PROFILE

Dave Nixon

Data Analytics Solutions Executive, Teradata
Working as a digital agency executive for the past 25-years in brand, retail and digital agencies, I get the pleasure of driving customer and shopper business results for my clients in the retail sector. My professional experience runs from sales to delivery. From producing, to leading, to generating revenue and now for serving my team members, my clients and the community that supports us all. Specialties: Executive Leadership, Thought Leadership, Business Development, Strategy and Brand Management, Client Relationship Management, Team Building and Mentoring Expertise: Graphic and Environmental Design, Digital Technology, Strategy, IT Services and Consulting
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  • Posted on: 05/21/2019

    Will an online deal with Fanatics prove to be a big win for Kohl’s?

    Adding additional apparel brands to Kohl's assortment is not a bad thing for either of them! Maybe over time they can build their own "Fan Shop" and continue growing brands like Fanatics. Just keep adding these specialty brands and they will see increased revenue for both companies. Kohl's has been successful by being selective in their choices and partnerships, like Fanatics, and that has been playing nicely into their overall growth strategy.
  • Posted on: 05/09/2019

    Are machine learning and AI the path to enhanced personalization?

    Large volumes of data, that can be trusted and analyzed with confidence are the keys to making "machine-driven" decisions work. Right now it is more hype than reality but we will soon achieve "enlightenment" where it becomes relevant. And for resource-strapped organizations, this workflow is an iterative process that takes discipline and time. Build the models and algorithms, test them, challenge them, tune them and redeploy. This isn't set it and forget it. The issue with achieving success for retailers currently is that they are still struggling to get the right data in the right place and extract the right intelligence from it to even begin to act on it (for now). But soon, we will see the results that ML and soon thereafter AI has been hyped up to deliver.
  • Posted on: 04/23/2019

    Are secondhand sales the right branding move for Neiman Marcus?

    If there is a focused effort on moving customers from "secondhand" to the aspirational "new" market, then Neiman is poised to be one of the best in the retail business at doing this. But the risk is cannibalizing from their own market share. This "secondhand" demographic will need to be analyzed differently and nurtured into growing into the Neiman Marcus brand, without leaving for other premium retailers. Cross-branding and cross-merchandising have to be careful, and will also be key to their success.
  • Posted on: 04/23/2019

    Giant Food to fill prescriptions for fruits and veggies

    It will be a tough demographic to change difficult behaviors with but this is a tremendous start to creating a more healthy lifestyle and full lifecycle experience for shoppers at Giant Foods. I am anxious to see how successful it is to cross-sell services with products in this case and see what other interesting innovations might come out of it. Analytics shows this is a better business model for increased basket size and healthier shoppers. Good on them!
  • Posted on: 03/01/2019

    Retailers take on massive legacy system challenges one module at a time

    The danger with this approach is the handoffs and disparate data that needs to flow to make faster decisions to improve the Customer Experience, where operational systems have a much bigger impact than people think. I agree with breaking down behemoth old legacy systems into more nimble infrastructure, but there is a risk of reduced scale and velocity across disparate systems. Data is the connective tissue between them. Don't break that valuable chain or your CX will suffer.
  • Posted on: 03/01/2019

    What will going separate ways mean for Gap and Old Navy?

    Great for Old Navy. Say goodbye to the Gap.
  • Posted on: 02/20/2019

    What will it take to transform BOPIS ops from just okay to great?

    This is an easy one to identify but a difficult one to solve. INVENTORY, specifically around item substitution or out-of-stocks. When you layer an e-commerce model on top of an already outdated physical store inventory infrastructure where "pickers' are competing for the same product as shoppers, you're going to have collisions and reduced customer experience. Retailers HAVE to get their inventory management and forecasting under control but that's not as easy as it sounds without massive investments in operational infrastructure. Until then, someone is making brand, product and price decisions for me when they are out of stock of items I have ordered, and as finicky as we are as consumers, that's going to be tough to get right every time.
  • Posted on: 01/28/2019

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

    "Eighty percent of consumers do not feel they are provided with a personalized shopping experience both in-store and online. More than half (58 percent) of consumers are uncomfortable with the way stores use technology to improve personalization in their shopping experience and almost half (45 percent) reported negative emotions when they receive personalized offers online." You can't have both. You either allow retailers to gather, analyze and predict behaviors/preferences for personalization or you go back to an anonymous shopping experience. Pick one. Brands CAN do a better job of personalizing and optimizing the store experience and they will HAVE to, to survive. But we poured all of our efforts into digital and e-commerce and now we have to apply the same transformation to physical. NFC, Captive Networks, and AI can augment the in-store experience but it needs to be tied back to digital shopper profiles that become richer and smarter as time goes on. Then personalization can get better for in-store experiences when data becomes the "connective tissue" between online and offline. But only then. The common ground is the shopper profile informed by all touchpoints.
  • Posted on: 01/22/2019

    Tech lets shoppers say ‘Optimize Me’ when ordering groceries

    This will certainly "optimize" the shopping trip and goes further in blending discovery with replenishment but doesn't go far enough to address the issue of an e-commerce model being layered on top of a traditional model. BOPIS "pickers" compete for inventory against physical shoppers leaving many retail stores with out-of-stock issues. The supply chain and demand planning of aging store systems still cannot forecast well enough to accommodate. The miss on the experience will still be item replacement or OOS when they go to pick up their items, or worse when they get home.
  • Posted on: 01/03/2019

    Will smart shelves work for Hannaford and its customers?

    The benefits retailers will see are twofold. One, more informed decisions at the time of purchase (discounts and product info) which will drive a percentage of uplift, but second, the ability for a retailer to have one more personalization touchpoint using near-field technology. Make the content on the displays relevant to the specific shopper and you bridge the gap from anonymous store shopping to personalized store experience.
  • Posted on: 12/06/2018

    What is the dollar value of trust?

    If you don't know them, you can't delight them. If you misstep, it doesn't take long for them to find someone else who will provide a better CX. This is not the day and age to guess and assume. Better get it right. It starts with seeing the shopper, then making intelligent decisions on what you know, and acting on that intelligence in a timely, relevant and appropriate way. Miss one component of that process and you will see the loss in trust.
  • Posted on: 11/02/2018

    Walmart reimagines its big boxes as town centers

    This concept could work for the new demographic that Walmart seems to be targeting with their digital transformation. The key to success on any level will be the laser focus on location, supporting activities and experience that is designed for a specific targeted demographic. If they try to make this concept fly as a "one format to appease them all" it will likely fail. My fear is that this is such a dramatic shift in their traditional retail model that the core shopper may not adapt fast enough to make this successful. I have personally lived through the process of a concept like this in my previous life and the pivot was so great that the core customer or the new shopper "got it" as they tried to appeal to two different demographics in one concept.
  • Posted on: 11/01/2018

    Will Albertsons have robots filling online grocery orders in its stores?

    It can succeed, IF -- they do not pull from existing store inventory and the physical in-store experience is not affected. These are two different models with some overlap. e-commerce and physical. Layering in e-commerce that pulls from current store inventory causes major OOS headaches and has proven to be a negative factor for retailers. Second, the current store layouts and planning were not designed for micro-fulfillment centers and therefore creates a negative experience. Figure those two aspects out and this idea will work!
  • Posted on: 10/31/2018

    Will Goodyear roll over rivals with new Millennial-friendly showroom concept?


    A great first step toward reinvention for a tired category BUT, how about Goodyear extends this into a mobile concept at the point of need, like a rolling virtual showroom? Then when they find a vehicle with a flat or are alerted to a need (great app option) they can define what tires or sizes are needed, alert a distribution center and have the specific tires delivered to the "scene" and put them on in the field without a physical retail concept that many folks only visit out of necessity? If the Goodyear rolling service vehicles also did basic roadside maintenance you'd get even greater brand adoption. A radical change in this category is needed.
  • Posted on: 10/11/2018

    Re:Store concept mixes co-work and co-retail

    I can see this succeeding on a smaller scale if you flipped the emphasis of the two. Adding in more retail to a model like WeWork than the other way around. Sort of like an enhanced and extended product vending option to the workplace model. I cannot see working where people shop. Recreate the "store within a store" concept to a "store within a workplace" and this could yield some small incremental revenue gains. As this concept is defined, it reeks of desperation to me.

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