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    Published on: December 11, 2019


    Content Guy's Note: The goal of "The Innovation Conversation" is to explore some facet of the fast-changing, technology-driven retail landscape and how it affects businesses and consumers. It is, we think, fertile territory ... and one that Tom Furphy - a former Amazon executive, the originator of Amazon Fresh, and currently CEO and Managing Director of Consumer Equity Partners (CEP), a venture capital and venture development firm in Seattle, WA, that works with many top retailers and manufacturers - is uniquely positioned to address.


    One more time … fate and happenstance brought Tom and me together in the same place - New York City - at the same time, and so we decided to meet at a local bar, order a couple of beers and and play a game of "Will / Should."

    In this game, each of us had to make a prediction about something innovation-centric that we believe will happen in 2020 … and then offer a suggestion for something that should happen in the coming year (even if we don't have a ton of confidence that it will).

    We think you'll enjoy this last Innovation Conversation of 2019, which only is available in video, above left.

    And when you're done watching, may we suggest that you and your co-workers and teams play the same game … see how your answers compare … and then maybe start working on converting some "should" items into the "will" column.

    KC's View:

    Published on: December 11, 2019

    by Kevin Coupe

    You may remember that a couple of months ago, I had a mixed reaction to a new Nordstrom store opened in Norwalk, Connecticut, which I reported on in a FaceTime piece.

    I was attending the grand opening of the store, and noted that I enjoyed the idea that the new store had multiple bars serving free drinks to the invited guests. If brick-and-mortar really wants to differentiate itself from online competition, I suggested, they should do what they did at Nordstrom that night - you walk in the door, and they hand you a Tito's and sods with lime.

    Well, go figure.

    From the New York Times:

    "New York City department stores have uncovered a relationship between mules and Moscow mules … All over Midtown Manhattan, department stores are opening a new department: the spiffy, up-to-date cocktail bar … They are sleek and stylish and, more significantly, are not restaurants with a few dull wines-by-the-glass, but fully equipped, stand-alone bars with a wide variety of drinks."

    Wow. I got one right.

    The Times goes on:

    "In the basement of the new Nordstrom flagship on West 57th Street, a few feet from the women’s shoe department, is the Shoe Bar, serving sparkling wine by the glass and bottle, as well as cocktails with names like Corpse Reviver 212.

    "Le Chalet, a woody, après-ski-like bar that opened in February on the eighth floor of Saks Fifth Avenue, is also steps from the shoe department. In the cozy alcove, decorated with books, antlers and skiing apparatus, shoppers can order from a wide selection of rums, mezcals and whiskeys, or cocktails created by the noted bartender Nico de Soto."

    Plus, "The new Neiman Marcus at Hudson Yards has Bar Stanley, a snug nook on the sixth floor that has two prebatched and bottled cocktails among its offerings. This month, Bergdorf Goodman will open Goodman’s Bar, an Italian-style cafe and aperitivo bar, on the second floor of its men’s store on Fifth Avenue."

    And, the Times adds, "Not only are customers coming to the bars, but the bars are coming to customers. In certain departments at Nordstrom and Bergdorf Goodman, shoppers can order a cocktail or glass of wine from a sales associate and have it delivered to them. Call it a new accessory."

    It isn't exactly free booze, but the trend is seen as … yes … an Eye-Opening way for bricks-and-mortar department stores, a format seen in many places to be endangered, to create for themselves some happy hours. Maybe happy quarters. And maybe even happy fiscal years.
    KC's View:

    Published on: December 11, 2019

    New Seasons Market LLC, which operates 26 stores under the New Seasons and New Leaf banners primarily in the Portland, Oregon, market but also in San Francisco and Seattle, said yesterday that it is being sold to Good Food Holdings, a subsidiary of Emart, which is part of The Shinsegae Group of South Korea.

    Good Food Holdings was owned by Endeavour, which sold it to Emart less than a year ago; that sale brought Seattle's Metropolitan Market and Southern California's Bristol Farms/Lazy Acres under Emart ownership. New Seasons also was majority owned by Endeavour, but in a different fund.

    Emart is a large hypermarket retail company in South Korea with about 200 stores; The Shinsegae Group is one of the leading global retailers, headquartered in Seoul.

    “This partnership with Good Food Holdings ensures our longevity as a community cornerstone — one that continues to nourish our neighbors and staff, inspire environmental stewardship and champion the local food economy, as we have done since 2000,” said New Season and New Leaf CEO Forrest Hoffmaster.

    The Seattle Times writes that the deal gives "E-mart a chain of stores focusing on affluent shoppers in cities and suburbs from San Diego to Seattle."

    The Puget Sound Business Journal writes that the New Seasons Market on Mercer Island will be sold to Metropolitan Market , which will convert it to its own banner next year. A Ballard, Washington, store opened by New Seasons will be closed, and plans for a central Seattle store are being terminated.
     
    “For nearly five decades, Metropolitan Market has proudly served as Seattle’s premier grocer and we look forward to partnering with the Mercer Island team and community to continue our food-forward approach,” said Ron Megahan, Metropolitan Market CEO.

    Terms of the deal were not disclosed. Scott Moses of PJ SOLOMON is serving as exclusive financial advisor to New Seasons Market LLC on the transaction, which is expected to close next year.
    KC's View:
    I'm very happy for New Seasons, which, I think it is fair to say, has been in something of a holding pattern over the past few years. It was like they were waiting for Godot … except that they were just waiting for someone to come along to buy the company.

    This may be the new reality for the majority of such companies. To remain financially viable … to offer value while remaining true to their values … to be able to invest in technology and innovation … to be able to attract and retain quality employees … to be able to compete effectively for the best sites … many such companies are going to have to seek out safe havens in the arms of much bigger companies. It may feel counter-intuitive … selling to a big company so they can remain independent in the ways that matter to their customers … but they may not have much of a choice,

    This strikes me as a very promising arrangement for New Seasons - Emart has very deep pockets, and this will allow New Seasons to make necessary investments in stores and infrastructure that will make it more competitive. I love New Seasons, but I think the company can use ownership with a growth mindset.

    I'm also thrilled for Kevin Davis, who has been at the helm of Bristol Farms for almost a quarter-century, and now also serves as a special advisor the Good Food Holdings board, responsible for its growth and acquisition strategy. First of all, Kevin is just a great guy. But I also vividly remember him telling me more than a decade ago that his dream was to create a coalition of independent grocery retailers that could learn from each other, take advantage of synergies where possible, and be independent and focused on community where appropriate. It was, he told me all those years ago, in his mind the best way for such retailers to survive in a highly competitive marketplace.

    Kevin got that right … and it sounds like Good Food Holdings is making that vision a reality.

    One other thing.

    As noted above, my friend Scott Moses advised New Seasons in this deal, and it is worth sharing some of what Scott wrote yesterday about the move:

    "New Seasons and New Leaf together operate 26 stores, mainly in the Portland and San Francisco Bay markets. The world’s first two grocers to earn B Corporation certifications, both brands are embedded in their communities, providing a progressive workplace, exceptional customer service and the highest-quality local food.  Additionally, both New Seasons and New Leaf are committed to supporting the regional food economy and give 10 percent of after-tax profit back to the local community to help solve social and economic problems."

    Community is extremely important to Scott. Sure, he's an investment banker and this is what he does. But Scott also is a guy who feels the pain of independent grocers very deeply, wants to help companies find ways to survive and thrive even in the most dire circumstances, and is highly focused on a phrase he uses as his business mantra: "Advising the Families Who Feed America’s Families." He takes seriously the notion of helping threatened companies find ways to create value while remaining true to their values, and I really respect that.

    I'd like to think that this is a good deal for pretty much everybody involved … and a harbinger of good things to come.

    Published on: December 11, 2019

    Tech Crunch reports that Walmart has announced "a new pilot program that will test autonomous grocery delivery in the Houston market starting next year. The retailer is partnering with autonomous vehicle company Nuro, a robotics company that uses driverless technology to deliver goods to customers. Nuro’s vehicles in this case will deliver Walmart online grocery orders to a select group of customers who opt into the service in Houston … The program’s goal is to learn more about how autonomous grocery delivery could work and how such a service can be improved to better serve Walmart’s shoppers."

    Nuro already is doing a series of tests with Kroger, as well as with pizza chain Dominos. It is operating with a kind of financial tailwind - Nuro has raised more than $1 billion from a variety of partners.

    The TechCrunch story points out that this is another attempt by Walmart to exercise greater control over its delivery infrastructure: "Walmart’s Online Grocery business is booming, but today still relies on partnerships with third-party delivery services. Currently, Walmart partners with delivery providers across the U.S. to facilitate deliveries, including Point Pickup, Skipcart, AxleHire, Roadie, Postmates and DoorDash. It has also tried, then ended, relationships with Deliv, Uber and Lyft. By the end of 2019, Walmart Grocery will offer nearly 3,100 pickup locations and 1,600 stores that support grocery delivery."
    KC's View:
    Test everything. Then test more stuff. Figure out what works. Be willing to move on quickly if something isn't working, but almost be willing to give stuff enough time to marinate before making decisions. This seems to be where Walmart is at the moment, though short-term economics do seem to be playing perhaps a larger role in decision-making than the folks at the top might optimally like.

    Published on: December 11, 2019

    The Washington Post reports that President Trump has secured his first major trade deal, the U.S.-Mexico-Canada Agreement, which most call the 'USMCA' or 'NAFTA 2.0.'

    "Nearly everyone is claiming it’s a political and economic victory for them. Democrats give it a thumbs up. Some union leaders give it a thumbs up. So do Mexican and Canadian officials. Many business groups, including the U.S. Chamber of Commerce, the Business Roundtable and the Farm Bureau, are also applauding it.

    "The deal is an update of the 1994 North American Free Trade Agreement that eliminated nearly all tariffs on goods traded between the three nations. The USMCA made two big revisions to the prior agreement: First, it updates a lot of provisions around intellectual property, pharmaceuticals and the digital economy. Second, it includes more environmental and labor protections."

    A number of trade groups reacted positively. But, as The Hill reports, they may have to wait to celebrate, since the US Senate does not plan to debate the treaty any time soon:

    "Majority Leader Mitch McConnell (R-Ky.) said on Tuesday that the Senate will not take up President Trump’s trade deal with Canada and Mexico before the end of the year.

    "McConnell, outlining the to-do list for the chamber before senators leave for Christmas, said the trade deal was not on the list. He also said the Senate was unlikely to vote on the United States-Mexico-Canada Agreement (USMCA) until after an expected impeachment trial for Trump … His announcement comes hours after Speaker Nancy Pelosi (D-Calif.) announced she had reached an agreement with the White House on the trade deal.

    The story makes the point that "McConnell has repeatedly hammered House Democrats for not taking up USMCA, a top priority for Republicans and the White House.

    McConnell doesn't even seem particularly happy with the bill. “From my perspective, it’s not as good as I had hoped," he tells The Hill.

    Some of the trade associations lauding the bill have lobbying arms, so it seems likely that they will be applying some pressure to US Senators that will reflect statements they released today.

    • From the Food Marketing Institute (FMI):

    "We are extremely encouraged by today’s announcement that congressional leaders and the Trump administration have reached agreement on several outstanding issues and will now move forward with a vote on the USMCA.
     
    “The USMCA improves NAFTA by modernizing it for the 21st century and securing the gains of the last 25 years for future generations. Areas like biotechnology and ecommerce –which were in their infancy when the original deal was negotiated – are addressed, as are science-based food safety standards that reflect the growth of knowledge in the field.
     
    “This new North American trade agreement maintains and secures the existing supply chain, resulting in continued growth in U.S. food and beverage exports. The USMCA supports U.S. jobs and enables grocers to keep feeding families and enriching the lives of American consumers.
     
    “Progress on the USMCA would not have been possible without the Trump administration and the House Democratic leaderships’ focus and collaboration to create an updated and comprehensive USMCA that works for all parties. We greatly appreciate their efforts, as well as those of Senate leadership and our partners in Canada and Mexico.
     
    “FMI and the food retail and wholesale industry look forward to reviewing the finalized details of the USMCA and working with House and Senate leaders to successfully pass this bipartisan new trade deal, ideally before the end of the year.”

    • From the National Grocers Association (NGA):

    “NGA is pleased House leadership plans to vote on an agreement that encourages free trade and the imports of vital products sold in independent supermarkets. Main Street Grocers are the backbone of communities across the country, providing quality products at an affordable price and creating close to 1 million jobs. USMCA ensures grocers can keep shelves stocked with desirable items like fresh produce. We strongly encourage Congress to vote yes on USMCA so that grocers can head into 2020 with the certainty necessary to continue serving their customers.”

    • And from the Grocery Manufacturers Association (GMA), which will become the Consumer Brands Association (CBA) in the New Year:

    “The consumer packaged goods (CPG) industry is encouraged by the latest USMCA negotiations and hopes the announced deal will lead to swift congressional ratification of this important multilateral trade agreement. Under NAFTA, the CPG industry thrived and now contributes $2 trillion and 20 million jobs to the U.S. economy — and we anticipate continued growth and success for the industry under USMCA. Strong relationships with key trading partners are essential to our ability to provide Americans with the safe, affordable, high-quality products they enjoy every day.”
    KC's View:
    This is a debate that I suspect could go sideways in a lot of different ways … the Senate could decide not to pass it, the House could walk away from any treaty that gets changed in a conference committee, and Trump could change his mind for a variety of reasons. In all these cases, politics may or may not be as important as policy. So I'd keep the champagne on ice … though it is nice to see things getting done even in the toxic atmosphere that is national politics these days.

    Published on: December 11, 2019

    The Wall Street Journal has a story about how "upstart brands are finding they must move into stores to compete outside of niche territory - for at least two reasons, executives and analysts say. Big retailers can give brands critical visibility, and consumers generally prefer buying household staples in a single shopping trip to enrolling in many subscription services."

    And the same reality holds for "some of the world’s biggest consumer-products companies, which collectively have invested billions of dollars in startups in recent years that sold directly to consumers." While they often invested in those startups for the ability to bypass traditional retail and go directly to consumers, they are finding that traditional retail can have its advantages.

    There seem to be some synergies taking place - the brands say as traditional stores help increase sales, online sales seem to go up as well. At the same time, many of these brands have started investing in traditional TV and print advertising, looking to supplement their original investments in social media, which also has its limitations.
    KC's View:
    There has been an evolution from the use of terms of words like "omnichannel," toward a realization that it is less about terms and more about being fundamentally customer-centric. That's what big and upstart brands - be they at the retailer or supplier level - all are finding out. It is about creating relationships, through different formats, a relevant and resonant product mix, and the offering of services like subscriptions and automatic replenishment that will speak to shopper needs and wants.

    Sort of like multiplication through addition.

    Published on: December 11, 2019

    The Washington Post has a story about Vanessa Bain of Northern California, who is a shopper for delivery company Instacart.

    An excerpt:

    "Bain has turned from an Instacart evangelist into one of the most effective agitators against the company, in what has become a timely test of how much leverage blue-collar on-demand workers can amass to win better treatment from growth-obsessed technology companies that keep them at a distance. While continuing to work as a 'shopper,' picking items from store shelves and delivering them to consumers, she has helped build a grass-roots movement that has led to four national boycotts, including one last month."

    The story goes on:

    "Companies such as Instacart, founded as part of the so-called gig economy, followed the same business model legitimized by ride-hailing companies Uber and Lyft, which raised billions in venture capital to subsidize rapid growth and relied on millions of contract workers to reduce costs. Drivers allege that these companies enticed them to join with bonuses and then hacked away at their pay under pressure to reduce heavy losses. Instacart workers, watching the same story unfold in grocery delivery, alleged that the company was unfairly taking from their tips to pay wages and lowering their take-home pay. But as independent contractors, they aren’t covered by protections around minimum wage, overtime, unemployment or the right to form a union."

    You can read the entire story here.
    KC's View:
    I would simply point out that these disgruntled Instacart employees are representing the retail clients that are going to people's homes and representing those retailers to their shoppers.

    Just one more reason that retailers should be questioning what I see as an ultimately unholy alliance with Instacart, which may not have retail brands' long-term best interests at heart.

    Published on: December 11, 2019


    This is just a lovely Christmas-themed commercial from Publix, entitled "Christmas Morning." No snark, no irony, no yuks … just a nice piece of advertising that is true to the brand and sentimental without being cloyingly sweet.

    Nice job. And I wanted to share it with you.


    KC's View:

    Published on: December 11, 2019

    …with brief, occasional, italicized and sometimes gratuitous commentary…

    • Target-owned delivery service Shipt yesterday announced an alliance with Sur La Table that will make it "more convenient to host, cook and entertain this holiday season. Members in 62 metro areas will have access to the new offering from Shipt and Sur La Table, giving nearly 15 million households this option for delivery in as soon as one hour … Beginning today, Shipt members can choose Sur La Table in app and on Shipt.com to add any products to their order – including cookware, dinnerware and bakeware."

    "At its essence, Shipt is a platform for services that brings the store to your door through a user-friendly app and local network of reliable shoppers. We know you can do it all, and we're here to provide you with what you need to get it all done," said Kelly Caruso, CEO of Shipt, in a prepared statement. "We're on a mission to simplify lives. And that's why we're so excited about this partnership with Sur La Table – now we can provide you with access to everything from groceries to cookware so that you can be the hero this holiday season."

    I think the notion of shared platforms is likely to be one that will gain even greater traction in the near future, as retailers look for alliances and coalitions that will help them reach customers, invest wisely in technology, and make, to the best of their abilities, make one plus one equal three.

    There are always issues of which they must be aware - the biggest being that retail brands have to be able to preserve their ownership of their own customers. They have to be leery of subtraction by addition. (I seem to be big on math metaphors this morning. My math teacher father, who once said I was the only person who he couldn't teach math to, would be proud.) But smart partnerships are going to make more sense, not less, especially as the likes of Amazon build out their platforms even more effectively.



    • Amazon said yesterday that the continued growth of its logistics network means that "Prime members in eligible areas can shop a selection of millions of products right up until Christmas Eve and receive them that day with Prime Free Same-Day Delivery and free two-hour delivery with Amazon Fresh and Whole Foods Market. Members can also enjoy the convenience of Free One-Day Delivery on more than 10 million items - the largest next-day selection in the U.S. - including toys and electronics, home, fashion, and everything needed to wrap up the holidays."
    KC's View:

    Published on: December 11, 2019

    TechCrunch reports that "Walmart’s Flipkart has backed Indian startup Shadowfax in a new $60 million financing round as the retail giant works to strengthen its logistics network in the nation … Shadowfax operates an unusually built business-to-business logistics network in more than 300 cities in India. The startup works with neighborhood stores to use their real estate to store inventory, and a large network of freelancers for the delivery."

    According to the story, "Flipkart, which is one of Shadowfax’s 'hundreds' of clients, said it will explore ways to strategically work more closely with the startup going forward. Flipkart chief executive Kalyan Krishnamurthy said Shadowfax will help the company 'significantly reduce delivery time and provide superior customer experiences across product categories'."
    KC's View:

    Published on: December 11, 2019

    Advertising Age reports that "Home Depot is still 'doing, but it’s 'doing' a little differently. The home improvement retailer is switching up its tagline as part of a broader marketing effort debuting this weekend. The new tagline, 'How doers get more done,' will replace the 'More saving. More doing' line the retailer has used for more than a decade as it seeks to showcase its updated digital and delivery options for modern shoppers."
    KC's View:

    Published on: December 11, 2019


    Got a number of emails yesterday about Michael Sansolo's column focusing on the importance of great employees, using as an example how easy it is to tell at places like PetSmart which workers like pets and which ones don't.

    MNB reader John Rand:

    Love the point of this – that human connections are a critical part of good retail (and, at bottom, almost everything else), that we should train front line people (in particular) to show a little engagement – hard to argue with that.

    But I will add two points.

    One is that this is a hiring factor – it is not all that hard to see some difference in social skills and look for a certain kind of personality when hiring and interviewing. Interviewing is a skill. Not sure but I probably personally hired something over 1000 people face-to-face over the years.  Some people just easily demonstrate their engagement with other people, clearly enjoy it, create energy. Others would just as soon work with objects or numbers or systems. Right person, right job is still a useful thing to consider. It is easier to train someone who wants to do what they will be doing.

    Second point is the other end of the interaction. We as customers need to show a little engagement and “humanity” if we expect to get some back. (I hesitate on the “humanity” since dogs do this better than we do but still…) I make a point of not using routine formula phrases in most interactions. When someone asks at the register. “Did you find everything?” I have a variety of answers but none of them will be a simple “yes”.  Some of my answers might be whimsical: “Yes, I found everything but the cart won’t hold it all; No, I didn’t find the dinosaur exhibit”, things like that. Surprise the cashier or the restaurant server and a good deal of the time the wrapper comes off the conversation and suddenly we are people helping one another to get through the day, not cogs in a machine.

    If we all were as lovable as those dogs appear to be, we wouldn’t have to wait for the other person to react.


    MNB reader Warren Solochek wrote:

    Having been a dog owner for many years, I can totally relate to Michael’s comments. Anyplace I go with my dog, never a grocery store, she is a welcome visitor. My dog is well behaved and never makes a mess in the store. She is often rewarded with a treat when we leave. And, I have noticed, she acts as a therapy dog for men and kids who enjoy petting her more than shopping.

    But the key is, I will always return to that establishment because of the way they treat my dog. Not as a nuisance, but as a well behaved shopper which connected to somebody with credit cards willing to make a purchase in that store. If store employees treat my dog, or me, poorly, I will never return. Too many other choices to use.Why waste my time dealing with somebody who does seem to care about their customer(s).




    Regarding the story about how many people would prefer the gift of an experience this holiday season as opposed to the gift of more "stuff," MNB reader Jackie Lembke wrote:

    For Christmas this year we were given dinner out and a concert. Loved the experience and it was perfect because we don't need stuff. Even when we needed stuff, an experience that we couldn't have afforded would have been appreciated because although we might have wanted the experience, food, clothes and a roof over our head was a priority at that time. I think you are correct, the preference is probably dependent on the current situation and who you are asking.




    I did an Eye-Opener yesterday about the controversial Peloton commercial, and said that I was gobsmacked by the contretemps, and liked the follow-up commercial from Ryan Reynolds for Aviation gin, which he produced, I said, with a kind of alacrity lacking in Peloton's response.

    You can read the piece and see the commercials here.

    Lots of email on this one.

    MNB reader Lisa Malmarowski wrote:

    I remember seeing the commercial before hearing about the brouhaha around it and disliking it intensely. I didn’t think too deeply about it, but I know it pushed a few buttons for me. But I’m not their target market as I would never spend this much on something like this, so I moved on.

    So when I read about the reactions, I wasn’t surprised. Then I looked at it more closely with my marketing eye and thought, “How in the hell did this seem like a good idea?!” Some ad executive pushed this through even though it probably tested poorly. It’s pretty sexist but ultimately lame. And frankly, the whole ad is basically a short Black Mirror episode - creepy.

    So yeah, there is a problem with it.


    One MNB reader wrote:

    I didn’t find it offensive whatsoever!!!! I watched it and was waiting for the part where everyone was offended and it never happened.

    The follow up commercial was hysterical.


    MNB reader Alan Finta wrote:

    Agreed with your thought process around the original ad.  I love the follow up commercial for Aviation gin…you think it’s over (and already funny) then the product shot and “You look great by the way.”  Perfect.
     
    P.S.  “Alacrity” will be my word of the day…thanks for that…


    From another reader:

    I had heard there was some blow back on this commercial, I didn't understand it. I am with your wife, if my husband wants to buy this I wouldn't be offended (I would wonder where he got the money). I didn't find it the most compelling commercial, nor do I find it the most offensive commercial I have seen. It seems we are easily offended these days. I made the assumption the gift was requested so she got what she wanted. She wasn't offended why would I be?



    And finally, this email from MNB reader John Lemass, which touched me:

    I felt compelled to email you having just read your piece endorsing Feargal Quinn’s book "Crowning the Customer,"  which I too enjoyed  &  like you  I had the pleasure of meeting and getting to know Feargal after admiring him from a distance for many years doing business with Superquinn & the buying team & visiting + supplying his stores.

    Having always been an admirer of Feargal,  I then had the pleasure of meeting him + spending time with him when he agreed to meet me in a Superquinn store & gave me 45 minutes of his precious time and allowed me use his name to endorse a Marketing Dissertation I had completed in 1995,  which I based on the Superquinn Rewards Club he had just launched.

    Like a lot of other firsts, he was the first to launch a Retail Rewards Scheme for customers in Ireland.  His competitors followed suit afterwards with their own schemes.

    He was a wonderful man & a great role model for us all – I will always remember him as a very shrewd & clever businessman , but also a gentleman , which is a difficult balancing act.

    His timing was impeccable too & I was delighted that he got well paid for his business , when he sold out just before the economic crash hit the world & Ireland suffered badly – had he waited 6 months or so  he may not have got to sell on his business at all.

    I could go on but I think we will both always hold him in high esteem, as will many others from far & wide who got to know him over his many years in business.


    John, I appreciate your recollections. As I said last week, Feargal was a major factor in the shaping of my feelings and opinions about business … and a wonderful example of how to be a grand human being.
















    KC's View:

    Published on: December 11, 2019

    Past Retail Tomorrow podcasts have focused on how technology can have an impact on business models and people's lives. In this edition, however, we drill down to talk about how technology affected one life … and, in fact, makes living a best life possible.

    Our guest: Heidi Dohse, senior program manager in Google's Cloud - Health and Life Sciences division. Dohse's personal and professional story makes for a compelling narrative that is at once provocative and inspiring.

    Hosted by Kevin Coupe, MorningNewsBeat’s “Content Guy."

    You can listen to the podcast here, or on iTunes and GooglePlay.

    This edition of the Retail Tomorrow podcast is brought to you by GMDC, the Global Market Development Center.








    KC's View: