The $2.5 Trillion Opportunity for Grocers That Are First to the Future
The COVID-19 pandemic is radically transforming grocery retail business models. Winning companies will be best at distinguishing permanent trends from those that are temporary.
The COVID-19 pandemic is radically transforming grocery retail business models. Winning companies will be best at distinguishing permanent trends from those that are temporary.
To reopen safely and profitably, stores should take a holistic approach that includes a long-term strategy, a dedicated team, and a rollout plan that they can adapt quickly in response to initial outcomes.
Consumer demand has changed in the wake of COVID-19, and retailers must adapt. To win, they must rethink everything—from their marketing spending to the makeup of their store network.
As CSCOs shift into a second phase of their COVID-19 response, five key actions will help them prepare for recovery.
How a Lighthouse capability can help companies navigate the uncertainty.
Many early-stage digitization efforts haven’t led to lasting gains. At a time of relentless financial pressure, retailers can supercharge their progress by zeroing in on five critical areas.
New technologies can lure consumers back to stores with experiences they can’t get online. Here’s how retailers can ensure a fast, effective rollout.
The beauty industry is already using AR to give customers an immersive and wholly personalized experience. Other consumer categories need to get on board.
Avoiding empty store shelves in the COVID-19 trade environment is the greatest challenge food retailers have faced in decades.
Customers expect a personalized shopping experience. All retailers—even leaders—must advance their capabilities to deliver it.
COVID-19 and the New Leadership Agenda
The COVID-19 outbreak underscores the need to be resilient in the face of transformative global risk.
As the pandemic accelerates the US retail apocalypse, how should retailers reimagine their path to profitable growth?
Consumer and investor pressure is not going away. Companies must double down on sustainability as they emerge from the COVID-19 crisis.
The US−China trade deal leaves in place tariffs that add $31 billion in costs for US retailers. But there are ways to mitigate the hit.
Portuguese retailer Sonae piloted five initiatives that could ultimately slash the loss and waste of fruits and vegetables across its supply chain by 12,000 tons.
Chinese Consumers and the Digital Economy
China represents one of the biggest retail opportunities in the world. To seize it, companies must understand the digital and economic trends that are driving Chinese consumers.
Brands should take stock of the preowned boom and what matters most to the people behind it.
Recovery from the COVID-19 crisis requires a radical business redesign. Brands must cut operating costs, boost e-commerce, and invest for the future.
Stakeholders and consumers agree: New York Fashion Week—and the entire fashion industry—must become more sustainable. The pandemic slowdown may be the perfect opportunity.
Companies that make sustainability a priority will gain a durable business advantage, and rebuild a stronger fashion industry after COVID-19.
Facing a disrupted consumer environment, F&L brands need to likewise disrupt their usual approach, by planning sales strategies more than a year in advance.
Our changing times and changing consumer attitudes are redefining “luxury,” pushing brands to rethink every aspect of their business.
Companies need to act now to mitigate the damage to sales from the pandemic, including minimizing costs and shifting to e-commerce.
Retailers seeking growth have run up against a brick wall. They can scale it with new ways of working.
A customer-centric transformation can help grocers cut waste by up to 30%, freeing resources for reinvestment in price, service, customer experience, and other competitive advantages.
Amazon’s purchase of Whole Foods was a shot across the bow. To compete with e-commerce players, established retailers must improve their value proposition, their internal operations, and the customer experience.
