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.

  • VIEW ARTICLES
  • VIEW COMMENTS
  • Posted on: 05/23/2017

    How should retailers balance personal versus impersonal experiences?

    I'm not sure shoppers want or aspire for an impersonal experience. Retailers created this bifurcation because their customer service and experience was (is) so bad. They are grasping for technology to reduce headcount and mask their struggles by offering technology that they claim will improve the customer experience. So much bad customer service these days -- employees that are rude, not helpful and inattentive and experience -- drives shoppers to avoid the frustration and headaches. Not only does this drive folks to technology but it drives shoppers to online shopping.
  • Posted on: 05/23/2017

    Will J.C. Penney find success with its new B2B venture?

    J.C. Penney has been struggling with its identity and formula for years. Home Depot is doing very well. Not leveraging his Home Depot experience and tapping into what is working would be a mistake. The challenge will be to carefully select what will complement and enhance the J.C. Penney brand and its customers. Appliances and soft goods exploitation seems like a perfect extension for J.C. Penney.
  • Posted on: 05/22/2017

    Will Hy-Vee’s grocerant strategy set it apart from rivals?

    The lines between grocery, retail (wine, liquor) and food service are quickly blurring. Retailers across categories are designing and implementing formats to cater to digitally-empowered shoppers and provide new and valued experiences in a physical environment. Lund's in Minneapolis had a "grocerant" next to one of its stores here for many years. They closed it some time ago but the reasons are unknown. Deli counters are becoming lunch destinations so why not open the aperture to a restaurant environment?
  • Posted on: 05/22/2017

    How should self-checkout be incentivized?

    Make certain it works! And make certain there is a qualified person who is readily available to override and address problems. Nothing is more annoying than when the systems locks up and you have to wait until you get assistance. This method with never be personal so get over it! Retailers invest in this technology to reduce headcount. Just make certain it works!
  • Posted on: 05/22/2017

    Will pop-up only malls catch on?

    The long-term sustainability of pop-up malls will depend on attracting and curating the correct collection of shops. I remember an old SNL sketch for the Scotch tape store. The products and services need to be multi-dimensional diverse and cater to the surprise and delight aspect of shopping. The merchandising design, technical infrastructure and processes should also allow seamless deployment and sales of consigned inventory. This will allow quick turnover to other products and brands. This format has tremendous potential if the developers design and implement the correct infrastructure rather than just providing square footage.
  • Posted on: 05/19/2017

    Is Dick’s Sporting Goods smart to wait on more retail failures before opening new stores?

    Managing expectations takes discipline and guts -- especially when it comes to Wall Street and its analysts. It's very easy and seductive to paint a pretty picture just to entice shareholders to increase the stock price. Mr. Stack's approach is commendable and smart given the seismic shift occurring in brick-and-mortar retail. Just adding square footage isn't the answer. Learning what and how to optimize the square footage you already have is more challenging but will be far more rewarding.
  • Posted on: 05/19/2017

    Is Walmart on track to offer customers a seamless shopping experience?

    Acquisitions -- the intellectual property and capabilities they represent take time to absorb and integrate into an efficient process. Walmart is building their answer to Amazon. Walmart has to retrofit and learn quickly whereas Amazon build their machine from the ground up and has had time to tweak and optimize. Walmart has a difficult task but they also have the brick-and-mortar revenue to fund their challenge.
  • Posted on: 05/18/2017

    How safe is America’s food supply?

    Given what we've seen from this new administration, I can only conclude that we'll see food regulation become less rigorous. If this administration doesn't care about climate change, our national parks and wildlife and healthcare then it's safe to assume food safety is a very low consideration. That said, our justice system and the litigious culture we live in will put teeth in the FSMA. Shoppers will vote and pass judgment with their wallets -- regardless of regulations. Just ask Chipotle.
  • Posted on: 05/18/2017

    Is the $400B prescription drug business ripe for an Amazon disruption?

    To say that Amazon would "challenge the economics of the retail pharmacy industry" is, I believe, an understatement. Federal, State and FDA regulations and our broken healthcare system have allowed prices to skyrocket. Amazon's logistics and efficiencies would definitely provide immediate price competition. Maybe it would allow us to purchase select drugs in Canada?! The entire pharmaceutical/insurance/healthcare trifecta has to change. Money and greed have infected and undermined the entire system. Perhaps Amazon can at least begin to crack the armor.
  • Posted on: 05/17/2017

    Why is Walmart so concerned about Aldi and Lidl?

    It's the shopping experience! Aldi's shopping experience is simply far better than that found in Walmart -- cleaner, quicker, more focused, great pricing, adequate selection, better customer service and you can discover something new and unique. These all are important components of a great shopping experience and, outside of pricing, are not found at Walmart.Don't be surprised when Tesco makes another run at the U.S. market. The lines defining grocery and foodservice are blurring and the combined value of these categories are simply too attractive to avoid.
  • Posted on: 05/17/2017

    How many training hours are appropriate for store-level workers?

    I went to one of the largest DIY stores yesterday to enquire and get pricing for kitchen cabinets. Not only did I have to search for an associate but when I finally did get help and wanted to get pricing, the young woman pointed to her "in-training" badge and said she could not get access to the computer program as a trainee. I was told her associate would call me after she returned from lunch. Guess what? They lost a sale of roughly $3,000! Policy and pragmatic response need to be balanced. Training is certainly important but mentoring on the job may have more value to the brand and business.
  • Posted on: 05/16/2017

    Are digital CX initiatives being lost on Baby Boomers?

    While mobile engagement and commerce isn't totally lost on Baby Boomers, our demographic remembers the Beatles, The Beach Boys (Pet Sounds) and rotary dial telephones. We're not digital natives and as such have seen far too many technologies being touted as solutions to problems we never had.We're living during an evolutionary period where the thumb is replacing the pointing finger. I'll give brands and retailers a pass on getting mobile right for me. They should concentrate on getting mobile right for Millennials and Gen Z shoppers. My Millennial son just bought his first home and we're doing extensive DIY remodeling. He does almost everything via his phone -- from search to education, shopping, ordering, etc. -- and both Big Box DIY retail market leaders fall completely flat with their in-store customer service and support. Wake up! You're driving shoppers to online!
  • Posted on: 05/16/2017

    Will Walmart’s next-gen store fly with shoppers?

    The concepts highlighted in Walmart's next-gen store are underwhelming. The deli counter is an area that definitely is worth exploring. Wawa implemented an ordering kiosk back in 2002! Others are just now figuring that out -- 15 years later! The deli counter should be integrating shoppers' mobile device with click-and-collect. While you're shopping the device will alert you when your food (from the deli or deli's lunch menu) is ready. This should be expanded to include orders placed from your home or office online.
  • Posted on: 05/15/2017

    Will consumers decide meal kits just aren’t worth buying?

    We live in a nanosecond world and time is perceived to be a precious commodity. There is a growing segment of the population that would rather spend their time experiencing and experimenting with new foods rather than buying stuff to actually prepare food in a kitchen. Gen Z wants to be mobile and not encumbered by physical things. They are living in tiny houses and they focus on experiences -- the journey, not the destination. Given the economy, jobs, cost of housing, et. al. the world is forcing young people to become nomadic -- diametrically opposite from the Baby Boomers that wanted secure the then-traditional American Dream. The seismic shift continues!
  • Posted on: 05/15/2017

    Can retailers keep up with Gen Z’s digital savviness?

    Gen Z's emerging shoppers will deepen their commitment to social responsibility and environmental issues. The world has become a connected community for this group.They aspire to experience more than ownership and they communicate, learn, explore and shop while on the move with their mobile device seemingly never leaving their grasp. Retailers must figure out how to connect human emotions and the retail experience through a mobile device in order to maintain a meaningful and sustained relationship with these digital natives.

Contact Adrian