Saiba mais sobre a lideraça de ideias do BCG em indústria de varejo e obtenha insights importantes sobre as operações do varejo digital e global e como criar valor e estimular o crescimento por meio de uma transformação bem-sucedida. Saiba o que está impulsionando a indústria de varejo hoje para planejar o futuro da sua empresa.
Although the numbers of new cases in different countries—and in different states within the US—vary widely, consumers show striking similarity in their views of the pandemic and their plans for future activities.
The COVID-19 crisis is threatening the lives and wellbeing of the global community. Health, political, societal, and business leaders must drive an integrated response to navigate, manage, and lead through it.
As CSCOs shift into a second phase of their COVID-19 response, five key actions will help them prepare for recovery.
The fight will be long. Businesses and society must plan for multiple scenarios to survive the crisis and emerge stronger.
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 consumer purchasing habits shift, retailers can use these six key measures to effectively manage their companies.
Brad Loftus do BCG apresenta alguns mitos sobre o comportamento do consumidor e o papel da tecnologia no varejo.
The US−China trade deal leaves in place tariffs that add $31 billion in costs for US retailers. But there are ways to mitigate the hit.
BCG’s Peter Burggraaff reflects on his time in East Asia immersed in the ecosystem of online and offline shopping experiences.
Chinese Consumers and the Digital Economy
China represents one of the biggest retail opportunities in the world. To seize it, companies must understand the digital and economic trends that are driving Chinese consumers.
Apesar do cenário de retração no País, existem áreas geográficas e setores que resistem à recessão. O levantamento aponta que alguns grupos de cidades crescem aproximadamente 4% ao ano (em termos reais). Quando a análise se fragmenta por setor, o País revela outras oportunidades: as vendas em segmentos como farmácias e supermercados, em algumas localidades, têm apresentado taxas de crescimento de até 10%.
As preocupações com a situação econômica do país tem feito com que muitos consumidores brasileiros revejam suas prioridades de compras e seus hábitos de consumo. Embora as projeções sugiram uma redução no crescimento do consumo, as cidades interioranas do Brasil parecem não seguir essa tendência. Até 2020, espera-se que os consumidores das regiões interioranas do Brasil sejam responsáveis por mais de 45% do crescimento do setor de varejo. No entanto, poucos varejistas do país estão preparados para capitalizar essa oportunidade.
As vendas de comércio eletrônico no Brasil representaram cerca de 4% do total de vendas do varejo no país (US$ 429 bilhões), o suficiente para colocá-lo entre os dez maiores mercados de comércio eletrônico do mundo.
Our changing times and changing consumer attitudes are redefining “luxury,” pushing brands to rethink every aspect of their business.
Brands and retailers have traditionally relied on rules of thumb for determining their sales programs, but today’s technology offers a better way.
The industry’s aggressive push toward sustainability creates a multibillion-dollar opportunity for investors.
Companies that make sustainability a priority will gain a durable business advantage, and rebuild a stronger fashion industry after COVID-19.
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.
