Jason Goldberger

Thank you, Wade Gerten, for sharing insights into Blue Yonder ‘s #AI journey. For the past five years, my vision has been to provide focused insights to operators prior to the start of each shift based on their role and on an ongoing basis, highlighting key operational stats, exceptions, and actions to take across safety, quality, productivity, service, inventory, and labor. Instead of operators spending time piecing together data from fragmented systems, this approach would offer a comprehensive, consolidated view that continuously updates with actionable insights and options. By integrating descriptive analytics—such as trends from last week, last year, and historical comparisons—alongside real-time data on what’s happening in the building, this solution would offer a powerful toolset. I would also encourage to include a shift end summary that summarizes what happened during the shift and why and what could be done differently to improve service and productivity. Additionally, similar tailored views could be created for demand planners and logistics managers, helping them quickly identify key areas of focus and make necessary adjustments, streamlining decision-making across the supply chain. This solution would be a tremendous asset for location managers, demand planners, and logistics managers, empowering them with data-driven insights to improve performance and spend more time on high-impact actions. #AI #SupplyChain #Distrubution #KPIs

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Retail's next big growth play is hiding in plain sight - right on store shelves. Coresight Research data shows that smart retailers are doubling down on in-store tech. As of Q2, about 50% have invested in solutions targeting: - Addressable out-of-stocks - Pricing and promo execution - Planogram compliance - Allocation and assortment optimization Over 80% of the remaining retailers plan to invest in these areas by Q2 2025. Nailing just ONE of these can boost sales up to 6% and operating margin by 5%. The future of retail is not just digital-first. It's data-first, store-centric, and powered by intelligent automation.

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Kudos to Macy's for their navigation of this challenge to how the company should operate in the future benefitting Shareholders and satisfying Stakeholders, including customers, during "A Bold New Chapter”. Excerpts: Dive Brief: Macy’s Inc.’s board of directors has unanimously voted to end talks with Arkhouse Management and Brigade Capital Management, which in March had offered $6.6 billion or $24 per share to take over the company, the department store said on Monday. The firms in June raised their bid to $24.80 per share but failed to deliver “a definitive, fully financed and actionable proposal,” the department store also said. Macy’s had requested the best price the firms were willing to pay, plus “fully negotiated commitment papers for all the debt and equity needed to finance the revised proposal.” Dive Insight: Given Arkhouse’s focus on real estate, its bid in conjunction with Brigade Capital — now close to $6.9 billion — was widely seen as a play to monetize Macy’s property assets rather than transform its retail operations. For many analysts that called to mind the slow deterioration of Sears. More recently, since Arkhouse’s overture, Macy’s has fortified its board’s real estate expertise — including adding nominees favored by Arkhouse — and said that property value will be a factor in deciding which 150 stores will shutter over the next three years. “Macy’s has played a good game in patiently furnishing the activist investors with information and allowing their nominees to take some seats on the board,” GlobalData Managing Director Neil Saunders said in emailed comments. “As such, it has shown itself to be a willing participant in discussions and has taken the bid seriously, which it must do in the interests of shareholders. However, Macy’s is also right to terminate dealings that were not proving to be fruitful or serious in terms of financing.” Meanwhile, the firms didn’t offer much beyond squeezing money from Macy’s real estate, according to GlobalData’s Saunders. “Indeed, many of the activist investor proposals would have significantly weakened Macy’s and hampered its ability to survive as a retail operation,” he said. On Monday Macy’s made clear that, with these negotiations in its rear-view mirror, its turnaround, dubbed “A Bold New Chapter,” is now sharply in focus. The turnaround is helmed by Macy’s Inc. CEO Tony Spring, previously Bloomingdale’s CEO, who took over from Jeff Gennette in February. Saunders credited Spring with having “a much clearer sense of vision and purpose in working to turn the business around.” “While Macy’s has a lot of work to do, it must be allowed the breathing space and time to enact changes that will put it on a path to growth and add value for investors,” he said. “Arkhouse and Brigade were never part of that long-term vision and the distraction of a sideshow they created must now end.” #macys #retail #takeover #realestate

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BRILLIANT RESEARCH: Five 2024 Holiday Shopping Predictions https://lnkd.in/emwXStw7  Holiday shopping will look different for retailers this year.  After remaining largely resilient throughout four years of economic uncertainty, consumers are finally feeling the pinch.  Nearly a third of global shoppers (32%) reported using alternative credit services like buy now, pay later (BNPL) more frequently this year #retail Digital Commerce 360

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This new tool merges strategic insights and customer perceptions seamlessly, offering actionable solutions that can reshape how retailers handle their value proposition at the store level. Find out more here: https://lnkd.in/gcaCYM8j #dunnhumby #customerfirst

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Dear Retail Friends,   If you’re a wholesaler, access to data from suppliers and retail customers is critical in enabling optimal service levels with minimal inventory. But getting that data, and acting upon it, can be challenging.   While there are many hurdles to this kind of collaboration, it can be done. And the benefits are numerous – not just for wholesalers, but their suppliers and retail customers as well.   https://lnkd.in/dbxub36v   #supplychain #supplychainoptimization #wholesaledistribution The future of wholesale supply chain collaboration | RELEX Solutions Unlock insights on boosting wholesale collaboration for supply chain efficiency and profit in this expert interview.

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Returns cost retailers an estimated $743 billion in revenue last year, according to the National Retail Federation. That was actually an improvement from 2022, when retailers lost $816 billion on returns. But there's a smarter way forward with returns. By integrating returned products into the resale market, we can simultaneously recover value and reduce waste. This approach does require some investment in: • meticulous inspection • refurbishment • repackaging Advanced tracking systems and data analytics can make all the difference here. Technological innovations like these make the process of putting returns back on the shelf swift and efficient. Fortunately, new third-party vendors offer turnkey resale platforms for retailers. One great example is Recurate (acquired by Trove Recommerce), a startup in XRC Ventures’ portfolio. They provide seamless resale solutions for top brands like Michael Kors, Steve Madden, and The Frye Company. It’s exciting to see the innovation and investment going into this space. By transforming returns into resale opportunities, we not only minimize waste but also maximize value. Which means shoppers, retailers and the planet come out ahead.

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Great article by Siro! If you are in retail and have interest in private brands, this is a fabulous summary of recommendations for how to innovate and drive engagement with shoppers. #dunnhumby

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Complex and major initiatives often require an increased focus on initial expectation setting and managing expectations during the change. Also, a potential reminder that Wholesale can be an important channel and that many times a Both/And solution can surpass an Either/Or. Meeting a wide variety of customers using the Reach of E-commerce and Wholesale partners AND including the touch/experience at Nike Stores as well as stores in areas that may not easily be served by existing Nike Stores ( ~300 in the USA and ~1,000 globally). Your thoughts? Excerpts: Dive Insight: Nike’s Consumer Direct Offense and Acceleration plans are coming under attack in a new class action lawsuit that alleges two of the brand’s top executives misled investors about how successful the strategy was. “Throughout the Class Period, Defendants repeatedly touted the purported strength of Nike’s business model, and in particular, the claimed success of its digital and direct-to-consumer strategies to produce sustainable growth, while downplaying the significant competitive pressures facing the Company,” the lawsuit reads. The lawsuit recounted Nike’s efforts to ditch wholesale partners in 2020, which continued into 2022 in a much-discussed shift away from Foot Locker, as well as the retailer’s subsequent return to many of those partners when its DTC strategy didn’t deliver as intended. Indeed, on the back of disappointing sales results, Nike late last year rolled out a cost-savings plan aimed at driving growth and profitability. The plan included layoffs, as well as a simplification of its product portfolio, with executives referencing its shift to a DTC model as a reason for the cuts. “Since fiscal ’19, our investments in accelerating Nike’s consumer direct vision have created new operating capabilities, added tens of millions of new members to our member base and delivered a return of more than $12 billion of incremental revenue,” Friend said on a call with analysts at the time. “However, we have also added complexity and inefficiency. In this competitive environment, we need to accelerate our pace of innovation, elevate our marketplace experiences, maximize the impact of our storytelling, and increase our speed and responsiveness.” Donahoe followed that up in March by acknowledging that the company needed to make some “important adjustments” to its Consumer Direct Acceleration strategy, as Nike was not “performing at our potential.” #Nike #DTC #Retail

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Walmart’s new research on the state of adaptive retail points to a new era of retail where customers expect to be advised and guided throughout their shopping journeys. Shoppers want retailers to be ready for them – ready with hyper-specific recommendations, ready to adapt offerings to match needs, ready to deliver.    The systems and platforms the Global Technology Platform team builds are essential for enabling many of these dynamic experiences, from our clouds which power everything across our ecosystem, to platforms like Element that enable teams across Walmart Global Tech to leverage the data they need to innovate faster.   Check out the report to understand the trends shaping the future of retail and how retailers can adapt to meet customer needs.   https://lnkd.in/g_GXHywS   #walmart, #walmartglobaltech

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Hello Retail Friends, I am pleased to announce the release of our latest Pricing and Promotions research report, developed with Incisiv. This report, surveying 179 retail executives across the US and EMEA, will be presented at Groceryshop in Las Vegas this week - be sure to come see us at booth #A610 to learn more.    Key findings include:   🔹 93% of shoppers demand more value: With 84% citing price as critical, 87% of retailers have adopted aggressive discounting strategies to sustain sales and loyalty.   🔹 $1 trillion in sales driven by promotions in 2023: Amid economic uncertainty, promotions are essential. 87% of retailers plan to maintain or increase promotional efforts in 2024.   🔹 Low adoption of advanced analytics: Only 12% of retailers use real-time data, advanced algorithms, and AI, impacting their agility.   🔹 Critical challenges in data quality and integration: Effective promotional strategies require accurate, unified data, yet cultural resistance also hinders progress.   🔹 Reliance on outdated systems: 37% of retailers still use spreadsheets, lacking the agility needed for dynamic market conditions.   The report highlights the need for integrated pricing and promotional capabilities. By leveraging advanced technology, retailers could achieve an additional $450 billion in incremental sales.   I encourage industry leaders to explore this report for strategic insights to drive growth and innovation.   #RetailLeadership #PricingStrategy #Promotions #MarketResearch #RetailInnovation #Groceryshop #GroceryForum #RELEXSolutions   https://lnkd.in/eSjYKxqC

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Target is linking up with global commerce platform Shopify to bring customers even more choices when they shop Target.com. The retailer will offer a selection of Shopify’s popular merchants and products through Target Plus, its third-party digital marketplace. A thoughtfully chosen assortment of on-trend products and brands, like True Classic apparel and kids and baby clothier Caden Lane, will now be available through Target Plus. Additionally, U.S.-based Shopify merchants can apply to sell on Target Plus through Marketplace Connect, which is an app that enables merchants to sell and manage orders on leading marketplaces, including Target Plus. Furthering the partnership, Target will also become the first mass retailer to offer select Shopify merchants’ products in its physical stores in the coming months. | Progressive Grocer https://lnkd.in/gSSgNNwq #retail #supermarkets #grocery #Target #shoppers #brands #ecommerce

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Kudos to Walmart for continuing to build and leverage its ecosystem of e-commerce + Physical Stores to benefit customers (stakeholders) and ultimately shareholders as well. Excerpts: Walmart has made steady progress in reducing its last-mile delivery costs this year as it grows its online shopper base, helping the retailer spread out expenses among more customers. Store-fulfilled delivery sales for the company jumped nearly 50% year over year in Q3 and surpassed a $2.5-billion monthly run rate, Rainey said. “We’ve now had 12 consecutive months of deliveries above $2 billion,” he added. The sales growth comes as Walmart has expanded its roster of U.S. stores that offer delivery from 4,200 in Q3 of last year to 4,500, according to an earnings presentation. While Walmart is pushing for more efficient delivery operations from these stores, it’s not looking to sacrifice speed in the process. More than 30% of store-fulfilled deliveries are coming from customers who paid more to have their items in less than 3 hours, or even within the hour, according to Rainey. “If investments in delivery speed cause us to reach profitability a little later, that’s fine too,” Rainey said of the company’s e-commerce business. “We want to deliver faster. So I think we are very confident that we’re going to make money in e-commerce.” Fast delivery is a priority for Walmart amid its growing competition with Amazon. President and CEO Doug McMillon said in May that Walmart delivered 4.4 billion items with either same-day or next-day shipping speeds in the U.S. in the prior 12 months. While McMillon didn’t provide an update on the stat in Tuesday’s call, he did say delivery speeds are “becoming increasingly important to customers.” #walmart #delivery #ecosystem

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Albertsons Media Collective, the retail media arm for Albertsons Companies, has debuted Collective TV. According to the company, the solution unlocks the combined value of retail media and TV, providing advertisers with a modern currency for targeting, measuring and optimizing campaigns across streaming, digital video and soon linear TV. Despite the fast-paced growth of digital video ads, Albertsons Media Collective pointed out that the pathways for running connected TV (CTV) campaigns alone are varied and complex. Agencies, networks, streaming publishers, identity solutions and ad tech platforms have built silos for planning, executing and measuring CTV campaigns. | Progressive Grocer https://lnkd.in/giaREQN9 #retail #supermarkets #grocery #digital #retailmedia #video

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This past March, I sat down with Terry Arbaugh, the Chief Commercial Officer of SEACOMP, to discuss the challenges of scaling hardware products in retail. Most of our conversation highlighted the importance of building a strong retail strategy while identifying common mistakes startups should avoid. Check out the entire conversation from the link below. https://lnkd.in/grgXtXkw #retail #newproductlaunch #hardwareproducts #productstartup Connor Bush 🔋🖥📟Sarah Horner

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Hear from our own Rich Kurhajetz on the #MillenniumLive podcast. Rich shares how RELEX unified retail planning platform drives financial improvement, inventory reduction, and cost efficiencies, drawing from his extensive experience in demand planning and operations. #retail #supplychain #AI

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“You're free to make your own choices, but you're not free from the consequences of that choice.” Operating the e-commerce business from the Stores business was supposed to be a value unlock that made the Saks.com business more valuable than the Stores. In such an interconnected shopping world separating the Reach of the "Clicks"/E-com business from the Touch of the "Bricks"/Physical Stores had the potential for some consequences - some of which are being seen now. Many pure-play E-commerce brands have experienced profitability challenges associated with such a business model and building a path to profitability. For them, Customer Acquisition Costs, building Customer Lifetime Value, and being able to address returns (especially in a sized business where customers continue to 'bracket' their purchases, buying multiple sizes, trying on at home and returning, possibly more than they keep). Your thoughts? Excerpts: Dive Insight: The separation of Saks Fifth Avenue’s online and offline operations centered on the notion that the e-commerce business, thanks to its tech prowess and appeal to young shoppers, was more valuable than its legacy brick and mortar and needed to be unleashed. But signs have emerged that operating online can be a drag on profitability. A few luxury players in particular have faltered recently, with Farfetch facing downgrades before being acquired by e-commerce platform Coupang for $500 million. Last month luxury site Matches went bankrupt just months after it was acquired by Frasers Group for $66 million. In Q4, Saks.com’s gross merchandise value fell 8% year over year, an improvement from Q3’s 19% decline, according to the research from BTIG’s Stichter. That performance points to a “challenged but stabilizing” performance in luxury overall, though online players could be vulnerable to competition, according to that report. #saks #Ecommerce

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#HotTake: Retail stores aren’t a shortcut to success. Retail offers bigger POs, visibility, and cash flow Yet, it doesn’t ensure brand sustainability Case in point: JLo Beauty Despite celeb status and prime placement at Sephora, She faced challenges resulting in a US exit Retail alone doesn’t secure loyalty or repeat sales Placement isn’t guaranteed forever For lasting success, think beyond the retail PO Some markers of a sustainable brand include: Authenticity, community, differentiated formulas, and true fans Building a lasting brand legacy requires more than a retail presence – 👋🏾 Hi, I’m Monique, a former retail buyer turned beauty industry advisor who helps emerging brands ready to scale at big retail. If you are ready to scale and invest, book a discovery call, and let’s see if we can work together.

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