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: 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.
  • Posted on: 07/22/2016

    Will AI mobile apps replace associates on Macy’s sales floor?

    There’s nothing professional about my response. I just don’t like this idea, personally. Maybe customer service is so minimal and the shopper experience so empty that an AI tool will be an asset.I prefer the in-person “Can I help you?” approach that incorporates some advice as well as a navigational tool. I want to say something like, “I’m looking for a dress for a wedding. I want it to be age appropriate, knee length and not over $200.” And the sales person says something like, “Let me show you what we have.” And you’re saying, "Dream on.”If consumers simply need the answers to specific questions that relate to pricing, inventory and location, they will adapt to solely shopping online. No need to go into a store.
  • Posted on: 07/19/2016

    What does it take to compete in an off-price retail world?

    First off, the data doesn’t say that two thirds of clothing shoppers are buying ONLY at off-price outlets. So if 75% of all retail clothes purchases occur at outlets we can see that outlets encourage more dollars to be spent than full-priced businesses. Wow!Here’s the rub. Consumers are willing to spend more ... but not at the full-priced stores.It seems like a done deal to me. If full-priced businesses are not perceived to offer the value and variety available at outlets, why would consumers spend their hard earned (even harder to earn these days) dollars at full-priced stores? Stores that seem to offer great value while providing current and stylish options, e.g. Uniqlo, may have the answer. Department stores can experiment with sections devoted to those fashions and prices to see if their sales are enhanced.
  • Posted on: 07/18/2016

    What’s holding back scan & checkout?

    I think this is a matter of technology being forced on consumers under the guise of “this is good for you.” The article suggest it’s not really good for all and it’s not going to be good for many until the technology is honed.Shoppers prefer quick and easy. So far self-scanning/mobile checkout doesn’t seem like it’s either.
  • Posted on: 07/11/2016

    Are self-checkouts dooming impulse purchases?

    Self-checkout requires focus on the job at hand. You can’t really gaze around while you’re scanning items. That focus is not conducive to the open mindedness of impulse purchases. You could increase the wait time for self-checkout stations ... just kidding.Are there so many lost opportunities that impulse purchases at self-checkout must be a target? It seems to me that offering convenient and well operating self-checkout is an important goal to influence greater loyalty. To enhance impulse purchases in general, focus on where they are most likely to occur.
  • Posted on: 07/01/2016

    Will Kellogg’s cereal café snap, crackle or pop?

    I’m with those who see no merit in the concept. However, families on vacation in NYC do end up in Times Square. There may be those who see it as a convenient way to get their kids to have at least some breakfast. And if that’s the case, Mom and Dad will have some cold cereal as well. But big and long revenue stream? I don’t think so.
  • Posted on: 06/29/2016

    How should luxury brands embrace the internet?

    The Internet as a selling agent for luxury goods seems counter-intuitive. There are some luxury brands with mass appeal products -- for example, hand bags and shoes. Those items on retailer or manufacturer websites will draw whoever they typically attract.I can’t see those who are accustomed to the exclusivity of luxury brand shopping resorting to an egalitarian approach to purchases. Or is that my inner socialist coming through? It could be a matter of trust, questions about brand and product authenticity or simply the shopping experience (or lack of one) that creates barriers to luxury brand selling online.Price transparency is probably less of a factor in keeping away those who regularly purchase luxury brands. Everyone loves a bargain. At the same time everyone wants to get what they paid for.
  • Posted on: 06/27/2016

    The independent retailer lives on

    An independent retailer once shared with me how he could foresee an economic downturn. We were at a conference where huge corporations were telling the audience about their sophisticated data bases and their ability to track and anticipate change.The retailer was apologetic because he didn’t have the complex processes of the speakers. So I asked what information he used to forecast changes in the marketplace. And his insight was a huge “wow” for me. It was simple. He told me that when he noticed that in his store “Haagen Dazs” ice cream sales went down he knew there was an economic downturn that would affect his revenue overall.And it didn’t take him long to figure it out. I think that’s another real advantage of independents. They live, feel and touch their business every day and are able to see signposts that others in larger corporations might easily miss or see too late to properly deal with.
  • Posted on: 06/17/2016

    Millennials with money go shopping in dollar stores

    When I get the opportunity to shop in a dollar store, I’m right there. It’s a fun experience for me. It doesn’t take that much time to go through the aisles looking for something to jump out and say “buy me.” Because the stores are usually smaller than grocery stores there are fewer items on display, offering a chance I’ll notice something that I wasn’t looking for but really “needed,” like office supplies, wrapping paper, aluminum foil or my favorite soup for $1 a can instead of $3.49.Fun and savings are what drive me to dollar stores. If there were some close by (walking distance for me) I’d be there more often. And I agree that it would have that “convenience store” cachet.As dollar stores leverage their advantage among more affluent consumers I expect they’ll spread out a bit more. I just hope that they don’t change the aura or customer experience.
  • Posted on: 06/13/2016

    How can online returns be minimized?

    I agree with Shep Hyken’s comments. For retailers going forward, an aggregation of what can be learned from the past can truly help planning for the future.If profitability shrinks because of online returns while customers continue to be motivated to buy over and over with the same retailers because of that option, customers shouldn’t be punished. In this regard it’s a matter of framing the analysis with how can you (the customer), help me (the retailer) help you. It’s in the data.
  • Posted on: 05/31/2016

    Public.Factory’s co-retailing concept gives start-ups a leg up

    I believe that the share space model works in a location that is its own destination. Then all the brands can benefit from exposure to consumers who show up at that address. There’s no way to forecast the compatibility of the brands or the entrepreneurs, but brands and product on display is what potential customers want to see. It’s up to Public.Factory to set guidelines that support their customers to win over new and repeat purchasers. I think it’s a great opportunity for renters to control their overhead at the beginning of their marketplace entry…when it’s so important. For shoppers it will be a question of seeing merchandise that appeals and ultimately ends up in their home. That’s the job of the brand, product, price and promotion.If Public.Factory expects shoppers to seek out Public.Factory, I think the challenge will be daunting at the least. I think Public.Factory has to make it easy for customers to stumble upon their retail locations. And that’s why I believe pre-existing destinations are critical. That can include shopping malls, high traffic strip malls and urban locations that generate high traffic.
  • Posted on: 05/06/2016

    Why do retailers struggle to measure marketing campaign results?

    This pain point has been recognized as a pain point for decades. It is extremely complicated and maybe impossible. While it may be possible to measure exposure to advertising campaigns, it's not possible to measure engagement with the advertising and the incremental influence of other communication such as PR or visits to a store or websites that showcase products (but not necessarily the retailer). For the most part retailers examine their media spend overall and see how it correlates with sales. There are algorithms in media that help distinguish contributions of various channels overall. However, getting those algorithms to be used effectively, i.e. profitably, for the marketer could be elusive.

    Finally, what is least often addressed (if addressed at all) is the impact of execution and content. I don't think a marketer should implement or dismiss a media plan or its components without knowing that the campaign itself has merit. And if the advertising shows promise in one channel, it doesn't mean it will be effective in another channel or, as the article suggests, with the consumers who are targeted through that channel. And that's why measuring the impact of a campaign across channels is even more complicated than the article suggests.

  • Posted on: 05/05/2016

    Should Lands’ End follow in Amazon Prime’s footsteps?

    As a Lands' End shopper I see no advantage in Canvas. I noticed it for the first time in a catalog I received in the mail. Gotta love the paper catalogs for encouraging more eyes on the name and products. But I digress.

    Until I read this article I had no idea there was such a thing as Circle Membership. Maybe that's a fault of the execution of the message. However, I'm confident that I receive many invitations for purchasing Lands' End products at 20 percent or 30 percent off with free shipping. So I see no need to pay annually for the privilege.

    Amazon's Prime membership gives me access to scores of products and brands at various prices. It's a whole different mindset for me.

    Separately, I noticed the Canvas line of products and immediately thought of how J.Crew has their higher-end line. Within the context of Lands' End it can have appeal, but just as another category such as household goods, shoes, etc. Some people will think the items are attractive and some won't.

  • Posted on: 05/04/2016

    ‘Beyond advertising’: How companies can build better customer relationships

    It could be about controlling turf that keeps marketers from an integrated strategy. Indeed, consumers are in control. But many marketers prefer to believe their ideas, strategies and tactics will move customers. And they'd rather move forward with their beliefs than observe, research and analyze what is really going on.

    Professor Wind and Ms. Hays describe the situation perfectly. They mention "points of interaction." It's challenging to consider each point of interaction independently and then try to integrate a strategy around them. Whether there is a plan in place to adapt to "in-control" consumers or not, consumers are seeing brands within a continuum of their own pattern of exposure to media and shopping behavior. So it makes sense to capitalize on those points of interaction. But it may take stepping out of your own sphere of influence to work within a larger corporate and marketing framework.

  • Posted on: 05/03/2016

    What airline self-check-in can teach retailers

    Airlines are open to adopting best practices from other industries. The maintenance teams at airlines learned to improve efficiency by observing how wheel changes, for instance, are done in split seconds for race cars.

    Retailers need to examine how customers experience mobile and self-checkouts in other venues. I've seen an awful attempt at self-checkout at an airport restaurant. Patrons, not just me alone, were confused and irritated when they couldn't finalize their transaction. I actually decided to leave before ordering so I wouldn't go through the same awful procedure. It was awkward, incomprehensible and particularly at an airport consuming time that was precious.

    If airlines have seen representatives at kiosks help smooth the way for travelers, then retailers can learn to do something similar. Oftentimes it seems that grocery customers are left to fend for themselves.

    Instead retailers can provide real people and great instructions/signs to facilitate the learning period for those who don't find self-guided digital solutions intuitive. It may take several months to insure most, if not all, shoppers have learned how to navigate through new solutions. I'm contrasting this to the approach of having to flag down a person to help while groceries are sitting at the self-check-out station. It provides a new opportunity for shoppers to engage with store personnel who care about improving their shopping experience. That seems like a win-win situation for customers and retailers.

Contact Joan