W. Frank Dell II

President, Dellmart & Company

W. Frank Dell II is President and CEO of DELLMART & Company, Inc. He has been a management consultant for over 20 years and has more than 30 years of consulting and corporate experience. Prior to founding DELLMART, Mr. Dell was Vice President directing Cresap’s Food and Consumer Products Practice and Senior Partner and Director of Case and Company directing its Food and Distribution Practice.

Mr. Dell has performed a wide range of assignments in the areas of strategic planning, marketing, distribution, retailing, operations, pricing, organization, productivity improvement, data processing and research. Clients have included manufacturers, retailers, wholesalers, distributors and trade associations in the United States, Canada, Europe, Russia, Middle East and Africa.

A pioneer in the concept and application of both Direct Product Profit (DPP) and Activity Based Costing (ABC), Mr. Dell has directed numerous major studies modeling the costs of manufacturing, retail food, chain drug and food service industries. He served as an advisor to the Food Marketing Institute, National Mass Retailing Institute, National Candy Wholesaler Association Private Label Manufacturers Association and Comite International des Entreprises A Succursales (CIES).

Mr. Dell was the creator of BICEPS, a state-of-the-art buying and inventory control system; focus marketing and category management organization concepts; customer synchronization and comprehensive customer service operating concepts. His work on Total Company Productivity, Total System Profitability, Supply Chain Management, Vendor Sourcing, Pricing and Total Labor Control has been well received.

Before entering consulting Mr. Dell was Manager of Forecasting & Administration for the Colgate-Palmolive Company. His earlier corporate experience includes work for American Can and General Foods.

Mr. Dell received a B.S. in management from Northeastern University and an M.B.A. in marketing from Iona College. He is a frequent speaker for numerous organizations, including Food Marketing Institute, Food Distributors International and National Grocers Association. The Foodservice Distributor, Progressive Grocer, IGA, IdeaBeat and Grocery Marketing publish his articles. Mr. Dell is a member of Strategic Leadership Forum, Institute of Management Consultants, Council of Logistics Management, Warehousing Education and Research Council, Comite International des Entreprises A Succursales and Food Distribution Research Society. He is listed in Who’s Who and is a Certified Management Consultant.

  • Posted on: 04/19/2019

    Is AI’s impact on demand forecasting more hype than reality?

    No one has a consumer product forecast that works. This is true today as it was years ago. All the research shows the same thing. External factors have significant impact on sales. In our many studies, weather and competitive active have significant impact some times. This variance is classified as the random effect. The real question is why anyone is spending time for forecasting today. We have cheap real-time computing to monitor the entire supply chain. Stop demand forecasting just use demand to run the operations.
  • Posted on: 03/27/2019

    Will retailers be ready when AR adoption takes hold?

    Augmented and Virtual Reality will be important some day, but less so today. Like everything else, selling on the internet evolves. From the beginning I said high-end luxury is less likely to sell well on the internet, but houses and water filters are a natural. We have all been wrong on what we think will sell and what actually does sell. So few consumers have experienced any form of reality. We don’t have a common technology format yet. To be effective it must be delivered over high speed internet or 5G technology. Give it 3 to 5 years and then ask the question again.
  • Posted on: 03/08/2019

    The rise of the chief artificial intelligence officer

    Artificial Intelligence is not new to the Food Industry. The first food industry application was BICEPS installed in the '80s and still operating in many retailers and wholesalers today. Any system that lasts over 30 years is different. Initial development was Case & Company and advanced by OMI. This validates the investment in AI. The rationale for this AI investment is the same as today: flood of data, shrinking available time, education costs, and employee turnover for growing companies. The CFO has been driving productive and operation improvement for years. Like all new tools AI must pay for the investment. AI applications should start to improve the internals before stepping into the externals. The CFO should be an AI campion. The CTO should be responsible for AI development. It should be considered for all new applications and systems. The CTO should have an AI director to oversee identification and implementation. An AI project is the same as any IT project. The analyst just needs to understand the job steps. Conclusion: AL management is required, but not at the C level.
  • Posted on: 02/04/2019

    Which commercial won Super Bowl LIII?

    Most disappointing Super Bowl, both game and commercials. Seems to be the year of little creativity. I understand not all commercials have me as a target, but it was very hard to determine who some of these commercials were targeting.
  • Posted on: 01/07/2019

    Retailers are shutting down their NYC flagships

    The retail landscape is continually changing otherwise retailers would not be opening and closing stores every year. All too often the flagship or first store is not evaluated. Many first stores have long outlived their usefulness but owners keep them open. It would be cheaper to make them a museum. Above a certain size closing the flagship store will have no effect other than some lost sales. When the flagship store accounts for less than 3 percent it is just another store. A retailer’s initial image comes from its flagship or first store. Over time it is more shopping environment, customer service, product selection and price and less flagship location. The larger the retailer the more the flagship stores should be evaluated just like every other store.
  • Posted on: 01/03/2019

    Will smart shelves work for Hannaford and its customers?

    Too often the vision is narrow for new technology. Covering new ground takes money and time to develop. The real problem is, there is no long-term strategy, only a list of onesies. We simply don’t know what the real future for technology is as so many concepts are one hit wonders. The idea of showing the package information on a screen will get old fast. The problem is, consumers are accustomed to continued change to satisfy a short attention span. This application is better than nothing as consumers don’t bother to read the labels we have today. What may be more useful might be to educate on how to cook or use in making a meal. Frequently changing the message for 30K+ items is not an easy task, but it is what is needed short term.
  • Posted on: 12/05/2018

    The RetailWire Christmas Commercial Challenge: Pier 1 Imports vs. TJX Companies

    The problem with Pier 1 is you don’t know who the present is for and the hug is both too long and not required. TJX identifies and solves a problem -- a much stronger and clearer message.
  • Posted on: 12/04/2018

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

    Question is, is it an out-of-stock or an item not carried? For years Walmart has touted its advanced inventory system providing zero out-of-stocks. For years I have observed Walmart out-of-stocks no better than their competitors. The ability to order the out-of-stock item and have it delivered in a day is good customer service and reduces some lost sales. If the item is not carried in the store, then this is another version of the endless aisle concept -- not really a Walmart strength. The open question is how many people does it take to satisfy out-of-stocks and at what cost? It may work during the holidays, but what about during low volume times?
  • Posted on: 10/08/2018

    Giant Food expects big things from a new, mini-grocery store concept

    There is a place for a true small format store especially in cities as the answer to food desert. A small store should cover the categories not the selection of a traditional supermarket. Item selection is far more important and must be monitored closely. Think of endless aisle as the replacement for the monthly hypermarket/Walmart shop. Small format should be coupled with online order pick up to be economically viable, not home delivery. Properly designed store pickup and shop can be accomplished within a two-hour window.
  • Posted on: 05/08/2018

    When Harry’s met Target and then Walmart

    Harry’s has developed products closer to the Target image. Placing the product in Walmart helps Walmart put pressure on Gillette, but downgrades Harry’s image. Harry’s should have developed a private label for Walmart and not demoted its image. Target should contact Dollar Save Club to develop a private label line for them. This is an example of new company making old mistakes. Going for today’s sales while not thinking about tomorrow.
  • Posted on: 04/23/2018

    Apocalypse? No. Retail faces a reset

    It is time retailers get off their death bed and start changing. First, Amazon is not the problem. They lower prices to drive competition out of business and they still don’t make a profit even when the competition leaves. Unless Amazon gets into making a profit, their house of cards will fall down. Yes the consumer is changing. Yes some product are going to be sold mostly off the internet, but not all. Wegmans, Publix and H-E-B don’t seem to have problem. Stock what the customer wants to buy, service them with a smile and understand you are competing with everyone not just the retailer down the street. Get back into the game of merchandising and an enjoyable shopping experience.
  • Posted on: 03/06/2018

    Will all retailers soon go cashier-less?

    To get rid of the cashier, you first much change the payment form and then process. Retail has been moving away from cash since the '50s. Cash and house credit accounts were the norm. Then came checks, which much of the world never used. Credit cards and debit cars now account for the majority of retail transactions. The evolution of self-checkout reduced cashiers by 75% and they only accept credit and debit cards. If there is no cash or checks for the cashier to accept, their job is simplified. For some formats like convenience stores the cashier is not very busy or productive. A store without cashiers may be possible. Publix and Wegmans are outstanding supermarket chains where customer interaction is a very important element to the shopping experience. Supermarket and department stores having no service/cashier will likely fail. Online shopping rarely has human interaction, but still has a self-checkout process. Limited formats could go cashierless, but not all forms of retail.
  • Posted on: 02/02/2018

    Is a Super Bowl ad worth $5 million?

    Is a Super Bowl worth $5 million? For some companies the answer is yes and the rest get a maybe. Large companies have difficulty reaching a broad group of consumers in a consistent format. The evolution of social media and internet advertising make telling the story difficult. Large companies just want to let consumers know they are still there. They always reached their customers this way. Small companies wanting to break out may spend the money to create awareness (GoDaddy). For the rest, other than bragging rights, it could be just spending money.
  • Posted on: 01/22/2018

    Does Whole Foods have a backroom problem?

    No retailer wants inventory in the backroom, but "no backroom inventory" will never happen. The retail industry has tried to improve store order/replacement for years. The problem is that the proposed solutions are worse than the problem. Backroom inventory was first believed to be caused by the order writer. In the '80s we changed from paper to scanning the shelf label. The idea was to cut out the time required and errors. Then we tried replenishment off of scan data. Since the data is still only 85 percent correct you either have backstock or out-of-stocks. For years I have marveled at how Walmart claims its replenishment system eliminated out-of-stocks except when I am in the store. I find their out-of-stock rate is higher than most retailers. What is missing is the understanding of shelf holding capacity and item sales variation. I know with internet sales retailers are moving toward item vs. case replenishment, but at what cost? Yes I am a fan of computer-supported replenishment, but understand the physical side before developing the technological solution.
  • Posted on: 12/28/2017

    RetailWire Christmas Commercial Challenge: The Final

    Overall it's Home Depot for me -- it brings the build-up to Christmas.

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