PROFILE

Tom Dougherty

President and CEO, Stealing Share
Tom Dougherty is President and CEO of brand company Stealing Share. He has developed brands across all industries positioning them to grow and steal market share. Tom's unique perspective and opinions are often sought and quoted by The New York Times, FOX Business and CNN as well as many industry journals.
  • VIEW ARTICLES
  • VIEW COMMENTS
  • Posted on: 02/13/2019

    Will the new plan for Sears work any better than the previous ones?

    Sears needs to hire a CEO that never needs another job as this will be his/her last gig. The words vision and Eddie Lampert should not be written on the same page. SEARS is a failed retail model headed by failed leadership. Give up the ghost and go away quietly.
  • Posted on: 02/07/2019

    J.C. Penney dumps appliances

    Of course J.C. Penney needed to dump appliances. Anyone who disagrees should consider if Home Depot has the brand permission to sell clothes! The age of the generalist has ended. J.C. Penney can start counting its days.
  • Posted on: 02/06/2019

    What will Angela Ahrendts’ departure mean for Apple’s retail business?

    Apple will survive. But they have bigger problems right now. It is not who leaves that challenges Apple’s dominance. It is the WHY. There was a time when no one in their right mind would leave. Today, Apple is no longer the ultimate destination.
  • Posted on: 02/05/2019

    Will Target’s dynamic pricing strategy erode customers’ trust?

    It’s simple. Target: stop this smoke and mirrors game. The algorithm is based upon a truth. But Target has confused "intelligence" with "intelligent." Brands exist because of a trust bond. If you can’t trust the brand you have no bond. In the age of knowledge all of these deceitful manipulations will come to light. Stop it and have some integrity beyond manipulation.
  • Posted on: 02/04/2019

    Did Trader Joe’s make the right decision to end grocery deliveries?

    The category defines the table stakes. As Walmart is encouraging grocery delivery, Trader Joe’s may have little choice but to try again. ROI is a moving gauge. I think Trader Joe’s runs a the risk of not being seen as avant garde as its brand promises with the cutting of delivery. Maybe they need to explore more economical models for this service.
  • Posted on: 01/09/2019

    Should Dollar Tree sell Family Dollar?

    They should absolutely sell it off. No question. They have a brand perception issue. Because there is a perceived difference between "value" and "cheap." Brand repair for Family Dollar will be expensive. It does not make sense in terms of ROI. It needs a new brand (permissions and position). Without those fundamental changes it will continue to rot from the inside. Here is the rub -- anyone who buys the failing chain is faced with the same problem. Good luck with that.
  • Posted on: 01/07/2019

    Retailers are shutting down their NYC flagships

    This is not a flagship issue. It is a profitability issue. Confusing the two means you believe the Lord & Taylor connection to the prospect and customer is in anyway tied to a specific location in Manhattan. It is sad to hear of the closing. But retail has bigger issues than any single location in NYC.
  • Posted on: 01/02/2019

    Is Blue Apron smart to pin turnaround hopes on Weight Watchers alliance?

    Blue Apron and WW is a mismatch. I would have suggested they launch a new flanker brand. The Weight Watchers market is quite different, and looking for different pay-offs, than the market Blue Apron originally positioned itself in. Blue Apron and WW have different brand permissions. This is a disaster for Blue Apron. Not so for WW. They can only win in this venture. They key here is the idea of stabilizing. Blue Apron created a market and then squandered their lead. Stabilizing is, after all, a defensive term. And, as Napoleon said “the logical end of defensive warfare is surrender.”
  • Posted on: 12/19/2018

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

    The strategy might work if the staff is capable. I have my doubts. Advertising cannot fix indemic problems. The enemy of Barnes & Noble is the convenience of online shopping. Possibly they could rethink the store layout to make it simpler to navigate. HAVING to ask an employee for help may be seen as an added complication. The future of Barnes & Noble is not that of a mass retailer of books. They had that opportunity but squandered it to Amazon. They are destined to be a niche player. Smaller, tighter and more highly defined. Let me put it to you this way -- if my financial advisor suggested I buy Barnes & Noble stock, I would fire him.
  • Posted on: 12/13/2018

    Will the maker movement inspire a new creative direction for malls?

    I think malls are over. They cannot compete with the convenience of online shopping. They were always controlled by anchor stores. Without them, the malls floundered. Is anyone assuming this "makers" approach is the new anchor store? Try it. I hope it works. But the old retail models are over and I have little hope for it.
  • Posted on: 12/12/2018

    Is Kroger following the Sears playbook for self-destruction?

    I don't think Kroger and Sears are equivalents. But both are struggling to find a new place in a changed retail landscape. Answers will not be the same for both chains — hopefully, that is. For Kroger the problem is a lack of investment in the brand. Brand meaning and loyalty in the supermarket category seems limited to location and familiarity. Funny, no one asked the same questions about Wegmans.
  • Posted on: 11/26/2018

    Will a radical transformation lift or sink IKEA?

    It concerns me a bit. IKEA is one of the few retailers that is a true destination. Customers are willing to travel hours to a store. Remember that the root of all value can be found in the idea of scarcity. Smaller and more urban IKEA stores erode that value. They need to be careful here.
  • Posted on: 10/19/2018

    Do retailers need more social media?

    Fish where the fish are. But the message is the most important thing. Retailers need to stop being process-driven. Be purposeful and never confuse activity with accomplishment.
  • Posted on: 10/18/2018

    LabCorp deal brings blood testing to Walgreens’ pharmacies


    In-store healthcare services is not differentiating. CVS has made such things table-stakes. The real issue for pharmacies lies in reinventing their meaning in an important way. Currently, consumers don't know what the stores ARE. Sure, they sell over the counter and prescription drugs— but beyond that are they simply a convenience store? If you need proof of the category problem just look at their real estate investment. There are times when four different chains occupy the four corners of an intersection (at times the same chain might be on opposing corners). This means the prospective customer sees no difference between the stores. They choose one merely because it is in the direction they are traveling. Preference is lower than the effort needed to turn around. Contrast that with IKEA. Customers are willing to travel hours. Pharmacy. This is one of the WORST categories in retail. They all need brand work.
  • Posted on: 10/17/2018

    Eddie Lampert is the worst

    Many retail executives stick their heads in the sand. Pretending that everything is simply okay. That they have time to make changes. Eddie is self-centered in his comments. I believe he is lying, as you imply. But self-deception is a chronic disease in the category. CHANGE has happened. Everything is on the table.

Contact Tom

  • Apply to be a BrainTrust Panelist

  • Please briefly describe your qualifications — specifically, your expertise and experience in the retail industry.
  • By submitting this form, I give you permission to forward my contact information to designated members of the RetailWire staff.

    See RetailWire's privacy policy for more information about what data we collect and how it is used.