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This article discusses the challenges and opportunities for value creation in the retail industry. It highlights that a shrinking number of retailers are responsible for most of the value creation, with smaller retailers struggling to compete. However, the analysis of over 280 publicly traded retailers shows that retailers of all sizes can become high-performing value creators through bold action and disciplined execution. The article identifies five common themes among successful retailers, including a well-defined growth strategy, technology investment, customer focus, cost management, and effective capital planning. The authors emphasize that size does not guarantee success and that creating value in retail requires courageous decisions and bold moves. [Extracted from the article]

The article discusses the need for a "retail reset" in response to changes in the retail industry. It emphasizes the importance of technology, ecosystems, workforce engagement, and private brands for success. The authors highlight the divergence between consumer sentiment and spending, as well as the use of generative AI. They also discuss the rise of the "zero consumer" and the need for retailers to incorporate themselves into consumers' lives. The article concludes by cautioning retailers to be selective and focus on their capabilities and consumer needs. The retail industry is experiencing changes, with new business lines emerging. Retailers are facing challenges in attracting and retaining talent, and are forming partnerships and creating career ladders. Private labels are important for value and differentiation. Retail CEOs are concerned about rising consumer expectations and the need for innovation. The upcoming holiday season is crucial, and retailers should focus on executing it well while planning for the future. [Extracted from the article]

The evolving macro environment may, of course, cause employee priorities to change - but, as they refine their talent strategies, retailers should bear in mind that what's good for workers is good for consumers: there's a positive correlation between frontline employee satisfaction and consumer experience. Retailer-supplier dynamics are changing as retailers start to tap into new value pools beyond omnichannel retail, such as third-party marketplaces and retail media networks (RMNs). Today, retailer-supplier relationships are about not only products but also consumer access, data, and insights - and, increasingly, I suppliers i are the ones buying the latter from retailers. In light of unprecedented industry disruption, a retailer's actions today could determine whether it spends the next 20 years as a leader or a laggard. [Extracted from the article]

To succeed after COVID-19, retailers must assess their revenue management practices, operating models, digital capabilities, capital investments, and M&A strategies - then make bold moves to transform themselves. Specifically, retailers should consider their capabilities along the following five dimensions: B I Revenue management. i b Retailers should assess the full suite of revenue levers at their disposal and then double-down on them to sustain and accelerate sales and gross margin. For example, a grocer might consider adding local, organic foods to its product mix - goods that postpandemic consumers may now be willing to pay a premium for. B I Operating models. i b Successful retailers should use this unprecedented period to rethink their operating models - examining store footprints, labor, and supply chains to optimize cost structures and meet changing consumer preferences. The pathway for grocery Grocery is the subsector of retail most likely to experience revenue growth, as consumers have changed their buying patterns and are cooking more at home. [Extracted from the article]

Now is the time to think about retail M&A after the coronavirus crisis. This article examines trends that are likely to create M&A and partnership opportunities that may enable retailers, brands, and investors to shape the next normal postcrisis. Retail M&A during and after the COVID-19 crisis Before COVID-19, we observed four primary deal archetypes, though this sector did not see as much deal activity as other sectors. Next steps for retailers COVID-19 and the onset of an economic slowdown may well reshape the landscape of retail deals and partnerships. [Extracted from the article]

Five trends are shaping the transformation of the US grocery industry. This isn't to say that there aren't home-grown US innovations happening - there most certainly are, especially on the gig delivery front - but the disruption in online grocery is a global phenomenon, and US grocers should look around the world for solutions to help inform their digital journeys. A recent example is when Trader Joe's discontinued its delivery services in New York City, citing already close proximity to customers and an unwillingness to pass on delivery costs to customers.[9] Nontraditional grocery players, such as Amazon and Instacart, are now shaping the market in a similar way - for example, by offering immediate grocery-delivery service in major metropolitan areas across the United States. [Extracted from the article]