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: 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.
  • Posted on: 03/04/2019

    Will pairing nail salons with shoe stores be a good fit for DSW?

    I’m actually surprised to read about the lift experienced by DSW so far and the slew of positive comments this morning. I live in NYC and look for a nail salon near me that offers the services I want and the quality I demand. There have been times in the past where I only found what I was looking for in another neighborhood. Luckily, there’s a great salon and great technicians on the next block. There are nail salons on almost every street in Manhattan. DSW is established, but not necessarily on the next block. Many women walk home in sandals after a pedicure, keeping their polish unblemished. I’m taken aback by the DSW initiative. But happy to learn about a new and successful approach to differentiation. It just means there are more retail opportunities out there for those with vision.
  • Posted on: 02/07/2019

    J.C. Penney dumps appliances

    It makes sense for J.C. Penney to drop appliances, especially if their new CEO is not appliance savvy. Additionally, there are many costs associated with maintaining an appliance inventory including delivery and service. Given all its twists and turns I believe that J.C. Penney has to quickly decide what it wants to be, how it wants to be perceived and convey that to a broad audience. Whatever brand equity remains in the J.C. Penney name has to be connected to a particular direction and for a particular target audience.
  • Posted on: 02/05/2019

    Will Target’s dynamic pricing strategy erode customers’ trust?

    Once customers know that Target’s pricing is not to be trusted they will be hard pressed to trust Target overall. “What else is Target doing to me?” is the next question. Target’s willingness to match the lowest price reinforces the dubious nature of their pricing policy: “Catch me if you can.” My advice to Target is to change their policy, dump the algorithm and promote one price regardless of where you make your purchase -- in the store, in the parking lot, from home, wherever. Target has had a reputation for great value. I don’t see the upside to having a reputation for offering a great value some of the time, depending on your location at the time of purchase.
  • Posted on: 02/04/2019

    Did Trader Joe’s make the right decision to end grocery deliveries?

    What I’d like to know is, how many of TJ’s customers depend on the delivery service. It seems to me that Trader Joe’s analysis included the potential of lost revenue from those that will only buy there if there is delivery service. If they open more stores in Manhattan, I’m sure they will reap the reward of their quality products at a great value. In the meantime, there’s nothing to stop them from re-introducing their delivery service if they see sales drop. With their focus on the in-store experience, TJ’s has harnessed the opportunity to engage their customers with products from more categories. I agree with those who believe that buying online prohibits the number of product categories and brands consumers will consider.
  • Posted on: 01/11/2019

    Are department stores seeing the Ghost of Christmas Future in bleak holiday results?

    Any correlation to this year’s holiday results and stock market jitters and the shutdown? I’m curious as to how others relate the overall economy and retail sales. Are all retailers equally affected or unaffected?
  • Posted on: 01/10/2019

    Why are Millennials apparently addicted to Chinese knockoffs?

    Isn’t up to manufacturers and governmental agencies to monitor and control the counterfeit market? If the look, feel and price are right there will be customers willing to buy the fakes, wittingly or unwittingly. I don’t think it’s the responsibility of Millennials or any age-group to be able to identify counterfeit goods unless they’re aware of their existence and want to avoid them.
  • Posted on: 01/09/2019

    Sephora adds choices and personalization to rewards program

    Upgrades to Sephora’s Beauty Insider program will further engage its customers. Yes, it’s confusing but it sure looks plentiful. Associates at the check-out can explain what is being offered at that point in time. Sephora will have to determine if it’s all worthwhile for their bottom line. Right now, it’s probably confusing for Sephora.
  • Posted on: 01/08/2019

    What’s holding back in-store mobile engagement?

    There are consistent threads in the comments. It has to do with desire and convenience. It’s been a challenge for retailers to come up with websites that are easy to navigate. But once a shopper is at the website determined to make a purchase, she’ll stick to it. But in a store? Why? What is the upside for consumers to use mobile technology in a store? And is that upside worth the inconvenience? So far, I think we see the answer as no. I don’t think retailers have focused on what will be of greatest benefit to their customers. Instead they’re focused on using technology and integrating offers and in-store highlights. Mobile technology should be used to help customers help themselves in an easy and convenient way. With that in mind retailers may get more of their shoppers to use that app.
  • Posted on: 01/07/2019

    Retailers are shutting down their NYC flagships

    The decision to close a flagship store requires an assessment that includes both hard and soft assets. On Fifth Avenue in NYC there’s an opportunity to reinforce brand equity on a worldwide basis because of the many tourists that visit. Further, any financial analysis must take a holistic approach, examining all brand properties. What sustains and propels the brand? In some sense it parallels inventory decisions that examine categories as well as individual items that a retailer offers. If the projected value doesn’t justify the cost, the decision is straight forward. Flagships are only valuable flagships when they maintain their importance in terms of reinforcing brand equity and conveying the brand’s reason for being on a large sustainable scale. That’s what begins to justify their cost and any possible negative entry on the balance sheet.
  • Posted on: 01/04/2019

    Can David’s Bridal appeal to ‘every type of bride’ with its new campaign?

    It’s not uncommon for companies to demonstrate their inclusion values through advertising. I don’t think it’s a sufficient premise, especially related to a $25,000 prize, to convince brides that they should shop at David’s Bridal. There has to be more about why their dresses (and other garments/accessories) align with the emotions and vision of brides.
  • Posted on: 12/12/2018

    Kraft Heinz ‘embraced failure’ in digital transformation

    How about a culture that encourages success and doesn’t punish failure? I believe there is still a high percentage of new products that do not succeed ... 85% at least. Yes, CPG companies should encourage risk taking. At the same time, there should be guidelines about how to process innovation in a timely and effective manner. In my opinion, CPG companies often create barriers that impede achievement rather than facilitate it. Some of these barriers can be around budgets, number of people who are required to approve next steps and the level of proof that the innovation is viable. There are those who can get around the brick walls and move forward, but that’s in spite of the culture.
  • Posted on: 12/11/2018

    Should Amazon buy Target?

    Where do you go when you’ve run out of destinations? I think that Amazon can bring new opportunities for Target, while expanding its immediate accessibility to products that consumers want (as demonstrated by Target’s recent history). Amazon has been leveraging brick-and-mortar and Target is a perfect part of that strategy.
  • Posted on: 12/10/2018

    Will Dollar General’s DGX concept be a hit with urban Millennials?

    One challenge for urban DGX is having enough assortment to promise a visit to DGX will provide better value without the need to go from store to store for to achieve a similar value. I am focused on the consumer’s shopping cart content. Saving money is a draw, but going to several stores to fill the pantry can be an inconvenience, especially in an urban setting, that savings won’t overcome.
  • Posted on: 12/03/2018

    Payless scores with mock-up luxury shop

    The Payless experiment goes on everyday in thousands of stores and shelves. It’s called packaging. After decades of evaluating package designs that are intended to promote brand and product imagery, I’m not surprised that Payless got away with what they did. Here’s an important lesson one marketer learned. Briefly, what they did was package an everyday cheese concept in a handsome glazed crock. Consumers took one look at the beautiful decorative packaging and assumed that the cheese would cost more than competition. It was actually priced to compete, but there’s no time to explain it on the shelf, so the marketer had to walk back their innovative package design.

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