Matt Sebek

VP, Digital Experiences at WWT
As the Vice President of Digital at World Wide Technology (WWT), Matt helps Fortune 1000 brands dream and develop delightful consumer and workforce experiences through human-centered design, insight-driven objectivity and the unique ability to understand and eliminate the challenges that exist between the Business and IT. He has been instrumental in creating some of the most-used and highest-rated QSR, B2C and Fast Casual Restaurant digital experiences over the past five years. To learn more, visit:
  • Posted on: 03/02/2020

    Will coffee subscriptions raise some dough for Panera?

    This definitely strengthens Panera's position in their (already strong) morning day part. While it should improve same store sales (from incremental regular traffic) ... it still seems their largest growth opportunity is tied to the mid-afternoon valley where consumers strongly prefer Starbucks. If successful, perhaps this is the first step towards broader (non morning) monthly services at Panera.
  • Posted on: 03/18/2019

    Burger King launches $5-a-month coffee subscription service

    Love it. Make no mistake: this is less about the flat financials and new customer acquisition via competitive differentiation from McDonald's or Starbucks. This is ALL about the channel-exclusive redemption policy (read: a huge issue for this QSR segment). Running this promotion through mobile will help convert existing cash-paying customers to a form of payment and usage that is trackable - increasing BK intelligence and ability to offer these consumers better (higher margin) deals at the right time in the future.
  • Posted on: 01/11/2019

    Will content help Publix and Whole Foods cook up online engagement?

    Content generation is an expensive proposition, but this is all about elevating above grocery commoditization and impacting the customer earlier in the buying decisions. As this matures, I'm looking for brands that seamlessly integrate this type of content into other digital channels that provide surprise and delight; for instance, automatically adding ingredients seen in (liked/preferred) videos to my shopping list.
  • Posted on: 08/13/2018

    Hy-Vee opens fitness-focused grocery store concept

    I admire what Hy-Vee is trying to do; namely, form compelling partnerships (e.g., Orange Theory) and content strategies (e.g., HSTV) that enhance their overall value beyond traditional grocery/product competitors.
  • Posted on: 07/24/2018

    Chick-fil-A to pilot meal kit market test in ATL

    Whether or not this is operationally scalable for Chick-fil-A is beside the (short-term) point, in my opinion. This is all about driving sentiment in the QSR market that is leaning more and more towards "fresh/healthy." If Chick-fil-A can convince the public that their chicken is sustainable and actually worthy of serving on a dinner table, they increase their brand sentiment without changing a thing about their traditional menu/restaurants. Customers already "feel" like Chick-fil-A is a healthier option than McDonald's, even though the nutrition facts are near identical. This gets Chick-fil-A into a new product offering while also improving brand sentiment. Great move.
  • Posted on: 07/23/2018

    McDonald’s offers free fries for mobile orders

    Conversion/acquisition has always been top of mind for any marketer, but it's becoming more relevant in QSR as competition heats up and "online ordering" becomes table stakes. Many retailers/restaurants are rethinking their loyalty strategies to make them more intriguing, experiential, and rewarding. But that is relevant only in post-acquisition engagement. I love the simplicity of McDonald's approach here and given that frequency (and basket size) or online orders are significantly higher than in-store, the ROI should be sizable.
  • Posted on: 05/15/2018

    Target sees stores as key to meeting its distribution challenges

    They aren't stealing as many headlines as Amazon and Walmart, but Target's ability to proactively thwart disruption over the past five years is enviable. That has certainly been achieved through some acquisition, but it starts first with an underlying strategy that is in tune where the industry is headed and what their customers desire. The reality is that the postal service is already at capacity and traditional DCs are costly. By providing new relevance to their stores (that exist in last mile locations in major neighborhoods), it's an operational win for the business and a convenience/price win for consumers.
  • Posted on: 04/27/2018

    Is $119 too much to pay for an Amazon Prime membership?

    The $20 increase is negligible. We've all done the math and Amazon Prime continues to be a service where the large majority believes the value far outweighs the price. Given the demand and addition of *many* services under the Prime umbrella (e.g., delivery, music, movies, etc.) ... the next move is likely a tiered price/categorization of Prime services that will be much more appealing across all income brackets. Amazon has excelled with a "one price, get all services" model, but it's not a long-term reality given their breadth. Tiered Prime options would be a win for more consumers and allow Amazon to place a premium on the urgency/demand of services like same-day delivery.
  • Posted on: 04/04/2018

    Should retailers lower expectations around last-mile delivery?

    This is all about providing options. We are nearing a critical inflection point on the supply/demand curve of last-mile shipping, whereby customers will have to pay a premium for certain delivery times. With every retailer raising last-mile expectations, the current model is not sustainable -- for retailers, postal services or the customer. This will require postal services to get better with real-time logistics/data to allow retailers/customers to choose exact delivery times -- and to pay dynamic rates for the respective slot and the exactness that comes from it. Under this model, it becomes less about the expectation of matching Amazon’s benchmarks.
  • Posted on: 04/03/2018

    Walmart is focused on expanding its digital brand portfolio

    Walmart's moves may not contain a common thread that exposes a central strategy, but that doesn't necessarily predict failure (or success). Walmart's acquisitions cross a variety of formats, demographics and channels. They're relying on their buying power, scale and cash infusion to move these companies in a positive direction. Oddly, their strategy is probably most aligned with Netflix, who provides both resources and autonomy to young producers to build their own product. Walmart is investing in their own platforms while also providing tentacles of innovation in the form of somewhat unrelated acquisitions. Admirable.
  • Posted on: 03/28/2018

    Are Amazon lockers turning Whole Foods into a quick shop destination?

    Yes, Amazon/Whole Foods and every other retailer will benefit from micro lockers (even if those micro lockers simply store first-party products). The elephant in the room is that postal services are already at capacity and a dynamic pricing model is a very real possibility in the supply-and-demand of "same day delivery" services. Under these conditions, "Buy Online, Pickup in Store" and curb-side delivery will become an essential part of every retail business -- independent of impulse purchases or not.
  • Posted on: 03/26/2018

    Has Facebook become toxic for advertisers?

    Facebook is still way too big for advertisers to abandon. Rather than letting newsfeed algorithms exploit users to achieve opaque goals (such as swaying political opinions), I am eager to see companies that begin to put the user in control of the goals that their algorithms optimize for. Facebook could do this tomorrow. And it would be valuable for all involved -- advertisers, Facebook itself -- and most importantly, users.
  • Posted on: 03/23/2018

    In this digital revolution, stores are media

    "Engagement channel" is probably more accurate than "media channel." Brick-and-mortar still exists as an engagement channel for the brand. Always has. What's been abstracted is the point-of-transaction necessity. For many retailers, the ability to exist solely in the digital space is a reality. However, as the retail vertical over-calibrates to this mentality, it has potential to become the new commoditization; hence, why we're seeing brands such as Frank And Oak and Bonobos open showrooms that emphasize non-transactional elements of their brand such as culture, experience and the tangible differentiators of their product.
  • Posted on: 03/21/2018

    How personal can Target’s customer service get?

    Investments in people and technology are not mutually exclusive. They complement each other. Target is building an underbelly of technological capabilities and they (obviously) are smart to to invest in customer service. BUT it will be interesting to see when/if Target joins these swim lanes (e.g., assisted selling, AR/VR, automatic detection of customer personas and notification to the "right" expert).
  • Posted on: 03/16/2018

    Amazon/Whole Foods planning store pickup service from third-party retailers

    The intuitive advantages to Whole Foods (and Amazon) are apparent, but relatively soft. Sure, there will be an increase in foot traffic and basket size at Whole Foods; for instance, a customer picking up a power drill also needs a bunch of bananas. However, as is the case with Amazon, this is all about the long play. They're surrounding the customer outside the four walls of retail by creating a one-stop digital and physical shop for their products as well as other brands. In doing so, they continue to commoditize other brick-and-mortar businesses and gain leverage over brands whom customers are already demanding same day delivery and/or pickup options. There are major brands that will have no option, but to participate in this partner program.
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