Latest trending topics being covered on ZDNet including Reviews, Tech Industry, Security, Hardware, Apple, and Windows. MeetingtheShadow. Free ebook download as PDF File. Text File. txt or read book online for free. TwoByTwo Level 1. TwoByTwo Level 2. CoursePARENT.jpg' alt='New Headway Academic Skills Level 3 Pdf To 1' title='New Headway Academic Skills Level 3 Pdf To 1' />Let us hear what the students have to say. You are free to make your own judgment based on what you read and rest assured the reviews are genuine as the students have. FIGURE 1. Correlation Table for Academic Achievement, Theory of Mind, and Executive Function across four time points. These variables were selected because their. The consumer sector in 2. Trends and questions to consider. In light of dramatic changes in the consumer landscape, how can retail and packaged goods executives prepare for the future What can happen in 1. A look back at 2. Back then, about 3. Only 1. 2 percent of people owned a mobile phone now, more than 6. Facebook, which today has almost 1. These and other developments have changed how consumers live, think, and shopand the changes are only going to accelerate. Whats going on in the world economy is no ordinary disruption, as our colleagues have explained at length. Disruptive forces can cause dramatic reversals. The retail and consumer packaged goods CPG sectors have seen such reversals in the past 1. In 2. 00. 0, Kmart was the third largest US retailer, with 3. Over the same period, Amazons annual sales grew to 8. Alibaba, the market leader in Chinas booming e commerce business, was only a 1. IPO ever, valued at 2. Anheuser Busch was the worlds largest brewer in 2. The next 1. 5 years, too, will bring their share of industry upheavals. We believe companies that want to be on top in 2. Certain trends will follow a pattern of predictable growth others may take more surprising paths. In this article, we cite examples of both types of trends and some of their high level implications for the consumer sector. We then recommend a set of actions that retail and CPG executives can take now to position themselves for success in the next decade and beyond. Read more about Retail. Which trends will matter mostDrawing on our research, expert interviews, and extensive experience working with consumer facing companies worldwide, we have identified and analyzed the main trends that have begunand will most likely continueto affect the consumer industry. Some of them are already top of mind among executives, others less so. The trends can be divided into five categories the changing face of the consumer, evolving geopolitical dynamics, new patterns of personal consumption, technological advancements, and structural industry shifts Exhibit 1. Exhibit 1. There is some level of consensus among industry observers as to how a few of these trends will evolve in the next 1. For example, it appears fairly certain that spending among middle class consumers globally will almost triple by 2. Other trends, however, dont yet give clear indications of their medium and long term trajectory. Some trends could experience explosive growth while others simply peter out in a few years. One example is 3 D printing for personal use although 3 D printers for the consumer market are now available for less than 1,0. Each trend will also have a different level of impact on the consumer industry. Some will affect more geographic regions and a greater percentage of the world population some will cause bigger shifts in consumer spending. Mapping the trends on a matrixwith level of predictability on one axis and potential consumer sector impact on anothercan give consumer companies a starting point for understanding which trends could have the greatest effect on their businesses Exhibit 2. Exhibit 2. By looking across the high predictability, high impact trends those in the upper right quadrant of the matrix, we can develop a base case for 2. With the number of city dwellers increasing at a rate of 6. The average consumer will be slightly older, since growth among aging populations in developed markets is outpacing growth in the younger demographic in emerging marketsalthough age profiles will of course vary by market. About 7. 5 percent of the 8. Internet access. The middle class in emerging markets will be substantially bigger and its members better off than their parents average wages in China, for instance, are likely to be approximately 4. United States, up from 1. On the business side, consolidation will continue, owners and investors will become more interventionist, and companies will make better use of digitization, big data, and analytics. The trends wont affect all consumer markets and product categories equally. For instance, advanced robotics is making headway in Asia but is yet to take off in South America or Africa. Companies should bear such nuances in mind when determining which trends are most relevant to their own situations. To prepare for low predictability trendsthose on the far left side of Exhibit 2the most forward thinking companies consider and debate a range of scenarios for how the trends might unfold. They define a set of markers that indicate the likelihood of each scenario materializing examples of markers might include a major change in the number of SKUs in a product category, or the amount of investment in a particular technology among start ups. They then explore how the industry structure, value chain, and competitive landscape might change in each scenario prepare a portfolio of options and scale investments up or down as new information becomes available. Five questions to consider. For most companiesregardless of geographic or category mixthe base case trends will almost certainly result in financial pressures. In fact, our analysis indicates that close to 2. Companies that are active primarily in mature, low growth markets are particularly vulnerable. Spikes in input costs, even if partially offset by factors such as lower oil prices, could increase cost of goods sold and depress gross margins in some categories, by as much as ten percentage points. Greater product complexity and rising labor costs could push up operating expenses by three to five percentage points. And investments in automation and digitization could increase depreciation on capital expenditures by two to three percentage points, even as they enable efficiency gains over time. Leaders would do well to consider the following five questions. Formulating thoughtful answers to these questions will help equip them for what lies ahead. What makes us distinctive In an environment of heightened competition, continued industry consolidation, and deeper involvement from private equity owners and activist investors, challenge everything could be one mantra of consumer and retail companies. They ought to be willing to evaluate and rethink every part of their business system, zero in on what makes them different and what truly confers competitive advantage, and drive out all superfluous costs. Companies that have made moves in this direction include The Coca Cola Company, which has been divesting its US distribution assets over the past two years, and P G, which shed more than 1. Rigorous cost reduction is an essential part of such an undertaking. Fi-5110C Twain Driver Windows 7. The most disciplined companies make cost structure improvements part of the annual strategic agenda, conduct detailed internal and external benchmarking, and instill a cost conscious mind set at all levels of the organization through individual targets and incentives. Many companies should seek to drive out at least 2. Its likely that ambitious cost programssuch as those recently undertaken by Best Buy and Levi Strauss Co. How can we engage consumers in an ongoing dialogueEspecially in an era of fast changing consumer profiles and behaviors, companies must strive for a thorough understanding of what consumers want and are willing to pay for, and systematically use those insights to inform the evolution of products and brands.