PROFILE
  • Brent Biddulph
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Brent Biddulph

GM, Retail & Consumer Goods
Brent has extensive experience working closely with a variety of leading retail and consumer goods companies providing thought leadership to help align strategic objectives with technology and analytic solutions to drive top-line growth, reduce costs, improve profits and create a differentiated competitive advantage in the marketplace. During his career at Cloudera, Teradata and Oracle he developed solution go to market positioning, sales plays, use cases and led big data analytics consulting engagements at a number of Fortune 50 companies. Working as a trusted advisor with client executives to identify, define and capture business improvement opportunities. Brent is known as a customer-focused advocate and innovator, leveraging his extensive domain experience in store operations, replenishment, merchandising and marketing at senior management levels in retail, distribution and consumer goods.
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  • Posted on: 03/19/2019

    Are Amazon’s private labels falling short or just getting started?

    In the FMCG space, they are clearly just getting started. They have learned much in the past year from the WFM acquisition in this space, taking on the 365 label initially and have now had more time to study consumer purchase behavior (online and offline) in this retail segment. Recently announcing "basic" private label launches for broader consumer reach (beyond natural and organics) starting with dairy products such as milk, is akin to where traditional grocers started decades ago. And yet another way for Amazon to not only grow share in grocery, but (and, perhaps more importantly) improve margins in a razor thin GM segment that they will also be expanding with new brick and mortar stores -- a robust private label portfolio is a requirement really.
  • Posted on: 03/15/2019

    Will Walmart’s new tablet burn into Amazon Fire’s market share?

    Agree with others that have stated it’s all about experimentation (test & learn). Even if it fails (as Amazon has done many times), there will be insights and lessons learned that will provide valuable inputs into other areas of their business, or future plays. Hey, beyond children's games, why not incorporate a Vudu app on this device, provide limited use downloads of content, movies for kids and families as well?
  • Posted on: 03/14/2019

    Will Costco’s new $15 minimum wage hurt or benefit the chain?

    As a Costco member since 1997, would be hard pressed to point to a single "poor customer experience" moment in the past 20+ years. Perhaps, because taking care of their associates has been a core principal and cultural ethos since the inception. One of the few retailers that has always viewed their associates as assets, versus "labor," and why so many of them stick around for years, even decades. Hard to imagine that the majority of front line associates weren't already at/above the $15/hr wage, not to mention industry leading benefits for all.
  • Posted on: 03/14/2019

    Will customer hosts raise the shopping experience bar at Walmart?

    I have often been baffled by long lines (and frustrated customers) at Walmart service desks where the majority of the customers standing in line are there with returns. Given the returns volume Walmart deals with, adding staff (or simply bursting during peak hours) combined with technology to simplify the returns process in-store (simultaneously reducing online return shipping costs) should prove to be an instant winner for both Walmart and customers!
  • Posted on: 02/05/2019

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

    Agree, Target failed if true. But I'd take a slightly different POV on this one ... chalk this one up to a flawed Data Science experiment. Compounded by the fact that is has now been exposed and a PR issue, not good. However, let's not throw out the baby with the bathwater here -- dynamic pricing is a new retail business reality (used smartly). My take on this experiment is the flawed thinking that Target would penalize a consumer that is actually using their mobile app to begin with. Generally, traditional retail mobile apps have very low customer penetration, mostly because they lack benefits or a "reason" worthy of a customer even turning on the app, ala location based tracking (thus, why proximity marketing while promising, has a weak total ROI). Not to mention that it is highly likely that the "best" customers are the few that are even turning on the app to begin with at this stage. Silly Target should be rewarding (and finding ways to entice) ALL customers for simply using their mobile app to begin with. Mass adoption is required first. The default (for now) should be use the mobile app, get the best competitive and most relevant to me discounts, no matter where you are. Build mobile app adoption first and foremost. Why? Because ONLY then (upon building a larger sample size of mobile customer user data) can you run legitimate data science "experiments."
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