Adrian Weidmann

Managing Director, StoreStream Metrics, LLC

Adrian bridges the ‘business objective’ communication gap between the Chief Marketing Officer and Retail IT. Spanning more than 28 years of introducing emerging digital media technologies and business solutions designed for video, audio and graphics production and strategy, Adrian now assists brands (and retailers) designing and implementing intelligent, integrated omni-channel (mobile, online, on-air, in-store and print) marketing communication and merchandising solutions driven by digital media. Adrian brings direct real-world experience along with a unique balance of innovative creative and technical insight and vision.

Adrian has spent the past 13 years pioneering all aspects of the emerging digital signage sector. He co-authored and published (Relevant Press) the first book for the evolving in-store digital media industry, Lighting Up The Aisle, Principles & Practices For In-Store Digital Media. An early encounter with a retail executive provided clarity – “It’s about selling stuff.” Understanding why, where, how and through whom money flows between brands and retailers to ‘sell stuff’ establish Adrian’s philosophical foundation. He has merged his unique perspective and insight to the art and science of digital media with analytical business fundamentals to assist brands, retailers and their agencies alike to realize the full potential of integrated multi-channel and interactive digital media solutions to enable integrated marketing conversion with measurable results.

Adrian has authored four patent-pending disclosures for digital media network concept and process inventions. Using his proprietary patent-pending software, EVAlidate™, to model the business viability of digital media networks with various monetization strategies, Adrian has brought real world experience and business acumen in designing and developing digital media based network solutions. His brand and digital media network experience includes Lowe’s, The World Bank Group and International Monetary Fund, Best Buy, ERN, Cisco, Hewlett-Packard, Dentsu (Japan), Cereja (Brazil), Supervalu, PRN/Wal-mart, Federated Department Stores, Nike, and UnitedHealth Group.

As a Digital Shopper Experience professional, I possess a clear understanding of the transformational (and disruptive) change occurring in retail where digitally empowered shoppers are taking control of how they engage with brands- and design solutions that help brands manage their journey. Having an intimate understanding of the internal and external Retail ecosystem, I am able to successfully design and convey broader digital shopper marketing concepts, strategies and their benefits to all stakeholders. Proven track record of creating digital media strategies and activating technology solutions that bridge home, life and in-store—exceeding corporate and shopper expectations.
  • Posted on: 02/27/2020

    How can retailers bring the best of digital commerce to physical stores?

    Test, measure, analyze (with AI) optimize, deploy or reject, repeat -- just guessing will get you nowhere! I'm currently working on a project where "mystery shopper" survey results and transactional sales data are being analyzed using AI to predictively determine which locations will perform above average and which locations need attention. AI is being used as an additional tool not to create more "actionable data" (a meaningless buzz phrase in my opinion) but to provide quantitative evidence as to what specific actions need to be taken to improve not only commercial performance but the overall customer experience. Not surprisingly both are inextricably and proportionately linked to success.
  • Posted on: 02/13/2020

    Grocers are given failing marks on food recall transparency

    This is another example of numerous systems operating in silos instead of creating cross-channel communications. For me it's the same challenge, (and frustration), when you have to give your details to a robo-operator and then have to repeat all the information again - IF you're fortunate enough to actually talk to a human being. With all the data gathering that is going on everywhere -- loyalty programs, delivery services, credit card and PoS data -- it seems as though it shouldn't be a stretch to contact someone for a food recall. I'll bet those retailers are really good, or at least focused, at promoting and communicating which wine or coupon would go best with that chicken that just got recalled.
  • Posted on: 02/13/2020

    Holy badgers! Target did what with a University of Minnesota onesie?

    I'm a Wisconsin Badger living in Minneapolis, the home of the Golden Gophers. Yes mistakes do happen but, when it did in this case, Target could have leveraged the mistake to their PR advantage. The rivalry between Minnesota and Wisconsin is part of the local color and culture. Many households here in Minneapolis are mixed - Vikings and The Green Bay Packers. When I saw this I had a chuckle. Target could have taken advantage of it as opposed to the dry legalistic disclaimer - boring! This didn't even have time to make local news! -- A "GOLDEN" opportunity lost.
  • Posted on: 02/10/2020

    H-E-B gives $100 bills to all its employees for top grocer ranking

    It's a nice way to recognize their employees as valued and instrumental in being recognized as top U.S. grocer. I'm sure it caused quite a stir and gave the employees a good reason to talk to each other in support of their employer.
  • Posted on: 02/10/2020

    Why isn’t voice commerce taking off?

    Trust, Accuracy, and privacy seem to be the top three reasons. The frustration everyone has had with robo-operators all claiming "we value our customers" would be a contributing factor as to why shoppers don't trust smart speakers. They're certainly being used for mundane tasks like music requests and the weather but the systems haven't yet gained our trust when it comes to spending our money.
  • Posted on: 02/03/2020

    Is Amazon’s speed killing the competition?

    What is the old adage - "speed kills?" While one-day and same-day delivery certainly can be a competitive edge for some customers, I believe that free returns remains a far more important competitive distinction for online shoppers. While we certainly live in a nanosecond world where we expect instant gratification - knowing you can return items (particularly shoes and apparel) for free dictates where and with whom online shoppers shop.
  • Posted on: 02/03/2020

    IKEA makes a data promise to its customers

    There is an important distinction highlighted here. IKEA has, and can, run their business and be financially successful without accessing their customer's data. Amazon, (along with Target, Walmart, and others) sell media valuation access to their customer's data. IKEA is wise to leverage this advantage and differentiation for its customers. Those using their customer's data as a source of additional revenue would have a difficult time justifying this level of transparency. With all the possibilities and innovative communication that new technologies can enable, I'm continually disappointed and frustrated that brands and retailers alike use their platforms to still chase eyeballs and media dollars instead of focusing on how, why, what, and where they can bring value to their customers.
  • Posted on: 01/20/2020

    Is Bose doing the smart thing in closing its stores?

    At this point in their evolution, Bose stores seem to be more about corporate ego and brand promotion - neither of which Bose really needs at this point. Closing these locations seems like a prudent business decision that won't materially affect their brand and business. The energy and resources should be focused on "store-within-a-store" formats.
  • Posted on: 01/20/2020

    What does it take to create a risk-taking, innovating retail culture?

    Innovation is difficult. Everyone likes to use the word and most people pride themselves on claiming they, and their organizations, are innovative. Most aren't. Innovation takes commitment, risk, and the fortitude to fail. Most retailers just want to survive the next quarter. The folks that need to be innovating tend to work in cultures where taking risk is not rewarded. Innovating needs to be an iterative process (not simply black and white) driven by learning and reacting. Innovation will be disruptive and messy. Having the fortitude to work through the disruption takes a board of directors who reward this process. The caveat is that they need committed champions that will fight through the challenges. Anything less will lead to failure. Innovating concepts need to be supported by a detailed plan that clearly defines how the concept will be measured. Measuring for iterative success is a critical component that is often forgotten.
  • Posted on: 12/06/2019

    To localize stores or not, that is the question for retailers

    Retailers need to incorporate some degree of localization in order to adapt and serve the community that their unique locations serve. It isn't about being a homogenous brand or adapting to a local market -- it's about being a hybrid of both. While this approach creates more challenges for the supply chain, it also creates a sense of belonging. That store -- your brand -- becomes a more credible, proactive member of the community and not simply a convenient "visitor." Shoppers will support an active member of the community. Without the personal connection, they will shop online.
  • Posted on: 11/21/2019

    Kroger brings the farm closer to the table

    I love this idea and hope it can be implemented successfully. Urban agriculture/farming has an exciting future. There are certainly many supply chain challenges but bringing fresh vegetables directly to urban consumers would be a big win. Shopping visits could increase as shoppers anticipate when certain vegetables are at their peak. Addressing sourcing, transparency concerns and managing waste would benefit shoppers and the environment. This will also germinate new marketing, merchandising, and pricing strategies. A huge plus would be to hire/commission independent farmers to manage this process.
  • Posted on: 11/19/2019

    Chick-fil-A Foundation changes charitable giving and controversy follows

    Amen to that!
  • Posted on: 11/07/2019

    Why do digital transformations often fail?

    Transformation is defined as a change - change is inevitably disruptive and as such requires people and processes to be willing and committed to the challenges introduced by disruption. People don't like change -- whether shoppers or employees, we are more comfortable with the status quo. Digital transformation, when done correctly, is disruptive across many disciplines. Most transformations fail because they cannot, or will not, overcome the status quo. The catalyst for change simply isn't strong enough. I've worked with retailers that will decide to kill a successful in-store merchandising campaign because it required "too much" change to the stores' Standard Operating Procedures!
  • Posted on: 10/31/2019

    McDonald’s drive-thru AI knows what you want before you order

    IBM and Target were cross-referencing car license plates back in the early 2000s. This is just business as usual. How many times do people stare and scan a McDonald's menu and order the exact same thing they did at least 20 times before! To suggest this is using AI is a stretch at best. It's simply using available information to shorten speed-of-service - an important metric for McDonald's. It should be noted that the latest 2019 QSR Drive-Thru Survey Chick-Fil-A was the clear winner for accuracy, service, and taste. Yet they had the longest wait time suggesting that the speed-of-service metric, once a key QSR KPI, may not be as important to customers as it once was. I believe it's an important metric but one that has to be taken in context. It could be argued that, given the four measured metrics, McDonald's better provide the quickest service.
  • Posted on: 10/15/2019

    Why are grocers still missing the mark with small food brands?

    Retailers like to talk about how innovative they are or brag about their commitment to their shopper, etc. The cold fact is that they continue to take the path of least resistance -- follow the (easy) money. Who needs to be innovative or use creative marketing and merchandising when you can extract all your profits from your vendors before you even put anything on the shelf!? Younger shoppers want and expect more transparency, sustainability, and honesty from their brands and retailers. They will vote with what, where, through whom, and how they make their purchases. Those that don't listen and react will be marginalized and join others in the retail history books.

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