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: 08/16/2017

    Will more promos fix Dick’s Sporting Goods pricing challenge?

    Unfortunately, this type of discounting "tactic" has been discussed many times on RetailWire as brick-and-mortar retailers strive to remain relevant. The challenge -- and outcome -- is always the same. This short-lived tactic does not take the place of a long-term strategy.
  • Posted on: 08/16/2017

    What bad habits do retail solution providers need to break?

    Outsourcing to trusted partners has certainly become en vogue. Although there has always been a place for quality, vetted outsiders to bring value to retail operations, today's pace of business, downward earnings pressures and need to bring "new thinking" to retail has made it mandatory.Carol succinctly touched on eight pitfalls of outsourcing. The two that resonated with me most (and the ones where our firm is sometimes called in to right the ship after a poor outsourcing decision was made) include: providing sketchy value and attempting to run before learning to crawl.From my 25 years experience providing value-added services across the retail supply chain in areas such as product assortment and placement, retail execution strategies, fixture coordination, item database management, brand marketing and analytics, I must admit that some retailers make short-sighted decisions. Too often they select an outsider to provide a quick fix to a problem rather than choosing a longer-term strategic partner that can immerse themselves into the operation and serve as a valued member of the team.
  • Posted on: 08/08/2017

    Does Dunkin’ need donuts?

    Personally, I would not have dropped the "donuts." Rather I would have added a symbol that implied the chain offers more -- such as a plus sign or an "&More."Will consumers care? I doubt it. They know that Dunkin' sells donuts. But will it generate a measurable sales lift? I also doubt it.
  • Posted on: 08/08/2017

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

    For CPG brands looking to resonate with shoppers and build stronger recognition, pop-ups may be the ideal solution. I wrote a commentary on this topic for Chain Drug Review earlier this year and continue to applaud such efforts. The best way to achieve positive outcomes is to ensure that the intended audience for the CPG brand aligns with the shoppers within the retail setting.
  • Posted on: 08/07/2017

    Is agile fulfillment the solution to retail’s renaissance?

    Achieving a cost-effective fulfillment chain requires that retailers stop trying to force fit an approach into their existing framework. I envision a FaaST (Fulfillment-as-a-Service Transaction) model where focus is on the entire consumer experience and speed of execution and not solely focused on pick, pack, and ship. I'd love to see how we can work together to transition to a FaaST end-to-end process and replace the outmoded, product-centric model.
  • Posted on: 07/25/2017

    Will dropping prices on cosmetics drive traffic to department stores?

    Beauty may be in the eye of the beholder, however dropping prices or stocking lower-priced brands may be a short-lived tactic. My advice would be to invest in the experience and differentiation. Lower prices will lower expectations and may ultimately spiral in an unintended direction.
  • Posted on: 07/24/2017

    Do consumers want to be recognized across channels?

    Like anything, finding the right balance is critical. I don't think consumers can have it both ways: desiring localized/personalized service without "engaging" with the retailer. Relevant and responsible communication with shoppers will be welcomed. Perhaps Marshall McLuhan would have changed his views given today's reach to consumers and declared, "It's not about the media or device, rather it is ALL about the message."
  • Posted on: 07/19/2017

    Will Dick’s price match keep it on top of the sporting goods category?

    I fear this is a slippery slope for Dick's. Consumers may soon decide that price-matching after the fact is too much hassle and that Dick's must be priced too high. Although as a short-term tactic it can be useful, I personally do not believe such an approach is a long-term strategy.
  • Posted on: 06/20/2017

    Can humanizing self-checkouts reduce theft?

    Unfortunately, it is my belief that shoppers will always find a way to beat the system. Regardless of threats or prosecution, more (expensive) staff to monitor self-checkout or humanization, some people are simply dishonest.My advice is before investing significant expense to overcome what is surely the exception not the rule with self-checkout, plan for the next major technological shift which will consist of a scan-and-go process for customers while selecting items at shelf (in other words, no checkout whatsoever).
  • Posted on: 06/01/2017

    Should Amazon buy Macy’s?

    Although an interesting notion, I have to wonder if this is the best option for Amazon's expansion. Consider the reinvention required to transform a department store operation to relevance; it's a monumental task. Regarding curation of the latest and greatest fashions, etc., there are other less expensive paths to ponder -- such as "acquiring" the best talent in the space at a fraction of the cost of assuming Macy's infrastructure. And finally, Amazon's continued move into brick-and-mortar begins with the question of location and access. Unless the real estate assets of Macy's are unbelievably solid, I believe there may be alternatives for Amazon.
  • Posted on: 05/25/2017

    Are some retailer CEOs too old to learn new tricks?

    CEOs that underestimate trends and do not recognize emerging opportunities quickly enough are definitely present across today's retail landscape. It may not be that they are "too old to learn new tricks," rather it's that they are paralyzed by inaction or confused by the various pathways in front of them.About 18 months ago I started referring to these retail operations as "establishment" retailers -- unwilling to change or unknowing which direction to turn. Establishing a vision and breaking the status quo to achieve it is not for the faint of heart. However, as credited to Lewis Carroll's classic Alice's Adventures in Wonderland, "If you don't know where you're going, any road will take you there."
  • Posted on: 05/18/2017

    Is the $400B prescription drug business ripe for an Amazon disruption?

    Entry into the pharmacy market is a natural fit for Amazon's model. And the potential scale, efficiencies and visibility would indeed change the face of the traditional retail dispensary model. (A watchword to the established pharmacy sector ... up your game and focus on the value of advice rather than the Rx commodity or Amazon may eat your lunch.)Sure there are obstacles and hoops -- nothing that Amazon isn't capable of conquering. Even if Amazon elected to only focus on maintenance drugs and the highest volume generics, the size of the prize may be worth pursuing. Combined with the analytics and basket-building knowledge that Amazon holds, I believe this market is too ripe to ignore.
  • Posted on: 05/17/2017

    How many training hours are appropriate for store-level workers?

    Let me be among the first to say that staff training is essential to demonstrate a point of difference and express a commitment to consumers. However comparing a consumer's product research habits on a single SKU to an associate's level of knowledge of the same is askew.Retailers should focus on creating a knowledge bank of product information and THEN provide training on how to use tools to access the information. The best training should be based on empowering the associates not overwhelming them with endless talking points and senseless product features. Another aspect of training that is too often overlooked at retail is the enhancement of "charisma" (in other words -- people skills!).
  • Posted on: 05/12/2017

    Will Unilever’s investment in an organic meal kit maker pay off?

    Let me begin by commenting on Unilever's investment in Sun Basket. I do think this is a prudent move for the company and an area that will broaden Unilever's understanding of the space and strengthen their brand portfolio. Although the investment is quite large, starting from scratch would have not only delayed their entry into the space, but also required learning as they go.As for the meal kit space in general. It is my belief that this is not a fad. Quality, cost and reliability are big issues to overcome. While at the same time, consumers want convenience, variety and an "experience." Meal kits can deliver all of the benefit sought by shoppers and will continue to soar as the issues of quality and cost are adequately addressed.
  • Posted on: 05/02/2017

    Will giving associates mobile devices enhance the shopping experience?

    Yes. Empowering associates with knowledge at their fingertips to better engage shoppers is essential. And offering mobile in-aisle POS will become ubiquitous.It seems to me that in-store technology, including mobile devices for associates, needs to be deployed as quickly as possible to improve the shopping experience, deliver more efficiency, encourage basket-building in the aisle, provide access to relevant information and compete more effectively with online options.

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