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: 05/18/2018

    Will store-within-a-store concepts make Hy-Vee’s more attractive destinations?

    The question for a store-within-a store is, will the brand be recognized as being additive to the retailer brand enough to draw new consumers or will it detract from the retailer brand by confusing the shopper? Hy-Vee is smart to try the store-within-a-store approach on a trial basis and learn lessons that will help make the decision to expand the concept.
  • Posted on: 05/17/2018

    Walmart drops Scan & Go tech – again

    Walmart will take a third stab at Scan & Go, and possibly a fourth, to get it right. They want happy shoppers. All retailers should test new ideas like this with consumers before implementing them chain wide.
  • Posted on: 05/16/2018

    Will Target Restock undercut Amazon’s Prime Pantry?

    Target is trying many things to be competitive in the retail market. Target Restock is intended to compete and beat Amazon and Walmart. Target rolling our unique brands, opening smaller stores and acquiring Shipt will all help Target reman competitive. These are not game changing ideas -- they are expected by today's consumers. In order to grow, Target needs to provide better service in their stores and continue to add unique items to its SKU mix.
  • Posted on: 05/10/2018

    Best Buy campaign highlights its ‘insurmountable advantage’ – its people

    Best Buy's people can provide valuable advice and suggestions to its customers, especially to those who do not have an in-depth understanding of the technology they are interested in buying. This personal touch in the store provides an advantage that online sellers cannot provide. With regard to retail competitors, Best Buy's associates will need to continue to be educated to stay ahead of them. While I am not a fan of the new Best Buy tag line, the message about helping customers in the stores is the right one.
  • Posted on: 05/07/2018

    What’s holding back data-driven supply chains?

    Demand volatility is likely overwhelming traditional forecasting tools. Better forecasts can be generated by real-time data collected with shelf-based RFID solutions. These use small batches of data delivered on a daily basis as opposed to trying to forecast based on historical Big Data with the demand volatility difficult to analyze. Small data is able to see the demand volatility more easily. Fusing inventory data is a bigger hurdle than other data since it hard to collect from the store and POS data is not close to being 100% accurate. Data must be collected from the store shelves on at least a daily basis to be accurate enough to meet demand volatility.
  • Posted on: 05/02/2018

    Will shoppers go to Walmart to buy a car?

    CarSaver will add to the Walmart brand. Car purchasing can be a challenging experience especially since it is typically not done very often. Walmart can offer a more pleasant experience through its own staff which can provide access to all brands using CarSaver instead of focusing on a specific product line at a dealer. The car purchasing service will likely not increase traffic that much but represents a total service offering to Walmart customers increasing the value of the Walmart brand.
  • Posted on: 05/01/2018

    Chico’s decides to join Amazon, since it can’t beat it

    Not floodgates, but cracking in the dike. Clearly some retailers have determined that Amazon can attract more customers than they can on their own. This will be trend, but not everyone will join the party. Even Chico's is setting a limit to the products sold on Amazon vs. their own site. Chico's will determine over time if this use of Amazon is worth the margin they will be giving away on the Amazon-listed products.
  • Posted on: 04/30/2018

    Walgreens tests lower prices, membership savings

    Not only is Walgreens trying lower prices, it is offering new and different services. They are trying to become a one shop drugstore, pharmacy and other services shopping experience. The fact that they are doing this in a 17 store pilot test is smart as they will learn what works and what does not. The one area of caution is the SKU reduction. Once consumers are used to buying their favorite products in a store, it is hard to give them up when they are not on the shelf. Walmart tried this several years ago, and it cost them dearly. They brought most of the SKUs back to recover.
  • Posted on: 04/23/2018

    Apocalypse? No. Retail faces a reset

    Retail is not going away, it is changing like many areas in our lives that are being impacted by the speed and access to information provided by the Internet. Retail has never been about what is sold -- it has always been about what shoppers want to buy. Now there are just more buying modalities that shoppers can and expect to use to learn about and purchase items. As in the past, those retailers who adapt to their customers' desires will survive and those that don't will be gone. This situation is not a reset -- it is and will be an accommodation of the ever-evolving use of technology by shoppers. Retailers need to maintain close contact with their customers and new shoppers who are happy to explain their expectations and the desired behavior of the retailer with their pattern of purchases. In-store buying, the Internet and online buying provide convenient tools for gathering consumer information and buying habits. This information can be used to adjust the retailer's business to maximize retail sales. Ruin will come, as in any business, when retailers do not listen to their shoppers' desires and react accordingly.
  • 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.

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