PROFILE

Suresh Chaganti

Co-Founder and Executive Partner, VectorScient

Having spent 20+ years in consulting and technology leadership roles across multiple industry verticals that encompass the entire consumer value chain — Omni-Channel Retail, E-Commerce,  Distribution, Manufacturing, Market Research — Suresh brings fresh and well thought out perspectives.

Suresh implemented multiple ERP, CRM and Warehouse Management systems, along with rolling out new sales channels in a variety of retail marketplaces such as Macy’s, Amazon Vendor Central, Amazon Seller Central, and Fulfilled by Amazon.

Suresh co-founded VectorScient, a Predictive Analytics software for Retail and Distributors.

To learn more, please visit: vectorscient.com

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  • Posted on: 01/22/2020

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

    Deliberate obfuscation and frustrating customers is never going to work. But the sad reality is companies in monopoly and duopoly situations — utilities, internet providers, cable, cell phone, insurance, etc. are able to get away with it without any consequences. For all discretionary spending type companies including Amazon, they can ill afford to follow this path. There will be someone else to disrupt them.
  • Posted on: 01/22/2020

    Has BOPIS changed holiday selling?

    Retail stores do have the advantage of selling additional items during a store visit. But the whole point of BOPIS is to avoid additional time spent in store, so most consumers would pick up and walk away, I’d think. Pure play e-commerce companies can bridge the gap by offering deliveries to partner locations such as coffee shops, which actually could have a better cross sell. I am surprised chains like Dunkin' Donuts, McDonald’s and Starbucks haven’t teamed up with companies like this yet to offer pickup for e-commerce.
  • Posted on: 01/21/2020

    Nike offers advice on successful marketplace partnerships

    I think Amazon heard these concerns and will probably address them as they launch their fashion marketplace. It is still a delicate balance and a lot of risk for luxury brands, but at least they have established themselves outside Amazon.
  • Posted on: 01/21/2020

    Does convenience trump price for today’s consumer?

    BOPIS will be table stakes soon, if it isn’t already. Anything that isn’t tangible savings becomes an implicit expectation, and the customer is unwilling to pay more. Unfortunately, price will continue to be the differentiator.
  • Posted on: 01/21/2020

    Does IKEA need parking lots?

    Good move. This certainly opens up possibilities in the dense downtown areas in the U.S. IKEA could set stores up to be see and select, letting customers pick up from another IKEA near home or get product shipped. Delivery could be free at some threshold. In addition, category assortment could be specific to such location, focusing on large items that will be delivered or shipped anyways.
  • Posted on: 01/20/2020

    Is Bose doing the smart thing in closing its stores?

    Retail is never going to be a significant sales channel for Bose, but a very critical awareness channel. All customer journeys start with awareness, so Bose is going to miss that important foundational step. Bose not finding value in the retail channel means bigger problems. They will not have a close ear to the ground to introduce new products or pilot new innovations in test markets. The mistake that brands are making in treating retail stores primarily as sales channels is going to come back and bite them. It is even more critical for Bose as it is positioned as a lifestyle brand. For Bose's sake, I hope they will strengthen partnerships with likes of Best Buy, Costco, etc., to showcase their products and have a good retail strategy.
  • Posted on: 01/20/2020

    Best Buy CEO faces alleged misconduct probe

    It puts into question the judgement of these executives. There have been so many publicized cases like this and the end outcome is never good. Reputations get tarnished, stakeholders lose. This is a huge distraction all around for Best Buy, and the CEO's executive authority is now compromised.
  • Posted on: 01/17/2020

    Wegmans has a better website, but did it need one?

    It is good that Wegmans continues to make investments in digital transformation. Whether it yields any tactical gains in 2020 is not as important. What matters is that they are ensuring that they continue to innovate, push the envelope and be prepared to take advantage of the inflection point in grocery delivery when it happens.
  • Posted on: 01/17/2020

    Are Gap Inc. and Old Navy better off together?

    Makes total sense that Gap has decided against carving out Old Navy. They saved themselves from a huge distraction not to mention the costs of separation. I must say they dodged a bullet. A whole army of M&A consultants, business transformation consultants, system integration companies and investment bankers will be disappointed though. :)
  • Posted on: 01/15/2020

    Is Amazon more friend or foe for digital start-ups?

    Since the discussion is about start-ups, there are undeniable benefits. All of marketing, logistics and shipping could be offloaded to Amazon. That allows the brand to focus on positioning, designing and vendor-side supply chain. Brands have to be smart about not being first-party suppliers to Amazon, as tempting as it might be. If they do, they have to understand that they give up the pricing, positioning and brand value. The right way to leverage Amazon for a start-up during the startup phase is to be in the Amazon Marketplace and use FBA for inventory management and shipping logistics.
  • Posted on: 01/14/2020

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

    Any loyalty program should have 3 key pillars:
    1. Simplicity of administration;
    2. Potentially wider adoption;
    3. Collection of rich consumer behavioral data.
    I believe Target has started off on the right note. The key to adoption is the value that the customers perceive. This has an element of Cashback and earned discounts - which is important for consumers. I am sure there will be refinements, with tiered memberships that provide free delivery, curbside pickup, free shipping etc. But they need to get a critical mass of existing shoppers into the basic rewards program before they monetize further.
  • Posted on: 01/13/2020

    Does humanizing virtual assistants undermine consumer privacy?

    Privacy concerns around virtual assistants are real. People will probably give out more qualitative information to them than they do today. Besides the creep factor, it is debatable whether there is a potential for these virtual assistants to actually do more harm. Identity theft and related risks are already pervasive with current ways of transacting online. I see an option to have some kind of premium subscription where businesses promise not to use conversations with the assistant to market other products, or even an option to not store data in their cloud. All this depends on how serious the privacy concerns become.
  • Posted on: 01/13/2020

    Is ‘re-commerce’ going mainstream?

    Growth in re-commerce will be dependent on how personal preferences evolve, and on people being comfortable or even proud about using re-commerce. So long as it is a cost driven preference, it will be limited to very expensive/limited occasion wear - wedding, prom, interviews, etc. Once the social barriers are crossed and it is cool to sport a re-commerce item, that will be an inflection point. Re-commerce will then extend to gifting and non-fashion categories and lower price points. All sociological trends point towards that inflection point happening. But I'm not guessing on when that might be.
  • Posted on: 01/10/2020

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

    It is to Amazon's credit that they continue their run uninterrupted, even after the sales tax advantage has disappeared. Price is no longer the differentiation for Amazon. They continue to execute superbly on product availability, customer service and supply chain. That price is not a source of differentiation is in part good news for retailers. They have to up the game in the other dimensions.
  • Posted on: 01/09/2020

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

    If this means going back to fundamentals, that should hopefully turn out well. But the main challenge for Bed Bath & Beyond is uninspiring product assortment. One cannot escape the feeling of a mishmash of product categories. Once they get assortment right, they have to use some part of the store to showcase the ideal bedroom, ideal kitchen, ideal bath, etc. taking a page out of IKEA's playbook. There is no showroom aspect in the store layout, which is missing the fundamental concept. They cannot win competing in categories like vacuum cleaners and other branded electrics that can be bought elsewhere.

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