PROFILE

Joan Treistman

President, The Treistman Group LLC

Joan Treistman built upon her more than 30 years of experience on both the client and supplier side when she founded The Treistman Group in 2008.

Through her extensive work in brand communications, package design, website optimization, advertising, direct mail and new product development, Joan has earned the respect of her clients and colleagues and become an admired leader in the marketing research industry.

The firm reflects Joan’s creative instincts, impassioned style and expertise in developing methodologies that deliver decisive and timely information. Joan brings a deep understanding of consumer behavior and provides valuable insights for some of the world’s most successful brands.

As an industry leader, Joan has a strong commitment to the growth and evolution of marketing research and to mentoring young marketing research professionals.

  • She is an active member in a number of industry organizations including the American Marketing Association where she is a member of the Market Research Council, served as the Committee Chair for the 2005 Annual Marketing Research Conference and was President of the New York Chapter. Most recently Joan served on the AMA committee which redefined marketing for the industry as well as the committee for Ethics.
  • She has served on the Boards of the Advertising Research Foundation and the Council of American Survey Research Organizations (CASRO), and is formerly a member of the Professional Chapters Committee (PCC) of the AMA. She was President of the Market Research Council which selects the annual recipients of the Market Research Hall of Fame and a member of Advertising Women of New York where she has served on the Good, Bad and Ugly Awards committee along with other activities.

Until January, 2008, Joan was Executive Vice President of M/A/R/C where she formed a new qualitative division and developed the OptiMARC tool. Joan’s earlier positions include Senior Vice President at Gfk/NOP World, President of Treistman & Stark Marketing, and Founding Partner of Perception Research Services. She began her career as a Research Manager at Quaker Oats. Joan holds a Bachelor of Arts degree from the City College of New York and an MBA from the University Of Chicago Graduate School Of Business.

Joan lives in the New York area with husband Norman, and is best friends with her daughters, Eva and Michelle.

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  • Posted on: 05/06/2019

    What companies need to know before using AI

    I think Nikki Baird expresses the real challenge of using AI. The user must first identify causal relationships and labels that are to be addressed. There are many failed attempts (perhaps outside that particular retailer’s context) that can be reviewed to help guide planning and development. But as many have suggested, AI is really a sexy buzzword and machine learning is often the actual product and not AI at all. Retailers should deal with the potential use of AI as with any major investment. First identify what you want it to do for you, determine if it can do it and who is accountable if it doesn’t fulfill the objectives.
  • Posted on: 05/03/2019

    Do urgency tactics used by online retailers amount to marketing deception?

    It will be interesting to see if anyone in this series of posts thinks there is something wrong with creating a sense of urgency. It’s called marketing or promotion or advertising. And by the way, the article does not mention that consumers can return what they regret purchasing. There is an off ramp!
  • Posted on: 05/02/2019

    Walgreens is training pharmacists to tackle mental health, opioid emergencies

    I think this is a wonderful initiative. We are constantly hearing about people whose symptoms of mental health issues are going unnoticed. It’s a daunting challenge for pharmacists and reference to the American Pharmacists Association collaboration is a strong testimonial for the program. Most of the time pharmacists are behind one or two barriers and don’t have regular interactions with customers. Consequently, it may ultimately be up to the cashier (aka other “team members” mentioned) in the pharmacy section to call attention to a potential need. That suggests more responsibility for those individuals along with the need for training them as well. I hope Walgreens succeeds and becomes a role model for other retailers who regularly interact with those in need.
  • Posted on: 05/01/2019

    Will Americans eat a direct-to-consumer cereal brand for breakfast?

    I can’t imagine Magic Spoon as a big hit when consumers are looking for good value among all food categories. We’re constantly comparing prices at Whole Foods to other grocery stores. How does Magic Spoon avoid that comparison?
  • Posted on: 04/30/2019

    McDonald’s teams with AARP on national campaign to recruit older workers

    Feeling relevant is an incredible self esteem booster. And I suspect that older workers will feel that boost working for McDonald’s. As companies acknowledge diversity in their training programs, they can include age (if they don’t yet) as part of the program. Millennials currently stand out as a major challenge for many employers. Now older workers can be part of the challenge. But then again creating a harmonious team is always a challenge. I think this will be a great learning experience for all involved, the staff and management. Who knows? Harmony may become a universal achievement for McDonald’s and other retailers as all ages are brought together in one working environment.
  • Posted on: 04/29/2019

    Why can’t Amazon convert Prime shoppers into Whole Foods shoppers?

    The reasons described in the article and the posts below it, cover most, if not all, of the reasons why more Prime members are not yet shopping at Whole Foods. But here’s another perspective. If you have been an Amazon Prime member and Whole Foods customer even before the two were connected, what would you say to your Prime member friend who wants you to provide a rationale for becoming a new customer of Whole Foods? Hard to come up with the justification.
  • Posted on: 04/11/2019

    What does it take to produce promos that pop?

    Promotional strategies, discounts included, are often more complex than marketers anticipate. We know that consumers don’t necessarily see offers the same way their creators intended. Promotions to bring shoppers into the store vs. in-store (once you get to the shelf) promotions generate different levels of enthusiasm and responses. The article suggests that this context or consumer perspective is not necessarily part of the development process. Getting shoppers to spend more in the store (once they are in the in the store) often relies on signage to communicate the offer and, of course, assumes the actual offer is relevant and perceived as a good value. Promotional signage can be “invisible” to consumers who focus on what they bought before so they can get out of the store quickly. Bottom line, execution of promotion communication can be the difference between it being effective and not working at all. The actual discount or other offer conveyed poorly has lost its opportunity to succeed.
  • Posted on: 04/05/2019

    Will Amazon, CVS or Walgreens win the speedy Rx delivery race?

    Speed of delivery is important in at least two scenarios, maybe more; the onset of an illness requiring medication that day, re-stocking medication that someone forgot to refill and has to be taken that day. While that seems limited from one perspective, I have no idea how often that scenario plays out each day at every pharmacy. Same-day free Rx delivery is still happening in New York City. As others have indicated an aging population ensures the demand for home delivery will grow. It’s likely that mail order prescriptions will continue to include the cost of shipping. I’m trying to figure out who will be willing to pay more for home delivery. This seems to be an opportunity for another service to step in and save the day for those who can’t afford that additional charge. It seems unlikely that with the high price of prescription drugs consumers will be willing to take on an additional cost. Workarounds are bound to occur.
  • Posted on: 04/04/2019

    Will rebranding deliver the results that Staples needs?

    It looks like Staples is trying to create a complex solution to a simple challenge. Searching for business supplies and/or furniture is a product-focused effort. Branding is no longer the major factor (was it ever?) in business product purchase decisions. If Staples’ strategy is to build brands that deliver it will be expending a lot of energy and dollars and miss connecting with potential customers. I agree with those comments that say Staples should focus on what happens in the store and navigation online. Here’s one example of frustration that didn’t have to happen. There’s a Staples file folder I prefer. I could no longer find it in the Staples store near me and could not find it online. When I saw it at a store near a friend (yes, I walked in just to have another go at locating that file folder) I grabbed a file folder pack and brought it to the cashier. I didn’t buy it, but asked her to tell me the item number so that I could order it online. Now I have the item number and it matches so I can find it online. Maybe there was a more efficient way to home in on what I was looking for. But it should not be a mystery to be solved. I don’t see how Staples’ new strategy is going to resolve their customers’ ongoing frustrations.
  • Posted on: 04/03/2019

    McDonald’s reverses positions, won’t actively oppose minimum wage hikes

    Any company that advocates or acquiesces (as in McDonald’s case) to raising minimum wages has the opportunity to communicate how it cares about its employees. Further, those organizations have a better chance of recruiting top notch candidates. And that’s particularly key in a low unemployment market. But let’s not forget that news of McDonald’s pay scales impacts its reputation among current and future customers. Quite possibly McDonald’s customers also face or have faced inequities of wages. Note, McDonald’s likes to promote itself by saying most people got their first job at McDonald’s. In today’s transparent world we see the stark contrast between salaries in the C-suite vs.those down the line. It will be more difficult (at least I hope so) to defend, much less justify low minimum wages.
  • Posted on: 04/02/2019

    Again, Amazon attempts to shed Whole Foods’ high price image

    It would be interesting for me to know the content of typical Whole Foods shopping carts, especially those that derive the most out of lower prices and discounts. That’s how we can discern the possible impact at the cash register. So far as a Prime shopper the most I see is about 40 cents off and I have to look again to make sure it doesn’t include the bag I brought into the store. But I don’t shop in Whole Foods for the prices, at least not mostly. I look for quality items and pick and choose. So if I’m to generalize from a sample of one (of course I shouldn’t) lower prices may get more trial, but the assessment shoppers make regarding price/value may be the more telling variable for long term revenue growth.
  • Posted on: 04/01/2019

    Will a recruiting campaign help H&M enlist new employees?

    In a world where marketers are expressing challenges in understanding and communicating with younger consumers, it make sense to have those younger consumers speak to each other, especially when it comes to recruiting.
  • Posted on: 03/28/2019

    Kellogg pilots virtual reality merchandising solution

    Having introduced eye tracking to the marketing research community in the '70s and continuing to work with it as technology improved, I have many opinions about what this article describes. I’ll just relate a few. It makes sense to me that marketers want to find improved methods for predicting success at the store shelf. Eye tracking has always been an effective tool for anticipating real world results for packaging, point of sale displays, signage and the like. I’m disappointed that the article suggested that standard tests are limited to online surveys and in-home user tests. Online surveys on a computer screen are limited by size alone to simulate the in-store setting for shelf impact. And in-home user tests are just that, in-home user tests, not related to in-store dynamics. Setting up packages in actual stores and using eye tracking glasses to document consumer engagement and purchase decisions is closer to that moment of truth. Creating a store environment in an interviewing facility is next best. Virtual reality offers a new and exciting context for measuring shopper visual engagement. And I have no reason to doubt Kellogg’s sales results. The virtual reality/eye tracking combination can save marketers research costs. However, there is something to be said for developing the appropriate context used as respondents go through the purchase decision process exercise in the research. Pop-Tart Bites are a particular size. Tide packages are another as are charcoal briquette bags. There are many factors that should go into deciding the best research method, procedure and stimuli for package evaluation. I’m sure Kellogg acknowledges those variables and will ultimately use an array of methods and decide one study to the next how to proceed. In order to maximize the new technologies and research options, marketers and retailers should take a broad view to access options, but definitely must take into consideration the realities of their brand in terms of package size, competitive set and other purchase decision variables such as brand loyalty in the category. VR with eye tracking has an important contribution to make. Its ultimate value and ROI will be determined on how effectively it's applied.
  • Posted on: 03/25/2019

    Does direct mail or email deliver greater results for retailers?

    There’s an immediacy with direct mail. As a person goes through the mail a catalog’s cover has the opportunity of stopping power and engagement. Yes, an unknown retailer may be discarded, but an effective front cover execution, just like a package on the shelf, can create visual involvement. And that may generate consideration for immediate or future sales. Direct mail can reinforce that a retailer is worthy of further investigation. Brand awareness is still a factor in the purchase decision process and direct mail can make a significant contribution to keeping a brand top of mind. If the timing is right for a major or infrequent purchase, the direct mail piece can be the first step in bringing the customer into the website or store. And that’s worth the investment, especially if the direct mail’s content supports positive expectations created by the cover.
  • Posted on: 03/18/2019

    Can location intelligence provide a lifeline for retailers?

    People like me will conflate geo-location tools with other nefarious encroachments that I want to control and probably eliminate. I don’t think transparency alone helps. I think adding incentives may help. However, the cost-benefit analysis may not warrant that approach.

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