Award wining senior agency leader and strategic digital marketer with one of Canada’s premier global digital agencies, Nasser Sahlool, Vice President of Client strategy at DAC group takes us through his observations of consumer behaviour, purpose and retail response and reaction to the COVID era. Nasser also takes us through their latest collaboration with Forrester group looking at the state of omnichannel and what retailers need to be thinking about today so they can meet and exceed their customer’s demands tomorrow
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.
Award wining senior agency leader and strategic digital marketer with one of Canada’s premier global digital agencies, Nasser Sahlool, Vice President of Client Strategy at DAC group takes us through his observations of consumer behaviour, purpose and retail response and reaction to the COVID era.
Nasser also takes us through their latest collaboration with Forrester group looking at the state of omnichannel and what retailers need to be thinking about today so they can meet and exceed their customer’s demands tomorrow
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Until next time, stay safe and have a great week!
Michael LeBlanc
Welcome to The Voice of Retail. I'm your host Michael LeBlanc. This podcast is brought to you in conjunction with Retail Council of Canada.
Award winning, senior agency leader and strategic digital marketer with one of Canada's premier global digital agencies, Nasser Sahlool, Vice President of Client Strategy at DAC Group, takes us through his observations of consumer behavior, purpose, and retail response and reaction to the COVID era.
Nasser also takes us through their latest collaboration with Forrester Group, looking at the state of omnichannel, and what retailers need to be thinking about today so that they can meet and exceed their customers’ demands tomorrow.
Nasser Sahlool
This idea of consumers being ready to try out new brands and to discover new brands that have stepped up to the challenge. And when we think about what it means to step up to the challenge, in this context, I think this speaks to the other lasting effect of this, which is that consumers now have an expectation that you, given their digital interactions and the folks who have responded well, the brands that have responded well to them, they expect you to know who they are, they expect you to respect your previous interactions.
Michael LeBlanc
Let's listen in now.
Michael LeBlanc
Nasser, welcome to The Voice of Retail podcast. How are you doing?
Nasser Sahlool
I'm doing great, Michael, thanks for having me here.
Michael LeBlanc
Well, it's great to, great to hear your voice. You and I've met a number of times. Last time, I think, I think we were talking about this offline, when was the last time you and I were together? It might have been at the old Spoke Club and you guys are doing a great event. I'm laughing, Kimberley Carrera last time I was in New York, we shared a cab together. And of course, Mario and I were having a drink together back at the Big Show so well acquainted with, with DAC, at least I think I am. And that's one of my questions.
Nasser Sahlool
It's great to, it's great to connect again, my Michael. It's been far too long since the before. But you know, I think we're all hopeful that things are going to be changing very soon.
Michael LeBlanc
Well, as I said, in my most recent report for Retail Council of Canada, the, the ends, we can see the end-zone but the goalposts keep moving a little bit.
Well, listen, let's jump right in and tell us, let's start with you. Tell us about yourself, your background and what you do at DAC. And then tell us about DAC, because I think many people would know it, like myself, but I might, and I often find this is the case, I don't know the scope and scale and, and full breadth of the organization. So, let's, let's start there.
Nasser Sahlool
Sure thing. So, my name is Nasser, I lead the strategy function for DAC across our North American, European footprints. I've been with the agency about a dozen years and I'm a partner there.
A little bit about DAC, we are a digital performance agency based in Toronto, with offices across North America and Europe. And, what, what makes us different is we are the only Canadian based agency to ever be recognized on the global stage by Forrester, as one of the most significant digital agencies in their performance wave.
What we do is we drive transformational growth. We are a full-service agency with capabilities in digital media, strategy, content, creative, technology, and data. And we are deeply embedded in the Canadian retail landscape driving eCommerce and in-store revenue. And in fact, one of the things that Forrester said about us is that any brand that needs to drive in store revenue, in addition to eCommerce should consider DAC.
Michael LeBlanc
What's, what's the pedigree of DAC? I don't, I think I might know that, but how do you get to be you know, so, such a premier organization? Well run, great leadership, Mario's fantastic, yourself. But you know, that all needs to come together. But what, what do you think was a couple of things that, that really catapulted you to that, as an organization, to that level?
Nasser Sahlool
Deep hair loss as a result of that tone of stress I would say.
Michael LeBlanc
That's shared amongst us.
Nasser Sahlool
It's the corporate haircut. But joking aside, I mean, we've been around for about 50 years. And we started our, our time as a Yellow Pages agency.
Michael LeBlanc
Right, right.
Nasser Sahlool
And I think one thing that really helped us was this understanding of who we are, and what we're built for, and what we do best. And, we are built for national and international brands that need to transact at the hyperlocal level. We developed a methodology that we call enterprise to local. And through the leadership of our CEO, Norm Haggerty, we were the only people who started out as a Yellow Pages agency, at least on a national or international scale, who were able to pivot and transition into being a digital agency.
So, that that focus on the types of brands that we do our best work for, the focus on the best type of work that we do with, with deep differentiation, with investments in technology and a, an absolutely relentless focus on performance outcomes, is something that has put us in excellent stead. I'm, I'm a very poor salesperson. And, I find that I like to basically lay out the data and say this is, this is the outcome that we drive day in, day out. And allow that to sell on my behalf. So, thankfully, our teams are able to do that.
Michael LeBlanc
Well, I mean, you've got such a pedigree as an organization, and that kind of direct response, you know, accountability. And, you know, some of the things that surprised me is that more agencies didn't make that transition. And you said it very well, transition from, you know, the Yellow Pages, direct response, traditional media, that kind of thing, into the digital. And, there is a lot of great agencies who are very, very good at direct response, you know, very, you know, based in data and science, going back decades, but then they didn't all make the transition, right? To digital. I mean, it's that secret sauce that, that really, I think you guys have done so well at.
All right, so listen, you're, you're at a unique position. You got a global window in the global world. How on earth do we start to make sense of what just happened? And I guess, to some degree, at a bit too much of a degree, is still happening. The COVID era, like, I think about, I almost think it's too early to make any conclusions, but I think we can reach a few but how are you, how do you look at it from your chair? What do you what do you think from a consumer perspective? And then from a business or retailer perspective? What, what, what are your first thoughts on trying to understand the COVID era?
Nasser Sahlool
Well, I think, at the heart of it is the, is the blindingly obvious, which is rapid digitization. And, you know, it's funny, people are patting themselves on the back about the fact that they're implementing digital stores in record time under immense duress. But, that only gets you to where you should have been three years ago. I think one of the things that, or a couple of things that the COVID era has exposed, the first is that necessity really is the mother of invention, and that these things are possible. And, the things that have been holding back brands and retailers from rapid digitization, were really just excuses. When you're in,
Michael LeBlanc
Is that, you think it's a cultural issue?
Nasser Sahlool
Categorically, categorically. And, I think the reason I say that is, you know, they were able to transition incredibly quickly when they actually removed all the cultural barriers and the reasons for not doing that. The, the organizational inertia that had,
Michael LeBlanc
Right,
Nasser Sahlool
Taken place. I think that what it also did is it really exposed the fragility of back-end digital infrastructure for, for Canadian retail, and a lot of North American retail. So, a really great example of this, and a contrast, you know, when, when this, this mess, first hit, you could order stuff online from retailers. But, good luck actually getting your hands on what it is that you bought. Their back-end systems, the, the, the logistical side of things, the supply chain all collapsed. And, I contrast that with what happened in China. So, right at the beginning of the pandemic, in Wuhan, which is where it first broke out, of course, we saw, I think it was a week into the pandemic when they locked down. And, you could order groceries or product online and have it delivered to your door within half an hour. That was a week in. We are a year and change in and we still struggle with getting the products to either your door or, or getting it to the curb side or what have you. So, for me, it really highlighted the fragility of, and the lack of investment, in the back-end digital infrastructure. And, and the challenge is that over the course of the last year or so, we're now playing on Amazon's playing field and by their terms. And they are so much better at this than we can possibly ever be as individual retailers. Why is that? It's not just about investments in technology over an extended period of time.
Michael LeBlanc
Not a not an untrue advantage, though, I mean, they'd spend more on tinkering around than many companies would even consider spending on true hardcore needs, right?
Nasser Sahlool
Categorically, but, but what's really driven them is this concept of customer centricity. So, most retailers approach this with a product or merchandising mentality as opposed to a customer centric one. And, the way that you could always tell that, go to any major retailer, any major retailer today, go to their homepage and go to the navigation bar, and just try to navigate. That navigation bar will help you in understanding what their back-end org structure looks like. It's built around the organization, it's not built around how we as consumers want to interact with brands or how we interact with brands in the real world.
Michael LeBlanc
Now, you work across, you work in many countries. So, one of the challenges of Canada, its not an excuse, but it is a challenge, is what I've called the diseconomies of scale. You know, in logistics perspective, volume perspective, I mean, China has obviously incredible amounts of density in terms of people, which changes the economics fundamentally around things like delivery. They, they leapfrog the whole physical store, era of retail, and you know, they're probably closing into 30, 40% of retail, done online. So, it felt like they had some inherent advantages. So, let's set, let's set China aside because they're, they're fairly anomalous. Like they're hard to learn lessons from, I find more and more, because they didn't even have a COVID era practically, ironically, right. Their COVID era, you know, didn't last very long.
And what about other countries that are more similar? I look at, you know, look at Australia, look at some of the countries in Europe, you know, England has, has some good chops in terms of eCommerce. But, what lessons can we learn about, that we can extrapolate to Canada? Because, the reality is, even comparing us to the States, we have 10% of the addressable market. You know, if you want to be doing business domestic and we're a big country, right? We're a vast nation, digital or physical, these things matter. What are your thoughts on that? What did you learn?
Nasser Sahlool
I think based on what we're seeing, we've seen far more digitization and innovation coming out of, if you will, comparable countries. Whether it's the UK or the Nordics, I look at somewhere like, you know, in the Nordics and Sweden, you know, digital government was a thing five years ago. In the UAE, again, digital government was a thing 10 years ago. We are so far behind the curve, here in Canada, it's, it's almost laughable when it comes to the ability to implement digital innovation.
And, and, you know, I keep mentioning digital innovation, I think that, that's not entirely where we should be focusing. I think it's, it's about customer centric, innovation. True experiences built around how consumers, how audiences want to consume content. How they want to complete tasks. We are, we are far behind this. And, we have been for a long time, but I think we've been fairly sheltered. And, there hasn't been a, an impetus in the way that COVID has now pushed us to do a lot of these things.
Michael LeBlanc
Well, there's no credit, there's no challenge, or sorry, there's no, there's no question that sometimes it takes a crisis to move things forward. And, we've had an epic crisis.
So, now all right, so the consumers changed as well. Let's, let's turn the lens a little bit. And, you know, the, I was talking to Roger Martin, great strategist, and he talked about consumer behavior is decaying assets on the balance sheet. You know, I've said that we've never had a circuit breaker of consumer behavior, like the one we've, we've gone through and still go through. I feel though, that I we overstating this a little bit, because people are jonesing to get back to stores. You and I were talking about that off mic. We're both in Ontario, stores about to open up. And, you know, what, do you have any sense of consumer behaviors, that you're talking about to your clients, that you think you know, what this is going to be different? And not just an accommodation to the crazy time we're in, but it's going to be structurally different? Any early thoughts on that?
Nasser Sahlool
Yes, I think two particular areas, the first is that because of the disruption, and the fact that many legacy brands were very, very slow to be able to react to it, relatively speaking, we've seen a, an enormous erosion in brand loyalty in consumers. They are more, and have been, more willing to test out new brands at this time than at any time in the last couple of decades. So,
Michael LeBlanc
In our memory, I mean, I can't remember, you know, I saw numbers, I'm sure you saw them as well, you know, 45% of consumers have tried a new brand, or a new retailer. I mean, you know, retailers and brands give their kidney for like 2% to, two percentage points on that movement on that spectrum, right?
Nasser Sahlool
Yeah, it's, it's huge. So, I think this idea of consumers being ready to try out new brands and to discover new brands that have stepped up to the challenge and when we think about what it means to step up to the challenge in this context, I think this speaks to the other lasting effect of this, which is that consumers now have an expectation that you, given their digital interactions, and the folks who have responded well, the brands that have responded well to them, they expect you to know who they are. They expect you to respect your previous interactions. And they expect you to build seamless experiences that integrate both online and offline experiences.
And, frankly, I'm able to point to when, when we've been able to do that for clients and clients of, brands have really done that, it has led to transformational outcomes in terms of their performance. Consumers reward that.
Michael LeBlanc
It really resonate, you find it really resonates for your clients, or their consumers.
Nasser Sahlool
Absolutely. They really reward that. And, and I think that one really important consideration here, because we've been locked up for so long, and we have done so much that is been digital, while we believe that there will be a return, pretty aggressively to physical, if it's not going to be a standalone, it's going to be deeply, deeply integrated. And, as part of that, we have to understand that when people interact with the brand, their last best experience becomes their new benchmark, regardless of the context in which they were interacting.
So, for example, we were meant, we were talking about Amazon, the way that Amazon trains people to interact with the brand is really critically important, because that now becomes the minimum threshold for any other brand. So, and when we think about it in a retail context, think about this, what was, a category in retail that is traditionally been very poor at this is luxury retail, right?
Michael LeBlanc
Yeah, yeah.
Nasser Sahlool
They tend to be a little bit behind the curve. But, think about my expectation, and how Amazon has trained me to have an expectation of excellent experience when I'm making a $10 purchase. Now you want me to make $1,000 purchase, and it's a far, far inferior experience. Why am I going to do that?
Michael LeBlanc
You know, I don't want to pick on, I'm not gonna pick on any retailer, not my vibe. But you know, when I think about Amazon, I think they're tremendous data depth. And they, you know, they still don't get it right a lot of times. And you know, I'll give you a, you know, my cat passed away last year, and we went to Amazon to find a nice little sculpture for the guard, right? Where we, where we put her to rest. And the next day I got, I got, 'Would you like three more cat sculptures?' 'No', because I don't really, and they were clearly marked, to mark, you know. I think, and it just, if you can't be, if you're that big, and you can't get the data, right, it makes, as you said, it's interesting.
I just, I'm just kind of reflecting on your thought about the last best experience. I mean, I just literally before we jumped on the mic together, I got a phone call from a retailer here in Canada, and I'd ordered something and shipped to store. And the store managers called me and said, 'Hey, it's here, come pick it up. And by the way, if there's a line in the store, because we might be busy tomorrow, just say my name, and we'll get you right in.' I don't get that from, from data. I mean, I get that that personalized, best experience. That's a, you know, that's set a new standard that, you know, some of the folks who are focused on efficiency, you know, they don't do that, right.
Nasser Sahlool
That's right.
Michael LeBlanc
They didn't have that. So, I you know, it's interesting.
Listen, and what kind of data points, and I just want to, I want to get to your Forrester study, because you just completed a partnership with Forrester, who I really enjoyed work with. I have had many of their analysts on the podcast, I know them know them well. So, it's a great, it's a great shop. So, I want to get to that, your 'Create competitive differentiation by integrating your digital and physical experiences', it's a long title, 'Is your omnichannel strategy hindering your success?' It's certainly not click baity. What are the metrics? Before we get to that, talk about that study. What are the metrics as we try to understand what's happened? One of the two or three things that you're tracking, to say, if I understand these metrics moving north, south, east, west, up and down, that's a leading indicator to what I think is going to happen in the future. Would any of those jumped out at you?
Nasser Sahlool
You know, there, there are certain things whether they're the standard eCommerce metrics around, you know, ROAS and ROI and those kinds of metrics are obvious. You know, store visits and point of sale data as a result of digital influence, or what have you. Those are interesting and obvious. I think what is perhaps less obvious but, but maybe more interesting is, I look to new, the growth of new audience for, for clients. Because that's where long-term opportunity lies. How are you doing in becoming discoverable and discovered by people who had never considered you before?
Michael LeBlanc
Oh, that's interesting.
Nasser Sahlool
Right, I think given, given the context of what we were talking about before, around people's willingness and desire to switch brand today, 'build audience', if there's one thing that I'm, I want people to take away, it's this, 'Go build audience', because there are gigantic changes that are coming to the industry that are going to make that far more difficult to do. So, if, if there's one thing you should be doing right now, build audience.
Michael LeBlanc
All right, well, let's talk about the study. I read it with great interest and was sharing it. So, talk about why you commissioned the study. Why you decided that there was some, some whitespace, so to speak, that wasn't being addressed? And what was your objective with, with the study? And what did you set out to do?
Nasser Sahlool
Well, interestingly enough, we, we didn't initiate it.
Michael LeBlanc
Really.
Nasser Sahlool
Forrester came to us, and knowing where we focus, and our heritage, and background, they said, 'Look, there, the prevailing wisdom is that because everything has been so digitized, you know, the, the future is going to be 100% digital', and they said, 'Yeah, we're not sure we buy this.' But there's no original research to determine whether or not that's going to be the case, first of all. And second of all, whether or not marketers are ready for whatever it's going to be. So we, we, and they said, 'Would you be interested in kind of commissioning research that looks like this?’ And we said, 'Of course we would,' This, we have not yet see, or we, at that time, we hadn't seen any real research into what the post pandemic landscape was going to look like.
Michael LeBlanc
Right.
Nasser Sahlool
So, we, we commissioned them to do this study where they talked to hundreds of decision makers, senior marketers across North America and Europe, different verticals, different industries, to try to get to the heart of that. Do they believe that it's going to be entirely physical? Or do they believe it's going to be entirely digital? Or do they believe it's gonna be somewhere in the middle? And are they prepared? Or how prepared are they for that? You know, when, when you look at why this is an important study, you know, you look at many retailers have, have taken the obvious route, which is they close locations, and I understand exactly why. The, we're of the opinion that that may not be the right thing to do here,
Michael LeBlanc
You know, my podcast partner, Steve Dennis, great book if you haven't had a chance, 'Remarkable Retail' says, you know, if you're closing stores, you don't have a store problem, you have a brand problem.
Nasser Sahlool
Right.
Michael LeBlanc
And, you know, and we've seen some pretty high profile, high profile brands, close their stores. And, we think it's a mistake. And, because many of the other folks are going the opposite direction. We talked about Amazon, Warby Parker announced, you know, 30% growth in their stores. What those stores do, is something different.
And you know, when I looked at the study, 85% of brands don't have a seamless omnichannel experience. But a lot of them get close. My, here's my question for you as a strategist, because you know, all these retail, all retailers have priorities, right? They can't do everything they want to do, simply stated. How do you understand that, you know, that marginal last return on your dollar? And, and more importantly, where and how, what's the best way? Because at some point, if you're close to the, to the goal, there's a diminishing return on those last few percentage points. But how do you understand that sweet spot? Like, how do you know what, what's going to set that proper pace? Did you learn something from that in the study when you talk to executives?
Nasser Sahlool
Yeah, so, I think one of the first things that we learned and to challenge this premise, first of all, that most brands are pretty good at this, by their own declaration, most of them said they're actually very, very poor at this. And, I think at the heart of that is understanding what is truly meant by omnichannel.
Michael LeBlanc
And so, to be clear that this is being a fully omnichannel seamlessly integrated, blurred the lines retail,
Nasser Sahlool
That's it.
Michael LeBlanc
Or brand, right?
Nasser Sahlool
That's it.
Michael LeBlanc
Because your study covered brands and retailers. So, but,
Nasser Sahlool
Yes,
Michael LeBlanc
Okay. Okay.
Nasser Sahlool
Yes. So, so if we, if we, I think that's, that's the first thing we need to do is is understand exactly what we mean. When most people think omnichannel what they really are thinking about is multi-channel. So multi-channel is built around product. If I have these products, I need to,
Michael LeBlanc
Make them available,
Nasser Sahlool
Position, I make them available, discoverable, I sell them through a variety of channels, whether it's online or offline, search and social analyze whatever,
Michael LeBlanc
Yup, yeah, right, right, right.
Nasser Sahlool
Omnichannel is not built around product. Omnichannel is built around people. So, regardless of the product, and it lines up the products and services that you have based on who that individual is, where they are, and at what point in their customer journey they are. So, it really requires a deep understanding of audience. It requires an understanding of location. And it requires an understanding of what that customer journey looks like. So, what a lot of brands are doing essentially, when they say, yes, we're, we're dabbling in omnichannel, they're saying, 'Okay, in terms of discoverability, and upper funnel, we're going to focus primarily on broadcast. When it comes to that middle of the funnel, we're going to focus primarily on digital in the comparison side of things. And then in that last mile, we're going to focus on the physical, the retail, for example', and I'm just using this as an example.
Michael LeBlanc
Sure,
Nasser Sahlool
True and seamless omnichannel utilizes all of those three elements at every single stage of that customer journey and connects it through data. So, that as, as a consumer, I'm not getting the types of messages that you mentioned that you got through your, your Amazon, for example. Or it's like, okay, I've already bought the product, why am I still getting advertising on this?
Michael LeBlanc
Yeah,
Nasser Sahlool
You know, omnichannel doesn't mean necessarily virtual reality in store experience, it means that if I have a need, and I'm in a given area, that final mile, or I can utilize, for example, digital media and digital experience to drive me that final mile and to execute in that physical location. Whether it's through contactless or what have you. So, you know, in a really critical part of that, and a good illustration of this, I heard a stat the other day, I think it's something like 70% of consumers will drive up to a physical store, and then sit in the parking lot outside and read ratings and reviews of that location.
Michael LeBlanc
Come on, I want to read that, what? How? What percentage?
Nasser Sahlool
Yes, 70 percent 7 0.
Michael LeBlanc
Come on.
Nasser Sahlool
Seven zero, yes,
Michael LeBlanc
They'll sit in a parking lot before they go in, and read a rating. and a review.
Nasser Sahlool
Yes, yes,
Michael LeBlanc
Come on.
Nasser Sahlool
They will do that, they will do that, it is a spectacular number.
Michael LeBlanc
Okay, I'm leaving, I'm ending the podcast now. I'm going to go watch it people do. It's gonna be creepy, though. You're gonna have to bail me out of prison. Because I think that might,
Nasser Sahlool
I'm telling you people, people do this. And that's what we mean by these kinds of seamless omnichannel experiences. Because, what happens is you have a lot of brands spending an enormous amount of money, for example, on awareness and discoverability. And then, they,
Michael LeBlanc
Fliers,
Nasser Sahlool
Overlook,
Michael LeBlanc
And fliers,
Nasser Sahlool
Yes, they overlook that final,
Michael LeBlanc
Yeah,
Nasser Sahlool
The final mile. And they say, 'Because that's physical', and we're saying, 'Well, no, it shouldn't just be physical. It should be physical and digital working together'.
Michael LeBlanc
Interesting. All right, well, listen, was there anything, last couple of questions. Was there anything when you got study back that surprised you? Anything jump out and go, 'Wow, I did, I totally didn't expect that.' I mean, many of the things you're talking about, are intuitively either correct, that we would know in the before time, as you as you described it, or during the, you know, during the after time, but anything jump out at you that you were like, 'Wow, I didn't expect that'?
Nasser Sahlool
Well, I think, a couple of things. First of all, how closely aligned Canadian and US brands were in their answers, and when their relative levels of maturity. You know, we do tend to think because in Canada, we, we are, you know, 10% of the size. And we,
Michael LeBlanc
(inaudible), as I said,
Nasser Sahlool
For sure, for sure. But, but the, the data coming out of the, of the US and Canada was very, very closely aligned. What surprised us was how far behind retailers were, than say financial services. You tend to think of financial services, especially when it comes to things like digital adoption, and data, and all of this kind of thing, as being relatively conservative. And they're actually far, far, far better prepared than the retailers are saying they are. And you tend to think of retailers being on the cutting edge because, you know, thin margins demand that you innovate faster than others. So, that was a surprise from our perspective.
But, but the kinds of things that, that it told us, you know, 74% of respondents have difficulty delivering consistently on the brand promise across the customer journey. 77% have difficulty maintaining a unified customer profile across channels. These are huge numbers. And given the martech, given the investments that brands have been making over the last decade or so,
Michael LeBlanc
You thought we'd be farther ahead.
Nasser Sahlool
Yes.
Michael LeBlanc
Right.
Nasser Sahlool
Yes, categorically. And often the, the other consideration, you know, just from a psychological one, is generally when you get respondents to these types of surveys, you know, they like to, perhaps say that things aren't as bad as they really are. So, the fact that the numbers were this glaring was a real eye opener to us.
Michael LeBlanc
Interesting, interesting. All right, well, since we've talked about the study, where can folks go to find it and learn more about D A C, DAC and learn more about the work you do?
Nasser Sahlool
Go to dacgroup.com/omnichannel, omnichannel, and you can download it there.
Michael LeBlanc
Oh, fantastic. I'll put that link in the show notes as well.
Michael LeBlanc
Well, Nassar, it's been just such a treat, talking with you about all this stuff. And, and I think we're, both of us, more me than you, I think are at the beginning of the journey just trying to understand what and how this is happening. So, listen, I wish you and the, and the team continued success. And, I'm sure it's going to be very interesting days for all of us, as we get through this. And again, great to hear your voice and nice to reconnect and look forward to getting you back on and maybe seeing you, as the kids would say 'IRL', in real life, shortly, in some point in the future. So, thanks again for joining me on The Voice of Retail podcast.
Nasser Sahlool
It's my pleasure, Michael. Thanks for having me.
Michael LeBlanc
Thanks for tuning into today's episode of The Voice of Retail. Be sure and follow the podcast on Apple, Spotify or wherever you enjoy podcasts, 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, to get amazing guests onto the show. I'm your host Michael LeBlanc, President of M.E. LeBlanc & Company Inc. And if you're looking for more content or want to chat, follow me on LinkedIn or visit my website at meleblanc.co.
Michael LeBlanc
Until next time, stay safe. Have a great week.