PROFILE

David Weinand

Chief Customer Officer, Incisiv
Weinand is the co-founder and chief customer officer for Incisiv, a consumer industry insights firm that works with the ecosystem of retailers, brands, restaurants and technology providers on benchmarking services, go to market strategy, and content services. Prior to Incisiv, Weinand spent nine years at Edgell Communications/Ensemble IQ in various roles that included GM of the technology portfolio, publisher of RIS News and co-founder of EKN Research. To learn more, visit: www.incisiv.io
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  • Posted on: 05/24/2019

    Can Loop make packaging reusability a reality at scale?

    I see the Millennial and Gen Z segments totally buying into this concept. They are far more concerned about the impact plastics are having on the environment (I get berated by my daughters if I use a plastic straw). The pickup/delivery model I think will make pricing too high for many but once consumers can achieve the same goal with pickup/drop-off at a store - this could be a winner.
  • Posted on: 05/17/2019

    Do treasure hunt experiences provide the key to discounters’ fortunes?

    TJX is an amazing story. Essentially no e-commerce play, no loyalty play, no personalization play - yet they continue to grow. They are succeeding because they have strong supplier relationships that enable them access to quality (for the most part) merchandise that their shoppers seek out. In some cases, not unlike outlets stores, they are working with suppliers for merchandise that goes straight to them. As I wrote in yesterday's post the "hunt" is a real thing and there is a universe of shoppers that treat it as a sport. TJX continues to be the retailer to beat in this space.
  • Posted on: 05/16/2019

    Is Crazy Cazboy’s pricing too crazy or just crazy enough?

    Seems counterintuitive in the Marie Kondo era - to offer a collection of 'stuff' for people to accumulate because it's cheap may not have the appeal it once did. However, that said, if they are able to maintain a steady flow of inventory from the retailers' mentioned, the thrill of the hunt is real for a ton of people - so it definitely could be a business that is sustainable.
  • Posted on: 05/16/2019

    Why does loyalty program ROI remain so murky?

    There are some clear cut leaders in the loyalty game and retailers should look to them to learn best practices. The beauty guys, Ulta and Sephora, are generating a vast majority of their sales from loyalty program members - look at what they're doing. Loyalty programs in this day and age should be less about giving away margin and more about creating value and experiences for their customers. Loyal customers are willing to provide their data for a more personalized experience - leverage that and use that as a metric.
  • Posted on: 05/16/2019

    Study says Whole Foods is the priciest grocer of them all

    Whole Foods' core customers aren't going to shop more or less over a 1 percent to 5 percent decrease in prices. They are there for the perception that their products are fresher, healthier, and overall better than what they get from other groceries. Whole Foods needs to own their image as a premium chain.
  • Posted on: 05/14/2019

    Lands’ End is looking to get out of Sears like a bat out of hell

    Good management - good strategy. Getting out of the wake of the Sears tsunami was a huge blessing and being able to execute on its own strategy has proven to be a recipe for success. Continuing to build and execute on its digital strategy while smartly opening stores combined with a focus on attracting their next generation of shoppers will sustain the momentum.
  • Posted on: 05/09/2019

    Will Schick parent’s acquisition of Harry’s create a ‘next-generation consumer products platform’?

    Innovation is very difficult at these big CPG firms. Acquiring a DNVB like Harry's provides a company like Edgewell a new perspective and a new way of thinking from people that had to think differently to succeed in a market dominated by behemoths. This will not be the last of such moves by any stretch.
  • Posted on: 05/08/2019

    Angela Ahrendts talks about lessons learned at Apple

    What I find interesting about this piece is that the key tenets Angela operated under were about "larger purpose" and "brand ethos" - things that are harder to measure. I only point that out is because as we are increasingly in a metrics driven environment, we see that there are highly successful people that still operate on intuition and speed of execution. Apple is a highly unique environment and as Bob Amster pointed out, not every retailer can operate under these guidelines but for the right environment where high touch, high service is a must - these are tenets to live by.
  • Posted on: 05/07/2019

    Will a buyer step up for Lord & Taylor?

    Unfortunately, this will likely be another storied brand that will fade into the lore of retail. I don't see a compelling reason for another operator to want to pay a premium for a department store brand that hasn't kept up with changing consumer tastes.
  • Posted on: 05/07/2019

    What will Walmart gain from its ‘returnship’ program?

    Brilliant. Think of the loyalty this will breed for those re-entering the workforce. A company willing to invest in retraining talented people that have been out of the workforce will pay large dividends. My wife was home for 10 years with our kids and re-entering was not easy - these types of programs will be great across multiple disciplines.
  • Posted on: 05/06/2019

    What companies need to know before using AI

    AI is hard to explain as it has turned into a marketing catch-all for many of the software vendors in the industry. Retailers have to cut through the marketing buzz and look at specific use cases where AI can provide real value and then seek (and test) solutions that prove that the technology does in fact learn and provide continuous improvement. AI has a lot of potential and will mature to show real benefit. Retailers that are on the front edge of innovation just have to test and learn more.
  • Posted on: 05/06/2019

    Will a strategy built around changing people’s lives transform Lululemon’s business?

    I applaud Lululemon for sticking to their core mission of building community and advocacy, even as they've grown into a large brand. As a company scales, often executives cut programs that created the advocacy from their core customers. The Sweatlife initiative is building on their original work of engaging the local yoga community in each market to share their passion through a variety of events. Yoga is part of a larger "wellness" scope and Lululemon is well positioned to be a leader in that movement.
  • Posted on: 04/26/2019

    AI-powered, voice-capable chatbot helps shoppers make the right choice in stores

    This will interesting to watch. There are generally knowledgeable associates at places like BevMo and Total Wine but they are hard to find. This is a very targeted application so I believe it will be successful for the company. As the technology matures and becomes more comprehensive and accurate, I think more applications will arise.
  • Posted on: 04/24/2019

    Will Foot Locker’s NYC Power Store play ball with Nike?

    Foot Locker has the advantage of being able to build experiences around multiple brands - so that in and of itself makes them unique. To be able to build experiences (and likely have them funded) with Adidas, Under Armour, Reebok and Nike will provide a draw from the NYC sneakerheads. Nike super-enthusiasts will likely remain so and stay loyal to Nike and shop at their stores. But that is a smaller percentage of people and Foot Locker can use these locations to attract the larger percentage of sneakerheads that enjoy multiple brands.
  • Posted on: 04/24/2019

    Kohl’s goes all-in on Amazon returns

    It says to me that the pilot program generated enough traffic for Kohl's to be worthy of expansion. Pretty simple. For Amazon, this is also a win as costs for picking up bulk returns are lower than individual shipping. Longer term, Kohl's just has to be smart enough to only sell Amazon products that don't directly compete with their product mix (which I think they are).

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