Matt Talbot

CEO & Co-Founder, GoSpotCheck

Matt Talbot is CEO and Co-Founder of GoSpotCheck, based in Denver, CO. He is responsible for setting the company’s vision and strategy, building the culture and team, as well as raising capital.

Matt started GoSpotCheck along with his co-founders in May 2011 at the prestigious Techstars accelerator in Boulder, CO. Prior to starting GoSpotCheck, Matt worked at Johnson & Johnson, completing their Finance Leadership Development Program and taking on roles of increasing responsibility over his tenure.

Matt was born in Denver, CO and is a graduate of Bucknell University. He serves on the board of a local non-profit, Arts Street, and spends his free time with his wife and two young children.

Other Links From Matt Talbot:

  • Posted on: 06/29/2016

    Once e-tail only, ThinkGeek expands brick-and-mortar presence

    The obvious benefit of pure-play e-tailers transitioning into brick-and-mortar is spelled out by Mauler: impulse purchases. However, the benefits can be far-reaching — so much so that new benefits might not even reveal themselves until the experiment is well underway. The key is collecting valuable insights on marketing, merchandising, sales, and more to not only improve a brand's physical store presence, but also their online presence.
  • Posted on: 06/24/2016

    FMI Connect recap: Households now shopping as teams

    The most meaningful changes I’ve seen in supermarket shopping habits are trending towards free-range and organic or towards dietary restrictions. Even in more mainstream shopping markets like Publix and Safeway I’m seeing gluten-free and dairy-free popping up on every aisle. Programs like Instacart and Blue Apron make never going to the grocery store a reality. I agree with Liz that “day-of” shopping trips and “heat and eat” have also become popular options, bringing stores like Trader Joe's to the forefront. While IoT would benefit shoppers in knowing whether an item was on sale or out of stock, a more simple solution would be to provide more information about the foods that stores are already selling. More prominent labels that explain a foods origin, processing and allergen information would make for a more efficient shopping trip for families with different tastes and preferences.
  • Posted on: 06/22/2016

    Will luxury shoppers buy electric cars at Nordstrom?

    Since Tesla already forgoes traditional dealerships in favor of showrooms in malls, this store-within-a-store concept is simply taking it one step further. I like the idea as it is a means of further targeting their ideal customer. A mall-based Tesla showroom attracts a lot of attention and visitors, but is a Build-A-Bear Workshop or Foot Locker customer that strolls into Tesla really their target consumer? Possibly. However, a Nordstrom customer probably fits Tesla's target a little better — they likely have disposable income, are style conscious and are attracted to Nordstrom's unique brand of customer service. Time will tell if this strategy is successful for the retailer and the automaker, but it seems like a worthwhile experiment for Elon Musk since it is simply an extension of Tesla's current brick-and-mortar strategy.
  • Posted on: 06/22/2016

    Millennials with money go shopping in dollar stores

    I believe that the shopping base of dollar stores will skew more affluent in the years to come. However, as is with any Millennial fad, this too will come and go. That said I do think that the years of neglecting a dollar store because of the associated stigma are behind us. Millennials have a tendency to bring attention to select trends from the past and make them “cool” again. Now that the dollar store has been accepted by the millennial generation it will remain relevant for years to come. Still, I don’t think this will affect how dollar stores operate their business. I agree with the other BrainTrust members that the dollar store is the equivalent to a modern convenient store, but I don’t think recent millennial or affluent attention will change the way these stores conduct business.
  • Posted on: 06/16/2016

    Will an online dollar store work?

    The biggest thing an online dollar store like has going for it is not having a traditional storefront. That means not having to pay rent for a brick-and-mortar shop, store associates or any of the other facility expenses related to operating a storefront. However, I feel like the forces working against an online dollar store probably outweigh the no storefront advantage. One of those hurdles includes low margins that could easily be eaten up by shipping costs. Probably the biggest obstacle is losing out on impulse purchases that brick-and-mortar dollar stores capitalize on. Of course, can serve up related products once a shopper puts something in their cart but that will never replicate a shopper walking down an aisle in a storefront and adding more items to their cart.
  • Posted on: 06/13/2016

    Lyft and Uber look to deliver same-day edge for Walmart

    During the workday, with the exception of certain times like lunch and rush hours, I would imagine general demand for Lyft and Uber is slow. For consumers and retailers, grocery delivery during downtimes could be a great way to keep revenue up. As evident with Amazon's recent launch of same-day delivery, a fair amount of customers enjoy (and are coming to expect) convenience. If Walmart wants to compete with Amazon, same-day delivery may be a necessity.
  • Posted on: 06/10/2016

    How do you best engage online shoppers, post-purchase?

    I agree with Shep. I do see a greater opportunity to engage and upsell online post-purchase customers, but not necessarily by throwing products at them. The most important component of this equation is customer loyalty and happiness. By giving them relevant updates through the product journey — purchase, shipment and delivery notifications — a customer could feel more inclined to write a positive review or purchase from the same store again. After a few weeks a vendor could solicit a review and recommend items that others have purchased, and because there had been so many emails prior to this one, a customer may go back and online shop again. Missed opportunities would be not building rapport throughout out the post-purchase cycle. If not frequently contacted it become easier for the consumer to forget about the brand and their purchase experience altogether.
  • Posted on: 06/10/2016

    Many shoppers are buying more online than in stores

    Overall I see the percentage of purchases being made online climbing, but never completely overtaking brick and mortar shopping. Retail’s saving grace is the phenomenon of ROPO — research online, purchase offline. While online shopping is great for convenience, shipping costs will never go down and that’s a big factor that’s affecting online shopping. Most people know their sizes but some consumers are adamant about trying something on before they pull the trigger. Instant gratification is also motivation behind purchasing in-store, which online, even with overnight shipping, can still not compete with.
  • Posted on: 06/08/2016

    Is monitoring employee data the right move for retailers?

    I am sure there are benefits to using wearables to monitor retail employees for health and performance, but it goes too far. Rather, retailers and retail brands should focus on embracing the power of wearables and mobile tech to empower in-market employees to do their jobs better. This type of technology not only helps employees to work faster and smarter, it gives management invaluable data on what is happening in store.
  • Posted on: 06/06/2016

    Mobile: It comes down to one person

    I think that, as within most industries and companies, there needs to be a final-decision maker to ensure clarity and consistency. Large discussions surrounding each variable for each outcome may be too time-consuming and exhausting. Therefore, a single person to examine and own decisions inside a certain department or sector is vital to help businesses run smoothly and efficiently. As we know, customer support, care, and service is absolutely paramount to reduce churn rate and increase satisfaction. One person who owns the customer experience should be able to provide additional attention and resources, when compared to a disorganized team.
  • Posted on: 06/01/2016

    Mobile: It comes down to one person

    I think having someone own the customer experience for retailers and retail brands is vital, regardless of the rise of mobile. The customer experience trumps pretty much anything else and can evolve someone from a costumer to a brand evangelist. The biggest challenge with the rise of mobile is ensuring that the mobile technology retailers and brands possess is not surpassed by that of their customer. For instance, if a retailer or brand cannot track out-of-stocks in store via mobile devices, but a consumer can use their mobile device to purchase a missing item from their mobile device when uncovering said out-of-stock item, the retailer/brand is losing business ... and trust.
  • Posted on: 05/25/2016

    Why isn’t in-store tech focused more on full-service?

    At this point, most retail tech investments have been focused on self-serve solutions for customers. The reasoning for this is two-fold: first, retailers and brands have been shortsighted in thinking that the most effective tech investment to improve the customer experience is consumer-facing tech. Second, self-serve solutions for customers are easier to tout because they are so forward facing. However, as the CEO of a company that provides software to retailers and brands to empower their teams in market, I encounter companies every day that embrace back-of-house tech. These early adopters understand the power that store associates and other employees on the front lines of brick-and-mortar retail possess. By providing them with technology to improve agility and empowering them to make better decisions, everyone wins. This is the future of retail technology and we're seeing it gain momentum amongst retailers and retail brands.
  • Posted on: 05/23/2016

    Finding the right balance between automation and people

    Obviously, one of the huge perks of technology is that automated systems save customers and employees time. However, a serious concern to both consumers and the retail industry at large is that an increased use of machines will eliminate or lessen the human element that draws people into stores. The challenge, then, is integrating technology to enhance the experience without removing the human element entirely. Some customers thoroughly enjoy self-checkout systems, which are already prevalent at places like grocery stores. However, self-checkout systems at retail may be less accepted. Various demographics and generations may view technology like kiosks differently, requiring retailers to gain a new sense of understanding.
  • Posted on: 05/20/2016

    The Apple Store changed retailing 15 years ago

    Apple has no doubt been the leader in retail innovation for the greater part of the decade. With that said, unless the business continues to innovate they will fall behind and join the rest of the retail pack in a pattern of predictable business. One thing that stands out about Apple is the customer service. There are always available representatives when you walk into Apple, and while I think nothing can take the place of human interaction, time is becoming more valuable than ever. I foresee Apple innovating in the ways a customer can purchase items from an Apple store. Self-scanners and artificial intelligence customer service agents will enable a faster, more seamless checkout. This empowers customers who come in knowing exactly what they want to get in and get out without spending excess time waiting for a customer service agent. I also envision a more accessible genius bar option. Everyone knows that if you want to schedule a Genius Bar appointment you’d better plan in advance. I foresee Apple having training stations that enable users to troubleshoot their problems in-store with the help of more experienced personnel around to provide support. With customers becoming more autonomous, I think a quicker turnaround time on Genius Bar appointments is definitely in the cards for Apple in the future.
  • Posted on: 05/18/2016

    What will former Nordstrom exec do for Target’s merchandising?

    These hires are in direct response to some of the negative publicity Target has received in recent years for issues relating to crashes and stock outs in their brick and mortar locations. With seasoned pros at the helm of merchandising and digital, Target is hoping that these recent issues are a thing of the past. These new C-Level leaders will pull on their previous success and employ tech-savvy strategies to improve the Target customer experience both in store and online.
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