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In the fast-paced world of technology, rumors and speculations run rampant, especially when it comes to Apple’s highly anticipated annual event, the Worldwide Developers Conference (WWDC). As the conference draws near, tech enthusiasts and Apple fans eagerly await announcements and updates on the latest products and software enhancements. This year, the rumor mill has been churning with some exciting possibilities, including the introduction of an Apple VR Headset, the release of a 15-inch MacBook Air, and a sneak peek into the features of iOS 17. In this article, we will delve into these exciting rumors and explore what they could mean for Apple’s future offerings. So, buckle up and get ready for a thrilling journey through the world of WWDC speculation!
Inside This Article
Apple VR Headset
Virtual reality (VR) is rapidly gaining popularity in the technology world, and Apple is rumored to be joining the party with its own VR headset. The highly anticipated Apple VR Headset is expected to bring a new level of immersive experiences to users. With cutting-edge technology and a sleek design, this VR headset aims to revolutionize the way we interact with digital content.
One of the most exciting rumors surrounding the Apple VR Headset is its advanced display technology. It is speculated that Apple will incorporate high-resolution OLED screens to provide crisp, vibrant visuals. This will ensure a truly immersive experience with lifelike graphics and stunning detail.
In addition to the impressive display, the Apple VR Headset is rumored to feature a range of sensors for precise tracking and motion detection. This will enable users to move freely in a virtual environment and interact with objects and characters in a natural and intuitive way.
Another feature that has been the subject of speculation is the inclusion of spatial audio technology. This will enhance the immersive experience by providing realistic 3D audio, replicating the way sound behaves in the real world. Users will feel fully immersed in their virtual surroundings, with audio coming from different directions and distances.
Moreover, the Apple VR Headset is expected to have a comfortable and ergonomic design. Apple is known for its attention to detail in product design, and it is likely that the VR headset will be no exception. The headset is rumored to prioritize comfort with lightweight materials and adjustable straps, allowing users to wear it for extended periods without discomfort.
As with any Apple product, it is anticipated that the VR headset will integrate seamlessly with the Apple ecosystem. This means that users will be able to enjoy VR content from the App Store, as well as take advantage of features such as voice control with Siri and syncing with other Apple devices.
While there has been no official announcement from Apple regarding the VR headset, industry experts and insiders expect it to be a game-changer. With its advanced technology, stunning visuals, and seamless integration, the Apple VR Headset has the potential to reshape the VR landscape and provide users with a truly immersive and unforgettable experience.
15-Inch MacBook Air
Apple fans all over the world are buzzing with excitement as rumors circulate about the highly anticipated 15-Inch MacBook Air. This sleek and powerful laptop is rumored to be the next big release from Apple, promising groundbreaking features and enhancements that will take the MacBook experience to a whole new level.
The most striking rumor surrounding the 15-Inch MacBook Air is its larger display. With an increased screen size, users can expect a more immersive and visually stunning experience. Whether you’re watching movies, editing photos, or working on complex designs, the generous screen real estate will make every task a breeze.
Another aspect that has caught the attention of tech enthusiasts is the expected improved performance. The 15-Inch MacBook Air is rumored to come equipped with the latest generation processors, providing users with lightning-fast speeds and seamless multitasking. Whether you’re a creative professional or a power user, this upgrade is sure to satisfy your computing needs.
In addition to the larger display and improved performance, rumors also suggest that the 15-Inch MacBook Air will feature a redesigned keyboard. Apple has been known for its commitment to outstanding user experience, and a new keyboard design would only solidify that reputation. Expect ergonomic key placement, enhanced sensitivity, and an overall more comfortable typing experience.
Considering Apple’s dedication to innovation, it’s highly likely that the 15-Inch MacBook Air will also include a range of other exciting features. From enhanced security measures to better battery life, Apple is always looking for ways to exceed customer expectations. The anticipation surrounding this new release is palpable, and Apple fans are eager to see what surprises await.
Although these rumors are exciting, it’s essential to take them with a grain of salt until Apple makes an official announcement. Nonetheless, the 15-Inch MacBook Air promises to be a game-changer in the laptop market, offering a perfect blend of performance, design, and functionality that Apple users have come to expect.
Keep an eye out for the official unveiling of the 15-Inch MacBook Air at Apple’s upcoming events. Until then, if you’re in the market for a new laptop, it may be worth holding off to see what Apple has in store.
iOS 17 is the highly anticipated upcoming release of Apple’s mobile operating system. Expected to be announced at the Worldwide Developers Conference (WWDC), iOS 17 is set to bring a host of new features and improvements to enhance the user experience on iPhones and iPads.
One of the most anticipated features of iOS 17 is an improved notification system. Apple is rumored to be working on a more intuitive and customizable notification interface, allowing users to better manage and prioritize their notifications. This update will greatly enhance productivity and streamline the notification experience for iOS users.
Another rumored feature is an enhanced Siri experience. Apple’s virtual assistant is expected to receive significant updates in iOS 17, including improved voice recognition, better contextual understanding, and expanded capabilities. Users can look forward to a more natural and seamless interaction with Siri, making it even more useful in their daily lives.
iOS 17 is also expected to introduce a redesigned Control Center. This new design will provide more flexibility and customization options, allowing users to easily access and control various settings and features of their devices. The updated Control Center will enhance the convenience and accessibility of commonly used functions, making it a valuable addition to Apple’s mobile operating system.
Additionally, iOS 17 will likely come with improvements to the camera app. Apple is rumored to be introducing new photo and video editing features that will allow users to further enhance their images and videos directly within the native camera app. This will eliminate the need for third-party editing tools and provide users with greater creative control over their multimedia content.
Other expected features of iOS 17 include enhanced privacy and security measures, performance improvements for older devices, and optimizations for augmented reality applications. Apple is renowned for its commitment to privacy, and users can expect even more robust privacy settings and protections in the forthcoming operating system update.
As the rumors continue to swirl around Apple’s upcoming event, WWDC, the anticipation for exciting new releases is at an all-time high. From the highly anticipated Apple VR headset to the much-awaited 15-inch MacBook Air and the potential unveiling of the latest iOS 17, tech enthusiasts are eagerly awaiting what this event will bring.
With Apple known for pushing boundaries and setting trends in the tech industry, it’s safe to assume that any new product or software updates announced at WWDC will be nothing short of groundbreaking. As smartphone technology rapidly advances, the mobile phone landscape is constantly evolving, and Apple has consistently delivered innovative devices that defy expectations.
Whether you’re interested in immersive virtual reality experiences, sleek and powerful laptops, or cutting-edge operating systems, WWDC promises to captivate audiences and define the future of mobile technology. So stay tuned for the latest updates and announcements from Apple’s WWDC event, and get ready to witness the next generation of mobile phone innovation.
1. When is the WWDC (Worldwide Developers Conference) rumored to take place?
The exact dates for this year’s WWDC are yet to be confirmed. However, based on previous years, the conference usually takes place in June. Keep an eye out for official announcements from Apple.
2. Is Apple planning to release a VR headset?
There have been several rumors circulating about Apple’s plans to develop a virtual reality (VR) headset. While nothing has been officially announced, industry insiders speculate that Apple may unveil a VR headset at the upcoming WWDC. Stay tuned for any updates.
3. Are there any rumors about a new MacBook Air?
Yes, there are rumors that Apple may launch a 15-inch MacBook Air at the WWDC. This highly anticipated update to the MacBook Air lineup aims to provide users with a larger screen size and enhanced performance. We’ll have to wait for the official announcement to confirm these rumors.
4. Will iOS 17 be revealed at the WWDC?
While Apple generally announces the latest version of their operating system, iOS, at WWDC, it is too early to speculate about iOS 17. The tech community eagerly awaits any news about the next iteration of iOS, but until Apple makes an official announcement, we can only rely on rumors and speculation.
5. Will the WWDC be a virtual conference or in-person event?
Due to the ongoing global pandemic, several recent Apple events have been conducted virtually, including WWDC 2020. It is likely that this year’s WWDC will also be a virtual conference. However, Apple has not made any official announcements regarding the format of the event. Stay updated for more information as it becomes available.


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An increase in fake reviews and false information, as well as flouting of consumer protection laws, are all possible results of the AI boom.
Marketers’ key roles are customer relationships and fuelling growth
By our News Team | 2022
Salesforce study finds that 80% of marketers say their department leads the organisation’s customer experience initiatives.
In this digital-first era, marketing’s responsibility has evolved around two critical roles: the stewardship of customer relationships and being the engine fuelling growth. This is according to the third annual Marketing Intelligence Report released by Salesforce, the global CRM platform.
Eighty percent of marketers say their organisation leads customer experience initiatives across the business, while 94% of marketers globally view the marketing function as critical for driving growth — up from 87% last year.
Only 33% of marketers strongly agree they gain insights fast enough for impactful decision-making, the report finds.
Photo by Adeolu Eletu on Unsplash
Concurrently, data has risen in importance strategically. Marketers rely on data to inform and create personalised, trusted customer experiences and to optimise campaigns and programmes for maximum ROI.
But gathering, untangling and harnessing the power of data is easier said than done. Only 33% of marketers strongly agree they gain insights fast enough for impactful decision-making, says Salesforce. Here are the top four key findings from the report.
1. Proving marketing impact is crucial
Today’s marketer has a dual mandate: nurturing customer relationships and growing revenue. This is reflected in how marketers define success.
Nearly half say customer satisfaction is their most important metric, followed by return on marketing investment. However, fewer than two in five marketers report that they feel completely successful in evaluating any of these metrics definitively.
When assessing their analytics strategies, marketers emphasise the need to solve this challenge — listing proving impact on growth and customer experience as their top priorities. To get there, marketers are also prioritising the effective use of data in the form of accurate, timely and consumable insights.
2. Privacy changes have led to shifts in marketing strategies and investments
Over the past few years, data privacy regulations — such as GDPR, Apple Mail Privacy Protection and Google’s deprecation of the third-party cookie — have encouraged marketers to adopt a consumer-first, consent-based approach to data collection.
At the same time, marketers are feeling downstream effects in their analytics as popular performance metrics like email opens are now less relevant as privacy policies preventing tracking are implemented.
In fact, 90% of marketers agree that recent data privacy changes have fundamentally changed how they measure marketing performance.
3. Data quality is paramount — but not universally accounted for
Regardless of their objectives, marketers need dependable data to demonstrate the value of their programs and drive outcomes. Nearly four in five marketers say data quality is key to driving marketing-led growth and customer experiences.
But not everyone has access to a reliable data foundation, nor the ability to unlock it. Marketers say employee resources and manual data integration are top challenges in efficiently evaluating performance.
Though marketers are investing in analytics technology, only 51% of marketing teams currently have employees dedicated to analytics, according to the report.
4. Data-driven marketing cultures require a centralised view
Without a clear, holistic view of data, it’s hard to give meaning to data-driven marketing efforts. The report found 98% of marketers emphasise the importance of having a complete, centralised view of all cross-channel marketing.
Yet, 71% still evaluate the performance of their cross-channel marketing in silos, leaving plenty of room for improvement and integration.
Not only do marketers need to integrate data across business units and sources, they also need to share it to generate value, foster team-wide collaboration and connect marketing to business outcomes. With data unified in one place, marketers are positioned to lead growth in their organisations and engage their customers.
As tougher times bite, only 10% of CMOs believe their marketing investments will enable them to emerge better off than their competitors.
On-the-Go stores will extend the brand and be located on TotalEnergies service station forecourts to cater to motorists and busy consumers.
The social media platform’s ad revenue is up 25.8% year-on-year and is forecast to total US$71-billion for 2024.
Alliance offers a simple, fast and convenient experience for consumers to buy groceries online, with orders being delivered within an hour.
Consumer must feel that buying the product will somehow elevate them so that they sit more squarely alongside the influencer they follow.
What are the key things that people consider before buying online? Researchers find that the computer mouse holds important clues.
Bon Marché has typically confined itself to the affluent suburbs of Zimbabwe’s capital. Now it has opened in Marondera in Mashonaland East,
As rugby fans liken the SA national team’s alternative kit to the Checkers Sixty60 e-commerce platform, the brand seizes the opportunity.
Sports apparel company renews an old partnership with Newcastle United as it further cements its presence in top soccer competitions.
Interactive Advertising Bureau study finds internet advertising has reached a new high of 34% of the overall SA advertising market.

domain: news


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Twitter announced Tuesday in which the item will label all political advertising on its platform as well as provide information about who bought the ads as well as what they spent.
The announcement comes as Twitter as well as various other social media companies face scrutiny over their sale of ads to Russian trolls who sought to meddle in American politics, though the item can be not clear in which the completely new guidelines would likely have prevented such ads in first place.
“from the coming weeks, we will launch an industry-leading transparency center in which will offer everyone visibility into who can be advertising on Twitter, details behind those ads, as well as tools to share your feedback with us,” Bruce Falck, the company’s General Manager for Revenue Product, said in a blog post.
As part of in which effort, Twitter will currently place a purple dot on political ads in which refer to a specific candidate, along which has a note identifying the account in which paid to promote the tweet.
yet the majority of Russian-bought ads identified by Twitter were issue ads, focusing not on candidates yet on divisive topics like race, refugees, immigration as well as gun control, as well as so might not be affected by the change. As Falck noted, these ads are harder to define.
“There can be currently no clear industry definition for issue-based ads,” he wrote, “yet we will work with our peer companies, various other industry leaders, policy makers, as well as ad partners to clearly define them quickly as well as integrate them into the completely new approach mentioned above.”
Twitter announced earlier This kind of month in which the item had identified roughly 0 accounts linked to the Internet Research Agency, the shadowy Russian troll farm with ties to the Kremlin. Lawmakers believe the ad buys identified by Twitter, Facebook as well as various other companies represent a smaller fraction of the full scope of Russian meddling.
Democratic Senators last week announced a completely new “Honest Ads Act” in which would likely, if passed, require greater transparency for online political advertising.
Sen. Mark Warner, the top-ranking Democrat on the Senate Intelligence Committee, as well as a co-sponsor of the Honest Ads Act, said Tuesday in which Twitter’s completely new initiative was “a not bad first step” as well as in which “online political ads need more transparency & disclosure.”
Lawyers for Twitter, Facebook as well as Google will appear before the Senate as well as House Intelligence Committees next week in a public hearing, where they are required to be pressed on their role in Russia’s meddling from the 2016 presidential election.
Twitter can be the first of these three companies to provide a comprehensive plan for political ad disclosures.
In addition to identifying political ads, the Twitter “Transparency Center” will include a list of all the ads in which are on Twitter, the amount of money each advertiser has spent, as well as information about the organization or individual funding the ads, Falck said.
Falck also said the company would likely introduce “stricter requirements on who can serve these ads as well as limit targeting options.”
Adam Sharp, Twitter’s former head of news, government, as well as elections, who’s currently doing consulting work as well as speaking, told sy88pgw in which the initiative “harkens back to Twitter’s original approach to political ads.”
“When they launched in 2011, they had a special purple indicator as well as when you moused over them, you got the full FEC disclaimer,” Sharp said. “Twitter was the only platform to set in which standard, yet with no action via the FEC, the company succumbed to the industry direction — as well as buyers’ demands — for less transparency.”
“Twitter has currently righted in which retreat, as well as I’m glad they’ve returned to steering ahead of the pack as well as demonstrating in which the industry can be able to provide meaningful transparency without the sky falling. The challenge will be if the industry as well as regulations don’t keep up with Twitter’s step here. My fear would likely be in which the market will again demand a pullback.”
sy88pgw (completely new York) First published October 24, 2017: 6:06 PM ET


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Get-hooked December 31, 2021
Top 10 Accessibility and Inclusive Design Highlights of 2021
The scope of innovation in this world is expansive. Taking a more inclusive approach and broadening the idea of accessibility can enable people with disabilities live independently and participate in society on an equal basis with others. As we bid adieu to 2021, lets have a look at the top accessibility and inclusive design highlights of the year.
McDonald’s India Unveils New EATQUAL Packaging Design
The brand launched a heartwarming brand film created by DDB Mudra that showcases how EatQual makes the experience of enjoying McDonald’s burgers easy and delightful for its guests that have limited upper hand mobility. McDonald’s India launched the packaging by hosting individuals with limited upper hand mobility in their restaurants across Mumbai, Pune and Chennai who enjoyed their favourite burgers in the new EatQual packaging.
Innovation Challenge to encourage startups to build Cloud Based Web Accessibility Reporting Tool
The Government of India launched an Innovation Challenge for Development of a Cloud Based Web Accessibility Reporting Solution under Digital India Initiative. It was the first time that any challenge was focusing and encouraging startups to come and build an accessibility tool that can bridge the accessibility gap in India.
Paper on Inclusion of Persons with Disabilities in Climate Action
Disability Inclusive Climate Action COP26 Advocacy Paper highlights the disproportionate impact of climate change and the possible adverse impacts of climate mitigation and adaptation activities on persons with disabilities. It also proposes measures to ensure the inclusion and participation of persons with disabilities and their representative organizations in climate-related decision-making.
Global disability rights campaign WeThe15 brings 30 countries together
Multiple leading international organizations have come together to launch WeThe15 ahead of the Paralympics in Tokyo. It aimed to be the largest human rights movement in history, representing the lives of 1.2 billion disabled people worldwide. Over 125 landmarks around the world were bathed in purple light on Thursday night, including Rome’s Colosseum, London’s Eye, New York’s Empire State Building, and Tokyo’s Skytree Tower. It marked a moment to honor the world’s 1.2 billion disabled people.
Partnership Aims to Build Inclusive Housing Project
SCAN, the Chennai-based support group for families with disabled children, and real estate developer Akshaya Private Ltd tied up to start an inclusive housing project for people with disabilities. The larger vision of the project is to promote inclusion in every aspect of life.
Nike launches new GO FlyEase hands-free sneakers
Nike launched GO FlyEase – a wrap-around zipper solution that opens the back of the shoe near the heel-counter, making it easier to slide the foot in and out. It also provides sufficient lockdown and eliminates the need to tie traditional laces. The “easy off easy on” lace-less sneakers require no hands making it accessible for not just people with disabilities but for everyone.
Covid-19 Accessibility Bug Bounty by BarrierBreak to promote Digital Accessibility
Information can help stop the spread of COVID-19 but not everyone has equal access to critical lifesaving information about the pandemic. This is because most websites and apps related to COVID-19 around the world are inaccessible to people with disabilities. To celebrate Global Accessibility Awareness Day on 20 May, BarrierBreak, leaders in offshore Digital Accessibility testing and consulting announced the #CovidAccessibilityBugBounty campaign. It gave people across the world an opportunity to put their accessibility skills to use. All they need to do was take some time out to test COVID-19 websites and mobile apps in their countries and identify accessibility bugs.
AstroAccess Successfully Completes ZERO-G Parabolic Flight with Crew of 12 Disability Ambassadors
AstroAccess, an initiative dedicated to advancing disability inclusion in space exploration, and Zero Gravity Corporation (ZERO-G) successfully completed a parabolic flight with a crew of 12 ambassadors with mobility, vision, and hearing disabilities on Sunday, October 17. The ZERO-G aircraft ascended to an altitude of 32,000 feet, at which point the vehicle commenced its parabolic maneuvers. Ambassadors carried out planned demonstrations over the course of 15 arcs, experiencing multiple minutes of weightlessness.
Apple rolls out new accessibility features for disabled people to mark Global Accessibility Awareness Day
Apple announced a range of new accessibility features designed for people with disabilities. This includes people with mobility, vision, hearing, and cognitive disabilities. These features were announced to mark Global Accessibility Awareness Day. Apple also announced a new sign language interpreter service called SignTime.
Amazon’s Just Walk Out Technology – Shopping made easy for the disabled
Amazon’s Just Walk Out Technology is a new method for consumers to shop in a grocery store. Consumers can use an app to enter the Amazon Go grocery store and then they can take anything they want from the shelves. They don’t have to stand in line for a cashier, instead all they have to do is put back what they don’t want and walk out of the store.
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India restarts tea, rice, other exports to Russia
Banks led by Russia's largest lender, Sberbank, are facilitating settlement of bilateral trade moving largely through ports in Georgia.
"The transactions are happening through Sberbank," said Ajay Sahai, director general and CEO, Federation of Indian Export Organisations.
Immediate Demand for Food
Exports had almost stalled amid the uncertainty that followed Russia's invasion of Ukraine on February 24. The trade is being settled through the rupee-rouble route to the extent possible, while some banks are providing remittances in euros, said a person aware of the details. Officials of both countries have held talks relating to trade and payments.
"We have just shipped 60 containers of non-basmati rice to Russia, each weighing 22,000 kg," said Ashwin Shah, director at Shah Nanji Nagji Exports, a leading exporter of rice to Russia. "Payment for our rice is being handled by Russia-based Alfa Bank. Bank of Maharashtra is our Indian bank."
Sberbank and Alfa Bank did not respond to queries.
The immediate demand is for food as Russian stores are emptying out because of sanctions imposed on the country and the ban on supplies by the European Union. "Tea exports to Russia have begun and we have just shipped five containers to Russia," said Mohit Agarwal, director of Asian Tea, a leading exporter.
Russia is a major market for Indian tea, importing 43-45 million kg annually. More items will shortly be added for exports to Russia, industry sources said.


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Apple has just announced a new Apple TV streaming box, replacing the Apple TV 4K that came out in 2017. The new model retains the name of the prior model but comes with a more powerful A12 Bionic chip that lets it play HDR video at higher frame rates.
The old Apple TV 4K, which has been Apple’s flagship set-top box for four years, supports 4K streaming as well as HDR, including Dolby Vision. It also supports Dolby Atmos sound codecs. But it doesn’t support 120Hz refresh rates, which might be important should you ever want to play serious games on an Apple TV. It also has the most notoriously bad remote control.
Fortunately, Apple has completely redesigned the remote for the new Apple TV 4K with an improved, more ergonomic design and more capabilities.
The new Apple TV 4K starts at $179 for 32GB of storage and will be available to purchase starting on April 30th. A 64GB model will also be available for $199.
Developing… we’re adding more to this post, but you can follow along with our Apple “Spring Loaded” live blog to get the news even faster.


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The Welcome Wagon recently shut its doors after being there to provide information, gifts, coupons and greetings to newcomers for the past 90 years.
Christine Halmazna, who was with The Welcome Wagon didn't want Cochranites to miss out on all the ways it connected people with local businesses.
So she decided to start Cochrane Freebies which focuses on local people supporting local businesses.
Halmazna says "When Welcome Wagon closed its doors some of the businesses expressed interest in, if something else started up in the community, that they would be interested in jumping on board."
She says one of the main differences about these boxes is, it's not geared just towards newcomers.
"It is open to anybody. They just need to be a resident of Cochrane or close surrounding area. They are entitled to have one box, one time per year."
There are already several businesses on board.
"The businesses are putting in some gift certificates, coupons, free promotional items."
Halmazna says it's really convenient for Cochranites as the boxes will be delivered right to your door.
"I feel like people don't really want you in their homes right now, just with the whole COVID-19 going. So it was just an innovative way to push the local businesses and support local."
The first launch of boxes will be open for requests from Aug. 24 - Sept.6.
Halmazna and her family will deliver the boxes after that.
She says she's received lots of great feedback, encouragement and support from local businesses and people in Cochrane.
There is a cost associated for businesses to be in the box.
You can find more information about Cochrane Freebies on Facebook or Instagram or by emailing firstname.lastname@example.org.


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How was Mazda able to pioneer the commercial use of dual-rotor REs in 1967 ahead of all the other carmakers? How can the company keep producing and improving the engine after 40 years? The answer lies not only in continuing research and development but also in the company's superior expertise in production and machining techniques.
In an effort to begin mass-production of the rotary engine, Mazda built an exclusive manufacturing plant equipped with state-of-the-art manufacturing technology and equipment. This is the only production plant for rotary engines in the world, made possible by a combination of superb craftsmanship distilled through decades of rotary engine production and Mazda’s advanced manufacturing technologies.
Mazda showcased a hydrogen-fuelled rotary engine concept at the Tokyo Motor Show in 1991.
Hydrogen fuel produces no carbon dioxide, the gas linked to global warming, and Mazda has been investigating the hydrogen application of rotary engines since the 1980s, even carrying out testing on public roads. More recently, Mazda proved it can produce the performance required for commercial use when it began leasing some Hydrogen RE vehicles to government offices in early 2006.


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Apple issued a surprise warning on its fiscal Q1 2019 (ended December 29, 2018) revenue guidance in a letter to investors on Wednesday. This marks the first time in 16 years that Apple reduced revenue expectations; the company lowered its expected range of $89 billion-$93 billion in revenue to $84 billion, which is a 5% decline from the same quarter last year.
Apple attributed the weakened revenue projection to a variety of factors, including lower than expected iPhone upgrades, particularly in Greater China, and a waning economy in Greater China. Apple CEO Tim Cook credited the slowdown in upgrades to the shift away from carrier subsidies, price increases based on the strength of the US dollar, and cheaper iPhone battery replacements.
Nevertheless, Apple highlighted a few steps it will take to resolve its iPhone upgrade problem and reverse the revenue downturn in the quarters ahead.
- Ramping up advertisements of its trade-in program. Apple plans to lean more on its trade-in program, which was first introduced in 2015, to better offset the climbing iPhone selling prices, especially since fewer carriers are offering subsidies of new phones. With the program, a customer who trades in their iPhone 7 Plus can purchase an iPhone XR, which retails for $749, for $449, or an iPhone XS, which retails for $999, for $699. Better incentivizing upgrades with trade-in rebates can help convince more consumers to make the switch.
- Enhancing customer support for iPhone upgrades. Consumers are often highly concerned about data transfers when switching to new devices, according to Cook. By increasing its focus on in-store customer service, Apple plans to alleviate consumers' apprehension about losing data when upgrading, which could increase consumer willingness to purchase a new device.
- Introducing payment installment plans for new iPhones. While most major US wireless carriers enable consumers to pay in monthly installments, Apple plans to expand the program. However, details on how Apple plans to do so aren't available yet.
The news means Apple's facing more pressure than ever to deliver on another successful product that can diversify its revenue beyond the iPhone. The iPhone is the most important player in Apple's current strategy, because it's the cynosure of a consumer's connected ecosystem.
The iPhone segment accounted for 59% of Apple's overall revenue in its fiscal Q4 2018. And the more iPhone users there are, the more chances Apple will have to sell to consumers who want to expand their selection of products to smartwatches, smart speakers, and headphones, since most likely prefer to stay within the same ecosystem.
But as iPhone sales flatten, Apple should consider shifting focus toward products such as AR smart glasses and the connected car, which can help the company break free from its overreliance on iPhone sales and one day displace the smartphone.


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Brazilian President Dilma Rousseff, leader of the world’s seventh biggest economy, was in Uruguay last week to sign a deal to build a wind power plant. In a bizarre moment, she cancelled a dinner with ministerial colleagues and instead went shopping in a local supermarket. It was no media stunt. Rousseff needed to stock up on staples.
She is not alone. Millions of fellow Brazilians are stocking up on everything from rice to toilet paper to fend off a sharp rise in inflation, which is running at over 7% on an annualised basis, well above the government’s target of 4.5%. Barely a week goes by without Brazil’s economic situation worsening. The Central Bank now expects GDP to contract 1% this year. Meanwhile, real wages are falling and the local currency is in a tailspin, closing last week at its lowest rate against the US dollar in eleven years.
Brazil, keep in mind, is the fourth biggest retail tissue and hygiene market in the world, in value terms, and the third biggest for toilet paper. Over the last decade, it has become a linchpin of emerging market growth for the like of Kimberly-Clark and Procter & Gamble, both of which have tapped successfully into the country’s rapidly growing middle class population. The good times have now stalled, however, and the strategic implications for the industry’s leading players can be far-reaching.
Growth in bulk packaging
As the economy stutters, so growing numbers of Brazilians are opting to shop less but to buy in bigger volume. Hypermarkets and cash-&-carry stores (known as atacarejos) are at the forefront of this trend, especially in the northeast region and São Paulo state. Such stores are typically in out-of-town locations where land is cheap. But, growth in car ownership, a legacy of Brazil’s economic boom, means that millions of households are able to shop in them.
Toilet paper, nappies/diapers and sanitary protection are all potential targets of bulk shopping. On a price per unit basis, a pack of 216 nappies/diapers costs around half as much as a pack of 20 in a local store, for example. It is a hugely attractive saving for cash-strapped families, especially as prices are climbing month on month. As a result, we believe that high yield packaging is set to emerge as a key industry battleground over the rest of the year.
Surge in down trade activity
Arguably, the most significant implication of the economic slowdown is growth in down-trade activity. This is a big deal for the toilet paper category, especially, as Brazil is currently the biggest market in the world for luxury brands, both in volume and value terms. Last year, spending on luxury toilet paper totaled U$1.7 billion compared with US$1.4 billion in the United States, for example.
For Brazil’s new middle class, luxury toilet paper is a relatively pain-free trade-down option. It is important to keep in mind that millions of Brazilians have grown used to luxury items like smart phones, broadband Internet-enabled computers and satellite TVs. Many are desperate to hang onto these prestige items. But, as spending power tightens, something has to give. Cue a de-premiumisation shift in household staples like toilet paper.
Local brands could seize the initiative
Brazil has a strong tradition of local brands in retail tissue and hygiene, spearheaded by the portfolios of Hypermarcas and Santher. They face a challenging environment too, but their lower production costs could be an advantage over global brands in an increasingly price-sensitive market.
For one thing, the rapid depreciation of the Real currency means that the cost of imports and imported raw materials is going up by the month. So far this year, the Real has lost around 12% of its US dollar value, making it the world’s worst performing major currency, after Ukraine’s Hryvnia.
Private label could also get a boost. Brazilians have long been rather sniffy about private label, mainly because it is regarded as a low quality product. Brazil’s middle class is highly aspirational, after all. For many, private label simply did not pass muster. Perceptions are changing, however, in part driven by economic necessity and in part because supermarket brands have raised their game. Last year, private label accounted for 1.3% of Brazil’s retail tissue and hygiene market, its highest share ever. But, there is plenty of room for growth as consumers hunt down the best value deals.
Consumer confidence hits new low
Brazil recently hiked interest rates to 12.75%, a six year high. This ought to curb inflation, but it could also push Brazil deeper into recession. On top of the economic pressures, there are rifts opening up in the upper tiers of the government (perhaps that is why the President went shopping rather than go to dinner with colleagues?). Indeed, it has been the gloomiest first quarter in Brazil, economically and politically, for many years.
The biggest losers are the consumers, not least the new middle class. Having grown used to the trappings of a sophisticated retail culture, and an all-round better standard of living, millions are now bracing themselves for a rocky ride. The economy has been struggling for a couple of years, but consumer confidence managed to rise above it, give or take the occasional street protest. The difference now is that confidence – both in the government and in the wider economy – has run thin. The upshot is that more and more consumers are reining in spending. Retail tissue and hygiene brands need to plan accordingly.


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- Salesforce COO Bret Taylor has risen rapidly through the ranks since joining the company four years ago and has helped guide Salesforce through a transformational year.
- Salesforce has seen executive upheaval in 2020 and, like other companies, had to adapt quickly to remote work. Then, it bought Slack in a $27.7 billion deal spearheaded by Taylor.
- Taylor is also the product visionary behind Salesforce's goal to give its clients a "360 degree" view of their own customers, which is suddenly more important than ever in this new "all-digital, work-anywhere economy."
- Because of his work, Business Insider named Taylor to our annual list of the 10 leaders transforming enterprise tech.
- Visit Business Insider's Transforming Business homepage for more stories.
Salesforce chief operating officer Bret Taylor played a key role in the firm's $27.7 billion deal to buy , putting the exec in the spotlight near the end of a tumultuous year in which he's leaned on his experience and expertise to help guide the firm.
Taylor acted as the main liaison to Slack CEO Stewart Butterfield, and Salesforce CEO Benioff publicly praised him on an analyst call following the announcement:
"I couldn't be more excited about what Bret and Stewart put together," he said.
Taylor has risen rapidly through the ranks at Salesforce since he joined the company four years ago via the acquisition of his collaboration tool Quip and is widely believed to be the next in line to Benioff thanks to his prominence and vision within the company.
For example, he leaned on his experience as an entrepreneur who built a collaboration tool to extol the benefits Salesforce could gain from Slack.
"Slack is really one of the few companies in the history of software that set out to change the way people work and actually succeeded," he said at the company's annual investor day. "We truly believe this is the next generation of the way companies work together."
His role at Salesforce this year earned him a spot on Business Insider's annual list of the 10 leaders transforming enterprise tech.
Salesforce went through executive upheaval at the beginning of the year, and then needed to shift gears as the coronavirus pandemic began raging through the world.
"Every single industry overnight went digital," Taylor told Business Insider in a July interview. As the needs of Salesforce's customers adjusted, so did the company.
Here's how Taylor is leading the firm as it adjusts to what he describes as an "all-digital, work-anywhere economy":
Rising through the ranks at Salesforce
From the moment Taylor started working at Salesforce, he was reporting directly to Benioff, who had said it was his "dream to work more closely" with the young "rising star."
A year later, he made the leap to the C-Suite, becoming president and chief product officer — a role he held until December 2019 when he became the company's chief operating officer. He now oversees global product vision, engineering, security, marketing, and communications, taking on a greater leadership role with more influence over the future of Salesforce.
Taylor's background is much more product-focused, rather than sales focused like Keith Block or Benioff. Before co-founding Quip, Taylor was Facebook's chief technology officer. He gets credit for creating its "Like" button and helped lead the company through its IPO in 2012. Before that, he was at Google, where he helped found Google Maps.
"What we see with Brett is, bringing that deep product knowledge, the understanding of how dev teams work," said Valoir analyst Rebecca Wettemann.
Quip's office suite tools are now embedded directly into Salesforce tools like Sales and Service Cloud. Earlier this year Salesforce also took the infrastructure and technology it acquired from Quip and added built in chat features to its customer relationship management tools.
How Salesforce is pursuing its product vision during a pandemic
Since Taylor joined Salesforce, the firm has been building its platform with the goal of offering clients a "360 degree" view of their customers across sales, service, marketing, commerce, and other customer touchpoints. The goal is to make the customers of Salesforce's clients feel like they're interacting with the same brand or company no matter what their needs are.
That got even more difficult as the entire customer experience changed.
"Across our portfolio — across sales, customer service, marketing, e-commerce — we've really tried to work on digital technologies that are relevant in an era where a huge percentage of your customer and employee interactions are digital," Taylor said in July.
Part of that 360-degree approach is "speaking the language of our customers," which has increased Salesforce's focus on building industry specific tools, like its Health Cloud and Financial Services Cloud.
Taylor is also behind Salesforce's new Work.com tools to help companies and public agencies reopen their facilities safely. Thirty-five state and federal agencies are now using Salesforce's tools for contract tracing, as are countries including Australia, Canada, New Zealand, and the United Kingdom. The pandemic has shown businesses that it needs software to help it deal with all types of crises, and Salesforce wants to be the one to provide those important tools.
The tools were developed because Salesforce executives asked, "How can we have a culture of action to help every community and every business reopen safely?" Taylor said. "But behind that is actually a robust platform that really will endure."
It's relied on partnerships with companies like Amazon,, and Workday for this initiative.
The Slack deal is also a big part of that goal, Taylor said at the company's investor day, because "Slack amplifies the value proposition of this entire platform."
Over the last six months, under Taylor's leadership, Salesforce has displayed "much faster development and time to market," according to Valoir's Wettemann.
Embracing remote work across the company, customers, and products
Embracing distributed and remote work didn't come naturally to Salesforce, but it has managed to adapt, Taylor said. "We're famous for having towers in every major city in the world," he said in July. "We weren't exactly a company that was oriented towards distributed work, and now we've proven to ourselves we can do it."
A few months later in November, Taylor told Business Insider that Salesforce execs are now asking themselves what practices they want to continue doing even after the pandemic ends.
"Our answer is likely a hybrid model that optimizes for distributed and in-office work," he said. "It's an exciting opportunity because it opens up recruiting in a big way and gives employees a lot more flexibility if we do it right."
On the company's earnings call earlier this month, the company said it plans to scale back its multi-million square foot office footprint and expects to write down between $80 million and $100 million for offices it will offer for sublease during its fiscal fourth quarter.
To influence the company's thinking and product direction, Taylor has also spent time this talking to executives who are "trailblazers" of distributed work. That's long been part of Salesforce's culture: Rather than just selling software, it aims to act as a partner and advisor to its customers as they undertake massive digital change, which allows it to learn from them in turn.
"I think we're unique in technology because we really lead with our values," Taylor said, "and we really try to sell to not just technology leaders, but to business leaders, who aren't necessarily looking at technology for technology's sake, but looking at it to achieve an end."


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Breaking up is hard to do, but T-Mobile and Radio Shack seem to be handling the split rather well, all things considered. After Radio Shack alleged that T-Mo materially breached the terms of their agreement, the two have gone their separate ways. Or at least, they will on September 15. This is more of the awkward, still-living-together phase.
In the mean time, Radio Shack has moved on to the hot red head, signing a deal with Verizon. T-Mobile, on the other hand, is looking more like the desperate dumpee, hooking up with none other than the infamous and quite unexpected 7-Eleven. What a rebound, am I right?
While both parties attempted an amicable break, their public responses to the matter gave off another impression. Here’s what Radio Shack’s president and CEO had to say about it:
“The addition of Verizon Wireless, in combination with our existing carrier partners, positions us to now offer the best assortment of carriers, rate plans, devices and accessories for every consumer need.”
The best carriers, huh? So, T-Mobile wasn’t one of the best carriers? And you’re gonna rub your new relationship in T-Mo’s face? Low blow, Radio Shack… Low blow.
You can tell that things were getting pretty rough between T-Mo and Radio Shack in recent months, based on a statement made by then CFO Jim Gooch calling T-Mobile’s products “not competitive with other carriers.” Boom. And that was back in March when the two were keeping up the appearance of a healthy, committed partnership.
Then again, T-Mo hasn’t exactly taken the high road. It’s clear from the releases and the chain of events that it was Radio Shack who initially broke off the agreement. Whether it was actually about a contract breach, or simply poor sales disguised as a contract breach, Radio Shack dumped T-Mo. But T-Mobile has had trouble accepting that, issuing the following statement:
“After careful consideration, we decided that in order to increase the effectiveness of our retail network and in line with our sales strategy, T-Mobile will exit RadioShack retail locations, effective September 15, 2011. We are currently focused on higher return national retailer opportunities and we expect to announce new channel growth in the coming weeks, which will more than double the number of RadioShack doors currently offering T-Mobile products and services.”
Well, that statement is just loaded with coded resentment. According to this response, T-Mo was the one who decided to bounce out of there. After all, the pink carrier is interested in “higher return national retailers.” Which is no problem at all, because T-Mo will “more than double the number of Radio Shack doors” selling T-Mo gear. With 7-Eleven.
7-Eleven does have some experience selling prepaid phones and calling cards, and will add 8,800 new locations to T-Mo’s map. Still, that doesn’t really compare with the reach it had with Radio Shack, and T-Mobile will certainly need to rope in a few more partners before it can ever get back in the game completely. Plus, 7-Eleven won’t really aid in growing the T-Mo customer base, since no one will be signing any contracts in a gas station. Plus, the only phone being sold through 7-Eleven is the LG GS170, a basic flip phone that’ll go for $29.99.
But T-Mobile’s knight in shining armor is on its way. AT&T is in the midst of appeasing the FCC and the DOJ to get approval to officially acquire T-Mobile for $39 billion. While Verizon and Radio Shack seem to be totally over it, that tune may change when AT&T and its betrothed take the number one spot among national carriers.


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The fast growing business of online video does not revolve exclusively around media companies, but increasingly around companies and organizations who want to publish video for internal and external audiences.
Brigthcove CEO and founder Jeremy Allaire says in this extended interview with Venture Beat that more than half of his companies new business is coming from corporate and institutional clients. This is a big increase for the Cambridge, Mass-based company which had built its business first with media customers.
We spoke with Jeremy on this topic last month in San Francisco. We have republished the interview today.
Andy Plesser, Executive Producer
Disclaimer: Brightcove is a sponsor of Beet.TV


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Imerys, a mineral solutions supplier, has bought an 80% share in British Lithium, a private firm that processes Cornish granite to produce battery-grade lithium carbonate.
Imerys contributes its lithium mineral resources, land and infrastructure for an 80% stake in the joint venture, whilst British Lithium brings its bespoke lithium processing technology, its technical team and its lithium pilot plant for the remaining 20%. Imerys’s land has 161 million tons of inferred resources at 0.54% lithium oxide concentration, promising a mine life of over 30 years. At a production rate of 20,000 tons of lithium carbonate equivalent per year, that could equip 500,000 EVs per year by the end of the decade, meeting roughly two-thirds of Britain’s estimated battery demand by 2030 when all UK car manufacturers convert to EVs.
“This venture will reduce the UK’s and Europe’s dependence on critical raw materials imports, thus contributing to the creation of the first fully integrated regional electrical vehicle value chain,” the company said.


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The deadline from Punjab Food Authority (PFA) ends today, the organization has decided to crackdown against energy drinks from tomorrow Tuesday with the beginning of the New Year 2019.
According to the details the PFA had given warnings to manufacturers to change the packing of their products, the filed officers have been directed by the provincial food watchdog that any product labeling “Energy” must be discarded from the market. The regulator had given the deadline till December 31 to the manufacturers.
The regulator had banned the energy drinks from April 2018 and directed all manufacturers and distributors to dump their stocks and remove products from the market, as per the guidelines the companies cannot print the word “Energy” on the labels, by law the companies are obliged to print “high in caffeine” on their products.
The representatives of some popular companies approached the regulator and requested an extension in the deadline but the regulator has out rightly rejected their requests, the companies representatives met PFA Director General Capt. (retd) Muhammad Usman a week ago for this purpose.
The Director General PFA said that the regulator is not going to extend the deadline rather it would launch a massive campaign against the breaches after December 31, no one can sell the energy drink on the market after December 31.
The Food authority has also banned some manufacturers from airing deceptive advertisements on the television; the director general said the action is taken against the wrong labeling and misleading advertisements in Punjab. It would be necessary for all the manufacturers to get approval by the authority before airing the TV commercials or any other form of advertisements regarding the content of the promotion in order to avoid any deception and mislabeling. According to the research studies, caffeine in low to moderate amounts are safe to consume for most people but it could be hazardous to health in some cases, Tribune reported. Higher amounts of caffeine have dangerous side effects on health including sleeplessness, nervousness, and jitteriness. Higher amounts on daily caffeine intake more than 1000mg could develop other medical conditions in users.
Manager at Research Snipers, RS-NEWS, Digital marketing enthusiast and industry professional in Digital Marketing, Social Media, Business News, and Technology News, with vast experience in the media industry, I have a keen interest in business technology, News breaking.


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As the devastating effects of the coronavirus (COVID-19) pandemic spread across the globe, everything from the way we work to the way we shop has been turned on its head. In just eight weeks, social distancing, panic buying, major staff shortages and stretched supply chains have all placed FMCG manufacturers and retailers under pressure.
This experience represents the biggest shift for retail in decades, with the emergence of new needs that will drive a fundamental change in the industry and require a new response. The next normal presents a great retail reset which will see almost everything about the industry needing to change and adapt. As we begin to emerge from lockdown and start returning to work, shoppers, retailers and suppliers will need to consider everything in a new light.
The wider measures that have been put in place to mitigate the virus are expected to lead to a sharp fall in GDP in Q2 2020, with PWC forecasting this could reach 16%. That’s far larger than the 6% downturn between Q1 2008-2009 following the financial crisis.
Yet, this recession will be significantly different to 2008, in terms of drivers, the people it affects and the industry’s ability to respond. The speed of change for households has been rapid and will have a long-lasting and momentous impact, heavily influenced by the experience of COVID-19. Record high unemployment with no clear view of a recovery timeline has triggered coping mechanisms across society that will change traditional shopping missions, purchases and overall basket values.
For those working, with more time spent at home affecting snacks and food-to-go, we see scratch cooking and baking habits emerging in many households across the country. Even when restaurants and cafes reopen, people are likely to eat out less for both health and wealth reasons, leading to a complete shift in menu planning and consumer spending going forward.
Lifestyle changes will also be far reaching as record numbers forgo international travel to holiday in the UK. Many of us will have found and continue to seek new past-times which see us spending increased amounts of time on outdoor activities all of which will impact the broader picture of the way we live.
This will lead to some notable implications for the FMCG sector in the next normal. There will be a need to look at the way forward differently. The scale of these unprecedented changes leads to an increased need to understand, connect with and deliver solutions for shoppers and consumers at an individual level – a ‘bottom up’ approach, rather than one size fits all.
Despite there being no blueprint for this, we must now prepare for the next normal – an entirely new approach to the industry beyond the lockdown. This whitepaper outlines six key implications that will impact the consumer and retail landscape that have emerged during the crisis. We believe each of these will persist in the aftermath of the pandemic, potentially for years to come.
The insights in this report are based on analysis of IRI’s retailer shopper assets, market and category data. At the time of writing, we are partnering with many of the most successful FMCG brands and retailers to determine the trends emerging from rapidly changing consumer behaviour. We are currently working with a broad spectrum of clients ranging from marketers, sales directors, supply chain leaders and retail trading directors, as well as
advertising publishers to guide them towards a better understanding of how to navigate through to the future.
These six pillars represent areas of focus for retailers, manufacturers and the wider FMCG industry in order to advance in the next normal.
THE SIX PILLARS OF THE NEXT NORMAL
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The increased need for value
There was already a sense of uncertainty in the market as a result of Brexit, with many consumers feeling apprehensive about their economic futures. COVID-19 has only heightened these feelings, with consumers growing ever more economically sensitive, they’ll be looking more closely at price, promotions and value across all retailers. This has led to three main areas of focus around value:
Shoppers are reassessing what and where they buy
With continued uncertainty, both manufacturers and retailers will look to maintain their share of wallet in the next normal as shoppers start to reassess where to shop and what to buy. It will be essential to ensure that brands are in the right place, in the right pack, at the right price.
Throughout the lockdown period, consumers have moved from shopping across multiple retailers to picking up all their goods in a trip to one store. While transaction numbers are down by almost 50%, items and spend per trip metrics are up by more than two thirds since lockdown. As shoppers look to potentially return to visiting more than one retailer or their favoured retailer in order to seek out value, it will be essential to understand the shopper in order to retain that spend.
The recession of 2008 saw many consumers reaching for private label products as they looked to manage budgets. During the pandemic, the opposite was true, as branded goods increased share by four percentage points, largely driven by availability. Post COVID-19, as stock levels return to normal, brands will have to work hard to maintain share as shoppers are likely to again turn to private label products to manage budgets.
It will be important to monitor the performance of private label goods and the price index between private label and branded products in light of this increasingly price-sensitive shopper. Manufacturers may need to review their pack price architecture to enable attractive promotions, bigger and better value products, a lower entry point or
round pound pricing.
Agility is key to winning
The speed of response from retailers and manufacturers to adapt their offer to the next normal is critical. Retailers that can connect and communicate with the changing needs of their shopper at pace will be the winners. For suppliers, this is all about re-establishing the right value messaging and proposition rather than reverting to
previous promotional strategies.
The industry has a short window of opportunity to reassess if their offer meets the needs of both the shopper and the retailer moving forward. It will be imperative to understand changing consumer needs across all channels as retailers look to maintain supply and simplify their offer for the shopper while also providing value for both the budget-sensitive and the less price-conscious shopper.
A need to re-establish value
The pandemic has touched all households. As a result, everyone is re-evaluating their circumstances and identifying necessary changes to their lifestyles. As with the 2008 recession, household spending is likely to come under scrutiny and as such retailers and brand owners must provide an offer that delivers value for all.
The subject of value is nuanced and will look very different across households. Budget-bound shoppers will be seeking low pack pricing, while the comparatively more affluent shopper may seek the value of large pack sizes.
This could lead to a shift in promotional mechanics with an increased focus on personalisation, which may manifest in bundle deals that feature a whole basket reduction, for example, or through ladder deals such as X number of items for Y price.
A review of pack-price architecture is a likely outcome, with manufacturers looking to simplify ranges to enable a new promotional strategy that delivers value for shoppers as well as providing a solution across channels and formats.
Retailers and suppliers must work together to strike a balance between offering value and choice for the shopper.
The role of product innovation
The level of product innovation has fallen during the pandemic while the industry understandably prioritises getting products onto shelves. In the short term we expect this to continue as retailers look to simplify range and suppliers delay or permanently cancel new product development (NPD) in favour of optimising core ranges, while consumers focus on managing spend.
Beyond the short term, we anticipate the rate of innovation will return to pre-COVID-19 levels as retailers and suppliers alike look to maintain share of spend through differentiation. They must deliver against emerging shopper needs as well as offer a continued flow of new and exciting products that cater to existing trends. However, the innovation launch model and criteria for success will need to change. With shoppers reluctant to spend time browsing aisles in store, innovation must meet a clear need and be compelling to grab attention.
There are clear spaces for innovation in the next normal. Consumers have new and emerging needs that they will look to brands and retailers to meet, such as an increased focus on immunity, which offers opportunities in the health and wellness area. Shoppers are also looking to alleviate the monotony of buying the same things throughout their extended period at home, so products that bring the out-of-home experience indoors, such as ‘fakeaways’, – currently at an all-time high on Google searches – point to growth in this area.
The evolution of range and space
As we see customer behaviour changing, for example buying less food-to-go vs. increased dinner for tonight, there is an opportunity for retailers to re-configure their traditional discretionary space in store. In convenience stores this could play out in the reduction of macro space for impulse products in front of store in favour of products that meet the meal for tonight mission.
Meanwhile, promotional space is unlikely to change but the number of products on gondola ends may decrease to maintain availability and reduce the need for replenishment throughout the day. This clearly has potential implications for manufacturers and retailers alike. For example, discretionary space accounts for more than 20% of promotional deals in-store. A change in allocation of this space could be worth a significant level of spend. It is therefore important that any changes made are led by insights responding to shopper needs.
Looking at particular categories, retailers will look to rationalise product ranges in order to simplify their offer to consumers and maximise availability of higher demand brands. For shoppers, specific categories have fallen in priority driven by alternative purchasing options, for example coffee and pet food are two categories that have shifted to direct-to-home purchasing, and won’t need the same range as consumer habits change. Similarly, off-shelf space will remain prioritised for high-demand categories – toilet rolls, household cleaning products and beer, wine and spirits to reduce footfall in the aisles around busy times.
Lastly, given the increased demand the for out-of-home experiences in the home, there are opportunities in-store for potential partnerships for direct-to-consumer solutions. This could see bricks and mortar retail stores acting as a channel for branded experiences, with in-store space utilised for meals by household restaurant brands, as already seen across various retailers.
One of the most striking changes in behaviour as a result of COVID-19 restrictions has been a seismic shift in shopping patterns, with people no longer visiting two or three stores and instead buying everything from one. Since the lockdown, transaction numbers have declined by almost 50%, whereas items and spend per trip are up by more than two thirds.
Demand for online grocery shopping has grown exponentially compared to previous years as consumers look to limit their time out of the house or have been unable to visit a store. As a result, the online grocery market share has increased from 6% to 10% during lockdown as retailers respond to demand and increase capacity for delivery slots and click and collect but this must expand even further to capture demand which is unlikely to stem post-lockdown.
We are seeing this shift in five main areas:
Convenience stores as main shopping destinations
Convenience stores are by their very nature convenient, because they are local and require limited travel. Location has always been a key factor in store
choice but during lockdown it has become even more so.
The convenience channel has seen footfall increase and has benefitted from share growth of +1.1% in the 12 weeks to 19th April 2020 as a result. We anticipate a sustained increase in convenience footfall and bigger basket missions as shoppers take the opportunity to stock up on more essentials while in their local store; which now plays a broader role than just top up shops. This is likely to lead to a change in range, store layout and increased promotions in these stores to meet this change in consumer demand.
Lockdown has driven an unprecedented need to deliver goods direct to homes. Established online grocery delivery services have had to rapidly respond to the increased demand from not only regular shoppers, but also light users and people who previously preferred to shop in-store, particularly the elderly and vulnerable needing to self-isolate.
Other direct-to-consumer services including meal deliveries such as Gousto, Hello Fresh and Mindful Chef have seen a surge in demand. Mindful Chef in particular usually acquires 150 customers a day but hit 2,500 on 22nd March 2020 (Giles Humphries, co-founder of Mindful Chef).
Brands have also recognised an opportunity to partner with these more established providers as an alternative route to consumers for example, brands such as Charlie Bigham’s and Gü Puds are now available through Gousto.
Likewise, retailers have also recognised this opportunity with stores such as Marks and Spencer, Co-Op and BP partnering with Deliveroo so consumers can order essential items such as milk and bread for same day delivery. Brands and wholesalers have also quickly established new capabilities in this area in order to stay relevant and maintain a presence. We would expect these businesses to build on these learnings to move forward into the next normal.
Return of the big shop
Adhering to lockdown measures, along with concerns about the in-store environment, means that many shoppers have reverted to one big weekly shop. This is reflected in the average number of basket items increasing by 65% during lockdown. While all grocers and convenience stores have benefitted from the heightened need for in-home consumption, the discount channel has lost share during lockdown with factors such as store location potentially playing a part. However, as we enter recession and move into the next normal, the need for value will become more important and the discount channel is likely to see the share of growth return.
Proliferation of suppliers
Unlike in the previous recession, there are far greater options available to shoppers for direct to home deliveries. Since 2008, the improved capability of e-commerce has led to a proliferation of online providers and competition for share of wallet has and continues to grow. COVID-19 has highlighted the need for those without an online offering to accelerate plans or join forces with an established partner. We have also seen the emergence of solutions catering to the needs of specific groups or occasions, such as the Morrisons food boxes.
Food service faces an uncertain future
With restaurants and cafes currently closed and looking unlikely to open in the near future, the sector is at a standstill, with some estimates suggesting food service may lose up to 20% of capacity post-lockdown. Sales to date have shown that the grocery sector will not replace the lost value from the out-of-home channel, driven in part by the large differential in price. Suppliers with a high proportion of sales in the out-of-home channel will need to establish alternative routes to market to recoup losses.
Similarly, food service and licensed operators and wholesalers are already seeking out innovative solutions to this challenge, such as direct-to-consumer or take-home services.
Connecting with consumers and customer retention
Whatever we thought we knew about customer behaviour has arguably been brought into question as a result of our experiences in 2020. The COVID-19 lockdown restrictions have led many of us to visit different retailers due to proximity or ease of access. A similar dilution of brand loyalty has happened with products as customers look to purchase whatever is available, therefore brands will need to reconnect with consumers as we enter the reset phase of the COVID-19 response. Media communications will become an important focus for brands and retailers alike as they look to bolster their connections with consumers.
Since lockdown measures were introduced, TV viewing has seen a sustained increase – up 18% year-on-year in the post-Easter week. A number of UK supermarkets reacted quickly, with TV advertising focusing on their COVID-19 response.
In IRI’s Advertising Consideration Matrix, we highlighted key areas for brand owners to review before deciding their next step. In it, we anticipate that spend on TV and digital advertising will increase as brands attempt to reach consumers spending more time at home over the next 12 months.
Behavioural marketing to drive strong shopper loyalty will become increasingly important in the next normal. Trust and confidence – the cornerstones of customer loyalty – are being stretched during this challenging period. Confidence in supply chains and brands is low and this may continue beyond COVID-19.
The goal for all retailers should be to focus on supporting customers and investing in other shoppers to rebuild loyalty. By putting customer needs first, brands can stand out above competitors. Embracing data allows them to take proactive steps to understand evolving shopper behaviour and communicate in an authentic way at the right
time for them.
Segmentation to present shoppers with offers that are affordable and meet their needs at the right time will be key to unlocking this puzzle. We must continue to re-run the algorithms regularly to segment customers into the right cluster based on where they sit on their own personal change curve.
The need for a resilient supply chain
In the next normal, a resilient supply chain will be necessary to meet retailer expectations and respond quickly to change in consumer needs. We’ve seen the demand for certain products fluctuate dramatically during the pandemic and an agile supply chain will be necessary for the industry to successfully respond.
As a result, it should be anticipated that the supply chain will increase in importance and be a consideration in trading discussions going forward. Retailers will need to feel confident in a reliable supply chain in order to maintain product availability. By way of example, one implication could be a move from national to more localised distribution networks to deliver greater agility and speed across the supply chain.
An increasingly fragmented channel landscape will also demand efficiency in the more established channels. This is needed to unlock opportunities elsewhere as multiple routes to market will need to be considered. Moving forward, it will also become increasingly important to strike a balance between reducing complexity to ensure supply and maintaining shopper choice and value.
Finally, existing pressure to reduce the environmental impact of the retail supply chain now has an added dimension of complexity due to closed borders and reduced movement of people and transport in the ability to supply goods.
The speed of change resulting from COVID-19 has been rapid, but the impact will be long lasting, with every household affected to some extent.
We are witnessing the greatest change to retail in decades as a result of the emergence of new needs and a fundamental shift in how the industry will be required and able to respond. For retailers and brand owners, studying data insights into their customer base will help them identify emerging patterns and inform their response,
as we all adapt to the next normal.
In summary, the industry must be prepared for the next normal. By acting now to embrace the six pillars addressed in this whitepaper, brands and retailers will be able to grow stronger, build resilience and navigate uncertain times as they take on the great retail reset.


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Repopulation of Birds Begins in Jalisco20 September 2012
MEXICO - Twenty-eight days have passed without a report of influenza, which has led to farms restocking. Already in Jalisco, the area hit by the outbreak, five million birds have been reintroduced to systems.
It is estimated that 80 per cent of the birds are already in production, which represents four million eggs a day entering the market.
In addition, egg imports have been authorised to enter the country from Costa Rica, Chile and Colombia.
The Mexican government has also begun negotiations with Peru and Nicaragua.
To strengthen the market supply of poultry products, over 14,000 health certificates have been created to allow the mobilisation of meat and egg products within and outside the region.
In total, 140,9 million vaccines have been used in the region.


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Rs. 10 lakh already spent; no takers for it
A commercial complex constructed by spending over Rs. 10 lakh at the Sundarampalayam village in Ammapet town panchayat in the district remains unused for more than two years.
The local administration was not able to find any traders to take the six shops in the complex on rent as most of them are not interested. “The village has less than 100 families. Establishing a shop in the complex will not be profitable for us,” traders point out.
“A majority of people in the village opposed when it was proposed to construct a commercial complex. But the authorities and the elected representatives at the local body did not listen to the public views,” villagers alleged.
The authorities and the representatives convinced the people that the complex would help generate revenue for the town panchayat. They had allotted Rs. 10 lakh from the Anaithu Grama Anna Marumalarchi Thittam for the construction of the complex with six shops.
The local body fixed Rs. 10,000 as security deposit and Rs. 1,000 per month as rent for a shop.
“Officials had conducted several meetings with the traders in the last two years asking them to take the shops for rent. No one have come forward till date,” people point out. The local body had even reduced the security deposit for a shop to Rs. 5,000 recently. But still it could not find any traders to establish shops in complex.
“Now the local body is spending tax payers money again for maintaining the complex, which is unutilised,” people lament.
When contacted, officials said that they were taking steps to identify traders to establish shops in the complex.


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Microsoft CEO Satya Nadella just laid out the company's vision for its 'Netflix for games'
Justin Sullivan/Getty Images
- Microsoft is building a service that intends to be the "Netflix for games."
- The service is currently named "Project xCloud," and its goal is to stream high-end video games to any device.
- "We have as much a shot to build a subscription service as anybody else," Microsoft CEO Satya Nadella said on Monday at an invitational editors meeting at Microsoft's headquarters.
SEATTLE - "We describe it as, shorthand, 'Netflix for games'," Microsoft CEO Satya Nadella told journalists at an invitational editors meeting at Microsoft's headquarters on Monday.
Nadella was speaking about Microsoft's cloud ambitions outside of enterprise software and, more specifically, the company's ambitious push into video game streaming with Project xCloud.
The idea is simple: Play high-quality, blockbuster games on any device. Thus, "Netflix for games."
Rather than your device powering the game, a more powerful computer somewhere remote would power the game while you only have to stream it to your phone, game console, laptop, or whatever other device.
Though the concept is simple, executing it is far more difficult. Video games often demand precision timing, and the kind of unpredictable latency introduced by streaming over the internet is difficult to mitigate.
Nearly every major tech company is working on a form of video game streaming technology right now.
But Nadella thinks Microsoft is in a better position to tackle the issue than the competition. "We have as much a shot to build a subscription service as anybody else," he said on Monday.
Some have been announced or are already operating, like Google's Project Stream and Sony's PlayStation Now, and some are little more than whispers at the moment, like the streaming services from Verizon and Amazon.
Nadella said that Microsoft has an upper hand with its Xbox gaming arm, which gives Microsoft a strategic advantage that much of the competition is lacking.
"We have a huge back catalog, which is we have our own games," he said, in reference to the Microsoft-published back catalog of games on the Xbox - from "Halo" to "Forza," and much more.
He also pointed to services like Xbox Live, which draws tens of millions of paying users monthly, and the company's ability to synergize between its Windows business and its Xbox business.
"We have a structural position in that we have both a console business as well as a PC business," he said, "which happens to be bigger than the console business when it comes to gaming."
Look no further than Microsoft's "Play Anywhere" initiative for proof of that cooperation.
The initiative has been huge for stoking good will with players: You buy an "Xbox Play Anywhere" game on either Xbox or Windows 10, and you immediately own it both places at no additional cost. Even your game saves transfer between the two platforms.
It's part of a bigger push within Microsoft's Xbox group, led by Microsoft VP of gaming Phil Spencer, to make Xbox into a platform rather than a piece of hardware.
"There are 2 billion people who play video games on the planet today. We're not gonna sell 2 billion consoles," Spencer told Business Insider in an interview in June 2018. "Many of those people don't own a television, many have never owned a PC. For many people on the planet, the phone is their compute device," he said. "It's really about reaching a customer wherever they are, on the devices that they have."
For now, Project xCloud - the "Netflix for games" service Nadella spoke about - is still in development. Microsoft is planning to run public tests of the service in 2019.
For a closer look at the service, check out this video:
Get the latest Google stock price here.
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How Americans are spending money
AYESHA RASCOE, HOST:
It's that time of year.
(SOUNDBITE OF SCHOOL BELL RINGING)
RASCOE: Kids are heading back to class, and that means parents are spending big on notebooks, pencils, crayons and other back-to-school supplies. I've got three little students of my own, and I know I have been shelling out for them. Well, we're going to go to school right now ourselves with NPR's retail expert, Alina Selyukh, and our chief economic correspondent, Scott Horsley. Good morning.
ALINA SELYUKH, BYLINE: Hello, hello.
SCOTT HORSLEY, BYLINE: Good morning.
RASCOE: So, Alina, let's start with you. Like, what do stores expect from this year's back-to-school season?
SELYUKH: Another record - the National Retail Federation says families of school kids on average are expected to spend $890 on back-to-school stuff. This is supplies, clothes and shoes. And that is $25 more than last year's record. Part of it is inflation. And a little part of it has to do with what we are buying. This year compared to last year, the retail trade group found more people are saying they are buying electronics, which are pricey.
RASCOE: Yeah. I'm not buying electronics, but it was lots of notebooks and binders and markers, Post-it notes. It all adds up for three children.
SELYUKH: Eight hundred ninety dollars, perhaps?
RASCOE: I don't know. It was a lot of - the cart was very full, and then I - we're not even talking about clothes. Scott, school supplies aren't the only thing that people have to buy. So how does this fit in with other spending?
HORSLEY: People are definitely spending. Retail sales rose seven-tenths of a percent last month, which easily outpaced inflation. We keep looking for consumer spending to lose a little steam at some point, especially as lower-income families run out of those savings they built up early in the pandemic. But we're not really seeing any slowdown yet. People are still spending a lot of money on experiences like dining out, entertainment. In some cases, they are putting that spending on the credit card. Credit card balances topped a trillion dollars for the first time this spring. But when it comes to buying stuff, we are hearing from some retailers that people are mostly shelling out for stuff they need, like those back-to-school supplies, and not so much on things that would just be nice to have.
SELYUKH: Clothing stores overall have had a tough year, but discounted clothing stores like TJ Maxx and Ross are doing pretty well. So people are still interested in nice-to-have things like name-brand clothes but preferably on sale.
RASCOE: So are there other weak spots out there, things where people have kind of pulled back on their spending?
HORSLEY: We've definitely seen a slowdown in purchases tied to housing. You know, mortgage rates have hit their highest level in more than two decades, nearly 7.25% this past week, so fewer houses are selling. And when housing sales drop off, you tend to see a slump in furniture and appliance sales, as well.
SELYUKH: We definitely have home improvement stores talking about this a lot. Lowe's and Home Depot are saying that professional contractors are still spending a bunch for, you know, routine repair and maintenance projects that you can't avoid. This is helping to offset losses from people buying fewer appliances, for example. Executives also say they believe shoppers are delaying big home improvement projects. Here's what we heard from Lowe's CEO Marvin Ellison.
MARVIN ELLISON: Looking ahead, it's encouraging to consider that home improvement projects are typically postponed rather than canceled.
SELYUKH: We know many people did a lot of home renovations earlier in the pandemic, and many are probably waiting for prices or interest rates to fall.
RASCOE: Personal spending is the biggest driver of the overall economy. But can we afford to keep this level of spending up? And, you know, don't make this personal, though (laughter).
SELYUKH: That's - that is a big question. This week, we did hear Macy's say that it's been seeing more people delinquent on their store credit card payments. We could see another crunch this fall when student loan payments, which were deferred during the pandemic, are expected to kick back in.
HORSLEY: Overall, credit card delinquencies had been very low for the last few years, in part because of that savings cushion that people have been up. Now we have seen delinquency rates inch back to about where they were before the pandemic struck. And I mentioned those rising credit card balances. If you don't pay off your balance every month, this is very costly credit. The interest rates are typically topping 20%.
RASCOE: So isn't the Federal Reserve trying to put the brakes on spending? That's what we keep hearing. You know, isn't that why the central bank's been raising interest rates?
HORSLEY: That's right. The Fed is trying to tamp down demand in order to get inflation under control. And inflation has come down, which is good. Wages are now climbing faster than prices, so people have seen their real spending power go up. But if spending picks up too much, that could reignite inflation. And that's something Federal Reserve Chairman Jerome Powell warned about at Jackson Hole this past Friday.
(SOUNDBITE OF ARCHIVED RECORDING)
JEROME POWELL: We are attentive to signs that the economy may not be cooling as expected. So far this year, GDP growth has come in above expectations and above its longer-run trend. And recent readings on consumer spending have been especially robust.
HORSLEY: So the Fed's also going to keep a close eye on spending. And if it gets too hot, that could be a reason for another hike in interest rates later this year.
RASCOE: Scott Horsley and Alina Selyukh, thank you so much.
SELYUKH: Thank you.
HORSLEY: You're welcome. Transcript provided by NPR, Copyright NPR.
NPR transcripts are created on a rush deadline by an NPR contractor. This text may not be in its final form and may be updated or revised in the future. Accuracy and availability may vary. The authoritative record of NPR’s programming is the audio record.


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The top-selling dealership offering the Fisker Karma has got some deep discounts available as it awaits the future of the troubled automaker. Fisker of Orange County is dropping the price well below the manufacturer's suggested retail level of between $105,000 and $120,000. In fact, a Karma recently sold for "just" $80,000.
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- Compare Volvo XC90 and Lincoln MKX


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Newcastle-based studio Ubisoft Reflections has appointed Pauline Jacquey as its new managing director.
Jacquey has worked at the publisher since 1997, working across a range of platforms on titles such as Ghost Recon Advanced Warfighter and the mobile versions of Assassin’s Creed and Prince of Persia.
Her previous roles within the company include managing director at Ubisoft India, where she is credited with turning the 250-staffed studio to focus on digital gaming. Jacquey has also worked at Ubisoft Shanghai, Montreal and Paris over the last 16 years.
Ubisoft Reflections has previously worked on titles such as Driver: San Francisco, released in 2011, Just Dance 4 and Far Cry 3. The developer is also currently collaborating on open-world title Watch Dogs and a number of soon to be announced projects.
General manager Giselle Stewart had been heading up the developer for just over a year after previous studio manager Gareth Edmonson left the company in November 2011.


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You'll see more product specialists, fewer 'booth babes' at Geneva auto show this week
In the era of #MeToo, automakers at the Geneva auto show, which opens this week, have gotten the memo.
Fortune.com and Bloomberg report that automakers at the prestigious Swiss event are moving rapidly away from using models to show off vehicles — the idea of the traditional auto show "booth babe" being pushed away.
“Times have changed,” Sara Jenkins, a Switzerland-based spokeswoman for Nissan, told Fortune. Nissan stopped hiring fashion models for shows last year. “It makes more sense to use product specialists because we’re selling cars.”
Toyota and Fiat Chrysler Automobiles are among the companies reported to be eschewing glitzy models. Even racy Lamborghini said it stopped the practice a couple of years ago as did officials with the Shanghai auto show in China.
Certainly, the trend showed up in Detroit this year, where product specialists of both sexes wore crisp, conservative outfits.
The Free Press' Julie Hinds wrote in January that "the buying clout of women, plus the visibility of leaders like General Motors chairman and CEO Mary Barra, is changing the conversation in the automotive world."
“The future of the automotive space is female,” Rachel Roe, Ford Motor Co.'s Lincoln global auto show manager, told Hinds.


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Samsung is going to release a new version of the Gear VR headset specifically for the Samsung Galaxy S6, with pre-orders going live tomorrow. The original Gear VR headset was created by Oculus and was built for the Samsung Galaxy Note 4.
The Gear VR Innovator Edition for the Galaxy S6 and the S6 Edge will be available through Best Buy and directly through Samsung in the US, with units becoming available on the 8th of May. The new headset has also been designed in collaboration with Oculus and will have some key improvements.
Improvements have been made to make the head-gear more comfortable to wear. Additionally, the device will now work with a mainstream device, which will perhaps make it a bit more popular as not many people own a Galaxy Note in comparison to a Galaxy S device.
Samsung has not officially confirmed the price of its updated virtual reality headset but the original did go for $199 at launch.
Discuss on our Facebook page, HERE.
KitGuru Says: Sales figures for the original Gear VR headset were not released we don't know exactly how successful it was but it seems that Samsung is interested in pursuing its idea for VR on smartphones. Do you guys think VR fits with smartphones? I tried a Google Cardboard headset for the first time recently and it was quite interesting, although the resolution of the screen used detracted from the experience a little bit.


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WASHINGTON—President Biden is heralding an economic growth he says will raise Individuals as the nation exits from the Covid-19 pandemic. But Republicans have pointed to the accompanying surge in inflation to hammer the president’s party above bigger selling prices for utilized cars and trucks, clothing and far more.
A burst of development in the initial quarter of this 12 months set the U.S. financial output inside 1% of its pre-pandemic peak, arrived at in late 2019. But inflation also is at the maximum level in 13 several years, and Federal Reserve officials are weighing when to pull again assist for the economic system. Economists predict inflation will remain elevated for a number of yrs, even though they assume it to appear down some from present-day degrees.
The White Home and numerous economists say the selling price increases are because of to a variety of elements, including pandemic-connected offer bottlenecks and shortages and a increase in demand after a yr at property. Administration officers place to data displaying that the labor sector is recovering and shopper assurance is soaring and contend that a repeat of the runaway inflation of the 1970s is not in the cards, indicating the present concentrations are short term.
Treasury Secretary Janet Yellen informed a House committee lately: “I came of age and examined economics in the 1970s, and I bear in mind what that horrible period was like and no one particular would like to see that materialize yet again.”
Abundant stimulus funding handed by Congress for pandemic relief, such as $1.9 trillion early in Mr. Biden’s term, also is contributing to bigger demand and price ranges, quite a few economists say, prompting Republicans to contend that Mr. Biden’s subsequent legislative proposals—trillions much more in infrastructure and antipoverty spending—will exacerbate inflation and overheat the economic climate.


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LOS ANGELES (Reuters Life!) - Moviergoers who tuck into a medium popcorn and a soft drink could be eating the equivalent of three McDonald’s quarter-pounder burgers topped with a dozen scoops of butter, according to a U.S. study.
A laboratory analysis of snacks sold at U.S. cinemas and commissioned by the Center for Science and Public Interest (CSPI) found a medium popcorn and soft drink contained 1,160 calories and three days’ worth -- 60 grams -- of saturated fat.
“Who expects about 1,500 calories and three days’ worth of heart-stopping fat in a popcorn and soda combo? That’s the saturated fat of a stick of butter and the calories of two sticks of butter,” said CSPI senior nutritionist Jayne Hurley in a statement.
“You might think you’re getting Bambi, but you’re really getting Godzilla.”
She said even sharing a small portion of popcorn between two people would mean consuming a day’s worth of saturated fat, the kind that clogs arteries and is linked to heart disease.
Hurley said every tablespoon of “buttery” oil topping adds another 130 calories according to the study published in Nutrition Action Healthletter.
“Asking for topping is like asking for oil on French fries or potato chips,” she added.
Writing by Belinda Goldsmith, Editing by Miral Fahmy
Our Standards: The Thomson Reuters Trust Principles.


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The Truth is Powerful
Look to Retail ETFs as the Economy, Consumer Spending Recovers
Retail sector-related exchange-traded funds are back under the spotlight as the holiday shopping season wraps up, and investors are betting on brick-and-mortar stores to maintain their momentum in anticipation of a full economic recovery in the new year.
The SPDR S&P Retail ETF (XRT) , which follows a range of traditional retailers, has increased 13.0% over the past month, and advanced 39.7% year-to-date. Some investors are hopeful that more traditional retailers could regain lost ground in the year ahead, betting on a broader economic rebound as vaccines against the coronavirus will spur widespread re-openings across the United States, Reuters reports .
“There’s anticipation of people shopping,” Kim Forrest, chief investment officer at Bokeh Capital Partners, told Reuters. “Wall Street is looking forward to a time when we are not locked down.” Investors will be closely watching the University of Michigan’s widely followed consumer sentiment index, which remains below pre-pandemic levels but recently pushed higher.
Some also argue that consumer spending could rise from additional stimulus checks to individuals, which is included in a $900 billion coronavirus aid package that Congress is working on, said Alex Ely, chief investment officer of Macquarie Investment Management’s small and mid-cap growth equity […]