Harley Feldman

Co-Founder and CMO, Seeonic, Inc.
Harley Feldman is the Co-Founder and Chief Marketing Officer of Seeonic. He has more than 30 years of experience in information technology including database management, Internet applications, predictive analytics, process re-engineering and global solutions. Mr. Feldman spent more than 20 years at Ceridian Corporation; the last ten years in the defense group, in positions of increasing responsibility (including as Vice President of Sales and Marketing, and Vice President of two major operations providing technology and services to the intelligence community). In addition, he previously served as Chief Technology Officer and Chief Executive Officer of two healthcare software companies. Mr. Feldman holds a BS degree in chemistry and computer science from Illinois Institute of Technology and a MBA degree in finance from the University of Minnesota’s Carlson School of Management.

Mr. Feldman co-founded Seeonic, one of the first companies to build a complete IoT solution in the item level RFID space. Seeonic was granted a patent for its solution including RFID tag collection, hands-free operation, real-time alerting and analytics and built the largest commercial RFID network in the US. Mr. Feldman was the executive overseeing this development with attention to RFID readers, tags, serialization, the cellular connections required to deliver the data, and software for data collection, data cleansing, data storage, and analytics. Seeonic was also one of the founding members of the RFID Research Center at the University of Arkansas. Mr. Feldman attended annual University of Arkansas RFID conferences each year, where much of the early RFID directions and recommendations were made. Mr. Feldman also served on the GS1 Tag Serialization Committee until its successful completion. He is currently the Seeonic representative on the GS1 US Apparel and General Merchandise Industry Sponsors Group and spends his time growing the use of RFID in the retail, healthcare and industrial industries especially the management of vendor-managed and consigned inventory for brands.

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  • Posted on: 04/17/2018

    Has Google found a formula for undercutting Amazon’s product search advantage?

    This step by Google and its retailer customers was inevitable. Retailers want to expand their customer opportunities and Google's strong presence in the search market is a natural outlet to compete against Amazon. From Google's perspective, their search will provide consumer access to a broad range of products and brands. Amazon on the other hand has already built a strong brand providing search and fulfillment to a very large range of products from their search engine. It will be a battle of the giants.
  • Posted on: 04/10/2018

    Barnes & Noble’s crowdsourcing app engages readers and earns solid reviews

    Browsery is a good strategy for Barnes & Noble. Book readers tend to not just read but share their thoughts on their readings with others. Browsery provides such an outlet. It is similar to product reviews at other retail sites but targeted at Barnes & Noble's customers. It should generate additional sales as users of Browsery will get exposed to additional titles and content reviews. Browsery should demonstrate successful crowdsourcing for readers of books.
  • Posted on: 04/09/2018

    Is Walmart building a tower of power with its expanding in-store pickup network?

    Walmart is taking advantage of its huge leverage against Amazon with stores offering many delivery offerings to its customers. When a customer wants the item quickly, a Walmart store is typically not far away. As Walmart makes this BOPIS process easier and easier, more consumers will use it. The towers should be placed near the front of the store for easy access.
  • Posted on: 04/06/2018

    Can MoviePass help revive America’s malls?

    If only 13 percent of Americans want to go to the theater to watch movies, it is hard to see how MoviePass can bring major traffic to the mall. Even at a low monthly fee, the moviegoers will mainly opt to go to movies they are interested in seeing. This constrains the people coming to the mall to see a movie to be correlated with the popularity of the movie. While certainly MoviePass can collect data on the habits of their members, the data will have limited use and only if the members actually use the service. Even the article points out that MoviePass is having limited success in keeping their clients coming after the initial rush due to novelty. The malls and theaters might try limited revenue-sharing ideas to see if they work, but signing up for a long-term deal would be a mistake.
  • Posted on: 04/04/2018

    Should retailers lower expectations around last-mile delivery?

    Retailers do not have to match Amazon's benchmarks if they provide other value to the consumer. If advice or service from associates is important to the consumer and a trust relationship is in place between the two parties, the speed of delivery is not as important. This reminds me of the discussion several years ago about showrooming being the end of Best Buy. That did not occur because Best Buy responded to their consumers' interests for technical and other product support and service. While retailers should focus some attention to making last-mile delivery more efficient, their time would be better spent on providing unique products or better service to their customers.
  • Posted on: 04/03/2018

    Why are there so many employees in a cashier-less store?

    Amazon Go is a test lab. The idea of being able to check out and go is appealing, but there are so many other store functions which Amazon Go is not automating, like shelf replenishment, customer service, associate advice, etc. that the cost to run the store has not been lowered. Also, the reason the check out function problem has not been solved in retail stores is there must be a method for identifying all products in the store, RFID, optical scan, etc., so they can be charged for correctly at the check out. The only method used so far is bar codes which require labor to read from the items. It will be a long time before all items in a store will be marked and can be read with RFID or optical readers accurately. Amazon is investing in learning how to do automated checkout with Amazon Go, but it will be a long time before just automated check out works perfectly in stores of any size.
  • Posted on: 04/02/2018

    What would an acquisition of Humana mean for Walmart and its rivals?

    The acquisition by Walmart of Humana makes great sense. Walmart has a large collection of Medicare customers which lines up with Humana's subscribers. Some of healthcare is already provided at retail -- pharmaceuticals, in-store clinics, non-prescription remedies, etc. Pharmaceutical customers tend to return more frequently and spend more in the stores. And much of Walmart's shopper base is insured by Humana so the synergies are many. The con is that Walmart's executive team has little healthcare insurance experience. However, they will learn quickly and make it work as Walmart has the financial resources to make mistakes yet get it right in the long run.
  • Posted on: 03/27/2018

    Whole Foods cuts local marketing staff

    Amazon is a low-cost supply chain efficient company. Whole Foods is a high-cost fresh focused grocery company. As Amazon takes more control of Whole Foods, expect to see more of the Amazon culture invade Whole Foods stores and culture. On the positive side Amazon customers will be welcomed to Whole Foods stores with special offers to Amazon Prime members which will help the chain grow faster and become stronger. On the negative side, Whole Foods will lose its local touch as the chain becomes more standardized from its Amazon owners. Over time, Whole Foods will lose its homey and organic roots and become another mass merchandiser. New chains such as Fresh Thyme and Sprouts will take Whole Foods' place as the local organic store that Whole Foods was.
  • Posted on: 03/23/2018

    In this digital revolution, stores are media

    What is the best way for a retailer to challenge Amazon and provide better service to your customers? Have physical stores. Even Amazon is opening more stores. There is no better way for the consumer to see and handle items, get advice from associates and go home with the product in hand. It is another media channel in the sense the consumer can obtain more information about and have first hand experience with the products and the retailer. The best physical store approach will include ready in-store inventory, knowledgeable associates and great customer service.
  • Posted on: 03/21/2018

    How personal can Target’s customer service get?

    The real opportunities for in-store retailing are carrying unique brands and face-to-face customer service. Target has been going down both paths, and its investment in customer services teams should pay dividends in attracting consumers. Target will be able to attract associates with enough knowledge or can be trained to support consumers. However, the associates will likely need to be paid more yet the investment in the associates must still provide a return to Target. The Shipt model will help Target focus on customer service, but different skills will be needed in the store to represent products and categories.
  • Posted on: 03/16/2018

    Survey says ‘retail is retail’ no matter where the sale is made

    True omnichannel retailers have figured out that consumers are not buying channels - they are buying products, knowledge and support from their chosen retailer. With current technology, consumers are looking for convenience and service when they buy and would like a multitude of options to make the purchase and pick it up or have it delivered. To stay competitive. retailers need to offer all of the above. The retailers that can do all will survive and grow; those that don't, like Toys "R" Us, will fail.
  • Posted on: 03/15/2018

    Chef’d has a different recipe for growing its meal kit business

    Definitely outsource. Chef'd has a complete process for creating the recipes, assembling fresh ingredients, packing for 16 days of shelf life, delivery, etc. Brands and retailers would have a difficult time duplicating this feat even if they had the skills in-house. Having tried Chef'd, I can attest to the freshness and quality of the ingredients. The challenges for Chef'd are maintaining the quality of the meals and keeping their costs aligned with the amount customers will pay. The challenges for the retailers are to distinguish their offerings from the competition and to be able to provide the kits at a price their customers will pay. The consumer convenience has to be worth the additional cost.
  • Posted on: 03/09/2018

    Why does Lowe’s seem to have a problem turning shoppers into customers?

    Investments in technology must solve a problem and/or benefit the consumer. It sounds like Lowe's has been investing in technology for technology's sake. As the article stated, Home Depot has focused on using technology to deliver better service in the stores which raises conversion rates. Lowe's needs to focus on investing in technology in areas where the in-store consumer gets a direct benefit.
  • Posted on: 03/08/2018

    Robots become the moving force behind Zara’s click and collect ops

    There are parts of the supply chain where robots are well suited such as that which Zara is doing to get items to the consumer. A more difficult and expensive area for robot usage is at the DC to sort items into a delivery area for packaging. Amazon can afford this as it is the core to what they do, but a retailer for its own products would need to be very large to absorb the cost of outfitting their DC with robots. Other areas that are attracting robot usage are scanning the shelves for current inventory and helping shoppers find things.
  • Posted on: 03/07/2018

    Retailers finding answers in-house, through partnerships and acquisitions

    It will take an all-of-the-above strategy to be successful in the future. While retailers need to enhance and support internal system builds, the pace of change driving the retail industry will force them to have partnerships and make acquisitions in areas where they need to move more quickly or where they have little to no expertise or skills. The three-pronged approach is the only viable strategy to keep retailers at the pace of retail. This will require new management skills and decision making that will challenge retail executives.

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