Apesar do cenário de retração no País, existem áreas geográficas e setores que resistem à recessão. O levantamento aponta que alguns grupos de cidades crescem aproximadamente 4% ao ano (em termos reais). Quando a análise se fragmenta por setor, o País revela outras oportunidades: as vendas em segmentos como farmácias e supermercados, em algumas localidades, têm apresentado taxas de crescimento de até 10%.
As preocupações com a situação econômica do país tem feito com que muitos consumidores brasileiros revejam suas prioridades de compras e seus hábitos de consumo. Embora as projeções sugiram uma redução no crescimento do consumo, as cidades interioranas do Brasil parecem não seguir essa tendência. Até 2020, espera-se que os consumidores das regiões interioranas do Brasil sejam responsáveis por mais de 45% do crescimento do setor de varejo. No entanto, poucos varejistas do país estão preparados para capitalizar essa oportunidade.
As vendas de comércio eletrônico no Brasil representaram cerca de 4% do total de vendas do varejo no país (US$ 429 bilhões), o suficiente para colocá-lo entre os dez maiores mercados de comércio eletrônico do mundo.
Although anxiety over health and finances is high, attitudes remain surprisingly resilient. And some behavioral changes—including greater use of digital commerce and tools—are sticking.
Companies have made dramatic changes to stay afloat. But they must go further, refocusing on longer-term actions that will carry them through the pandemic.
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.
How a Lighthouse capability can help companies navigate the uncertainty.
BCG Executive Perspectives
BCG Executive Perspectives offer insights on global topics that matter most to leaders in the public and private sectors. Our latest edition explores artificial intelligence, identifying key trends and implications for leaders looking to harness its power in their organizations.
For the biggest impact, companies should focus on using AI, digitizing must-have capabilities, and adopting new ways of working.
There’s gold at the end of the personalization rainbow. To get it, retailers need to focus on the customer experience, technology, and operating models.
The pandemic has accelerated consumer shifts in six months that otherwise would have taken five years. Many of the changes will stick.
Avoiding empty store shelves in the COVID-19 trade environment is the greatest challenge food retailers have faced in decades.
Leading in the New Reality
What will the world look like after the pandemic? The answer is, in part, up to leaders in business and government around the world. They can shape our new reality.
Giving the customer infinite pathways, omnichannel is the new frontier in shopping. This first video in BCG’s series on the future of retail takes us to China to learn how customers and retailers both benefit.
Food traceability is here to stay. The question is whether food companies, distributors, and retailers treat it as a regulatory burden or a strategic opportunity.
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.
Chinese Consumers and the Digital Economy
A China representa uma das maiores oportunidades para as empresas do planeta. Para aproveitá-la, as empresas devem entender as tendências digitais e econômicas que estão impulsionando os consumidores chineses.
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.
International businesses are missing out by underestimating Africans, making costly assumptions about diversity, preferences, and buying power. BCG Consultant Nomava Zanazo shares what companies need to know to succeed on the continent.
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.
