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: 07/08/2022

    Can up-tempo music move shoppers to buy more green goods?

    Music and audio messaging has been proven to influence shopper behavior. Brands should take this science and art much more seriously than they currently do. Brands are missing a great opportunity to optimize their brand identity and customer experience. I'm perplexed by the University of Bath research as I've proposed an audio measurement and content project with a sport shoe retailer. Audio and music have incredibly powerful emotional affinity with shoppers. Delivering an optimized brand audio content strategy and experience is inexpensive and powerful.
  • Posted on: 08/30/2021

    Can IKEA’s store layout still amaze without a maze?

    Staying stagnant in these turbulent times is a death knell. IKEA is evolving and testing experiences that further engage their customers. Any time you can keep shoppers in the store longer, more items will find their way into baskets. New experiential methods can offset the trend towards smaller stores.
  • Posted on: 08/10/2021

    Will voice shopping ever take off without screens?

    While voice and speech recognition technologies continue to become more sophisticated and accurate, their use for shopping is limited by trust and verification. As consumers, we still require the visual and text verification and confirmation presented by a visual display. Our trust is still bound to the keyboard, its tactile feedback and the confirmation and affirmation we get from visual cues and information. The first wave of more mainstream use will most likely be purchasing common household items like paper towels, toilet paper, and grocery staples where mistakes and "misunderstandings" will be accepted and expected. While Minority Report was the film reference for digital signage, Star Trek and Scotty are Hollywood's reference points for voice command. We'll see what the "star date" will be when voice shopping is the consumer mainstream.
  • Posted on: 07/28/2021

    Has RFID at retail finally passed the long-awaited tipping point?

    Too many folks have focused on the RFID chip. The challenge has not been the individual chip but rather the readers (i.e. the antenna). The weak link is that the implementations still require a human being to scan the items. This takes time and introduces errors limiting the true potential of this technology. The true and full potential of RFID is gaining 100% near real-time visibility of inventory from factory to shelf. Lululemon, Target (apparel), and Walmart are using RFID with great success. New wireless connectivity technologies like LoRa will push this technology beyond the tipping point.
  • Posted on: 06/11/2021

    What distinguished e-commerce winners and losers during the pandemic?

    While the question being posed is asking about e-commerce during the pandemic, I would argue that the real winners are the front-line, in-store employees who went to work, opened the retailer's doors and made it possible for the rest of us to live. Thank you! The value of these front-line brand ambassadors was on full display. I for one learned that in-store technology should simultaneously support and assist both the shopper and the store associates - not replace, but enhance and empower the human connection.
  • Posted on: 05/14/2021

    Hubert Joly says ‘human connection’ laid the foundation of Best Buy’s turnaround

    Connecting the brand and the shopper through an emotional bond has always been a foundational goal for any sales and marketing organization. Over the years the members of the RetailWire BrainTrust have highlighted and encouraged the need and value of human interaction between the shopper and the brand. Developing, nurturing, and maintaining brand ambassadors has never been more paramount and sought after in today's shopping journey. The recent pandemic accelerated the fundamental changes in shopper expectations, the shopping journey, and the physical store. The word Zoom is now in everyone's lexicon. Technology has made it possible to connect directly with a brand ambassador, regardless of where the shopper is in her journey. This immediate, on demand connection to human interaction between shopper and a knowledgable brand ambassador integrated with a seamless path to purchase is the new frontier.
  • Posted on: 04/13/2021

    Does GameStop’s next CEO need brick & mortar retail experience?

    GameStop needs to understand who their customers actually are, what THEY want and how they spend their gaming dollars. Once that is clearly understood, then and only then should they determine what role their physical stores need to play in order to relevantly connect with their specific audience. Using "design thinking" principles will go a long way to achieving success.
  • Posted on: 04/12/2021

    Will faster deliveries prove to be a valuable loyalty perk for Gap?

    This seems like a version of arranging the deck chairs on the sinking Titanic. Do these companies not talk to their customers, or read RetailWire? I'm envisioning a board meeting where this strategy was put forth and everyone just nodded their heads in agreement. Where is the reality? The innovation? Who, if anyone, is asking the difficult questions or pointing out the pink elephant in the room (who happens to be wearing khakis)?
  • Posted on: 04/12/2021

    Why are McDonald’s restaurants leaving Walmart stores?

    Two factors for McDonald's departure come to mind. I suspect Walmart charges McDonald's plenty for the real estate. So much that it's simply not worth the price and the headache. The corollary is that over the past year shopper traffic has been way down, so it's simple math to calculate that rent, revenue share, reduced traffic, and logistics all adds up into movin' out! The second factor I suspect is that Walmart wants to control their space and with the expansion and rise of e-commerce and BOPIS/BORIS, I suspect that prime real estate at the front of the store could be used to address these lucrative initiatives. Why not put a UPS "Access Point" where the McDonald's used to be? Makes perfect sense.
  • Posted on: 03/15/2021

    How much HQ space will disappear as hybrid work becomes a retailing thing?

    The accelerated use of technology that ties the entire shopping journey into a single seamless experience will no longer be a process we all pontificate on but rather a necessity to remain relevant and in business. From ZMOT (Google) to purchase and beyond - retail can no longer be segmented into online, mobile, in-store, BOPIS, BORIS, delivery, etc. - it is all simply retailing and creating applications and solutions can no longer be done in silos. The entire journey must be addressed - regardless of why or which path to purchase the shopper chooses.
  • Posted on: 03/15/2021

    The next evolution of the supply chain will be all about visibility

    Many of the issues and challenges (I would guess at least half) that have been put forth on RetailWire over the years regarding the retail shopping journey could trace their root cause back to supply chain. A single view of truth to what, where, why, when, and who in a product's lifecycle in the supply chain has eluded retailers and manufacturers alike for years. The pandemic has brought this reality into full light. It is imperative that there is real-time visibility of what, when, and where products are in their journey - from manufacturer to consumer. This information drives everything else - including why and how products are sold. Ask Lululemon, Nike, and Walmart. Walmart reduced apparel out-of-stocks by more than 16 percent by knowing where the stuff was at any given time in its merchandising journey.
  • Posted on: 03/12/2021

    The importance of strategic and tactical balance in uncertain times

    While many of us have forecast the seamless merger of the shopping journey along with the shopper's control of that journey for years, the pandemic has compressed the timeline of the acceptance and need for that seamless process from years into months. "Retail everywhere" is every digitally-empowered shopper's expectation. The understanding and willingness to accept that reality and the ability to address it requires both strategic design thinking AND the agility and capability to adapt and activate tactics today. It's not a question of balance between the two - it's the ability and agility to do both simultaneously.
  • Posted on: 03/10/2021

    Target begs your indulgence with its new store brand

    While Target will have success with its private label brand, Favorite Day, I can't help but think of all the vendor brands that funded Target's own brand development. I guess that's the price one pays when Target moves palettes of your product. It's great while it lasts. Target, Walmart, and others track what products are selling. The successful ones become targets (pun intended) for private labeling. Another great conversation between the merchants and the brand managers!
  • Posted on: 02/19/2021

    Will 7-Eleven’s beer and wine on tap be a c-store game changer?

    7-Eleven, alcohol, young cashiers, Friday nights - what could possibly go wrong? Good luck with that! I hope you've expanded your legal department.
  • Posted on: 02/17/2021

    Amazon acquires Shopify rival

    As third-party sellers become a larger part of Amazon's revenue, I suspect Amazon will provide "incentives" for those sellers to use Amazon's platform - Selz. Free shipping, returns, reduced commissions, even stocking could all be part of Amazon's strategy. Another incentive could be free website insight integration and/or hosting. They are all certainly within Amazon's capabilities and horsepower.

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