PROFILE

Lauren Goldberg

Principal, LSG Marketing Solutions

Lauren Goldberg has over 15 years’ experience developing customer-centric marketing programs that drive omni-channel sales for regional and national retailers. She has proven success in leading complex corporate initiatives, which have significantly improved companies’ financial performance. Her strong marketing foundation and leadership skills allow her to quickly build cross-functional coalitions to drive results. Lauren brings 3 strengths to each opportunity: an unwavering focus on customer needs, strategic vision to understand enterprise-level impacts and a demonstrated ability to optimize marketing spend to generate the largest return on investment.

Most recently, Lauren served as a Sr. Director, Marketing for Office Depot, a Fortune 500 retailer. Key accomplishments included leading the reinvention of Office Depot’s national loyalty program, which significantly improved customer satisfaction scores and doubled participation rates. In addition, Lauren was selected to lead the strategy and development of 3-year customer retention program that supported the critical priority of retail portfolio optimization. Customer retention rates significantly exceeded historical expectations and was a key factor in 2 consecutive quarters of positive retail comp sales for the first time since 2006.

Known for connecting the dots between corporate initiatives and grassroots activation, Lauren has successfully increased retail sales on a local level for a variety of retailers. Lauren has held marketing positions at RaceTrac Petroleum, Fruit of the Loom and The Sports Authority. In her past roles, she has activated sales-driving partnerships with leading consumer goods brands, such as HP, Coca-Cola and Nike, as well as sports and entertainment properties, including professional athletes & sports teams, amateur sports leagues and theme parks.

Lauren has also engaged her leadership skills to influence positive corporate culture. As a founding member of the Office Depot Women’s Leadership Circle, Lauren had a leading role in developing exclusive programming for high-potential women leaders within the organization. In addition, Lauren has a passion for people and participated as a career mentor in a formal leadership development program.

Lauren earned her BS from the University of Florida. She has also completed executive level leadership training from Florida Atlantic University in Boca Raton.

To learn more, visit: lsgmarketingsolutions.com

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  • Posted on: 02/12/2019

    Barneys to become first major retailer to open legal weed shop

    I am for being relevant and localizing your assortment to meet the needs of the local consumer. Cannabis is moving more and more into the mainstream and I expect it to be as readily available as alcohol in the future.. I think it's an interesting concept -- there is definitely a higher-end cannabis customer segment that might feel more comfortable in a luxury retailer than a traditional head shop. I applaud them for trying something innovative.
  • Posted on: 01/29/2019

    New Foot Locker concept is powered by local culture

    Love this concept! One way in which traditional retailers can win is to really differentiate and resonate with the local audience. To do this well, the 12 Power Stores need to have subtle differences that feel authentic. There is so much talk about personalization in the retail experience. What is more personal than your local neighborhood and culture?
  • Posted on: 01/24/2019

    Which retailers deliver the best customer service?

    Customer service is about meeting and exceeding the customers' expectations. One of the best way for retailers to do this is by empowering their associates in their interactions with customers. One of my favorite books is QBQ: The Question Behind the Question. Retailers who challenge their associates to ask, "how can I make this situation better?" will always win the customer service game. Retailers who insist associates follow a strict playbook of rules and regulations will have challenges.
  • Posted on: 01/23/2019

    Lowe’s kicks off NFL deal in the biggest game of all

    I agree with so many of the other posters that Lowe's doesn't have an awareness problem, but a "reason to shop there" problem. Large sponsorships are rarely a game changer for retailers and brands (I've managed quite a few and have also exited some as well). It's great to put your name out there, but the most important thing is how they activate it. I'm not sure that slapping their name on an interactive Super Bowl experience (which is primarily attended by corporate partners) will really do anything.
  • Posted on: 01/22/2019

    Will Amazon succeed with brand sampling rooted in machine learning?

    This could be a big "win-win-win" for all involved. Amazon has so much data and can provide samples in a very targeted way, as opposed to the brick-and-mortar model of anyone who walks by. However, to make it a real "win" for the CPGs, Amazon must be willing to share some of the data to help understand the ROI.
  • Posted on: 01/07/2019

    Retailers are shutting down their NYC flagships

    A flagship shouldn't be just a larger store (ie., Gap) -- it should provide a compelling brand experience that consumers can't find anywhere else. With the ridiculously high rent in NYC, these stores need to drive traffic, brand awareness and sales. In order to keep the stores fresh and innovative, it requires capital. I don't see the NYC flagship concept going away (see Nike and Restoration Hardware), But these brands are all in a place of cost cutting and closing these stores will help the bottom line in the short run.
  • Posted on: 01/03/2019

    Pier 1 seeks yet another turnaround strategy

    Pier 1 is falling victim to trying to be everything to everyone and not being clear on who their customer is and what their brand stands for. Are they a mid-tier decor player or a "treasure hunt" store? I agree with their new CEO that they need to be "crystal clear" on who they are and how they get there. I think they also need to look at their retail footprint. Their locations (at least in my area) are not in high traffic centers or malls -- they are either stand alone stores or in small plazas. In order to go to Pier 1, it's a destination that people don't seem interested in stopping in.
  • Posted on: 12/26/2018

    Will showrooms work for fast fashion?

    Totally get the concept for higher-end items, customizable products or products that you don't want to carry home (i.e., mattresses). But the allure of fast fashion is that it's FAST. By taking away the option of instant gratification, I believe it will be a turnoff for a portion of the target market.
  • Posted on: 12/19/2018

    Can Barnes & Noble’s in-store experts beat algorithms?

    Subject matter expertise is one area in which brick-and-mortar stores have an advantage over online players. I'm surprised it took so long for them to roll out this campaign! An algorithm cannot replicate the information exchanged in a human conversation. People like to feel as if they have been heard and be shown something truly relevant. It's unrealistic to think that every employee will be a fan/expert on each genre -- it would be critical to have some coverage in key areas (kids, best sellers). For B&N to make this promise, they need to have the right labor model and ensure their staff are truly book-lovers.
  • Posted on: 12/06/2018

    Walmart: Floor cleaning robots will give associates more time to serve customers

    I don't see this as a heightened customer experience play, but an exercise to create a more efficient labor model. As retailers continue to invest in automated technology, I hope that there is a fair split between initiatives that reduce costs and ones that improve the shopping experience. Hats off to Walmart's PR department on the customer-centric spin!
  • Posted on: 10/15/2018

    Will anything change for Sears after Chapter 11?

    Sears is limping towards their eventual demise. When you look at all of the assets they had and the inability of management to capitalize and evolve, I don't see how a few more months will make a difference. My father was an Allstate insurance agent and worked out of a Sears store in Miami when I was growing up. I have fond memories of going to visit my dad at the store. In addition to products there were so many customer-driven services -- this is what big box stores today strive for. Just so many missteps along the way. I'm sure Eddie Lampert will profit nicely -- I hope they are able to take care of their employees as well.
  • Posted on: 09/20/2018

    What would 3,000 AmazonGo stores do to the U.S. retail landscape?

    After spending a few years in the convenience sector, food service has been a significant part of the mix, but the quality needs to be there. Think Wawa vs. 7-Eleven. To focus on just grab and go consumables, the quality needs to be stellar. However, one of the largest drivers in the convenience channel is fuel and that should offer a layer of protection for many players -- until Amazon considers entry there. This is an industry that is ripe for innovation. The best part of Amazon entering (or even considering entering) a market, is that it forces existing players to step up their games. In that case, the customer ultimately wins.
  • Posted on: 09/11/2018

    Will ‘drops’ yield more fashion buzz or busts?

    The reason why drops and capsules work now is that they are novel and unique. Once they become mainstream, the appeal of getting something new and cutting edge (and Instagram-worthy) will wear off. It might work for luxury brands, but for a brand for the general public (ie., Macy's), I wouldn't put a lot of resources into this. They will get a nice initial PR boost, but I fear they would oversaturate the market with this.
  • Posted on: 08/20/2018

    Is the time ripe for Google stores?

    Smart move for Google. A showroom-type store could work for them, but Apple has set the bar pretty high, not just on design but on service. They need to invest in a strong operations/service model with knowledgeable associates for this to work. In the technology space, part of the appeal of physical retail is the ability to experience and touch a product, but I believe a bigger part is to get assistance and support. I like the idea that others have mentioned to showcase products from the Google marketplace. Another thing they could do to differentiate themselves is to have part of the store focus on their services, especially for small business owners.
  • Posted on: 08/13/2018

    J.C. Penney goes after Babies ‘R’ Us customers with new shops

    Buying baby gear (car seats, strollers, etc) is definitely an in-store experience, especially for first-time parents. To do this right, it's almost more of a service model. For this to work for J.C. Penney, they need to invest in the experience by having knowledgeable staff, a great supply chain process, installation services and a user-friendly registry system. Just adding merchandise, putting up nice graphics and sending out a catalog won't translate into long-term success. Babies "R" Us didn't even have the services that new parents are looking for. When I was preparing for my first child more than five years ago, Buy Buy Baby was far superior. We were able to register with an in-store consultant, the sales person for strollers and car seats was extremely knowledgeable and the registry was very user friendly. We were even able to pick out our furniture and BBB held it for us until we wanted it delivered, you just had to give them a few days notice. I think it could work for J.C. Penney, but they need to invest in more than product and marketing.

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