PROFILE

Peter Charness

Retail Strategy - UST Global

Peter Charness is a software/retail executive with significant experience (domestic and international) in innovating solutions for the retail and CPG industries.

As a CEO, Chief Marketing Officer and Chief Product Officer, Peter excels at revenue generation through areas such as, product management, product marketing and development, positioning, lead generation, Marcom and business/sales development. He is also experienced in mergers and acquisitions and partnerships

As a VP of Logisitics and Technology (CIO) Successful history of providing the right leadership and experience for inventory management and optimization for the Retail supply chain.

Specialties include:

Industry leading experience and capabilities in all manners of solutions for retailers and CPG Companies.

Particular emphasis on inventory optimization, retail ERP, merchandise planning and inventory management, POS and store operations, CRM and category management.

Significant depth in business intelligence, product management, product marketing, industry marketing, and inventory management.

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  • Posted on: 02/21/2020

    What does it take to make collaboration work within organizations?

    Permission to experiment, fail and learn. If teams don't suffer for projects that don't pan out, then individuals have less to worry about in terms of standing out and apart to protect their careers.
  • Posted on: 02/21/2020

    What does private equity ownership hold for Victoria’s Secret?

    Probably nothing good for the employees of Victoria's Secret. Other than the usual cost cutting and leveraging of the balance sheet, hopefully they can create an online presence that really leverages the brand. Victoria's Secret should aim to do 50 percent of their business online as a revitalized brand.
  • Posted on: 02/19/2020

    Shoppers have a love/hate relationship with self-checkouts

    Self-checkout can work just fine. Costco having added self-checkout stations makes it easy to visit that store for just a few items. They have plenty of people supporting the shopper efforts. However self-checkout doesn't mean the retailer can cut the staff down to zero. One person present for four to six checkouts for quick help does the trick. It's the retailers that aren't properly staffing the self-checkouts for the inevitable help needed that don't get it.
  • Posted on: 02/19/2020

    Will store associates become the ultimate personalization tool at retail?

    Store associates are the ultimate personalization. However there are fewer of them out there -- back them up with useful technology to shorten learning curves and help turn them into stars.
  • Posted on: 02/19/2020

    Would Lumber Liquidators floor customers with a new name?

    Rebranding is a difficult and very expensive path to take. Fixing the issues and then leveraging and protecting the brand is likely going to yield better results.
  • Posted on: 02/14/2020

    How will Jetblack lessons inform Walmart’s conversational commerce efforts?

    If retailers want to gain/maintain any momentum then they have to try a variety of approaches and methods. As long as there is applicable learning involved with a reasonable "cost per lesson" this was a good initiative. Retailers have to "test and learn," which of course is not the same as "test and churn," whether it's new products, or new experiences. What doesn't work is standing still.
  • Posted on: 02/14/2020

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

    A rose by any other name ...? Not as fond of omnichannel as it gives the impression of ability to work in any channel, which is not quite the same as a Customer Centric Unified experience. You can be omnichannel if you can sell and ship through bricks or clicks but that doesn't necessarily mean that you present a single continuous experience to the customer, and it may not mean that you have mastered the processes to use any inventory anywhere that it can be (profitably?) consumed. I like Unified Commerce, but maybe the best focus point would be a Unified Customer Experience.
  • Posted on: 02/13/2020

    Will technology even the last-mile playing field with Amazon?

    Succinctly put Art, especially your four-step "customer journey" basics. As to a new program appearing every other day -- yup, and at least 50 percent of them are AI/ML enabled as part of the headline.
  • Posted on: 02/11/2020

    Brandless halts operations. What went wrong?

    Retailing looks simple, doesn't it, until you get into the depths of it. Establishing a brand and dealing with costs and margins isn't as easy as it sounds.
  • Posted on: 02/11/2020

    Will Staples’ new concept Connect with small business owners?

    This is going to be a tough one. Lately I've seen vacant store fronts/spaces being converted into non-branded shared offices, and they are really operating like pop ups. So the alternatives are out there for this offering.
  • Posted on: 02/05/2020

    Can a new off-price retailer find treasure without opening stores?

    To dissent, given the total variability of fit, finish, "hand" and true color representation that can't be properly ascertained online, I only see this online treasure hunt working for known brands, and repeat purchases. Otherwise I see two universes. You have to find it, touch it, try it on in store, or you have a financially challenging online model that needs to account for huge return rates.
  • Posted on: 02/05/2020

    Will Macy’s cut its way to improved margins and future growth?

    As the evolutionary wheel of retail turns again, no doubt the middle market department store business needs something new -- just as many shopping malls need to reinvent themselves. So Macy's isn't the only retailer caught in this squeeze. Circling the wagon and raising cash to fund "what's next" is a natural, but as others have pointed out, not a sustainable standalone strategy. Would agree with the majority on this thread that pointed out the "what's next" should have been in motion 3 years ago or more.
  • Posted on: 02/03/2020

    Is Amazon’s speed killing the competition?

    Speed counts no question. But the entire delivery infrastructure comes with some fundamental questions. If Amazon can get my package to me later today or tomorrow, why can't they use the same facility and save time and energy by picking up my returns (and recycle) the packaging? I don't think this is a forever advantage -- as others have pointed out ... Walmart is there, and 3 PLs can get smaller retailers close enough.
  • Posted on: 01/31/2020

    Is hot food the ingredient Amazon Go has been lacking?

    Kudos to Amazon for being willing to add some depth to what is likely a "test and learn" program, as part of their overall culture of innovation. Other retailers are constantly trying new products out in varying locations, Amazon is testing both product and delivery models out with this one. All retailers need to embrace "test and learn" as a more organized and institutionalized part of their business process. And clearly technology needs to play an important role in the process.
  • Posted on: 01/30/2020

    Will 2020 be the year of less flash and more substance for in-store tech?

    I think it's a sequence issue. The correct sequence is to properly identify a high value business problem whose solution will provide ROI and improved customer service. That is value creation. The second step is to identify the technology that can solve the problem. Sometimes retailers (encouraged by tech vendors) are in the mode of identifying the shiny objects first. In an era with a tight labor supply, high turnover, and a significantly more informed consumer, there is no question that the right technologies can improve retailer competitiveness.

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