and-mortar retail IS showrooming. This reality coupled with the financial propping from Samsung, Microsoft, Sony, Nintendo and Apple through their store-within-a-store concepts has led to the "rebound." Whether this arrangement is sustainable or an answer to compete with Amazon is questionable. Best Buy's "rebound" is directly proportional to the willingness of the vendor brands to continually pay the marketing and merchandising funds to buy real estate inside of Best Buy stores.
  • Posted on: 11/22/2016

    Patagonia to donate all Black Friday profits to green groups

    I hope other brands will step up and join Patagonia. The American democratic system has spoken but that doesn't mean those of us who don't agree with the outcome can't continue to make our voices heard. I trust other corporations with a moral compass will replace the apparent void of environmental responsibility and conscience that comes with our President-Elect. I have always enjoyed the Patagonia brand and I applaud their decision. This is one of those instances where value isn't defined in a spreadsheet but rather in the voice of a brand community.
  • Posted on: 11/17/2016

    Do consumers now expect two-day delivery?

    We live in a nano-second world where we expect immediate gratification. As shoppers when we finally make that purchase decision, we expect to enjoy and experience that post-purchase adrenaline rush immediately. Any delay in that experience tempers the shopping journey. The speed of delivery is a critical component of that journey. Amazon has set the standard and expectation for fast delivery. Retailers have been slow to respond to understanding the importance of speed of delivery to the shopping and purchase decision. Because of this, retailers need to make sure that they address any out-of-stock issues. Nothing turns a shopping journey sour faster than making the journey to a store only to find what you're expecting is not on the shelf. It just happened to me in a specialty grocery store and it bothers me still, four days later! I'll get over it but I've already found an online source!
  • Posted on: 11/16/2016

    Nike goes big with an experiential concept in Soho

    Globally-recognized brands creating flagship destination locations makes for wonderful PR chatter further fueling the brand's presence. AT&T recently, and similarly, touted their new San Francisco location. These locations become audio and video technology showcases that rival Disney World and Las Vegas casinos. They are not scalable and their influence to shoppers outside their access is minimal. In the case of Nike, the New York City Soho location will indeed draw a continual flow of out-of-town visitors not unlike their other flagship locations. Many Nike fans and collectors will be drawn to the store out of curiosity for the new experience. What, if any, of the experiences implemented in this Soho store will actually translate to any Nike experience in your local shopping experience will be years away. We're talking about it so it makes for great retail conversation.
  • Posted on: 11/15/2016

    Can revenue-sharing programs save independents?

    While I credit the brands cited (Ibex, Trek and Giant) for their revenue-sharing initiatives designed to support independent retailers, I believe that shoppers searching for a particular item and price and finding them through direct online sales channels will make these programs very difficult to sustain. Providing direct shipment of a bicycle to a local dealer of the shopper's choice for assembly and tuning is a wonderful service that a percentage of shoppers will value and a great delivery and service option. Whether enough people will use this service to sustain its offering is questionable. I believe the future of brick-and-mortar retail is implementing technologies that allow a completely transparent and 100 percent accurate consignment business. Brands can control their entire supply and inventory chain while the retailer can present, rotate and prioritize many new innovative and popular products. This business process can put at least 3 percent CoG directly to the bottom line by eliminating inaccurate and costly administrative costs.
  • Posted on: 11/08/2016

    Is PetSmart barking up the right/wrong tree with same-day delivery?

    I have a hard time believing that same-day delivery will attract new customers for PetSmart. We live in a nano-second world where as consumers we expect immediate gratification, so same-day delivery will always be perceived as a good thing — not necessarily one that has real value. What may have more customer value would be free delivery to senior citizen pet-owners who have limited mobility and can't handle a 40 pound bag of dog food.
  • Posted on: 11/07/2016

    Ode to retail: Death of the traditional mall

    The traditional mall can continue to be a destination for shoppers if both the real estate developers and retailer tenants design their business models beyond traditional leases. The brick and mortar retail landscape has forever changed in the world of online shopping and e-commerce. I believe that retail has always been a consignment business regardless of what contracts and agreements are in place (brands are expected to take back products that don't sell) one way or the other. This reality is amplified in an "Amazon world."Technology and business processes exist today that allow brands and retailers alike to conduct a completely transparent consignment business with 100 percent accuracy. This not only helps brands introduce new products but immediately drops the 3 percent that retailers need for supply chain administration to the bottom line. Retailers that implement this technology and its associated business process into a flexible mall environment will flourish. It simply is the future of brick-and-mortar retail.
  • Posted on: 11/01/2016

    What might the AT&T/Time Warner merger mean for retail?

    AT&T will definitely leverage its delivery platform and retail footprint to monetize Time Warner's massive content library in ways we haven't yet imagined! Any medium or device that can receive and play content of any type will be leveraged to create new revenue streams -- advertising, subscriptions, pay-per-view/listen, downloads, you name it. They will leverage every opportunity to hook consumers into long-term revenue streams.
  • Posted on: 11/01/2016

    Will Patagonia win Election Day by sending its workers to the polls?

    Patagonia as a brand has always been active in environmental issues so giving their staff the day off to vote is in keeping with the brand's value. If other retailers tried to do the same, the attempt would be shallow and would bring little or no value to the brand. The employees would simply see it as a free day off. There would be no sense of responsibility or inherent connection to social responsibility.
  • Posted on: 10/28/2016

    Retailers’ top four omnichannel investments in 2017

    Out of the four areas highlighted, the two that would have the greatest impact for shoppers are Enterprise Content Management and Inventory Visibility. These can be achieved today and provide the most rewarding results for shoppers, brands and retailers alike. While quantitative analysis is core to my business, I use analytics to support retail process and shopper experience designs. I look for pragmatic designs that require "little data" as opposed to Big Data. There are wonderful cost-effective technologies and processes available today that could immediately benefit the omnichannel experience. The question is, will retailers and brands have the courage to move beyond the status quo and internal politics and implement meaningful change? The shopper expects these experiences and she'll be drawn to those brands that deliver on her expectations. Those that don't come to terms with that reality will continue to be marginalized.
  • Posted on: 10/27/2016

    Will branded services help lift Staples’ results?

    In order for their brick-and-mortar presence to survive, Staples must diversify. I believe Staples (and Office Depot) should develop and create a "business office" service and experience environment in the same vain that FedEx has done with their Kinko's acquisition. Creating an environment that caters to business people will bring relevance to their physical infrastructure. Coffee shops (Caribou, Starbucks, etc.) have become meeting points (Treffpunkts) for business meetings (physical and virtual) the world over. Open and communal office environments are springing up everywhere. These environments not only create a sense of entrepreneurial community but also provide an environment for collaboration and idea incubation. Staples and Office Depot will need to design and develop this type of destination environment to survive and grow.

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