RetailCraft - digital retail, ecommerce and brands - Retail Podcast

Multichannel retail, ecommerce and digital business - interviews, analysis and discussion with Ian Jindal and InternetRetailing

RetailCraft - digital retail, ecommerce and brands - Retail Podcast is a business podcast hosted by Unknown Host, with 64 episodes on record and a Required Pod Score of 81.

Unknown Host hosts RetailCraft - digital retail, ecommerce and brands - Retail Podcast, a business show with 64 episodes published.

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  Episode #64

  RetailCraft 64: "Little pockets of magic" - in conversation with Paul Porter of Hamleys

  Sep 14, 202644 min

  This episode is for retail leaders who believe experience is not decoration on top of trading, but the trading strategy itself. Paul Porter runs global experience design for Hamleys, the 266-year-old toy retailer now owned by Reliance Brands, across more than 200 stores in 18 markets. Before Hamleys he spent a decade at Lego, joining just as the pandemic forced the question of whether physical retail was needed at all. The conversation covers what actually differentiates a toy store from Amazon, how a single Regent Street flagship became one of London's top ten tourist attractions, and how Porter keeps a consistent brand DNA alive across franchise partners from Mumbai to Dubai without producing either a cookie-cutter chain or an incoherent one. Key themes Experience as the survival mechanism, not the garnish. With an estimated 20 to 40 percent of UK toy sales moving through Amazon, Porter is direct that experience is how a toy retailer differentiates rather than competes on price and convenience. Hamleys' answer has been to elevate the Regent Street flagship beyond retail into a destination in its own right, regularly ranking among London's top ten tourist experiences alongside the Tower of London and Buckingham Palace, with around 70 percent of its visitors international tourists. The generosity principle. Porter's central argument is that letting customers handle, open and play with product beats any other sales tool. Hamleys' daily 10am opening ceremony, in which a chosen child rings a bell to invite everyone into store, is offered as the clearest expression of this: adults arrive with visible trepidation and, within minutes, are joining in the magic tricks and drone demonstrations as enthusiastically as their children. Reading the room without becoming bland. Porter is wary of designing for every visitor at once. Hamleys' larger stores build genuinely distinct zones for different audiences, tracked through floor-by-floor footfall data, while resisting the pull toward a homogenised, inoffensive experience that "you can walk past and leave alone." A written brand manual as the tool for scale. On joining Hamleys, Porter's first act was to document what the brand stood for in writing, something that had never existed despite decades of franchise partnerships. That document now anchors a consistent design language, colours, typefaces and iconography, applied from Regent Street to Dubai Mall to Manila, while still allowing a London flagship to reference its geography the way Selfridges or Fortnum & Mason do. Owning enough of the story to stay Hamleys. With concessions and partner brands like Lego, Hasbro and Pokemon inside its stores, Porter is explicit about the risk of becoming "a warehouse full of other people's boxes." The balance he works to is Hamleys-branded product that exists nowhere else, plus a design language woven through every partner zone, so a customer in the Lego section of a Dubai Mall store still knows they are in a Hamleys store. A scorecard wider than sales, and a ruthless one underneath it. Sales matter, but Porter also tracks audience reaction and NPS as a read on brand warmth. Underneath that sits a genuinely industrial merchandising operation: flagship stores carry over 20,000 SKUs, closer to a supermarket than a typical toy shop, with constant, sometimes ruthless pivoting away from product that fails to resonate. The animation layer runs on both novelty and 30-year loyalty. Recent activations include a Namco Gashapon pop-up, a Pokemon summer takeover and silent disco shopping, sourced by watching trends in China and Japan. Alongside that sits Marvin's Magic, in-store magicians who have performed the same card tricks in Hamleys for over three decades, a deliberate contrast between what comes and goes and what endures. Chapter structure Introduction — Hamleys' 266-year history, Reliance Brands ownership, 200+ stores across 18 markets, and what a Global Chief Experience Officer actually does From agency to toy retail — Porter's path through 25 years in agency planning, Whitbread, then a decade at Lego during its COVID-era retail rethink, to Hamleys three years ago The generosity principle — the daily opening ceremony, hands-on play as the best sales tool, and why adults become "quasi kids" Competing with Amazon by not competing with Amazon — toy retail's shift to online, and how the Regent Street flagship became a top-ten London tourist attraction Reading the room — designing for tourists, families, self-buyers and task-focused parents without diluting the brand into blandness Measuring the magic — sales, NPS and audience reaction as the scorecard, and the industrial discipline of a 20,000-SKU toy business The animation layer — Namco Gashapon, Pokemon Summer, silent disco shopping, and Marvin's Magic's three decades in-store Brand versus fandom — keeping Hamleys' identity intact inside a store built partly from Lego, Hasbro and other concessions Flagship versus franchise — writing the brand manual, building the design language, and keeping the Hamleys flame alive from Mumbai to Dubai The next chapter — empathy, collaboration, and building on 266 years without becoming a museum piece Quotes "Hands-on toys and unboxing and letting kids play is the best sales tool that you could have." "You have to be very cautious about trying to be all things to all people, because again you start to lose what differentiates you as a brand and as an experience, and you tend to become bland." "We're not just a warehouse full of other people's boxes." "The strongest skill, and perhaps to be a good marketeer, is empathy: being able to put yourself in the shoes of others, and just sort of transporting yourself a little bit into the shoes of a seven-year-old kid that walks into a store." "I don't think anyone would say that Hamley's is the most convenient. But it's definitely the most entertaining." -- Run time: 43 minutes INFORMATION: [ ️ ] Hamleys - https://www.hamleys.com/ [ ‍ ] Paul Porter: https://www.linkedin.com/in/paul-porter-241a66b/ Ian Jindal: www.linkedin.com/in/ianjindal/ [ ] (c) Ian Jindal / www.instagram.com/ianjindal

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  Episode #63

  RetailCraft 63: "The Shoe Matrix" - in conversation with Galahad Clark of Vivobarefoot

  Sep 14, 202637 min

  Positioning This episode is for retailers who have ever had to sell a customer on an idea before they could sell them a product. Galahad Clark built Vivobarefoot on an inconvenient premise: that most modern footwear, including the technically sophisticated kind, actively weakens and deforms the feet it claims to protect. That's not a traditional marketing approach, and the conversation traces how Clark has spent years building the education alongside the retail, from a single Covent Garden store to concept stores now opening in New York, China and Japan. Along the way it covers the accidental origin story of the modern trainer, a circularity programme that resells shoes back to the customers who returned them, and a scan-to-print manufacturing model that is about to bring made-to-measure footwear into store. Key themes A 100,000-year-old product category. Clark frames barefoot shoemaking not as an innovation but as a return: humans have made thin, flexible, foot-shaped footwear from local materials for roughly 100,000 years, across every inhabited continent, long before the modern shoe industry existed. The pitch for Vivobarefoot is a restoration of that baseline, not a new invention. How the modern trainer actually got its shape. Clark's account of Nike's early history is one of the episode's best digressions: Bill Bowerman and Phil Knight started by importing thin-soled Japanese running shoes, saw injuries during the American jogging boom, and were told by doctors that the problem was the mismatch between people's barefoot-style sports shoes and the pointy, heeled work shoes (descended from horse-riding boots) they wore the rest of the day. Nike's fix was to make the sports shoe look more like the work shoe: heel stack, visible air-bubble technology, raised toe spring. Clark's point is that most footwear technology since has existed to solve problems that footwear itself created. Selling a belief before selling a shoe. Clark is candid that Vivobarefoot's proposition runs against ordinary marketing practice: educating the customer on foot biomechanics before asking them to buy. The early retail response was experiential rather than persuasive, built around simply trying the shoes on, a 100-day guarantee, and in-store support to manage the physical transition, since walking in a barefoot shoe genuinely differs from walking in a padded, heel-raised one. Calling out "Big Shoe." Clark is willing to describe the mainstream footwear industry, half-jokingly, in the same terms as Big Tobacco or Big Pharma: an industry whose own executives privately accept the biomechanical science on children's foot development but continue selling shoes that constrain it, because, in his view, the consumer isn't yet ready to hear it. Circularity that costs more the more it works. The Revivo programme, over 100,000 pairs processed a year through a repair centre in Leeds and another in Amsterdam, with US and Japan sites underway, takes shoes back, repairs, refurbishes and resells them. Clark is unusually direct about the economics: the more repair work a shoe needs, the less it can be resold for, making circularity a cost centre he describes as "a penance we pay" rather than a straightforward business case, at least until EU legislation changes the calculus for the whole industry. Vivobiome and the return to made-to-measure. Vivobiome, launching in select stores, scans a customer's feet in-store (with mobile scanning coming) and 3D-prints a bespoke shoe to order, starting with a sandal. Clark's argument is that almost everyone currently wears shoes that were never made for their actual foot shape, and that a truly individual fit changes both the emotional relationship to the product and the willingness to eventually return it into the circularity loop. The store as diagnostic, not just point of sale. In-store foot scanning, plantar pressure plates, and health diagnostics are reframed as retail theatre with a purpose: most customers, on seeing a pressure map of their own stance for the first time, discover their weight sits entirely in the heel, with the toes doing almost nothing. Where it's heading: My Vivo. Clark's near-term roadmap includes new stores in New York, a China launch, and continued growth in Japan's concept-store network. The longer-term ambition, My Vivo, is an omnichannel system stitching Vivobiome's manufacturing, Revivo's circularity, the core shoe business, and AI-assisted personalisation into one customer journey, aimed ultimately at pulling people back toward in-person, in-community experience rather than away from it. ⠀ Chapter structure Introduction — Galahad Clark, Vivobarefoot, and what "barefoot" actually means in today's shoe market A 100,000-year-old shoe category — the deep history of barefoot footwear, from antelope-skin sandals to moccasins to Vivobarefoot What makes a shoe "natural" — the foot's three systems, the role of the big toe, and the thin/wide/flexible test How Nike got its shape — the accidental history of the modern trainer, and an industry built on solving problems it created Selling belief before selling shoes — educating a market that isn't primed to hear the pitch, and the early Covent Garden retail model Big Shoe — the public health argument around children's footwear, and why Clark compares it to the tobacco industry Growth of the barefoot category — from Vibram FiveFingers and Born to Run to a post-2012 slowdown to today's near-100 barefoot brands worldwide Circularity's hard economics — the Revivo take-back, repair and resale programme, and why it costs more the more it works Vivobiome and scan-to-print — made-to-measure 3D-printed footwear, in-store foot diagnostics, and the theatre of the plantar pressure plate What's next — New York, China, Japan, and the "My Vivo" vision for stitching the whole customer journey together ⠀ About the guest Galahad Clark is CEO and founder of Vivobarefoot, a footwear brand built around restoring natural foot function through thin, wide, flexible shoes. He studied Chinese medicine at university, an interest he connects directly to barefoot movement's roots in Ayurvedic and Chinese health traditions. Under his leadership Vivobarefoot has grown from a single Covent Garden store into a multi-market retailer with concept stores in Japan and forthcoming openings in New York and China, alongside Revivo, its shoe take-back and resale programme, and Vivobiome, its scan-to-print made-to-order manufacturing initiative. Quotes "All footwear, once upon a time, pre the modern industrial age, was made person by person, foot by foot, from local circular materials, perfectly repairable and nearly always biodegradable." "All the technology you talk about in footwear is there to solve problems caused by footwear themselves." "It is a massive public health scandal that the footwear industry makes footwear that literally weakens and deforms people's feet." "The more you need to repair a shoe, the less you can sell it for. So it's a sort of business model that the more it costs, the less you can sell it for... it's a penance we pay to some degree to commit to these things." "In the short term, we're cobblers, ultimately." -- Run time: 37 minutes INFORMATION:

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  Episode #62

  RetailCraft 62: "Full Circle: - in conversation with Lucie McLeod of Hair Syrup

  Feb 28, 202645 min

  This episode is for founders, brand builders, and retail leaders interested in how a genuinely accidental business becomes a credible, structured consumer brand. Lucie McLeod started Hair Syrup in her parents' conservatory while at university, posted one TikTok video that hit 600,000 views, and built from there — without a business plan, without investment, and without a roadmap. However this is no tale of luck, or a hapless fortune. To listen to Lucie it's clear that the brain, drive and character were ready for the tasks, the test and the chance to build her business. Cometh the hour, cometh the leader. Ian Jindal chats with Lucie about what it actually takes to grow a DTC brand through social, how to respond to a very public rejection on Dragon's Den and turn it into a marketing moment, and where Hair Syrup is heading as it moves from a single hero product into a full wash-day brand with retail distribution through Boots. Key themes Accidental origin, deliberate growth: Hair Syrup started as a personal solution to Lucie's own scalp problems, formulated using academic research and natural ingredients she sourced from health food shops. The first TikTok video was not a launch strategy. It was a genuine personal post that went viral from a standing start. The business followed the demand, not the other way around. Problem-led product development: Every product in the range maps to a specific, common hair or scalp problem — length, grease, breakage, dandruff. This was not a range strategy imposed from above; it was Lucie solving her own problems and extending outward. When she eventually worked with a chemist, he told her the formulas she had developed independently were already production-ready. Community over clinical claims: Hair Syrup has clinical efficacy data and dermatologist testing, but its primary marketing tool is customer before-and-after photos. Lucie is explicit that she dislikes prescriptive beauty content and avoids invalidating individual experiences. The community is built on openness and expectation management, not on performance guarantees. Dragon's Den as a marketing asset: Hair Syrup appeared on Dragon's Den in summer 2024, received six rejections, and then turned the episode's broadcast in January 2025 into one of the most-discussed brand moments of the year. The team trolled the dragons back on TikTok with memes — the sad hamster among them — generating 24 million profile views in under 48 hours and 100,000 new followers. The Sunday Times named Lucie Young Founder of the Year shortly after. The lesson she draws is blunt: you cannot engineer this. It worked because it was authentic. The hidden operation: The public face of Hair Syrup is Lucie on TikTok — informal, funny, behind-the-scenes. The private face is an SLT with experienced heads of sales, finance, and logistics, an in-house 3PL, and chemists with serious CVs. Most of their audience has no idea the latter exists. Lucie considers this balance a strength. Brand building beyond the hero product: Hair Syrup launched in Boots in late 2024. The NPD pipeline is structured around extending the brand's core peppermint oil product into a full wash-day system — shampoo, conditioner, scalp serum — all sharing the same scent, colour scheme, and purpose. Leave-in oils have not landed as hoped and are being rethought. The direction is deliberate specialisation rather than category sprawl. ⠀ What you'll learn Why solving a genuine personal problem is still one of the most defensible starting points for a consumer brand. How to build a community that stays loyal even when the product does not work for everyone. What a rejection on Dragon's Den can teach you about the gap between conventional investment logic and TikTok-native brand value. How to structure a post-crisis response for a team that is depending on you, when you are not sure yourself what comes next. How to maintain creative authenticity and brand character while building a grown-up operational structure behind the scenes. Why gut instinct and structured decision-making are not opposites — and how to use both at the same time. ⠀ Chapter structure Introduction — Who Lucie is, Hair Syrup's age and origin, and what the brand stands for today The accidental start — A personal hair problem, lockdown, a viral TikTok from a standing start, and the slow realisation that this could be a business Formulation and early product range — Research, chemistry, working with a professional chemist, and extending the range along problem lines Brand positioning — Accessible, inclusive, mid-market, solution-driven, and community-centred Dragon's Den — Six rejections, the edit, what it felt like, the conversation with the team, and the decision to turn it around The TikTok counter-offensive — Trolling the dragons, the sad hamster meme, the BBC's reaction, 24 million views in 48 hours Structure and scale — What Hair Syrup actually looks like behind the TikTok page, and the role of a senior leadership team the audience never sees 2026 and beyond — Boots, NPD, the wash-day range, international ambitions, and staying open to where the brand might go ⠀ About the guest Lucie McLeod is the founder and CEO of Hair Syrup, a UK haircare brand she started at 21 while studying at the University of Warwick, where she graduated with a first. She began by hand-making pre-wash hair oils in her parents' conservatory and built the brand through TikTok before establishing a wider social and retail presence. Hair Syrup now sells through Boots as well as direct-to-consumer, runs an in-house 3PL operation, and has a senior team spanning sales, finance, logistics, and product development. She was named Sunday Times Young Founder of the Year following the brand's Dragon's Den appearance in early 2025, in which she received six rejections and subsequently turned the episode into a widely covered brand marketing moment. Quotes "I was ignoring all of the signs. I had people saying, you could sell me this, and I think if I was an entrepreneur, my business brain would have thought, right, I'll take 20 quid, let's do it." "The moral of the story is make the best of a bad situation. The moral is not: try and do really badly so you can redeem yourself." "Behind the curtain, it's a really serious operation — with a lot of extremely skilled people dealing with distributors, international expansion, NPD, chemists with impressive CVs. And people just have no idea." "I wonder if I didn't have a team, if I was doing this by myself — might I have given up?" "I don't like the idea that brands ever have to be pigeonholed. As long as you're open, honest, transparent and reactive, you can enjoy the ebbs and flows." -- Run time: 44 minutes INFORMATION: [ 🖥️ ] Hair Syrup - https://www.hairsyrup.co.uk/ [ 👨‍👧 ] Lucie McLeod: https://www.linkedin.com/in/lucie-macleod-775a60159/ Ian Jindal: www.linkedin.com/in/ianjindal/ [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal

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  Episode #61

  RetailCraft 61: "Open Doors" - in conversation with Shannon Osman of Footasylum

  Jan 31, 202634 min

  This episode is for retail operators who believe that the store estate is an asset, and that the people running it are the brand. Ian Jindal chat with Shannon Osman, Head of Retail at Footasylum, who has built her career from shop floor to leadership and brings a practitioner's clarity to questions that often get buried in strategy decks: how do you actually recruit, retain and develop a predominantly Gen Z workforce at scale? The conversation covers Footasylum's distinctive hiring model, its social-first content machine, the Locked In franchise, and a franchise expansion into the Middle East — all through the lens of a retailer that has won Retail Employer of the Year while opening stores, not closing them. Key themes Rethinking recruitment from first principles: Footasylum scrapped the CV-led process and replaced it with group in-store interviews. No CV submission, just availability, knockout questions, and a live group exercise. The best candidate on the day gets the job, eliminating unconscious bias and filtering for exactly the communication skills the role demands. Retention as proof of concept: Staff turnover dropped from 107% to 75% after the new recruitment model was introduced. Seasonal hires - historically the hardest to retain - are now routinely offered permanent roles at the end of peak. The data follows the culture, not the other way around. Progression without a title change: Shannon is direct that promotion is not the only form of progression. Recommending a book, setting personal goals alongside professional ones, giving people a voice in operational decisions - these are the mechanisms Footasylum uses to keep people invested. The goal-setting process (two work goals, one personal) runs from February, reviewed quarterly, owned by the individual. Communication at scale: With almost 70 stores and around 1,300 staff, Footasylum adopted Zipline as its internal communications platform - chosen because it looks and behaves like social media. Execution and readership rates are tracked, but the rationale was engagement, not surveillance. The platform was used to run a company-wide vote for Store Manager of the Year, generating 1,300 responses. Social as a commercial engine: 1.2 billion organic views across social media last year, up 35% year-on-year. Footasylum sits in the top 5% of TikTok users globally, alongside the BBC and Sky Sports. Its Locked In series - influencers and content creators in a house format, competing and generating content — drives 200,000 additional app downloads per run and feeds directly into in-store footfall and on-site conversion. Middle East expansion via franchise: Footasylum has signed a franchise agreement to enter the Gulf region. Shannon visited the Mall of Emirates, Mall of Dubai and Dubai Hills ahead of the announcement. The market's appetite for elevated retail experience - and the presence of a significant UK expat base - makes it a credible fit for the brand's positioning, which sits above the mass market without claiming luxury. ⠀ What you'll learn Why removing CVs from the hiring process can improve both the quality of hire and long-term retention and how to structure a group interview that actually tests for the right things. How to build a communication infrastructure that reaches every layer of a large store estate, not just the management tier. What "progression" looks like when you can't always offer a title or a salary uplift and why that matters for a Gen Z workforce. How a content-first social strategy translates directly into measurable commercial outcomes: app downloads, footfall, and omnichannel conversion. How to approach franchise expansion into a culturally distinct market while preserving brand DNA and why the right partner matters more than the right playbook. Why listening to store managers is not just good culture but good operations: some of Footasylum's most efficient decisions in the last 18 months have come from the shop floor up. ⠀ Chapter structure Introduction — Who Footasylum is, its 20-year history, near-70 store estate, and core Gen Z/Alpha consumer The store in 2025 — Why physical retail still matters, and what it means to have Gen Z staff serving Gen Z customers Rethinking recruitment — The CV-free group interview model and the results it has produced Growth and expansion — New UK stores (including Merthyr Tydfil), and the Middle East franchise deal Retention and culture — Retail Employer of the Year, goal-setting, and the meaning of progression Communication at scale — Zipline, why it works, and how it changes the relationship between head office and the shop floor Locked In and the social engine — The Locked In series, 1.2bn organic views, and the omnichannel flywheel Shannon's own journey — From football coaching in the US to Head of Retail; the constants that haven't changed; what's on the learning list for 2026 ⠀ About the guest Shannon Osman is Head of Retail at Footasylum, the UK apparel, footwear and accessories retailer with almost 70 stores and a Gen Z–first positioning. She has spent the majority of her career in store-based retail, moving through the operational ranks to a leadership role with P&L responsibility for the entire physical estate. Since joining the role, she has overhauled Footasylum's recruitment model, introduced a scaled communications platform, and helped lead the business to Retail Employer of the Year 2025. She is also part of the team driving Footasylum's first international franchise expansion into the Middle East. Quotes "The staff members on the shop floor are the most vital employees in the business. They are what represents you as a company — that's the face-to-face interaction your customers are having, ultimately." "Our staff retention has gone from 107% down to 75%. We are retaining people now because the people we're employing want to stay with us." "Anybody can open a door for you. It's up to you to walk through it." "Everyone thinks progression is going for the next job title. Progression is reading a book your line manager sent you that you never even knew existed." "Every single mall I entered just felt like Footasylum should be there." — Shannon Osman, on her first visit to Dubai and Abu Dhabi -- Run time: 35 minutes INFORMATION: [ 🖥️ ] Footasylum - https://www.footasylum.com/ [ 👨‍👧 ] Shannon Osman: https://www.linkedin.com/in/shannon-osman-84bbb2260/ Ian Jindal: www.linkedin.com/in/ianjindal/ [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal

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  Episode #60

  RetailCraft 60: "Win, Win, Win" - in conversation with Florian Clemens of Tesco Media

  Nov 2, 202538 min

  Tesco Media's Director Strategy, Proposition & Measurement, Florian Clemens, explains how a focus on win-win-win outcomes (value for shopper, advertiser, and retailer) guides the strategy for Tesco's retail media business. The discussion centres on measurement, omnichannel innovation, the legacy of Clubcard data, and Tesco's position as a market maker in UK retail. Practical examples highlight transparent loyalty incentives, creative brand partnerships, and the challenge of delivering differentiation on a large scale. The conversation closes with what's next for Tesco: building truly omnichannel, science-driven media and exploring the real-world impact of AI on habits and shopping behaviour. Points of Note on Tesco Media •Tesco holds 28% of UK supermarket sales, reaches nearly every UK household, and operates at a scale matched by few retailers. •Clubcard's integration with Dunnhumby's data science powers Clubcard Challenges; over 80% of in-store revenue is attributed to identified shoppers. •Tesco Media runs as an internal joint team: Tesco, Dunnhumby, and external talent. •More than 25 ad products: coupons, search, store screens, Clubcard Challenges - designed for relevance, transparency, and incremental value. Key Quotes "This win-win-win needs to be right for the shopper, right for the advertiser, and right for the retailer. That just takes longer to figure out, but it's what we're building" “Clubcard changed the face of British retail… suddenly it was about data-driven engagement.” “It’s only a real win if it’s truly better for people. I don’t think we’ve seen that at scale - yet.” “If I started making a list of all our sources of inventory, turning delivery vans into ad products would have been number 35… but being a UK-focused decision maker lets us try it if it feels right.” “With Clubcard Challenges, customers choose which brands to engage more deeply with, and advertisers only pay if people convert - a transparent, zero-risk proposition.” “Tier-one platforms can build direct relationships. Further down the list, you have to aggregate for economic reasons - otherwise agencies simply don’t have the bandwidth.” Episode Running Order • 00:00 — Introductions, context, Tesco’s leading market position • 01:00 — Tesco Media’s joint strategy, scale, and data science • 04:00 — Clubcard’s legacy and retail media’s evolution • 07:00 — Team structure: Tesco, Dunnhumby, and new hires • 09:00 — The win-win-win foundation; Clubcard Challenges as example • 12:00 — Differentiating Tesco Media from a decade of programmatic and performance marketing • 17:00 — Brand partnerships: creative campaigns (Christmas grottos, branded vans) • 20:00 — Complexity in omnichannel: 25+ ad products, need for self-optimisation • 23:00 — Future vision: scientific omnichannel planning and implementing AI in commerce • 29:00 — Price sensitivity, habit, and the real test for AI and automation • 34:00 — Closing thoughts, next steps, and invitation for a return discussion on AI -- Run time: 38 minutes INFORMATION: [ 🖥️ ] Tesco Media - https://www.dunnhumby.com/tesco-media-insight-platform/ [ 👨‍👧 ] Florian Clemens: https://www.linkedin.com/in/florianclemens/ Ian Jindal: www.linkedin.com/in/ianjindal/ [ 📷 ] (c) Ian Jindal / www.instagram.com/ianjindal

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