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.
  • Posted on: 02/15/2019

    Will Google’s modular tech change how consumers buy smartphones?

    The modular smartphone is a great concept if all the modules and their interfaces are an absolute globally accepted standard. Imagine the frustration of buying after-market modules? It would make the computer-printer incompatibility seem trivial! I certainly could see a great advantage if the modules would be designed, manufactured and tested/supported by Google. One of the reasons Apple has been so successful is their total control of the Apple environment.
  • Posted on: 02/15/2019

    eBay looks to lead a ‘retail revival’

    This eBay "Retail Revival" program is a creative program that not only expands their marketplace with sellers and buyers but gives small retailers and manufacturers access to a global audience. It's eBay's way to offer a competitive alternative to Amazon. Where Amazon is trying to monopolize the entire shopping journey, ebay's Retail Revival program is providing the tools and access for small local brick-and-mortar retailers and manufacturers to participate in e-commerce. Aren't there eBay driven stores?
  • Posted on: 02/13/2019

    Will the new plan for Sears work any better than the previous ones?

    Embarrassment indeed. Well said Paula. I couldn't agree more. "What type of CEO ... ?" Perhaps the board could vet any of the folks featured almost daily in the first five minutes of the nightly news?
  • Posted on: 02/13/2019

    Retail leaders need to care more about tech

    While CEOs don't require expertise in technology as a core competency, they do need to accept its necessity and value in today's shopping journey. This is not just limited to CEOs -- this should include everyone in the C-suite. I've worked with organizations where the CMO only cared about the perception of the brand -- not how their customers interacted with and shopped the brand. And yes, they are currently scrambling to upgrade their technology to meet shopper expectations. Technology vendors are equally to blame for the gap. Too many tech products and services are wonderful tactical trade show demonstrations in a desperate search for a strategy. This combined with far too many promises of "buy this and money will fall from the sky" has tainted the well. Retailers and brands alike need to respect and accept technology as a required enabler of workflows and solutions that help and bring value to the shopper. Innovate, experiment but ALWAYS measure and optimize!
  • Posted on: 02/11/2019

    Are apps and voice assistants the keys to e-grocery adoption?

    Let's split these two issues apart: 1.) apps and 2.) voice assistants. I've long maintained that in-store apps just don't resonate with shoppers. Retailers should focus on their in-store shopping experience instead of making their store a warehouse to theoretically have items available for online shoppers. Also, I encourage readers to read the news on the geolocation price-flipping issue discovered at Target. They have since resolved this issue but they got away cheap. Voice assistants on the other hand will be the next interface -- leaving keyboard entry as a museum relic. Refer to this clip from the 1986 movie Star Trek 4: The Voyage Home. Yes, " ... that is the ticket, laddy."
  • Posted on: 02/07/2019

    Are legacy retailers on the right track or heading off the tracks?

    Meaningful change requires innovation and innovation requires taking risks -- all of these live in the shadow of fear, uncertainty, and doubt. The FUD factor is further amplified by Wall Street's need (or greed?) for short-term financial rewards. One fiscal quarter isn't enough time to innovate anything. Meaningful innovation takes commitment and hard work at every level of a corporation. It requires constant and relentless energy to have any chance of success. It is far easier to make cosmetic PR changes (e.g. robot greeter) and stay the course. When CEOs are paid tens of millions of dollars each year, there is little or zero incentive to change. If you're completely pessimistic you may believe that some leaders actually want retailers to fail as it may be to their financial advantage (Think Sears?!) And while all these leaders are comfortable in the status quo, Mr. Bezos and Amazon forge and innovate forward every single day.
  • Posted on: 02/05/2019

    Walgreens tests tech that sort of recognizes you in-store

    This initiative is not new and I suspect it will fade away. It probably wouldn't have been deployed at all without Microsoft's funding. There is no benefit to the shopper. This is yet another example of a tactical implementation in desperate search of a strategy. It's another method for Walgreens to extract funding from their CPG vendors. There is no apparent sustainable and measurable validation to the benefits to the shopper and/or brand vendors that will be asked to fund this initiative.
  • Posted on: 02/05/2019

    Will Target’s dynamic pricing strategy erode customers’ trust?

    Target got caught with their sticky financial fingers in the cookie jar. Their corporately orchestrated silence, when confronted by the KARE-11 reporting team was deafening. Target stayed silent on this "discovery" knowing it would quickly fade away and get buried with tomorrow's news. It seemingly worked -- unfortunately. Target knew that once you were in the store, you -- the shopper -- were more inclined to NOT pay attention to competitive price. The experience was discovered accidentally by a Target fan. This geo-location pricing flip can be avoided by turning off the location (GPS) services on the Target app. This issue should be more widely exposed so that shoppers are informed and educated as to what their brands (i.e. Target) are doing; in effect, taking advantage of their brick-and-mortar shoppers. Target should be rewarding their physical store shoppers -- not taking advantage of them!
  • Posted on: 02/04/2019

    Did Trader Joe’s make the right decision to end grocery deliveries?

    Trader Joe's is, and continues to be, about the shopping experience. Trader Joe's has become a destination. The focus for Trader Joe's in New York should be about expediting the check out process. Last time I was there the line stretched to the back of the store. Focusing on and rewarding your in-store customers should be the priority. An ever-growing pet-peeve is walking into a Starbucks and having to wait until the baristas fill drive-thru and click-and-collect orders. The customers that walk into your store should be priorities. While I understand Trader Joe's decision on deliveries, I do believe they should develop an e-commerce program in order to remain relevant from both expectations and relevancy.
  • Posted on: 02/01/2019

    Shopper technology opportunities are the focus of FMI Midwinter

    The question traditional grocery retailers need to address is "how do we stem the erosion of our shoppers to other channels?" Traditional retail is quickly dying. The only way traditional grocery retailers will recapture market share is to create immersive experiences where the grocery store becomes more than simply a destination where they have food on shelves. Creating shopping theater where the store becomes an experiential destination. Open kitchens, deli and bakery (pastry) may be areas to explore. Amazon has accelerated and changed shopper expectations -- forever! Time to think outside the box.
  • Posted on: 01/31/2019

    Can sentiment analysis improve merchandising calls?

    I suspect sentiment analysis (as defined by Brian) is required by, but not limited to, apparel manufacturers as part of their trend analysis -- what fashion will shoppers be interested in next summer? Being able to design, manufacture and sell in the future is critical for fashion. Retailers like Lowe's and Home Depot need to know what fashion plumbing finishes will be in favor during the next construction period. Will it be bronze, chrome, or brushed nickel finishes? This trend analysis is required for merchants and buyers. Any trend or sentiment analysis is valuable for the entire manufacturing and retailing ecosystem -- regardless of the product or category. Once again we find ourselves back at the importance of supply chain visibility and optimization -- a foundational lodestone of a majority of the issues presented here on RetailWire.
  • Posted on: 01/28/2019

    What do shoppers really want? Do retailers have a clue?

    The short answer as to how effectively do retailers connect with shoppers in their store is -- not very! For years, retailers have presented their wares in a sea of shelves and racks. What they lost is even trying to care on a human and emotional level. We've been trying to replace that void through with technology. While there are many technologies that can mitigate human oversight, ambivalence, and error -- the new shopping experience must be grounded in emotional connection, storytelling, and immersive participation. We, shoppers, want to shop and buy from brands and people who care. While there are products we simply want to get at the shelf (and won't forgive the retailer if it's out of stock!) there are many situations where we simply expect people to care -- it's not asking that much.
  • Posted on: 01/25/2019

    Are NanoStores the new ultra-convenience stores?

    I believe there is a hybrid concept that combines the NanoStore within an experiential "theatrical" retail environment -- a variation of the "store-in-store" concept. Shoppers would be engaged in experiences, and purchases could be facilitated through a NanoStore. The NanoStore is an expanded BBY Express kiosk. Bringing these two concepts into a single environment could be very successful.
  • Posted on: 01/25/2019

    How much inventory visibility do retailers need to give consumers?

    Through the lens of the shopper who is on a journey to purchase, near real-time inventory visibility- online or in a physical store is expected. Based on experience, I suspect many retailers have fairly accurate insight to their inventory at the Distribution Center level, but their visibility and accuracy falls dramatically at the individual store level. The myriad of paths of both shopping and buying available to today's digitally-empowered shopper forces both brands and retailers to have near real-time visibility of where their products are at any given moment. While this may not be necessary for a $3 box of Corn Flakes, it is mandatory for a Makita drill at The Home Depot or Lowe's. Digitally-empowered shoppers and buyers at the very least expect an accurate experience. As noted by Nikki, IKEA is a "gold standard" as they mitigate, forecast and manage shopper expectations. The Target experience shared by Harley highlights the experience that reflects poorly on the brand.
  • Posted on: 01/23/2019

    Lowe’s kicks off NFL deal in the biggest game of all

    During an engagement with Lowe's during Jimmie Johnson''s reign as NASCAR champion, I inquired about the financial commitments associated with a NASCAR sponsorship. The straight-faced response was, "he better keep winning". Lowe's promotional relationship with the NFL will probably cost more but will reach and resonate with their broader target market/audience.

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