PROFILE

Dave Wendland

Vice President, Strategic RelationsHamacher Resource Group

Bringing more than 25 years marketing and business development experience to the organization, Dave is responsible for strategic, partner development, and trade relations activities for the organization. In addition he works closely with the company’s marketing, business development, and national account teams to strengthen client relationships and enhance product value. Dave is also the primary architect and leader of the company’s Collaborative Strategy Sessions conducted on behalf of clients looking to extend their market reach, discover new opportunities, or plan future products.

Recognized for his retail expertise, Dave’s insights and forward-thinking make him a sought-after speaker and author. Delivering more than 20 presentations each year and authoring more than 50 articles and blogs, his passion for helping organizations realize their potential is evident.

Dave joined Hamacher in 1992 after having operated a California-based marketing firm. Dave graduated from the University of Wisconsin – Whitewater with a Communications and Marketing degree.

Other Links from Dave Wendland:

Behind the Shelf (blog)

Dave Wendland is a 25+ year veteran of the consumer packaged goods industry and is passionate about optimizing the consumer experience across the retail supply chain. He is a member of HRG's senior management team and owners group. Dave is also a sought-after speaker for industry conferences and corporate events.
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  • Posted on: 02/24/2020

    Should grocers just say ‘no’ to big CPG brands when it comes to shelf decisions?

    Totally agree, Herb. I believe the faulty model that perpetuated itself at retail for decades has created today's problems at shelf. And as Albert Einstein so boldly said, "We can't solve problems by using the same kind of thinking we used when we created them." It's high time that retailers and CPG brands (big and small) scrap the age-old approaches and move forward with new thinking that's right for today's market.
  • Posted on: 02/24/2020

    IKEA tests the value of time as a sales incentive

    I'm fascinated by the concept ... this is a wonderful "out of the box" way of acknowledging and showing appreciation to shoppers in an entirely new way. I do like Suresh Chagnati's suggestion of converting the time into store credits (wouldn't be surprised if this isn't already on the drawing board). Another way that IKEA could help place a value on time is to also offer credit against the approximate 30-40 minutes required to assemble many of their items. With all that said, I applaud their early introduction of something entirely different, their willingness to step out ahead of the crowd, and the thought process that has recognized time as valuable. Can't wait to see the iteration around this innovative concept.
  • Posted on: 02/21/2020

    What does it take to make collaboration work within organizations?

    Good additions, Shep.
  • Posted on: 02/21/2020

    What does it take to make collaboration work within organizations?

    You're absolutely right, Dave Bruno. My mentor (and my late father) set an incredible example of inclusion throughout his career. No idea, opinion, or input was ever abandoned at the doorstep and he had an incredible knack for inviting various viewpoints, respecting each and everyone, and treating ALL input as valued.
  • Posted on: 02/14/2020

    Is it time for retailers to move beyond fulfillment and on to experience?

    Although the term "omnichannel" is fine, I am frustrated by the belief that this is some linear channel that is separate and unique from others. Any time a consumer interacts with a brand (mobile, tablet, in-store, online, social media, delivery, fulfillment, etc.) it is COMMERCE and it is all part of the shopper experience. I agree with Jeff Weidauer that focus should not be spent creating some new terminology, rather retailers must focus on execution and consumer delight at EVERY turn!
  • Posted on: 02/14/2020

    Grocers are given failing marks on food recall transparency

    As we discussed a year ago on RetailWire, transparency across all industries (this previous discussion focused on pharmaceuticals), the supply chain must be focused on the consumer. And each stakeholder across the ecosystem must be willing to do whatever it takes to ensure consistent delivery of safe food, medicines, and products in general. There is opportunity for improvement at every turn ... but, again, the consumer MUST be at the center.
  • Posted on: 02/12/2020

    Will Pop Up Grocer bring discovery to grocery retailing?

    I tend to be on the opposite side of the equation from Mark Ryski or Jeff Weidauer on this topic. I believe that the thrill of discovery and the excitement of a pop-up can make it a formidable entrant in an already-crowded grocery space. Why? Because walking through the tiring and laborious aisles of a traditional grocer is simply not fun. Nor does the current channel delight shoppers with fresh and newly-inspired brands. Pop-ups can create conversation, drive new sales, and be an awesome launch pad to broader product roll outs. Pop-ups done right can also create ubiquitous brand recognition for an existing grocer who wants to develop new shoppers in underdeveloped areas.
  • Posted on: 02/07/2020

    What does it take to earn the trust of consumers?

    Excellent suggestions, Michael. I love the idea of transparency and authenticity -- two key ingredients that too many overlook.
  • Posted on: 02/07/2020

    What does it take to earn the trust of consumers?

    Trust is serious business and demands careful attention. In my most recent Forbes article I suggested five factors that contribute to a trusting relationship ... and they happen to be an acronym: TRUTHFUL, RESPONSIBLE, UNIFYING, STEADFAST, and THANKFUL. Putting these to work purposefully and intentionally with consumers can build enduring confidence.
  • Posted on: 01/23/2020

    Cross-brand collaborations open up store shelf space for CPG brands

    I'm a HUGE fan of what I have coined "newfangled collaborations." Whether between CPG brands or unlikely brick-and-mortar bedfellows, creating unique unions across seemingly disparate brands can be a BIG thing. It not only brings excitement to a category (or retailer), but it also crosses audiences to build awareness for both brands and attract new consumers. The pros are many, including: enthusiasm; newness; buzz; category expansion; portfolio diversification; and consumer engagement, to name a few. There are, however, cons: loss of brand identity; alienation of shoppers; confusion; the "who's in the driver's seat syndrome," and difficulty creating a unifying message.
  • Posted on: 01/20/2020

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

    Interesting discussion, Tom. Throughout my career I have helped organizations identify where across the continuum they wish to try new things. On the one end of the spectrum is "safe" and relatively uninspiring (I don't suggest organizations innovate with this as their goal. Safe often suggests iterative step changes embodying little imagination). On the other end of the continuum is "reckless" (again, I don't advise this either. Recklessness can destroy an organization and its culture.). The step below reckless is "bold." This is the space I feel retailers need to embrace. With that boldness comes differentiation, innovation, inspiration, and new results. Funding for such projects must begin at the top. I also would encourage a cross-functional team to take the lead -- all with a vested interest in its success. It's important to understand that misfires will outnumber successes -- but that is the road to breakthrough innovation.
  • Posted on: 01/15/2020

    NRF puts on another ‘big show’ for a hopeful industry

    Thanks for sharing your insights, George. Glad to hear the overall tempo of the event was upbeat and that retailers - and suppliers/partners were not living in fear. Somewhat surprising that adjectives like "disruptive" were not voiced because for those retailers trying to operate with establishment (traditional) rules, the game is changing before our eyes. Let's hope the optimism expressed at NRF translates to renewed energy and innovation across the retail sector.
  • Posted on: 01/03/2020

    Can a grocer build a business on the keto diet trend?

    Having attempted (not always successfully) to follow a keto diet, I certainly understand the unmet need and desire to cater to this eating lifestyle. However, as stated by others in this forum, building a business around one particular diet is dangerous at best. Now, if a grocer (or other retailer) wants to address the needs of shoppers searching for low-carb options, use in-store messaging and wayfinding techniques. The details on a typical label are far too small and bringing the low-carb content to light is a missed opportunity. Speaking of missed opportunities and as a frequent traveler, airports are absolutely horrid at helping anyone manage their eating restrictions. If I had a willing partner, I'd invent a solution to this conundrum tomorrow!
  • Posted on: 12/23/2019

    Is BOPIS over its growing pains?

    Many of the early hiccups have indeed been overcome and BOPIS has become a vital part of most brick-and-mortar operations. Customers have become accustomed to the process and are increasingly taking advantage of its convenience. I applaud efforts by many retailers to eliminate hurdles and improve the interaction. In my opinion, challenges remain. Ensuring that shoppers are adding additional items to their basket or visiting the physical aisles will require unique invitations and in-store theater. Retail employees who represent the operation will require exemplary customer service training and strong communication skills. And consistency across the entire experience/operation must become a key focus.
  • Posted on: 12/13/2019

    Is there any limit to how many stores Dollar General can open?

    Earlier this year, BrainTrust panelist Mark Ryski, Founder, HeadCount Corporation suggested that the U.S. has significantly more retail space per capita than any other industrialized country. So yes, we are over-stored in the USA. However, Dollar General has figured out a way not only to introduce formats that fit communities and cater to the specific needs of the area, but they have also evolved their product assortment based on emerging consumer trends. I personally believe there is room in the country for as many as 20-25,000 Dollar General locations. I applaud their expansion, their foresight, and their mission to offer convenience, quality brands and low prices.

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