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: 01/23/2017

    Is four-wall profitability still a relevant metric?

    The metric, same-store sales (four-wall contribution), that Wall Street uses to measure retailers' success and the expectations and shopping journey of today's digitally-empowered shopper is not aligned with the reality of today's retail landscape. Measuring performance, particularly for Wall Street, needs to be aligned with today's shopper journey. It simply makes mathematical sense. If a retailer is actually addressing the needs and wants of the local shopper, the product mix will change dynamically to meet localized expectations and, by definition, same-store sales are no longer an accurate reflection on performance. The role of the physical store is rapidly morphing to meet the confluence of all the different shopping channels and journeys being taken today -- online, on-the-go, click and collect, mobile ... All of these channels need to be addressed within the new store. How successful a retailer becomes in serving their local customer should be the measure of their success.
  • Posted on: 01/13/2017

    Penney CEO says stores critical to omnichannel push

    The physical store will always have a place in the shopping landscape. The question is -- what role will it play? The physical store will certainly NOT be what it is today. I believe the physical store will be a hybrid, combining online sales and returns, endless aisle shopping, store-within-a-store concepts focusing on new introductions, how-to experiences, VR and AR experiences, communal experiences/seminars and meeting points ("treffpunkts"). They will not be rows and aisles of shelves full of products waiting for a shopper to grab them. If that were the case, then every Walmart or Amazon distribution center would have a POS terminal at the exit. There could, however, very well be a click and collect drive-thru area at these locations.I'm afraid the acceleration of digital flows driven by shopper expectations, Moore's Law, and cloud computing are moving significantly faster than Mr. Ellison's decisions suggest. Simply closing several stores is not addressing the problem nor facing the challenge. The answer is to design the store to address and enhance the digital reality. Why does the store exist and what roles and responsibilities does the digitally-empowered shopper expect it to play in their shopping journey? Those are the critical questions that Mr. Ellison should be asking. Hopefully, he has the right people around him to answer these questions and then to execute the necessary solutions!
  • Posted on: 01/04/2017

    Will ‘Digital Day’ become a mainstay for Amazon?

    We expect Amazon to remain innovative. The speed at which technology is evolving and in turn driving shopper's expectations is staggering. In order to remain fresh and relevant, Amazon is continually trying new (and revisiting old) concepts. Customers will cast their financial votes while Amazon keeps optimizing their services.
  • Posted on: 12/27/2016

    French retailer parodies Amazon Go

    As David Sax noted, “Stores are the fabric of our streets and neighborhoods, and the people who work behind those windows ... are what often give us a sense of place.” Technology is undoubtedly invaluable but meaningful interaction with people is the fabric of humanity. Finding the optimal balance between technology and people will always win the day. Hats off to Monoprix for responding with a timely and meaningful message.
  • Posted on: 12/21/2016

    How are manufacturers failing retailers?

    Regardless of the contractual agreements in place, retailing is a consignment business. Integrating new technologies and their associated business processes, manufacturers, retailers and shoppers alike will benefit from acknowledging this reality. By monitoring and tracking each product from manufacturing (even sub-assemblies in some situations) all the way through to the retail shelf and beyond manufacturers can maintain a near real-time visibility on every item in the distribution and supply chain. This allows the manufacturer to manage production and out-of-stocks in order to provide their customers a frictionless in-store shopping experience. The retailer pays for the items sold, the supplier knows immediately what items are selling in specific markets and locations and can maintain production and stocks accordingly. Retailers such as Macy's and Walmart already are establishing the foundation and infrastructure for this very process. I believe this process IS the future of brick-and-mortar retail.
  • Posted on: 12/20/2016

    Will a higher minimum wage translate to better service levels?

    The quality of in-store service has been and will continue to be a function of the individual and not about what they are getting paid. The integrity and personality of the in-store associate are by far the values that make for the best service and the best brand ambassadors. These are the individuals who earn it and deserve to be paid fairly for their efforts and their value to the brand.Retailers need to identify, reward and empower these individuals as they are priceless to their brand. Retailers should listen to these folks to understand them and provide them with the tools and trust to enhance their service to today's digitally empowered shoppers.
  • Posted on: 12/19/2016

    Amazon developing Uber-like trucking app

    Brands -- retailers and manufacturers -- need to create similar logistics and content supply chain strategies that leverage enabling technologies to curate, manage and deliver their digital brand assets across all available shopper channels; online, mobile, in-store and social, with the same innovative thought process. All of us shoppers expect it!
  • Posted on: 12/19/2016

    Amazon developing Uber-like trucking app

    It continues to amaze me that Amazon keeps forging ahead with new concepts and strategies. This is another great concept that will provide logistics and shipping firepower to Amazon's retail strategy. This could have been developed by Target, Walmart or Home Depot but once again it's Amazon. The culture of innovation and risk is apparently alive and well at Amazon. This once again shows how mired traditional retailers are in their status quo.The Home Depot could develop their own version of this for delivering supplies to DIY customers who don't have a vehicle made to haul heavy and bulky items.
  • Posted on: 12/16/2016

    Brands want more insights from retail POS data

    Access to data is the easy part. Knowing what to look for that can significantly impact both the business AND benefit the shopper remains a challenge. Often times the retailer is only focused on its own broader success and frankly doesn't really care about the individual brands. The brands, on the other hand, have everything to gain by measuring their success. The brands are interested in better understanding how they are doing compared to their competitors in a particular category and retailers are reluctant to share the broader category data.Insights from data cut both ways and, as such, the insights shed light on issues that many folks don't want to know! These insights can show that initiatives designed, or favored, by agencies or executives that have cost time and money simply don't work.
  • Posted on: 12/16/2016

    A marketplace for pop-ups wants to disrupt the retail real estate business

    I love this concept. The availability of flexible retail real estate combined with technology that enables a 100 percent accurate consignment business process is, in my opinion, the future of brick-and-mortar retail. New innovative products -- from apparel to IoT devices -- are being introduced at a rapid pace and the pop-up store, enabled with the proper technologies, will allow the small brands that make these products to showcase and sell them without getting lost and mired in sluggish processes and the politics of established big box retailers.
  • Posted on: 12/15/2016

    Will the newest Walmart c-store concept be the one that sticks?

    If Walmart can offer automotive fuel at reduced prices they'll have an edge. The convenience store aspect of this concept could address a number of emerging opportunities. Providing click and collect (BOPIS) lockers and/or service for online purchases (and returns), prepared foods and locally relevant products could all be addressed through this concept. Walmart IS a logistics company and with the recent acquisition of Jet to amplify their online service, a convenience store concept could provide a physical presence for Walmart in non-rural locations.
  • Posted on: 12/14/2016

    Why are retail employees going around company systems?

    In developing and measuring new in-store shopping experiences for a DIY retailer, it became apparent that several sales associates had gone rogue. These sales associates truly cared about their customers and started their own Pinterest sites to help their customers visualize projects. They proactively developed this program on their own because they could not readily access the retailer's own library of "how to" videos as needed. This is another example to support Nikki's point -- it’s a classic technology implementation mistake, not understanding the processes you’re impacting before you try to implement technology to enable the process. The retailer is willing to invest in developing technology based on shopper experiences without further leveraging and enabling the invaluable resources they already have -- people. The human interaction you can have in a physical environment is the most valuable differentiator from the online world. Stop trying to put Pandora's imps back in the box! They're out and thriving!
  • Posted on: 12/13/2016

    Are retail surveys hopelessly flawed?

    As important as measurement is in understanding your progress and efficacy, qualitative data is typically flawed. Like focus groups, surveys simply allow the respondents to think about their answers which immediately skews the results. Observing what people do via quantitative measurement is real and unbiased. While retailers don't intentionally use leading questions, human nature will dictate the tone and intention of the questions. Also, respondents are typically polite and not brutally honest. Compounding the challenge is the power of the scribe! Those that author the questions and interpret the results wield tremendous power. Words and language can be easily misunderstood but actions are defined and clear.Having had a lot of experience with quantitative measurement of shopper behavior, I can say that typically the resulting numbers are most often much lower that the client expected. Measurement is a double-edged sword -- be prepared to respond to the reality as the emperor may not be wearing any clothes!
  • Posted on: 12/12/2016

    Is in-store videoconferencing omnichannel’s logical next step?

    While I believe telling a story through video is an extremely powerful communication medium, videoconferencing between in-store associates and online shoppers will be a PR novelty for the foreseeable future. Retailers are turning to technology to improve the shopping experience and reduce payroll (an unspoken truth). In-store associates are brand ambassadors and as such should be focused on the shoppers who walk into their physical store. Those shoppers should be rewarded with personal attention and thanked for making the trip. It's similar to the frustration shoppers endure when having to wait for in-store service because the associate is taking a call or getting coffee for the drive-thru customer before attending to the folks standing in their store.There are many ways of leveraging the power of video storytelling to benefit your brand and shopper -- this application is unfortunately not one of them.
  • 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.

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