Frank Warren

💡 What’s driving consumer demand in 2025? In this episode of #RetailSoundBites, Barry Thomas and Rachel Dalton welcome Oksana Sobol, consumer insights lead at The Clorox Company, for a timely discussion on the forces shaping consumer demand. Sobol unpacks how economic volatility, shifting demographics, and evolving attitudes are redefining what and how consumers buy. From the rise of single-person households to the priority of time, she shares actionable insights for CPG, retail, and manufacturing leaders navigating today’s complex landscape. Listen here 🎧 https://loom.ly/oXHoxag #ConsumerTrends #Retail #CPG

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The April/May issue is here! This edition features an exclusive interview with Shanan Cox, MBA, Sr. Merchant, senior director of produce merchandising at Sam's Club. From farm-country roots to a leader in produce at the retailer, Cox is doubling down on execution, resilience, and supplier accountability to protect member trust in a high-volume environment. That focus on execution and trust also speaks to the broader theme of this edition. Our Tech Innovation Issue looks at how technology is reshaping the produce industry across the supply chain, from the opportunities created by automation, data, and smarter systems to the operational and organizational challenges that come with adoption. Also in this issue: opinion on robotic harvesting, farm-level data tools, FSMA traceability requirements, and other stories examining how companies are using innovation to improve performance, strengthen decision-making, and stay competitive in a more complex operating environment. As always, articles from this edition will be published on www.visionmagazine.com in the coming weeks. In the meantime, you can access the full digital issue here: https://lnkd.in/davs29RG

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Walmart’s Q2 results are drawing mixed headlines, but they show acceleration across the areas that matter most to advertisers. Signals from this quarter: - Ad revenue +31% in the U.S., +46% globally (including Vizio) Walmart’s acquisition of VIZIO is now flowing into results, linking CTV with closed-loop attribution. Brands can plan top-of-funnel video and lower-funnel search in one ecosystem, measured directly against sales. This quarter, the numbers show advertisers clearly leaning in. - Same-day delivery volumes up ~50% Store-fulfilled delivery is up nearly 50%, and one-third of digital orders arrive within three hours. That fulfillment velocity creates new high-intent ad moments (shoppers checking their app for pickup readiness, adjusting baskets, planning quick replenishment orders). Lots of opportunity to align retail media with these moments and influence purchase decisions in real-time. - Global e-commerce +25% YoY E-commerce outside the U.S. grew +22%, while international advertising rose +15% (led by Flipkart). Walmart’s retail media flywheel is scaling internationally – and it's a chance for advertisers to test, learn, and replicate strategies across regions, with Walmart as a unifying partner. - Sam's Club e-commerce +26% Between Walmart, Sam’s Club, and Flipkart, Walmart has built a multi-faceted and international network that reaches diverse shopper segments. More places to activate retail media, more audiences to engage, and more opportunities to coordinate strategies across platforms. I think Q2 underscores the breadth of Walmart’s ecosystem and the pace at which it’s evolving. For advertisers, the challenge lies in tapping into that while staying agile to shopper and market dynamics.

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Hormel Foods names Will Bonifant group VP and chief supply chain officer.    This follows a 3-year supply chain transformation journey as part of CPG's Brand Fuel strategy. Full story: https://lnkd.in/ehYzEY4p #hormel #foodretail #groceryindustry

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Doug McMillon’s decision to step down marks the end of one of the most significant leadership periods in modern retail. There have been some excellent tributes to his impact but there’s a perspective I think is worth adding. For much of his time as CEO, my work at IGD (Institute of Grocery Distribution) involved staying close to Walmart’s global strategy, visiting stores, following the major shifts, and understanding how decisions played out on the ground. That proximity has shaped how I’ve come to view his leadership. Doug made decisions that were bold, sometimes unpopular, and often reversed, and that, for me, is precisely what defined his tenure. Walmart acquired Jet.com to accelerate digital capability, integrated what it needed, and then moved past the brand once the lessons had been absorbed. Pickup Towers were rolled out to understand the next stage of click-and-collect and later removed as behaviour and technology evolved. Across the decade, Walmart tested widely, scaled where the logic held, and stepped back when it didn’t, at a pace rarely seen in a business of this size. Internationally, his leadership was equally decisive. Walmart made a series of major international divestments, stepping back from the UK, Brazil, Argentina and Japan, choices that were never easy, but made with clarity about where long-term competitive advantage truly existed. At the same time, he doubled down on markets where Walmart could win with conviction. These moves reshaped the company’s global footprint and signalled a more disciplined approach to international strategy across the sector. His biggest impact, though, was cultural. Walmart made a landmark wage investment and created the Walmart Academies, structural commitments that rebuilt the capability of the organisation from the inside out. They changed the business more fundamentally than any single technology programme. What stood out, consistently, was his humility. For the CEO of the world’s largest retailer, there was no ego in the room. He listened carefully, spoke plainly, and always anchored decisions in associates, customers, and communities. Through all the change, he stayed focused on preserving and renewing Sam Walton’s culture: save people money, make their lives easier. People sometimes point to the reversals as signs that Walmart changed direction too often. I’ve always seen something else: a level of agility rarely achieved at global scale. Doug McMillon normalised a mindset of trying early, learning fast, and moving on when the world changed, while holding firmly to the company’s values. It quietly reset expectations not just within Walmart, but across global retail. His tenure won't be defined by what stayed. It will be defined by the willingness to change direction at scale, without losing who Walmart is. That is the legacy that will endure.

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Albertsons Companies' Restructured Leadership: https://lnkd.in/eSi4StTJ ✔️ Michelle Larson is transitioning into the role of Chief Merchandising Officer ✔️ Jennifer Saenz’s expanded Chief Commercial Officer role includes Albertsons Media Collective ✔️ Anuj Dhanda's oversight has grown to include data science & product management teams. ✔️ Mike Withers' responsibilities have expanded to include the Northern & Southern California divisions.

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Kim Souza’s latest Northwest Arkansas Business Journal column highlights a trend that’s becoming increasingly clear across the grocery landscape: 👉 More consumers — across income levels — are shifting their grocery spend toward value-focused retailers. According to recent data, Walmart’s grocery penetration has reached a record 72% of U.S. households, with gains coming from shoppers across all income brackets as price sensitivity continues to shape behavior. On one level, this isn’t surprising. After several years of inflation, consumers remain highly focused on price, value, and basket optimization — even as overall retail sales remain relatively stable. But what’s important here is the breadth of the shift. This isn’t just lower-income consumers trading down. It’s a broader rebalancing of shopping behavior: 🔹 Higher-income households becoming more value-conscious 🔹 Increased cross-shopping between formats 🔹 Greater willingness to shift loyalty based on price and convenience 🔹 Continued pressure on traditional grocery and regional operators From a retail strategy perspective, this reinforces a few key realities: 🔹 Value perception is now a universal expectation, not a segment strategy 🔹 Grocery is increasingly a share-of-wallet battleground across formats 🔹 Scale, supply chain efficiency, and pricing discipline matter more than ever 🔹 Omnichannel capabilities (pickup, delivery, digital) are amplifying competitive advantage The bigger takeaway: What we’re seeing isn’t just a short-term shift — it’s a structural change in how consumers shop for everyday essentials. And for the broader grocery ecosystem, the implications are significant. Retailers that can deliver consistent value while maintaining strong in-stock, fresh execution, and customer experience will continue to gain share. A very insightful read from Kim — and one that underscores how quickly the competitive dynamics in grocery are evolving. #Retail #Grocery #Walmart #ConsumerBehavior #RetailStrategy #Omnichannel #ValueRetail #CPG #FutureOfRetail

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VENDOR SPOTLIGHT: D&H Distributing At the National Alliance of Trade Merchants, we value vendor partners who bring experience, innovation, and commitment to independent retail. In this interview, Leslie Davis, Vice President, Consumer Field Sales at D&H Distributing, reflects on her 28-year career with the company and shares why D&H continues to bring a strong team presence to the NATM Vendor Conference each year. Leslie highlights what makes National Alliance of Trade Merchants truly unique - its esteemed NATM Members. NATM's members are well-respected regional independent retailers with multi-generational businesses deeply rooted in their communities. She also notes that NATM's Vendor Conferences provides a powerful platform to build personal relationships while showcasing technology and innovation that drive growth across the retail channel. 🎥 Watch her full interview below. 🌐 Learn more about D&H: www.dandh.com 👉 Explore the NATM 2026 Vendor Conference: www.natmvendor.com #NATM #VendorConference #IndependentRetail #DHDistributing #Technology #Partnership #Distribution #Leadership #CommunityDriven #Innovation #NATM2026 #Partnership #Leadership Leslie Davis John Riddle Kathleen "Kathy" Genovese Tony Monteleone

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Kohl’s Appoints Retail Veteran Michael Bender as Permanent CEO — A Critical Leadership Reset Kohl’s has officially named Michael J. Bender as its permanent CEO, marking the company’s fourth leadership change in three years. Bender, a respected retail veteran with over 30 years of experience across Walmart, PepsiCo, and Eyemart Express, had been serving as interim CEO since May. His appointment follows the abrupt exit of former CEO Ashley Buchanan, who was removed after an internal investigation revealed undisclosed personal ties and unusual vendor transactions — a serious governance breach for any public company. With the board unanimously backing Bender after an external search, this leadership transition signals a much-needed stability boost for Kohl’s. Why This Matters  Strengthens governance after a major ethics violation  Restores leadership stability during a period of falling sales and tough retail competition  Leverages Bender’s deep operational expertise to rebuild trust, performance, and culture  Opens the door for strategic reset across omnichannel, store operations, and vendor management Kohl’s now has an opportunity to reinforce accountability, regain investor confidence, and reshape its long-term strategy under seasoned leadership. A pivotal moment for the company — and a defining test for Bender. #Kohls #RetailIndustry #Leadership #CorporateGovernance #BusinessNews #CEOAppointment #MichaelBender #RetailUpdates #EthicalLeadership #CorporateEthics #TurnaroundStrategy #BusinessLeadership #LinkedInNews #USBusiness #RetailInsights #Bizslope #Bizslopenews #Magazines

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Today I had the opportunity to attend the Cleveland Research Company Walmart Forum in Bentonville at the Alice L. Walton School of Medicine. Ben Metzger and the CRC team did an excellent job presenting macro and retail trends alongside deep Walmart-specific insights. Here are my Top 10 Takeaways (plus one bonus). 1. Tariffs: Up from 2-3% to 16%, the highest level since 1931. → How are you modeling tariff exposure into your 2026 pricing strategy? 2. Birth Rate: The U.S. sits at 1.6, below the 2.0 needed to maintain population growth. Dropping below 1.2 (like China or Japan) is an economic danger zone. → What happens to your category if population growth continues to slow? 3. GDP: AI-related investment is disproportionately driving most of the net GDP growth. → How is your organization using AI to drive real productivity versus buzz? 4. GLP-1: 6% of the U.S. population is on GLP-1s today, projected to reach 10% by 2027. → Are your product and marketing strategies adjusting for this new consumer behavior? 5. Walmart Digital Mix: Digital is driving 85% of Walmart’s sales comp mix year-to-date. → Is your digital assortment and content strategy keeping pace with Walmart’s acceleration? 6. New Walmart Shoppers: Over-index in Walmart+, shopping primarily online, and using Walmart Cash. → How are you connecting with this newer, digitally native Walmart shopper? 7. Private Label: Now 22% of Walmart’s sales, still well below top competitors at 30%+. → How are you reinforcing brand value to win against Walmart’s private label growth? 8. Omni Shoppers: Shop 3× more often and spend 13% more per trip. → Are you building truly integrated omnichannel programs, or managing channels in silos? 9. Walmart Connect: Represents roughly 2% of POS $ investment across suppliers. → Is your retail media investment proportionate to your Walmart growth goals? 10. .com Fundamentals: Brand Shops, Digital Shelves, and Virtual Bundles are now table stakes. → Do your PDPs and digital experiences mirror how consumers actually shop the aisle? Bonus: AI is now estimated to influence 20% of Walmart’s site traffic. → Are you testing how AI impacts search, discoverability and conversion within Walmart’s ecosystem? Big thanks again to the CRC team for a phenomenal event. If you’re a CPG brand and don’t yet have access to CRC’s platform, you are missing out. I’m happy to share my thoughts on the value and connect you. They’re the best source of real-time retail trends and intelligence in the business.

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Big consumer brands are increasingly integrating retail media into their core strategies and banking on its ability to unify brand and commerce, even while measurement questions around true incremental impact remain unresolved. But here’s the tension: ✅ Investment is accelerating ✅ Retail networks are scaling ❓ Incrementality remains unclear ❓ Creative quality remains inconsistent In my experience, retail media creative is often the weakest link. It's templated, transactional, and disconnected from broader brand and content strategy. If retail media is becoming a core growth engine, then parallel evolution is required: - Content must become retailer-specific and algorithm-aware - SKU-level assets must be instrumented and continuously optimized - Measurement must move beyond ROAS to creative-level intelligence Otherwise, retail media becomes expensive paid shelf space. Curious how others are thinking about the creative + data side of retail media’s rise.

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Janice Burk, vice president of supply chain technology at Lowe's Companies, Inc.'s, discusses how evolving customer expectations have led the company to develop proprietary fulfillment solutions. These systems, which include artificial intelligence and machine learning models, enable efficient order routing and inventory positioning, as well as help employees focus on value-added tasks by automating repetitive ones. Great post by Total Retail! https://lnkd.in/gpXA_UHu Stephanie Sharp

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Wholly owned Kroger subsidiary Harris Teeter has revealed its plans to open several new store locations across its operating region, which include expansion into new markets for the company. The new stores – slated to open over the next couple of years – will serve communities in Jacksonville, Fla.; Clemson, S.C.; Kannapolis, N.C.; Lake Wylie, S.C.; and Fort Mill, S.C. "This expansion represents an exciting chapter for Harris Teeter as we extend our reach to serve more neighbors across the Southeast," said Danna Robinson, director of corporate affairs and customer relations for Harris Teeter. "We've seen incredible support from our customers, and this growth allows us to meet rising demand while continuing to deliver the exceptional experience our brand is known for.”

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An evolving consumer landscape is adding complexity to produce merchandising. Retailers are facing the challenge of meeting product expectations from a wider range of shopper segments while maintaining efficiencies and controlling costs, said Iris Yim, principal and chief strategist of Sparkle Insights, Inc., a Chapel Hill, N.C.-based research and strategies firm.  “The fastest-growing demographic force is the rise of multicultural households with strong ties to produce-centric cooking and a demand for items like chili peppers, yuca, bok choy, daikon and tropical fruit,” she said. In addition, aging adults are seeking produce in smaller packs and with softer textures, while Gen Z shoppers, the most diverse generation, are pursuing global flavors, freshness, sustainability and selections they see on social media, Yim said “The challenge is that all of these needs often converge in the same trade area,” she said. Retailers seeking to maximize activity and minimize shrink must determine the optimal types and amounts of selections to offer, Yim said, noting that “legacy planograms aren’t nimble enough to keep up with shifting demographics or viral food trends.” Using artificial intelligence (AI) to synthesize real-time sales patterns and demographic shifts can enable merchandisers to select assortments with greater accuracy while predicting production needs and reducing waste, she said. 

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Lower prices don’t destroy revenue. They often unlock it. Many years ago, the Atlanta Falcons did something most companies are afraid to test: they lowered stadium food prices - one of their core product offerings. Profits fell on food alone, but the move drove more transactions, larger baskets, and higher total spend across the ecosystem. For a professional sports team, food is the gateway to a customer’s wallet. While high prices can create an adversarial relationship (“How much for a hot dog?!?”), fair prices on key items are disarming and build trust. That trust creates a halo effect. Fans show up earlier, stay longer, and redirect spend into higher-margin categories like merchandise, experiences, and future events. You don’t win by maximizing margin on nachos - you win by increasing total customer value. The same math shows up in retail aisles, subscription funnels, and value menus: price is less about the item and more about what it unlocks next. Article: https://lnkd.in/dYtxVbAK

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Walgreens is making a big change to its in-store media strategy, and it could be a win for CPG brands. Vestcom is taking over shelf signage, bringing tech-forward updates and new branding options right at the shelf. I thought this was a smart shift worth a read if you're in the space. https://lnkd.in/eBa-c8Ux #CPGMarketing #RetailInnovation

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