Jason Goldberg

SVP of Commerce and Content Practice, SapientRazorfish

Jason Goldberg is a shopper marketer with more than 25 years of experience in the retail industry. A fourth generation retailer, he started his career with Commodore Business Machines and Blockbuster Entertainment where he served as a senior director of marketing and visual merchandising. Over the past 10 years, Jason has served as a principal customer experience consultant for major retailers and well-known brands, including Best Buy, Levi Strauss & Co, Microsoft, Procter & Gamble, Sony, T-Mobile, Target, Walmart and many others. He has held senior leadership positions in marketing and product management for multiple West Coast-based firms focused on the retail industry. An early pioneer in digital marketing, he studied usability under Don Norman and was one of the first to apply such principals to the web when he launched in 1994.

In addition to specializing in online, in-store and mobile shopping experiences, Jason’s expertise also includes digital marketing, conversion optimization, retail analytics, visual merchandising, environmental design, customer experience architecture, interactive merchandising and digital signage. Throughout his career he has led innovative teams that have fundamentally changed the way consumers shop and make purchase decisions. His unique expertise has helped retailers create millions of daily customer engagements, delivering billions of dollars in annual revenue across a wide variety of digital and physical touch points.

  • Posted on: 11/20/2017

    How open are consumers to AI-driven shopping?

    These kinds of studies are silly. First of all, "stated" preference studies for shopping behaviors are almost always wrong, as most shopping decisions are made continuously. For example, Admaster does a poll of Chinese shoppers before Singles Day every year. Per the "stated" preference survey 84 percent of shoppers planned to shop on Singles Day in 2015, only 71 percent in 2016 and only 64 percent in 2017, so Singles Day should be shrinking every year. Yet Singles Day grossed $14.3 billion in 2015, $17.8 billion in 2016 and $25.4 billion in 2017.Even worse, in this case the study asks consumers to evaluate a tactic they can't even see/experience/consume. How does a consumer know if the great outfit in their latest Stitch Fix box is the result of a stylist that really knows her or an AI algorithm?Lastly, the definition of AI is constantly evolving. Aren't all the suggested products on the Amazon and Tmall PDPs actually generated by AI?AI, and more specifically deep learning, is a game-changing capability for commerce. But it's a back-of-the-house tactic, not a customer-facing experience.
  • Posted on: 07/17/2017

    Can toys raise J.C. Penney’s game?

    It all depends on how they define success. J.C. Penney is NOT going to become a meaningful player in the toy category, and they aren't going to be (price or assortment) competitive enough to drive new trips due to toys.But they can get their average order value up by adding toys to existing shoppers' basket.
  • Posted on: 07/17/2017

    Are $3.00 generics a sound grocery e-tailing model?

    Digital disruption of grocery shopping is going to necessitate all kinds of interesting new CPG business models. But in it's current form I don't see Brandless getting traction.The problem is that (unlike traditional store brand "generics") Brandless isn't for sale at a location or touchpoint where people are already shopping. You don't come to Kroger for a national brand and then discover Brandless. Rather, you have to explicitly go to their URL and buy from them. That means that they may call themselves "Brandless" but they are going to have to spend A LOT on digital advertising to get eyeballs. Think along the lines of that was paying $50/customer in acquisition costs. Brandless acquisition costs could be even worse ... remember they can't win by getting someone to their site that needs $3 peanut butter, they need to get someone to their site that wants/needs to buy 26 items (to get free shipping). No one wants to pay shipping and they certainly aren't going to want to join a club who's only benefit is to "lower" shipping.I love the effort to disrupt a digitally immature industry and Brandless may well be able to "pivot" to a different model that is successful, but I just don't see the current model working.
  • Posted on: 07/07/2017

    Is QVC’s acquisition of HSN more about TV shopping or e-commerce?

    This is really about consolidating audiences in a declining market. It's true that both firms have seen a majority of their orders shift from phone to e-commerce, but the overwhelming majority of purchase intent for both firms is their TV content. What they sell online is what's promoted on the show, not what's in their deep catalogs.The challenge for both firms is that neither firm is very successful at acquiring new shoppers. So this acquisition helps in the short term by aggregating audiences but doesn't do much for the longer term. Millennials and Gen Z are pulling content they are interested in rather than letting TV networks push content to them.

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