Tim Mason is the CEO of Eagle Eye, an information technology firm that uses a data-driven digital marketing platform to enable retailers to connect all aspects of the customer journey. As the former deputy CEO & CMO of Tesco in the U.K., Tim calls on his own background in retail as he works with big clients all over the world. In this episode of The Voice of Retail podcast, Tim is back on the podcast to share his insights on how the retail landscape has and will continue to shift because of the pandemic.
Welcome to the The Voice of Retail , I’m your host Michael LeBlanc, and this podcast is brought to you in conjunction with Retail Council of Canada.
Tim Mason is the CEO of Eagle Eye, an information technology firm that uses a data-driven digital marketing platform to enable retailers to connect all aspects of the customer journey.
As the former deputy CEO & CMO of Tesco in the U.K., Tim calls on his own background in retail as he works with big clients all over the world.
In this episode of The Voice of Retail podcast, Tim is back on the podcast to share his insights on how the retail landscape has and will continue to shift because of the pandemic.
Tune in to hear what Tim believes are the three essential elements for building a successful digital retail ecosystem, the top three things that retailers should be looking out for in the years following the pandemic, and finally, the three things that retailers should stop/start in their marketing practices.
Can you tell that we believe in the power of three’s?
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Thanks for tuning into today’s episode of The Voice of Retail. Be sure to subscribe to the podcast so you don’t miss out on the latest episodes, industry news, and insights. If you enjoyed this episode please consider leaving a rating and review, as it really helps us grow so that we can continue getting amazing guests on the show.
I’m your host Michael LeBlanc, President of M.E. LeBlanc & Company, and if you’re looking for more content, or want to chat follow me on LinkedIn, or visit my website meleblanc.co!
Until next time, stay safe and have a great week!
Tim Mason
Tim has been CEO of Eagle Eye since September 2016, joining as Chairman in January 2016. He has over 30 years’ experience within the grocery and retail industries, with a strong background in strategic marketing and customer loyalty.
Previously, Tim was a managing director at Sun Capital Partners and Chairman of Bonmarché Holdings plc from 2013 to 2015. Prior to that he was Deputy CEO at Tesco from January 2010 to December 2012. He held a number of other roles within the Tesco Group between 1982 and 2012 including CMO for Tesco and CEO of Fresh & Easy LLC. Tim spearheaded Tesco’s bid to crack America, and was responsible for the expansion and operations of 150 stores US wide.
Throughout his career at Tesco, he was renowned for being in touch with the customer, and instrumental in the creation of some of Tesco’s most successful marketing initiatives (Clubcard, Express, Personal Finance and Tesco.com). He is also a Director of It's Fresh Ltd and Purple.
Michael LeBlanc 00:04
Welcome to The Voice of Retail, I'm your host, Michael LeBlanc and this podcast is brought to you in conjunction with Retail Council of Canada.
Michael LeBlanc 00:09
Tim Mason is the CEO of Eagle Eye, an information technology firm that uses a data-driven digital marketing platform to enable retailers to connect all aspects of the customer journey.
Michael LeBlanc 00:20
As the former deputy CEO & CMO of Tesco in the UK, Tim calls on his own background and retail as he works with big clients all over the world.
Michael LeBlanc 00:29
In this episode of The Voice of Retail podcast, Tim is back on the podcast to share his insights on how the retail landscape has and will continue to shift because of the pandemic.
Michael LeBlanc 00:38
Tune in to hear what Tim believes are the three essential elements for building a successful digital retail ecosystem, the top three things that retailers should be looking out for in the years following the pandemic. And finally, the three things that retailers should stop/start in their marketing practices.
Tim Mason 00:54
If you, that, your business will be more omnichannel now than it was when, when you went into the pandemic. So, any friction that you have between your online and off offline channels, any blind spots that you have just got twice as bad.
Michael LeBlanc 01:10
Can you tell that we believe in the power of threes? Let's listen in.
Michael LeBlanc 01:15
Tim, welcome to The Voice of Retail. How are you?
Tim Mason 01:17
I'm good. Thank you, Michael, thank you for having me on.
Michael LeBlanc 01:20
Well, I should say welcome back. This is your second time on the podcast. Then last time we were speaking it was in what I call the before time, a few things have happened since then. So, I'm so excited to get you back on the podcast and tap into your wisdom and insights and how you're thinking about going forward and all those great things. So, so once again, thanks for joining me now for the folks who may not have heard our, our first interview or know of Eagle Eye, know of you, but don't know probably as much as they need to tell us all about yourself, your journey, who you've worked for, what you've done and what you do now at Eagle Eye.
Tim Mason 01:56
Okay, well, let's try and make this brief. So, my name is Tim Mason. I am the CEO of Eagle Eye, which is a software-as-a-service business that handles loyalty and personalized promotions, we're the transaction engine, we master the individual and help our clients to capture the individual in all their elements, and to assist with a single customer view. And then we enable personalized promotions and offers and communications to those people. Really, the reason that we exist, I think, is because modern technology enables one-to-one marketing, but you need a transaction layer like ours to really bring it off successfully.
Michael LeBlanc 02:47
And your pedigree is pretty vast in certain certainly in the grocery, right, Tesco.
Tim Mason 02:53
Yeah.
Michael LeBlanc 02:53
So this is.
Tim Mason 02:54
Yeah, I was gonna say, so, my background is in grocery. I was with Tesco for most of my adult life, I started as a Unilever graduate trainee for a few years. And then I joined Tesco on the marketing side. I worked on mar-, in marketing, buying, retail operations, but principally I was a marketeer.
Tim Mason 03:20
And I think one of the interesting things about the Tesco story of that era, Terry Leahy, he's Tesco, was that it was a period when the retail business was really marketing lead, which I think is unusual, in retail, you know,
Michael LeBlanc 03:39
Yeah.
Tim Mason 03:39
normally marketing does, in retail, is marketing services.
Michael LeBlanc 03:43
Yeah.
Tim Mason 03:43
But I think we did a pretty full job of setting the strategy for the business, creating the product, and creating an environment where the purpose of the business was to create value for consumers. And the brilliant thing about Tesco is it's incredibly good at getting stuff done. So, the wonderful thing about being a sort of customer strategist at Tesco was not only could you think it, but the guys could then go and do it.
Michael LeBlanc 04:11
Right.
Tim Mason 04:12
One of the big things that we did during my time was Club Car, which was the first big loyalty program, big use of big data really in, in the UK, certainly in the grocery market, but probably more generally than that. And that that's that was '95 so since then, I've been you know interested in achieving marketing goals through one-to-one techniques, data analytics, and then communicating directly with consumers. When I left Tesco in 2012 I did a bit of PE and did a few bits and pieces and then ended up here as chairman became CEO because I recognized that what Eagle Eye enables is the data-driven approach for the digital world to be able to do in a much better way than the ways I did it in the analog era, but to do really good marketing, and ultimately to help our clients do great marketing.
Michael LeBlanc 05:18
And, and at scale, right, I mean, when I think of Tesco, so many retailers were influenced and shaped by what you did in your time there what the organization did, you know, I think of Loblaws I think of here in Canada, I think many grocers, I think private label, I think of loyalty programs, as you said, these things are now established around the world, but many of them were recreated and operationalized, as you said, by, by Tesco. So, this isn't a history lesson, but, you know, kudos to Tesco and your time there for, for setting the standard that still exists. Now, let's talk about Eagle Eye a little bit more, give us a sense your scope of practice. So, where you operate, I believe you have clients in, in Canada, where do you, where do you operate, and give me just a bit more background on Eagle Eye.
Tim Mason 06:04
Yeah, we do. Indeed Loblaw is, is one of our, our major clients. We've been working with them since Loblaw, acquired Shoppers, and they embarked upon the journey to merge the PC card and the optimum card, right. And we basically have helped with that. on the technology side all along the way, I suppose the main feature of that, is the personalized offers that Loblaws customers receive on a weekly basis.
Michael LeBlanc 06:43
Yeah.
Tim Mason 06:43
And we enable that level of personalization. So we enable, you know, north of 100 million personalized offers a week quite a lot North about to be honest.
Michael LeBlanc 06:56
Wow.
Tim Mason 06:57
We do a similar thing for Sainsbury's in the UK, we've just won Woolies in Australia to do a similar thing. And we do, we do similar things, but slightly broader things for SCG. In the US,
Michael LeBlanc 07:15
Now, now this is fun for me, I get to tap into your wisdom and experience as we all try to understand what the heck just happened with this whole COVID era over the past 18 months. And I don't want to dwell on the COVID era everyone knows the history. We're not done with it quite yet. But as you think about consumer behavior, and what may or may not be in adaptations to unusual events versus structural changes, this one, I'm, I'm trying to figure out, I think we're all trying to figure out is what has actually changed. You know, if you and I were sitting together in a pub two years ago, we would say, you know, boy, if you, if you could get a couple of percentages of change of consumer behavior, we'd probably give the license to this pub over, but we've had, you know, data that says 45% of consumers have shopped somewhere different or different brands, I mean, these are just momentous numbers. And the time span of 18 months is pretty significant. How are you thinking about the past 18 months in terms of what and how you're thinking about it going forward?
Tim Mason 08:15
I think the I mean, there have been some big and, and irreversible changes, I think. I mean, clearly, the adoption of online shopping, and the satisfactory delivery of that service, via online has had a tremendous influence on a lot of people. You know, in the early days of eCommerce, the magic number was three, I think three is often a magic number and a lot of things actually, but there may even be a song about it, but, but three shops, and then we're in, you know.
Michael LeBlanc 08:54
Right, right.
Tim Mason 08:54
So, you have to work really hard to get the first three shops. And I mean people have done three shops, six shops, nine shops, 12 shops, you know, 21 shops, so they really have got familiar and have been forced to get familiar with the technology, which is as easy as the, the retailers try and make it, its potentially a bit of a barrier.
Michael LeBlanc 09:16
Yeah.
Tim Mason 09:16
So, I think that's been a huge change. I think that the, certainly in the UK, what you saw was a resurgence of big stores. I think that will prove to be pandemic-based.
Michael LeBlanc 09:34
Yeah.
Tim Mason 09:34
I found the consumer will will go back to much more shopping in the now, not everybody, of course.
Michael LeBlanc 09:44
Yeah.
Tim Mason 09:44
but I think anybody that thinks that you know this has been this is the renaissance of big space retail. I personally, I think it's a mistake.
Michael LeBlanc 09:53
Yeah.
Tim Mason 09:53
I think there was a flip of that coin which was convenience came under some pressure.
Michael LeBlanc 09:59
Yeah.
Tim Mason 09:59
I think convenience will, will reassert itself. The interesting question I think, is in this market, particularly in the UK market is whether the limited range discounters, the Aldis and the littles, will get their mojo back, or whether actually, the big four have managed to get them into a place, where they can, they can control their growth. For me the jury's out on that, I think there's a chance the big four have done it, we'll have to see.
Michael LeBlanc 10:31
Yeah, I mean, it's so fascinating, because I was going to use the word Renaissance, just in the way that you did whether, it was, you know, that one-shop behavior, I am sure you saw the same thing, across, across all the markets, you operated in, fewer visits, massive basket sizes, less shops, less browsing, less shopping, more intention, but it feels like there's a very, very powerful, I've been calling it regression to the mean, in other words, what people did pre-pandemic, in the before time, and in some instances is coming back, you know, in terms of the shopping behaviors, but how do you then think about the loyalty programs where you've got both risk and opportunity it feels like so you've got risk, and that people have broken relationships that were kind of by rote, for some, in some ways, their entire life. And then on the other hand, they've tried new retailers tried new products, how does all this now in your mind and your calculus and your algorithms, where you've had unpredictable behavior start to factor into the offers, this is really what you think you spent a lot of time thinking about, is how do we make offers that are relevant, right? What is relevance? Now, how do you how do you think about that?
Tim Mason 11:40
Well, I mean, I can give you my opinion, we don't actually do that, Michael, what we do, as I've, I once described Eagle Eye in the early days is you write the love letter, and I deliver it. But I can't guarantee you'll get the date, you know that that really is down to you. So, if you want to talk about algorithms and and data strategy, I can give you opinions, but I am not a practitioner. One of the things we deliberately do with our business, is we believe that there are three things this is a slight tangent, Michael, but I hope you'll stick with me for a moment.
Michael LeBlanc 12:24
And that middle, and that middle is right offer at the right, well, the right offer is more generated by the data, but it's at the right time at the right place, right?
Michael LeBlanc 12:24
Yeah, of course, I will.
Tim Mason 12:24
We believe there are three things that you need to do to build a successful digital ecosystem, you need a data lake, and you need great data analytics, you need it, which leads to the next best message, the next best offer for individuals, you then need a transactional capability that is able to take that data and to deliver it through the relevant touchpoint through the relevant channel at the right time in the right way. That's what Eagle Eye does. And then on top of it, you need a great UX that the consumer likes and buys into and represents the brand and represents value to them. So those are the three things and I, we very much concentrated in the middle area. But, but in the
Tim Mason 13:18
The issue is, is actually a technology issue that data and data analytics, assisted by AI can now absolutely get down to the next best message for Michael. And Michael has got a phone not more than a foot away from his hand at this very moment, which is a unique one-to-one device.
Michael LeBlanc 13:44
Right.
Tim Mason 13:45
The only issue is, how I get the data from there to there. And what happens is that current technology infrastructure, largely driven by the POS and stores, which is where the promotions get activated, cannot cope with many more than say 1000 offers. And what we enable you to do is to cope with hundreds of 1000s of offers because we take the feed from the pulse do the processing in the cloud near the pulse and then pass it back. So, it's so it's a technology play and, and as I say, you know, the better our clients at writing love letters, we'll do a beautiful job of delivering them, but actually that the result will be down to what they generate, which is why we can partner with Waitrose, Tesco, Sainsbury's and Asda in the UK, without them saying, you know, hang on, there should be some uniqueness here. Because actually what we are is we're a digital postman.
Michael LeBlanc 14:53
Yeah, you're the enabler you.
Tim Mason 14:55
Correct.
Michael LeBlanc 14:55
You make it happen at scale, like at significant scale, right.
Tim Mason 14:58
And that's the point is,
Michael LeBlanc 14:53
Yeah, right on.
Tim Mason 15:00
Is the scale that your data analytics can, I mean, going back to the question, you know, "What should you do?", the answer is you should know who your customers are, and then try and speak to them as relevantly as you can.
Michael LeBlanc 15:12
Yeah, I mean, it gets back to Rogers and peppers, one-to-one. I mean, I have, kind of, a follow on question, just around the delivery. So, there's kind of broadly speaking, two types of, of loyalty offers ones that are based on analytics, we think you'll love this, and others that are kind of activated by real-time behavior. If customer does Y give them X offer, do you enable both of those type of offers at scale, which and
Tim Mason 15:38
Yeah, we do. We do.
Michael LeBlanc 15:39
Yeah, in the end, do you have a, do any perspective on, on which one of those I guess they're both, you know, they're both like brother and sister, right, they both work equally well, right?
Tim Mason 15:49
If I’m being honest the, you know, the prevalent source is the former, it actually hasn't moved on much from the Dunnhumby Tesco days. You know, this is your shopping history. This is your most recent shopping, therefore, we should send you these things.
Michael LeBlanc 16:11
I think there's tremendous, I think there's tremendous risk in that in as much, as the past 18 months has been so, like, I've talked to retailers who are very concerned at you know, as they think about this, that their AI models don't work anymore, the way they, they can't predict based on the past 18 months, as you, as you were saying earlier on, you know, there's some behaviors like, you know, suddenly people went back to department stores and big shops that, you know, can't count on that happening, because it was just an adaptation.
Tim Mason 16:38
And it's always a choice, it's always a choice, how you tune your model, from how much you look at history, and how much you look at recent weeks, and how much you wait recency over history.
Michael LeBlanc 16:53
Right.
Tim Mason 16:53
And, you know, if you felt that was a concern, you just say to them, draw a line at this state, you know, put more value on that knowledge.
Michael LeBlanc 17:03
Right.
Tim Mason 17:03
So, I think there are ways around it. And to be honest, you know, these models learn extremely quickly these days. I wouldn't be too. But but but the point that I was making is that, frankly, is the way most people generate their offers.
Michael LeBlanc 17:21
Right.
Tim Mason 17:21
I'm not nearly as many people who are generating what you were talking about, which I would describe as being marketing in the, in the now or contextual offers, there's much less of that. And I think that that is perhaps the next big opportunity for marketing. You know, and the thing that I draw on as a sort of correlation to that point, is, if you look at the enormous growth in near-me searching, when location and proximity, actually, you suddenly realized we're a great surrogate for relevance. And, and I think the other surrogate for relevance is what are you doing, so, "Where are you now?", and then the new opportunity for marketing is, "What are you doing now?".
Michael LeBlanc 18:18
I love your phrase of the "Now" because it is so relevant. I mean, it's interesting, because I did some of that work. 20 plus years ago, at Hudson's Bay, we had a huge loyalty program, we had, we had just converted Club Z, and put HBC rewards together, we had an Air Miles partnership, and we have 9 million, 9 million active members, and so, we started playing around with loading offers based on you know, if you bought beauty and X, "How do we get you up the escalator with a bonus offer to check out women's apparel", like it was kind of a blend of those two, but you know, what we were running into was was operational scale from a technology perspective, those, those that kind of real-time, at that time was a real draw, a real draw in the technology. And I think, you know, we didn't have cloud back then is cloud a big enabler of what you do. As you said, your, your, your SaaS-based, that's got to be a big enabler. Yes.
Tim Mason 19:13
Huge. Yeah, huge. I mean, for you know, literally, when I started in this business, which was only five years ago, and some people were more advanced than we were, but we had physical data centers. So, when we won the Loblaw contracts, you know, we had to have two physical data centers, one on a backup and, or, and, you know, the time that that takes the cost that that takes, whereas now.
Michael LeBlanc 19:40
The expertise, the expertise, right, I mean, that's got to cope, right.
Tim Mason 19:43
And now, you just bring in more servers. So, it's, it's made a tremendous difference to a young business like ours that is opening up new geographies. The cost step in opening up new geographies is significantly less than it was. So, yes, I think the cloud is, is a tremendous, tremendous enabler.
Michael LeBlanc 20:04
And when you talk to retail CEOs, they're comfortable with cloud-based computing, they kind of connect that, that's the power. But the, you don't need
Tim Mason 20:12
Yeah, I mean, there are a limited number who are not, but they are not the leaders.
Michael LeBlanc 20:21
Right, and they're cornered.
Tim Mason 20:23
And a lot of the family businesses. I've talked to her a bit suspicious of it.
Michael LeBlanc 20:27
Yeah, yeah, yeah.
Tim Mason 20:28
This stuff, but generally, no, I think the, you know, these, these people are huge users of the cloud.
Michael LeBlanc 20:36
So, okay, let's, let's bring yourselves into the now as we would say, and then I've got a question that asks you, you know, top three things. So, you're right. Everything for me is about the threes. I love that stuff. So, when you think about this new world, whether it's omnichannel or hybrid, how are you advising your clients to think differently about the next three to five years, are you, are you saying, "Listen", as we just discussed, "get more into the now because that's really what's going to move your business forward". Like, when you have these meetings with your existing clients, what are you talking about? What are their, what are you saying, "Here's the opportunity that you need to understand that we can help you with" or anything around in and about that, give us some, you know, a lens into the future, so to speak, from your perspective.
Tim Mason 21:20
I think, the, what the first thing is, I mean, it depends on the starting point, the first thing is you got to know who your customers are. The second thing is that if you, that your business will be more omnichannel now than it was when, when you went into the pandemic. So, any friction that you have between your online and off offline channels, any blind spots that you have just got twice as bad. So, the imperative to fix them, in order to fix friction, aggravation, you know, sending people an offer on a product, they've already bought, all of those other things, those all just got bigger, the imperative to fix them just got greater.
Tim Mason 21:20
I think then, of course, once you start thinking about personalization, there's a long way to go on this journey, Michael. So, people send out personalized offers, but they still send them out on flyer day, they send them out on store set day, almost without exception, I think I don't know of anybody who says "Michael's family, always shop on a Saturday and we have worked out that the optimal time to send them their offers is Friday night, Saturday breakfast, when they get it on a Thursday, same as everybody else". Now, that seems to me to be the product of some fairly rudimentary AB testing. So, you know, one of the benefits of having started in the dark ages, when you go back to what you could and couldn't do, right.
Michael LeBlanc 23:04
Yeah.
Tim Mason 23:04
was you couldn't do very much. So you've got very good at what you could do.
Michael LeBlanc 23:10
Right, right on.
Tim Mason 23:11
And I think that one of the problems now look, banks have been able to do this forever and a day and by-and-large have never done it, and certainly never done it very well. So, having the data, having the access doesn't mean you do good stuff with it. So, what you need I think is you need is a relatively simplistic roadmap, but we're going to achieve this. We're going to send the offers out at the right time. We're going to try and thank peo-, you know, and then if you think about it, I've always thought marketing is a bit like good manners. "We think you're going to come and shop with us here this might make it a little bit more interesting", or "Your shopping with us. Wouldn't it be lovely if you have one of these? Thank you so much for shopping with us, here have one of these is a little thank you, wouldn't you like to come again?", you know, it's just basic good manners. It's the way we were all brought up. And for me, I've always felt that marketing done like that just works really well. But nobody's doing that. So, there's a huge opportunity to just think about that and what that means and how we do it and how do we know when people are in the building on what do we trigger and how do we create triggers and stuff like that?
Tim Mason 24:17
Well
Michael LeBlanc 24:18
You, go ahead.
Tim Mason 24:19
No, no you go, Michael.
Michael LeBlanc 24:21
Oh, I was gonna say you've kind of you've kind of getting to my last question which is framing the this idea of advice to retailers, the advice you given them in two starts and one-stop. You've clearly kind of articulated the start, start thinking about you know that testing and marketing in the now, what if you, if you had to what other kind of things that they should start doing and one thing maybe they should stop doing, that they've done in the past.
Tim Mason 24:46
Okay, I'm going to stick very tightly to my, my current sort of interest in subject matter. The thing the other thing I would start doing I've touched on it already, is we-, it is, you need to start thinking about your customers as an audience. One of the enormous advantages that grocery retailers in particularly, in particular, have is the frequency and the aggregate value of the relationship they have with consumers. So, although in many walks of life, I don't shop with somebody wanted, or often enough, and I don't spend enough for a 1%, or even a half a percent discount to be worth having. In a retail world, that sort of level of a discount with a few offers is worth having, because I'm very, very financially very engaged with that business.
Michael LeBlanc 25:47
Right.
Tim Mason 25:47
So, so it's, it's a fantastic competitive advantage over the vast majority of industries. And the thing that you can do from that competitive advantage, I believe, is you can create an audience and then you can create a channel for communication with that audience. That means two things. One: it means that you can do a huge amount of your marketing for free because it's through your own, own channel. And secondly: what you can do is you can create content, which because it's personalized, is engaging. So, you start with personalized offers. But then, because you buy products that are, you know, reflect the fact that somebody in your family has got a food allergy, you actually get quite a lot of editorial and advice about food allergies, you get new products that are launched in the food, allergy space, and so on and so forth. You don't have to get a pet, you don't happen to have a pet, or at least they can't see you've got a pet. So, they don't talk to you very much about pets. I've got two dogs, they talk to me about dogs at awful lo-, do not understand what I mean?
Michael LeBlanc 25:47
Yeah, yeah, yeah.
Tim Mason 26:54
So, the idea is, that what you're thinking about is "Can I create a relationship with my consumers?", well actually they have an app, which behaves like a news feed a personalized news feed about my brand designed for them. And for me, that is the that that's the really big step forward in marketing in this world, and very few visit-, so, I think my, my sort of aspiration for large retail grocery businesses is to have the ambition to be on the consumers front screen or to have their app on the front screen to be a front screen app.
Michael LeBlanc 27:35
Yeah and to en-.
Tim Mason 27:35
At that level of usage and that level of engagement, that it's out there with WhatsApp and Facebook and Instagram.
Michael LeBlanc 27:41
Advice, one thing they should stop doing, and this is, maybe, behaviors that worked before behaviors that work pre-pandemic, habits that have built up over time, what, what would you say retailers should stop doing?
Tim Mason 27:54
Stop finding excuses, not to know who your customers are.
Michael LeBlanc 28:01
Interesting.
Tim Mason 28:02
Jeff Bezos, won't even let you in the door of AmazonGo unless your digi-, digitally registered to the shop. I had a conversation with a large EDLP retailer. And I said to them, "Don't you want to know who your customers are, and what they're buying?" And they said, "Of course, we do. That's motherhood and apple pie. But how are we going to do it?" and I said "To be honest, it's not down to me that's down to you.", and so there are people whose strategy from the 1940s, '50s, '80s prevents them from finding a way to get their customers identities, and that is like driving around in your car not using satellite navigation.
Michael LeBlanc 28:49
Well, listen, Tim, this has been a great conversation. It's, it's, I'm so happy we could tap into your insights and talk about what you do and talk about what you do at scale.
Michael LeBlanc 28:57
If listeners want to learn more about yourself or Eagle Eye where should they go?
Tim Mason 29:02
EagleEye.com
Michael LeBlanc 29:03
And, and I encourage everybody to go there's lots of great insight and thought leadership in and around this harnessing both your own and the team's expertise. So, listen, thanks so much for joining me again, on The Voice of Retail podcast, a real treat to catch up. I wish you continued success and have a safe week and look forward to hopefully seeing you on this side of the pond. One day in-person real soon.
Tim Mason 29:25
Yeah, travel restrictions notwithstanding. Thank you, Michael. See you soon.
Michael LeBlanc 29:29
Thanks for tuning into today’s episode of The Voice of Retail. Be sure to subscribe to the podcast so you don’t miss out on the latest episodes, industry news, and insights. If you enjoyed this episode please consider leaving a rating and review, as it really helps us grow so that we can continue getting amazing guests on the show.
Michael LeBlanc 29:48
I’m your host Michael LeBlanc, President of M.E. LeBlanc & Company, and if you’re looking for more content, or want to chat follow me on LinkedIn, or visit my website meleblanc.co!
Michael LeBlanc 29:58
Until next time, stay safe and have a great week!
SUMMARY KEYWORDS
tesco, eagle eye, offers, retail, business, marketing, people, shops, big, customers, consumers, michael, pandemic, enable, retailers, personalized offers, loblaw, data, data analytics, thinking