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.

  • 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.
  • Posted on: 11/16/2018

    Can Bernie Sanders force Walmart to raise its minimum wage?

    I’m persuaded by the arguments of those that posted before me. I believe that $15 as a minimum wage is affordable to most, if not all retailers. While they should be urged privately and publicly to do right by their employees, it should not be mandated by government. Unions were organized originally to achieve higher wages and better working conditions. While unions get shunned for various reasons, perhaps it’s time for them to step in and take the baton from Bernie Sanders and Ro Khanna.
  • Posted on: 11/14/2018

    Is 7-Eleven using ICE to get rid of troublesome franchisees?

    If the story is true, 7-Eleven and its CEO want to mimic other foot soldiers in countries led by demagogues. You sustain your status and advantages by calling out and jeopardizing others. Publicity about this will ultimately make all the franchisees wary What else will the CEO/management find worthy of a deceptive tactic to control their flock of franchisees? It’s not surprising that franchisees will be looking over their shoulders which is not the best approach for forward looking strategies. If Bloomberg and others connect the dots, I trust that 7-Eleven will change its ways and make up for its bad behavior by contributing greatly to the ACLU.
  • Posted on: 11/13/2018

    Do grocery stores have a customer engagement problem?

    Why does it just have to be “in stores”? Why isn’t the question about overall engagement, i.e. satisfying grocery needs through all channels? The bottom line for retailers takes into account all revenue streams. So, should strategies for customer engagement; keeping shoppers involved in the store and being the go-to website when online purchases are to be made. The tactics are different in each channel, but that’s the retail world of today. A combination of experience without sacrificing convenience is the goal in the store. A combination of easy website navigation without sacrificing value and quick delivery makes for happy shopping on line. In that case, customers may develop a habit of going to that grocer’s store and website on a regular basis.
  • Posted on: 11/12/2018

    Why do Millennials love private label groceries so much?

    One component of private label advances has to do with the ability to achieve brand equity across categories. It seems to me that once shoppers, albeit Millenials in particular, note that a private label brand offers great value and quality for salad dressings, peanut butter, cookies as well as household cleaners, etc. they’re likely to accept other products and categories from that private label. It wasn’t always like this with private label. Consumers would be inclined to exclude certain private label branded categories as not acceptable, e.g., snacks and especially cranberry sauce at Thanksgiving. That can explain why there’s a larger proportion of private label in Millennials’ shopping cart. Some retailers have been able to develop a private label that has become for their shoppers the go to brand for quality and value across many categories.
  • Posted on: 10/18/2018

    Where are market research and analytics falling short?

    Joel’s article is focused on one aspect of marketing research that means a lot to some research companies and their clients. There’s still some almost traditional research going on that fills the needs of many clients that want to make informed decisions as they introduce new products and try to maintain their competitive edge with effective marketing strategies. Thank goodness! We’ve said it before and it bears repeating. Before committing to research, whether it’s a long-term initiative or a short-term project, buyers of research should know what decisions they want to make and how the data provided will help them. Research dollars well spent are those that provide results which in a timely manner inform, guide and are actually used.

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