PROFILE

Dan Frechtling

SVP Product and Marketing, CMO, G2 Web Services

Dan oversees product and marketing for G2 Web Services, a payments technology and service provider operating in the Americas, Europe, Middle East, and Asia.

Previously, Dan ran global product management for hibu, a leading provider of digital services connecting local consumers and merchants in the US, UK, Spain and Latin America. Prior to that, he was Vice President Marketing and Vice President Client Solutions for DS-IQ, where he re-launched digital couponing products for SUPERVALU and developed and executed marketing strategies for digital media at Walmart.

Earlier, he was general manager of DVD games and youth electronics as Director of Worldwide Marketing for Mattel. At Stamps.com he helped launch the first server-based web postage technology.  At McKinsey & Company he led engagements for consumer and technology clients.

Dan earned his MBA with distinction from Harvard Business School and his BS in Journalism/Economics from Northwestern University. He speaks Mandarin Chinese.

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  • Posted on: 12/09/2016

    Amazon offers incentives for Prime members to wait on deliveries

    Amazon is offering a choice, not issuing a decree. They are adding an option, not taking away a privilege.If an insufficient number of shoppers take the option, Amazon tests higher incentives until they reach their target redemption. Revolving “no-rush shipping” offers of $1, $2 and $5.99 Prime Pantry credits have been around since at least 2014. I suspect they don’t pay much attention to Consumerist.Ever heard a flight attendant announce your flight has been over-booked and offer travelers a credit to fly later? That’s what’s going on here. The credit rises until someone redeems. If the offer is too low for you, don’t take it.
  • Posted on: 12/04/2016

    Will Starbucks be the same without Howard Schultz as CEO?

    Of the many qualifications it would take to be Starbucks CEO, Kevin Johnson has four of them in spades: global CEO experience, charismatic leadership, trust from Howard Shultz, and technology chops.The first three are givens. The latter point says as much about Starbucks as it does the new CEO.Mobile payments now comprise nearly 25% of Starbucks orders, while mobile order & pay accounts for 6% of transactions. Both are growing. Starbucks had over 1,000 tech workers earlier this year and has been adding to the ranks.The company no doubt will have struggles ahead, but having the right leaders (plural) in place won't be one of them.
  • Posted on: 11/27/2016

    What will Trump’s TPP rejection mean for retail?

    Unfortunately, retail buyers have to contend with more than just the impact (or lack thereof) of the TPP.Nullifying the TPP maintains tariffs and makes foreign goods more expensive. Yet raising interest rates, as the Fed has indicated it will do, makes foreign goods cheaper.Bringing manufacturing jobs back to the U.S. would require an equalization of regulations. Yet for U.S. factories to compete, environmental standards would likely be lowered. (the TPP would have equalized this by raising overseas regulations.)Apparel and shoes, two oft-cited categories, are discretionary. So unit volumes (and factory utilization) decline when prices go up.You can't just pull one lever like tariffs and expect all else to be equal. Governing is different from campaigning.
  • Posted on: 11/18/2016

    Retailers go beyond (below) price-matching for the holidays

    Price-matching is a wager that lower margin on a particular item is exceeded by more trips and higher basket size.It used to work. In fact, it was one of the best ways to free up stalled purchase decisions. Four years ago, Forrester estimated only 5-10% of transactions requested a price match. A far greater percentage were attracted to the store by the promise of fair prices, but didn't actually bargain.Today the match rate is indeed higher, with more retailers advertising it, more online choices, more dynamic pricing, and more smartphones in peoples' hands. Most would now say price matching has tipped the scales, with losses exceeding gains.The predominant view may be right. Price matching may be a bad bet. Yet price matching still may work. Herein lies the irony: the paradox of choice.Few shoppers relish negotiating. Too many options for price-matching overwhelm them. These shoppers don't really enjoy the race to the bottom. They just want to buy their gift and feel like they got a fair price. Price-matching policies free them psychologically from the doom loop of price analysis and give them confidence to "buy." And for retailers, promising to match prices is much better than promising to beat them.
  • Posted on: 11/01/2016

    Staples brings Watson to digital office assistants

    This is a brilliant brand building concept but a flawed technology concept.Infusing the Easy Button with intelligence reinforces Staples’s positioning. Rather than something to pound on to vent frustration, the Easy Button now eases mundane tasks like purchasing. Adding Watson (another brand) to the mix wraps Staples within a forward-thinking halo.Expecting users to add another piece of hardware to their desk is dubious. They already have a keyboard, a screen (likely more than one), a mouse, a deskphone, and their smartphone. If they still use paper (and Staples really hopes they do), they have files, a stapler, and pens vying for space. Now their coffee cup has competition.Today this is a novelty. It orders post-it notes. It doesn’t do travel, or schedule meetings, or call people in your address book. So it’s not a digital personal assistant yet. It’s a one-hit wonder with a short shelf life unless it does more.
  • Posted on: 10/27/2016

    Does talking to a human still matter?

    So much of what we call AI ranges from the general intelligence of AI to specific intelligence of neural networks to simple bionics. The latter is actually most common today — machines that allow humans to operate at greater speed and greater volume than they can organically.Bionics applied to chat can route questions to the right entity: chatbots for software troubleshooting, humans for billing mistakes. Neural networks applied to customer service begin by solving common problems. They need a large training set to "learn" what to do (learning" means running the same process over and over and adjusting based on the feedback — such as, "was the problem solved for the customer?").The general intelligence of AI doesn't exist yet, other than in sci-fi films. It is far from inevitable. Humans fear not.
  • Posted on: 10/12/2016

    Could a ‘breakfast aisle’ revitalize the grocery center store?

    I have to agree with Stephen, and then some. I'm not sure the cereal aisle is broken. It's where you go for cereal, oatmeal, bars and pastries.Trying to turn it into the "breakfast food occasion aisle" seems silly when shoppers are going there not to eat breakfast, but rather purchase shelf stable food for later consumption. It certainly won't work for quick trip shopping occasions.Creating a breakfast construct to teach people to buy their bacon or eggs with their cereal is artificial. What if Google gave you bacon brands alongside your search for Wheaties?
  • Posted on: 10/06/2016

    Will Google’s new devices give Apple and Amazon some competition?

    Google's announcement will lift awareness for the category of connected home devices, but it won't catapult Google into the lead anywhere.Samsung will continue to lead in Android phones. This is because Google Pixel phones are late smartphone entrants and will be more expensive than the predecessor Nexus line.The promise of AI remains a promise. Siri has been around for five years but still doesn't turn on most users -- it gets turned off more frequently. Only 30 percent of iPhone owners use it regularly.Instead, by tying together a launch of smartphones, Google Home and Chromecast, the company links the ideas of mobile devices, entertainment and home automation. This will raise awareness and consideration of all the options, including Amazon Echo, Samsung SmartThings and even Alphabet's Nest.
  • Posted on: 09/27/2016

    Facebook customizes ads to local inventories

    Even with wide adoption of smartphones, customizing ads to interests, seasonality and location is a proposition that only a few online media properties can execute. Facebook is one, Google is another.From the consumer's perspective, Google's product tied to in-store inventory beats Facebook's. Google offers more choice and more selection for two reasons. First, most shopping trips are planned, rather than impulse. Google Local Inventory Ads start with consumer search — intent to buy, not intent to sell. Second, Google has more advertisers, which means more inventory, more choice, and better prices. Further, advertisers can add promotion on Google at any time.More interesting in the Facebook announcement were the other tactics to allow shoppers to choose to go to the store or buy online: lookalike products, wish lists, find out more, and other choices of actions will make Facebook ads more useful for social commerce.
  • Posted on: 09/21/2016

    Is consumer demand really that unpredictable?

    Tried and true time-series sales data succeeds for popular “big head” products in large regions. By itself it is insufficient for slower moving "long tail" items, especially in local markets.Sales data needs to be supplemented with causal non-sales data. For example, overlaying web search and social sentiment data from dealership trading areas predicts auto sales because people do a lot of research before buying cars. Adding weather data helps Tesco anticipate cold remedy sales.It takes a lot of trial and error to surface other demand predictors, but it can be done with practice.
  • Posted on: 09/13/2016

    Amazon and Fanatics play ‘anytime, anywhere, anyhow’ commerce on game day

    This is a great idea with modest revenue potential for Amazon. Will it spread to other venues or remain only for marquis games in the biggest cities?Amazon should look into a reseller model. Booster groups, philanthropies and other local organizations are a perfect marketing channel to build awareness and trial with their loyal members.Local groups acquire customers, Amazon runs the operations -- up to the last mile if needed. The convenience and novelty is so great that price markups for revenue share will not be an issue.The same goes for UberEATS. Both Amazon and Uber can build buzz and trial while offloading marketing expense.
  • Posted on: 08/31/2016

    Is good karma the newest customer reward?

    Backcountry takes refer-a-friend to a new level. Most attention is focused on how they turn referral incentives upside down by rewarding only the receiver, not the giver.Just as impressive are the scalable marketing tools provided to advocates. Givers can choose email, Facebook or Twitter for mass communication. A utility from CloudSponge enables advocates to import contacts from one of six top email and address book programs. The Facebook and Twitter tools provide even broader reach.Hippy-dippy goes high-tech. Now you can beam karma to your contacts, friends and followers.
  • Posted on: 08/25/2016

    Can Best Buy build momentum with new services and IoT?

    While I'm skeptical the connected home will reach the size of categories like music/movies that helped electronics retailers in the past, Best Buy is making smart moves early in the IoT category life cycle.In particular, price, service and omnichannel offers stand out.Its price-match guarantee applies. As long as the price is from a local retailer (including CostCo) or one of seven online retailers (including Amazon.com, though not third party sellers), Best Buy will match IoT prices.Its service is personal and accessible. Best Buy touts stores within 15 minutes for 70 percent of U.S. shoppers. Geek Squad offers in-store and in-home consultation.Its online value proposition stands out. Online sales grew 24 percent for the second quarter in a row. Best Buy offers free two-day shipping for single-channel shoppers and full service for shoppers who start online and buy in-store.If only Insignia offered a private-label Echo that steered sales toward Best Buy and its partners.
  • Posted on: 08/17/2016

    Does Millennials’ credit card wariness spell trouble for retail?

    Lower use of credit can crimp spending in the short-term. After all, credit is really just time-shifting your income. If Millennials are unwilling or unable to spend ahead of income, retail purchases get spread out over time.But lower formation of households is a bigger driver of Millennial spending than credit. The need to buy is a bigger driver than is the way to buy. And nothing increases the need to buy as much as children.Millennials are waiting longer to get married and have children. The fertility rate of Millennials is the lowest of any U.S. generation ever recorded.Some of the same influences that create aversion to credit also create aversion to starting families. These include paying off existing student loans, lower income in relation to rising home prices and experience watching older generations struggle with spending and the loss of real estate wealth. Further, putting off the use of credit makes it harder to qualify for mortgages, which in turn suppresses home buying and related household purchases.The leading edge of Millennials is entering the housing market. Let’s hope that augurs well for pent up demand.
  • Posted on: 08/09/2016

    Kroger pushes its tech advantage

    Collaboration between retail and CPG starts with a common platform and common goals. The platform should combine multiple feeds, including point-of-sale, loyalty, inventory, promotional planning and alternative sources like web and social. Market6 has been successful with its model of pulling together data from different systems.But organizational objectives sit above the platform. CPG and retail can't maximize convergent data without committing to the same goals and standardizing on consistent information sources and formats across enterprises. Cooperation must go beyond short-term promotions and merchandising to longer-term and lifetime measures of value.As far as integrations go, this one should be less fraught than most with only 55 Market6 employees, many of whom will simply switch Cincinnati offices, and the cultural commonalities between 84.51 and Market6.

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