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: 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 ...
  • Posted on: 10/23/2018

    Will free two-day shipping from third-parties give Walmart an edge for the holidays?

    Customers want convenience, and trust that the company they are buying from will take care of them, deliver on time, and make it simple and easy to return. When Walmart catches up to Amazon for these factors (which they seem to be well on their way to) the differentiation becomes what -- price? Oh and the fact that Walmart has some 5,000 physical locations they can use as part of the delivery/return network. Ease of purchase and returns across a broad assortment are almost table stakes in competing for online business. Leveraging all those physical locations as part of the equation is the winner.
  • Posted on: 10/17/2018

    Eddie Lampert is the worst

    There was plenty of time to "reinvent" Sears and make it a potentially different but successful chain. There's a reason that such financial acquirers were called "vulture funds." This wasn't the first, and unfortunately won't be the last financial-engineered asset strip. I wish these greedy geniuses could meet the 100,000+ Sears associates who are now looking for work.
  • Posted on: 10/09/2018

    Is it too late for a new store concept from Barnes & Noble?

    If Amazon bought the locations and changed them into Amazon stores, anyone doubt that would be successful? Indigo in Canada is a successful bookstore, really there's no reason Barnes & Noble can't find a format that works.
  • Posted on: 10/01/2018

    Omnichannel retailing lands at the airport

    I think this is solving the wrong problem. I'd rather see it, buy it and take it with me. Unfortunately too many airport locations (and I visit them on almost a daily basis) don't make the buy it part very easy with long line ups at understaffed checkouts. Paying someone to do the checkout for me, and then hopefully getting it to my gate on time doesn't seem like the most straightforward path.
  • Posted on: 10/01/2018

    Is traffic a flawed measure of engagement?

    Traffic is an important part of the customer purchase path. As "one" measure of marketing and brand success, driving feet and eyeballs is the first step along the way. Conversion then starts to illustrate other steps: is the product right, presentation attractive, price compelling, etc.? If you just measure "sales" you're losing visibility into all the potential sales missed by failing to turn a looker into a buyer.
  • Posted on: 10/01/2018

    Is BOPIS best when it’s done outside the store?

    Clearly the retailer would prefer to have the shopper go into the store. The shopper probably would be fine with that if the parking was easy, and the product being picked up was light (not five bags of groceries) and the experience in-store was quick. On the other hand for the retailer it's more cost efficient to hand off the package directly to the customer, inside/outside/wherever, than to hand it off to UPS for that last-mile delivery.
  • Posted on: 09/27/2018

    Will Amazon disrupt retail again with its new 4-star store concept?

    Stocking product that customers think highly of ... why that sounds like ... Retail. I agree with all the comments that suggest some further curation is needed. The store needs to answer the question around when I think of buying (product) x, I think of 4-star.
  • Posted on: 09/26/2018

    What’s Dunkin’ without Donuts in its name?

    Restless marketing indeed. Well at least it may not be a transition to something even wilder and respects the main brand recognition. Naming is hard, but ever wonder how so much money can be spent to come up with so few words?... (Ok and a font, and some colors.)... Bet this was a million dollar endeavor to come up with dropping one word.
  • Posted on: 09/25/2018

    Is Eddie Lampert looking to save Sears or suck it dry?

    Sears seems to be in the last few moves of the LBO jenga game where the last assets are pulled from the tower by ESL, leaving an empty shell to fall on the employees and vendors. There is no save left in this one.
  • Posted on: 09/24/2018

    Will the White House listen to warnings from Walmart, others about tariffs?

    White House ... listen (and act rationally)? I fear that this one is the frog in boiling water. The costs to consumers will rise, but not in the short term. Who knows when the connection between the tariffs and the cost of living will become clear to the voting blocks?
  • Posted on: 09/24/2018

    Are big box retailers going too small with new store concepts?

    If the smaller format store with a focused assortment can also act as a distribution point for product acquisition to quickly deliver on that endless aisle from the rest of the chain it may work quite well. Two-day delivery through the smaller store should be quite feasible, maybe even faster.
  • Posted on: 09/18/2018

    Will competition force all grocers to offer free store pickup?

    The shopper wants this kind of service, and of course doesn't want to pay extra. But free is rarely free, the question is are the costs to the consumer going to be transparent? My bet is that these expenses will eventually come out of margin, just like the free use of a credit card (with all of its hidden processing fees and points costs), "free delivery" and anything else the retailer has to pay for that the consumer doesn't see as a direct cost. Eventually those consumers that aren't using this "free" service will end up paying for it in higher product costs.
  • Posted on: 09/17/2018

    Walmart expands test of giant automated grocery kiosk

    Complimentary. Customers want choice, and a given consumer may make a different produce collection decision depending on their daily circumstance. If this is a "convenience" purchase, for instance, picking up some milk on your way home, the $30 minimum will incentivize additional purchases which is good for the grocer and should be concerning for c-stores.
  • Posted on: 09/17/2018

    What will a ‘new standard for green retail’ mean for Starbucks’ results?

    In a world of multiple choices for most products and experiences, "doing the right thing" is a great differentiation, especially for Gen-Nexts. I hope more companies take this approach and just do it because it's the right thing to do.

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