One of the best lectures I attended at the recent National Retail Federation show in New York didn’t mention retailing at all.
It was by Laurence Gonzales, an author whom I have admired for decades for such works as “One Zero Charlie,” his memoir about learning to fly, and “Deep Survival,” a lo
The retail landscape is changing, leaving retailers with a crucial decision: To embrace and develop an omnichannel approach, or to continue with business as usual, running the risk of becoming obsolete.
Almost by definition, progress brings change. It requires trading old habits for new, improved ways of doing business.
For Sierra Meat and Seafood in Reno, Nev., a new open-atmosphere office space accompanied a new focus on collaboration.
When Kroger acquired the Hiller's chain of supermarkets in suburban Detroit in 2015, it converted them to Kroger stores. But when Kroger bought Harris Teeter Supermarkets Inc. in 2014, it kept that venerable banner alive. Why change one banner
If — in cartoon fashion — we could read the thought bubbles above the head of each food shopper capturing their internal dialogue as they walk the supermarket aisles, we would know that their minds are a whirlwind of activity.
Imagine visiting a food retail corporate headquarters and asking the chief merchant officer who heads up millennial insights rather than the customary question of who is in charge of a particular grocery category.
Topics such as sustainability, diversity, big data and e-commerce have gained considerable importance in the modern business world, so it's no surprise that many companies have assigned responsibility for these functions to top-level executives.
Clearly defining these new roles and others like them
Retailers are eager to exploit the tremendous potential of connecting digitally with customers to drive higher sales and loyalty.
The challenge is that they are still in the early stages of testing–much less fully understanding–the impact of digital engagement via the myriad solutions a