PROFILE

Peter Charness

SVP Americas, TXT Retail, an Aptos Company

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: 01/08/2019

    What’s holding back in-store mobile engagement?

    the in-store experience isn't about standing in one place and shopping/interacting on a phone. A mobile app may help (especially for complex products that need information) but as-is, today may not be well set to support that in-store experience -- as the usage statistics seem to be suggesting.
  • Posted on: 01/08/2019

    Sears likely headed for liquidation

    There was enough time, cash flow, and brand to have reinvented Sears and have a going concern, or several concerns. I'm not saying it would have been easy, but it certainly could have been done. But the goal was real estate harvesting, not satisfying customers and sustaining employment.
  • Posted on: 12/26/2018

    Will showrooms work for fast fashion?

    See it, want it, buy it, own it -- now!
  • Posted on: 12/26/2018

    Nike sees online eclipsing offline sales

    Online, offline, for a lot of products these terms are only meaningful insofar as where the final order is placed (and even then the fulfillment of that order could be in-store, from a store, etc.) but the shopper's journey probably has gone across all of these "channels" and more prior to that order placement. Thus "unified commerce" is probably a better explanation of that shopper journey than "online/offline." In the case of Nike though there is the aspect of limited edition, high demand items with a dedicated shopper willing to "buy anywhere" to get one. Nike will successfully sell those out wherever they place the product. The question becomes, do they want to support their retailer distribution network with that revenue, or pocket it all themselves? I suspect their retailers would prefer to see that traffic driven through their online/offline networks. For the rest of the product lines, I'm sure that "online ordering" will increase to industry averages. As others have commented; standard sizing, low risk transactions -- why walk for shoes, when you can click!
  • Posted on: 12/17/2018

    Are retailers getting over their SKU management hurdles?

    Oddly enough, in past trials when store managers were permitted to exercise some degrees of freedom in selecting product and setting up an end cap, results tended to be superior. There are some things that the raw numbers may not reveal. Without context, perhaps understanding which customer "would buy" a product as opposed to just how much of what you selected they did buy, still requires some merchant and local touch.
  • Posted on: 12/14/2018

    Does Starbucks have a big delivery opportunity?

    Really? I guess this will work for some people. How hard is it to get up and walk to your nearest Starbucks? With all this "never leave my house and never get out and walk around" convenience, there's got to be a crowd out there for whom I think the next delivery need will be treadmills! Here's an idea: a time share for a treadmill ownership. Customers can book it online and use it for a scheduled hour a day. You pick it up and deliver it to the next Grubhubber/Uber Eater in need of some exercise. Who's in on this one with me?
  • Posted on: 12/14/2018

    Does fear motivate workers or make things worse?

    Fear? It goes along with its companions short-sightedness and stupidity. What a way to run a company!
  • Posted on: 12/12/2018

    Is Kroger following the Sears playbook for self-destruction?

    As others have been learning the store has a direct impact on the brand and digital performance and cannot be looked at as a separate entity. Depending on the need the shopper will interact with either channel, but will always see it as Kroger. That in-store experience, product appearance, price and having things in stock is a key part of the brand experience. Kroger (and all retailers) need to make sure that they put their best foot forward every time and everywhere they interact with the shopper. So letting the stores become run down and a poor shopping experience is not the path to success.
  • Posted on: 12/11/2018

    Should Amazon buy Target?

    Not sure which "business model" Amazon needs a Target for. Showcase for Amazon Basics?, Amazon Fashion? I suspect a chain of local fulfillment centers would suit Amazon better than dealing with the challenge of editing its massive assortment for a physical box presence.
  • Posted on: 12/10/2018

    Will Walgreens win the prescription delivery race?

    Win the prescription battle, lose the war? If a good percentage of the drug store customers go home delivery -- who is left to buy the somewhat eclectic collection of (overpriced and profitable) merchandise in the stores? What will a Walgreens have to do to survive if the traffic from RX doesn't come into the store? While they have no choice but to offer this service, I can see the next headline soon -- "Overstored: drug stores shuttering hundreds of locations."
  • Posted on: 12/04/2018

    Walmart gives associates a tool to deal with out-of-stocks

    For those in this thread who said why limit this to Walmart associates, put the capability into the shopper's app -- I mean really, all the shopper needs on their app is a "find me an associate somewhere in this store to help me" feature. For those shoppers who prefer the human touch -- sure, why not? For others an app with a "scan/find my size/ship to my home now" button would seem to make more sense.
  • Posted on: 12/03/2018

    Can Gap cut its way to profitability?

    As some have noted, managing the real estate portfolio is an ongoing exercise, with openings, closings and renovations being part of the job. While I suspect that online sales growth means a lot of retailers might need to be pruning store square footage a bit, retailers don't save their way to prosperity and must grow top line. Some store repurposing with the capability to pick up and ship from store more efficiently should also be on the list, but growth through more attractive product has be job one.
  • Posted on: 11/30/2018

    What will it take for retailers to win the last-mile race for customers?

    Using the benefit of "Friday morning math" and with nothing valid for statistics ... if say 1/3 of all transactions originate online, and say Amazon gets nearly half of them, then consumers are used to speed for delivery (kinda sort of for free, I don't remember that annual Prime fee when I press one click buy) and other retailers are going to need to replicate that speed, (and make it look pretty much free). The consumer charge for delivery for most stuff, like the cost of credit card processing, will end up largely buried probably in margin, while retailers are still juggling the competitive price equation. Store networks can be leveraged though, for a speed and cost advantage. How to show/hide/make customers feel good about that "landed price," well that's going to be the creative part. As Paula points out there is no free lunch here for retailers who can't cover the retail operational expenses from elsewhere. They're just going to have to find a way to make that cost invisible -- or pleasant....
  • Posted on: 11/21/2018

    Will loyalty programs drive market share gains for Lyft or Uber?

    Not a bad play all in all. The crowd I travel with tend to either be Uber people or Lyft people and don't interchange. Maybe (equal) loyalty programs will keep people from switching. I think a better play would be something that gives people an incentive to give up that car (or second car) and support the economics of a bulk purchase or subscription base vs. the cost of car ownership.
  • Posted on: 10/29/2018

    What if artificial intelligence is biased?

    As already noted, the bias is likely in the data, which influences the algorithms. Next logical question, if AI "judgement" is based on historical patterns, where does innovation come from? In merchandising, the challenge has always been the self fulfilling prophesy. Don't retire the creative types in your organization yet ...

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