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 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.

  • 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, 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.
  • Posted on: 08/02/2016

    Could mobile scan and pay lead honest shoppers into a life of crime?

    With every new technology comes new fraud, followed by new technology to stop the fraud. Mobile scan and pay is no different.Grocers should evaluate their risk tolerance for self-checkout before embracing mobile scan and pay, which allows more room for theft.In the case of self-checkout, anti-theft measures beyond "more staffing" intrude on the customer experience. Weight scales verify that the mass of the item matches the scan of the item, but cause false alerts. Video analytics verify items aren't left in carts, but are considered anti-privacy.Mobile pay carries more pitfalls, as it can occur in-aisle as well as at checkout. Are grocers ready to implement countermeasures?Consumers dislike captcha, choosing images in their online banking apps, accounts that log out after ten minutes of inactivity and the like. Yet these steps protect service providers from fraud, which ultimately helps users with lower costs. So they've become accepted.On the other hand, the kinds of countermeasures to stop mobile scan and pay are more intrusive than any of the above. Consumers likely won't accept them, and grocers will be left weighing the costs of theft against the savings and revenue gains from mobile scan and pay convenience.
  • Posted on: 07/23/2016

    Will AI mobile apps replace associates on Macy’s sales floor?

    I agree with Cristina that technology in the hands of store associates creates a better experience than publishing it to apps. The poll by Consumerist affirms this, with nearly two-thirds of department store shoppers preferring answers from human employees. So far, the Macy's app apparently only provides way finding--a limited use case — with the promise of more later.Online use cases are different. One-third of Amazon sales, half of LinkedIn connections and three-quarters of Netflix views are driven by algorithmic recommendations. Personal AI has a brighter future in settings other than department stores, where it's harder to get human assistance.
  • Posted on: 07/08/2016

    Walmart in no hurry to add other mobile payment options

    Mobile payments operate in uncharted territory. But if you give users features they want, eventually you will succeed. Walmart-backed CurrentC went nowhere, partly because of a focus on bypassing interchange fees rather than customer experience.Now there’s Walmart Pay. Retailer-specific payment platforms are rare, but even in uncharted territory there are examples to follow. Walmart Pay is oriented around shopper needs, blending shopping lists, prescription refills, gift card storage and payments into one app. But Walmart would be wise learn from Starbucks, which added loyalty discount programs and order-ahead line shortening to encourage usage.Walmart reported last year that just over 15 percent of its 140 million weekly customers used its app, but many fewer actually paid with the app. Compare that to Starbucks, which derives 24 percent of revenue from an app focused on customer experience.
  • Posted on: 06/29/2016

    How should luxury brands embrace the internet?

    As tempting as online sales are to luxury brands, there are stiff headwinds from price transparency and price competition.First, the internet is a low-cost channel. Buyers expect savings. It lacks the experience of physical retail and the social and self-expressiveness of conspicuous consumption. Price is inversely related to scarcity, yet the internet spells convenience and availability. Third-party sellers online are harder to control. This all grows worse when online pricing is transparent to in-store buyers through mobile.Second, luxury counterfeiting is rampant. Whether direct or via marketplaces, the vast majority of unit sales are fake. The ignominy of buying counterfeit goods is lessened by when the seller is an elegant-looking website rather than a street hawker. Unlike pharmaceuticals, the risk of lower quality is diminished.Brands can offset the impact of online pricing on offline sales with limited-edition items, flash sales and gifts with purchase. Countering counterfeit is mostly a legal challenge, but brands can create reasons to buy the real thing. Products with more technical ingredients, such as electronics and watches, fare better than purses. All products can provide better after-sales service to create differentiation.
  • Posted on: 06/21/2016

    Should sales guide pricing decisions?

    Most discussions of earnings tend to center on the short term. Earnings is one element of the pricing decision, alongside consumer effects, category effects and competitor reference. When we talk about pricing we need to distinguish among categories and items, as they are not created equal.Consumer effects can be measured by elasticity by product and basket, among other measures. Category effects consider switching between items as well as complementary purchases. Competitor reference starts with defining who the target competitor is, then what the acceptable gap should be.Of all of these factors, digital has had the greatest influence on competitors, by introducing new ones and increasing price transparency for all. No retailer can win on all fronts. But certain battles matter more -- those involving the most valuable customers and key categories and items.
  • Posted on: 06/18/2016

    Under Armour links purchase recommendations to fitness data

    Using fitness and health data to recommend purchases is a hands down winner. When you know activities enjoyed, calories burned, hours slept, weight gained, and other factors, you can make useful grocery suggestions. But this is more of a corporate story than a consumer one.As UA publicly transforms into a Math House, it needs to show progress. Purchase algorithms are a visible way to do that — much more than say, inventory algorithms.UA also needs to integrate its digital services. Its "Connected Fitness" IoT business expansion and MayMyFitness/MyFitnessPal/Endomondo digital community acquisitions need to be unified. Creating a single Under Armour Account with UA Shop that combines its communities and UA Record is an necessary stepUA has committed to Wall Street to nearly double its revenue from $3.9B 2015 to $7.5B 2018. Like its target market and its products, it moves fast.

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