If your brand is sitting around waiting to just launch another product, you are already behind. 

With Toy executives running fashion companies like Richard Dickson, I wanted to sit with Teresa Stack Pearson who is a fashion executive who moved to the CMO position of a toy company. 

What I learned from Teresa is why the old playbook of branding is dead and what the new one looks like.

 Content is your storefront: It's no longer just a marketing campaign; it's the engine that drives curiosity, discovery, and conversion.

Collaborations are your reach: Why scaling spans generations, like hitting a streetwear collab that sells out in 23 seconds.

Licensing is your scale: How to build a master franchise playbook to protect your IP before you ever hand it off.

Meme culture is your pulse check: Getting inserted into the cultural conversation quickly, but only if it makes strategic sense for your audience.

In the full episode, we dig into the real-world tactical executions of this strategy, including:

• How Crocs utilizes quick manufacturing turns to jump on micro-trends like Punch the Monkey.

• Why Lego’s new interactive brick is a brilliant evolution in physical-to-digital storytelling, not just a tech gimmick.

• How QSR giants like Wendy's insert themselves into social trends without having to alter their actual product menus.

• The reality of AI tools in creative brand nurturing.

For retailers looking to get more of an understanding of Agentic Commerce, this discussion lays it out. AWS is quickly announcing new products and if you are finding it hard to keep up, tune in. Not only will the roadmap be laid out, the strategy of what to do when you hit a road bump is discussed.

Since re:Invent in December 2025, AWS has announced Amazon Nova 2, Amazon Bedrock AgentCore, Amazon Quick, the expanded OpenAI partnership bringing GPT-5.5 and GPT-5.4 to Bedrock, Nova Act, and Kiro Autonomous Agent.

Each of these announcements represents a new frontier in what is possible for retailers and brands trying to build a better customer experience. But before any of it works, the foundation has to be right. And that foundation is data.

Honaman is direct about this. Most legacy retailers and consumer goods brands are not in a good place with their data. E-commerce data sits separate from the physical business. Systems do not talk to each other. Basic reporting is harder than it should be, let alone powering AI on top of it. The good news, he says, is that the technology is moving fast enough now to connect across data platforms and even across clouds, without requiring everything to live in one place. That dream of a single monolithic data platform is over. What matters now is access, cleanliness, and connectivity. Honaman points to platforms like Redshift, Aurora, Databricks, and Snowflake as the enterprise level tools driving this shift, and he is seeing a significant acceleration in companies moving to cloud specifically to get their data in a position where AI can actually use it.

Honaman then gets into Amazon Bedrock Agent Core, the platform that makes all of this governable at scale. This is not a separate purchase or a new subscription. If you are an AWS customer, you already have access to it. What it gives you is the guardrails, the rules of the road for how your agents operate, and the ability to move agents from development into production faster through composability. For those unfamiliar, composability means you can swap out and modify different parts of the platform without having to rebuild the whole thing. For retailers who are worried about committing to a build that could be obsolete in six months, that matters a lot. Honaman is clear that the platform is not in testing. It is live, customers are on it, and workloads are growing fast.

On trust and security, Honaman takes it back to 2006 when AWS launched and one of its founding principles was that your data is yours. Nobody at Amazon can access it. Nobody in your company can access it unless you grant them permission. That promise has not changed and everything being built on top of AWS today, including all of the agentic capabilities, carries that same security foundation. For retailers nervous about what it means to hand customer data to an AI platform, this is the answer.

Then there is the room itself. Honaman describes what is happening at AWS executive briefing centers in Seattle, New York, London, and Singapore. Every single agenda right now has AI on it. But what has shifted is who is in the room. It is no longer just the CIOs and CTOs. The CMOs, CFOs, and CEOs are showing up and they are not just listening. They are having near-technical conversations about what AI can do for their business. Honaman says a year ago that was not possible. Today it is the expectation.

Buy For Me is one of the most concrete examples of agentic commerce that Honaman walks through. If a shopper searches for a product on Amazon that is not sold on Amazon, the agent goes and finds it, navigates to the brand's website, and can complete the purchase autonomously. It is powered by Amazon Nova, Claude models from Anthropic, and runs on Amazon Bedrock. It is not a concept. It is live.

Honaman wanted to go deeper on supply chain and there is clearly a lot there. That is a conversation for next time

Christine Russo sits down with Lisa Pisano, Chief Revenue Officer at Knitwell Group, and Heather Gruccio, EVP/Chief Merchandising Officer at Ann Taylor, to talk about what a nearly two-decade partnership with nonprofit Delivering Good actually looks like when it's built into the DNA of an organization — not just a line item on a giving report.

Pisano, a Delivering Good board member, traces the relationship back to 2007, when it started with Ann Loft and grew across all of Knitwell's brands. With 20 million customers and 45,000 associates across the portfolio, she makes the case that scale is not just a metric — it's a responsibility.

Gruccio brings the brand perspective. Ann Taylor's Buy a Dress, Give a Dress campaign is now in its tenth year. From June 1st through June 6th, every full-price dress purchased in stores or online triggers a donation of a brand-new dress to Delivering Good. It's tangible, it's timed to the summit, and it gives customers a way to participate in something bigger than a transaction.

Russo pushes the conversation into territory that goes beyond product. The Women of Impact Summit on June 3rd is about community — the kind women are actively craving, and the kind Knitwell and Delivering Good are in a position to build. A Women Behind the Brand panel, a multi-generational conversation led by Pisano's own daughter, and a full day of voices that have something real to say.

Christine Russo sits down with Juan Hernandez Campos, COO of Happy Returns, a UPS company, to dig into one of retail's most expensive and underappreciated problems: returns. The numbers alone are staggering, and Hernandez Campos does not let you forget it.

$850 billion. That's the scale of merchandise being returned in the US, representing somewhere between 16 and 18% of total sales. Russo and Hernandez Campos get into why, despite that figure, returns still don't have their own line item on most P&Ls, and what it's going to take for the industry to treat this like the structural challenge it actually is.

But the conversation really gets interesting when Hernandez Campos pulls back the curtain on how Happy Returns is using AI to fight return fraud, specifically what he calls "decoy returns," where someone tries to pass off a cheap item for an expensive one. The system now scores every single return, flags suspicious ones, and then puts humans and AI to work side by side to make a call before the retailer ever has to issue a refund. It's a genuinely novel approach, and Hernandez Campos is candid about the internal debate they had over whether to talk about it publicly at all.

Russo pushes on all the right things: why anyone would choose reverse logistics as a business, how Happy Returns thinks about staying ahead of bad actors, and where AI fits into the future of the returns experience for shoppers.

If you work in retail ops, supply chain, or e-commerce, this one is packed with practical insight and a few surprises.

Christine Russo sits down with Sonal Gandhi, Chief Content Officer at The Lead, ahead of The Lead Summit this May. Gandhi gives a candid look at how she builds content for one of retail's most respected industry events, and the conversation covers a lot of ground.

Gandhi explains how the summit agenda comes together through hundreds of executive interviews conducted throughout the year. It's not about chasing trends. It's about listening to what brand leaders are actually wrestling with and then framing it in the context of what's happening right now.

AI is a big part of the program this year, but Gandhi's approach to it is refreshingly grounded. She's less interested in the hype and more focused on the real questions: How do brands show up in AI-powered search? How do leaders bring their teams along without losing people to fear or fatigue? And how do you stop your brand from becoming generic when everyone is using the same tools?

But Gandhi is just as passionate about the sessions that have nothing to do with AI. Customer acquisition, margin protection, sports marketing done right. She makes the case that the fundamentals still matter, maybe more than ever, when the environment around them is so unstable.

She also opens up about the sessions she personally loves most, including one on maintaining brand creativity when AI is pulling everything toward the middle, and another on how non-wellness brands can authentically tap into the wellness moment consumers are living in.

Russo and Gandhi also get into why in-person events still punch above their weight in an era of short-form everything. If you work in retail or brand, this one is worth your time.

In this episode of What Just Happened, recorded live at Shoptalk, host Christine Russo sits down with Himanshu Jain, Co-Founder and Head of Product at CommerceIQ. As retail becomes increasingly algorithmic, Jain explains how brands are being left behind by manual processes while retailers use machines to determine everything from search rankings to purchase orders.

Jain breaks down the transition from static dashboards to "Agentic" commerce, where AI agents don't just provide data they execute the work. From recovering millions in hidden supply chain penalties to mastering incrementality, Jain reveals how these digital assistants are driving a 40x productivity boost for global brands.

Tune in to hear Russo and Jain discuss:

•  The Paradigm Shift: Why the move from Excel spreadsheets to autonomous agents is the biggest change in the market today. 

•  The Trust Factor: How to onboard an AI agent like a junior analyst and why "human in the loop" oversight is essential to ensure quality and feedback. 

•  Revenue Recovery: How agents scan thousands of invoices to reclaim "free money" from unfair retailer penalties that are impossible for humans to track manually. 

•  Fixing ROAS: Why traditional ROAS is easily gamed and how Jain uses "Incremental ROAS" to prove the true value of every marketing dollar. 

Listen now to discover how to bridge the gap between human judgment and algorithmic retail.

In this episode of What Just Happened, creator Christine Russo sits down with Milton Pappas of Klarna to pull back the curtain on how a "buy now, pay later" pioneer evolved into a global financial juggernaut. With Klarna recently delivering its first-ever billion-dollar revenue quarter and serving 29 million consumers in the U.S. alone, the conversation dives deep into the strategy fueling this explosive growth.

Here is why you won’t want to miss this session:

Pappas shares a fascinating look at Klarna’s internal north star: The Concept of Smooth. This guiding principle is dedicated to obsessively reducing friction throughout the entire consumer journey. Pappas explains how this started with simplifying payments but quickly expanded to "smoothing" out the entire order lifecycle—from discovery and purchase to shipping tracking—keeping users engaged in the app for an average of seven minutes.

In an era where digital checkout lines are crowded with payment options, Pappas explains why Klarna is winning what he calls the "war of the buttons". He details how the company has moved "up the funnel" to become a discovery engine, positioning itself at the heart of the Intent Economy. Rather than just being a way to pay, Russo notes that Klarna now acts as a high-margin tool that drives high-intent traffic directly to retailers.

Russo and Pappas explore the different engines driving Klarna’s massive 2024 numbers, including:

•  Retail Media: Ad revenue skyrocketed from $13 million in 2020 to $180 million in 2024 through AI-powered sponsored search and personalized in-app content. 

•  Agentic Commerce: Pappas discusses how Klarna is positioning itself as a foundational layer for AI shopping tools, helping retailers plug their product feeds into various LLM options. 

•  The Power of Banking: A look at why Klarna banking users generate 3.5 times more revenue than non-banking users and how the brand is building the trust that traditional banks often lack. 

Whether you are interested in the future of AI-driven shopping or the mechanics of building a global brand with 118 million loyal users, Russo and Pappas provide an essential roadmap for the next generation of commerce.

Russo and Toms dive deep into the "modernization" of Wayfair’s marketing engine and the bold strategic pivots that fueled this turnaround:

•  The Creative Revolution: Toms explains how Wayfair "broke the internet" by eliminating layers of management and putting internal creatives in the driver's seat. By holding internal teams to the same KPI-driven accountability as external influencers, Wayfair has accelerated its growth through authentic, content-led advertising. 

•  The Power of Loyalty: Discover how the launch of Wayfair Rewards is tackling customer friction points. For a $29 annual fee, members gain 5% back, free shipping, and early access to promos—a strategy Toms notes is particularly resonant for customers tackling large-scale redecorating projects. 

•  Performance Marketing vs. Brand Longevity: While the industry often obsesses over performance metrics, Toms argues for a "pragmatic" return to serving the core customer base first to build a lasting, resonant brand. 

•  The Physical Frontier: Despite being an e-commerce leader, Wayfair is leaning heavily into physical retail. Toms discusses how brick-and-mortar stores unlock a massive market of customers—representing 60% of the industry—who still need to touch, feel, and sit on a sofa before they buy. 

Tune in to hear how Toms is navigating the "limited shelf life" of marketing trends and why he believes the upside for Wayfair’s hybrid retail future is "infinite"

Hughes breaks down where AI delivers real productivity gains today, from helping store associates locate products faster to enabling immersive customer journeys like virtual try-ons and AI-powered shopping assistants. He explains why storytelling matters when selling AI internally, and why most retail innovation fails without the right connectivity layer underneath it.

The conversation dives into 5G, fixed wireless access, and edge infrastructure as practical enablers, not futuristic hype. Hughes shares real examples of how poor in-store connectivity can derail personalization, retail media activations, and computer vision deployments, and why infrastructure teams must be brought into innovation conversations much earlier.

Russo and Hughes also explore IoT, automation, and computer vision in stores, including how retailers are using data from cameras, beacons, and tags to improve conversion, staff performance, inventory visibility, and loss prevention. The episode closes with a candid look at the tension between CMOs pushing innovation and CIOs protecting core systems, and what it takes to modernize retail technology without disrupting the business.

This episode is a grounded, operator-level look at what it really takes to scale AI in retail, straight from the floor at NRF 2026.

Wilson explains why RELEX has a structural advantage in the current AI moment. Long before large language models dominated the conversation, the company built deep infrastructure using advanced mathematics, optimization, and exception based decisioning to solve complex retail problems. That foundation now allows RELEX to deploy targeted AI agents that move seamlessly from insight to action, rather than simply flagging issues and leaving teams to piece together solutions on their own.

Russo and Wilson discuss why AI cannot live in silos, and why retail organizations structured around product movement rather than the customer are hitting real limits. As customers themselves become AI enabled and more informed across pricing, promotions, and availability, retailers must respond faster and with greater precision. Wilson makes the case that the real challenge is no longer technology, but organizational change.

The conversation also explores how RELEX is applying AI at the store level, especially in complex areas like fresh grocery, where intuition has historically driven decisions. By equipping store teams with AI powered recommendations and aggregating that intelligence upstream, RELEX is helping retailers improve availability, freshness, and execution in real time.

The episode closes with a pragmatic view of AI’s hype cycle and a clear analogy for how it should work. Large language models act as orchestrators, while specialized agents and tools do the real work. The takeaway is simple. AI delivers value when it is purpose built, interactive, and designed to turn decisions into outcomes at speed.

Publicis Sapient sits in a unique position in the market, operating at the intersection of strategy, engineering, data, and design, and moving with a speed that is often missing in large enterprise organizations. Gaveau points to the firm’s DNA as an innovator, from helping create the earliest airline seat booking systems to building some of the first large scale ecommerce platforms. That legacy shows up today in how quickly the company moves from idea to execution, combining deep technical capability with a founder mindset that prioritizes outcomes, not theory.

Russo and Gaveau dig into why CES has become a proving ground for enterprise AI and why strategy has to lead before technology. Gaveau explains that AI is no longer about experimentation or side projects. It is about scaling, driving real ROI, and making sure people actually use the tools being deployed. Without engagement, AI does not learn and does not deliver value.

The conversation centers on data as the foundation for everything. Gaveau is direct about the reality that many large companies are still not AI ready because of fragmented, legacy data systems. She shares how Publicis Sapient approaches this with a founder mindset, prioritizing use cases that deliver near term impact while building toward long term transformation.

Russo and Gaveau also explore the rise of non human customers and what it means when AI agents, not people, are making buying decisions. From agentic experience to the shift from SEO to GEO, they discuss how brands need to rethink discovery, storytelling, loyalty, and perception in a world where agents are shopping on behalf of humans.

The episode closes with reflections on CES themes like companion AI, robotics, and health tech, and why ease of use, speed, and trust determine what actually scales.

Christine Russo sat down with Jonathan Arena, CEO of New Generation AI and trykeppler.ai.

Jonathan explains the breakdown of what happens when agents arrive on your brand site. They are trying to read catalogs, understand product attributes and answer real shopper questions. And most websites are not ready for that level of traffic or that style of discovery. And let's not forget behind every agent is a human seeking information and product that fits their need.

Sites obsessively built for CX are not build for AX (Agentic Experience). Pop ups, scripts, PDP clutter and traditional search patterns all get in the way.

So the headline is not that agentic search does not work. It is that retailers have not built a companion experience for agents to understand their products. That is AX. And that is the work that must begin in 2026.

Jonathan laid out the starting point with a level of clarity the industry needs. Identify the agents already reaching your site. Understand what they are asking for. See where your catalog breaks down. From there, create the layer that allows agents to access your product information cleanly and quickly. Once that foundation exists, everything else becomes possible. Better discovery, better conversion, better loyalty and eventually agent driven checkout.

So as we close 2025 and look to 2026 seeking information on what will put you ahead, this is a starting point.

Throughout the discussion, Wessels made it clear that Style Arcade was built by people who have worked inside fashion and lived through the manual processes that have held the industry back. She described years spent forecasting hundreds of products in spreadsheets without the ability to model by size or store, which forced planners into overly broad decisions that created both bloated inventory and unnecessary markdowns. Unlike horizontal SaaS platforms that try to retrofit solutions for multiple industries, Wessels believes vertical SaaS built by industry operators is the only model that truly works because it reflects how fashion teams think and how decisions get made. Russo underscored this point by noting that many tech companies lack retail experience entirely, which creates a gap that no amount of engineering can solve.

Wessels also highlighted how Style Arcade is now used far beyond planning teams. Marketers, designers, e commerce leads, and product teams are all using the platform to understand where demand outpaces supply and to trigger reorders with clarity and speed. The tool gives them visibility into what is new, what is selling, where stockouts are suppressing performance, and how much revenue is at stake. Wessels emphasized that modern retail teams want tools that remove the friction of spreadsheets and surface decisions in a way that empowers talent rather than replacing it. With clients ranging from Ralph Lauren to hypergrowth pure plays, she frames the new forecasting product as essential infrastructure for a fashion landscape that can no longer afford to accept missed revenue as part of the job.

Throughout the conversation, Russo frames the modern customer path as a system without a single entry point. Consumers discover brands through social platforms, micro influencers, video, email, word of mouth and AI driven search, and often arrive through side doors rather than the digital front door. Instead of a predictable funnel, Russo emphasizes that today’s journey moves like a pinball machine, with brand touchpoints acting as the paddles, bumpers and signals that keep the customer engaged and moving.

The discussion highlights why authenticity and consistency are now the most important tools for marketers. Russo examines how brands must be prepared to meet customers wherever they land, how weak touchpoints break momentum, and how retention depends on keeping customers inside a living ecosystem rather than treating purchase as the end of the relationship. They also explore the tension between the human desire for linear frameworks and the nonlinear reality of modern behavior, and the need to build a structured internal plan that still accommodates nonlinear engagement patterns.

The episode reinforces Russo’s point of view that discovery, engagement and loyalty are no longer sequential steps. They are continuous loops shaped by content quality, channel readiness and the strength of a brand’s experience across every entry point. By breaking down how marketers can operate in this environment, Russo continues to lead conversations that map the new rules of brand building in a retail everywhere world.

We also discussed the growing regulatory momentum behind traceability, including digital product passports (DPP). While Anja emphasized that most companies are still preparing for the DPP framework, she underscored how it can become a competitive advantage when paired with solid data infrastructure. Rather than fixating on DPP mechanics, she highlighted the bigger picture: traceability as a foundational capability that enables readiness for future regulations, risk management, and even consumer engagement through transparency and repair initiatives. By the time DPPs are fully active toward the end of the decade, brands that have already built credible, data-driven traceability systems will be the ones positioned to lead.

In this episode, Russo and Anderson explore the balance between automation and empathy in retail’s digital transformation. Anderson emphasizes that AI should not be the outcome, but a tool to enhance personalization and reduce customer frustration. Drawing from ContentSquare’s benchmark report, he notes that 40% of user experiences are marked by frustration—primarily due to errors, speed, and poor mobile optimization—yet simple fixes can drive major improvements in conversion.

Anderson highlights how AI and experience analytics can surface insights that allow brands to shift from “analysis paralysis” to real-time experimentation. He illustrates with examples ranging from ALO Yoga’s mobile checkout optimizations to Spotify’s offline playlists, showing how customer-centric innovation builds loyalty. Both Russo and Anderson stress that empathy, authentic engagement, and human understanding must guide technology’s role in shaping customer journeys.

The conversation also touches on the competitive pressures faced by legacy brands, the rise of mobile applications as personalization hubs, and how companies like Apple continue to set the gold standard for in-store and online experiences. Ultimately, Anderson argues that automation should free teams to focus on creativity, ideation, and building experiences that truly resonate with customers.

What is What Just Happened?What Just Happened is a thought-leadership series hosted by Christine Russo that explores the fast-moving intersections of retail, technology, and customer experience, featuring insights from industry leaders and innovators.

Who is Christine Russo?Christine Russo is the Chief Content Officer and creator of What Just Happened, a seasoned media voice, and a connector in retail tech, e-commerce, and brand strategy. She is known for her candid interviews, sharp analysis, and ability to surface meaningful conversations that matter to the industry

Placer.ai was built with privacy at its core. From its 2018 launch, the company avoided collecting personally identifiable information (PII), instead focusing on anonymized, aggregate data. This approach aligned with GDPR and CCPA regulations, allowing Placer to demonstrate that location intelligence can be both privacy-centric and commercially valuable. While this choice meant leaving some revenue opportunities (like hyper-targeted advertising) on the table, it reinforced trust, credibility, and long-term sustainability.

Two major misconceptions surfaced in the discussion:

1. Data replaces intuition. Many assumed that advanced analytics would replace industry experience and gut instinct. In reality, Placer frames data as an empowerment tool—complementary to human judgment, not a substitute.

2. Visits equal transactions. A common misunderstanding is that foot traffic should directly correlate to sales. Instead, visits represent multiple forms of value: discovery, intent, pickup, consideration, and brand engagement. This broader view reframes physical stores as multi-purpose platforms for marketing, fulfillment, and consumer connection, not just sales points.

The conversation emphasized how retail decision-making is evolving:

• From outdated tools to scalable intelligence. The industry shifted from handheld “clickers” and gut instinct toward data-driven decision frameworks that still honor human experience but make it actionable and scalable.

• The pandemic’s unexpected boost. Rather than killing physical retail, COVID-19 ultimately strengthened it, highlighting the resilience and adaptability of brick-and-mortar models.

• Data as a universal language. Placer’s insights became a common currency across verticals—real estate, retail, finance, CPG, and advertising—spurring new ways to measure impact, optimize inventory, and harmonize digital with physical.

• The future of insights in the AI era. With AI simplifying access to information, the differentiator won’t just be data but the decisions leaders make. Trust, creativity, and the ability to “zag” when others “zig” will define competitive advantage.

Russo keeps the conversation lively and sharp, cutting through corporate jargon with her signature edge:

• Employees as customers: Russo seizes on Marcotte’s idea of treating staff as your first customer and if brands skip over the people who deliver the experience, everything else is at risk to fall apart.

• Commission conundrum: Is there a tension retailers face balancing morale when paychecks are impacted.

• Tech toys vs. real tools: From “magic mirrors” to flashy in-store screens, Russo and Marcotte remind us that tech should enable human connection, not gather dust.

• Retail as a Sensory Journey: What IF retail organizations were structured differently?

• Culture = performance: Listen to the discussion in reaction to AT&T’s culture comments.

And yes, she even manages to work in a swipe at the New York Mets while giving Gap’s Richard Dixon credit for bringing joy (and selfies) back to the brand.

As the conversation develops, Russo and Tucker emphasize the power of community and word of mouth as central drivers of brand growth. Tucker points to examples across industries where passionate communities, whether in sportswear, beauty, or technology, become self-appointed ambassadors, fueling organic adoption and advocacy. Russo underscores that this is not about “lazy community” building, but about fostering genuine passion that translates into loyalty and advocacy. Together, they reflect on how legacy brands like Apple, Nike, Starbucks, and McDonald’s have adapted their strategies while maintaining their core identities, offering lessons for any business seeking to scale without losing its edge. At its heart, the exchange between Russo and Tucker reinforces that clarity of mission, intentional storytelling, and a long-term vision are what allow brands to endure in a crowded and fast-changing marketplace.

Wendlandt shares her motivation for launching Miss Tweed in 2020: to offer rigorous, independent investigative journalism in a fashion and luxury industry too often shaped by corporate advertising. Drawing on her decades-long career at Reuters, the Financial Times, and The New York Times, Wendlandt argues that traditional outlets are often constrained by the influence of luxury advertisers. Miss Tweed, by contrast, is funded through subscriptions and aims to deliver exclusive, uncompromising reporting every Sunday.

A central theme of the interview is the tension between journalistic integrity and luxury brand control. Wendlandt details her blacklisting from groups such as LVMH and Richemont. Despite being banned from shows and events, her work is widely read including, ironically, within the organizations that attempt to marginalize her. She recounts moments such as being barred from Watches & Wonders despite receiving direct invitations, and confronting Richemont chairman Johann Rupert at a shareholder meeting. The encounter, she says, revealed the extent to which executives resist criticism while privately acknowledging her impact.

Wendlandt critiques many luxury brands for stifling creativity and relying too heavily on corporate narratives. She highlights the inconsistency and lack of coherence in Gucci’s recent campaigns, contrasting it with the brand alignment and longevity of Ralph Lauren, which she credits to internal clarity, staff retention, and consistent messaging. She argues that the over-rotation of creative directors has created a confusing sameness across brands, with Gucci, Valentino, and Balenciaga appearing stylistically interchangeable. She warns that brands are losing aspirational consumers due to price inflation, risk aversion, and creative stagnation.

The conversation also touches on Wendlandt’s refusal to give away proprietary content, even to legacy media or analysts, in defense of her subscription model and intellectual property. She expresses frustration at the casual sharing of Miss Tweed’s reporting within major luxury houses and reveals she is pursuing legal action for IP violations.

Miss Tweed, she asserts, stands for transparency, editorial courage, and creative integrity qualities she believes the luxury world sorely needs.

Key Takeaways:

Independent Journalism, and Freedom of Information:

Wendlandt explains that luxury brands often avoid engaging with her because she offers reporting that is not influenced by advertising revenue. Most mainstream media outlets are financially tied to major brands through ads, which leads them to avoid publishing anything critical that brands would not approve.

Creativity:

Wendlandt discusses the lack of audacity and creativity in today’s luxury industry. She believes that the fear of taking risks has made top brands overly cautious. Rather than innovating or taking bold steps with new designers or ideas, brands consistently hire the same well-known figures, resulting in collections and advertising that all look very similar. Wendlandt argues that this repetitive approach leads to uninspired products and bland campaigns, which ultimately disappoints consumers and diminishes excitement around luxury brands. She insists that true creativity and a readiness to take risks are essential if luxury companies want to regain trust, stand out from the competition, and spark genuine interest among consumers

Joan of Arc or Joan Crawford?

We will let the listener decide

Della Penna described how consumer intent has shifted from pandemic-driven convenience shopping to today’s fragmented, value-seeking behaviors driven by inflation and economic uncertainty. Consumers are more willing than ever to switch stores to chase savings even if they remain loyal to brands.

He outlined InMarket’s approach to understanding these shifts using three core data streams: shopping list intent data from owned apps and surveys, real-time location data from 200 million devices, and transaction data totaling over $2.5 trillion in credit card and receipt-level purchases. Combined, these create a near real-time “oracle” of consumer behavior, enabling brands to adapt rapidly to changing preferences and shopping patterns.

Della Penna emphasized that marketers shouldn’t default to price cuts. Instead, understanding the nuances behind consumer decisions like brand loyalty, quality, and value. This is key to messaging that converts. He discussed how consumers are buying premium products like coffee in bulk from dollar stores or warehouse clubs, showing that loyalty remains strong but shopping methods are changing.

He also explained how InMarket supports modern marketers with a unified measurement approach that combines media mix modeling and campaign-level analytics. This gives both CMOs and campaign managers the ability to optimize in real time. Innovations like guaranteed incremental return on ad spend (iROAS) and tools like CPG sales lift offer clear accountability, helping marketers do more with less and justify budgets through measurable performance.

In closing, Della Penna described the company’s “Moments” product as an example of delivering real-time, in-store engagement that enhances both performance and consumer experience. Whether alerting a shopper to a sale or a new product, it's about meeting people exactly where they are both physically and contextually.

The conversation covers how consumers are adapting to rising costs by prioritizing necessities while selectively spending on experiences over products. Minkow explains how economic uncertainty and what she calls “economic PTSD” are shaping lasting consumer habits. She emphasizes that this is not a time for retailers to retreat, rather, it’s a critical moment to invest in resilient tech stacks, improve operations, and avoid cost-cutting that damages the customer experience, as seen in the downfall of department stores like Macy’s.

Russo and Minkow also dig into hot-button issues like tariffs, reshoring, and “Made in the USA,” noting that brands should tread carefully in their messaging while preparing for prolonged uncertainty. They end with a forward-looking take: the best retail experiences will borrow from industries like music and travel, where digital convenience and personalization set the standard for consumer expectations.

Taylor explains that while headlines suggest importers are “stocking up” to avoid tariffs, the reality is more nuanced. He emphasizes that only large-scale, financially stable importers have been able to do this effectively, and even then, many are now letting inventory run dry in anticipation of further policy shifts. Russo pushes back on this narrative with precision, calling out inconsistencies in the so-called inventory buildup and identifying categories where such stocking would be impractical due to seasonality. Her line of questioning consistently highlights weak logic or flawed assumptions in broader media coverage, guiding Taylor to clarify and expand on points that might otherwise go unexamined.

Throughout the conversation, Taylor outlines how U.S. importers are delaying shipments, refusing to pay invoices, and placing immense strain on Chinese factories, many of which operate on razor-thin margins. Russo insightfully connects this behavior to broader issues of trust in global supply chain relationships, pointing out that many partnerships, already strained from the COVID era, are being tested again under current economic pressures.

The two delve into the First Sale rule, a long-standing but often misunderstood method for legally reducing tariff costs. Taylor offers an insider explanation of how importers, middlemen, and factories interact to structure these transactions, while Russo probes specifically into how apparel brands are utilizing the rule. Her sharp follow-ups reveal a deep interest in the structural realities of importing and brand operations.

Toward the end, the conversation shifts to the potential consumer impact, with both Russo and Taylor predicting notable price increases and fewer fourth-quarter sales. Taylor emphasizes that the full impact of tariffs hasn’t yet hit U.S. consumers due to lagging inventory cycles. Russo aptly characterizes the current market as one of “delay and destruction,” reinforcing the theme that both businesses and consumers are stuck in a prolonged holding pattern.

Russo’s informed and precise questioning elevates the conversation well beyond standard trade talk. Her ability to surface contradictions, name industry behaviors, and challenge assumptions gives the episode a depth that both industry insiders and broader audiences will find illuminating.

We are seeing consolidation and maybe chaos in the ad industry. Russo sits with Ringel to unpack the uniqueness of a decentralized centralized format, especially against a backdrop that includes mergers creating single mega-agencies, the abrupt CEO exits and widespread layoffs.

Regina Ye discussed how Topsort was founded by three engineers to democratize big tech ad infrastructure for retailers and brands. She drew from her own experience as a CPG brand frustrated by ad platforms like Amazon and Meta. Topsort aims to provide scalable, privacy-conscious, product-based ad solutions for retailers.

She emphasized the company’s goal to make retail media technology modular and accessible, especially for the “have-nots” who are struggling to catch up in retail media. Even the “haves,” she noted, still feel early in the game and seek smarter, more scalable solutions. Topsort provides tools that address both tech and operational pain points, allowing customization and faster iteration to achieve better ROI.

Regina spoke about growing skepticism among CFOs about retail media’s profitability and the importance of understanding what a successful retail media business actually looks like financially. She noted that technical inefficiencies and a lack of agility often hinder performance.

She detailed Topsort’s recent partnership with DoorDash, launching a programmatic retail media exchange focused on solving fragmentation and standardization issues across cataloging, attribution, and audience definitions—something now possible through AI. She positioned this as part of a shift into “Retail Media 3.0,” characterized by open, programmatic, and scalable infrastructure.

Additionally, she introduced Topsort’s new AI-based offerings that unbundle ad intelligence—such as auto bidding, pacing, and quality scoring—so retailers can test and optimize with their own data. This includes an in-store innovation that uses existing retail hardware signals (like Bluetooth and beacons) to create ML-based predictions on in-store behavior, without needing new installations.

Finally, she shared insights about Topsort’s inaugural Developer Days event, a collaborative offsite where engineers, retailers, and product leaders gathered to discuss product roadmaps, new features, and innovation in retail media beyond the typical sales and marketing focus

Denman pointed to the need for brands to modernize their marketing approaches through a multi-channel, consistent strategy rather than relying heavily on outdated campaign-driven models. He highlighted Burberry’s success with its "always Burberry weather" campaign as an example of consistent creative experimentation and drip content across social channels. Denman stressed the importance of clarity, intentionality, and bravery, with clarity being the foundation for building lasting consumer engagement.

Kith's Kaka and Adidas campaign kicked of an insightful discussion about the XY Method. Russo and Denman discussed how this strategy simultaneously satisfies two audiences: one axis focused on the brand’s product or message and the other creating deeper engagement for fans through insider storytelling. Denman referenced Kith’s collaboration with Adidas and the use of layered Easter eggs, like referencing classic soccer culture, to appeal to fans on a deeper level. Russo noted that this method is akin to what brands like Taylor Swift use with Easter eggs, reinforcing that these strategies are powerful drivers of long-term brand attachment. The discussion concluded with a call for broader use of the XY Method, particularly in B2B and brand marketing, to cultivate more meaningful, loyalty-driven consumer relationships.

Talking points:

The Shift from Quantity to Quality and the Need for Authenticity:

Russo critiques the oversimplification in modern marketing advice, particularly targeting Gary Vaynerchuk’s pivot from promoting high-volume content to emphasizing "quality." Jacob stresses that “quality” must be properly defined—whether it’s production value or the depth of strategic thinking—and that authentic brand identity should be the foundation of any content strategy.

Balancing Organic Content and Campaign Structure:

Jacobs explains the necessity of blending organic, quick-turn content with broader campaign strategies. While organic, lo-fi content can enhance relatability, Russo and Jacob agree that large-scale campaigns remain important for delivering brand positioning and long-term customer engagement. A rigid binary—organic versus high-production—is misleading without contextualizing audience and channel strategies.

Marketing’s New Complexity: AI, Data Gaps, and the ‘Movable Middle’:

Russo and Jacobs explore how AI, privacy shifts, and changing consumer habits create confusion but also opportunity. Jacob highlights that marketing success now depends on authentic strategy connected to product value, not just creative flash. They also discuss the "movable middle" concept from MMA research, emphasizing the overlooked importance of mid-funnel engagement—consideration actions that lead to deeper brand loyalty.

Key Discussion Points:

• Tariffs and Profitability ModelingMerrilees explains how Global-e helps brands assess and manage the impact of changing tariff landscapes by running market-by-market profitability analyses before launching international sales. This helps brands avoid surprises and maintain margins while expanding globally.

• One Integration, Global ReachThe Global-e platform allows brands to sell into multiple international markets through a single integration, managing everything from duties and taxes to returns, payments, and compliance. This simplifies cross-border selling and supports both DTC and localized fulfillment models.

• AI for Operational EfficiencyAI is now embedded across all departments at Global-e, from customer service to marketing to tech development. Merrilees notes that AI is being used to streamline operations and enhance scalability, positioning it as a strategic lever alongside tariff navigation.

• Shawn Nelson's Philosophy Toward Business: Nelson emphasizes a "Designed for Life" approach, focusing on sustainability, adaptability, and long-term customer relationships. He believes in creating products that are durable and modular, reducing waste and promoting conscious consumerism. In a break from typical retail cycles of 'Newness', Nelson emphasizes 'Sameness'. This is one of their trusted values and drives product development, strategy, marketing and more.

• New Hire from Crocs: Lovesac appointed Heidi Cooley, former Chief Marketing Officer at Crocs, as its first Chief Brand and Marketing Officer. Cooley is known for her digital and social-first marketing strategies that transformed Crocs into a cultural phenomenon.

• Sameness vs. Newness in Brand and Retail: Nelson discusses the balance between maintaining brand consistency and introducing innovation. He stresses the importance of evolving the brand to meet changing consumer expectations while preserving its core identity.

Covered in the discussion:

Back-to-School Strategy to Support Customers

Tanger is advancing its back-to-school promotions to June, responding to macroeconomic uncertainty and possible tariff disruptions. By partnering with brands like J.Crew, Adidas, and Crocs, Tanger aims to meet early consumer demand for both value and availability.

The holiday selling season has crept earlier, with consumer behavior now shaped by early access and urgency. Tanger capitalized on this trend with successful campaigns like 'Black Friday Every Day' to extend the sales cycle and increase frequency of visits.

Tanger emphasizes the social and communal aspects of physical retail, offering more than transactional value. The company curates experiences that encourage family and group engagement, reinforcing loyalty through shared shopping moments.

Physical Retail and Digital Engagement

Digitally native brands are finding enhanced performance through physical retail footprints. Tanger leverages this omnichannel dynamic to deepen customer engagement and create reciprocal value between online and offline channels.

Full-Price Pivot

Tanger is diversifying into full-price with a 'town center' feel and format as outlet acquisition opportunities become scarce. This strategic pivot aligns with consumer demand for mixed-use destinations that integrate retail, dining, and services in open-air environments.

Retail Experience Philosophy

Tanger positions itself as an experience company, prioritizing ambiance, service, and personalization as opposed to strictly conventional real estate metrics. Its vision emphasizes curated environments that attract and retain customers through emotional and practical value.

5 Key Takeaways:

1. Consumers do not shop in strict category lines; they shop based on lifestyles, emotions, and immediate needs.

2. Brand loyalty is fragile — consumers feel more frustrated and disconnected than ever, especially as prices rise without perceived added value.

3. Psychological insights are crucial, but brands sometimes misuse data by ignoring consumer irrationality.

4. Entertainment and engagement must be authentic and thoughtful — not sensory overload or gimmicky experiences that neglect fundamentals.

5. Brands that want lasting trust must focus less on short-term wins and more on consistent, meaningful relationships rooted in true consumer understanding.

Espinosa highlights DoorDash’s commitment to simplifying complex challenges for small businesses. Recognizing that local business owners often wear many hats, DoorDash developed a CPA-based ad model that removes financial risk from merchants by only charging when an ad converts to a sale. This model has driven significant adoption and trust from local operators while improving ad relevance for consumers. Espinosa emphasizes that the company’s strategy is simple—deliver any product to any consumer within 30 minutes or the same day—but executing it and reducing complexity for partners remains a key challenge.

The conversation also covers three major announcements: the launch of DoubleDash Ads, a new ad placement that drives incremental sales during the checkout experience; a strategic partnership with TopSort to extend ad reach beyond the DoorDash platform; and DoorDash’s entry into the fashion category through its partnership with Designer Shoe Warehouse. Espinosa explains that the broader vision is to unlock local inventory, enabling consumers to access hundreds of thousands of SKUs already available in their neighborhoods. Russo closes by praising DoorDash’s thoughtful strategy and consumer-first mindset in tackling the future of last-mile logistics.

The conversation explores the cyclical nature of retail brand equity, using Target and Gap as case studies. Kodali argues that strong cultural equity, even when dormant, can be revived with the right leadership and strategy. Target’s recent stumbles, she believes, are more operational than existential, while Walmart’s recent success is attributed to strategic CapEx and improved store design. She notes that Target’s fatigue is reversible, and predicts leadership changes could be a catalyst for revitalization.

Russo and Kodali also dive into innovation in physical retail, including Urban Outfitters' Re/Reclectic concept, and the nuanced state of live shopping in the U.S. versus China. Kodali suggests that Americans lean toward short-form, influencer-led, asynchronous content rather than livestream commerce. She highlights Nordstrom’s quiet but promising use of vertical video by store associates and the challenge of inventory keeping pace with demand driven by social media. The episode ends with a nod to the importance of automation, retail media, and ongoing trend analysis as retailers navigate what's next.

The conversation delves into the evolving landscape of workforce policy, particularly in the wake of shifting government regulations. Armstrong discusses RILA’s commitment to advocating for policies that support flexibility and career growth within the retail industry. He emphasizes the importance of maintaining a broad and diverse talent pool, touching on initiatives such as tuition assistance, leadership development, and skilled trades programs. He also addresses concerns around AI in the workplace, explaining that while technological disruption is inevitable, it also presents opportunities for efficiency and innovation.

Russo and Armstrong also explore broader industry concerns, including retail crime, regulatory challenges, and the impact of emerging players like TikTok Shop and Temu. Evan clarifies the distinction between RILA and the National Retail Federation (NRF), explaining that RILA exclusively represents the largest retailers with aligned policy priorities. He underscores RILA’s role as a serious policy player, maintaining bipartisan engagement to ensure retail leaders have a voice in Washington. The discussion concludes with an invitation to keep an eye on RILA’s events, research, and ongoing advocacy efforts shaping the future of retail.

As innovation continues to accelerate, SXSW is doubling down on future-focused content, introducing dedicated programming for quantum computing on March 12th and 13th. With AI now seamlessly embedded into everyday life, quantum computing represents the next frontier—one that is still complex but poised to redefine industries. From immersive brand activations to the intersection of culture and commerce, SXSW remains the epicenter for those who don’t just follow trends but create them.

Regarding e-commerce, Fehr believes that consumer expectations for convenience will continue to rise, especially as Gen Z shoppers—who have grown up with digital-first experiences—become a larger share of the market. He notes that practices like bracketing and showrooming, where customers order multiple items with the intention of returning some, are more prominent than ever. While some in the industry express concerns about sustainability and return costs, Fehr takes a pragmatic approach, arguing that returns are an inherent part of modern retail. Rather than resisting this shift, retailers need to develop smarter policies, such as differentiating return policies based on customer behavior, to manage costs effectively.

Looking ahead, Fehr acknowledges that the competitive landscape for e-commerce is becoming increasingly challenging, with major players like Amazon setting high standards for delivery speed and convenience. He emphasizes that smaller retailers must leverage technology and partnerships to keep up, as the gap between industry leaders and smaller businesses continues to widen. The conversation also touches on AI-driven shopping experiences and how Happy Returns is providing retailers with valuable data on customer return behavior. With continued innovation in automation and logistics, Fehr believes that Happy Returns is well-positioned to help retailers navigate the evolving e-commerce landscape.

Throughout the discussion, Russo probes into Lightspeed’s focus on specific industries like golf, jewelry, bikes, and apparel.

Dasilva speaks of Lightspeed’s ability to address operational challenges for retailers managing large inventories and multiple locations. And how Lightspeed integrates appointment management, service scheduling, and real-time inventory visibility to save retailers significant time.

DaSilva's take on Gen Z shopping behaviors and loyalty programs. provides a fresh perspective by comparing VIP experiences at festivals or airlines, which resonates with with Gen Z's willingness to pay for exclusivity and self-care-driven experiences.

The interview examines the role of newness driving business,department stores, and how newness manifests across different global markets,emphasizing its importance for customer loyalty and retail innovation. LambertKennedy discusses the delicate balance between risk and reward in adopting newbrands, noting how department stores and smaller retailers approach thechallenge differently. She also highlights The Style Pulse's use of technology,such as their AI avatar Julia, which enhances the discovery process for buyers.

The conversation underscores how newness is not only aboutintroducing fresh brands but also about rethinking how products are curated and presented to create inspiring retail experiences.

The conversation shifted to the critical role of supply chain resilience amid ongoing disruptions, such as tariffs and geopolitical tensions. Zakkour and Rael stressed the importance of diversifying production and embracing technologies like AI and cloud systems to optimize inventory and logistics. They noted how retailers must adopt a proactive, multi-layered approach to ensure operational stability in an unpredictable global market. The need for adaptability and foresight was highlighted, as companies increasingly face challenges that demand innovative solutions, including nearshoring production and leveraging advanced technologies.

Russo concluded the discussion by examining the strategies of major retailers like Walmart, Amazon, Macy’s, and McDonald’s. The panel explored how these companies have navigated challenges by building ecosystems that blend physical and digital experiences. They also touched on AI's transformative role in retail, from personalization to supply chain efficiency. While companies like Walmart and Amazon have maintained dominance through innovation, the conversation acknowledged the struggles of legacy brands like Macy’s, emphasizing the need for agility and customer-centric approaches to remain relevant in the ever-evolving retail landscape.

Christine Russo, host and creator of What Just Happened, engages in an insightful conversation with Mariana Sotinas, President of Hanro USA. The discussion explores the strategic considerations behind Hanro's distribution channels, their focus on quality and customer loyalty, and the importance of a feedback-driven approach to continuous improvement. Mariana shares insights on the brand's transition to Shopify, successful customer-centric initiatives like in-store events, and the launch of their winter capsule collection. They also delve into leveraging Hanro's heritage and luxury positioning to acquire new customers, expand into travel retail, and maintain a loyal, generational customer base. The episode emphasizes innovation and adaptability in preserving a brand's legacy while driving growth.

Christine Russo, the host and creator of What Just Happened, recently welcomed Brian Wright, Director of VolShop at the University of Tennessee, to discuss his approach to campus retail leadership. With a sprawling operation across 14 locations, VolShop handles everything from books and tech supplies to sports concessions and partnerships with renowned brands like Lululemon. To optimize customer experiences during peak demand, such as during product launches, Wright deployed innovative measures like the Wait while system. This system, inspired by pandemic-era shopping adaptations, required customers to reserve shopping slots, ensuring efficient service and inventory management.

By emphasizing purpose over profits, Wright aims to align retail operations with the needs of students and visitors, fostering a positive and memorable experience.

Wright's leadership philosophy is rooted in servant leadership, a concept he adopted early in his career thanks to a mentor. He views his role as an opportunity to serve and support students, employees, and the broader university community. This approach translates into both professional development and meaningful interactions with his team, enabling them to grow individually. Through a combination of innovation and a people-first mindset, Wright balances the demands of retail fundamentals with the evolving needs of a tech-driven world, positioning VolShop as a model for integrating retail, education, and community impact.

Dr. Grether underscores the importance of AI in advancing PayPal Ads, with applications for personalized ad targeting and creative customization at scale. He discusses leveraging AI to tailor ads and offers, enhancing user experience while maximizing ROI for advertisers. This dual focus on consumer relevance and advertiser performance signals a shift toward maturity in retail media, with PayPal pioneering the transition to commerce media. Additionally, Dr. Grether highlights the role of platforms like Honey in capturing pre-purchase intent, further enriching the ad ecosystem. The strategy also aims to democratize advertising for micro-businesses by enabling them to compete with larger players using AI-powered tools.

The inclusion of small and medium-sized businesses (SMBs) on platforms like Venmo signals PayPal's commitment to serving diverse market segments. Dr. Grether envisions empowering "mom-and-pop" businesses through customized, impactful advertising solutions. PayPal's approach positions it as a leader in commerce-driven advertising, balancing technological innovation with user-centric principles. With the recent onboarding of major brands like Hugo Boss and Verizon, PayPal is poised for significant growth in this space. Dr. Grether’s outlook emphasizes that the venture is in its infancy, but the prospects are immense, with 2025 and beyond offering a promising horizon for innovation and market expansion.

The discussion delves into the challenges and transformations of the last five years, including the pandemic's impact on e-commerce and rising competition. Also, the importance of connected commerce, meeting consumers across various touchpoints, and designing cohesive brand experiences across channels is emphasized. This approach allows Pattern Brands to serve customers effectively while maintaining profitability. She also spoke about the power of pivoting and evolving business strategies to adapt to new realities while staying true to the company's mission of enhancing daily life at home.

The conversation explored the integration of AI within Pattern's operations, primarily for internal efficiencies, creative workflows, and marketing. Dowling shared examples of leveraging AI tools for ad testing, copywriting, and SEO optimization, acknowledging its transformative potential. She emphasized the balance between human creativity and technological advancements, underlining curiosity and openness as core team values. The podcast concluded with Pattern Brands' journey and its commitment to innovation.

Mair discusses the evolution of the off-price model, focusing on how these businesses now attract significant interest from vendors due to timely payments, streamlined logistics, and strong partnerships. She outlines the complex processes behind inventory management, including acquiring closeouts, made-for-off-price goods, and private labels. These strategies enable off-price retailers to maintain relevance and offer competitive value. Mair also highlights the industry's creativity in adapting to trends, such as using surplus fabrics to craft desirable, affordable products.

The conversation explores broader retail dynamics, contrasting off-price flexibility with traditional retail's constraints. Mair underscores the importance of agility in responding to consumer demands and changing trends. She praises off-price retailers for their ability to adapt, unlike some mainstream brands that struggle to stay fresh. The host, Christine Russo, concludes by acknowledging the increasing competition from stores like Target and Walmart, which sometimes offer comparable value. Mair's insights provide a compelling look at the off-price sector's unique strengths and its role in shaping modern retail.

Youakim explains the development of Sezzle's direct-to-consumer (DTC) approach, which emerged from listening to customer feedback about wanting to use Sezzle's services at more locations. This led to the introduction of virtual cards and a subscription model that improved user engagement and revenue. By leveraging data and extensive marketing tests, Sezzle identified successful channels like SEO and in-app ads while also experimenting with novel strategies, such as bar coaster ads near universities. The company's advertising efforts aim to increase customer touchpoints, including in stadiums and concert venues, which could be a key to expanding their customer base.

Looking ahead, Youakim emphasizes Sezzle’s focus on responsible financial services, credit-building tools, and enhancing the shopping experience. By aligning its offerings with customer needs, Sezzle hopes to expand beyond BNPL by adding features like price comparisons, fast checkouts, and more. The company sees opportunities in areas such as credit-builder loans and secured credit cards, positioning itself to compete not just with BNPL peers but also with financial service providers like credit card companies. Youakim's forward-thinking approach emphasizes continuous growth and innovation, inspired by industry leaders like Jeff Bezos, with a focus on adapting to market demands and regulatory changes.

The conversation touches on how the pandemic accelerated changes in the luxury sector, with an increase in spending on high-end goods during a time of limited experiences, but also how this created challenges, such as rising prices and a lack of innovation. Silvia and Marie discuss the dichotomy between quiet luxury, represented by brands like Hermès, and the more accessible luxury goods that became popular during COVID. They also explore the issues around creative director turnover in luxury houses, likening it to short-termism and lack of brand loyalty in today’s market. As they delve into trends such as the democratization of luxury, both experts emphasize the need for luxury brands to balance innovation with heritage to remain relevant and maintain long-term value.

Key Discussion Points:

-          “Malls are Not Dead – But there are Dead Malls” – Powell

-          Nike’s challenges

-          Foot Locker’s probability of success

-          Wholesale/DTC

-          Branding and Product

The discussion covers brand integrity and the importance of maintaining product quality. Matt points out that many brands, like Nike, have shifted focus from licensing and peripheral activities back to their core product offerings. The conversation also touches on the growing resale market and how brands are beginning to engage with it directly to maintain product longevity and authenticity. Both Christine and Matt emphasize the need for brands to stay true to their values and invest in quality to sustain customer loyalty and long-term success.

Schock further elaborates on the "upgrade imperative" facing retailers, driven by the need for modernized store systems that can handle contemporary challenges such as inventory management, labor issues, and shifting consumer demands. He explains NCR Voyix's approach to transforming their business model to a platform-based software and services model, which includes next-generation POS and self-checkout software. This transformation aims to provide enhanced capabilities, streamline operations, and support retailers through their digital transformation journey. Schock underscores the importance of continuous operation, advising a pragmatic path to upgrades that minimizes risk while delivering tangible benefits.

The discussion also delves into the technological advancements NCR Voyix has made, particularly in self-checkout systems. Schoch highlights three core principles: speed, intelligence, and innovation. These principles drive the development of self-checkout systems that are future-compatible, leveraging artificial intelligence, computer vision, and other advanced technologies. He describes how the company's edge software enhances store operations by providing real-time insights and enabling rapid deployment of new features. This edge capability serves as a critical differentiator, allowing NCR Voyix to support both in-house and third-party applications, ultimately aiming to redefine the retail store architecture and deliver superior consumer engagement and operational efficiency.

Eric Best, CEO of SoundCommerce, explains the challenges of measuring order profitability due to dispersed data sources. In his experience with Richer Poorer, he found that while they could measure site traffic, conversion rates, and ad campaign performance, they struggled to answer basic questions about profitability after converting a shopper. This issue drove the creation of SoundCommerce to address the industry problem with a commercial product.

Eric describes the complexity of calculating profitability by accounting for various costs: the cost of goods sold, acquisition discounts, digital marketing expenses, and variable costs like storage, fulfillment, and shipping. With data scattered across different systems, such as digital marketing platforms and parcel carriers, it becomes difficult to consolidate and analyze this information effectively. Brands may use systems like NetSuite ERP to integrate data, but more detailed calculations, like customer lifetime value, require tracking shopper identity and purchase history over time.

Understanding order profitability offers a clearer picture of business performance compared to customer lifetime value. Eric points out that repeatability in customer behavior indicates successful customer service. However, many businesses fail to identify why some customers are not loyal, potentially due to pricing or return issues. Comprehensive data analysis of orders, including hidden costs like returns processed through different platforms, provides retailers with crucial insights for making informed decisions and improving overall profitability.

• Introduction and Background: Simon Langevin, VP of product at Coveo, manages the e-commerce side of the business, which includes B2C and B2B search engine functions. The conversation covers the impact of generative AI on search and Coveo's approach to using large language models for content summarization and smart snippets. 

• Challenges in Search and AI: The interview discusses the conflict between algorithmic product recommendations and business concerns, emphasizing the need for balance. The future of AI is highlighted as becoming more personalized, transparent, and controlled by humans. 

• Intent Detection: Simon explains that intent detection involves understanding user behavior and language. Coveo uses product embeddings and tracks user interactions to predict intent, aiming to create a more refined and personalized search experience over time. 

• Future of AI in E-commerce: The vision for AI includes integrating product discovery with expert guidance and support. This would create a seamless experience akin to a brick-and-mortar store, providing holistic support and advice to customers. Simon stresses the importance of investing in effective search technology to enhance the overall user experience. 

The conversation goes on to highlight brand strategic missteps in marketing and product development, such as heavy discounts and a lack of alignment with the preferences and shopping habits of Gen Z. The critique notes that Gen Z's aversion to shopping in physical stores, particularly malls, exacerbates the brand's challenges in engaging with this demographic. The conversation critically examines the identity and market positioning challenges faced by Gap and Banana Republic, two prominent retail brands. For Gap, the core issue highlighted is its ambiguous brand identity and unclear customer demographic, a problem exacerbated by inconsistent strategies and a failure to reclaim dominance in categories such as denim and basic colorful apparel, which were once synonymous with the brand. The discussion suggests that Gap's attempt to cater to a broad audience without a defined focus or updated assortments has led to a dilution of its brand identity. This challenge is compounded by seemingly misaligned collaborations and an unfocused expansion into various categories, such as intimate apparel, without first solidifying its core product offerings. The conversation underscores the need for Gap to revisit and clarify its brand identity, potentially by leveraging its historical strengths in offering generational and colorful clothing options, to regain relevance and market share.

https://possibleevent.com/

In a dynamic exchange, Christian Muche, co-founder and CEO of Beyond Ordinary Events and one of the architects behind the event Possible, introduces his venture to host Christine Russo, host and creator of What Just Happened. Launched in Miami, this event was designed to address the contemporary challenges and agendas facing the marketing industry, a multi-billion dollar realm poised for innovation and growth. Muche emphasizes the importance of creating an event that merges technology, marketing, and culture into an immersive experience, diverging from traditional conferences by engaging thousands of industry leaders, celebrities, and talents in a business-to-business environment. This initiative aims to redefine networking and professional development in the marketing sector by fostering a platform for significant industry advancement.

Russo outlines the event’s three critical pillars: consumer marketing and communication, business and society, and technology and innovation. According to Muche, these pillars were crafted after extensive deliberation to encapsulate the essence of current consumer behaviors, societal impacts, and technological advancements, thereby offering a comprehensive overview of the industry's landscape. The inclusion of e-commerce, augmented and virtual reality, retail within gaming, and AI showcases an ambitious attempt to cover the vast scope of modern marketing tactics and strategies.

The event stands out as a testament to the power of collaboration, innovation, and forward-thinking in the face of marketing's fast-paced evolution. By prioritizing content that looks ahead rather than dwelling on past case studies, Muche and his team aim to inspire and equip participants with the knowledge and tools needed for future success. The event's focus on consumer perspectives, coupled with its inclusive approach to both established brands and startups, fosters a rich environment for creativity and innovation. Muche's passion for the potential of the marketing industry is palpable, as he emphasizes the importance of curating a diverse and impactful agenda that challenges the status quo and encourages a collective push towards a more dynamic and inclusive future. Through The Event Possible, Muche aspires to cultivate a community where the power of possibility is not just a concept, but a driving force for tangible change and growth.

Further, the conversation touches on the critical role of startups and the broader spectrum of marketing, with AI being a part, but not the sole focus. This inclusive approach facilitates networking, learning, and the initiation of substantial business opportunities among participants. Emphasis is placed on the e-commerce and retail media components, acknowledging their significance within the marketing ecosystem and the diverse perspectives and innovations brought in by various partners. The event's structure is designed to cater to the evolving expectations of today's attendees, offering a multifaceted experience that spans beyond traditional conferences or networking sessions. This approach not only sets a new standard for future events but also reflects the dynamic nature of the industry, where flexibility and comprehensive engagement are key to staying ahead.

The conversation delves into the transformation of point-of-sale (POS) systems into point-of-service solutions, highlighting the shift towards enhancing associate-customer interactions. Corbin introduces the concept of AX (Associate Experience), emphasizing the pivotal role of associates in bridging the gap between digital and physical retail experiences. By empowering associates with intuitive and seamless technology solutions, such as tablets or handheld devices, retailers can streamline operations, improve customer engagement, and drive sales.

Additionally, Corbin discusses the significance of data synchronization in the context of cloud migration and AI adoption. Through Jump Mind's Symmetric DS platform, retailers can efficiently move and synchronize data across various environments, enabling agility and scalability in today's data-driven landscape. Furthermore, Corbin shares insights into innovative initiatives, such as CX Connect, which enhances the checkout experience by integrating personalized recommendations and loyalty programs. Overall, the conversation underscores the critical role of human-centric design in shaping the future of retail technology and driving meaningful outcomes for both retailers and customers alike.

Pano discusses the current state of venture capital, noting the apprehension among VCs due to concerns about inflated valuations and market volatility. He emphasizes the importance of unique solutions addressing significant problems in today's market, as investors are becoming increasingly risk-averse. Despite the challenges, Pano remains active in early-stage investing, particularly in the retail sector, where he sees significant opportunities for technology-driven solutions.

The conversation delves into various topics such as the evolution of AI, retail technology trends, and the importance of data-driven decision-making. Pano shares insights into the future of personalization, retail operations, and sustainability in commerce. He discusses the potential of AI-powered virtual assistants and the need for businesses to adapt to changing consumer behaviors and technological advancements. Additionally, Pano highlights innovative approaches to sustainability, including reusable packaging solutions and on-demand manufacturing, as part of their investment strategy in sustainable commerce.

The conversation delves into the evolving landscape of sustainability terminology, such as ESG, corporate social responsibility, and sustainability itself. Cara highlights the risk of drifting away from profitability and stresses the importance of chasing waste out of the system to enhance efficiency and profitability. They also discuss the challenges and opportunities for businesses, especially in the retail sector, to align with changing regulatory landscapes and effectively engage with suppliers to drive positive change.

Cara addresses the challenges faced by small and large brands in navigating the sustainability journey. Larger companies, having already committed to science-based targets and ESG goals, are on the path to remediation and change. Smaller companies are encouraged to learn from the lessons of larger ones and leverage their agility to implement sustainable practices. The discussion underscores the necessity of collaboration, data-driven decision-making, and responsible retail practices for a more sustainable future in the retail industry.

Christine raises concerns about the risks faced by smaller companies, particularly suppliers, in the evolving landscape of sustainability regulations. There is a perceived challenge for smaller suppliers to keep up with compliance requirements and sustainability standards, potentially putting them at a disadvantage compared to larger, more professionalized companies. The risk is accentuated by the possibility of bigger companies consolidating around suppliers that can efficiently manage data exchange and meet sustainability needs.

The conversation then shifts to the complexities of regulatory compliance, especially in the "messy middle" where the specifics of evidence and requirements for sustainability practices are not yet clear. The speaker emphasizes the need for a transparent and evidence-based approach to demonstrate compliance, particularly in areas such as labor conditions and environmental impact. The evolving regulatory landscape is noted, with government bodies, including the Securities and Exchange Commission, showing interest in sustainability reporting.

The emphasis is on the need for a multidisciplinary approach to drive responsible business practices across different sectors.

In the latter part of the conversation, the speaker reflects on the global landscape of sustainability, suggesting that Europe, driven by regulatory pressures, is ahead of the United States. The importance of a global baseline for sustainability practices is stressed, with the hope that European initiatives will catalyze change worldwide. The discussion concludes with insights into the Fashion Conveners report, which aims to address the fragmentation and lack of alignment within the non-profit sustainability community, ultimately working toward more effective collaboration and support for industry leaders.

The Senator shares the inspiration behind the bill, recounting an incident during her campaign where a deli worker was assaulted during a robbery. She collaborated with a group called C.A.P.S. (Collective Action to Protect Our Stores) to address the increasing concern of assaults on retail workers across New York State.

The proposed legislation seeks to make assaulting a retail worker a Class D felony, aligning them with other frontline workers' protections. The Senator emphasizes the importance of safeguarding those who were deemed frontline workers during the pandemic, drawing parallels to protections already in place for bus drivers and other essential workers.

Additionally, the podcast touches on a broader legislative approach to address organized retail crime, including bills targeting repeat shoplifting offenses and the sale of stolen goods online. The Senator emphasizes the need for nuanced solutions and an educational campaign to deter potential offenders.

Listeners are encouraged to visit Senator Scarcella-Spanton's Senate website and social media for more information and support for the proposed legislation.

https://www.nysenate.gov/senators/jessica-scarcella-spanton

Bill: https://tinyurl.com/fb3dphcx

@nysenator_jss

The conversation begins with a focus on the challenges in the supply chain, particularly the impact of weakened demand. David Marcotte highlights the ongoing chaos in the supply chain, attributing it to unexpected disruptions like the Panama Canal issues. He emphasizes the return of challenges similar to those faced two years ago, with disruptions in rail, seaports, and altered supply chain timelines.

The discussion then shifts to the failure of the trend towards digitalization of the supply chain, with various solutions, including blockchain, not living up to expectations. The persistence of paper-based documentation and a lack of trust in digital solutions are identified as obstacles.

Russo steers the conversation to delve into the issues of sustainability regulations in the apparel industry, pointing out the contrast between genuine efforts and challenges in implementing effective controls across the supply chain. The conversation touches upon the lack of uniform regulations and the need for companies to stand up and enforce ethical practices.

The episode concludes with a discussion on the concept of near shoring as a strategy to address supply chain challenges. Tenser sees it as a moderate trend that gained traction in response to lessons learned from the early days of COVID-19 disruptions. The hosts express varying views on the effectiveness of near shoring, emphasizing the need for a more resilient and adaptable supply web.

The conversation also briefly explores the concept of "Just Walk Out" technology, considering it a fad in certain contexts, while self-checkouts are viewed as a growing trend with potential iterations to come. The hosts touch upon concerns related to organized retail crime, changes in retail store structures, and the potential shift towards a membership-based system.

In the end, Christine Russo thanks the guests for their insights, highlighting the engaging and informative nature of the discussion, and expressing her desire to continue such conversations in the future.

Giovanni elaborates on the Coach Play stores' purpose as testing grounds for new concepts, emphasizing the importance of community engagement and localized experiences and highlights the success of Coach Play stores in terms of increased traffic and extended customer stay.

The discussion also touches on Coach's celebrity endorsements and a "constellation approach,". Christine draws parallels to the beauty industry's strategy. Giovanni explains the uniqueness of Coach Play stores, their flexible design, and the emphasis on creating a central community hub.

Giovanni addresses sustainability within the brand, detailing initiatives like Tomorrow's Vintage, Coach Reloved, and Coachtopia. He shares the brand's circular ecosystem in Coachtopia, where stores are made from scrap materials, creating a unique and sustainable retail experience.

Lastly, the conversation explores Coach's approach to apparel and its regional variations. Giovanni explains how the brand balances its core identity as a handbag company while expanding into other categories like apparel and footwear based on regional preferences. He also highlights the importance of omni-channel strategies, especially during the pandemic, and the success of live streaming in China.

In summary, the conversation provides insights into Giovanni's role, Coach's innovative approaches to physical experiences, sustainability efforts, and the brand's strategic expansion into different product categories and regions.

One central theme that emerges is the importance of agility and adaptability. Both guests acknowledge the rapidly changing landscape of the retail industry and advocate for being responsive to customer needs and market trends. They highlight the need for flexible strategies that can evolve with the business. Andy and Chris argue for the incorporation of innovation throughout the company, as opposed to isolating it within a separate department. They suggest that fostering a culture where innovation is part of everyone's role, alongside embracing risk-taking and learning from failure, can lead to successful, continuous innovation.

Moreover, the discussion highlights the power of leveraging the wealth of knowledge and experience within the organization. Chris shares examples of how some of the most innovative ideas at Urban Outfitters originated from employees working on the front lines. These individuals, with their deep understanding of the business's daily operations, were best positioned to identify areas for improvement and innovation. By involving employees from various departments and actively listening to their insights, companies can harness the creative potential of their workforce and drive meaningful change.

In conclusion, the conversation underscores the vital role of employees and team collaboration in shaping a company's strategies and success within the ever-evolving retail landscape. It highlights the need for a dynamic and adaptive approach to meet customer demands and adapt to changing industry trends while maintaining a strong focus on the people who drive the business forward.

Barbara elaborates on how platforms like Walmart and Meta are providing opportunities for small businesses to grow by leveraging their resources and ecosystems. These platforms offer marketing, marketplaces, and other tools for small businesses to expand. She also notes the changing dynamics in the retail industry, with a focus on local and small businesses becoming increasingly popular, especially in light of the pandemic. Finally, Barbara discusses her role in bridging the gap between big and small businesses, sharing insights from executives of large companies to help small businesses learn and compete effectively in the market.

In summary, Barbara Thau and Co. by the U.S. Chamber of Commerce are dedicated to supporting small businesses and promoting their growth by facilitating connections with major corporations and sharing valuable insights on the evolving business landscape, particularly in the retail industry.

He highlights how IADS started as a research-focused organization in the 20th century but adapted to modern challenges by transitioning from being a club to a more practical and relevant tool for its members. Salvane emphasizes the importance of collaboration among department stores globally, addressing common challenges, and staying ahead of industry trends. He also touches on the role of technology and the challenges and opportunities department stores face in the ever-changing retail landscape, emphasizing the need for a clear purpose and a strong digital presence. Selvane also discussed the concept of an omnichannel strategy, where physical flagship stores remain at the core of an ecosystem while leveraging digital tools and channels for enhanced customer engagement.

Overall, Selvane's insights revolve around the transformation and adaptation of department stores in response to modern retail challenges, focusing on the importance of clear purpose, collaboration, and a strong digital presence.

The discussion digs deeper into the evolution of retail practices, examining various aspects such as live shopping, unionization, loyalty programs, and the increasing importance of immersive commerce and shoppable content, given that 83% of all internet content consumed is video. The conversation underscores the significance of companies' operational adaptability and the effectiveness of their back-end infrastructures to meet real-time demands. It addresses the implications of unfulfilled promises post-pandemic and delves into the pressing issue of income disparity, with the stark contrast between CEO pays and frontline workers becoming more pronounced. The dialogue wraps up focusing on the value and execution of loyalty programs, stressing the importance of brands maintaining promises and the necessity of execution in maintaining consumer relationships. The interaction between the host and guests offers nuanced insights into the dynamic world of retail, hinting at the necessity for adaptability, consumer loyalty, and innovation in sustaining relevancy in the market.

Thank you to guests:

Brandon Rael: https://www.linkedin.com/in/brandonrael/

Michael Zakkour: https://www.linkedin.com/in/michael-zakkour-150b865/

The conversation transitioned to more operational aspects, with Cohen elucidating on the changes and improvements made in J. Peterman's warehouse operations and the incorporation of Cart.com into their tech stack. He detailed the challenges encountered during this transition, including labor and system upgrades, and the practical solutions provided by Cart.com's technological infusion, which drastically improved efficiency, reducing labor requirements and increasing order processing speed. Cohen emphasized the hybrid model proposed by Cart.com, which allowed J. Peterman to maintain their warehouse while implementing Cart.com's systems and processes. This resulted in increased efficiency and reduced costs, allowing J. Peterman to focus more on enhancing their service levels and customer relationships. Arne ended the conversation by reflecting on the industry's challenges, the continuous need for adaptation and innovation, and his optimistic outlook on leveraging technology to enhance operational efficiency and customer satisfaction.

The conversation delves into the practical implications of Vision's technology for retailers. Benoit explains that the AI system provides insights about sensitive areas, days, and times prone to shoplifting, helping retailers tailor their security measures and operational strategies. He shares examples of how their technology has already helped retailers reduce shrinkage by identifying internal theft as well as client theft. The discussion touches on the competitive landscape in AI for retail and the potential of generative AI to revolutionize data-driven decision-making by providing detailed insights into customer interactions with products in physical stores. Overall, the conversation highlights Vision's innovative approach to tackling retail theft and the transformative potential of AI in the retail industry.

Andy emphasizes the importance of brands being involved in the resale of their products, especially those known for high-quality craftsmanship. Brands like Patagonia and Lululemon have successfully integrated resale into their strategies, reaping benefits in terms of customer loyalty, brand equity, and sustainability. Andy also discusses Trove's role in providing technology and tools for brands to manage their resale programs effectively. They talk about the challenges of grading and authenticating items, and how Trove's technology supports this process.

Andy acknowledges the increasing competition in the resale space, highlighting the positive impact it has on the industry's growth and innovation. He mentions Trove's position as a forerunner in the industry, having gained a significant head start and considerable scale. Andy also addresses the shift in consumer behavior towards valuing pre-owned items, driven by the demand for sustainable and unique products. He talks about the evolution of branding through storytelling and customer experience in the resale market, providing brands with more opportunities to shape their narratives.

Overall, the conversation explores the rapid growth and potential of the resale market, as well as Trove's role in supporting brands' efforts to navigate this evolving landscape and maintain control over their brand equity.

Paul highlights the need for comprehensive change in the industry, urging businesses to integrate sustainability into their entire organization, from supply chain decisions to work policies. He cites financial institutions like EY and NatWest as examples of training their employees in sustainability, a practice absent in fashion. He stresses the importance of training and retraining people within the industry, signaling hope for change through new expertise. Paul's view on the future sees a transition toward more sustainable practices in the coming years, with businesses adopting transparent metrics and embracing circularity.

The conversation then shifts to Paul's role as the founder of Circuit On, a consulting firm guiding billion-dollar companies in achieving circularity. He addresses opposition from industry associations like the British Retail Consortium to measures like extended producer responsibility. Paul also shares insights about emerging initiatives in fashion, like software to track garment lifecycles. The discussion ends on the importance of reshaping fashion education to incorporate sustainability from the start, both in universities and businesses. The interview concludes with gratitude for sharing these insights and fostering awareness on sustainable practices.

The conversation delves into the complexity of sustainability challenges in retail, such as packaging, resource usage, oversupply, and materiality, among others. Scott emphasizes the need for collaboration and systemic thinking within retail organizations to integrate sustainability into their core operations. Instead of having separate sustainability departments, Scott advocates for embedding sustainability thinking in all aspects of the business, turning employees into sustainability contributors. He emphasizes that continual improvement and incorporating sustainability considerations are crucial for the future of retail.

The article discusses the importance of regulatory and legal language in e-commerce and the need for brand language checkers to ensure that the language used is compliant with regulations and does not violate any platform policies. The article emphasizes the importance of building trust with customers through honest and transparent communication, and the need for brands to focus on delivering products that meet the needs of their customers rather than relying on loyalty programs or shortcuts. Hennessy notes that while some brands may not be ready to embrace this approach, it is becoming increasingly important for building lasting relationships with customers. He also discusses the importance of product storytelling and imagery in reducing customer confusion when shopping online. With the removal of many other frictions in e-commerce, companies are realizing the need to communicate correctly to build trust with their clients and create a long-term relationship that prevents returns. Brands are using AI to generate multiple versions of product descriptions to find the most effective wording, but the quality of the output tends to decline after three generations.

Learn how the platform was developed to provide deep product stories using language that creates authority and trust. The tool is getting traction in the food and beverage industry, where changing content seasonally can increase sales, but using humans is too costly and time-consuming. AI can be used to change content quickly and rank higher in Amazon and Google search engines, ultimately driving traffic and sales. Companies can also use machine learning to adapt web content based on who is coming to their website.

www.talkoot.com

Deloitte's approach to understanding the future of the consumer industry involved engaging individuals and having over a thousand conversations to identify the market shifts that will have consequences on businesses in the next five to ten years. Instead of taking a crystal ball approach, they focused on the next five to ten years and identified three primary business dimensions impacted by six forces with nine implications. Deloitte recognizes that human centricity is critically important, and that a lot of what's important to humans goes beyond the products and services provided. The impact that companies make on the environment and society is also important to consumers, who are looking to place their dollars where they can have an impact on change.

The framework for thinking about the future across three business dimensions: markets, models, and mechanics has been developed. The six forces impacting markets, models, and mechanics are shifting and broadening consumer bases, diversifying life journeys, exponential technology and AI, everything-as-a-service climate change, and geopolitical turmoil. Models and mechanics serve the market by delivering the unique customer experience or the unique product. The three Msms have emerged as an easy way to engage client executives and identify opportunities. The implications of the three business dimensions, buried throughout the three dimensions, affect organizations. Mass-to-micro is an example of how the three Msms are related.

The report emphasizes the importance of organizations outsourcing parts of their business to increase efficiency and meet demand. It also highlights the need for long-term strategic plans as current business models may not work in the future. The six forces in the marketplace are rapidly changing and converging, creating new risks and opportunities for organizations. Digital goods and services are growing exponentially, and organizations must be mindful of these changes to take advantage of growth opportunities. The report suggests that organizations need to focus on the markets, models, and mechanics of their business to respond effectively to the changes in the marketplace.

https://www.youtube.com/watch?v=DJt2wp2C09Y&t=1s

With the first ever Cannes Lions Creative B2B Lions, supported by the B2B Institute, a LinkedIn Think Tank and strategic thought partner to Cannes Lions - B2B work is getting it's share of the spotlight and a seat at the table. 

The mission? To change the tide of B2B marketing and nudge it closer to B2C marketing - not to duplicate it - but to be more creative, have more of a long-tail, to build a brand garnering loyalty and lean less toward strictly lead-gen and conversation. Ultimately, the goal is to move hearts and minds - to tap into emotion.

My conversation with Paul Cash about his book (Humanizing B2B - read it!)  and his work at his agency Rooster Punk highlights his mission to evolve B2B marketing. Paul is evangelistic in his message and delivery. I dare you to not be inspired.

My article for Forbes entitled: Is it Time For A Breakout for B2B Marketing documents the "Call To the Creatives" to try the B2B side at Cannes Lions. 

Diego works with the likes of Salesforce - listen in to hear why a huge company like Salesforce (and Deloitte and Accenture) is NOT sitting on the sidelines and waiting for this evolution to play out. The risk of missing out is too great.

Web 3.0 is a R/Evolution and understanding it is both complex and simple. Our minds are so wired (and mired) in commerce - it has been a struggle to see past that. This conversation, including case studies inthe CPG space, walks us through that. Also the threat to creativity (vs. Growth) comes up. This is a wide-reaching hot topic conversation in the B2B marketing space.  Stay tuned here for my interview with Paul Cash - Author of Humanizing B2B and CEO of Rooster Punk the 2021 Agency of the Year B2B.

Video of Interview Here

Diego Borgo Here

Deloitte / Cannes Lions Report Here

B2B Marketing Article Here

And in a time when cookies is expected to go away - this could be a silver bullet it drive sales.

According to Sumner:

Ironically the only place NOT to get the digital content, you need to make a product decision. is in store where 85% of purchase decisions are made you realize so much on the messaging outside of the store, you're still limited with what message you have at the shelf. And yet that's where the decisions made.

And so we're opening up portals to interactivity, to education, to brand connect. Where it matters most at the most targeted audience at the furthest down to the funnel at the point of final product consideration. And I think that when we get to the point where we can look at the value of that media, you're gonna find that it's 10 times more valuable than Facebook or Google or any of those, because it's a targeted shopper they're in front of your product.

They're 20 feet from the point of sale. And now you have a full arsenal to tell that message at a pace that's not pushed on the shopper in a way that's uncomfortable, but is a way that actually enhances the shopper experience.

Listen to hear answers to my questions:

- Is this just a reinvention of RFID?

- Are Retail Media Networks viable for IN-Store

- Can't we just use our phones or QR codes in-store?

The answers will be very enlightening.

I covered Retail Media Networks in my article here. It's great to discuss with Sumner who has his finger on the pulse.

https://rethink.industries/article/cannes-lions-the-convergence-of-community-creativity-and-commerce/

www.perchinteractive.com

How do you do this amidst needing creativity and innovation? Well, you ASK. Yup - work with a company that provides consumer feedback.

First Insight works with 25% of the total retail industry providing the Voice of the Customer.

Highlights from the show are:

Retail is simple, right? ha! There are so many pitfalls. First Insight provides retailers and brand the information for them to determine what to buy or manufacture. What is likely the best selling what is the right retail price and who it should be targeted at. See, retail made easy!

Learn more at www.firstinsight.com

watch a video of the interview here: https://www.youtube.com/watch?v=xnX1f_XnEWk

Learn about Findmine with CEO Michelle Bacharach and what will help with your personalization software.

 Findmine starts with: What does the brand believe? What is that differentiation? 

What fine mine does is serve as a a Content Amplification Engine - amplifying the amount of editorial and inspirational content and scale out their editorial vision.

Findmine acts as the connective tissue between merchandising and marketing to delivery real-time content to drive sales for the ENTIRE assortment - not just top sellers but the ENTIRE assortment.

Download their WHITE PAPER Titled: Future Consumer 2024

After years of rapid industry, technological and social acceleration, 2024 ushers in an era of realignment. WGSN presents the new key consumer sentiments and profiles, and what must be done to win minds and market share.

Future Consumer 2024 is part of a series of unparalleled business strategy reports that empower you with the knowledge to anticipate and deliver the engagement strategies and products for tomorrow’s consumer.

We also get into Immersive Commerce - what is I-Commerce, it's search and discovery just much, much better.

Tune In. Learn With Me.

Vadim Rogovskiy, CEO and Co-founder tells us that the technology "Can measure human body super, precisely, super quickly with just two images and believe and believe it or not. it's even more accurate than what you can expect from professional tailors."

https://www.livello.com/technologies?lang=en

The OtailO Solution

OtailO enables a click-to-brick returns management solution with smart and optimal returns routing for retail brands. Your shoppers can buy anywhere and return anywhere. OtailO technology transforms your brand’s existing brick-and-mortar network into return and resell centers. These stores process, inspect and resell returns locally. Our mission is that everyone wins with OtailO

Voice-command driven search with 100% accuracy and accretive knowledge during search to drive more and more accuracy providing oral, written and graphic results simultaneously for a more immersive experience.

Use an Ambasador to fully immerse your clients. How? Vocinity is how. Improve Search and Discovery with a Vocinity Brand Ambassador to fully immerse the client in oral, written and graphic search. Your customers can use voice and text to receive photos, links, descriptions, and more for a multi-media result. Why make it difficult, frustrating and time consuming.

Search hasn’t changed, Til Now.

Type into a little box and then it’s click and type and click and type , hunt and peck. So boring and so people bounce. Wouldn’t you?

Why do business subject their current and future customers to this? We will never know.

Enter Vocinity. The Fully Immersive Search and Discover Tech. Here’s How.

Voice-command driven search with 100% accuracy and accretive knowledge during search to drive more and more accuracy providing oral, written and graphic results simultaneously for a more immersive experience.

Let’s back up. Who am I. I am Christine Russo, Industry Analyst in Retail Tech encompassing the digital and physical retail, the consumer industry, brands, real estate , urban development, logistics and more. If goods and services move, sell, are made, sold or housed – I talk about it.  Well, not just talk about it. I specialize in the explanation of complicated topics and make them understandable to executives, C-suites, Boardrooms, Academics, Developers, Marketers and more. How do I do this? I host roundtables, invite-only Executive interviews, moderate panels for the NRF, shoptalk and more, provide commentary in the retail media and serve on Advisory Boards.

I once had a tech founder say to me their solution is not digestable to a bumper sticker phrase – ok, fair. But it also doesn not have to be a droning diatribe of long-winded jargon-filled explanations only for people to lose the interest and zone out. That’s where I come in and ps I am good at it.

So I decided to venture into Metaverse Inner Circle. How hard could that be? Well, it was brutal but I survived and learned and Im here to share. I definitely took one for the team because I was not afraid to ask rudimentary questions. The same exact questions Executives would want to know. There was a bit of of disdain and it felt like, the in-the-know inner circle scoffed at my questions. This did not stop me. Let’s get into it.

So What Happened?

Justin Hochberg, CEO & Founder, Virtual Brand Group David Lucatch, CEO President and Chair, Liquid Avatar Technologies Sam Englebardt, General Partner, Galaxy Interactive Marc Loeb Global Sales, ByondXR  

Roundtable discussion on Metaverse, Brands, Commerce, and The Creator Economy.

What Just Happened covers breakthrough technology solutions for all forms of commerce from airlines to bowling alleys and especially including direct to consumer ecommerce, brick and mortar and more.

Greenlist returns SKIP the trip back to the store / warehouse / landfill & are shipped DIRECTLY to a waiting customer.

Retailers increase revenue

Shoppers get new-with-tags (“NWT”) items at a discount

We all reduce the negative environmental impact of returns