Peter Charness

SVP America, Global CMO TXT Group

Peter Charness is a software/retail executive with significant experience (domestic and international) in innovating solutions for the retail and CPG industries.

As a CEO, Chief Marketing Officer and Chief Product Officer, Peter excels at revenue generation through areas such as, product management, product marketing and development, positioning, lead generation, Marcom and business/sales development. He is also experienced in mergers and acquisitions and partnerships

As a VP of Logisitics and Technology (CIO) Successful history of providing the right leadership and experience for inventory management and optimization for the Retail supply chain.

Specialties include:

Industry leading experience and capabilities in all manners of solutions for retailers and CPG Companies.

Particular emphasis on inventory optimization, retail ERP, merchandise planning and inventory management, POS and store operations, CRM and category management.

Significant depth in business intelligence, product management, product marketing, industry marketing, and inventory management.

  • Posted on: 04/26/2017

    Can parking lots save the mall?

    Let's see, it's ok to have a "pick up from online" outside a store where a customer never enters the (mall) store, but getting people to the parking lot of a mall to go shopping isn't ok? As long as the products offered in the parking lot support the tenants and don't compete, then why not? It's just a sidewalk sale move a little bit outside ... if it doesn't support the tenants, than I'd say the mall operator is being short sighted.
  • Posted on: 04/20/2017

    Will Amazon’s on-demand manufacturing create trouble for fast-fashion?

    So the interesting question is what price on demand custom apparel, and how much of a premium a shopper will pay. (For a product they can't take home with them, or get next day.)With a driver of scheduling product to optimize shipping priority vs economic manufacturing runs, this yields more expensive cost of production than even a "fast fashion" cut, make, trim process. On the other hand, make to order reduces the potential markdown/margin issues of building to spec (unless of course returns run 20 to 30% of shipments of product that is custom and really hard to sell off elsewhere).With Amazon, it's never dull. Forces everyone to raise their game. Kind of like the era when Walmart was first opening stores, or getting into grocery wiping out everyone in their path, and of course ended retail as we knew it.
  • Posted on: 04/17/2017

    Are outlet malls an outlier?

    Shoppers respond to (the perception of at least) a deal particularly for a more impulsive buy, or at a minimum the feeling that they are getting fair value (pricing) for a product they purchase. Look at J.C. Penney's top-line resurgence when they're introduced the deal. Amazon offers the (perception of) fair pricing. In both cases the lowest price may not be at either retailer. If you add into this equation the growth in off price stores (Saks, Nordstrom) vs their full price equivalents, the buying behavior related to a deal becomes clearer.So the outlet mall is an end to end perception, (it's not always the same product for a cheaper price at all) of a deal. As such I think they will continue to do well. After all, everyone likes a little every-day-seems-like-Black-Friday in their lives.
  • Posted on: 04/12/2017

    Have hacks damaged Amazon’s relationships with third-party sellers and customers?

    It's actually a bit more interesting than discussed so far. There are customer implications as well as seller. In the past, for some products, I've purchased from Amazon Marketplace with no concern on the price/shipping or returns, after all, backed by Amazon (in some cases fulfilled by Amazon and available as prime).Recently I've been dabbling in buying cell phones from Marketplace Sellers at prices that I know are "too good to be true," figuring that if there's a chance I get them great, if not no worries -- it's Amazon looking after me. The marketplace vendors in some cases have decent feedback, but I've noticed that it's old. Well, reading this article, it's now obvious that some of these purchases are from scammers who appear to have taken over these legitimate sellers accounts, and while I don't have a long-term concern for getting refunds when the products (in all probability) never get shipped, it's a payment mess of charges to my credit card that will take some time and effort to sort out, claim and track. So as a shopper I'm going to avoid marketplace sellers as often as I can, maybe always.Based on some recent stats, it appears that of the total Amazon assortment, 90% of it is from marketplace sellers. As these stories spread, it's going to take some of the luster off that "completely trustworthy Amazon shopping experience." That is a hit for more than the sellers who got hacked.
  • Posted on: 04/11/2017

    What will retailers gain from HHGregg’s loss?

    Surviving and picking up share from the demise of other retailers goes right next to "hope" as a terrible strategy for the long-term health of a retail business. It's just a deceptive bump in the road for a retailer who doesn't figure out how to redeploy their online and physical assets to make it easy for shoppers to say yes to their offer.
  • Posted on: 04/10/2017

    Should the same-store sales metric be retired?

    While it's a good metric, it really doesn't give the store credit for the entire role it plays in the path to purchase for a shopper. Omnichannel has the store playing a variety of roles. Whether it's the research vehicle for a subsequent online purchase or a pickup point or ship-from location for an earlier online purchase, the role of the store tends to be under represented in the metrics. If a store was to be closed, what would its impact be on the retailer's total business? Capture that and you have a more valid metric.
  • Posted on: 03/30/2017

    Will personalized pricing end retailers’ use of dynamic pricing?

    I'm always a bit amazed at how many retailers tackle some of these really hard problems when there are plenty of higher-priority ones out there. With all the doom and gloom and looming bankruptcies out there, getting profitable about omnichannel, filling stores with compelling product sets, advancing the brand and keeping Amazon from chewing up your market share. I don't recall hearing Sports Authority, Macy's, Bebe or Wet Seal say, if only we'd had personal pricing we might have escaped from death's doorstep. How much margin is really at stake here, for what risk, and what is the probability of pulling this one off?
  • Posted on: 03/13/2017

    Has the retail industry’s real estate bubble burst?

    To Cathy's point, we've been over-stored in comparison to most places for probably 20 years. In the omnichannel world the store should have a role beyond the local shopper, so old measurements of store profitability should also get revised. I do wonder when the cost of the store (which if lower would change the equation dramatically) will also be challenged. Many of the malls in existence today are paid off but rents haven't changed. Perhaps the retail revolution needs to also move upstream to the mall owners.
  • Posted on: 02/27/2017

    Will irrational shipping prices doom brick and mortar stores?

    Haven't we seen this movie before? Some time ago, a retailer came into (smaller) towns with a big broad assortment of products at remarkably lower prices. They made up the lower margins with greater volumes and efficiency, lower SG&A etc. They drove out the nearby competition after which time prices did start to go up.Anyone think this movie has a different ending? Amazon will drive out quite a large number of retailers who sell undifferentiated products and they seem to already be moving up a bit on the price scale.Some retailers did figure out how to compete well against Walmart, and the smarter ones today will find a viable way of satisfying customers and growing their business, but it won't be by standing still and ignoring changes needed to survive and thrive. They have to look at how the modern customer shops, what products they can uniquely supply, and use the available distribution networks of stores, DCs and vendor relations to play a better game than Amazon.
  • Posted on: 01/13/2017

    Penney CEO says stores critical to omnichannel push

    Retailers have to stop playing catch up to Amazon, and look to leapfrog — not so simple as Amazon keeps innovating and moving ahead. The assets a bricks retailer has to interact with their customers are way ahead of a pure-play retailer. A physical location within a very short delivery interval to most customers (maybe too many of them in fact) and the ability to satisfy the customers path to purchase (and return) that can't be matched by pure play at all.There are a lot of distractions for a retailer now in this hyper competitive world as Amazon continues to eat market share for breakfast. Focusing on some priorities like having an easy to shop product assortment that customers want to buy (with more emphasis on building brand through private labels) and convenience for the customer to shop/purchase and acquire the product quickly, as well as to return wherever, is something an omnichannel retailer can do very well — and make money at.Brick and mortar done right (with online) has plenty of fundamental advantages, but it requires some transformation of that store to better support its new role. It really requires some focus on localized, quality assortments. If you don't put the right product in front of the customer, nothing else matters anyway.
  • Posted on: 01/06/2017

    What will the sale of Craftsman mean for Sears and Stanley Black & Decker?

    Perhaps they can sell the rest of the chain to Amazon as blimp refill stations. Well-run department stores are struggling to find their place in today's new retail landscape. Sears has little left to offer.
  • Posted on: 12/30/2016

    Amazon considers floating warehouses

    With the proviso, "who knows if this is totally accurate?" Amazon took 37 percent of all online sales this Christmas, roughly 10 times that of its closest competitor and online sales are what, 20 to 30 percent of total retail sales these days?Amazon have out-Appled Apple in terms of innovation. They are rolling up retail market share one sector at a time. I take everything that they say seriously. Maybe it's not a blimp, but will be some other form of mobile distribution capability. Two years ago, who would have thought that a retailer could get an online grocery order to your house faster than you could get in a car, drive, park, shop and get it home yourself?
  • Posted on: 12/30/2016

    How can the retail job market survive the AI revolution?

    One perspective on this (particularly for all of us on this forum who have made a career of retail). What retail job would you advise your school-age children to prepare for in the future? A sobering thought.AI has been here before and has not really taken hold, but I am getting the feeling that third time is the charm and it will have a big impact on many jobs -- just not next year.
  • Posted on: 12/28/2016

    What does Alexa’s holiday win mean?

    When do I start to worry that Alexa, having consulted with my medical records, refuses to order the ice cream I wanted and won't place my pizza order? I halfway expect Google Maps to park my car on the side of the road for a reroute time-out the third time I don't follow directions.
  • Posted on: 12/22/2016

    Should department stores talk less about Millennials and more about ‘heavy spenders’?

    Department stores, by the nature of their size and positioning, have to attract a broad range of customers. At the most fundamental level (which seems to be frequently forgotten) they have to have product collections that their customer (segments) want to buy. The importance of buying and assortments seems to be often forgotten these days. There's a difference between "what" a customer wants to buy, and "how" they want to buy it. Too often we worry about the how (smartphone, online, in-store, etc.) and forget the fundamental importance of the what. Without the right products there is no how.

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