PROFILE

Dave Wendland

Vice President, Hamacher Resource Group

Bringing more than 25 years marketing and business development experience to the organization, Dave is responsible for strategic, partner development, and trade relations activities for the organization. In addition he works closely with the company’s marketing, business development, and national account teams to strengthen client relationships and enhance product value. Dave is also the primary architect and leader of the company’s Collaborative Strategy Sessions conducted on behalf of clients looking to extend their market reach, discover new opportunities, or plan future products.

Recognized for his retail expertise, Dave’s insights and forward-thinking make him a sought-after speaker and author. Delivering more than 20 presentations each year and authoring more than 50 articles and blogs, his passion for helping organizations realize their potential is evident.

Dave joined Hamacher in 1992 after having operated a California-based marketing firm. Dave graduated from the University of Wisconsin – Whitewater with a Communications and Marketing degree.

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Behind the Shelf (blog)

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  • Posted on: 11/29/2016

    The RetailWire Christmas Commercial Challenge: Amazon.com vs. Jet.com

    Glad you elected to weigh in, Lee. You characterized your reaction(s) very well.
  • Posted on: 11/29/2016

    The RetailWire Christmas Commercial Challenge: Amazon.com vs. Jet.com

    The Amazon spot is by far more heartwarming and displays a unique sense of humanity. It made me feel connected. The Jet.com ad is so-so and leaves no lasting impression with me.
  • Posted on: 11/28/2016

    Is Chobani smart to open cafés in grocery stores?

    For Chobani it's visibility, reach and trial. For retailers it's experiential, lively and engaging. I see it as a win-win and I definitely see more room for vendor shops in our future (assuming something as "fashionable" and appealing as Chobani is offered).
  • Posted on: 11/14/2016

    Where are the omnichannel metrics?

    Yes, the entire ballgame is changing before our eyes. And Chris' questions are an excellent starting point toward framing a new conversation. Ultimately, I agree with my BrainTrust colleagues that sales growth remains a metric. However, I'm keenly interested in the profitability per customer and the cost of acquisition/retention in a new omnichannel environment. I'd also want to measure loyalty and basket size per customer.The list of metrics is being defined as we go. And, paraphrasing Yogi Berra, "The future is definitely not what it used to be!"
  • Posted on: 11/07/2016

    Will a national loyalty program yield rewards for Whole Foods?

    The challenges facing Whole Foods won't be resolved by the introduction of a loyalty program that is merely focused on price discounts. Here's an idea that I do believe has legs, however. What if the program was a lifestyle program rather than a loyalty program wherein Whole Foods partnered with other retailers who cater to the same demographic (e.g., Massage Envy) for a more holistic package of benefits?
  • Posted on: 11/03/2016

    Can anyone fix Target’s grocery business?

    Getting it right at retail in any segment is an ever changing goal. And the grocery segment has been rapidly evolving (consolidation, Amazon Fresh, Aldi, Lidl, convenience channel expansion, etc.) during Ms. Dament's watch.That said, I don't believe Target should give up on grocery. Why? Because the shoppers in the store have found benefit in the one-stop shopping environment. The challenge, in my opinion, is that the assortment is too broad in some categories, too narrow in others, and not organized for convenience. I'd prefer that Target make a decision to either be a full-line grocer (this is going to present the biggest challenge), a private brand destination (e.g., Aldi-esque), or a c-store (think "7-11 inside"). Once identity is determined, Target must rally around that focused business and return to its more effective marketing roots.I'm sure many of my BrainTrust counterparts will recommend abandoning grocery altogether ... I guess I'm the eternal optimist and would rather see this phoenix rise from its own ashes.
  • Posted on: 11/02/2016

    Will curbside pickup drive front-end sales at CVS?

    For years I've suggested curbside pickup to independent pharmacies who had physical locations that would not permit a drive-thru. In that instance, I believe combining curbside pick-up for a prescription with front-end necessities could work well (and I've worked with several who can prove it!).In the case of CVS, however, I see it as a marketing novelty that will likely not translate into a significant sales lift. The convenience factor is admirable. In my view, the basket-building potential is limited.
  • Posted on: 10/26/2016

    How can retailers achieve consistent branding across touchpoints?

    Although I agree entirely with Max Goldberg about technology gaps and social media understanding, I've also seen brands struggle with the establishment of a true voice.Unless a retailer or CPG manufacturer can effectively communicate their message consistently across multiple platforms, they run the risk of appearing disingenuous and non-authentic. And messaging encompasses words, images, colors, catch phrases and tone.
  • Posted on: 10/24/2016

    Should Bass Pro retire the Cabela’s name?

    My two cents. Operating as two separate banners could present a risk for Bass Pro Shops and put stress on advertising, message development and the maintenance of separate value propositions. However, loyalists (especially hunters who strongly favor Cabela's) will not be too fond of a complete renaming.So what is my recommended path forward? Bass Pro Shops will have to be the lead banner with a store-within-a-store concept that communicates a "Cabela's Inside" stance. Hopefully this will satisfy the loyalists while attracting new shoppers to the original Bass Pro Shops locations.Either way, mergers of this sort take patience, finesse and perseverance on the part of management, staff and customer bases.
  • Posted on: 10/12/2016

    Will Amazon give new meaning to convenience stores?

    Yes, I think Amazon will give new meaning to convenience stores. What we must first do is throw away conventional logic that defines a c-store. Then use our imaginations in much the same way Amazon will as it launches into the brick-and-mortar fray. Honestly, I'd be very surprised if they do exactly what everyone else in the space is doing expecting different results ... that sounds like insanity to me.
  • Posted on: 09/27/2016

    Target wraps up its first tech accelerator program

    It's exciting to see retailers such as Target embracing innovation and inviting tech-savvy pacesetters to share their visions. I expect this approach to expand quickly across other retail venues.This week the Global Market Development Center, a trade association connecting retailers, wholesalers, suppliers and service/solution companies in the General Merchandise and Health/Beauty/Wellness marketplaces, is hosting its first accelerator program, Retail Tomorrow, at its annual HBW conference to be held in San Antonio. Another example showcasing innovation that will shape the future of retail.The benefit of such forward-looking programs propels entrepreneurial luminaries onto center stage. My hope is that retailers -- and suppliers -- will seize the exciting opportunities at hand and leapfrog traditional obstacles.
  • Posted on: 09/21/2016

    Is consumer demand really that unpredictable?

    Demand planning appears to have become trickier given the fickleness of shoppers and their lack of loyalty. Consumers are making purchases anytime, anywhere and from anyone. So is the anticipation of demand difficult? Yes. Do I expect it to get easier in the near-term? No.
  • Posted on: 09/20/2016

    Unilever makes ‘purpose-driven’ deal for Seventh Generation

    Yes, this is an excellent acquisition and will provide compelling growth for the company. My encouragement to Unilever is to allow the "purpose-driven" brand philosophy to infiltrate other brands within the Unilever portfolio. At the end of the day, consumers will decide whether the acquisition makes sense and if Unilever is remaining relevant with Seventh Generation and its other franchise brands.
  • Posted on: 09/16/2016

    When will AR and VR become “realities” at retail?

    Many comments from my esteemed BrainTrust colleagues suggest that retailers wait. My answer is a bit different — it depends. For clothing retailers and cosmetic/beauty stores, I suggest it be investigated now (there are some emerging technologies that look applicable). For grocers, hardware stores, and c-stores, I don't see an application today. Technology is emerging quickly and I envision a day where costs — and consumer acceptance — converge and create a "Pokemon Go" moment that includes VR/AR at retail.
  • Posted on: 09/13/2016

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

    Innovative way to build brand ubiquity. Smart move by Amazon -- even if it doesn't drive spectacular sales results. I love the out-of-the-box thinking (I wish more were willing to step outside their comfort zones).

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