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: 04/13/2018

    REI lifts the sustainability bar

    More retailers, and ALL of us, should be "going too [this] far! Brands and retailers need to actively stand for a meaningful purpose and grasp social responsibility. Not only is the right thing to do but it's also expected by Millennial and Gen Z shoppers.
  • Posted on: 04/13/2018

    Will electric vehicles prove a bane or a boon for c-stores and energy drinks?

    Corporate parking structures (Coca-Cola) to fast-casual restaurants (Culver's) are installing charging stations for electric vehicles already. CPGs could sponsor/install charging stations at grocery stores. Brand recognition, actively representing a meaningful cause AND providing an hour of time for a shopper to connect with you and your brand -- seems like that's a winning trifecta for the new retail paradigm.
  • Posted on: 04/13/2018

    Backstage shops star inside Macy’s

    Did anyone else think of the phrase, "...you can't make a silk purse out of a sow's ear"? It used to be called a clearance section! We use our language to embellish or mask the truth. Simply branding a clearance section doesn't change the obvious. I'm certain George Carlin would be able to create a bit around what is happening in retail today. I guess we're all guilty of it.
  • Posted on: 04/09/2018

    Is Walmart building a tower of power with its expanding in-store pickup network?

    At first blush, this seems like a responsive way to leverage your physical store BUT... it's not just about reacting to Amazon. Breathe. It's about learning from Amazon. Walmart seems to be reacting instead of learning. While the tower and lockers are a good addition, it is not clear how these integrate and complement the broader store experience. This customer service should be an integral part of the journey not just a standalone functionality test/service. Walmart has the advantage of physical space. Now they need to figure out how to recreate the space and environment to inspire customers to want to return -- again and again.
  • Posted on: 04/09/2018

    Retailers face criticism for failure to protect customer data

    Retailers have had to rapidly re-engineer their technology infrastructure over the past five years to meet the expectations of today's digitally-empowered shoppers. Given this rapid transformation coupled with the rise and acceptance of social media in the shopping experience, e-commerce and click and collect initiatives, it's not surprising that we're seeing a rash of hacks and security breaches. I suspect that with the pressure to keep pace with the technology superpowers, retailers are not as robust and secure as their technology counterparts and competitors.
  • Posted on: 04/03/2018

    Why are there so many employees in a cashier-less store?

    I would absolutely concur with Paula's observation that we're blurring the lines between a viable in-store experience and a viable digital shopping experience. One reason for this is that more often than not we rationalize and view the shopper journey through the eyes of the retailer. In effect making it the retailer's shopper journey. As shoppers, we don't conscientiously select a channel -- we simply shop. Period. We shop using the path of least resistance and greatest joy. I used to be a believer in "surprise and delight." I now believe we should drop the surprise and focus on delighting the shopper throughout their journey -- before, during and after their purchase -- regardless of the path they take.
  • Posted on: 04/03/2018

    Walmart is focused on expanding its digital brand portfolio

    GAFA -- Google, Amazon, Facebook and Apple -- (and Microsoft) are the new technology superpowers. Amazon is dragging every other retailer along, assuming they want to survive. Walmart doesn't necessarily have the inherent forward-thinking mindset of an innovator but they do have a fat checkbook. As such they can listen, watch and learn from Amazon and follow their lead. Every ecosystem needs balance. Yin and yang. The world needs a Coke/Pepsi, Ford/Chevy and Mac/PC. Amazon, although far and away a leader according to market cap, needs its yang. Walmart is an odds-on favorite because of their financial war chest. The challenge is weaving all of these acquisitions into a cohesive business model.
  • Posted on: 04/02/2018

    Walgreens focuses on healthcare services in new store format

    Given the seismic shifts taking place across the identity and experiential expectations of brick-and-mortar retail, Walgreens adding healthcare services into their portfolio of offerings is timely and smart. Integrating complementary services with a store redesign would not only be innovative but a natural progression for Walgreens. Given that Berkshire Hathaway, JPMorgan Chase and Amazon have teamed up to create a new healthcare paradigm for the Medicare population, Walgreens would be derelict NOT to facilitate such services.
  • Posted on: 03/30/2018

    Former Walmart U.S. CEO raises prospect of breaking up Amazon

    ... The sky is falling, the sky is falling ... Amazon is certainly a disruptor but they have been creative, innovative and have reacted to and delivered the digital consumer experience. To suggest government regulation is petty and Victorian. Retailers should learn from Amazon and embrace being digital. Walmart, Target and The Home Depot all had the same opportunity. As a consultant, I was preaching this inevitability back in 2006. While people listened, they were not experiencing the pain to change. The future is now today and now everyone is in the "hurt locker." Retail is not going away but it requires massive remodeling. Being digital requires not just change but scrapping traditional paradigms. In the new world order of retail, Amazon and Google are the gorillas -- who will be the chimps and monkeys? The store needs to transform from a place to transact to a community to share and embrace.
  • Posted on: 03/23/2018

    In this digital revolution, stores are media

    Shoppers don't know or care about channels -- they simply want to shop. And shop through the easiest method and path available to them, specific to the product or service they're looking to purchase. The store needs to be a seamless and informed element and option in that journey. Regardless of the label, the store and everything associated with its experience must be done in the interest of and for the shopper. She is the most important person in your store. Everything you do -- technology, analog, digital, a smile -- all needs to be done for her.
  • Posted on: 03/02/2018

    Will automation make retail teams less efficient?

    Given the general state and perception of sales associates on retail selling floors, the increased use of automation and AI for supporting the sales process should be celebrated and accelerated. Any technologies that can empower sales associates can only help meet the expectations of the digitally-empowered shopper that has already started her shopping journey using online (ZMOT) automation and AI long before she enters your store.
  • Posted on: 03/02/2018

    Aldi to open grocery stores next to Kohl’s

    The co-habitation of Kohl's and Aldi could prove to be a viable experiment. The traditional lines of demarcation between grocery, retail and foodservice have been blurring for some time. Amazon's acquisition of Whole Foods completely eradicated those lines. These two brands cater to a very similar demographic so it makes sound commercial sense. Now all they need to do is add a complimentary restaurant to complete the trifecta. Any suggestions?
  • Posted on: 03/01/2018

    Is AI-driven shopping curation a good thing?

    Artificial Intelligence (AI) will drive (literally and figuratively!) and be woven into all aspects of our lives -- whether we like it or not. The competitive, seismically changing retail landscape fueled by the insatiable expectations of the digitally-empowered shopper requires the use of AI into every thread in the fabric of our everyday life. Those brands and retailers that don't embrace and begin to leverage this technology today will not only be marginalized but will quickly fade away to become footnotes in the global retailing story.
  • Posted on: 03/01/2018

    Dick’s responds to Parkland teens – won’t sell AR-15s anymore

    I commend the leadership at Dick's, Kroger, Walmart and others who are doing something. I don't really care if their decisions are motivated by self-serving PR — what's important is that responsible, civic responsibility decisions are being taken. Perhaps our government will start acting like responsible students and stop being bickering adults.
  • Posted on: 02/26/2018

    Lowe’s using pre-apprenticeship program to attract top talent

    Hats off to Lowe's for introducing a meaningful and valued program. This should help Lowe's attract and retain committed and focused employees. Learning not only the actual trade skills but also learning customer interaction and the business aspect of running a business will be invaluable for all the stakeholders -- the apprentice, Lowe's and their customers. Well done! Lowe's should promote and advertise this heavily as this should give them a nice advantage over Home Depot in the court of public opinion.

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