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: 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.
  • 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.

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