PROFILE

Jon Polin

Cofounder and President, StorePower
Jon Polin is Cofounder and President of StorePower, Inc., the leading supplier of digital tools to the grocery industry. Prior to StorePower, Jon started AbesMarket.com, the go-to online market for natural and organic products, which was sold in 2016.

Prior to his entrepreneurial pursuits, Jon cut his teeth in consumer marketing roles at Fortune 500 companies: The Clorox Company and Capital One. He started his career selling Frosty Malts and sodas as a vendor at Wrigley Field and shed a few tears after the Cubs lifted their 108 year World Series curse.

For more information, visit: www.storepower.com
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  • Posted on: 06/18/2018

    Microsoft exploring checkout-less technologies

    My highly unscientific research -- i.e. talking to numerous friends -- confirms that many consumers are happy to still shop in stores but that 0 percent of consumers like waiting in checkout lines. The more legitimate tech players with viable cashier-less solutions, the merrier.
  • Posted on: 06/11/2018

    Are retailers short-changing national grocery brands?

    Another dynamic to this conversation is how an increased focus on private labels will continue to erode the traditional retailer-CPG relationship and the accompanying trade dollars that have always gone with that relationship. As retailers continue to compete against the CPGs who have always supported those retailers, and as e-commerce tools become more available and economical for CPGs to sell direct to their consumers, how does the newly fragile retailer-CPG relationship play out?
  • Posted on: 05/31/2018

    Retailers ready to battle card companies over one-click payments

    Frictionless commerce is, as it should be, becoming all the rage. Retailers should embrace any technology that simplifies how their shoppers can shop, whether they develop it in-house or leverage third parties.
  • Posted on: 05/30/2018

    MealPal brings subscription savings to lunch

    Simplicity plus discount is a compelling consumer combination, so I think this will continue to grow. With all the action in the food delivery space, however, I wonder about the longer-term defensibility. But with enough traction, maybe someone will buy them.
  • Posted on: 05/29/2018

    Publix pulls political funding amid anti-gun protests

    We live in highly politicized times, in which information is readily available and transparent. If corporations are not prepared to deal with the consequences of their political donations - not a foregone conclusion, as some corporations are happy to take political stands and live with the consequences - then don't make the political contributions in the first place.
  • Posted on: 05/23/2018

    New organic grocery concept is an educational experience

    The grocery world - even within the organic store segment - is largely commoditized from a product standpoint. Plus, many grocers are growing their online ordering capabilities, further commoditizing the grocery experience. One major differentiation opportunity is the in-store experience other than the actual products. The organic segment plays well to the in-store opportunities, as organic consumers are hungry for knowledge, education, recipes and experiences. Maybe Market 5-One-Five can do for this segment what REI has done successfully with their in-store classes and experiences within the outdoor adventure and camping retail segment.
  • Posted on: 05/15/2018

    Target sees stores as key to meeting its distribution challenges

    For some period of time, it makes sense for Target to leverage the valuable asset of its nationwide footprint. Over time, it's hard to imagine that Target won't transition their e-commerce fulfillment to mix-use stores (sections designated for e-commerce pick and pack) to manual warehouses to robotic warehouses. Once e-commerce sales reach some threshold, having store employees walk the store simply becomes inefficient, not to mention a nuisance to actual shoppers.
  • Posted on: 05/07/2018

    Trader Joe’s and Barneys launch podcasts

    Kudos to Trader Joe's and Barneys for trying new initiatives to connect with consumers. As early movers in the corporate podcast space, I see these efforts being successful (whatever success measures each company has set). The key will be having information that is genuinely relevant and interesting to their respective consumers. I think these two companies have that, but not all do. Personally, heck yeah, I want to know what Trader Joe's has planned for the online world.
  • Posted on: 05/02/2018

    Whole Foods to become a Prime perk for Amazon’s customers

    I'm curious if this program converts Prime members who are not current Whole Foods shoppers to become Whole Foods shoppers, but I am confident that it will result in generous, and likely unnecessary from a marketing standpoint, discounts to the 75 percent of the Whole Foods customers who are Prime members. But it's Amazon, so who cares about inefficient marketing spend?
  • Posted on: 04/30/2018

    Kellogg’s advises CPGs to differentiate online

    I agree that the time is now for CPG brands to go direct to consumer, and Kellogg's is one of the innovative leaders in this space. For many years, retailers and CPGs had a symbiotic relationship, in which retailers provided shelf space and traffic (customers) and CPGs provided products. Now that retailers are disrupting this relationship by, among other things, aggressively promoting their own private label brands, why shouldn't CPGs go direct to the consumer? Continuing what Mr. Perry presented at the Path to Purchase Summit, what CPGs can do in a DTC world is leverage all of their assets that a retailer may otherwise be hesitant to present. These include recipes, videos, other forms of content, new products, trial sizes and so much more. Once CPGs embrace a DTC environment, the creativity and brand assets can be unleashed. The limitations of a DTC approach include technology, inefficient traffic/customer acquisition and challenging fulfillment economics. This is where I believe that numerous brands within one company, or even complementary brands across manufacturers have exciting opportunities to partner and innovate.
  • Posted on: 04/25/2018

    Why brands need to use Amazon to acquire customers

    From the perspective of a brand, I break my Amazon strategy into short term and not-so-short term. Short term, like it or not, I must invest in how my brand is positioned and presented on Amazon for all the reasons articulated in this article. Not-so-short term, i.e. right now, I am also thinking about loosening my reliance on Amazon because I know they will turn on me at some point and use searches for my brand/product to convert shoppers to their own Amazon-branded products. In the near future, batteries will be far from the only product category in which Amazon-branded products are the category's best seller.
  • Posted on: 04/23/2018

    Apocalypse? No. Retail faces a reset

    As in any industry mid-disruption, those retailers who embrace the changing reality and smartly adapt to it may not only survive but thrive. Those retailers with their heads buried in the sand hoping that these changes can be ignored are already starting to die out. This does not mean that retailers must adopt every hot trend immediately; it does mean that the C-suite conversations must acknowledge that change is happening and that they must place their bets on some of the trends.
  • Posted on: 03/21/2018

    Albertsons launches an online marketplace for small CPG brands

    This just makes sense! While the volume is unlikely to move the needle for Albertsons, it offers several additional benefits: 1) Albertsons gets real data on emerging brands/products, which enables Albertsons to identify up-and-comers and to merchandise their products before others, 2) this generates goodwill with emerging brands who should in turn show some love back to Albertsons as those brands grow, 3) this shows Albertsons shoppers that their store is innovating with both technology and products. I've expected grocery chains to offer this service for a long time, and I now expect that others will follow Albertsons' lead.
  • Posted on: 03/08/2018

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

    It's clear that technology is needed to reduce the operational cost of click and collect. What that technology is is the $64,000 question. Excellent software is definitely one piece. Robots look promising but still have challenges. Ultimately, the solution may be a mix of software, hardware and custom-fitted, automated click and collect pickup points, à la Amazon Lockers on steroids.
  • Posted on: 03/07/2018

    Retailers finding answers in-house, through partnerships and acquisitions

    Retailers know themselves better than anyone else knows them. Each retailer needs to decide their true core competencies. Unless tech development is one of them, I suggest focusing on buy or bridge. Tech development can be added as a core competency over time but, until that happens, a retailer who tries to develop their own tech will simply trip over itself in the process.

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