PROFILE

Joan Treistman

President, The Treistman Group LLC

Joan Treistman built upon her more than 30 years of experience on both the client and supplier side when she founded The Treistman Group in 2008.

Through her extensive work in brand communications, package design, website optimization, advertising, direct mail and new product development, Joan has earned the respect of her clients and colleagues and become an admired leader in the marketing research industry.

The firm reflects Joan’s creative instincts, impassioned style and expertise in developing methodologies that deliver decisive and timely information. Joan brings a deep understanding of consumer behavior and provides valuable insights for some of the world’s most successful brands.

As an industry leader, Joan has a strong commitment to the growth and evolution of marketing research and to mentoring young marketing research professionals.

  • She is an active member in a number of industry organizations including the American Marketing Association where she is a member of the Market Research Council, served as the Committee Chair for the 2005 Annual Marketing Research Conference and was President of the New York Chapter. Most recently Joan served on the AMA committee which redefined marketing for the industry as well as the committee for Ethics.
  • She has served on the Boards of the Advertising Research Foundation and the Council of American Survey Research Organizations (CASRO), and is formerly a member of the Professional Chapters Committee (PCC) of the AMA. She was President of the Market Research Council which selects the annual recipients of the Market Research Hall of Fame and a member of Advertising Women of New York where she has served on the Good, Bad and Ugly Awards committee along with other activities.

Until January, 2008, Joan was Executive Vice President of M/A/R/C where she formed a new qualitative division and developed the OptiMARC tool. Joan’s earlier positions include Senior Vice President at Gfk/NOP World, President of Treistman & Stark Marketing, and Founding Partner of Perception Research Services. She began her career as a Research Manager at Quaker Oats. Joan holds a Bachelor of Arts degree from the City College of New York and an MBA from the University Of Chicago Graduate School Of Business.

Joan lives in the New York area with husband Norman, and is best friends with her daughters, Eva and Michelle.

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  • Posted on: 10/16/2017

    Should Coach Inc. have changed its name?

    If Coach continues to market its leather goods and related accessories with the Coach name intact, then I see no downside to the corporate name changes. There will be no change for consumers to see and therefore no particular impact. Retailers and other business partners have to be assured that Tapestry will maintain positive relationships it has established and improve sales for all the brands in the conglomerate. Changing the corporate identity to Tapestry opens the way to consolidation of in-house operations and perhaps greater profitability overall.
  • Posted on: 09/19/2017

    Does aggressive seasonal hiring portend a merry retailing Christmas?

    What a balancing act for retailers as consumers navigate between stores and websites. It’s not likely that the job expansion for the Christmas season will last beyond the holiday. I agree that over-hiring for the positive in-store experience is an investment to bring shoppers back for more. Convenience and in-store experience have to be prominent on the minds of retailers for every season and every channel they offer consumers.
  • Posted on: 09/18/2017

    Did this startup make a big mistake calling itself Bodega?

    The “Bodega” concept holds a lot of promise. I don’t see any serious pitfalls other than the name. But we’ve learned that insensitivity is not necessarily followed by repercussions.It seems there was no research or even just asking friends and family about possible downsides using a name associated with an existing entity that is deeply entrenched among consumer segments that could be offended. Every name evaluation asks respondents about possible negative associations. I’m guessing that there would have been enough suggestions about backlash to warrant an alternative. But then again, I’m just guessing and haven’t done the research.
  • Posted on: 08/25/2017

    What’s delaying BTS selling?

    The prevalent factors as stated above are price deals, scattered school schedules, heat and waiting to see fashion trends. I’m wondering if those fashion and school equipment trends are not changing as dramatically year to year as they did some time ago.What’s in the BTS basket? Could it be that there is no need to buy as much as there was in the past? It’s hard to imagine kids (of a certain age, maybe all ages) not wanting something “new.” And of course, clothing sizes changes as children grow. But what about the other stuff?I’d love to hear about this from the folks responding to this article. Thanks in advance.
  • Posted on: 08/24/2017

    Will chatbots lead consumers to more purchases?

    I admit I had to look up "chatbot." Now that I have the definition I realize that my Amazon Echo is training me as to how to engage with a chatbot. Therefore, I’m one of those shoppers who can be engaged with chatbot technology. Yay me. And in turn with the right strategy my engagement can be turned into sales.There are those, I think they’re younger and/or more technologically grounded, who are more aware and apt to turn to chatbots quickly and easily. But the rest of us (I think there are more than just me) will get there quickly and offer great opportunities for retailers. If retailers recognize the questions customers are asking themselves, the knowledge can be easily transferred to chatbots that are ready and willing and able to answer those shopper questions -- in the aisle, at home or on the way to the store or the website. That facilitates transactions and that in turn means more revenue.
  • Posted on: 08/23/2017

    Will TJX’s Homesense repeat the success of HomeGoods?

    I agree with Tom. Shoppers know that there are similar items in T.J. Maxx, HomeGoods and Marshalls. Adding Homesense to the “rotation” adds to the fun and excitement of discovery. I’m not sure it will increase the revenue without some new entries into inventory.
  • Posted on: 08/22/2017

    Will a former eBay and Home Depot exec help Macy’s get turned around?

    I’m not optimistic.It could be that I don’t think e-commerce is a cure-all for overcoming merchandising challenges. Hal Lawton’s hiring suggests that Macy’s omnichannel asset will be directed to emphasize e-commerce.With private label declining in so many sectors, I wonder why Macy’s would want to place so much of its future into the promise of private label growth. How well does private label work via e-commerce?
  • Posted on: 08/21/2017

    Where did Applebee’s go wrong with Millennials?

    I agree that most marketers are looking to attract Millennials. As others have stated they are often misled thinking that Millennials can be targeted by age, overlooking life stage and cultural context.Applebee’s seems to have made the mistake of thinking (let me know if I’m wrong) that test marketing or a soft roll out was not necessary. Theoretically that could have prevented such a huge disaster.Many of my clients want in on Millennials, even when their current consumers average 70 years of age. I believe that it takes a little bit of humility to step back and take a broader look at the particular marketplace. Yes there are some general principles about authenticity and customization, but category specification and credibility have to be addressed as well. Maybe Millennials can’t be a target audience for every business.
  • Posted on: 07/28/2017

    Have men become the primary grocery shoppers in America?

    Are grocery products gender targeted? Chicken for guys; lamb for women? Balsamic vinaigrette dressing for women; Russian dressing for men?I remember working on packaging for Hunt’s Manwich and the need to simultaneously convey heartiness for men, but still attract the attention of women at the shelf. The message for men had to be understood by women, since they were more likely to be the person in the store. As more men are the shoppers, the same challenge exists, i.e. convey messages that appeal to the designated “user” and attract the attention of the actual buyer (possibly the same person; maybe not).For those in the trenches I believe the challenge with more men in the store is to better understand how they navigate the aisles and shelves and leverage that knowledge. That’s the way to insure there is an opportunity for brands to get attention from both sexes.
  • Posted on: 07/27/2017

    Will ‘doubling down’ on tech help McD’s disrupt the fast food business?

    Using technology makes sense as long as customers use the technology and maintain or increase purchases. The option of interacting with a human at McDonald’s is a valuable safety net as the tech solutions are rolled out. I agree with the others who suggest this is not a disrupter, but rather a natural step in exploring potential enhancement to business.
  • Posted on: 07/26/2017

    Can in-store experiences save retail?

    Call me old-fashioned, but numbers alone are not the answer. A good store experience is one where customers are glad they are in the store and don’t hesitate to come back. What does it take to make that happen? Well, find out where shoppers are glad and where they’re not, where it matters and where it doesn’t.Yes the answers can be in the data, but the kind you gather from speaking with customers and non-customers, not from previous transactions alone. It’s a blending of what information you have and what you still need to get the understanding that contributes to effective strategy and tactics.Yes in some cases, like the quick in-and-out purchase, it seems unlikely that the “store experience” matters ... unless the experience focuses on helping the shopper get in and out quickly.
  • Posted on: 07/25/2017

    Will dropping prices on cosmetics drive traffic to department stores?

    Shoppers who want reduced prices for what they buy will find it, perhaps online, maybe in a store -- but somewhere. Going to the mall or large department store for that lower price in cosmetics doesn’t seem like a motivation that can be sustained. If discounted cosmetics brings someone into a store, there’s little to prod the person further in and up the escalator. Finally, with fewer employees in the store, the shopping experience (for cosmetics) won’t be as satisfactory as that in a Sephora, for example. I don’t see how this can be a successful initiative for mall anchors.
  • Posted on: 07/24/2017

    Do mini makeup studios make sense for Sephora?

    Sephora is tapping into women’s want for looking good ... now. There are hair salons that simply offer wash and blow out, because women want to look their best and don’t rely on themselves and/or don’t have the time. Experienced hairdressers can help with know-how and convenience. Sephora’s studios can offer the same concept of helping women look their best ... now. The products used to make that happen become a natural shopping list.To maximize the return on investment for the studios, Sephora studio staff needs to encourage an immediate purchase as brand name cosmetics are available in stores and online. I do have one worry. The number of studios over the long term may hire employees that disappoint rather than exceed expectations. That could jeopardize Sephora’s standing overall.
  • Posted on: 07/13/2017

    How will the Supreme Court’s decision on Trump’s travel ban affect retailers?

    I applaud the companies that are re-assuring and supporting their employees with services and statements. An old but relevant saying answers the questions that start with “how.” Where there is a will, there is a way.
  • Posted on: 07/10/2017

    Will consumers ever feel better about sharing their data?

    Until retailers subscribe to protecting their networks from hacking and involuntary exposure of consumer data, perceptions of confidentiality are just that. It’s expensive and time consuming for retailers to audit and maintain secure and impenetrable networks.I get the discussion about uses of the data that are helpful to retailers and possibly consumers. But I can’t get over the fact that there are very few companies, retailers included, that have programs fully adhered to that keep data safe and secure.No matter what retailers promise to help me feel better about sharing personal data, I feel vulnerable. Ultimately for me it’s a matter of potential rewards over probable risk.

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