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.

  • Posted on: 10/17/2016

    Smartphones drive increased e-mail usage

    Over time it becomes easy enough to identify the sender of unwanted messages, the subject lines of messages that aren’t worth reading and so on. Marketers need to meet the challenge of messages that are considered worthwhile, subject lines that are compelling and a sender address that doesn’t send up a red flag, “avoid, avoid, avoid.”Call me old fashioned but it’s reminiscent of how over the years we’ve described effective print advertising that is successful. Print advertising works when it attracts attention, engages its target audience and stimulates action (perhaps purchase).Headlines and visuals have been the inroads to attention; now subject lines and sender addresses are. Messages that are quick and easy to understand can convey the intended information to a wider audience. Nuanced content that aligns with consumer wants and needs and motivates an action is ultimately the most effective tool.
  • Posted on: 09/26/2016

    Will Walmart’s ‘restorative justice’ reduce shoplifting?

    If Walmart is moving slowly on this initiative by testing it, they’re proving its worth to themselves, at least in terms of reducing shoplifting attempts.I’m hopeful that this effort will also help those who use shoplifting as a solution to their challenges. For the time being I just want to believe it can make a positive difference for shoplifters. I’m for whatever can be done to facilitate a better crime-free life for them.
  • Posted on: 09/21/2016

    Is a trendless fashion industry killing Gap’s business?

    I agree with Cathy. Here’s a current fashion trend that transcends all age groups; Millennials, Generation X, Baby Boomers and Generation Z ... Athleisure.The impact of Athleisure (mostly leggings, tops, hoodies, sneakers/athletic shoes), is that it encourages women and girls to wear pretty much the same thing wherever they go ... in the home, in the gym, at the movies, when dining, etc. This cuts down the size of a person’s wardrobe and the need for the accessories (jewelry, shoes, belts) that go along with it.For me Athleisure is a significant trend that influences sales across all apparel segments and retailers, including Gap.
  • Posted on: 09/20/2016

    Unilever makes ‘purpose-driven’ deal for Seventh Generation

    Of course it makes sense to incorporate Seventh Generation in the Unilever portfolio. Plant-based products are getting more attention and consideration. Purpose-driven brands that promote themselves effectively, like Toms, are successful. Maybe, as some of the panel believe, Millennials are more likely to buy these brands, but they have families and they are influencers within them.Yes, it’s still a question of effectiveness and value for the money among consumers. However, “value” is being redefined. “Value” includes my values as well as dollar value.
  • Posted on: 09/19/2016

    Are you ready for Generation Z?

    Retailers will have to give up the notion that one brand competes with another. The competitive landscape is broader for Gen Z. Products and experiences are the competitors. Constant access to what is on trend or desirable among those around them and in their “world” will influence sales. Retailers have to be in the moment or they will be trail behind the revenue stream.It’s time to bring in the advisory board made up of Gen Z members. Seriously. Meet with them regularly. Let them supply the information as to what’s going on in their “real world.” It’s up to the retailers to turn that input into insights for strategic decisions. But they have to be ready for a speedy turnaround — not always but more often than in the past.
  • Posted on: 09/12/2016

    Amazon to roll out pop-ups nationwide

    Amazon has had the experience of risking investment dollars, time and effort into their initiatives a long time before seeing a return. And there’s lots of opportunity with “pop-ups” (maybe a misnomer as others have suggested) to get exposure for their products/devices and learn how to optimize a retail presence. So why wouldn’t Amazon put those pieces together for their own long-term strategy?Brand equity for Amazon is so high they’re bound to get consumer engagement. With that comes knowledge and insights for future planning. I say Bravo!
  • Posted on: 08/31/2016

    Can fresh foods revive department stores?

    Destination cities that draw tourists can use gourmet food as another example of what the city has to offer. Locals may want to shop for some food in a store offering fine food from time to time. But it’s not likely to be the daily or even regular source for nearby consumers. The prices are noticeably high and typically the selections are very limited. I’m thinking of Brookfield Place food court in lower Manhattan as an example. I don’t believe fresh or gourmet food is a sustainable differentiator for department stores overall. In fact, I think fresh and gourmet food becomes part of the store’s interior design. It’s a section of the store that is interesting and attractive -- perhaps something to sample but often just to observe.
  • Posted on: 08/29/2016

    Target holds first storewide sale

    If there is so much confusion stated in RetailWire posts about purpose, promotion and long term effect, then Target is clearly off track. Sensitive to retail happenings if RetailWire folk didn’t know about the sale and information from in-store staff and signage was apparently missing then Target probably missed its “target.”Maybe it was an experiment in stealth discounting. I think we need more information about purpose and outcome before drawing a final conclusion. But it's not looking good.
  • Posted on: 08/26/2016

    Are wearables on the way out?

    I think the reason that older people are more likely to use wearables is that these same people are accustomed to wearing watches daily. It’s an easy and perhaps beneficial transition.Younger people don’t wear watches (do they?). They’re used to their smartphones giving them immediate access to apps, information, friends, the time, etc.
  • Posted on: 08/15/2016

    Is brick & mortar ready to leverage in-store shopper data?

    Actually I don’t see retailers using shopper data to the degree of e-commerce. Websites were created with data streams as part of their DNA. It took some time to recognize how to optimize handling visitor information and transactional journeys to develop strategic insights on an ongoing basis.For brick and mortar, the vision I get is turning that big ship around. Extracting observations, recommendations and history from the previous comments in this post suggests there is no cohesive perspective on what insights brick and mortar stores need. Consequently, attempts at using in-store shopper data are unlikely to deliver what management needs…because management doesn’t know what it needs.I think we’re accustomed to accessing data without really knowing how to use it. Therefore, as someone wrote today, there are these mountains of numbers no one can manage to streamline into valuable insights. Furthermore, management wants “dashboards,” a simplification of the data, from which reports can be written and possible recommendations made. But it’s about reading between the lines and numbers, i.e., taking an expansive view of the data that typically leads to “aha” moments.Management has to believe it needs fresh strategies and the appropriate information to guide them. Otherwise, there won’t be any serious and effective effort to harness in-store shopper data.
  • Posted on: 07/29/2016

    Will 365 concept prove to be the future of Whole Foods?

    Whole Foods, in spite of its “whole paycheck” image, has brand equity to leverage with current and prospective shoppers. Their image of quality products allows Whole Foods to easily attract customers to its 365 initiative because they’re offering convenience and value proposition associated with high quality products.The smaller store concept is a format that many retailers are experimenting with, especially in urban centers. Understanding shopping behavior and utilizing that understanding for business planning seems pretty fundamental.I expect Whole Foods to use shopper behavior insights to guide planning for their mainline stores. If customers want more 365 (or similar) options it will make sense to offer just that, along with other products, but streamlined based on that store's transaction history.
  • Posted on: 07/28/2016

    Has Nordstrom lost its customer experience edge?

    When Nordstrom first came East there was much discussion about how their wonderful customer service would transform Easterners’ expectations. Of course that wouldn’t be sufficient to sustain a retailer. However, it was a serious point of difference as sales staff in other stores were perceived less engaged with shoppers allowing for more dissatisfaction.Online shopping has changed the dynamics and customer expectations for an in-store experience. It’s no wonder that Nordstrom has to reassess its plans for the future. But what took them so long?
  • Posted on: 07/27/2016

    Will meal kit delivery services move beyond niche status?

    There are a few barriers to meal kit delivery that are serious inhibitors to universal appeal.Some have to do with the actual delivery. How close to meal time do they appear? Are they dropped off inside or outside? What’s the chance for spoilage?Others have to do with planning for use occasions. What if your personal plans change for where you are at meal time? How much money do you have to commit to when you subscribe? How frequently are the menus repeated? What happens if the meal just doesn’t taste good?I see too many variables affecting satisfaction to keep any one supplier on a straight-line trajectory.However, delivery services like Seamless may expedite trial and satisfaction by teaming with restaurants who offer comparable meal kits (as described in the article). I think a delivery strategy can overcome some of the success-reducing variables listed above.
  • Posted on: 07/26/2016

    Will Target take NYC by going small and flexible?

    I’m reminded of the adage “Think globally, act locally.” Target is wisely recognizing key distinctions between the markets in which it resides.Using the learning from the results of urban Targets makes more sense than hunkering down with a strategy that doesn’t optimize growth. The costs associated with being in a big city can be far greater than those of the suburbs. Smaller stores contain some of the real estate costs. Choosing inventory wisely to satisfy the needs of the urban dweller, with customization by location, has the possibility of creating a healthy revenue/profit stream.But the effort takes scrutiny and flexibility that requires perfect timing. It will be interesting to see if Target relies on central management or their local staff at the new stores.
  • Posted on: 07/25/2016

    White lies, sales fibs and the customer experience

    I think sales staff should be trained how to handle difficult situations. But it should be made clear that white lies or any other kind of lies or misleading comments are unacceptable. There should be one standard of transparency across the board for all employees. At the same time, there are ways to handle awkward circumstances that do not include misrepresentation while simultaneously maintaining good relationships with the customer. This is where training comes in.

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