Introduction

Today we’ll be covering:

• What you should be looking for
• How to access crucial information about your competitors
• Why you need to check this data regularly

A little background on myself: I’m the CEO and founder of Foot Traffic. I bring 20 years of marketing experience, technology, and work in the cannabis space for about eight years now. I’m passionate about advertising and marketing.

About Foot Traffic

We are a dispensary advertising and software company. At any given time, we work with upwards of 400+ dispensaries and delivery services throughout the United States, Canada, and beyond. Keep an eye out for us in Puerto Rico, Jamaica, and other regions where cannabis is legalized.

Housekeeping Items

Before we get started:

• Cell phones: We love them—they’re part of our business—but they can be distracting. Please put your cell phone on your desk, do not disturb, and face it down so you can focus on the webinar.
• Familiarize yourself with Zoom: There’s a Q&A function at the bottom (next to the cloud icon). You can ask questions there, and we will answer at the end. We have moderators to assist.
• Stay tuned: We have special offers for attendees that I’ll be sharing at the end.

Why Know Your Competition?

Knowing what your competitors are doing is crucial for running a successful business. If you want to be at the top, you need to keep an eye on your competitors so you can actively compete with them.

Dispensaries don’t operate in a vacuum, and maintaining customer loyalty is more challenging than ever. To keep customers coming back, you must differentiate yourself and offer something they can’t find elsewhere.

We’re not advocating for copying your competitors’ ideas. Instead, we’re about learning from others and improving upon their strategies—like sports teams reviewing game tapes to improve.

How to Spy on the Competition

1. Identify Who Your Competitors Are

Run a search for dispensaries in your area to conduct market research. If your market has few dispensaries, consider widening your search. While you shouldn’t target customers from far away, knowing how others operate is valuable.

2. Monitor Products

Your product catalog is key to attracting customers. Use online menus like Duy or Jane to see what brands they carry and their prices. Not all in-store products will be online, but you’ll get a good idea.

Some dispensaries try to compete by offering more products or lower prices, which can be challenging. If you carry a smaller, targeted selection—like only organic products—you can appeal to a niche. Larger offerings and competitive pricing help if your goal is to be the go-to dispensary.

3. Follow Them on Social Media

Follow competitors from your personal account to see how they interact with potential customers, what content they share, and engagement levels. This helps you understand which platforms are effective.

4. Use RSS Feeds

Follow their blog posts with tools like Feedly, which allows you to see all their updates in one place. This can reveal their brand voice, events, and what they value in their customers.

5. Set Up Google Alerts

Create alerts for industry news and your competitors. This keeps you informed about mergers, new products, press releases, and regulatory issues. Also, set alerts for your state’s cannabis regulatory agency to stay updated on policy changes.

6. Check Their Reviews

Read reviews to gauge customer sentiment—what they like or dislike about your competitors. This feedback can guide your own improvements, such as adjusting pricing or stocking popular brands.

7. Sign Up for Loyalty Programs

Use a personal email to sign up for their loyalty programs, deals, and event notifications. This insight helps you understand how they build customer loyalty and what incentives they offer.

Analyzing Competitors’ Operations

8. Visit Their Dispensaries

Experience their layout, music, security, staff training, product displays, and technology. Notice what makes the buying process enjoyable—like kiosks or digital menus—and consider how you can incorporate similar features.

9. Improve Your Website and SEO

Evaluate their website’s performance. Is there a live chat? Easy navigation? SEO strategies? Search traffic is a major driver of online sales. Use tools like Ahrefs or SEMrush to analyze their keywords, backlinks, and content gaps. This helps you identify opportunities to outrank them.

10. Run Digital Ads

Create targeted ads to stay top of mind. Use geotargeted display ads to showcase your advantages—more brands, better discounts, or unique offerings. Run Google Ads targeting their brand keywords with special deals for new customers.

Strategic Actions Based on Research

• Product Offerings: Adjust your catalog based on what competitors carry or price.
• Deals and Promotions: Use their sales as inspiration for your own, aligning with your brand.
• Store Experience: Incorporate technology or layout ideas that improve customer experience.
• SEO & Website: Optimize your site to rank higher and improve user experience.
• Advertising: Target their customers with tailored ads, emphasizing your strengths.

Final Thoughts

Monitoring your competition helps you maintain and grow your market share. Whether you’re in a crowded market or a single dispensary area, understanding what others are doing provides a pathway to increase sales and dominance.

Questions & Answers

Q: Can you run Google ads targeting your competitor’s brand name?
A: Yes, you can bid on competitors’ brand names. There’s no restriction, but it can be costly because you’re bidding against their authority. Be aware of the ethical considerations—your competitors might do the same, leading to a bidding war.

Q: How long does it take to outrank your competition on Google?
A: It varies. SEO depends on factors like domain authority, backlinks, reviews, and website performance. It can take at least 90 days to see significant results. Alternatively, Google Ads can produce immediate visibility—your ads can go live within about four days after approval.

Closing

Feel free to reach out to us anytime. Thank you for spending your time with us today. We appreciate your attention.

Special Offer: You’ve qualified for a free Yeti branded by Foot Traffic! Please contact us to schedule a call. Once you provide your shipping info, we’ll send you the Yeti and possibly other swag.

Thank you again for attending. Stay safe, and have a great day!

Introduction

Media Jel connects brands and retailers with cannabis consumers through our ad network of mainstream publishers, mobile apps, games, and TV. We help cannabis companies advertise on Google, support SEO, and activate data with display advertising to support e-commerce sales.

Guest Introduction

Guest: I’d like to introduce Dennis O’Malley. Dennis is a serial entrepreneur and founder of Caliva, one of the largest vertically integrated retailers in California that was acquired by Jay-Z’s parent company. Dennis has a breadth of experience in the cannabis industry, and I can’t wait to hear his insights today. Thank you for joining us, Dennis.

Dennis: Thanks so much for having me. Looking forward to this.

Jeremy: Likewise. Well, let’s start from the top. What does your career look like before entering the cannabis space?

Dennis’s Background

Dennis: I almost can’t remember [Music]. All the battle scars over the last five and a half, six years on it. But before cannabis, I was really focused on technology in different parts of tech. One area that I think was a good transition into cannabis was what we founded at Ready Pulse, around 2010-2011.

We wanted to drive authentic marketing. We believed that putting models front and center in marketing didn’t make sense, and that customers were the best form of marketing. We sought out technology solutions to do just that—people trust people, not ads.

We developed technology to track social media—Facebook, Twitter, Instagram—at a time when social was still emerging. We put those photos front and center, working with over 300 websites of brands like Red Bull, GoPro, Nike, Adidas, North Face, and others. We had amazing partnerships and sat with brand marketing teams that developed authentic, inspirational marketing campaigns.

In 2016, we sold that company to ExpertVoice, which had two million trusted experts—think of lifeguards, ski patrols, store associates at Dick’s Sporting Goods—who were the most knowledgeable in their categories. This social proof and authentic marketing translated extremely well into cannabis, where social proof and trusted experts are some of the only marketing avenues available.

In cannabis, there’s no CPC button like on Instagram or Facebook, so you need to be super creative to get your message out.

Building Caliva

Jeremy: How do you leverage this previous experience when building Caliva?

Dennis: When building anything, you always go back to the core. I came into Caliva in 2017, with a core team that had built it from 2015. We focused on developing a North Star—why do we exist? We defined it as serving the informed consumer—asking, “What am I putting into my body?”

Our brand values centered around consistency, transparency, and accessibility. Everything we did—from product development to customer service—reflected these pillars. We aimed to be the most trusted name in cannabis, building trust with our customers, many of whom, like me, care about what they put in their bodies.

This transparency and accessibility guided our campaigns, allowing customers to tell their stories, providing social proof, and training wellness consultants as trusted experts. This helped us build that trust in a competitive California market, especially in San Jose.

Jeremy: I remember following Caliva and its campaigns around accessibility in the San Francisco Bay Area—wide reach from San Francisco to Oakland, down the peninsula to San Jose. It takes a concerted effort. Kudos to Rosie Rothrock, the creative lead, who came up with most of those campaigns. Cannabis marketing is tough, but she did an amazing job creating evergreen campaigns with lasting impact.

Dennis: Absolutely. Rosie’s campaigns had legs, and they could be built upon over time. They were expensive and took time to pay off, but they created a foundation for direct response and brand awareness.

Challenges and Learnings

Jeremy: What problems did you identify when entering the cannabis space or when you launched Caliva?

Dennis: Learning from mistakes. One that stands out was thinking I could develop an app for samples. I believed wholesale reps could sign up, provide samples, and track reviews. The idea was great, but in 2017, dispensaries didn’t allow mobile phones in stores. We were a couple of years early.

It taught me that cannabis marketing requires creativity and understanding regulations. Partnering with experienced, battle-tested partners who understand cannabis regulations is crucial.

Jeremy: That makes sense. Building trust in retail stores is challenging, especially in new markets where stores might have metal frames or look unwelcoming. I suggested doing Google 360 views of stores early on, but there was hesitancy due to security concerns. Now, with phones allowed, user-generated content is valuable. Influencers and consumers posting pictures help market cannabis stores, especially since there are limited marketing channels.

Dennis: Exactly. For example, Planet 13 in Santa Ana has great Instagram moments, and their drone videos at their Vegas store are incredible. Progress is happening.

Vertical Integration and Market Trends

Jeremy: When Dennis joined Caliva in 2017, was the company already vertically integrated?

Dennis: Yes. We implemented vertical integration because of regulations. San Jose required all 16 license holders to be vertically integrated—having both cultivation and retail licenses. We focused on products, compliance, child-proof packaging, and being ready for regulation enforcement in 2018. During COVID, we ramped up delivery, electronic payments, and other innovations.

Jeremy: How is the San Jose market now?

Dennis: It’s evolving. The city will issue more licenses, but zoning restrictions mean new stores will be in more attractive retail areas, not industrial zones. San Jose is the 10th largest city in the U.S., with a higher population than San Francisco. Increased competition will be balanced by better retail locations and convenience for consumers.

Jeremy: Do you think San Jose did it right by limiting licenses compared to places like Santa Rosa?

Dennis: Yes. San Jose funded enforcement and compliance well, collaborating with police and local agencies. They required vertical integration and managed micro markets effectively. Competition is tough, but the legal market offers a better experience than illegal operators.

Retail, Delivery, and Omnichannel

Jeremy: How do you see the future of retail and delivery in California?

Dennis: The delivery expectations accelerated post-COVID. It’s challenging but essential. Retailers need to focus on service, electronic payments, accurate product info, and reliable delivery. Scheduled deliveries, with a focus on service over speed, can build loyalty.

Jeremy: How long did it take to develop a true omnichannel strategy at Caliva?

Dennis: No one is ever fully satisfied, but managing inventory across multiple locations and micro markets is key. Understanding local preferences and micro-market needs is crucial. The goal is to have the right products in the right markets, backed by consistent messaging.

Jeremy: Where should businesses start when building their omnichannel strategy?

Dennis: Start with brands. They do a good job telling their story, engaging consumers via email, videos, and social media. They should provide consistent content and activate their audience through texts and updates.

For retailers, focus on the in-store experience—budtenders are the frontline. A good website with pickup options is critical. Delivery is complex but important long-term. Use tools like Google Analytics and third-party tracking to measure ROI.

Jeremy: Agreed. Mobile-first websites are essential, as over 80% of visitors are on mobile. Accessibility, quick ordering, and seamless in-store and online experiences are vital.

Dennis: Absolutely. The retail landscape is shifting. Brands are relying less on billboards and more on digital channels like programmatic ads, influencer marketing, and content-driven campaigns. Building community and redirecting traffic to retailers is the future.

Marketing, Reviews, and In-Store Strategy

Jeremy: With economic challenges, ROI tracking is more important than ever. Investing in SEO, reviews, and local discovery platforms like Google and Weedmaps is crucial.

Dennis: Yes. For example, Caliva’s strong SEO and product info helped customers find us during consideration. Reviews, especially on Google, are king—over 93% of searches happen there. Simple tactics like QR codes for reviews and automated post-visit messages boost reputation.

Jeremy: How do you connect online experiences with in-store interactions?

Dennis: Use trusted experts—wellness consultants—to review products and provide recommendations. Social proof, reviews, and accurate product info help build trust. Training budtenders to be knowledgeable and current is essential.

Jeremy: And how about syndicating product reviews across platforms?

Dennis: That’s a future opportunity. Currently, no unified voice exists for product reviews across all channels, but it’s coming. Consumers mainly search locally, so brands need to be discoverable where they shop.

Delivery Services and Final Thoughts

Jeremy: What about delivery services? How do you ensure a seamless customer experience?

Dennis: Delivery is a separate service requiring a unique value proposition—reliability, good service, electronic payments, and flexible options like scheduled delivery. Starting small, expanding gradually, and focusing on service quality are key.

Jeremy: Did you do scheduled deliveries or more spontaneous ones?

Dennis: We started with scheduled deliveries in 2017—narrow windows, small areas. Over time, expanded geographically and added minimum order amounts. The focus was on service, not speed. Customers appreciated reliable, friendly drivers.

Jeremy: How long did it take to achieve a true omnichannel approach?

Dennis: No one is ever fully satisfied. Managing inventory across multiple locations and micro markets is complex. Local preferences vary, so understanding micro markets and tailoring product selection is vital.

Jeremy: Where should businesses begin with their omnichannel strategy?

Dennis: Focus on content, storytelling, and consistent engagement. Build a strong digital presence—website, social media, email. For retail, optimize the in-store experience and pickup options. For delivery, ensure reliability and service quality.

Wrap-Up

Jeremy: Thanks, Dennis. I appreciate your insights and wish you continued success.

Dennis: Thanks, Guillermo. Looking forward to the future of cannabis marketing. It keeps us on our toes!

Jeremy: Thank you, Dennis.

Daniel Tejada:
Hello guys, this is Daniel Tejada with the Straight Up Visionary podcast. Today, I have my guest, Korie Minkus, with me. We’re super duper excited to have Korie on. She’s an advocate for entrepreneurs and a growth expert for businesses.

She’s the CEO and founder of Rock Your Product, which is the number one global product business advisory and growth training company. She’s a 30-year Fortune 500 consumer products thought leader, a global brand strategist, an international speaker, and a number one best-selling author.

She’s provided clarity and results. She’s been featured in USA Today, Success Magazine, Forbes, Vanity Fair, Conde Nast, and on CNBC. Minkus has generated billions of dollars in revenue, launched hundreds of products, and scaled brands globally.

So, we’re super pumped to have her on.

Daniel:
Hey Korie, what’s going on today?

Korie Minkus:
Thank you, Daniel. It’s an honor to be here, so thanks for having me.

Daniel:
Yeah, really looking forward to our conversation today. I’d like to start, Korie, with just telling us a little bit about yourself, what you do, and all the voodoo that you do there.

Korie:
Cool, I love it. Thanks. Well, I am on this incredible journey now of 30-plus years helping consumer product brands launch and scale their products globally. That’s been my journey for many years.

I started in corporate, was there for 25 years, and left about six years ago. I was on a destination of growth—I didn’t know exactly what it was, but it was something to take all the talent I’d learned in 25 years in the traditional corporate environment, helping brands launch and scale to over a billion dollars, and really understand how to break that down to help entrepreneurs create the same opportunity.

Entrepreneurs, meaning smaller business owners—those that are pre-revenue up to about $50 million in revenue a year—because entrepreneurship is an amazingly complex and beautiful journey. It’s a journey of self-discovery and growth.

We know that in launching products to market, there is a sequence of events, best practices that can be applied. The idea is that many of these things aren’t shared openly with businesses.

My goal was to create a platform where more businesses could access the information they need to move through their growth smoothly, successfully, and as financially meaningful as possible.

That’s what I do today. Rock Your Product is my company. I’ve been doing it for six years. It started as a group training program where I spoke internationally and worked with large groups.

Over the last couple of years, due to COVID, I scaled into a very customized private practice, which I personally love. I realized after working in corporate for so many years that getting into the grind with someone’s business is very exciting and meaningful.

We can create better impact and outcomes than in large group settings. We get into the tailored needs of the business owner we’re working with. That’s what I do today. I love it.

Daniel:
And I know we’ve seen the value firsthand with some of our clients. Being able to get down and dirty with actual input versus those large group settings really makes an impact.

You move above the high-level, what I call the “fluffy stuff,” which is important, but if you attend enough seminars, you get a lot of that high-level overview. The more important part is problem-solving—addressing the actual situations that businesses are running through.

Korie:
Absolutely, I see the value there.

Daniel:
Let’s break this back a little bit. You mentioned you started on the corporate side. Did you have experience starting with smaller businesses, or did you go straight into larger brands? I’m curious how you moved into this entrepreneurial realm.

Korie:
Great question. One of the meaningful things in corporate—despite starting in larger companies—was finding opportunities where I could be very vertically exposed. That way, I could learn how corporations run from all aspects of the business.

Successful companies can’t just be successful in one area; there are many verticals within a business that support growth. I believe one of the reasons I can do what I do today is because I’ve spent so much time understanding how each discipline works together and supports growth.

A little bit of both, Daniel. The first company I worked for did about $50 million a year in revenue. From there, I worked with one of the largest Fortune 500 companies.

I always made sure that throughout my career, I worked with companies under a billion dollars—closer to half a billion to three-quarters of a billion. That size allowed me to be in the boardroom making big decisions, understanding brand strategy, and getting into the finicky details—like sitting in the CFO’s office, understanding decisions around banking, capital raises, repositioning brands to be more equitable for business.

There were many aspects of the business I was able to learn. So, I’ve worked on some brands that people wouldn’t know, but I’ve also worked on Fortune 500 or top 100 brands that we all know and love.

Daniel:
That’s awesome. I think one huge piece is getting exposure to many facets of these businesses, especially for what you’re doing now in an advisory role. It’s a big advantage, and not everyone gets that opportunity.

The bigger the company, the more specialized the roles become, sometimes creating silos. It’s harder to push that learning early in your career.

Korie:
Thanks. I’ve been fortunate enough to have that exposure, though it can be chaotic at times.

Daniel:
What finally made you go out on your own? You were very successful on the corporate side, working with big brands. What made you take that plunge?

Korie:
Great question. Why leave a comfortable corporate job? Honestly, I was at a point where I’m a consummate learner. I wanted more access to information—I didn’t know how to get it.

At some point, I felt tapped out of what I’d learned. I don’t want to sound like I knew everything, but the repetitiveness of the experience was playing a role.

Once you gain domain expertise, there’s always more to learn. Having an open mind is crucial. I knew I probably knew 99% of what exists on Amazon ads today, but there’s always more.

I was seeking to learn more. I was planning to go back and get my Executive MBA. I applied to top business schools here in Chicago, and it would have cost about $250,000. I had two teenagers at the time, was working full-time, and was married. It just didn’t seem feasible.

Why did I want to do it? I wanted intellectual stimulation and to be introduced to new concepts—whether practical or theoretical. I wanted vertical exposure in a different light than corporate.

I’d grown up in corporate learning for 25 years but never got my MBA. Business fascinates me—the decisions, the intricate frameworks, the daily choices. I thought it would give me a richer understanding.

While considering this, I was invited to speak around the world on large stages, sometimes with celebrities, in rooms with hundreds or thousands of people. It was a chance to impact on a different level.

After some reflection, I thought, “I have nothing to lose.” It was the opposite of what I’d planned, but I realized I could use my talent in a new way.

That started around 2017. I fell in love with it. It was a blast—meeting entrepreneurs eager to learn and take on new challenges. I traveled to 32 countries a year, which was exciting but also demanding.

The most complicated part was quickly changing outfits and remembering what I wore last time in each city. But it was so rewarding.

Meeting entrepreneurs who are highly intelligent and ready to grow was invigorating. The average age of entrepreneurs is around 45, meaning many have gone through corporate training or education. But there are many things they don’t know—either because they grew up in silent roles or launched service or product businesses without that acumen.

Daniel:
Exactly.

Korie:
That was a breath of fresh air. I did that for about three and a half years before COVID shut us down. We couldn’t travel anymore.

I literally flew home the day the US shut down—was in Dubai, Abu Dhabi, Singapore, then Orlando for our last event. I remember sitting in first class, bumped up unexpectedly, and everyone around was asking what was going on. I said I’d just come from Singapore two weeks prior, and everything was fine. Then everything shut down.

It shifted everything online, which was a good pivot.

That’s what led me to my current role. I identified the extreme need—especially for business owners doing between pre-revenue and about $50 million in revenue.

I’ve impacted hundreds of clients over the last few years, and it’s rewarding to see their growth and success. That’s why I do this every day.

Create Tomorrow: The WGSN Podcast

The world is changing at a faster pace than ever before. As we begin the path to recovery after worldwide disruption, this podcast explores how the design industry can adapt to changing expectations and create a better future for your businesses and consumers.

I’m your host, Peter Marian, and you’re listening to Create Tomorrow, the WGSN podcast.

The Retail Landscape

Retail again is in a state of flux. The pandemic has led to huge shifts in consumer behavior in 2020, and this is set to continue into 2021.

For instance, in the US alone, 11,000 stores closed, and 40 major retailers went bankrupt last year. Online spending also reached new heights, accounting for 27.3% of global retail sales, growing by a third over the course of the year.

While vaccines are being rolled out and there is hope on the horizon, recovery will come in fits and starts. The so-called K-shaped recovery means that the consumer landscape remains complicated, as many people are experiencing a reduction in their willingness and capacity to spend. As this seismic shift continues, retailers need to adapt for a future where digitally facilitated shopping trips are the norm.

Pathways to product discovery are completely disrupted, and the role of the store will change while serving an increasingly impatient and demanding consumer.

Today, I’m joined by some colleagues to discuss the future of the retail sector and how businesses will need to adapt.

Introductions

Sydney Morgan, Pro Head of Retail and Buying on WGSN Fashion
Hi Sydney.
Hi Peter.
How are you?
I’m good, thanks. How are you?
Doing well.

Laura Sansa, Senior Strategist on WGSN Insight
Hi Laura.
Hi Peter. I’m great. And you?
I’m good, thank you.

Athena Chen, Senior Strategist on WGSN Insight
Hi Athena.
Hi Peter. I’m good. I’m currently based in Shanghai, and we’re having rainy weather today, but hopefully it’ll pick up throughout the week.
Fingers crossed.

Expectations for 2021

Peter: To kick off, what do we expect for the retail sector in 2021? Sydney, do you want to start?

Sydney: Absolutely. I think you know, clothes for clothing’s sake is something we’re going to see the end of. Going back into shops, many of the old formats do feel a bit stale. Retailers hadn’t really taken the opportunity to pivot and shake up the floor sets to make them more relevant to what the customer was going through.

So, going into 2021, we’ll see them finally realizing that and ensuring that the product categories they put out front are highly relevant for current needs and wants. Expect more emphasis on lifestyle merchandising—bringing home goods into the mix, doing a high-low mix, especially in apparel retail, because they realize that isn’t always the main priority.

We’re seeing brands reach into home goods, do exciting collaborations, partner with direct-to-consumer and digitally native brands. The goal is to capture consumer attention with more interesting, multi-channel offers.

You mentioned that consumers’ lifestyles and perspectives have changed significantly over the past year. Laura, you do one of the most insightful pieces of research—the Shoer Forecast—which just went live. Could you speak to what consumers are feeling and expecting in 2021?

Laura: Definitely. The events of 2020 have left a big impression on consumer behavior. One key shift is expectations around fulfillment—speed of delivery, ease of returns, transparency about delivery status. Consumers want to know where their parcel is, when it will arrive, and they expect quick service.

There’s also a shift toward affordability, with consumers demanding more sustainability in packaging and delivery—how green their online orders are. Interestingly, consumers are quite contradictory: in-store, they demand safety and hygiene, want to feel secure, but also want to shop quickly and have products in stock. Online, speed and streamlining are critical, but they also want an experience—something to discover and be entertained by, recreating the in-store discovery experience online.

We see different shopper profiles—some driven by value, others by values like supporting local or minority-owned businesses. Overall, the landscape is varied, with pockets of growth across different segments.

Peter: Absolutely. We’ll explore these shopper groups further throughout the episode. Athena, let’s talk about Asia. You’ve experienced the pandemic’s impact there—things are almost back to normal. What does that mean for consumption?

Athena: In Asia, digital adoption was already high before the pandemic, thanks to robust digital infrastructure—WeChat Pay in China, Line Pay in Korea and Japan, linked closely to social media. Even as restrictions ease, consumers remain glued to online habits formed during the pandemic—seeking entertainment, connecting with brands, and shopping online.

Brands need to enhance their digital efforts to maintain relationships. Data-driven insights help understand consumer preferences—recommendations from social groups are influential. Social commerce is booming, especially with live streaming and short videos, which are transforming online merchandising.

Product discovery online is shifting from static images to dynamic video content. Retailers should leverage video to engage consumers. Laura, you’ve written about this shift from physical browsing to online exploration—through live streaming and digital experiences.

The Store of the Future

Peter: And what about physical retail, Sydney? You’ve been on the shop floor. Has there been much change?

Sydney: Not as much as expected. Since September, we’ve discussed with our London team—London responded faster than New York. In-store, the value sector remains busy; stores are bustling, and foot traffic hasn’t declined much.

In luxury and premium stores, foot traffic has decreased significantly. But the key change is in the discovery experience. Instead of traditional experiential retail, 2021 will see a shift toward discovery—less about touch and feel, more about engaging storytelling and visual merchandising.

For example, Showfields in New York, opened in 2018, offers a maze-like experience with heavy storytelling, exposing customers to new brands—something that can’t be replicated online. Such experiential discovery will become more common.

Regarding store features, the slide in the store (if still present) has become less prominent and more sanitized—behind a “magic door” for safety.

Peter: You mentioned the impact of certain neighborhoods in New York being empty, with many stores boarded up during protests and the pandemic. Can you elaborate?

Sydney: Yes, it varies neighborhood by neighborhood. Broadway in SoHo, a bustling shopping area, has many closures. But value-focused stores—kids’ clothing, discount retailers—are still thriving, feeling very normal.

High-end stores, however, have seen less foot traffic. During protests and the pandemic, many shops were boarded up, creating a post-apocalyptic feel that affected shopper mood.

Affordability and Shopping Shifts

You also highlighted the shift toward affordability. A report showed 44% of consumers across markets like China, US, UK, France, and Germany experienced income declines during the pandemic. Yet, some are doing better financially due to reduced travel and dining expenses. Still, many are cautious about future spending.

Laura: Exactly. People are more cautious, operating with a frugal mindset—prioritizing value for money, durability, and quality. They’re seeking cheaper alternatives or dupes—products that offer good value. Apps that compare prices or suggest alternatives are gaining popularity, especially among younger consumers.

In China, this trend is evident with major shopping festivals like Singles’ Day, now happening monthly, encouraging delayed purchases and frequent shopping events. Southeast Asia follows suit, with Alibaba and other platforms leading this wave.

In the West, consumers are delaying payments rather than purchases—using services like Afterpay, PayPal, and installment plans. This allows them to buy now and pay later, but raises concerns about credit and debt, especially among young users. Retailers should educate consumers about responsible use of these services.

Return rates are also high—over $70 billion worth of online returns in the US during the holidays—highlighting the importance of return policies in the shopping experience.

Shopper Profiles: Mission-Based and Precise

Peter: Moving deeper into consumer profiles, Laura, can you tell us about the mission-based shopper?

Laura: Certainly. This shopper shops with purpose, seeking faster, streamlined experiences. They often research online beforehand, know what they want, and check stock availability via inventory apps or store websites.

In stores, they want quick, easy access—no long queues or confusing layouts. Stores like Walmart are redesigning layouts inspired by airports, with clear signage and app integration to guide shoppers efficiently.

Even luxury and auction houses are adapting—allowing instant purchase options for high-end items, bypassing traditional bidding or waiting for auctions. Speed and convenience are now expected across all categories.

Athena: In Asia, this precision shopping is even more pronounced. Platforms like Alibaba and JD.com use AI to forecast demand regionally, enabling brands to produce customized products via smart factories. Offline, stores are becoming social media-worthy spaces, designed for content creation and engagement—especially after the confinement of 2020.

Ethics and Sustainability

Peter: Finally, how will ethics and sustainability influence spending in 2021? Sydney, you’ve researched this through your barometer data.

Sydney: Yes. Our data shows rising consumer concern for inclusivity, community, ethical labor, accountability, transparency, and environmental issues. In the US and UK, inclusivity and community are top concerns, with ethical labor gaining importance—highlighted by the pandemic’s exposure of garment industry vulnerabilities.

Environmental concerns are also rising, though the US lags behind the UK. Consumers want sustainable products at accessible prices—an increasing challenge for brands.

Peter: And how can large retailers demonstrate community focus?

Sydney: Collaboration is key. Partnering with local artisans, supporting slow fashion, and highlighting craftsmanship show commitment. For example, American Eagle’s boutique in the Hamptons focused on slow fashion brands, emphasizing quality and artisan support.

Athena: In Asia, brands need to work closely with e-commerce platforms and leverage AI to forecast demand precisely. Smart factories enable on-demand, customized production. Offline, stores are evolving into social spaces for content creation, driven by social media obsession.

Short-term and Long-term Strategies

Peter: What strategies should businesses adopt short-term and long-term? Athena?

Athena: Short-term: Focus on mobile—adopt omnichannel formats, use live streaming, mini-programs, and personalized online experiences.

Long-term: Partner with data-driven platforms, utilize AI and analytics to understand consumer demands in real time, and create smarter, more personalized retail environments.

Sydney: Short-term: Store closures are inevitable; this is an opportunity to right-size and optimize physical presence. It’s necessary for a healthier future.

Long-term: Expand into new categories, innovate with new brands, and diversify beyond traditional offerings to stay relevant.

Laura: Short-term: Offer small moments of joy—giveaways, fun discovery tools, experiential e-commerce—to lift consumer spirits.

Long-term: Rethink the store’s role—design spaces that boost confidence, foster engagement, and adapt to new behaviors and preferences.

Closing Remarks

Thanks for listening to the WGSN podcast. If you’ve enjoyed this episode, please subscribe on all major platforms and leave a rating or review—it helps us spread the word.

For more insights, visit WGSN to access detailed research and analysis. Subscribers can find a report summarizing key points from this episode.

Thanks to our guests and show producers Roland Bodham and Beth Ryder. Stay well and healthy. We’ll see you next time.

Let’s Start

I spoke about the company, and listen—I don’t want to say too much, but there’s one thing that’s important: why can you believe these numbers and data more than others? Because you see so many other predictions, etc., etc. Why could we be a little bit better than the others?

Well, there’s an easy answer: there are basically three ways to do forecasts and explanations.

Way number one: ask consumers or ask stores, and they should tell you about what they’re planning, what they’re doing. That’s not a bad way.

Number two: you’re an analyst, you really know your market, and then you make certain assumptions—GDP growth, etc., etc.

What we do is totally different. We buy billions of transactions—credit card transactions, debit card transactions, bank transactions everywhere you go. For example, you go to bike24.de and buy something—that’s a transaction. We analyze these billions of transactions every day to determine how large companies’ markets are, etc. Therefore, we believe we are a little bit better than others. Of course, sorry for that.

Where Are We Heading?

There are three major topics.

1. I want to talk about the overall global market.
2. Then, I will go into the German market a little bit because I believe some of you are closer to the German market.
3. And third, I have something I love—and as I mentioned, I love data. There’s something I call the e-commerce revenue equation, and you will see extremely detailed data for two companies. They haven’t given us the data, but just to show what you can do with transaction data.

If you have any questions, I cannot see you properly because there’s so much light, but please ask either now or later.

The Global Market

You see these charts—they’re fine, they go up. What should you remember? And what is actually the good news?

Number one: How large is the physical e-commerce market? That’s something you should remember: $5 trillion USD. And to simplify, that’s roughly the GDP of Germany.

The good news is, contrary to Germany’s GDP, you see growth—and you see it in the future. And actually, what’s really good news—and let’s see if the pointer is working—is that the growth is increasing. That’s fantastic news because we all know, after COVID, we were all desperate. It was like, “Gosh, are we lost? Are we in an industry that’s not growing anymore? Where are we going?” Then you saw a little bit of hope, and last year, even more hope.

What I want to say—and I think this is the good news—is that 2025 is even more hopeful. And what’s the best example? If you’ve been to this exhibition or conference last year, you haven’t seen so many people. You see, really, this industry is booming again.

To put it in other numbers: here, we compare the development of GDP, consumer spending, overall retail revenue offline and online, and e-commerce. You see that 2022 and 2023 were difficult years, but again, the uptake is growing. E-commerce is becoming more relevant than all other channels combined.

That’s it for the big picture. But I don’t think so because, if you look at the bigger picture, the e-commerce market is still relatively small compared to retail overall. Categories like cars, for example—now, you might tell me, “That’s old news. No one believes anymore that the car industry will sell online.” I believe that’s wrong.

We’re going through a typical hype cycle. Two or three years ago, everyone said, “Oh, everyone will buy cars online.” Then they realized, of course, no one is selling cars online yet. But if you look at used cars, mobile phones, and brands—people buy online. Huge cars, and that will happen in the industry. The same applies to health, etc., which is digital e-commerce. More and more things are coming.

Yes, the 9% growth rate is lovely, but I believe it’s just the beginning.

Now, regarding all countries: there’s one country with the abbreviation DEU—I don’t know what it stands for, but it has a very low growth rate. Thank you. Then there’s the Netherlands, so we’re the second-worst in the line. But you really see that all other countries are growing—later I will show Mexico, Thailand, etc. You see the most growth there.

Sorry to explain the other axis: some countries have a very high online share—China or the US. There’s still more growth potential. No political statement here—just facts.

Market Shares and Sector Breakdown

Let’s go a little deeper.

Overall, I wanted to give you a feeling for the global e-commerce market. Here, we see the shares between China, the US, and other regions.

Whenever I see this chart, I think, “Oh, the data must be wrong.” No, please—sorry, it can’t be that the Chinese e-commerce market is twice as large as the US market. They must have missed something. No, we didn’t miss anything. We check it repeatedly. It’s really true: the Chinese e-commerce market is twice as large as the US market. The US market is 50% larger than the European market. That’s how it is.

Will there be more growth in the European market? Will we outgrow them? You already know the answer, but here it is in numbers: the growth rate of different continents from 2024 to 2028. All numbers are in USD—exchange rates are roughly 1:1, so it doesn’t matter much.

You see that all regions are growing, with more growth in other areas compared to the overall market.

Marketplaces vs Shops

Next, I want to show the typical share of marketplaces versus shops.

This slide can be misleading because it gives the impression that it’s all marketplaces. But why is it misleading? Because whenever you see “marketplaces,” they’re always counted as both first-party and third-party revenues.

For example, Zalando is also a shop, and that’s included in marketplace revenues. This has become a standard. Sometimes, we feel “Oh, marketplace, everything.” But in reality, marketplaces include shops as well. Just so you know—that’s the overall trend.

In Asia and South America, marketplaces dominate everything. In North America and Europe, it’s roughly 50/50.

Is there any development? Not much, but a little. For example, in the US, the top 10 marketplaces over three years: Amazon and Walmart will always be at the top, but in 2023, Temu and AliExpress are rising, and they already have a higher position in 2024. Even established markets are changing.

Sector Breakdown

May I ask: is it too fast if I go through the slides? Or is the speed okay? Good, thank you. Sorry for my German accent.

Number one: the typical structure of sectors. It’s very stable: fashion, electronics, hobby and leisure, groceries, etc.

By the way, a question: do you think Germany has the same sector structure? With all your prejudices about the German market, is there one sector larger? Answer this for yourself. Because in the next three slides, we’ll see if there’s one sector that’s larger in Germany.

There’s movement in the sectors. Last year, everyone talked about Chinese expansion, so I want to show what’s happening.

When we look at the fashion market, the players’ revenue development over time shows JD, Zalando, Walmart, etc. Surprisingly, Shein has grown very quickly and is now the largest fashion online retailer.

Now, let’s look at three different countries. You’ll see that the composition differs country by country. It’s not always fashion, electronics, and hobby. For example, in Germany, hobby and leisure is the second-largest category. In the UK, it’s much smaller.

What does this mean for you? Besides knowing the structure, if you’re in one of these sectors, you can either say, “Oh, another country where I can help expand,” or, “I want to go into a market where I can learn the most.” It’s interesting to see how differently they’re organized.

The German Market

Now, let’s focus on Germany. I think we’re doing fine in time.

Germany isn’t as aggressive as the global market, but the really good news is that growth is accelerating. We already have the bookings for January—seven days after the month ends—and it looks much better than January last year. That’s a major positive.

Next, a quick deep dive into Europe: the Netherlands and Germany are not growing as fast as other markets. Remember: Europe’s largest e-commerce market is the UK, with €5 trillion overall.

An outlier is Russia—can you believe it? Honestly, I don’t think Russia is growing that much online. Due to sanctions and the war, the growth rate is limited. But it’s not that small; the growth rate in Russia’s online sector is notable. Many things are happening there positively.

Looking at categories: fashion, hobby, groceries, etc. The largest is fashion, followed by hobby. Interestingly, groceries are very small in Germany—surprising, because companies like Lidl and Aldi are investing heavily. Grocery has the highest growth rate, which is exciting.

Now, a question: among the top 10 retailers in Germany, can you guess the first one? Of course, it’s Amazon. But can you guess if they are only foreign companies or if there are German ones?

Think about it. The answer: Amazon, then auto retailers (auto is currently shrinking), media companies, and three foreign ones. Overall, four are non-German, six are German.

Switching to marketplaces: where is the most growth? Not surprising—Timo, AliExpress. Others include Veepee in Germany. Marketplaces can be strong in one category or many.

The E-Commerce Revenue Equation

Overall, the market is doing well. What’s next? Sorry—I got excited with the data and jumped ahead.

I want to show you the e-commerce revenue equation. It’s simple:

Revenue = (Average Order Value after returns) × (Number of transactions)

Where:

• Average Order Value after returns = total revenue divided by transactions, minus returns.
• Transactions = number of buyers × purchase frequency.

This equation helps you understand how operational policies can impact revenue.

We applied this to Zalando and About You (which is merging with another company). Here are the numbers:

• In Germany, in 2024, Zalando’s revenue is about three times that of About You.
• The key difference: the average order value looks similar, but About You has a much higher return rate.
• The active buyer base is similar, but About You’s buyers are more active.

Over time, Zalando focused on increasing net average order value, especially after 2022. About You had some issues, but managed to lower their return rate. This shows that policies can change outcomes significantly.

Next, we look at purchase frequency: how often buyers shop. It’s relatively stable but trending upward in both Zalando and About You from 2020 to 2024.

Acquiring new customers is expensive, so increasing purchase frequency is crucial.

Different markets show different behaviors. For example, in the UK and Germany, purchase frequency is higher than in newer markets.

Final Remarks

Sorry—I got carried away with the data.

Here’s the download code if you’re interested. When you turn off the lights and have your own light, we’re in a romantic moment now.

Q&A Section

Q: How might protectionism under Trump affect the e-commerce market?
A: Cross-border traffic from the US mainly goes to Mexico and Canada, not Europe. China’s cross-border trade is limited, mainly because most Chinese consumers buy within China. The impact of tariffs and protectionism will likely affect Europe more than the US or China.

Q: What about e-commerce in Ukraine or Moldova?
A: The reason is data availability. We need enough transaction data to project, and unfortunately, we lack sufficient data from those countries, so we left them out.

Q: Are you confident enough in your data to project for 2026–2027?
A: I was modest at the beginning, but now I am quite confident. I see data coming in for this year already. We publish long-term projections on our website—long-term growth trends are consistent. They’re not as reliable as the 2025 forecast, but they’re still useful.

Q: Insights into the health sector and online pharmacies?
A: In Germany, online pharmacies are growing steadily—around 6–8%. But what’s exciting is the boom in rapid delivery of medications, especially in countries like Brazil, where same-hour delivery is possible. This is crucial for urgent health needs—like heart medication. About 50% of online pharmacy customers are over 60, so this isn’t typical e-commerce. When you can deliver within an hour, it’s a game-changer. Online pharmacies are already growing, and with services like Uber Eats, this will further transform the health e-commerce landscape.

Closing Remarks

To conclude: remember, when you leave, think of the physical e-commerce market size—$5 trillion USD. The second key number: this market is growing at roughly 9.7%, or about 10%.

With that, I wish you a lovely coffee break.

Thank you very much.

What if I told you…

What if I told you the best performing marketing strategies right now are the exact ones most experts would warn you not to even try?

You’ve been told to follow the rules, play it safe, stick with what’s proven. But here’s the twist: some of the weirdest, most backwards-sounding marketing tactics out there are quietly crushing everything else. And yes, there’s data to back it up.

I’ve tested these strategies across thousands of campaigns, generating millions in revenue for brands like Google, Amazon, and Meta. Even skeptics were shocked by the results.

So, in this video, I’m going to share with you 10 digital marketing strategies that sound like they shouldn’t work but absolutely do. You’ll discover why ugly ads often outperform beautiful ones, how losing subscribers can actually boost your revenue, and why adding friction to your sales funnel can lead to more conversions.

These aren’t just theories—they’re research-backed marketing strategies that flip conventional wisdom on its head. And they might just become your unfair advantage.

1. Ugly Ads Break the Pattern

Let’s start with one that’ll make every designer cry: you’d assume the more polished an ad is, the better it performs, right? Turns out, the opposite might be true.

Some of the highest converting ads on the internet look like they were made in 2004 on MS Paint by someone’s uncle who just discovered Comic Sans—no branding, no sleek visuals, just raw, attention-breaking design.

Why does this work?
Because ugly breaks the pattern. Our brains are wired to ignore what looks polished and expected. But when something feels off—like a weird image, clunky text, or bad lighting—it triggers curiosity. It makes you stop scrolling.

In marketing, stopping the scroll is half the battle. Pretty much every marketing agency has tested this repeatedly. Ugly or amateur-looking Facebook and Instagram ads often get significantly better click-through rates and lower cost per click.

Try this:
Don’t ditch your design team—just test both. Run a version of your ad that’s intentionally unpolished alongside your more professional-looking ones. Use a blurry product photo, toss in some awkward spacing, or make it look homemade.

Start small, measure results, and see what happens. You might find that ugly makes you rich.

2. Speeding Up Purchases Creates Value

Here’s a surprising one: the people who buy from you the fastest are often your most valuable customers.

This goes against everything we’re taught about nurturing leads and building long-term trust. But the data says: the faster someone buys after first hearing about you, the more valuable they usually become.

Why?
Action takers act fast—they already know what they want. When they see that you solve their problem, boom—they’re in.

Studies from Cornell—like “Predicting Customer Lifetime Values” and others—support this.

Think of it like a restaurant line:
Some walk by, check the menu, and say “Maybe next time.” But those who see the food and walk straight in are hungry now and often become your most loyal regulars.

Try this:
Reward speed—offer a limited-time bonus early in your funnel, create urgency, give fast movers a reason to act quickly. This attracts high lifetime value buyers who don’t need much convincing.

Speed leads to loyalty.

3. Add Friction to Boost Conversions

What if slowing someone down could actually increase conversions?

It sounds backwards, but by adding a small intentional obstacle—like a quiz, qualification step, or an extra click—you can sometimes boost results.

Why?
Effort creates ownership. This is known as the IKEA effect—people value things more when they invest effort.

A joint study from Harvard, Yale, and Duke found that people significantly overvalue things they’ve put effort into, even if the outcome is the same.

Try this:
Add a micro friction point—like a short quiz before your lead magnet or a “Who is this for?” filter before revealing your offer. That tiny barrier makes the right people lean in, and when they do, they’re more likely to convert.

A little friction can pull people closer.

4. Losing Subscribers Can Boost Revenue

Yes, you heard that right. Losing subscribers can actually improve your bottom line.

In email marketing, bigger isn’t always better. If half your list never opens or clicks, they’re dead weight. Worse, disengaged contacts hurt your deliverability and drag your best content into spam.

Most marketers still believe “bigger is better,” but data from Litmus shows smaller, more engaged lists drive higher ROI.

Think of it like a house party:
Would you rather host 200 people who ignore you, or 20 who rave about your playlist and buy your merch?

Try this:
Regularly clean your list. Send a re-engagement email like, “Still want to hear from me? Click this. If not, no hard feelings—I’ll unsubscribe you.”

It might sound scary, but it works. When you stop chasing everyone, the right people lean in harder.

Personally, I clean my list every couple of weeks.
For beginners, unsubscribing inactive followers every 3–6 months is a good start.

Less can be more.

5. Negative Headlines Trigger Urgency

What if using negative headlines actually grabs more attention?

Our brains are wired for survival, not smiles. We react faster to danger than to light, cheerful messages.

Studies, including one from the NIH National Library of Medicine, show that headlines with negative words outperform positive ones.

Examples:
“Never do this,” “Stop making this mistake,” “The worst way to XYZ.”

Try this:
Balance positivity with negative-focused headlines that call out problems your audience struggles with. Sometimes, showing what to avoid is more powerful than what to chase.

6. Use Gaze Direction to Drive Clicks

Sometimes, it’s not what you say but where someone is looking.

Studies show that when a face in your ad or landing page looks toward your call-to-action (CTA), viewers are more likely to follow that gaze and click.

Eye-tracking research from Nielsen Norman Group reveals users instinctively follow gazes in images—like someone staring up at the ceiling, prompting you to look up too.

Try this:
Audit your landing pages and ads. Reposition photos so that the person is subtly looking at your button, form, or offer—no arrows or flashing animations needed.

Small eye movements can shift behavior.

7. Odd Pricing Builds Credibility

You’ve heard of charm pricing—$9.99 instead of $10. But we can go further.

Prices like $97.14 or $24,763 feel more credible because they seem calculated, not random.

A study of 27,000 homes found that properties priced with precise figures sold for more than round numbers.

Think of it like this:
If someone says it’ll cost “about 100 bucks,” you might doubt it. But “$96.14” makes you wonder how they arrived at that number. That curiosity builds trust.

Try this:
Instead of a clean $99 or $200, test oddly specific prices like $98.74 or $2,328.

Pricing psychology runs deep.

8. Momentum Over Logic

Sometimes, what gets people to say “yes” isn’t logic but momentum.

Start by asking for something small—easy, frictionless, a no-brainer. Once they say yes to a tiny request, they’re more likely to agree to the main offer.

Studies from Stanford show people are 50% more likely to agree to a larger request after agreeing to a small one first.

Think of it like pushing a shopping cart:
Getting it moving takes effort, but once it’s rolling, it’s easier to keep going.

Try this:
Before your main pitch, ask for a micro action—like “Click this button if you’re curious” or “Answer yes/no if you use X.” Then, follow up with your main offer.

9. Speed Wins Over Personalization

Most marketers think personalization is the holy grail, but speed is actually more critical.

Harvard Business Review found that businesses following up within an hour are seven times more likely to qualify a lead than those waiting 24 hours—even if the message is less personalized.

Why?
Attention fades fast. When someone is curious, they’re primed. Delay too long, and the window closes.

Think of it like a first date:
Showing up late doesn’t matter how good your outfit is—they’ve already moved on.

Try this:
Set up fast, imperfect automations for lead follow-up. Even a simple, generic response is better than silence. Layer in personalization later when it matters.

I use a tool called High Level to automate this. Check the link in the description for a free 30-day trial and training.

Speed beats perfection.

10. Smaller Call-to-Action Buttons Can Boost Clicks

Most studies show that increasing CTA button size boosts click rates—sometimes by up to 90%.

But in certain contexts, shrinking your CTA button can actually work better.

Why?
Big, bold buttons can seem pushy, especially for cautious audiences. Smaller, subtler buttons feel less aggressive—more like an invitation.

Luxury brands like Gucci, Louis Vuitton, Dior use tiny, simple buttons.

Try this:
Reduce your CTA size slightly, use calmer colors, and let your offer do the heavy lifting.

The Bigger Shift in Marketing

Most of these strategies aren’t just clever tricks—they’re part of a bigger shift.

Once you realize that the unexpected often works better than conventional advice, you stop asking “What’s the best practice?” and start asking “What actually gets results?”

This mindset change is how you go from guessing to growing.

Final Tip: The Power of Attention

Most marketers overlook this, but once you use it, people will start paying more attention to what you say—even before you say a word.