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: 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.
  • Posted on: 12/20/2016

    If not creative directors or data, what can make Gap’s fashions sell?

    The market is rapidly changing, and Gap is suffering a death of a thousands cuts. Most of their "core business" items are available anywhere else, and in particular online, which takes a slice. Amazon basics takes another slice, probably in the long run a bigger slice. If the Gap can't differentiate itself with new and interesting products then why would anyone pay better prices for what are arguably not-so-special products? Who needs creativity, newness, unique products in this market -- really?
  • Posted on: 12/14/2016

    Will Amazon button down the menswear category with its new private label line?

    Basics used to be a safe, reliable, margin-comfortable area for retailers to include in their assortments, or for some to make as the base offering. I don't doubt Amazon's ability to take the long view of dominating this market, as unlike store retailers they can offer a full size/color range and in-stock program, and Amazon is already a low-risk online option. I think basics of commodity products like a button down becomes a high risk part of an assortment for a brick-and-mortar retailer in the future, as a significant portion of their sales potential will be going online.
  • Posted on: 12/09/2016

    Amazon offers incentives for Prime members to wait on deliveries

    I think it's smart. Consumers want choice. If they are ordering something that can be planned ahead and save some money, why not? And I'm betting that when it comes time to spending those credits they will be used to impulse buy something with a higher cost anyways. Win and win.
  • Posted on: 12/01/2016

    Click and collect and ship-from-store change associate job descriptions

    The associate job description isn't the only thing that changes, the entire retail distribution model changes with it. The half-full side says that retailers, particularly chain store retailers, have a physical plant close to the customer capable of displaying great products and getting them to the customer any way the customer wants to be served and delivered" rapidly and (in theory) cost effectively. The other news is that the physical plant isn't set up to do the job it now needs to do. The store of the future is a traditional store, walk in mail box, and distribution center, with associates trained to do all of the jobs. Scary to some, reinvention of retail to others. It all changes now.
  • Posted on: 11/23/2016

    What will Trump’s TPP rejection mean for retail?

    It's a whole new world so in reality I don't think anyone really knows the outcome. My guess is that trade restrictions of any nature will of course make imports more expensive and send some manufacturing back to the U.S. which will create a very modest amount of new employment and a major amount of news headlines declaring victory. The higher prices that consumers will pay for this more expensive product will not be offset by the economic gains of new employment and there will be a net loss overall, and a greater hardship for the lower income levels who will find their wages don't go as far as they used to. But I repeat my opening line -- who knows?
  • Posted on: 11/17/2016

    Are retailers carrying enough inventory for Christmas?

    Well that just about caps it all. Well said.
  • Posted on: 11/14/2016

    What should stores do about BOPIS abandonment?

    On the bright side, it's less expensive than a full delivered-at-home return. Eventually all these costs have to make it into the product margin model. At some points retailers will have to figure out if a dedicated warehouse/BOPIS depot is more cost effective than a store, particularly if that depot also serves as a distribution point for store inventory and stock balancing as well.

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