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: 09/28/2016

    Could heat mapping be an equalizer for brick & mortar?

    Regardless of the technology (or lack thereof as per Ryan's story!) used, all the insights are worthless unless the retailer links these insights to conclusions and is prepared to make the changes necessary. These technologies offer great graphics and something to talk about but nothing of value to the shopper ever emerges. While I love and have used many of these technologies I've modified my point of view. I am now drawn more to leveraging some of these technologies to simplify and support the broader shopping experience from factory all the way through to a happy customer. Use little data instead of Big Data. Instead of adding more data the challenge is to leverage technology to minimize the data necessary to provide the maximum benefit to the shopper, the brand and the store. There are too many dashboards and not enough steering wheels!
  • Posted on: 09/27/2016

    Can a revamped Office Depot compete with digital?

    Competing for the office supply business through physical stores is quite a challenge. Office Depot is smart to use services to draw shoppers rather than try to compete head-to-head against Amazon's IoT initiatives. Office Depot should leverage the fact that Millennials and those younger tend to reject ownership and prefer shared experiences. Office Depot should become a shared office environment that supports all of your business requirements not unlike what FedEx has done with their Kinkos stores. Why not introduce the pop-up store concept inside of Office Depot? I'm sure a number of big brands would participate -- Canon, Lexmark, HP, Samsung. In short, making the store a shared business office environment and a working destination will give Office Depot a differentiator and chance to succeed.
  • Posted on: 09/26/2016

    Toys ‘R’ Us mulls small, urban stores as part of turnaround

    Toys and experience are made for each other. I remember wandering through FAO Schwarz in New York as an adult and being swept away. Toys "R" Us should try to create brand experiences using pop-up locations within the store. It may be too late but it's the one opportunity they still have to remain relevant. In addition to creating store-within-a-store brand experiences they should look at what companies like Tegu are doing with respect to merchandising and inventory management technology.
  • Posted on: 09/26/2016

    Will c-suite shakeup lead to better digital results for Target?

    Target, not unlike many large corporations, continually does things that from the outside simply miss the mark. Target decided to install a video wall in its stores with a questionable content strategy. Upon investigation the alleged driver that authorized tens of thousands of dollars for this was " ... so our stores would appear more modern." Unfortunately this strategy will not work and shoppers expect more. In fact, shoppers are smart and would rather see that money spent in further discounts! Target has a burden to not only compete with Walmart and shopper expectations but also with Wall Street. As they focus on grocery they're missing opportunities in their core retail wheelhouse. The shuffle will continue until they come to terms with who they are and why shoppers used to like them.
  • Posted on: 09/23/2016

    Will on-demand beauty services connect with Macy’s customers?

    This is a terrific initiative for both Macy's and beGlammed. It allows Macy's to extend its personal reach outside the store and establish a dialog with their customers. If the beGlammed provides consistently high quality service at scale this will be a great success. The pressure will be on beGlammed and their staff to represent and maintain the Macy's brand expectations. Many of Macy's cosmetic vendors have been providing this service in-store for some years.
  • Posted on: 09/23/2016

    Are smartphones changing how Americans shop from home?

    The smartphone is the key and portal to information. The device and its access to that information is immediately available because we carry it with us everywhere. We don't determine to use a particular device as defined by our location. We use the most convenient and readily available device -- period. I tend to make my online purchases from my laptop because of the keyboard while my children have no problem purchasing from their smartphones.
  • Posted on: 09/22/2016

    What’s behind Zara’s crazy sales gains?

    Not unlike the way they want to consume their media in small bite-sized "snacks" because of their limited attention spans, Millennials and Generation Z shoppers purchase experiences rather than products. Zara's ability to manufacture smaller lots of apparel and place them in their stores and online commerce channels more quickly may account for their success. This quick turnaround offers more styles more often, through online and store channels, all at an attractive price and caters very nicely to the expectations and delight of their shopping audience. Other apparel brands should pay attention -- perhaps the executives at Gap from yesterday's post should pay particular attention!
  • Posted on: 09/21/2016

    Is a trendless fashion industry killing Gap’s business?

    Another CEO deflecting responsibility and blaming others for their ineffective strategies and policies. Gap has rested on their past successes for too long and now the new shopper landscape has caught up with them. Rather than change and be responsive to the times and shoppers' expectation, Gap chose to continue to do what was successful 10 to 15 years ago. Shoppers make their voices heard with their wallets and in this context have been shouting to Mr. Peck and the rest of the Gap executives for some time. To blame the fashion industry for their decisions is weak at best. Where is Elizabeth Warren when you need her?
  • Posted on: 09/21/2016

    Is consumer demand really that unpredictable?

    Retailers pride themselves at being great at operations. The truth is that they drink their own Kool-Aid. Because of the way Wall Street historically measures (and rewards) retailers' success -- same-store sales -- retailers are constantly basing their forecasting on historic sales data. In today's dynamic retail and shopper environment the insights need to be based on far more granular data points. To Nikki's point, retailers need to start with a clean whiteboard when it comes to forecasting demand. The data does exist, it's a matter of bringing those insights to light and knowing what to look for and having the resolve to act on what the numbers are telling you.
  • Posted on: 09/20/2016

    Zappos and Meijer among retailers touting their corporate values

    Shoppers using the spectrum of digital channels throughout their shopping journey expect an immersive rich media (video and audio) experience. Brands have a wonderful opportunity to share their brand story through these channels. Those stories that if they resonate emotionally with their audience will be shared, should highlight the brand's culture, its values and how those values are experienced by their customers. It's all about the shoppers and if they believe your story! Shoppers are smart and they'll know when you're pandering and artificial.
  • Posted on: 09/20/2016

    Unilever makes ‘purpose-driven’ deal for Seventh Generation

    Millennials, Generation Y and Generation Z shoppers support brands that have a moral compass and clearly and continually demonstrate their social conscience (Toms, CVS) with their (e)wallets. Acquiring brands that meet that criteria is simply good for business now and for years to come. Unilever clearly understands who their customers will be in the years to come and they are making certain those consumer dollars flow into their coffers.
  • Posted on: 09/20/2016

    Why did Walmart buy Jet.com?

    There isn't a retailer of any size and location in the world -- including Walmart -- whose executives aren't kept up at night thinking and worrying about Amazon and their continuing impact on retailing and shoppers. Amazon has seismically changed the retailing landscape and Walmart's acquisition of Jet.com will help Walmart compete. The world needs yin and yang: Coke and Pepsi, Ford and Chevy. In the retail world, why not have Amazon and Walmart?
  • Posted on: 09/19/2016

    Are you ready for Generation Z?

    Generation Z represents the future of retail. If you can reach and connect with this group that is as socially conscience as they are brand-aware they will reward you with their wallets -- e-wallets! This audience want to consume lots of rich media in snack form -- long-form text is completely lost to these consumers. A wonderful insight to this shopper can be found by listening to Logan LaPlante at a 2013 TEDx conference. If you can share your brand story in a meaningful way to this shopper you'll be rewarded for years to come!
  • Posted on: 09/19/2016

    Is digital defining the shopping experience?

    The question shouldn't be whether brick-and-mortar stores are losing influence over the purchase journey but rather how the store complements the entire journey beginning at the zero-moment-of-truth all the way through the entire shopping journey -- regardless of the channel/platform. The store and the digital interactions should complement one another, not compete with one another. One reason retailers struggle is that all their different agencies want to maintain their client revenues which in turn leads to fragmented and biased advice. This leads to continued siloed thinking and execution. This is directly related to traditional budgeting, monitoring, measuring and ROI math. Leading brands or retailers will not fund what they cannot measure! All channels need to complement and operate seamlessly to support the shopper's journey and bring value to the shopper first and foremost. You'll only know if this is true by monitoring, measuring and optimizing in a cross-channel iterative process.
  • Posted on: 09/16/2016

    Will mobile perks put Target’s Cartwheel app on a roll?

    My Millennial daughter is a big fan of the Cartwheel app and Target in general -- and not in that order. She is a fan of shopping at Target first and foremost. The Cartwheel app allows her an opportunity to save on her purchases. Will a rewards program that presumably gives away more margin dollars help Target's business? Discounts, coupons and rewards all seem to be a race to the bottom. If the margin dollars exists and the vendors continue to support these programs then they'll continue to be used. It seems there should be innovative methods and processes that are valued by shoppers to increase business without giving money away. Any thoughts from the panel?

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