In this episode of Retaili$tic, host Deborah Weinswig, CEO and Founder of Coresight Research, is joined by Rithum's Samantha Howard (Head of Merchandising) and Ellie Williams (SVP Product Management) to discuss the latest trends in tech-driven inventory management. They explore the challenges retailers face in product assortment and profitability, and the evolving relationship between brands and retailers. The conversation also delves into the future of physical retail spaces, the impact of retail media, and the importance of adopting tech-first approaches in navigating market uncertainties. Plus, how can retailers leverage marketplace strategies and optimize inventory management to meet changing consumer expectations? Listen now to find out.
This is a video podcast episode, which you can watch here.
Takeaways
Chapters
00:00 This Week at Coresight Research: New Reports and Data
03:01 The Role of Merchandising in Retail
06:05 Understanding Fit: Technology and Product
09:10 Challenges in Product Assortment and Profitability
12:03 The Blurring Lines Between Retailers and Brands
15:09 The Future of Physical Retail Spaces
17:52 The Evolution of Retail Media
20:54 Marketplace Strategies and Inventory Management
23:58 Tech-First Approaches in Retail
27:08 Navigating Market Uncertainties
29:57 Final Thoughts and Predictions for 2025
Dive further into retail challenges and tech-driven solutions with the recent, in-depth report from Coresight Research and Rithum: Unlocking Success: The Pathway to Profitability for US Brands and Retailers
Welcome to Retaili$tic, the official podcast of Coresight Research for June 24th, 2025. This week, our CEO, Deborah Weinswig, has Samantha Howard and Ellie Williams on the podcast to explore the latest developments in tech-driven inventory management. Samantha brings over a decade of experience from leading retailers, including Nordstrom and Urban Outfitters. Ellie is the Senior Vice President of Product from Rithum.
But before Deb takes over, let's check in with Head of Editorial Georgina Smith to call out some of the exciting research publishing this week on CoreSite.com. Hi Georgina.
Hi Philip. Firstly, the Coresight Research team has been busy in recent weeks preparing for our exciting NextGen 2025 conference, which took place on June 23rd. The event brought together a curated mix of leaders and innovators to dive into the shifts reshaping how we build, operate and connect. We heard bold ideas and transformative strategies that are reshaping the future of retail, real estate and the consumer experience with a focus on artificial intelligence.
Thank you to our sponsors, IBM, Intel and Simulate AI, and to our incredible speakers and everyone who joined us at NextGen for making it such an insightful conference. Our premium subscribers can look forward to new reports this week that present essential takeaways from the keynotes, conversations and panels. Reflect on what you learned or catch up on what you missed with Coresight Research.
Keeping our minds on AI, we've just published a deep dive on its use cases and value in the beauty industry. We believe that the convergence of beauty technology including AI and advanced data capabilities is reshaping product innovation, manufacturing, marketing strategies, and loyalty building. Check out the report to explore the applications and benefits of AI across the beauty retail value chain, from innovation to personalization.
Also in sector-focused research, we will discuss major market trends and themes disrupting the US apparel and footwear market, spanning AI-powered agility, the rise of resale, a growing focus on nearshoring, and more. Discover the consumer behaviors that are prompting strategic pivots across the industry, including the use of GLP weight loss drugs.
In seasonal research, we will analyze proprietary U.S. consumer survey findings to understand how the U.S. back-to-school shopping season is likely to play out. Our three-part back-to-school series focuses on how and where consumers will shop, as well as what they will buy.
Following on from recent reports on the potential impacts of tariffs on the end-of-year holiday season in the US, we will distill our key insights into an early outlook for the holidays, which we will continue to revisit as the second half of the year unfolds, to bring you the latest projections. You can also turn to our monthly US Retail Sales Outlook series to understand the likely effects of 14 key macroeconomic indicators on retail sales, from unemployment to consumer sentiment to home prices. The latest report with updated sales projections will publish this week.
As always, I'd like to remind listeners to stay tuned to our regular weekly reports on store openings and closures and consumer sentiment and shopping behaviour. Keep up to date with retail related developments as they unfold to get a step ahead in understanding industry and consumer shifts.
Thanks Georgina. Now let's hand it off to Debra.
I'm very excited to have you joining our Retaili$tic podcast today. Thank you so much. So we've got two amazing guests. I'd love for each of them to introduce themselves. So first we'll kick it over to Sam. Sam, thanks for joining us.
Thanks for having me. I'm Sam Howard and I'm joining you from our Rithum Corporation where I lead our merchandising team. I've been with the team for about two years, but prior to joining Rithum, I had been a merchant my whole life. So I started my career at Urban Outfitters and most recently prior to joining Rithum, I was at Nordstrom. And in those years prior to Rithum, I've just held a ton of buying and planning roles and everything in between.
Can you tell us what it means to do merchandising for Rithum?
Yes, that's a great question because it is a little funny. So my team works with our retail partners and we work directly with the merchants at some of the largest retailers in the country. And we help them expand their 3P and 1P dropship programs. We help them add net new suppliers, net new SKUs. And we really just help them profitably expand that program by leveraging the data that we have access to because we work with some of the best and biggest retailers in the US and really across the world. So it's a really great program.
I think having been at different retailers that worked with Rithum, it's not actually a program that I knew a ton about before joining myself. And it's something that's growing and I'm really thrilled to be a part of.
Thank you for sharing. appreciate it. it's really interesting. sounds like a great role. Ellie, tell us a little bit about yourself and when did you come to Rithum and what did you do before?
Yeah. Hi, Deborah. Thanks for having us. I joined Rithum in October, November of 2021 as a product leader. I worked at a few other companies in product before this, but previous to that, I was actually a startup founder and acted as a retailer. So I had a online personal styling company, similar to Stitch Fix. And so I'm very familiar with the buying cycles and we actually hired buyers like Sam to purchase inventory for the company.
Interesting. Well, thanks. It's interesting. We hosted a dinner about two weeks ago and knowing this was coming up, right? Like I probably asked different questions or listened in a different way. And we think about merchandising, at least what came up this dinner was that the greatest challenge is around fit. And once you pulled on that string, no pun intended, right? Like people really opened up about some of the challenges they face in the organization, whether it's around geography or any one of a number of challenges.
The report that we published together on March 31st, which has a lot of amazing data and is called Unlocking Success, the Pathway to Profitability for US Brands and Retailers. And so in that report, we did a lot of data gathering and insights that really apply to Rithum and their customers. And to the numbers I pulled out that I thought were really interesting was that 80% of folks cited a lack of insights from best fit, and profitable channels as among the top five challenges.
And so it was funny, I was thinking about this whole idea around physical fit and then technological fit. Ellie, how do you think about fit, right? Between technology and product and how do you see those with your background come in and out of the conversation maybe differently or similarly than you would have expected?
Yeah, that's a great question. So when I think of our company, I think of us as being so we not only do we have a marketplace product for retail operators to launch their own marketplace, but we are a marketplace to ourselves. So in that we have one really unique thing about Rithum is that we have both the retailer infrastructure as well as the supplier infrastructure, which puts us when you have all of that data about both sets, puts us in a very unique position to be able to match make.
On top of providing the technological tools to facilitate the logistics of third party purchases, we also are a matchmaker. And today, Sam and her team do most of that matchmaking. And we built some internal tools to sort of superpower them. But on our roadmap actually is to double down on that investment, really increase the density of our connections on our network by using this unique data set that we have to make perfect matches for people and de-risk the chances. Because 3P is inherently less risky than 1P, but to just increase the chances of success rather through the data that we have.
That's really interesting. Sam, as you think about this idea of matching, can you tell us what that involves and what are some of the challenges around that?
So when we're working with a retail client, there's a lot of things that we talk to them about when we're thinking about the best ways to expand their assortment. Generally, we focus largely on a category opportunity as kind of our primary focus in the beginning. What categories are trending for that retailer? What categories are we seeing trending in their comp group across the network? Where are they over performing in terms of their comp group by a category set? And where are they under performing? Where do they have white space opportunity?
And from there, I think where we're poking at that white space opportunity, what we're looking at is the supplier set that we have a lot of data access to. So then we can rank the suppliers and we're looking at how they're performing across the network. So we have really good visibility to seeing who's transacting a lot, who's doing a lot of volume. How are they performing in terms of return sets? We have access to just a lot of performance data to help get them that really good match. As Ellie mentioned, I think.
When you're a merchant and you're trying to create the best assortment and best selection for your customers, just having been there myself so many times, you know what your customer loves. You you have a great idea, the things that they're shopping for, you know who this person is, and you're going to market, you're picking suppliers that you think are going to best fit that customer. But it really kind of ends there. You know, you're hoping and wishing after that point, you're picking the best product, the best selection that you can.
And that's what we really know at that point. But we can kind of take it a step further, knowing a little bit more about the performance metrics with each of these suppliers and really creating that leverage to help make the best matches that we can.
I was just going chime in that not only on the suppliers performance, but on the profitability of the actual SKUs as well. So what we often hear from some of our retail retailers is, you know, I was interested in that product, but I don't know if it's because in dropship, at least they're still responsible for shipping costs, right? Because we have delivery products as well. We're able to say, OK, based on historical data, this is how much it costs to ship this item from zone one to this customer and wherever in the US. And that's a really key factor into the merchant's decision.
So a lot of people like to think that merchants are these tastemakers, which they are. And Sam has unbelievable taste, I've been to her house. They're also completely data obsessed. Like their job is so dependent on reading the data and following it. So I almost feel like that's a bigger factor into a lot of the decisions that they make.
And so both profitability performance, they're looking at a lot of things and we are in a very unique position to help them assess both profitability. They generally know what their customers want. But then, you know, is that supplier going to get the item, picked, packed, and shipped to their SLAs, to their standards and uphold their brand?
I really like how you put that. It's interesting. I will say we've hosted a dinner with you guys and I've never seen retailers and brands follow a CEO as much as with Rithum because I think that the way that you guys approach the challenges and organizationally, so going back to the report that we worked on together, right? So on average, 60% of retailers are challenged and driving profitability kind of across business functions.
And then getting back to this idea around product assortment, that 53% are currently experiencing challenges, which I have to be honest, I wouldn't have thought it would have been over 50%. That was one of the numbers in the whole report that stood out to me. But this was even more interesting. The challenge has increased over the past years to about 61%.
And it goes back to this prior question I had around fit, but fit meaning two different things is that what we're saying is that as consumer shapes and sizes have changed with some of just for many, many reasons recently that this practice has become more challenging. And so as we think about Rithum and where it falls into the hierarchy of how retailers and brands think about solving problems, Sam, does it differ between retailers and brands or how does the Rithum ecosystem, how do retailers and brands look at it differently?
The first thing that comes to my mind is there's seldom a differentiation in some cases between a retail and a brand anymore because so many brands are really leaning into DTC expansion and creating that connection with the customer. That's such a big primary focus for them. The more I think about it and the more we talk to some of these brands, it's hard to differentiate the two anymore.
And that was kind of always the case when you think about somebody, maybe like a Nike or somebody big like that. But even the more I think about some of these smaller brands, that's just becoming the case for almost all of them now. So it's really becoming a situation where it's almost difficult to differentiate like what is a retailer and what is a brand anymore because most brands are retailers in and of themselves. So, so many of the problems that retailers are trying to solve, a lot of brands are trying to solve.
One of the biggest things that everyone's trying to focus on is that multi-connection point of how can we get our product to the right people in the right places, where is the right distribution points. But I do think that melding of the resurgence of DTC within brands has really muddied that problem.
It's really interesting because I think that in some ways they're both learning from each other. And we have seen this physicality, if you will, especially with Gen Z and how they do touch physical at least at some point in their buying experience. And what we're seeing is that retailers are trying to stay closer to the consumer in ways that they hadn't before. Ellie, how are you seeing this play out? How is that changing just how you think about the future?
Yeah, that's a great question. So one thing that we did notice, especially during the pandemic when there wasn't a ton of store traffic was a lot of retailers rethinking how do I use my physical space? Now that's kind of you know, there's been some drastic decisions that have been made with a couple retailers who have closed a lot of locations. But even for the remaining ones, I think they're starting to rethink how do we think about our physical space?
And what seems kind of sort of obvious to me is where it's heading is showrooming. I think Nordstrom does a good job of this, especially with their Nordstrom local locations and where they'll have, you know, if it's apparel, they'll have three sets, like a case pack of whatever the garment is. And you go there and you can try it on, but you don't necessarily leave with it there. You then order it online and it gets sent to you from someplace else. Apparel is an interesting one, but I'd say with appliances and stuff, it's it's much more common.
That's how I see the future is physical locations becoming more of showrooms and experiences. I think that's another big one, right? They've got to create. I always think back to in San Francisco, we had these experiences, museum of ice cream. And then there was a thing that went like, the museum of color or something. And it was like, is this a thing now? But to me, I was like, retail should use this and create these types of experiences because it's great.
Like it's just this circular marketing thing that takes on its own life, right? I think that that's a great thing that retailers should look at to do with their physical store locations.
That completely plays into retail media and community. So to me, I couldn't agree more with this idea that the physical provides kind of like a space for the community and retail media both we'll call it on platform and off. This idea that you can start to get closer to the consumer in a way that you couldn't before, but you're also improving their experience.
And I think this idea of like a fuller experience or more meaningful or the brand or the retailer starts to play a different role as you think about your shopping journey.
Especially for younger generations, I think that people really want brands and retailers to play into their value set. I think they want an experience of community. I think I really resonated when you said community. I think they want to participate with brands and retailers that really reflect the value set that they have. And I think the more that brands and retailers can reflect values that they have and make sure that they're portraying that in events that they hold and partnerships that they have. I think that that's going to be so valuable in getting that younger generation to participate and interact with them. That just feels so authentic. think that authenticity is just so valuable.
Yeah, I have looked at retail media. It's interesting the way that it's evolved and also it's become much more personalized as opposed to kind of peanut butterized and this idea that it's much more personalization, customization or whatnot. And I think that it also elevates what consumers expect in many cases. Ellie, how do you think the consumer is not only changing how they shop, but how does retail media play into that experience?
So I think retail media makes a lot of sense with marketplaces, especially with brands wanting to elevate their positioning on a retailer site. I'm very fascinated right now in the space of retail media. Traditionally, till about a year ago, was all about search engine marketing for brands, right? And now it's shifting to what we're calling generative GEO. And I'm interested to see how that actually impacts at least the online retail media aspect. I still think that brands and retailers have a huge opportunity for the in-store like showrooming, creating experiences that go viral. I sort of look at that separately as its own bucket.
And then the other bucket is the online space. And I'm curious to see how that actually impacts retail media overall. I imagine it's going to have like some impact on it. But I do think that there's still opportunity there. And the reason I say that is because I think the generative searches are the different point in the user's experience, right? When you go to a site to explore more, you're usually in like more of a discovery phase. So you might not even know exactly what you're looking for versus if you type into a chat GPT or perplexity or grok or whatever, you know, find me these running shoes for under $150.
You have a much more focused intent. But I do think that that will impact some of the rev share or wallet share that goes to retail media today. I don't see a way that it can't, right? So I think that landscape is shifting very quickly. We do play in the retail media space today. Today, we're really focused on creating that one stop shop for suppliers to be able to syndicate their listings to whatever channels they want, receive orders, fulfill orders, help them optimize across channels and optimize their catalog, but then also advertise. We provide all of that and we're looking into now what can we do in the generative search space as well.
I have to tell you, Ellie, you just fed into everything that I believe that sometimes you're like, first of all, I can't believe we have well over 225 retail media networks because I have to say, I found to be able to count them on one hand. Because I always believed that you would have it at the marketplace level as opposed to an individual retailer level. And so that to me has been absolutely fascinating.
Secondly, the SEO versus GEO, that also I will say we've seen it at CoreSight ourselves how people discover is honestly, they're discovering this a lot more now from a GEO side versus SEO side. And they feel like when they show up, right, it's a completely different journey, right? They've done all the work to get there. And so I think Sam, as consumers continue to evolve and expect different things out of their shopping experience, how can retailers use marketplace strategy than more flexible inventory and free-piece selling? Like how can they use these models to experiment and adapt to this evolving consumer and what does it take for them to be able to do that?
The additional models of inventory have always been so good in just allowing you to create that endless aisle experience. I think dropship was just the gateway to allowing a buyer; you know, it's just so funny living through the evolution of all of this. It's just happened so quickly when I think about it and I'm really, not that old. I haven't been doing this that long, but just living through the evolution of all this stuff, just having been a buyer since, you I can remember when we merged store and online buying because that was just like a really boring time.
Let's say some still have not. Sounds so good, not, you know, that was like when I started, that was like a crazy thing to do. That was just, it was, or even the online buying office was still like a fledgling operation. So the evolution of all of these things have just been so great to be able to give customers more option. I think this evolution from being able to add dropship to then being able to now experiment with marketplace.
I think it just gives retailers more opportunity to experiment and add more brands, add things that maybe didn't make sense for them, obviously from a profitability perspective. I think the biggest thing I'd say is that retailers just haven't been taking advantage of those models in their full effect. So I think even in dropship, just in my experience, any retailer I've been at, we hadn't really taken advantage of how much we could really put on dropship.
I think there's always a back and forth of how much selection is too much selection. But I think I'd argue that when you can already prove that people don't really browse past page three of dresses and you have 65 pages of dresses, then what's really the difference of having more than that? It really becomes about filtering at that point. So really then it just becomes about making sure that you have the right product for the customer. I think it gives retailers the flexibility to add different categories, add different things that maybe didn't make sense again from a profitability perspective, things that maybe just didn't make sense to them to try before.
I think what's going to be really interesting is how they think about these things from a holistic perspective. We work with a lot of retailers right now who everything's like a little disjointed and I understand why. Sometimes there's different teams doing dropship, there's different teams doing marketplace. It's almost kind of competitive from like certain standpoints. It's like who's, who's owning what, what's expanding, what's not expanding. So I think there's something to be said about maybe the holistic vision for what that looks like. But I think the biggest thing I'd say is that there's just so much opportunity to take advantage of really blowing all of these models up and just, and really seeing what's out there.
Now this is an excellent point. Ellie, I have also spent a long time in retail and I remember at first, I was so surprised that most folks just took the prior year number and then projected that forward, right? It could be based on population growth or whatnot. But the idea that we were always going back to the prior forecast actual to predict the future, but things are continuing to evolve so quickly. And now with kind of a lot of these JNI solutions, it is pretty amazing what we're seeing in terms of supply chain and forecasting.
How do you think about these kind of tech first approaches versus Excel first approaches? How is that kind of changing the game and also closing the gap?
Yeah, so that's sort of always been our vision, or at least my vision here at Rithum has been to apply sort of the tech first approach to retail and having a retail background. I knew very much that retailers are not in the tech world, we call it like A-B testing, right? Like throw it up, see which one performs better and then go with that one. And that's not how retailers approach it. They take a much more conservative approach and kind of want to figure everything out before anything is presented or put on the floor, as they say, or put online. What we've been trying to help facilitate is this ability to test it, test it, see how it does. And then from there, once you know how well it performs, then you can allocate the SKU to the perfect model to optimize for profitability. Right.
We've also built our platform flexibly enough because our vision is that it's not going to be just these two models that we see today. It's not going to be just drop ship or marketplace that there's going to be these hybrid versions of these two in combinations of the two that we haven't yet seen. We've seen a couple of retailers, our most sophisticated ones adopt more of a hybrid approach at the SKU level. And then they'll designate either at the SKU level or the supplier level. They'll designate which model or which cohort of a model a supplier or SKU falls into because everyone's so squeezed from margins right now that has to be the future if they're going to continue to optimize for profitability, which both brands and retailers have to do right now.
Yeah. And I think like I've always thought about, let's not overcomplicate it because retail is complicated enough. And so if you start to think about some of your greatest sources of margin degradation, returns is always at the top of the list. And as I looked through the data from the report and we think about marketplaces, 83% of people cited a complicated multiple sources of inventory, which is a marketplace.
As we think about this, Sam, how do you think about the opportunity to improve profitability via a marketplace? What's some of the challenges that presents from a returns perspective?
I guess it depends on how you want to optimize for returns because I think some of the partners that we work with are wanting to optimize marketplace returns in that they want to use it as a way to drive traffic to stores. So they still are taking marketplace returns in stores. But it is a really interesting question in that it is something that could remove that from that model.
But we do often see a lot of people trying to work that more into an experience of like a omni-channel piece where they have any returns that they do have coming through. They want to own that part of the experience from a private retail marketplace perspective. And they want to kind of work it into an omni-channel piece. And they want to give the opportunity for a customer to come into the store and potentially buy something else.
That's like a lot to kind of digest, is we wrap up because time has flown. We're almost at the end of June, so we're kind of at that halfway point. I think we're actually seeing, interestingly, going back to kind of pattern recognition, right? Last year, everybody was very focused on the top line, the first half of the year, kind of what we've seen this year. I think going in the back half of the year, we're going to see a lot more around operations. So, Sam, as we think about Rhythm and some of these companies, because there's so much that one could do. Where do they get started and how does the journey often change while they're on the path?
It is funny you say that because it is almost cyclical and my team does do a ton of work kind of in the beginning of the year, as you might imagine. It is very focused on growth. It's a lot of supplier and selection growth. It's a lot of category growth. Clearly as we get kind of towards the end of the year, it tends to focus more towards any kind of cleanup that we might need to do. We tend to focus a little bit less on net new supplier selection. We tend to focus a little bit more on SKU growth within existing suppliers. And that tends to be kind of like our annual cycle, if you will.
Because our team does focus on both with our retail partners. We focus a lot on net new supplier growth, but we also focus within the suppliers that you do work with. What is your SKU opportunity, which I often find to be the lowest hanging fruit and sometimes the biggest opportunity that you have. So that tends to be kind of like our annual cycle. And it's pretty predictable, I would say.
But I do think what has been interesting this year is there's a lot of uncertainty in the market. I'm sure we're all aware of that and my team was a little bit anxious about with the looming tariffs, what would that mean? Are people going to be not wanting to grow as much or people going to be feeling a little bit fearful during the pandemic? We saw a range of explosive times of e-commerce sales, but also before that, there was a little bit of paralysis of anyone who had a brick heavy business was in a really terrifying time. And so we were like, is it going to be a little bit like that? What is it going to be like?
What's been really interesting is we've worked with a lot more retailers actually than we have in the last couple of months because I think there's been an appetite to grow into categories that maybe people haven't been working in. Are there less tariffed categories that maybe there's margin opportunity in? There's actually been a lot more appetite than we may be anticipated because of that. There's a lot more interest in exploring that new opportunities that might save a little bit of margin and save them a little bit from this tariff fate that is looming over everybody.
So it's this year particularly has been pretty interesting. And you know, I think how it's going to play out is a little bit of everybody's guess, but time will tell. We're really excited to work with all of our retail partners and everyone who comes in is just a new puzzle and we're thrilled.
Yeah, it's really interesting you say that. I'm, as I'm sitting here in Asia right now, I've been here for almost two weeks. There's been a surprising conversation around marketplaces in almost every meeting that I've been in much more so than I would have expected. But this idea that you as a brand or a retailer can learn from the marketplace and then take that back into your DNA.
It's a newish theme that I'm seeing and really to your not like mono marketplace, right? You're working with multiple partners because you want to be kind of this living, growing, breathing organism. And so I think that things are definitely evolving, but I do think it's really interesting this first half growth top line, second half, home, the expenses and bottom line. And I think when you think about the marketplace strategy and drop shipping and a lot of the other topics; product assortment and retail media that we've talked about, right? They really do sit inside the house, first floor, second floor, basement. And so Ellie, if you can take us home here, what's your prediction for the rest of 2025? And how does that relate to what you did at the beginning of the year?
So I think on the second half of the year, retailers, everyone knows busy season. And so one of the reasons it does shift is because they're anticipating sales to go up. So now they're focused on, how can we minimize costs? And in the online world, it all comes down to shipping costs. So how do we reduce shipping costs? And we launched a product in late 2022 to help retailers with managing shipping costs, it's called Shipping Optimization. And we've seen great results with that.
The problem is, is that they usually come to us in the like third quarter and it's this mad rush to try and get these systems implemented and going before busy. So I think that we'll see that again. I'm fully expecting that. We were already seeing signs of it. So, you know, was like the first two quarters, like let's simulate, let's prove that this works and how much can you save us? And then the second half of the year is going to be all about...Okay, how do we get as many of our partners using this and ensure that we're all set up for the busy season to save costs on shipping?
Yeah, it's interesting. Shipping and payments, you know, goes back to, you know, that's it's good to on the road are two topics I hadn't heard much about in the first half. But as you once he is returning in the back half, those two topics are coming to the front of the line much more so than I expected. So I can't believe our time has flown. All right, each of you. Okay, lightning round. Sam, what do you think for retailers and brands if they're getting started today? What should they do with Rithum now?
You know what? Honestly, call my team because I as someone who again had worked at both retailers that I worked with had worked with Rithum and I didn't know about my team. Call my team. Your buyers are busy. They have a lot going on. They're responsible for multiple channels. Growing 3P is a priority. But sometimes it's you know, sometimes it falls to the wayside. Let us help you. We want to help you call my team.
I love it, Ellie.
So if you're a retailer, don't delay, launch your unified 3P program with us. We're the only platform to help you do both and optimize across both, as well as save on shipping costs. Probably won't happen this year, but next year we can get you all set up. And then if you're a brand, we are best suited to get you on as many channels and help you optimize on as many channels as you can. And we have a solution for you at every stage of your growth. So we will literally handhold you to help you go from whatever size you are now, ideally to like, you know, one of our biggest brands. So incentives are very aligned. So with both sets of customers, when you come to Rithum, like your success is our success.
We're going to leave it there because that's perfect. Guys, thanks so much for joining us. We really appreciate it and we look forward to talking to you and catching up again soon. Take care. Thanks.
Thank you
Thanks, Deborah. If you enjoyed this episode of Retaili$tic, we hope you will become a regular listener. If you're already a regular listener and want to learn more about all the research we publish, you can access our catalog of over 7,000 reports and data resources on Coresight.com. While you're there, you can also sign up for email highlights of the research we publish every day. Have a wonderful day and we'll see you next week.