About the author
Peter James Ryan
Peter James Ryan is a strategic business consultant with over 25 years of marketing, business consulting and promotional experience. Having worked in roles as diverse as business management, marketing management, consulting and creative services through a myriad of categories and businesses, Ryan has a unique perspective on how to apply marketing based business thinking to achieve sustainable proﬁt growth and productivity gain. Acknowledged as a passionate advocate of the retail industry, his love affair with the category can be traced back to family involvement in the ownership and operation of various retail businesses. Peterʼs previous experience includes Group General Manager of The Banks Group (marketing consulting & research), Head of Marketing for St. George Bank Group, Head of Strategy for Lunn Dyer Design Group, Head of Strategy & Creative for Harrison Holt BBDO and more recently Head of Retail Consulting for IdeaWorks - prior to re-launching his consulting business Red Communication Australia. Ryan has been responsible for the development of some of Australiaʼs leading retail initiatives, retail brands, retail products, retail environments, retail promotions and retail services through both virtual and physical retail. At Red Communication Australia, Ryan applies his unique vision and thinking with energy and passion, to help businesses achieve their true potential at retail.
What can retailers learn from Facebook’s woes?
Retreating to the defensive ground of ‘glorified Kmart’ out of fear, deeply entrenches the very problems that are killing the struggling retailer.
Though technology has indeed changed all our retail lives, it is risky to think future shoppers only have eyes on their mobile phone screens.
Segmentation may be seen as the key to tapping into your key customers, but segments don’t walk through the door to buy – humans do.
Colourful streetscapes, courtyards, laneways and gardens are increasingly drawing consumers away from bland, cookie cutter monsters.
The ailing retailer can have a very bright future, but two things need to change.
Differentiation doesn’t mean a new logo.
Can someone explain how retailers that sit on some of the world’s richest sources of big data, fail to compete with those who, in some instances, have none?
Australian retail businesses cannot continue to do what they are doing, the same way they are doing it.
Two forces combined are ruining the six weeks before Christmas.
Modern retailers need to display they care or the cash register won’t ring.
Retail is overdue for a clean out and we’re in the middle of it now – globally.
E-commerce should not be an automatic inclusion in the operational armoury of all retailers.
Australian retailers need to be supported in taking the necessary risks to successfully challenge on the global scene.
Asking for systemised likes and ratings after every transaction is only going to end up alienating customers.
Aussie retailers must reignite product development that leads to consumer acknowledged differentiation or they are dead.
The current cycle of formulaic trend to factory source will not survive the next decade without massive casualties.
How blind and inflexible process adherence is destroying customer relationships.
To win in retail you don’t engage in a race to the bottom.
They seduce with low prices, but how long can the romance last?