Shelley Salomon

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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Assortment decisions are complex and critical for any retailer success. Analyzing billions of baskets a year has enabled us to build the most effective and customer-centric assortment solution in the market. We are proud to partner with Family Dollar and dozens of other retailers in this journey! #dunnhumby #customerfirst

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An independent investigation uncovered that a Macy's employee intentionally hid $132M-$154M in delivery expenses over several years, delaying the release of Macy’s quarterly results and shaking investor confidence. 🔎 Key Takeaways: • Accountability Matters: Even a single individual’s misconduct can have significant ramifications, from financial inaccuracies to reputational damage. • Controls Are Crucial: Robust internal controls and regular audits can detect and prevent unethical practices before they escalate. • Transparency Is Key: Macy’s swift action to investigate and disclose the issue reflects the importance of transparency in rebuilding trust. 💡 The Lesson for All of Us: Strong accounting systems and ethical practices are not just back-office functions—they’re the backbone of a business’s credibility and operational success. Whether you’re managing a Fortune 500 company or a small business, investing in oversight, ongoing training, and a culture of integrity is non-negotiable. This story is a good reminder of the significance of diligence in our accounting processes. Ethical practices don’t just protect your bottom line—they uphold the trust of stakeholders, customers, and employees alike. Oh - and you should have an ERP system that helps you maintain your internal processes, not hinder them. It might just save you $154 million dollars. https://lnkd.in/gmGf4c9W #Accounting #CorporateEthics #BusinessIntegrity #Finance

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It was reported that Macy's will be delaying the reporting of their Q3 earnings report. Why you ask? Because a singular employee - who no longer works for the business - hid up to $154M in potentially fraudulent expenses. This leads to the obvious questions. What checks and balances are in place? Are all expenses reviewed, and if not, is there an "impression of control" leading all to believe that all expense reports are reviewed before approval? Even if it turns out that there was no actual financial loss, the issue was concerning enough for the decision to be made to postpone an earnings report for one of the biggest retailers in the U.S. If your company doesn't have an audit program in place or doesn't believe that employee theft and fraud can be impactful - think again. #HowcanIhelpyou

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Will Amazon (and other retailers) lose constituents due to stricter return rules? The answer is not straightforward. As highlighted in a recent #RetailWire commentary, stricter return policies must be tailored to different product categories (e.g., hard goods vs. apparel) and customer segments (e.g., abusers vs. 'borrowers' vs. straight forward purchasers) to drive profitability effectively. Implementing reasonable return rules can not only enhance profitability but also potentially boost foot traffic in stores. By identifying and addressing chronic abusers through dynamic return rules based on their purchase/return history, retailers can maintain profitability without alienating loyal customers. Check out more insights on how Amazon's revised return policy and similar strategies could impact the retail landscape: https://lnkd.in/eSKddCUZ

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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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Kudos to Macy's for increasing customer engagement, and embracing a partner with technology to get the most out of the Macy's Media Network. Excerpts: Dive Brief: Macy’s Media Network, the department store’s in-house advertising platform, has expanded its partnership with Rokt, an e-commerce company that uses AI and machine learning to personalize shopping experiences, according to a Thursday press release sent to Retail Dive. The partnership allows Macy’s online shoppers to receive offers from nonendemic advertisers during the transaction stage. Macy’s Media Network has seen increased customer engagement since the partnership with Rokt launched last summer. Dive Insight: As a result of increased customer engagement, Macy’s is working to expand its partnership with Rokt across new advertising use cases, including its credit card enrollment efforts and loyalty rewards program. “Rokt’s unique AI-powered technology enables us to use our first-party data to provide our customers with high quality, premium offers from non-endemic advertisers post-purchase, communicating the right message at the right time,” Michael Krans, vice president of Macy’s Media Network, said in a statement. Krans joined the retailer in March. He came to the department store with previous experience at Walmart Connect, Hearst and Condé Nast. Macy’s Media Network creates customized media strategies utilizing the retailer’s analytics, and an effort to scale the network has been underway in recent years. The network launched in the summer of 2020 as a way to generate an additional revenue stream for the retailer. By February 2021, it had already generated $35 million. For its first full year, the platform brought in $105 million in net revenue. #macys #medianetwork #customerengagement

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🚀 Insights from Walmart CEO Doug McMillon on eCommerce and Omnichannel Retail. Brilliant interview, thanks Stratechery. Here are some key takeaways from our conversation: 🔹 𝐖𝐚𝐥𝐦𝐚𝐫𝐭’𝐬 𝐞𝐂𝐨𝐦𝐦𝐞𝐫𝐜𝐞 𝐄𝐯𝐨𝐥𝐮𝐭𝐢𝐨𝐧: Initially, the potential of eCommerce was underestimated, but the acquisition of Jet.com was a game-changer. It brought in essential expertise and new perspectives, enabling Walmart to aggressively pursue and integrate digital retail. 🔹 𝐎𝐦𝐧𝐢𝐜𝐡𝐚𝐧𝐧𝐞𝐥 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐚𝐧𝐝 𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐢𝐨𝐧: Leveraging its vast network of physical stores, Walmart has created a seamless omnichannel experience. With stores in close proximity to customers, especially for groceries, Walmart has a unique competitive edge. Integrating supply chain and technology across channels has enhanced both customer experience and operational efficiency. 🔹 𝐓𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧: The transition to a tech-savvy retailer required adopting agile methodologies and fostering cross-functional collaboration. Significant investments in automation and AI are optimizing Walmart’s supply chains and inventory management, showcasing a forward-thinking approach to retail technology. 🔹 𝐆𝐫𝐨𝐜𝐞𝐫𝐲 𝐚𝐬 𝐚 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐀𝐝𝐯𝐚𝐧𝐭𝐚𝐠𝐞: Integrating grocery with eCommerce has been a major advantage for Walmart. The grocery business drives frequent customer visits and supports the broader eCommerce strategy, solidifying Walmart’s market position by offering a comprehensive shopping experience both online and in-store. 🔹 𝐌𝐚𝐫𝐤𝐞𝐭𝐩𝐥𝐚𝐜𝐞 𝐚𝐧𝐝 𝐀𝐝𝐯𝐞𝐫𝐭𝐢𝐬𝐢𝐧𝐠 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬: Walmart’s marketplace and its advertising platform, Walmart Connect, are crucial areas of focus. These initiatives aim to diversify revenue streams, enhance customer acquisition, and leverage Walmart's scale in both physical and digital retail. Do you follow Walmart's journey? #EmerceConsulting #Ecommerce #RetailInnovation #Omnichannel #Walmart #Leadership #TechnologyInRetail

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🛍️ 𝗔𝗺𝗮𝘇𝗼𝗻 𝗘𝗻𝘁𝗲𝗿𝘀 𝘁𝗵𝗲 𝗨𝗹𝘁𝗿𝗮-𝗟𝗼𝘄-𝗖𝗼𝘀𝘁 𝗚𝗮𝗺𝗲 𝘄𝗶𝘁𝗵 𝗛𝗮𝘂𝗹 🌟 Amazon is raising the stakes in the budget retail market with its launch of 𝗛𝗮𝘂𝗹, a bold competitor to 𝗦𝗵𝗲𝗶𝗻 and 𝗧𝗲𝗺𝘂. This move reflects Amazon’s growing interest in capturing the hearts of cost-conscious Gen Z shoppers, with Haul offering a mix of ultra-affordable apparel and lifestyle products. 𝗞𝗲𝘆 𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁𝘀: • 𝗣𝗿𝗶𝗰𝗲 𝗣𝗼𝗶𝗻𝘁: Products start as low as $1, aligning with the extreme value proposition seen in Shein and Temu. 💲 • 𝗧𝗮𝗿𝗴𝗲𝘁 𝗔𝘂𝗱𝗶𝗲𝗻𝗰𝗲: Haul is tailored to Gen Z consumers, known for their preference for trendy, low-cost shopping experiences. 📱👗 • 𝗦𝗵𝗼𝗽𝗽𝗶𝗻𝗴 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲: Haul leverages Amazon’s e-commerce prowess while introducing a fresh, direct-to-consumer feel. • 𝗚𝗹𝗼𝗯𝗮𝗹 𝗘𝘅𝗽𝗮𝗻𝘀𝗶𝗼𝗻 𝗣𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹: Amazon's infrastructure positions Haul to scale internationally, offering tough competition to established players. 🌍 As ultra-low-cost platforms disrupt the retail landscape, Amazon’s foray signals the increasing importance of this segment to the broader e-commerce ecosystem. Brands selling on Amazon should keep a close eye on 𝗛𝗮𝘂𝗹'𝘀 𝗴𝗿𝗼𝘄𝘁𝗵, as it may introduce new advertising opportunities and consumer behavior trends to leverage. 𝗪𝗵𝘆 𝗜𝘁 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 𝗳𝗼𝗿 𝗕𝗿𝗮𝗻𝗱𝘀 • 𝗘𝘅𝗽𝗮𝗻𝗱𝗲𝗱 𝗥𝗲𝗮𝗰𝗵: Access to price-sensitive shoppers who prioritize affordability. • 𝗔𝗱𝘃𝗲𝗿𝘁𝗶𝘀𝗶𝗻𝗴 𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀: Potential for ads tailored to Haul or the $20-and-under storefront. • 𝗗𝗮𝘁𝗮-𝗗𝗿𝗶𝘃𝗲𝗻 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀: Understanding consumer preferences in these segments can drive tailored marketing strategies. As budget-friendly platforms like Haul and the $20-and-under storefront gain traction, sellers and brands must adapt their strategies to remain competitive. Read more about Haul’s debut and what it means for the market here 👇🏾: https://lnkd.in/gveWPN4x

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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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I am so honored and humbled.  "AI-powered solutions will also play a pivotal role in lowering returns by enabling more accurate product descriptions, personalized recommendations, and efficient reverse logistics."   Thanks Shelley E. Kohan for including my thoughts in Forbes on how brands can reduce returns this holiday season. Zeta Global leads retailers in digital transformation! #retailnews #retailmarketing #retail

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There are many lessons to learn from Amazon’s recent push (and struggles) with its Amazon Fresh concept. But for me, the most important takeaway is that succeeding in this market is extremely challenging, and it’s not just about financial strength. It requires the right mix of location, assortment, fresh goods, customer service, pricing, operations, store experience, technology, brand and design. Balancing all of these elements is a real challenge! And that’s what makes the grocery retail industry so exciting!

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Leadership is at the core….clearly articulated impacts, and quick read.

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Amazon continuing its test & learn strategy to expand its grocery business. Also noteworthy is that it includes grocery retailers on Amazon.com, not just its own grocery ( continuing to build an ecosystem and offer more to customers) Excerpts: Dive Brief: Amazon announced Tuesday a new grocery subscription available to Prime members and customers using EBT. The subscription, which costs $9.99 per month for Prime members and $4.99 per month for non-Prime members with an EBT card, provides free grocery delivery on orders over $35 across Amazon Fresh, Whole Foods Market and grocery retailers on Amazon.com such as Cardenas Markets and Save Mart.   The subscription adds to the string of changes Amazon is making to its grocery offerings as it looks to sharpen its presence as a grocer as well as bolster its Prime membership. Dive Insight: Amazon is positioning its new grocery subscription as a “low, monthly fee” that “pays for itself” after one delivery per month. “Our goal is to build a best-in-class grocery shopping experience — whether shopping in-store or online — where Amazon is the first choice for selection, value, and convenience,” Tony Hoggett, senior vice president of worldwide grocery stores at Amazon, said in an emailed statement. “We have many different customers with many different needs, and we want to save them time and money every time they shop for groceries.” Grocery delivery has been one area in particular that Amazon has grappled with recently. In January 2023, Amazon Fresh raised its threshold for free delivery to $150 but then 10 months later lowered that minimum to $100. A month later, Amazon said it started offering grocery delivery and free pickup to non-Prime members in all markets where its Amazon Fresh stores and online services operate, with plans to expand grocery delivery and free pickup from Whole Foods to shoppers who aren’t Prime members. #amazon #grocery #ecosystem

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At Uber’s 2024 Go-Get product showcase, held May 15 in New York City, the theme was “togetherness,” as CEO Dara Khosrowshahi emphasized in his opening remarks. “The power of being together is more important than ever,” noted Khosrowshahi, adding a little later that “togetherness has a direct benefit on our happiness.” With its latest services, San Francisco-based Uber is aiming to enable closer relationships among people – including through groceries. One new service, introduced at Go-Get by Head of Global Membership Danielle Sheridan, offers half-price Uber One memberships for college students – just $4.99 a month – with no delivery fee and up to 10% off orders. Uber has entered into partnerships with Domino’s, Taco Bell and Starbucks to provide special discounts for students, who can also make use of their Uber One membership to purchase groceries. The service is launching across the United States, Canada and Mexico, as well as other countries. Khosrowshahi was also pumped about the partnership with Issaquah, Wash.-based Costco Wholesale, observing, “There simply is no better place to stock up.” | Progressive Grocer https://lnkd.in/eqAfBq2D #retail #supermarkets #grocery #clubstores #retailer #groceries

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The powerful difference between Buying and Shopping and its implications for Where customers prefer to shop. Amazon, many times, functions as the 'Google' for Buying (when you already know exactly what you need), however customers who are Shopping (discovering & investigating options), can often be better served by a location where they can visit and explore. Your thoughts? Excerpts: It’s about the products — and the people. “I don’t think any categories are ‘Amazon-proof,’” Nikki Baird, vice president of strategy and product at retail tech firm Aptos, said by email. “It’s more about how to coexist with Amazon across any and all categories.” Yet, in many U.S. cities and towns, certain stores seem to be thriving. Bicycles, photo equipment, record stores, resale — even, of all things, Amazon’s first category of books — are among those that have been quite resilient in the last couple of decades. But experts say that indie shops have stuck around in the Amazon era because of the products they sell and how they sell them — and because of the people who are both buying and selling. The product Some merchandise is more conducive to buying from a physical store because the buying decision is based on a host of variables beyond price, according to research from Jonathan Zhang, professor at Colorado State University’s College of Business. That includes anything that people would rather try out in person. Bicycles, clothing, footwear, furniture, mattresses and used items are difficult to assess online, especially with the level of information found on most websites, including Amazon’s, he said by phone. There are choices to be made around materials, fit, features and other variables, said Zhang, who has developed a scale to measure what he calls “the depth of inspection.” Who’s selling it Customers who opt for their local stores are also looking for specialized knowledge and meaningful interaction with the people who work there, experts say. Community-based happenings like music events at record stores or group rides at bike shops are direct ways to connect with customers. But effective retailers also create a “showroom effect of trust” based on expertise and shared affinities.. For a lot of retailers in various categories, where their customers want to go is resale, and many are missing out, he said. While resale across categories is available online, several experts say that it’s usually only profitable when operated in stores. Who’s buying Another reason that certain stores have prospered despite Amazon’s dominance is that there are two kinds of shoppers in this world — those who prize convenience and price, and those open to discovery, according to Zhang. “These are the kinds of retail experiences that will thrive in spite of Amazon,” he said. “In short, the way to beat Amazon is not by being more like Amazon. It’s by being anything and everything it is not.” #Amazon #retail

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Hello Retail Friends,   I cannot stress enough how important fresh products are to grocery retailers. When it comes to inventory planning, “point solutions” that lack end-to-end integration and only address store-level planning simply are not enough!   Retailers need proven, multi-echelon planning solutions that extend beyond the store - unifying, automating, and optimizing planning in stores, DCs, and omnichannel. This is the only way to get crucial visibility and insight across the end-to-end value chain.   https://lnkd.in/ej53RsFV #supplychain #grocery #freshproduce How to improve retail fresh food inventory management | RELEX Solutions Tackle fresh food inventory management challenges head-on with the right strategies and robust planning software. www.relexsolutions.comhas context menuCompose

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If you aren't familiar with JD Sports Fashion in the States, you soon will be. Check out the interview Anne Mezzenga and I did this morning live from Shoptalk Europe from the Walmart Commerce Technologies Studio with their Chief Digital Officer Arianne Parisi to find out why. #retail #retailing #branding #advertisingandmarketing #onlineshopping #shoppingandtheretailindustry #supplychainmanagement #fashionretail

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Retail Today / Retail Renaissance: Brick&Mortar stores have never seemed so important, to E-commerce and now Direct-To-Consumer Brands. #brickmortar #ecommerce #DTC With 85% of retail sales happening in a physical store! As the omnichannel retail experience grows it becomes seamless. #omnichannelretail Now DTC brands want a piece of that retail pie. #brandexperience They see opportunities, Warby Parker envisions a 900 store chain! #warbyparker #everlane #untuckit #burrow #glossier Beware: there’s one catch, expanding into physical retail is challenging and expensive. ☠️ Not that expenses or profitability has ever slowed down WAYFAIR (Financial Wizard). This e-commerce furniture leader, is producing $12 Billion Dollars in sales. A darling of Wall Street. #wayfair #furniture #sales #expenses #profitability So a big congratulations to Wayfair’s new 150,000 sq ft mega store opening this week in the Chicago market. I’m convinced it will be spectacular, exciting, emotional, entertaining and compelling through merchandise. Just not profitable! (Sneak peak in the comments) #congratulations #chicago #retail #retailtrends #retailindustry #shoppingexperience #furnitureindustry #homedecor #wallstreet #topretailexperts

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