PROFILE

Dave Wendland

Vice President, Strategic RelationsHamacher Resource Group

Bringing more than 25 years marketing and business development experience to the organization, Dave is responsible for strategic, partner development, and trade relations activities for the organization. In addition he works closely with the company’s marketing, business development, and national account teams to strengthen client relationships and enhance product value. Dave is also the primary architect and leader of the company’s Collaborative Strategy Sessions conducted on behalf of clients looking to extend their market reach, discover new opportunities, or plan future products.

Recognized for his retail expertise, Dave’s insights and forward-thinking make him a sought-after speaker and author. Delivering more than 20 presentations each year and authoring more than 50 articles and blogs, his passion for helping organizations realize their potential is evident.

Dave joined Hamacher in 1992 after having operated a California-based marketing firm. Dave graduated from the University of Wisconsin – Whitewater with a Communications and Marketing degree.

Other Links from Dave Wendland:

Behind the Shelf (blog)

Dave Wendland is a 25+ year veteran of the consumer packaged goods industry and is passionate about optimizing the consumer experience across the retail supply chain. He is a member of HRG's senior management team and owners group. Dave is also a sought-after speaker for industry conferences and corporate events.
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  • Posted on: 09/16/2019

    Will bringing the outdoors inside stores work for J.C. Penney?

    This may prove to be an interesting initiative for J.C. Penney as they struggle to remain relevant to shoppers and seek to differentiate in the market. Presuming this new Outdoor Shop is interactive, highly engaging and perhaps resembles a Bass Pro Shop type environment, J.C. Penney may shine. If, on the other hand, they are simply placing merchandise on racks and calling it something "new," their success may be limited.
  • Posted on: 09/06/2019

    Would you go to Walmart to see a doctor?

    Walmart has certainly recognized that providing access to affordable healthcare services is vital to their customer base. I applaud this move by Walmart and anticipate health and wellness-focused alignment across their entire enterprise. From the work our firm has done with the Global Market Development Center (GMDC) and their innovative look at selfcare, I feel that Walmart's latest move squarely intersects with what shoppers are expecting and demanding as the consumerism of healthcare evolves.
  • Posted on: 08/21/2019

    Where is the Kroger/Walgreens relationship headed?

    I'm a fan of newfangled collaboration (in fact I wrote several articles in Drug Store News on this topic in the past few years). As to the direction Kroger and Walgreens are taking, it comes as no surprise. Improving convenience while building on an organization's core strengths will continue to delight shoppers. This isn't the only collaboration worth paying attention to in the drug store space. Look no further than Rite Aid's deal with Amazon to recognize that the shape of retail is continuing to evolve. Or in the grocery space as Aldi and Kohl's continue to cozy up. As the old saying go, "we ain't seen nothing yet!"
  • Posted on: 08/16/2019

    Pfizer relies on multiple data sources for better shopper insights

    Great advice, Anne Howe.
  • Posted on: 08/16/2019

    Pfizer relies on multiple data sources for better shopper insights

    Congratulations to Pfizer Consumer on discovering the power of data insights and to Ms. Joyce's recommendation of aligning disparate data sources. It all begins with defining attributes and "normalizing" the data pools. As a company largely focused in the consumer healthcare market, I can easily relate to Pfizer's mission when it comes to data analytics. The other challenge that often revolves around data is being too limited (or prejudicial) when considering possible hidden nuggets. I remember one time when Kimberly Clark asked our team to find a needle in a haystack of data. When we delivered the final analysis, they commented that they expected us to find one needle and we had actually uncovered more than 10! The secret to unlocking data insights is to include multiple sources, align the data with common denominators, be open minded and, if necessary, step outside your four walls for objective and unbiased analysis.
  • Posted on: 08/06/2019

    What are the signs of a dying retail business?

    Agreed, Paula. Stores that look like they are "not out for business" rather than "out of business" will not survive.
  • Posted on: 08/06/2019

    CVS subscription program goes big to outdo Amazon Prime

    Well said, Brandon Rael. I echo your comments!
  • Posted on: 08/06/2019

    What are the signs of a dying retail business?

    This is indeed an exhaustive list by Bob Phibbs. (And he has the experience and insight to be extremely credible!) The one thing I always put on my list of telltale signs is "relevance." Consumers have changed and competition has become more fierce and varied, yet too often retailers have simply not evolved. I'm amazed at the number of tired retailers (I refer to them as "establishment retailers") who seem to have their heads stuck in the sand on a desert that is no longer visited by shoppers. Look around, adapt, and return to relevance!!
  • Posted on: 08/06/2019

    CVS subscription program goes big to outdo Amazon Prime

    Absolutely it is a GREAT idea to roll CarePass out nationally. Contributing to its success is its stickiness. In other words, remaining engaged with their patients and offering real value are two of its key ingredients. Congratulations to CVS for once again recognizing the value in building relationships and focusing on those areas most important to its core consumers.
  • Posted on: 07/15/2019

    Lululemon takes experiential retailing to 20,000 square feet

    Experiential retail excellence in motion. Congratulations to Lululemon for "getting it." I agree with Mark Ryski; too many force experience that becomes incongruent with the brand ... such is not the case with this Chicago flagship store.
  • Posted on: 07/15/2019

    What makes great retail leaders?

    For any leader -- including retail leaders -- I believe advice from my mentor and father applies: "Always lead by first putting yourself in the shoes of those affected by your decisions." There are some that may argue that this approach is over-rated. For me, remaining humble, empathetic, and aware can never be bad advice. When I think of successful leaders, the recently-departed Herb Kelleher of Southwest Airlines comes to mind. He would help baggage handlers load planes and interacted and remained accessible to all levels within the company ... this led to passion, success, and unparalleled growth in market share.
  • Posted on: 06/18/2019

    Are Shark Tank-like competitions a path to retail innovation?

    In my opinion, such pitch competitions are a wonderful idea. Not only does it provide a platform for potential suppliers to hone their message and present their product for critical evaluation, but it also affords the retailer a unique opportunity to see the why behind the buy. Having participated on several Shark Tank-styled panels, here are three imperatives that I feel contribute to effective execution: 1.) Honesty - this should not be a platform to placate potential brands, rather it is a heart-to-heart with a brutal assessment of the likelihood that a product or service would fit within the retailer's operation; 2.) Creativity - the supplier should be able to think on their feet and offer thoughtful, innovative approaches to marketing, pricing, promotion and other key attributes that answer the retailer's concerns; and 3.) Sincerity - don't waste each other's time ... if the product isn't right, tell the supplier. If the supplier isn't ready for broader distribution, tell the retailer. There should be no surprises! Finally, if the competitions are genuine and well-planned, they are far more than a PR stunt. They can actually incubate new ideas and help new brands gain solid footing more quickly.
  • Posted on: 06/17/2019

    How well did Target handle its no good, very bad weekend?

    It is unlikely that those faithful to Target will find the outages at Target to be deterrent to their loyalty. Although frustrating and undoubtedly challenging, there are larger questions that I believe demand answers: Does over-reliance on technology and "magic" that happens behind the scenes or data that is stored in the mysterious cloud put customers on their heels? Will they become increasingly suspicious of automation, artificial intelligence, and advanced data mining? Do consumers feel that retailers, such as Target, are telling the truth about cybersecurity when such technology disruptions occur? Ultimately, retail is still about relationships and the human touch. No machine can replace sincere and polite interactions with real people at retail. The best way for Target (and other retailers who will undoubtedly experience similar technology challenges) to handle this is by putting associates out front ... and that's exactly what they did.
  • Posted on: 05/20/2019

    Should Kohl’s buy At Home?

    Love to see Kohl's thinking beyond the box and imagining how/where to bring new value to its patrons. Given the weak performance of many of the traditional department stores, with this acquisition Kohl's would have the opportunity to stake claim to the value side of the equation and expand its penetration within the households that already favor Kohl's. I think this is only the beginning of their continued reinvention and purposeful expansion. Another great example of uncommon collaboration and fresh ideas!
  • Posted on: 05/13/2019

    What’s wrong with the (fill in the blank) category?

    It's high time that traditional category management be reinvented. Here's why: 1.) consumers do not shop by category ... they shop by need; 2.) "establishment retail" timelines are simply too long (by the time they react to a trend it may be over); 3.) over-committing space to a particular sub-category stymies shoppers (I firmly believe less becomes more). Specifically, as it relates to yogurt, innovation based on flavors and forms can only take a category so far - I refer to this as "iterative innovation - and results in over-stocking simply to keep up with available varieties. "Breakthrough innovation," on the other hand, can drive truly differentiated categories and attract new shoppers. Imagine a yogurt with a new sustainable means of production, newly-proven health claims, or some entirely differentiated delivery form. That could increase the share of shelf devoted to such a breakthrough. Bottom line for me is twofold. First, speed to shelf must be improved - brick-and-mortar's relevance will continue to decline if it doesn't reinvent cumbersome, painstaking assortment planning practices. And second, predictive analytics regarding trends and breakthrough innovation must be factors to consider in the "new" approach to category management.

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