PROFILE

Adrian Weidmann

Principal, StoreStream Metrics, LLC

Adrian bridges the ‘business objective’ communication gap between the Chief Marketing Officer and Retail IT. Spanning more than 28 years of introducing emerging digital media technologies and business solutions designed for video, audio and graphics production and strategy, Adrian now assists brands (and retailers) designing and implementing intelligent, integrated omni-channel (mobile, online, on-air, in-store and print) marketing communication and merchandising solutions driven by digital media. Adrian brings direct real-world experience along with a unique balance of innovative creative and technical insight and vision.

Adrian has spent the past 13 years pioneering all aspects of the emerging digital signage sector. He co-authored and published (Relevant Press) the first book for the evolving in-store digital media industry, Lighting Up The Aisle, Principles & Practices For In-Store Digital Media. An early encounter with a retail executive provided clarity – “It’s about selling stuff.” Understanding why, where, how and through whom money flows between brands and retailers to ‘sell stuff’ establish Adrian’s philosophical foundation. He has merged his unique perspective and insight to the art and science of digital media with analytical business fundamentals to assist brands, retailers and their agencies alike to realize the full potential of integrated multi-channel and interactive digital media solutions to enable integrated marketing conversion with measurable results.

Adrian has authored four patent-pending disclosures for digital media network concept and process inventions. Using his proprietary patent-pending software, EVAlidate™, to model the business viability of digital media networks with various monetization strategies, Adrian has brought real world experience and business acumen in designing and developing digital media based network solutions. His brand and digital media network experience includes Lowe’s, The World Bank Group and International Monetary Fund, Best Buy, ERN, Cisco, Hewlett-Packard, Dentsu (Japan), Cereja (Brazil), Supervalu, PRN/Wal-mart, Federated Department Stores, Nike, and UnitedHealth Group.

As a Digital Shopper Experience professional, I possess a clear understanding of the transformational (and disruptive) change occurring in retail where digitally empowered shoppers are taking control of how they engage with brands- and design solutions that help brands manage their journey. Having an intimate understanding of the internal and external Retail ecosystem, I am able to successfully design and convey broader digital shopper marketing concepts, strategies and their benefits to all stakeholders. Proven track record of creating digital media strategies and activating technology solutions that bridge home, life and in-store—exceeding corporate and shopper expectations.
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  • Posted on: 08/12/2019

    Nike to marry predictive analytics and RFID to optimize inventory performance

    Supply chain visibility and transparency yet again! So many topics and issues shared and posted through the years here on RetailWire could be addressed by knowing what retailers actually have on their shelves. Nike, for one, has apparently figured that out with both their acquisition of Celect and the use of RFID. This is what my colleague and friend Harley Feldman, would refer to as 'small data.' You don't need to swim in an ocean of "big" data to drive a better customer experience for all. Knowing what your customer buys, where it's bought and what and where your inventory actually is, is the only way brands and retailers will be able to deliver an acceptable customer experience in an omnichannel retail environment. It is mandatory to have supply chain visibility and transparency through the entire retailing journey - before, during, and after the in-store shopping experience.
  • Posted on: 08/01/2019

    Should Simon Property Group bail out (invest in) more retail tenants?

    Clearly it's no longer enough to simply be a shopping mall developer that sells square footage and let your tenants flounder in today's race to figure out how to survive and thrive with a brick-and-mortar presence in an Amazonian world. Simon and others should be working collaboratively with their tenants so that both survive and prosper. Here is one fun fact that developers should react and seize upon - a brand's online business has been shown to increase as much as three fold within 20-30 miles of it opening a physical store. That's an invaluable insight! Working collaboratively with tenants, property owners could facilitate and cater to this community -- sharing in this revenue while increasing the value of its square footage.
  • Posted on: 08/01/2019

    Has dynamic pricing hit a rut?

    Not leveraging technology and data that enables dynamic pricing is definitely leaving money on the table! This lost revenue includes time and labor efficiencies, inventory management, customer trends, spoilage, and customer satisfaction. A recent study showed that grocery stores throw away 43 BILLION pounds of food away each year. That's 10 percent of annual food waste in the U.S. That translates to more than $2 billion at just 5 cents/pound! Dynamic pricing could alleviate a significant percentage of this waste and drive that much more revenue. The fact that most retailers simply don't know what products are actually on their shelves further compounds lost revenue. Once again we're back to the lack of accurate visibility to the supply chain - a topic we're all too familiar with on these pages.
  • Posted on: 07/08/2019

    Is Walmart at an online crossroads?

    In order to get a first-hand look into the e-commerce business, I recently spent several months working retail for a big box retailer. The experience was enlightening and invaluable. Whatever is being discussed and rationalized at corporate is completely out-of-touch with the reality at the store level. While it may be a great time for consumers, retailers seem to be reacting to customers and trends rather than using logical foresight. Retailers are chasing the puck rather than, as Wayne Gretzky is quoted as saying, "skating to where the puck is going." Anyone competing in retail with Amazon is at a disadvantage because of Amazon's lucrative web services business. This revenue allows Amazon to lose money yet still be profitable. Walmart has stores and should focus on that advantage and all that it has to offer.
  • Posted on: 07/08/2019

    Target expands its college tour

    College campuses should be a focus of viable growth for retail chains. These communities and students have very similar needs as it relates to their living requirements. This defined community allows retailers to stock the essentials in a small footprint. In this particular case, Target should expand their in-store services to include Amazon pickup and returns - a Target branded shipping/receiving (and hold for pickup) service. How about a laundromat? There are numerous avenues to explore for innovative retailers of all sizes on college campuses. The demographic and its requirements rarely changes and is replenished every year!
  • Posted on: 06/27/2019

    The data and analytics talk that must stop

    Data and analytics have become buzzwords by retailers, brands, and the vendors of the technology. All too often these technologies aggregate and visualize data on impressive dashboards and claim they are providing "actionable data" or improving the customer experience. Why then are we not seeing, hearing, or experiencing the results? Customer experience is a personal journey. It evokes different responses from different people. While we can pontificate on what a "good" CX is, we can certainly agree on what is a "bad" experience. Retailers and brands alike should spend more time, energy, and resources to eliminate "bad" customer experiences. I refer to and use data all the time, but my data analysis is used to provide recommendations and guidance to "move the needle." Concentrate on using data to measure your efficacy and success of eliminating bad experiences -- and less on measuring your customer.
  • Posted on: 05/28/2019

    Target turns to advertising opportunities as its core retail business thrives

    The short answer is yes -- retailers, large and small, will own/become advertising channels. The store is a medium and as such the store and its audience will continually be monetized. Why stop at products and services when you can further monetize your shoppers during their journey? This raises further questions. Who owns the shopper in a store; the retailer or the brands that are sold there? Also at what point does incessant advertising drive the shopper out of your store -- be it physical or online? I have long maintained that there is a pragmatic way to bring value to all constituents -- retailers, brand advertisers, and shoppers -- if in-store advertising, marketing and merchandising are balanced and done correctly.
  • Posted on: 05/24/2019

    Do the benefits of using facial recognition in retail outweigh the risks?

    First, let's understand the distinction between facial recognition and detection algorithms. Recognition is matching a specific individual to an existing database and uniquely identifying an individual. Detection is specific enough to identify a human face - period. This is often referred to as anonymous video analytics, the key word being anonymous. In today's volatile retail landscape, marketers and merchants are frantically searching for methods to make brick-and-mortar stores more relevant. Focusing on experience, providing shoppers with localized inventory, personalized experiences and a reason to shop a physical store (should!) drive retailers and brands. As a pioneer in the use of anonymous video analytics at retail, I have learned and experienced the good, the bad and the ugly with video analytics. All too often its use is directly related to monetization masked by claims of enhancing the shopping experience. Video analytics can be a powerful tool that, when used appropriately, can bring tremendous value to the shopper, the retailer, and brand. And yes, it can be worth the trouble if, and only if, there is a meaningful objective that truly helps all of the stakeholders -- especially the shopper.
  • Posted on: 04/22/2019

    Why is Petco doubling down on same-day delivery with Shipt and Instacart?

    We live in a nano-second world in which we expect near-instant gratification. When making online purchases -- not unlike shopping in a physical store -- shoppers want to experience their purchase as soon as physically possible. These same-day delivery services cater to deliver that immediate fulfillment. It's rarely a requirement but always a desire, and hence an expectation.
  • Posted on: 04/18/2019

    Will former exec’s Godiva café plans spell trouble for Starbucks?

    There is no doubt that Ms. Young-Scrivner's experience and insight into Starbucks will influence her strategy and efforts for Godiva's cafes. It will be in Godiva's best interest not to replicate Starbucks but to understand where there are opportunity gaps where Godiva can carve out their own niche in the marketplace. Presumably, Ms. Young-Scrivner's budget doesn't come close to Starbucks' so she must be that much more innovative and measured in her strategies and activations.
  • Posted on: 04/18/2019

    Will America’s love for paper coupons ever die?

    Paper coupons are still favored by adults because of the comfort and familiarity of the use and redemption process. Adults typically are not as digitally savvy as Millennials and digital natives. People of all ages will use the easiest means to get a lower price - this is simply a case of using the path of least resistance. Perhaps brands can further incent older adults to not fear the process and educate how to collect and redeem digital coupons?
  • Posted on: 04/01/2019

    Harris Teeter tests self-checkout store

    Self-checkout is becoming more and more prevalent and preferred by many people. The quiet secret is that retailers typically implement this technology to reduce payroll costs -- not to offer a better shopping experience. That being said, self-checkout in many cases is, in fact, a preferred experience but I would suggest that there should ALWAYS be at least one person available to help customers in any way at the checkout -- regardless of the technology and process.
  • Posted on: 04/01/2019

    Are third parties the biggest reason delivery costs keep going up?

    The delivery expectation has already escaped from Pandora's box. Young digitally-empowered shoppers, in particular, have come to expect free delivery as a foundational expectation when they begin their online shopping search and discovery. The challenge -- now that the expectation exists -- is how to either rationalize or reduce (eliminate?) the expense. Amazon is certainly using incentives to motivate people to not select or expect two-day deliveries. The cost of these services is in direct conflict with the expectations that were set by Amazon and retailers. Now that the expectation has been set, retailers are realizing that they are losing money on this service. How do they get themselves out of the trap that they themselves set?
  • Posted on: 03/29/2019

    Will AI transform Ahold Delhaize’s fresh food supply chain?

    Visibility and transparency in the supply chain from the manufacturer or producer all the way through to the customer needs to be a fundamental element in order to meet customer expectations in omnichannel shopper journeys. I would be interested to understand where or how Ahold Delhaize is using Artificial Intelligence (AI) to achieve this transparency.
  • Posted on: 03/21/2019

    Can Instagrammable moments turn into immediate and direct sales?

    This has tremendous potential. We live in a visual ("Hollywood") world where communication is driven by Twitter, emojis, and rich media. Being able to purchase directly from shared images will resonate with digitally-empowered shoppers of ALL ages. Simple, fast, with rich media -- exactly what today's shoppers expect and want.

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