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: 08/18/2017

    What do consumers want when using AR or VR to shop?

    Retailers need to leverage this technology to design experiences before building a particular design. While cost-effective during the design phase, retailers should integrate a measurement and analysis campaign to determine the efficacy of a physical implementation. While subjective, aesthetic decisions can be made through VR or AR, using the program to measure the commercial efficacy (are we selling more stuff?) of the retail environment and experience.
  • Posted on: 08/17/2017

    Should drones be used for data collection in addition to deliveries?

    The drone discussion continues to baffle me. Stores and brands are struggling to deliver on basic supply chain, inventory and customer service issues in today's landscape. It seems like Amazon is using the drone issue to keep us busy and misguided while they quietly pursue another tack. One issue that people don't mention about drones -- have you ever heard the noise a drone makes? It's loud! Like the sound of 1,000 mosquitoes in your ear. If drones filled our skies, they would surpass every community noise regulation. Are they fun to talk about? Yes. Are they a pragmatic solution to what ails retail? NO.
  • Posted on: 08/17/2017

    Is Walmart on an unstoppable run?

    Walmart's success in both brick-and-mortar and online stores continues to validate the value of the physical store. As more Walmart shoppers become comfortable with the online world I suspect there will be a tipping point, at which point the physical store will have continued to evolve and morph into a hybrid environment to address both the physical and online shopping experiences.
  • Posted on: 08/16/2017

    Will military tech give Amazon an edge delivering packaged meals?

    Remember Tang? It was a powdered, fruit-flavored drink that consumers could simply add water to, mix and enjoy. It was developed by General Foods in 1957 (60 years ago!) and sales were sluggish until it was used by NASA during John Glenn's Mercury space flight in 1962. Sales took off and it was a grocery store staple until it was discontinued by Kraft in 2009.While this is a technology that today's consumer would not "like" when asked in a focus group, the value will be measured by how consumers react and vote with their purchases. If flavor, quality, taste, nutrition and price meet or exceed consumer expectations there is no reason to believe that this will not be successful.
  • Posted on: 08/16/2017

    What bad habits do retail solution providers need to break?

    Excellent observations Carol! All too many vendors roll out their "deck" to espouse all the things they do rather than focusing on the two or three capabilities that actually matter. They hope that their audience will grasp at the one capability that resonates with them as the list streams by -- "take a card -- any card!" This tactic muddies the water for those of us who can bring a focused value to retailer's challenges.One of the primary obstacles is the ability to scale a viable solution. Lots of people can design an impressive experience but fail miserably when it comes to executing that at scale. I focus on measuring, optimizing and activating shopper experiences that scale and use a defined project -- with a beginning, middle and end to determine its viability and success with shoppers.
  • Posted on: 08/08/2017

    Why is big food turning to pop-up stores to tell brand stories?

    Crafting and sharing your brand story is critical in today's community of digitally empowered and connected shoppers. Brick-and-mortar retail where brands have limited real estate provides limited time and space to tell a brand story. The popularity and success of pop-ups (and stores-within-a-store) allows the brand to control the shopper experience. Designing, activating and measuring these concepts is a great way for brands to test, learn about and optimize their shopper experiences before any scaled roll out.
  • Posted on: 08/08/2017

    Does Dunkin’ need donuts?

    The rebranding of Dunkin' is timely and smart. Today's shoppers are more aware of their food choices and sources. Donuts, while tasty, are not representative of today's cultural landscape. In order to stay relevant in today's conversation and shopper consciousness, Dunkin' is wise to rebrand. (Hopefully, they keep "makin' the donuts!")
  • Posted on: 08/02/2017

    Are there too many grocery stores?

    There is simply too much retail square footage in the U.S. Given the growth of online commerce, there is too much physical retail to support the shopper demand. Everyone in retail is hoping that if they offer food they will draw more traffic. This is a short-term, reactionary strategy that won't be sustainable. The vertical lines between grocery, retail and QSR/foodservice is continually blurring. Amazon's purchase of Whole Foods destroyed these lines. It's an exciting time for retail.
  • Posted on: 08/01/2017

    How disruptive is Alexa to CPG brands?

    CPG brands have and will continue to adapt to technological and cultural changes. The algorithms and databases behind Alexa and others can be prioritized for a price. Whether you buy Charmin or Cottonelle will most likely be guided by someone's marketing budget. Slotting fees, MDF, end cap premiums will morph into priority selection based who pays the most. Another tactic will be availability and inventory selection -- we seem to always be back to inventory and supply chain.
  • Posted on: 07/25/2017

    Will dropping prices on cosmetics drive traffic to department stores?

    While easy to implement, discounting very quickly becomes a race to the bottom. Retailers and cosmetic brands should first focus on ensuring availability. Make absolutely certain that the entire product family is available to every shopper that walks across your threshold. Every shopper that doesn't find their specific brand and shade in your store due to out-of-stock is another shopper lost -- you don't get another chance as she has already found another source.The best way to keep customers is to ensure you have what they want; a simple rule yet apparently very difficult in practice. Cosmetic brands need to take control of their in-store merchandising experience and integrate technologies to ensure they have 100 percent accurate daily visibility of their entire at-shelf inventory and product set to minimize out-of-stocks! Save the discounts for rewarding existing, repeat customers.
  • Posted on: 07/25/2017

    How will smaller rivals survive in an Amazon and Walmart world?

    Retailers typically believe they not only understand their customer but deliver a great shopping experience. This is contrary to what most shoppers actually experience. The shade of this rose-colored view of the retail landscape is amplified by the chasm between what corporate marketing and merchants believe to be true at the store and actual experience. This is often a case of the retail emperor wearing no clothes! Corporate politics and job protection makes it very difficult for the truth to shine through. One truth is that many retailers do such a poor job of in-store customer experience that it drives shoppers to Amazon. Retailers should focus on "do no harm" first -- then innovate, activate, measure and optimize.
  • Posted on: 07/20/2017

    Will facial recognition tech make for happier customers at Walmart?

    I suspect Walmart is leveraging facial recognition technology to address security and loss prevention/theft challenges and presenting it to the public as a vehicle to enhance the customer experience. Theft is a far more immediate and costly problem that significantly outweighs Walmart's concern for the shopper's experience. This is followed closely by payroll costs. If Walmart can reduce both through this technology then that'll be their commercial motivation. Using biometric data as a "physical cookie" will annoy shoppers more than it already does in the online world.
  • Posted on: 07/20/2017

    Is the one-stop grocery shop coming to an end?

    Shopping at multiple stores depending upon the products has always been done -- staples versus fresh produce, meat, seafood and deli. Every grocery store appeals to different shoppers via different specialties, perceived quality and value. An "on-the-go" lifestyle drives multiple weekly visits as it is not necessary to plan a weekly menu. Most folks make last minute decisions because it's simply not a priority and it's easy to run to the grocery store. Given this trend, grocers should present more menu and product adjacencies in order to spark impulse meal and food purchases. New merchandising patterns and planograms could be explored. Prepared foods and deli are rapidly becoming destinations -- almost a store-within-a-store.
  • Posted on: 07/18/2017

    Is online fulfillment from stores too complex for e-grocery?

    Time from order to fulfillment and accuracy are directly proportional to inventory availability. Add to that the fact that a human fulfills these orders and you can expect errors and dissatisfied customers. It's amazing to me how many issues we've discussed here over the years have lead back to inventory monitoring, availability, etc., and the number of problems and challenges that would go away if retailers and brands just knew where their stuff was at any point in time! It's time for all products to become "connected."
  • Posted on: 07/18/2017

    Is Best Buy’s latest Geek Squad service a blueprint for niche IoT?

    Best Buy's Assured Living initiative will have tremendous success. More and more Baby Boomers and seniors are staying in their homes due to healthcare costs. Connected devices and accessibility will provide caregivers and family members the ability to stay connected for safety and comfort. Home Depot, Lowe's and other DIY brands should take note and do the same for accessibility and safety devices. I myself must have installed over two dozen safety handles for friends and family.

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