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.

  • Posted on: 01/22/2020

    Has BOPIS changed holiday selling?

    When is a store not a store? When you can use it as a pickup depot, a fulfillment center -- and yes for browsing and buying. The new role of a store is becoming clear, and it doesn't stop at BOPIS.
  • Posted on: 01/22/2020

    Has BOPIS changed holiday selling?

    In my market (Portland) Prime delivery times actually went from two days to four, not the other way. Something was clearly going on in the Amazon fulfillment chain this past Christmas.
  • Posted on: 01/22/2020

    Is a ‘hassle cost’ justified in resolving customer service issues?

    Sounds like retailers are taking a page from health insurance claims adjusters. This doesn't belong in retail. The time it takes to resolve an issue is a better measurement.
  • Posted on: 01/21/2020

    Does IKEA need parking lots?

    Will be interesting. With a bit of planning by the consumer this should work. (For me it's a Saturday pick up, Sunday assembly.) For urban customers for whom a suburban store isn't practical without renting a car, this should also be good. For those that practice IWWIWWIWI (google it...) this may be a challenge. Ideally the locations that open without parking will have plenty of non drivers in the catchment area.
  • Posted on: 01/20/2020

    Best Buy CEO faces alleged misconduct probe

    Allegation is not guilt. If everyone who was accused of wrongdoing had to step down there would be a much smaller pool of people left to run companies.
  • Posted on: 01/20/2020

    What does it take to create a risk-taking, innovating retail culture?

    Dare to fail! The usual retail funding and ROI culture prevents experimentation. Try 10 experiments, expect one to succeed and celebrate that the other nine created a culture of learning and initiative. The rewards are not always based on hard ROI. Unfortunately funding for such initiatives is often the last to be budgeted, and the first to be cut.
  • Posted on: 01/20/2020

    Is Bose doing the smart thing in closing its stores?

    Eventually there will be statistics as to what the negative impact of store closings are to the online business. I think some "brand" stores kept open would have been wise, particularly for high priced items, where the customer journey at some point would include trying them out.
  • Posted on: 01/17/2020

    NRF 2020 Review: Human vs. Machine

    There may be mechanical tasks that can be performed by robots, particularly as the US is not growing the workforce enough (either through immigration or birth). But there will be a series of smarter capabilities whose aim is to make humans smarter and more efficient, as ML based support capabilities. Customer facing is the main candidate for ML supported applications.
  • Posted on: 01/17/2020

    Are Gap Inc. and Old Navy better off together?

    It's not like the Gap is the first multi brand, multi chain operation in the world. This isn't binary in terms of it's either all together, or totally separated. While there is a lot of work that strategists, marketeers, financiers and consultants can do to determine the right configuration for each entity, it's not exactly brain surgery to determine what should be shared services, brand owned functionality and right sizing. This on top of a SWOT review for each business, tells the tale. Could take 3 weeks and come out 90% right, or could take months and months and probably not end up with a much higher percentage of being on target as a go forward model.
  • Posted on: 01/16/2020

    Did Trump’s phase one deal with China deliver the goods for retailers?

    Until we get policy based on strategy and leave the world of twitter behind, who knows what comes next? Seems to be heading in the right direction, but frankly I can't tell if we're really much better off than we were 18 months ago.
  • Posted on: 01/10/2020

    Should Ahold-Delhaize, Albertsons, Kroger or Walmart buy Grubhub?

    I don't think so. Customer door delivery requires either picking or preparing stuff and sending it on that "last mile" to deliver it. Grubhub as a last mile resource doesn't seem all that exciting. Mind you the concept of "dark kitchens" is interesting, but that's a path to opening a QSR as much as a last mile delivery. Don't see that opening a direct to home QSR is a great fit either.
  • Posted on: 01/10/2020

    Will endless aisles and better supply chain management negate Amazon’s edge?

    There are various strategies for retailers to leverage their physical presence and create great customer experiences, and BOPIS is just one of many. The challenge for most retailers is ability to execute on these strategies. Saddled with IT infrastructure that is inflexible, many retailers just can't get from here to there. Look how long it's taken to get BOPIS in place ... and for many that functionality was enabled with glue and baling wire. Retailers need to be able to execute on strategy with greater agility, and much much faster speed. Systems need to be put in place in the time frame that most Retailers take just to do the evaluation and cost justifications. A culture of experimentation and rapid deployment is as much the challenge as is keeping up with the customer.
  • Posted on: 01/09/2020

    Kroger goes beyond meat and looks for impossible growth with private brand

    A well respected private label brand is the ultimate competitive weapon. Demand will tell how much and how long.
  • Posted on: 01/09/2020

    Will coffee drinkers miss single-use cups?

    Retail is about micro-segmentation. As others have pointed out this is not for everyone. Hopefully there will be more believers who join than single users who leave, for all the reasons stated in this thread.
  • Posted on: 01/09/2020

    Will ‘five pillars’ provide the foundation Bed Bath & Beyond needs to succeed?

    I'd consider a sixth pillar -- private Label. Clearly cleaning up on the other fronts is necessary, in particular curated product assortments. In the long run that still leaves price as a major factor to compete with, which is a difficult competitive factor to sustain.

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