Gib Bassett

Retail and Consumer Goods Industry Principal, Oracle

Gib Bassett is a Retail and Consumer Goods Industry Principal with Oracle Corp.  His role involves helping Retail and Consumer Goods organizations take advantage of big data analytics and applications to adapt their businesses to the new world of connected consumers.

Gib has a BA in Public Relations from Purdue University and an MBA from DePaul University.  Connect with him on Twitter @gibbassett.

  • Posted on: 11/30/2016

    Will sales promotions be the death of department stores?

    The problem with this news is that it's old. For many years now we've been talking about retail discounting being core to the structural issues the industry faces. Instead of continuing to identify the problem and say customer experience must be job number one, it would be best for retailers to instead start asking the tough questions about their business, customers and competition to figure out how to change course. This is a fundamental analytics problem retailers must fix. Honestly, I think discounting is now expected by all consumers so it cannot be undone. Instead, retailers must figure out how to embed discounts into an overall strategy to improve the customer experience. Either this, or become explicitly entertainment or experiential businesses with retail embedded within them -- maybe that is the strategy?
  • Posted on: 11/30/2016

    Can engagement replace transaction rewards?

    It's a terrific idea, but it probably must be very low friction to see much adoption. So packaging this in the form of creative and relevant programs is important. In the end, you can see how those who drive the purchase points-based loyalty effort must partner with marketing/creative agencies to make this work at scale.
  • Posted on: 05/24/2016

    Why isn’t in-store tech focused more on full-service?

    This discussion is similar to this one.I think the challenge for many retailers is viewing their associates as part of an overall strategy, not just a necessary expense to operate the physical store. Starting small by focusing on what makes a store associate's job challenging, which also plays a role in shopper satisfaction, makes sense from a store-tech prioritization standpoint. When the pay is relatively low, I think you need to work especially hard to have employees act consistently as brand ambassadors. So you have to focus as much on the associate's job satisfaction as on the shopper's in my opinion.

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