PROFILE

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 Blockbuster.com 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.

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  • 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 Jet.com 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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