Michael LeBlanc

The The FMCG Guys and I sure covered a lot in a quick 15 minutes! 🩵 A bit of background on Albertsons Media Collective and how far we’ve come … 🩵 A little slice into our #culture 🩵 A discussion on what Retail Media needs to consider as Google depreciates the 3rd party cookie. 🩵 How Brands and Retail media networks should think about expanding into #awareness channels. 🩵 How AI can be used as a tool for #retailmedia and the importance of data cleanliness and data fidelity. 🩵 Looking to Europe as to how to do in-store well.

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The Globe and Mail interviewed me on retailers' use of in-store technology to acquire data on shoppers. I offer _opinions_ on how retailers could frame their consent statement so that shoppers see a return to sharing their data and are thus willing partners. I also warn that just because data _can be_ collected does not mean data _must be_ collected. Deloitte reported that a single data breach has an average cost of US$ 5 billion. So, companies need to think before they act. Alas, thinking is often in short supply! And then there is this romanticization of data and AI. https://lnkd.in/efB6DFKg

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👀 Did your instore display catch my eye today? 👀 (I love to travel across the country from my laptop to find images Field Agent Canada shoppers have captured over the past few days). Today I am featuring displays by Colgate-Palmolive because they stood out and isn't that what brands want after all? The question is why did they stand out and this is what I saw: 🛒 COLOUR: Red is considered a powerful color and is associated with excitement, energy, power, fearlessness, and passion. In sales, call-to-action buttons use red to empower shoppers to convert because it exudes a sense of urgency. Red stands out - simple. 🛒 MESSAGING: needs to be clear and simple and Colgate hits both of those marks here. Lets take a look: 😁 Whitening that works 😁 Whiten your way to a brighter smile 😁 Discover your best smile 😁 Helps avoid oral health problems before they start 🛒 PLACEMENT: You might notice that some of these displays are positioned where you would expect - in the dental care aisle (makes sense). However, some of these displays were placed in other areas of the store. I noticed a few displays located in the pain med section - brilliant. Afterall - we all deal with pain from time to time AND don't we all want to Discover our best smile 😁 ~~~~~~~~~~~~~~~~ DISPLAYS are a powerful tool 🛠 that can have a positive ➕ effect on shopper behaviours and the numbers speak for themselves. Up to 71% of our surveyed shoppers told us they were influenced to PURCHASE A NEW PRODUCT or to SWITCH BRANDS at grocery when they saw a display in store while grocery shopping! Curious to know if certain displays have more impact?🔥 They absolutely do ✔ Check out the numbers below of shoppers that were influenced to purchase a new product or to switch brands at grocery when they saw a display in store while grocery shopping! 71% - End Caps 68% - Pallets 59% - Floor stands 53% - Checkout If you would you like the ability to log into your laptop 24/7 and see: 🛒 - Instore contests/signage 🛒 - Entire planograms 🛒 - Store displays 🛒 - Flyers and more... DM me as I can help with that 😁 Ferrero Henkel Jamieson Wellness Inc. Pfizer Bayer The Hershey Company Bimbo Canada Abbott Beiersdorf Campbell's Colgate-Palmolive General Mills Maple Leaf Foods Inc Lindt & Sprüngli Mondelēz International Mahira Karim Véronique Paré Hemant Pareek Jyotsna Monga Nur Selim Zain Abadin Tanya Ince David Galeas Adeel Zaman Heather Spiegelman Lincoln Mak Alpha Kwong Sheena Kaushal

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Our Voice of the Consumer—Canadian insights is here! Explore how consumers' mindsets are evolving in 2024 and the imperatives for retailers to build consumer trust. #ConsumerInsights #ConsumerTrends

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Retailers Need A New Perspective: What If a Retail Brand Were a Piece of Clothing? How Does It Remain Appealing? Imagine if a retail brand were a piece of clothing. Over time, it would inevitably wear out in appearance and lose its fashionable appeal. To remain in business, you would have to innovate that piece of clothing in ways unimaginable. Of course, it might seem absurd to think that one brand could survive on a single piece of clothing. But what if it could learn to grow its business on that one item, becoming the best at it and increasing its sales? Expanding to other lines of clothing would then become a substantial path to survival. I strongly believe that the majority of retail brands today become out of touch within a generation. A consumer generation typically spans 15 to 20 years because by the time consumers are 35 to 40 years old, they start focusing on other challenges, such as paying off debt, family, and retirement. Therefore, unless a brand has the ability to renew and reposition itself to target the next generation, it usually becomes outdated within 20 years if it is lucky enough to last that long. To succeed in this competitive landscape, there are basic rules you learn in your first year of a marketing co-op. For example, retailing in Quebec is not the same as in Ontario, nor are British Columbia or Alberta relatable to the Maritimes or the first two. However, variances in merchandising and pricing will make little difference if a brand serves an overcrowded segment or has been impacted by disruptions it could not adapt to. These factors will have only a marginal impact on growth. But there is another critical aspect to consider. I don't believe that many brands today are creating trends in the fashion world. Full Stop! So, let’s return to the analogy that a brand is a piece of clothing. If your friends like it and it makes you feel the way you hoped, it would be aspirational, confident, and purposeful. You would wear it like a badge of honour. How many brands out there can you say are a badge of honour that you would be proud to wear? That is the question every retailer needs to ask themselves. Thanks to Susan Krashinsky Robertson for reaching out. Always great reporting. #retailing #strategy #ceo #technology #innovation #TedBaker #BroooksBrothers

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Yesterday, Walmart announced killer Q1 results with same-store sales up 3.8%. I had to tilt my head up 7% to watch the stock price jump. Their CEO, Doug McMillon, clarified right off the bat that the growth is not driven by inflation-fueled price increases (unlike CPG companies) but through volume growth. In fact, prices were not only not up, but down 25% compared to traditional supermarkets (Evermore IRI), all while expanding the margins. How is it possible that while CPGs have managed to take 15 years of price increase in the last 3 years, Walmart can still lower prices AND increase margins simultaneously? Using the customer value driver framework, I dove into their earnings report. 1. Household penetration: They increased household penetration and traffic by adding new shoppers. Walmart is known for its tagline "save money, live better,” which appeals to lower-income shoppers. However, their investments in omnichannel commerce are evolving their value proposition to value + flexibility + convenience, attracting higher income customers (>$100,000 p.a.). 2. Shopping frequency: They boosted shopping frequency by investing in the paid loyalty program Walmart Plus, which grew double-digits as members engaged more frequently and spent more than other customers. 3. Shopper conversion rates: Through the levers of merchandising excellence below, they increased shopper conversion rates. a) Assortment: Thanks to their investments in the Walmart Marketplace, they increased their product assortment beyond physical constraints and company boundaries. b) Availability: Through superior inventory management practices, they increased availability and lowered markdowns. c) Prices: They lowered prices through cross-subsidization from their higher margin retail media business and by increasing their presence in private label brands (introducing Better Goods). d) Experience: Finally, through frictionless experience, they drove higher conversion. E.g., they quoted an example of how they launched a new service enabling customers to order from an extended assortment of nearly 40,000 tires on their marketplace and have them installed at one of their 2,300 Auto Care centers and stores in the U.S. 4. Basket size: While the average basket size remained flat, they are investing in Gen AI powered solution-oriented product search (e.g., search birthday planning, you will get suggestions like cake, candle, knife, lighter, etc.). I believe this should be an area attracting more investments in analytics. 5. Margin improvement: A third of their operating margin improvement (~$300M) came from newer revenue-earning services like loyalty (Plus), retail media advertising (Connect), and data products (Luminate). Also, eCommerce growth added 12.5% to incremental margins as it became more profitable. On which of the above parameters can Walmart do better? Chime in with your views

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Just in time for your morning commute. Get ready to cut through the Bullshit on the next episode of The Brian Librach Show! We're diving straight into the reasons why you're not getting what you want from people – no sugar-coating, just straight-up truth bombs. Plus, in honor of Mental Health Awareness Month, we're spotlighting Dr. Doug Brackmann book, "Driven: Understanding and Harnessing the Genetic Gifts Shared by Entrepreneurs, Navy SEALs, Pro Athletes, and Maybe You!" Get ready to uncover what it takes to unleash your full potential. And hey, to all the folks at Rue 21 and Express facing bankruptcy, here's your reality check: Stay confident and keep pushing forward. I've got some tips to help you navigate your next steps. But that's not all – we're also tackling the empathy deficit. What's holding you back from truly understanding others' perspectives? Tune in for some hard-hitting insights and practical strategies to become a more empathetic badass. YOOBIC RETHINK Retail Don't miss out – join us, let's #getupandgop and kick some excuses to the curb! Click to Listen: https://lnkd.in/e8iV9gd4 and here to grab a copy of The Retail Leaders Roadmap https://a.co/d/2qjoAZe

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🌟 𝗣𝗿𝗲𝘀𝗲𝗻𝘁𝗶𝗻𝗴 𝗧𝗼𝗱𝗮𝘆 𝗮𝘁 𝗥𝗲𝘁𝗮𝗶𝗹 𝗖𝗼𝘂𝗻𝗰𝗶𝗹 𝗼𝗳 𝗖𝗮𝗻𝗮𝗱𝗮 🌟 Today, I'm honoured to present alongside Chris Gardner at the Retail Council of Canada Conference, with MicroStrategy where we will discuss leveraging advanced analytics to elevate iconic Canadian brands. Advanced analytics are crucial in driving growth by facilitating data-driven decision-making processes. By analyzing consumer behaviour patterns, retailers can tailor their strategies to meet customer needs more effectively, enhancing customer satisfaction and increasing sales. Moreover, integrating predictive analytics enables companies to forecast trends accurately and adapt proactively, thereby gaining a competitive edge. Generative Artificial Intelligence (GenAI) is revolutionizing retail operations and growth strategies. This technology allows for creating highly personalized customer experiences by generating tailored content and recommendations. It can automate complex tasks, increase operational efficiency, and provide deeper insights through advanced data analysis. Retailers leveraging GenAI are not only able to optimize their supply chain management but also innovate in product development and marketing strategies. Join us to explore how these technologies are shaping the future of retail. Learn more about the event here: https://lnkd.in/gkScsiDV Loblaw Companies Limited Shoppers Drug Mart Neighbourly Pharmacy Spin Master Walmart #RCCSTORE24 #data #analytics #artificialintelligence #AI #generativeAI #keynote #speaker #consulting #careers #leadership #management ---------------------- 💥 I am Achille 🔺 Supporting you and your businesses leveraging data 🔺 Providing advisory, consultancy and keynotes specializing in Retail, Supply Chain & Construction Like this post? Want to see more? Ring the 🔔 on my profile Follow #achilleai 🔝 Connect with me

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'Again a unified retailer' means they have reunified their Clicks (E-Commerce) and Bricks (Physical Stores) after initially separating them to potentially attract investors and unleash value. Interesting and sometimes conflicting wants for Stakeholders (like customers) and Shareholders. Your thoughts? Excerpts: The reorganization affects the retailer as a whole, which as of 2022 is once again operating both e-commerce and physical stores as one entity, the spokesperson said. That is a turnabout from 2021 when parent company HBC announced that Hudson’s Bay would “separate its store fleet and e-commerce business into two separate businesses, accelerating its digital-first transformation.” For that year or so, the online business had operated as “The Bay,” responsible not just for digital retail sales, including via a third-party marketplace, but also brand direction, marketing, buying, planning and technology for itself and the physical-store operations. The company didn’t respond to email and phone requests for more details about why Hudson’s Bay has re-merged its operations. On Wednesday, HBC’s spokesperson confirmed that Saks Fifth Avenue and off-price Saks Off 5th, whose separations were enabled by hundreds of millions in private equity investments, each still run different companies for their e-commerce and their stores. The separation moves were widely seen as potentially making these legacy retail names more attractive to investors and tech talent, though some analysts have questioned the rationale of dividing up operations. Some observers also noted that the breakups could make it easier for the banners to unload some of their real estate. For a time, activist investors pushed Macy’s and Kohl’s to also consider the maneuver; Macy’s explored it but ultimately rejected it. #retail #unifiedcommerce #omnichannel

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Hate to say it but this seems like a big “nothing burger.” For a number of reasons: 1) Walmart announced something quite similar back in 2020 (https://lnkd.in/gRarmX-C) and we haven’t heard word one about it since. 2) Target already has a full functioning marketplace, so what added value does the Shopify connection really provide? Good merchants should already be finding and sourcing these products. 3) The idea that Shopify vendors can go into stores long-term is also a bridge too far. Again, if the digital marketplace and merchandising teams are functioning and coordinating properly, the infrastructure should already exist to take in new brands based on their marketplace performance and/or these brands should already be on the radar screens of the merchants deciding the stores' assortments. 4) Any new Shopify vendors that aren’t already on the Target marketplace are probably not there for a reason and also likely not ready for the prime time effort it takes to place your products wholesale in actual mass market stores throughout the country, which in Target’s case is approximately 2,000 stores, if this strategy is to have any material impact on revenue. #retail #retailing #grocery #cpg #branding #advertisingandmarketing #onlineshopping #shoppingandtheretailindustry #supplychainmanagement #fashionretail #luxuryretail #beauty https://lnkd.in/gxNf8iGY

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The role of the CMO has become even more critical and elevated. Technology is evolving very quickly, while at the same time, expectations are changing. A brand must stand for something — but if it stands for something employees and customers don’t like, they may reject it. Because CMOs have the closest connection to the customer, leadership teams are looking to chief marketers for guidance. What are the top takeaways for CMOs at Cannes Lions this year (and in general)? 👉 Marketers must drive not only marketing initiatives, but also broader business outcomes. 👉 Marketers must foster the agility and curiosity required to accelerate the adoption of new technologies. CMOs should ensure their teams are constantly looking for what’s around the corner and then strategically introduce new technologies. 👉 Creativity flourishes when leaders are intentional about creating rituals to keep themselves fresh and encourage their teams to do the same. What else do you think is important as we launch into the back half of 2024? https://lnkd.in/evDF28wV #CannesLions #Creativity #AI #CMO #Agility #MarTech #Marketing

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It's been a tough few days for Canadian retail. Store closures, brands 'trying out Canada' and failing, scaling without success... and next up is Ted Baker, Brooks Brothers and Lucky Brand 🇨🇦 I was interviewed by CBC news on what I think went wrong. --> Canada is not an extension of the US, just like France is not an extension of Germany because they share a border. Different customer needs. --> ABG just closed the deal to buy Champion so they have money. Not paying suppliers can't be the whole story. Or the excuse. --> Scaling a brand means investing in building brand loyalty + a merchandising & marketing strategy specific to that market 🗞 🗞 🗞 Liza Amlani, principal and co-founder of the Retail Strategy Group in Toronto, said the pending closures were not surprising to analysts. She said any problems between AGB and its suppliers is not the full story, given the large portfolio of brands AGB looks after. The real issues more likely involve the product mix at the store and a lack of understanding of the Canadian market, she said. "Every province you go in is very different," she said. "Customers are different, they're spending differently, they are dressing differently. So when I see brands coming into Canada without having that investment on the ground, that's where we start to see this sort of unravel." Amlani said Ted Baker did a good job of sorting its product mix, adding dresses, casual wear and athleisure wear, but "brands don't realize that what folks want in B.C. is very different to what customers want in Ontario." "Just like what happened with Nordstrom, that these bigger groups, these retailers, these brands coming into Canada, they think we're just an extension of the U.S., which is absolutely not true." "They're buying these brands because they can get them for cheap, not necessarily because they're using them to make a profit," she said. "I don't think that they're seeing this as a long-term investment. They're taking the intellectual property, the customer data. Data is worth so much more sometimes than the actual product that's selling on discount at these stores." https://lnkd.in/eAW64Dxd #retail #retailnews #tedbaker #stores #ABG Authentic Brands Group OSL Retail Services Paula Duhatschek

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Now, let’s get closer, the top retailers in Canada 🇨🇦 for 2024 include: 1. Loblaw Companies - The leading retailer with the highest sales, operating various grocery stores like Loblaws, No Frills, and Shoppers Drug Mart. 2. Costco Canada - A major player in the wholesale retail market. 3. Empire Company - Operating Sobeys, Safeway, and FreshCo, among other grocery brands. 4. Walmart Canada- A dominant general merchandise and grocery retailer. 402 stores 5. Metro - Known for its Metro Banner, Super C, Richelieu, Food Basics, Brunet and Jean Coutu stores. 6. Canadian Tire - Featuring its flagship stores along with Mark's and Sport Chek. 7. McKesson Canada - Operating pharmacies like Uniprix, Proxim, Rexall and IDA. 8. RONA - Home improvement retailer also running Rona+ and Rona stores. 9. The Home Depot Canada - Another significant home improvement retailer. 182 stores 10. Home Hardware - Operating Home Hardware and Home Hardware Building Centres. These retailers are leading in terms of sales and market presence in various categories such as groceries, general merchandise, health, and home improvement. #rdts #retailmerchandising #merchandising #storesupport #retailaudit #phygital #Yoobic

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Cyabra recently uncovered a bot-manufactured boycott campaign affecting Loblaws Inc, one of Canada's largest grocery chains. The findings unveil the critical impact of fake accounts on public discourse that can impact brands and ultimately alter real-life perceptions. Read more about Cyabra and their findings in The US Sun below: #Cybersecurity #Disinformation #CyberThreats Rafi Mendelsohn|Dan Brahmy

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When I posted about the International Supermarket Management Class last week, many of you asked, "What is the IGA Coca-Cola Institute?" The IGA Coca-Cola Institute is a people development organization supported by The Coca-Cola Company. The Institute is dedicated to providing retailers a full learning management system and service worldwide. As an educational organization, it serves over 10,000 businesses with blended training programs, including 180+ industry-specific online courses divided into ten different libraries. The Institute also provides retailers and associations with their own branded online corporate universities and tailored courses. One of the most exciting new offerings from the IGA Coca-Cola Institute is also the smallest. Introducing microlearning, or On the Go Learning, an innovative learning system developed at Harvard Medical School that combines gaming with a scientifically proven methodology that increases long-term knowledge retention by up to 170%. The Institute is deploying microlearning courses to retailers worldwide to help them effectively meet their training needs. These courses include a “spaced education” methodology based on the neuroscience of how human memory works. For more information, contact Paulo Goelzer Ph.D. or Ana Velazquez. #Learning #Education #Training #IGA #Innovation #Neuroscience #Retailing

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Ted Baker has been through the ringer. And it's not the first time this brand has been in hot water. Authentic Brands Group was thought to be the one to save this iconic 🏴󠁧󠁢󠁥󠁮󠁧󠁿 brand but it seems that ABG added a lot of fuel to this fire. My comments were featured in Retail Insider: It seems the root cause of the demise of Ted Baker is ABG failing to make payments to suppliers. But that can’t be the full story. ABG has a lot of brands under its portfolio so why the delinquency of payments to Ted Baker’s vendors? If vendors aren’t paid and are holding shipments, their own stores would be empty and wholesale accounts would be furious. Something doesn’t add up. The WSJ quoted: A decline in sales and a technology transition that occurred in the midst of the company’s busiest selling season were also to blame, according to the court filing by Adams and a filing by Alvarez & Marsal, the monitor appointed to oversee the Canadian insolvency. Why risk reputation and retail partner relationships just to close Ted Baker’s doors? Last year, Ted Baker expanded their North America merchandising team and leveled up staff to scale the US/Canada business. Hiring merchants would improve product assortments and increase revenues and relevance in the market. In fact, just 8 months ago, the NYC team was looking for buyers and planners to join the team. If an unsuccessful technology transition was to blame, why didn’t ABG work with OSL, who has a Canadian investment in the brand, to work on these issues? OSL is a technology solution provider. Again, something just doesn’t add up. The Wall Street Journal Mario Toneguzzi OSL Retail Services #retail #retailnews #tedbaker #ABG #fashion #stores #merchandising

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🛒 Walmart Canada is not just an EDLP/EDLC Retailer. They are revolutionizing the omni channel shopping experience in a big way! 🚀 The retail landscape is evolving rapidly, and Walmart Canada is leading the charge with its innovative tech transformation. 🛒💡 🔍 From a high-tech flagship store featuring floor cleaning robots and digital wayfinders to advanced fulfillment centers powered by robotics and automation, Walmart is revolutionizing the shopping experience. 💻🛍️ 💰 With a significant $3.5 billion investment since 2020, Walmart Canada is modernizing its store renovations and fulfillment networks to offer superior online and in-store shopping experiences. 🌟 👩‍💼 Employee empowerment is key, with the Me@Walmart app streamlining task management, scheduling, and access to store metrics—boosting productivity and service quality. 📱👨‍🔧 🤖 Leveraging AI and machine learning, Walmart is optimizing inventory, reducing waste, and personalizing customer experiences, making shopping smarter and more efficient. 🤯🛒 🌟 Walmart's customer-centric approach focuses on convenience and speed, ensuring personalized shopping options and improved substitution processes for online orders, prioritizing the customer experience. 🛍️🤝 🛍️ Walmart Canada's tech-driven strategy aims not only to stay ahead of the curve but also to create a seamless omni-channel shopping experience benefiting both customers and associates. 🔄 🔮 How will other retailers respond to this bold move? What are your thoughts on the future of retail with these advancements? 💬💭 #RetailInnovation #TechInRetail #WalmartCanada #Ecommerce #AI #Automation #CustomerExperience

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Canadian Tire's Challenge: A Lesson in Economic Resilience Canadian Tire's recent earnings highlight a drop in retail sales, reflecting a broader trend of consumer caution amidst inflation and rising interest rates. With a 1.6% decline in comparable sales, it's clear that discretionary spending is down as shoppers prioritize essentials. This is a crucial moment for businesses to adapt. Canadian Tire's response—trimming costs and optimizing its product mix to boost profit margins—offers a roadmap for resilience. Businesses must focus on operational efficiency and remain agile to navigate economic uncertainties effectively. How would they score if we conducted an audit on Canadian Tire’s Magic Brand Power (MoJo) Index? How would any brand score in staying relevant? There are four main sections to the Magic Brand Power Index: it is a score on brand relevance. Reach Retention Resilience Reward More on all of this another day. #Strategy #Retailing #Economy #CanadianTire #Innovation #CEO

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