PROFILE

Mark Price

Managing Partner, Smart Data Solutions, ThreeBridge

Mark Price is Solution Partner for Smart Data Solutions for ThreeBridge, a national technology consulting firm.  Prior to joining ThreeBridge in October of 2018, Mark was founder and managing partner and founder of LiftPoint Consulting Group, which he led for over 16 years.  He is a frequent speaker at conferences as an expert on data-driven marketing and authors articles on the same topic. Mark blogs regularly.  He is responsible for thought leadership, leading client engagements and solution development for ThreeBridge.

Prior to founding LiftPoint Consulting in 2002, Mark was the Practice Leader for Zamba Solutions, focusing on data warehousing, marketing automation and data mining. Mark’s business experience also includes brand management at General Mills and Ralston Purina.

Mark has an MBA from the Darden School of the University of Virginia and a BA from Haverford College. He lives in Eden Prairie, Minn., with his wife,  poodle and Great Dane.

  • VIEW ARTICLES
  • VIEW COMMENTS
  • Posted on: 01/14/2020

    Will ‘guests’ love Target even more as Circle members?

    Target seems to understand that loyalty cannot be bought with points. The combination of personalization, social savings and content is what loyalty programs were intended to be -- not just another way to buy an incremental transaction but a way to create and maintain a relationship.
  • Posted on: 01/13/2020

    Walmart U.S. CEO: Good retail jobs are much more than good pay

    Store associate retention has always been critical. Now, in the age of extensive e-commerce competition, the single biggest differentiator that a retail store has is the quality of the customer experience. All the research has shown that store and department managers are some of the greatest factors impacting customer retention and store profitability. By prioritizing store and department managers with salary and training and support and technology, Walmart has placed them selves in a great position to continue to drive growth in revenue and profit ability at retail locations.
  • Posted on: 01/07/2020

    Do alcohol and shopping mix?

    Anything that increases traffic in shopping centers is a good thing and certainly should be expanded to enclosed malls. If consumers can drink in restaurants in malls, why can't they take a drink from one of those restaurants to go shopping? Consumers can take Starbucks around a mall...
  • Posted on: 12/20/2019

    Amazon gets more free with free returns

    The more extensive the returns policy is for Amazon, the less risk there is to online purchases compared to in-store. The benefit of in-store is the ability to try something before you buy it. With limited return risk, consumers will be more likely to experiment with Amazon purchases. The downside to reducing the risk, of course, is that a higher volume of returns is inevitable. But I would bet that Amazon has been hard at work automating return tracking and warehouse restocking.
  • Posted on: 12/18/2019

    Bed Bath & Beyond’s CEO cleans house

    Tritton should have the opportunity to take the best shot at a turnaround with the team that he wants to go to war with. The best way to do that is to make the change quickly, like they usually do with sports teams. In terms of hiring, given the urgency of the situation, I would recommend that he begin first with trusted associates who understand his expectations and how he works. That will reduce the number of cycles required in the change management process.
  • Posted on: 12/17/2019

    Why is Amazon banning FedEx ground delivery?

    As usual, the answer is probably not simple. Amazon has been raising the bar for third-party delivery over the past few years, and it seems like FedEx is struggling to meet those stringent standards. In addition, the breakup of the relationship with Amazon clearly does not provide any incentive for Amazon to maintain FedEx as an option any longer than they have to. This season has had more shipping delays than previous ones, based on mother-in-law research (small sample size, one locality, only my friends :)). The FedEx issues could be part of the cause.
  • Posted on: 12/16/2019

    Andy Dunn’s departure from Walmart indicative of a broader problem

    There are good reasons to retain start up founders after an acquisition. There are also challenges to keeping those founders happy over the long-term. The challenges are that what made the start up successful in the early growth phases may not be the same set of skills that are necessary to operationalize and scale the business going forward. Yet the innovation and creativity of the start up founders is an essential ingredient that often is lost in larger corporations. The challenge is to funnel the skill set of the start up founders into the areas where they can have the greatest benefit. That benefit tends to be in incubating new ideas and challenging the status quo. For that to succeed, the contributions of the founders must not be standardized or worn down by the processes of the large organization. If you look at the rapid departure of startup founders, you can see that this is easy to say and relatively hard to do.
  • Posted on: 11/19/2019

    Are Americans ready for a DTC shopping holiday?

    While I applaud this initiative to increase the direct connection between brands and their customers, I am not sure that America needs another shopping holiday. In order for this effort to succeed, there must be a clear benefit to customers for working directly with manufacturers. It's clear that the price must be consistent with the price offered by intermediaries for comparable products, and in addition there must be some level of access or rewards to distinguish the direct-to-customer relationship from other alternatives. The direct-to-customer initiative is also very consistent with the needs of Millennials, who as a group tend to want to work directly with authentic, value-driven organizations. At the same time, I am not sure about the piece about moving away from Facebook and Instagram. It seems to me that the communication channel plan should exist separately from the overall strategy of going direct to customers. All in all, it will be exciting to see how this plays out over the next couple years.
  • Posted on: 11/18/2019

    Will a purpose-driven site do good for Zappos?

    The appeal of these sorts of offerings falls squarely into the needs of Millennials. The key factor is that there is not a tradeoff in functionality, fit, style for the "do good" benefit. Accumulating these brands seems to be a solid proposition and will have a fallout effort of associating Zappos as a whole with a good for the world/environment benefit.
  • Posted on: 10/28/2019

    What makes voice assistants creepy?

    It's clear that we are in the middle of a sea change in the way consumers relate to technology. First the Millennials and now the Gen X'ers are becoming more and more accepting of the leverage of their data to improve their experience, either by anticipating their needs or suggesting complementary items, discounts, etc. As these two groups form more and more of the collective buying power, the role of anticipatory technology continues to increase. At the same time, research suggests that consumers consider the monitoring of their conversations to be a "red line" that retailers and e-commerce merchants should be wary of crossing. At least for the moment, consumers in the younger segments who are mobile-fixated tend to be comfortable with the leverage of data to improve their experience when that data is voluntarily provided. And the definition of voluntarily provided seems to be shifting over time. In the next five years, I anticipate that even conversations will be considered fair game -- just that more patience is required.
  • Posted on: 10/25/2019

    What does artificial intelligence mean for loyalty marketing?

    While it is true that in the future artificial intelligence will play a role in delivering marketing personalization, it is important to recognize that the capabilities described in this article have been available through traditional modeling and marketing technology for a number of years. The strategy of bringing the "right offers on the right products to the right customers through the right channels at the right time" has been present in marketing for many years; however, customization has been available only to this point in segmentation form. Now, with the introduction of more powerful processing capability, that segmentation can be delivered to smaller and smaller groups, getting closer to the end goal of personalizing communication at a 1:1 level. Even that level of personalization has been done for limited use cases over the past 10+ years, e.g. Kroger/Sainsbury coupon personalization. AI will not introduce any new strategies at the beginning; rather the promise is to increase the level of personalization -- an important goal, but not a revolutionary one.
  • Posted on: 10/24/2019

    Will Nike’s new CEO accelerate its consumer-direct digital transformation?

    Nike has been a digital or multi channel brand for a number of years now. I do not see John Donahue as bringing a stronger brand e-commerce focus as much as launching enabler applications that can be leveraged across partner websites as well as Nike's own. E-commerce is growing as a percentage of the shoe industry, and Nike, I am sure, wishes to bring their brand presence and lifestyle benefit to a higher level across their partner sites as well as their own. I do not see a significant difference in strategy going forward; rather, I see an expansion of the course strategy across more applications and more sites, helping to maintain Nikes ubiquity in the marketplace.
  • Posted on: 10/22/2019

    Seven things store managers should do now to be ready for Christmas

    While sales must be the highest priority, a "selling" focus can lead to a customer experience that drives prospects and even past customers out of the store. Associates need to deliver outstanding service and support first. Service and support drives trust which leads to cross-sell and increased UPT and total revenue.
  • Posted on: 10/21/2019

    Should Amazon be charging for ‘curated’ toy guide placements?

    The approach of Amazon in charging large amounts of money for placement in their curated holiday guide is absolutely in keeping with traditional grocery and retailer practices. The question to ask is whether that approach, which is tried and true, is the best approach to use solely in developing their holiday circular. In this time when consumers are seeking authenticity from the companies where they choose to purchase, a "carefully curated" holiday guide that in fact is determined more by dollars than value of the item, would seem to be a practice that would break down the trust between Amazon and customers who might otherwise use that catalog to determine their holiday purchases.
  • Posted on: 09/23/2019

    Will free same-day delivery boost Macy’s online sales?

    While same-day delivery will be perceived as a benefit for customers, the question is what will be the impact on revenue. In some categories, such as pharmacy and grocery, same day delivery is more valuable because consumers often have needs for same day usage. I am not sure the clothing category fits the same behavior pattern. I worry that this benefit will be used by consumers who buy multiple sizes only to return most of them, and also by consumers who may purchase, wear once and then return. If this segment is the younger, less frequent shopper, then the increased cost of delivery will not be offset by incremental revenue per transaction or frequency. I do not see that Macy's is focusing on a specific customer segment and so fear they are simply raising their cost of doing business without offset revenue.

Contact Mark

  • Apply to be a BrainTrust Panelist

  • Please briefly describe your qualifications — specifically, your expertise and experience in the retail industry.
  • By submitting this form, I give you permission to forward my contact information to designated members of the RetailWire staff.

    See RetailWire's privacy policy for more information about what data we collect and how it is used.