PROFILE

Lyle Bunn (Ph.D. Hon)

Strategy Architect – Digital Place-based Media
Lyle Bunn (Ph.D. Hon.) is the longest-serving independent analyst, advisor and educator in North America’s digital signage and place-based media industry. In addition to these roles, he is Chair of Digital Customer Experience, a program aimed at accelerating the success of retail, food services, banking, hospitality and other B2C locations. Over the past 15 years of his 40-year career in information technologies and telecommunications, Lyle has assisted over 350 firms in their planning, execution and optimization of location-based digital media and has helped to train over 15,000 professionals.

Lyle has received 6 major industry recognitions including an Honorary Doctorate for his contributions to end user and industry education. He has been named as one of the "11 Most Influential People" in place-based media by Digital Signage Today and one of the "50 Industry Innovators and Influencers" by Sign & Digital Graphics Magazine. Lyle Bunn is nominated for the ELEVATE Award Customer Experience Influencer of the Year.

He has published over 400 articles, whitepapers and guidebooks on related subjects and has served as editor and principal writer of Dynamic Media supplements in USA Today, The Wall Street Journal and The National Post. He serves on the advisory boards of the industry’s primary events and on the judging panel of several digital signage awards programs.

Learn more at:

Lyle's website: www.LyleBunn.com

Dynamic Digital Signage blog

Center for Digital Experience
  • VIEW ARTICLES
  • VIEW COMMENTS
  • Posted on: 08/16/2017

    What bad habits do retail solution providers need to break?

    To a hammer everything is a nail and this, along with the enthusiasm for solving problems, can too often place the cart before the horse for the passionate solution provider. By clearly understanding the nature of the problem and understanding the priority in resolving it, the solution provider is able to talk in the language of value, return on time and money or overall economic impact which matters most and exclusively to retailers and brands.The need to mitigate risk at both the enterprise and professional levels are too seldom realized as the top priority, and so appreciating their contributions to change management must be foremost in the establishment of the relationship that solution providers seek.
  • Posted on: 08/15/2017

    Will Timberland climb to greater heights behind new experiential concept?

    The excitement about Timberland's store and experience design will soon give way to the optimization that will happen from the analytics that result. I hope they suitably resource this.
  • Posted on: 08/14/2017

    Does the internet know us better than we know ourselves?

    The absolutes of our behavior, even when seen in the smallest of rear view mirrors, are a truth in trending. Marketers do well to expect the expected. But marketing is not about about filling needs, it is also about helping consumers to create the new reality of their better world. Marketing is influencing and accurate behavioral data is a primary input.
  • Posted on: 08/10/2017

    Should Walmart buy Birchbox?

    The real question seems to be one of make or buy. Can the acquisition of Birchbox customers be replicated at acceptable cost? Can the targeting and analytics models be created and improved upon? Can seller relationships be set up to achieve critical mass and be relevant quickly and can fulfillment processes be put in place? It is a make or buy question, and I suspect that Birchbox will get a minimal return upon exit, with some central people and players being provided an acceptable deal to continue to build the capability and not compete.
  • Posted on: 08/10/2017

    Is it time to reinvent category management?

    Category management can seem like a square peg in a round hole. The simple beauty of category management is that it is selling-focused. Retail continues to be challenged to be customer-centric, which is needs-focused. The chasm of planning and operations between a product push approach and the fulfillment of needs and wants is not about to be bridged too quickly. In fact it will be exacerbated as product manufacturers move more fully into the retail offering of their products, because CPGs and OEMs are truly sales-push focused.
  • Posted on: 08/10/2017

    Do Amazon Marketplace sellers need outside help?

    All sellers that deal with large retailers benefit from expertise that fills the gap between the interests and capabilities of each partner. It is a return on time and investment issue, where the seller needs the best terms and the retailer wants the most from the relationship. Both the seller and the retailer are well-served by this intermediary expertise.
  • Posted on: 08/09/2017

    Is an urban revival a sign of hope for indie grocers?

    The green grocer for fresh fruits, vegetables, milk and bread with more increased visit frequency is an operating foundation for the future based on the idea that everything old is new again. Smaller storage spaces and the wish for variety and quality drive this value proposition.
  • Posted on: 08/08/2017

    Why is big food turning to pop-up stores to tell brand stories?

    I look forward to seeing many more pop-up stores in all pedestrian locations. From H&R Block meeting tax time needs in malls to food wagons and trucks, consumers have grown to trust and appreciate pop-up commerce as points of discovery, brand identity and need fulfillment. Pop-up flexibility can provide useful analytics related to consumer opinion at minimal investment while driving brand awareness. As cityscaping with its information locations grows, pop-ups can enable mobile consumers in their life patterns.
  • Posted on: 08/08/2017

    Should executive pay structures change to address slower growth at retail?

    All compensation is ultimately linked to broader economic factors but executives have the authority and responsibility to perform better against rivals. The big problem is cost cutting toward quarterly profits that can impede investment that shows longer-term rewards. Ultimately the board should ask, what did you do to increase our brand asset creation and protection, and improve our defensible positioning in our current market, as we pivot into profit-generating lines of business?
  • Posted on: 08/08/2017

    Does Dunkin’ need donuts?

    The Dunkin' slogan has been dropping the donuts for some time which positions the brand as providing a wider of range of food options. This is a good branding trend. Dunkin' should take some pages from the Tim Horton playbook where digital menu and promotion boards enabled the testing and rapid roll-out of light meal options (soup, sandwich, salads) which gained store loyalty across day parts. The rebranding test question is, "do you see us as offering more ... yet?"
  • Posted on: 08/07/2017

    What made GameStop decide to open on Thanksgiving this year?

    Chick-fil-A with its closed-on-Sunday policy immediately comes to mind. The policy costs Sunday profits but I suspect that the economic analysis shows a positive impact. I think of the conviction behind this policy every time that QSR is an eating option. Defining principles and sticking to them defines brand character. Leave the doors locked on Thanksgiving, GameStop, and make your points in describing why. Explaining yourself is part of being in the kind of relationship you aspire to with consumers.
  • Posted on: 08/07/2017

    Will Lidl’s fresh approach to the U.S. grocery market prove successful?

    There is a reason that the word "new" is the most powerful word in marketing. Shopping is about stimulating the brain with discovery and experiences. Nothing is harder to make exciting than grocery -- or easier, when customer focused innovations are applied. Hats off to Ron's grandfather who would today, I suspect, modify his comment to be that his job is to make it as easy and fun to buy from his store as possible. His plan helped make shopping ease the table stakes in retail, and he would have, I am sure, adapted to the changes in consumer culture.
  • Posted on: 08/07/2017

    Is agile fulfillment the solution to retail’s renaissance?

    When manufacturing capacity far exceeds buying capacity consumer preference must dominate the operating principles of the supply chain. This is Amazon 101, which physical retailers are fundamentally wrestling with. Boutique retail understands this and brands are adjusting to this new survival reality. Agility calls on more stock refreshment, shipping and promotional planning but the rewards are in the increased traffic that comes with a desire for discovery and conversion related to more unique products. Being nimble in merchandising pays big rewards.
  • Posted on: 08/04/2017

    Can customer journey methodology level the playing field for brick and mortar retail?

    Journey mapping facilitated by customer experience (CX) professionals offer insights to the path to purchase which can inform investment in elements of the paid-owned-earned media model.Too often CX professionals have responsibility but no authority, so their key change management contribution is to enable a holistic approach to shopper engagement through which insights of cause and effect are revealed. Analytics are the quantification behind journey mapping. Over two-thirds of Fortune 1000 firms have adopted Net Promoter Scoring according to Wikipedia. NPS, which draws heavily on journey mapping and analytics through contributions by multiple parts of the enterprise, offers a strong methodology for improving the productivity of places, processes and people.
  • Posted on: 08/04/2017

    Are the four Ps of marketing irrelevant for retailers?

    I like these new 4Es of experience, exchange, evangelism and everyplace proposed in the article, which collectively reflect experience. This is a consumer necessity while the productivity of places, processes and people are essential to the retailer.What has been intelligent behavior by marketers in the paid-owned-earned media model is now challenged as the importance of the store visit experience increases. Quality of experience equals quality of commerce when benefits including discovery, product assessment and immediate fulfillment are considered against price. In-store digital experience contributes to brand and location appeal.

Contact Lyle