PROFILE

Peter Charness

Retail Strategy - UST Global

Peter Charness is a software/retail executive with significant experience (domestic and international) in innovating solutions for the retail and CPG industries.

As a CEO, Chief Marketing Officer and Chief Product Officer, Peter excels at revenue generation through areas such as, product management, product marketing and development, positioning, lead generation, Marcom and business/sales development. He is also experienced in mergers and acquisitions and partnerships

As a VP of Logisitics and Technology (CIO) Successful history of providing the right leadership and experience for inventory management and optimization for the Retail supply chain.

Specialties include:

Industry leading experience and capabilities in all manners of solutions for retailers and CPG Companies.

Particular emphasis on inventory optimization, retail ERP, merchandise planning and inventory management, POS and store operations, CRM and category management.

Significant depth in business intelligence, product management, product marketing, industry marketing, and inventory management.

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  • Posted on: 01/03/2022

    Hy-Vee creates its own armed security squad to deter crime

    For good and valid reasons retailers today have more or less broadcast a "we won't stop you from stealing - help yourself" message to shoplifters. Perhaps Hy-Vee's approach will deter would-be thieves and troublemakers from their doors, although I expect that it will move the problem elsewhere, not solve it.
  • Posted on: 12/29/2021

    What new worker challenges does the Omicron variant present?

    More stress, and clearly more opportunity for exposure. Retailers could be supplying their teams with higher quality N95 masks that are now available, and in those municipalities with a mask mandate throw out those smug shoppers who think they can walk around a store maskless needlessly exposing store staff to both the virus and excessive selfishness. Just saying...
  • Posted on: 12/28/2021

    Should DoorDash make all workers do deliveries?

    Yes, and while it's hard to argue about direct customer experience, in this case there are 3 points of learning to be taken advantage of. The restaurant/store as a customer, the end consumer, (where direct interaction is pretty minimal), but as importantly the life of a front line worker, which in the case of DoorDash might be the biggest learning experience of them all.
  • Posted on: 12/27/2021

    Should customers be offered discounts to keep returns?

    Personalization engines should be able to help support the best strategy for each customer. I like the in-store return rack, and perhaps offering a customer a store credit above the value of the return credit for returning the item in person might reduce the return logistics, and convert that return into another sale.
  • Posted on: 12/20/2021

    Will localized e-commerce work for malls?

    This was a really good idea about 5 years ago. Today I can order from any website for home delivery and frankly I don't care if the product is shipped to my house from down the street or across the country, as long as it gets to me quickly. If I want to pick up in store, most of the retailers already offer that as a service. The bigger challenge here is getting shoppers who are habituated to either Amazon, or the store's own website to go to a different website to do the shopping.
  • Posted on: 12/08/2021

    Will DoorDash win the ultra-fast delivery race?

    A plague on all their houses. As an infrequent restaurant delivery consumer, I still can't get over how much these services get as their part of a takeout delivery order, and how reduced the share is that the restaurant owner receives as a result. Markup on each item -- check. Service fee -- check. Delivery Fee -- check. Regulatory fee (which goes to no regulatory agency at all, read the fine print on that one) -- check. Tip (which seems to be the only thing that goes to the poor driver) -- check... And then the myriad marketing/service fees that the restaurant pays. And now they want to up-charge for getting you your food "hot" (oh right, the hot food delivery fee) -- check.
  • Posted on: 12/08/2021

    DSW finds ‘narrower and deeper’ to be the right fit for its business

    DSW is a big box store, and part of the attraction for a customer is breadth of choice, Breadth requires good execution to stay in-stock and this is where the balancing act comes in between over-assorting and in-stock execution. Clearly DSW needs to ensure the product's that it chooses to carry is in-stock. The assortment planning Rubik's Cube needs to (as always) balance choice count with the ability to maintain good stock positions, with financial and margin goals, and with a customer pleasing shopping experience. And do that on a localized basis. You know the usual 40-hour a week job for most merchants and planners!
  • Posted on: 12/02/2021

    Does a four-day work week make more sense post-pandemic?

    The two parameters would be how many hours a week are people working and when do they want to work them. For some jobs spreading 40 to 50 hours across any number of days (four, five, six...) as is convenient for the person doing the work would seem fine. For those who are staffing "open hours" (stores), the open time needs to be covered which makes flexibility a bit harder. The pandemic reduced the number of people available to cover the work -- so in many cases it's more hours needed and in such a competitive labor market, that makes it convenient for the person to do the work when they want to.
  • Posted on: 11/23/2021

    Mob thefts rock retail. What can stores do?

    Stores -- not so much. Cities -- a lot. As a resident of Portland, OR, we have a mess on our hands in this city. It all tracks back to the fact that our government leaders chose to turn a blind eye and extend sympathy to protestors when the law was broken the first times. Enforcing the law shouldn't be a discretionary activity and once that line is crossed, the slip slide to more serious problems goes on unabated.
  • Posted on: 11/22/2021

    Should Macy’s de-omnify?

    You know it's been a while since a PE company destroyed a retailer with the traditional leveraged buyout method. Perhaps in this new era PE companies can latch on to de-omnify as a basis for getting their value out of a retailer, while slowly destroying the ongoing business.
  • Posted on: 11/04/2021

    American Eagle Outfitters is literally serious about owning its supply chain

    As large as AEO is, I still wonder if a single retailer (other than Amazon/Walmart) really needs a captive logistic capability in market. Could they get more efficiency by using an aggregator/carrier such as FedEx? But I'm sure they carefully considered the economics of this buy and the combination of cost and total control worked out. The larger supply chain issues of getting product into the U.S. remains bottlenecked to pretty much all inbound operations.
  • Posted on: 10/28/2021

    Will high food costs cost restaurants business?

    There's an evolving new model for restaurants, that includes a significant take-out business (call that online) and will remain a bigger feature in the restaurant dynamic. Ghost kitchens offer a lower cost method of servicing this market, which makes higher food costs less of a worry as part of the margin equation. Restaurant online business currently suffers margin erosion by excessive delivery partner costs ... hopefully these decrease as competition for that service increases. Over time, higher food costs shouldn't be a serious issue.
  • Posted on: 10/26/2021

    Can retailers wean consumers off discounts this holiday season?

    Why discount scarce products? I don't think this year will be a deep sale year. But this won't be a trend either once demand/supply and delivery level off again.
  • Posted on: 10/04/2021

    HomeGoods finally has a home online

    Shop online makes tremendous sense, even if the purchase will ultimately be completed in store ... or started in-store and completed later on online. I suspect the hard part here will be insuring accurate inventory positions, and ship from store capabilities to support the online channel.
  • Posted on: 10/04/2021

    Amazon asks, why wait for Black Friday when you can get Christmas deals today?

    If overall supply is down, and demand is at least stable, particularly for the growth oriented online purchasing segment ... why reduce pricing so soon and probably be out of stock in December? I think Amazon is trying to take market share, and potentially be in a position to reorder what can be made available for sale in December, based on ramping sales now, and then refilling quickly at the expense of other retailers.

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