DeAnn Campbell

Chief Strategy Officer, Hoobil8

DeAnn is a retail strategist and trend explorer with 20+ years in the biz and a zealous belief that healthy retail makes healthy communities. Currently head of strategy and insights at Harbor Retail, DeAnn works to help brands and retailers to build greater profitability by leveraging the interplay between e-Commerce and brick and mortar.

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My passion for retail began in architecture and shopping center construction, and ultimately to leading Strategy and Insights teams. This career evolution has given me a unique 360 degree perspective on retail from the vantage of both the customer and the seller. With 20+ years of experience working with major brands and retailers across Canada and the U.S., I build marketing, design and operational strategies to grow revenue, improve lifetime customer value and expand profit margins.
  • Posted on: 05/17/2022

    H-E-B is right at home with its new shop-in-shop concept

    The average consumer makes at least one trip a week to the grocery store, even if they use online delivery. Grocers, more than any other retailer, are imbedded in the lives of shoppers. That’s a big opportunity for grocers to give their shoppers an expanded ecosystem of products to make their house a home. Grocery stores are central to almost every community and therefore perfectly positioned to be a hub for consumers to test and try a broad range of goods and services.
  • Posted on: 05/12/2022

    Google rethinks employee reviews and promotions process

    GREAT comment!
  • Posted on: 05/12/2022

    Will Kohl’s make a better deal for itself after an activist investor loses board vote?

    This raises the age old question of, what do shareholders want? More and more it appears they want their money now rather than to build a business to deliver consistent, bankable, but slightly more modest profits over many years. This is going to increasingly pressure businesses to make short term decisions to satisfy investors at the expense of building a business with staying power.
  • Posted on: 05/12/2022

    Has Best Buy found an outlet for future growth?

    Outlet stores will help Best Buy deal with excess, open box or returned goods while keeping that revenue in house, promoting the sale of services like installation, and controlling the brand messaging end to end. Outlet stores are a strong strategy for minimizing risk during economic uncertainty when consumer spending is more focused on value spending.
  • Posted on: 05/05/2022

    How should retail companies best navigate the abortion controversy?

    Unlike government, retail must stay aligned with the preferences of shoppers and staff to survive in business. Companies like Hobby Lobby, with religion guided policies, have had a hard time in pro-choice states. Abortion has been one of our country’s most divisive topics for decades, and likely to remain so for decades more so a long term strategy is needed. Companies like Chik-fil-A have found success by keeping focus on product quality and exceptional service, and finding middle ground in their health policies to retain good staff.
  • Posted on: 05/03/2022

    Does resale make sense for Dick’s Sporting Goods?

    The resale market for sporting goods has been active for decades through garage sales and local swap meets. It’s about time Dick's entered the mix to serve this massively growing market. Furthermore this will help bring Dick's into better alignment with their brand partners like The North Face, Patagonia and others who have been active resellers for many years.
  • Posted on: 05/03/2022

    Will Amazon’s Pet Day take a bite out of Chewy?

    If you’re an e-commerce business it’s hard to consistently compete with Amazon’s low pricing, fast delivery and vast stock. Amazon’s Pet Day has the potential to siphon off even more customers from Chewy at a time when shoppers are drifting back to old work routines that place more demands on their time.
  • Posted on: 04/27/2022

    Is human bias frustrating sustainability progress?

    It isn't human biases holding us back so much as the human drive to hold on to the familiar. Sticking with what we know is almost programmed into our DNA. Giving up the things we have become accustomed to in exchange for more sustainable options is something we know in our heads we must do, but our lizard brains are going to hold us back as long as possible.
  • Posted on: 04/27/2022

    Is spinning off or selling Buybuy Baby the right move for Bed Bath & Beyond?

    A spin-off to the right buyer would help Buybuy Baby evolve into a stronger entity on its own, but the temporary cash infusion from a sell off won't be enough to make the foundational changes Bed Bath & Beyond needs to alter their downward trajectory. And while one can build a case that divesting themselves of ancillary business will help Bed Bath & Beyond focus on its core business, losing the higher profits generated by Buybuy Baby could lower the overall value of company - at a time when they are already facing a potential fight with an activist investor who is pushing for a sale of the whole company. This is a tough position for Bed Bath & Beyond -- sell off their most profitable division or risk being forced to sell off everything.
  • Posted on: 04/26/2022

    Are JCPenney’s owners a good fit to take over Kohl’s?

    Given the strong similarities between the Kohl's and JCPenney shopper, this merger makes a lot of sense that offers big benefits and efficiencies for both branding and operations. Kohl's smaller footprint, location deeper inside of communities and partnership with Sephora would be the shot in the arm JCPenney needs to update their legacy. And Kohl's would benefit from what JCPenney's operational scale would bring in terms of better product range, pricing and omnichannel fulfillment capabilities. I see it as a great way to preserve this middle place between discount and mainstream that so many shoppers have been missing.
  • Posted on: 04/25/2022

    Are Old Navy’s issues more about demand than supply?

    The past five years of upheaval and change at the head office are catching to all the brands under the Gap umbrella. Old Navy has a rare opportunity to align their products and price point with where the consumer sits in these volatile economic times. And Old Navy’s brick-and-mortar network is a tremendous advantage over their online only competitors. If they can stabilize their leadership, get their physical stores organized to support e-commerce and find workarounds for supply chain glitches, they could do very well.
  • Posted on: 04/25/2022

    Is Abercrombie & Fitch’s exposé a crisis or an opportunity?

    Any publicity can be good publicity, provided it’s followed by positive change. Smart leadership would see this documentary as an opportunity to show the public how much they have changed and what their new vision will be.
  • Posted on: 04/19/2022

    Did stores prove their worth during the pandemic?

    Incentivizing shoppers to include physical stores is the absolute best way to improve profit margins, basket size, loyalty, employee satisfaction and brand recognition. This was only underscored during the pandemic.
  • Posted on: 04/08/2022

    What’s the path to becoming a retail industry thought leader?

    The point of being a thought leader should never be to garner fame or riches. Your singular focus has to be on helping others with no expectation of payback. If you do manage to attract an audience it's merely a happy accident resulting from doing something you love so much that you rarely think to charge for it.
  • Posted on: 04/06/2022

    Nordstrom brings leadership for department stores and Rack under one roof

    Anything that removes silos and unifies the view of the customer is a great thing in retail. Although Nordstrom and Nordstrom Rack may have a different customer base, having centralized leadership will enable a common brand message and help to differentiate Rack from other discount competitors. And the cost savings and increased speed offered by streamlining operations between these two entities will be substantial.

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