Does a Disrupted Retail Sector Require New ‘Consumer Visionary’ Leadership in Merchandising?

In an recent article published by Forbes, contributor Jill Standish — senior managing director and global head of Accenture Retail’s industry group — made the case that retail disruption and uncertainty was the “new normal,” citing Accenture data which indicated more than half (54%) of consumers currently felt that way.

In light of this new and complex retail dynamic, Standish pointed toward the “rise of the consumer visionary merchant,” one who melds understanding of the human condition — as far as it pertains to buying behavior, more relevantly — with emerging AI tech to make “fast, informed calls.”

“However, it’s not just what people buy—it’s why. Curiosity about psychology and culture, paired with technology, turns insight into action that benefits customers and the business,” Standish wrote.

“Consider social commerce: platforms like TikTok Shop have erased the line between content and commerce. Feeds now feature live demos, shopping events, and creator recommendations,” she continued.

The ‘Consumer Visionary Merchant’ Role Demands Content Curation, Influencer Capabilities, and Brand Marketing Chops

Whereas historically it was possible for merchandisers or merchants more broadly to rely on comparatively static seasonal trends and cultivated supplier relationships — a paradigm upended, at least somewhat, by ongoing supply chain disruptions, a mercurial and moody modern consumer, and the impact of sociopolitical events on the retail business writ large — Standish suggested that the consumer visionary merchant had to wear two hats (or more) at once, serving as a content creator-slash-influencer as well as a tech-savvy AI operator.

First up, the content side. The emphasis was squarely placed on taking on “influencer” responsibilities — posting products on social media and exhibiting a deep degree of brand personality in doing so — in hopes of testing the waters on creative new ideas, pumping sales, and ultimately directing consumer behavior. Cohesiveness in messaging as well as by making sure all “emerging platforms and payment methods” were unified to produce a frictionless experience are key for Standish in terms of influence-driven performance at the end of the day.

AI, again the elephant in the room, was a necessary tool in the arsenal — utilized by this new era of merchants to “make teams more effective, while creating unique interactions that shape how people discover and buy products.” AI, and other tech stack options, are central in this model to empower team members at all levels to operate at top efficiency versus competitors.

“This is more than just deciding what products to carry; it’s about coordinating suppliers, technology platforms, and partners to create experiences that feel seamless and exciting. It’s also about using live data and insights to adapt instantly to trend, market, inventory, and consumer factors—dynamically adjusting curated assortments, layouts, and pricing to enhance local relevance and customer satisfaction,” Standish concluded.

The Four Pillars of the CVM Model, Explained in Brief

Standish proceeded to detail the four foundational pillars comprising the consumer visionary merchant role in ideal terms.

Decode the customer: A throughline running throughout the argument, the importance of making sure to unveil and demystify the customer’s motivations and emotions was made plain. The timely and relevant execution of actions based upon tracking of “emerging signals” coming from key demographics and consumer bases was also underscored, anchoring assortment, content, and service decisions around both the decoded data as well as the latest signals.

Automate to elevate: AI-based automation must be deployed to shoulder the humdrum daily “routine” work, freeing up time for merchants to strategize. “Connect digital and physical journeys, and build data capabilities for real-time decisions on content, pricing, inventory, and experience,” Standish stated.

Orchestrate connected offers: Differentiation was the name of the game, here, with curated and well-crafted value propositions being used as differentiators which connected with consumers though personalized engagement and appropriate appeals to emotion. Omnichannel brand consistency kept these pitches in key, and an appropriate product assortment serving “distinct missions and needs” could spur sales.

Delight at speed: An ongoing and unrelenting “test-and-learn rhythm” allows consumer visionary merchants to stay on top of the turbulent retail sector. Staying nimble, taking quick opportunity to leverage the latest trends and signals, leads to iteration which competitors may struggle to keep pace with. Above all — “create breakthrough moments that surprise, delight, and build loyalty,” Standish added.