Harvey Ma

The June issue of NACS Magazine is out, including key insights from the association's SOI event earlier this year. Let's take a look. ⬇️ These six ideas for convenience retailers, highlighted by Jeff Lenard, could be advice to operate by for years to come. Once again, as these cycles seem to come, many themes show we're headed back to the basics. 🍕 Foodservice is the difference 🏬 Everyone is competition 👨‍🔧 It's all about the consumer ⛔ Be ruthless with efficiencies ❇️ AI is coming (and already here) 📳 It's time to get phygital As we head toward the midpoint of 2024, take time to assess your plans and how they've played out. We're just getting into summer – our industry's busiest time of year – so there's still opportunity to adjust your approach and capitalize on new ideas. But most of all, as Jeff reminds us in his closing, remember this: 𝘁𝗵𝗲𝗿𝗲 𝗶𝘀 𝗻𝗼 𝗼𝗻𝗲-𝘀𝗶𝘇𝗲-𝗳𝗶𝘁𝘀-𝗮𝗹𝗹 𝗮𝗻𝘀𝘄𝗲𝗿 𝗳𝗼𝗿 𝗿𝗲𝘁𝗮𝗶𝗹𝗲𝗿𝘀. Leverage your brand's strengths and focus on serving your customers as best 𝙮𝙤𝙪 can.

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Very comprehensive and well written analysis by Scott Moses at Solomon Partners as to why C&S Wholesale Grocers is well positioned to drive success in the updated Kroger & Albertsons Companies divested store plan. Two key things Scott fails to address: First, driving customer loyalty requires much more than a robust supply chain. While it is arguably the *most* important factor (if shoppers can't find their favorite products, they will leave the store), it certainly requires other key elements to not just maintain loyalty, but *drive* loyalty. Things like loyalty programs, digital and ecomm capabilities, retail media partners, targeted customized offerings etc. - This is how you drive success and long term shopper loyalty in todays CPG landscape. Which leads me to the second area: Data Retailers and vendors have to win through data, one way shape or form. As retail media networks continue to grow across the US, along with the expansion of digital capabilities and the ever increasing complexities of the consumers path-to-purchase, data is the key to driving long term success via loyalty. That's why retailers invest millions upon millions each year in loyalty data programs and digital capabilities. And how C&S will ensure their store operating partners will be successful in this arena is really yet to be addressed. Scott makes a strong case for C&S being strong wholesale operators, highlighting their 100+ year expertise in the grocery industry and vast distribution networks and capabilities. But he leaves the door wide open for debate on whether or not C&S will actually drive success with these divested stores in todays complex consumer/retail landscape that is becoming increasingly reliant on data and digital capabilities. My curiosity (and concern) is less around whether or not C&S will be exemplary distribution partners, but whether they have the ability help these banners be successful and continue to evolve into the future of grocery. https://lnkd.in/gV4QEPzH

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DTC/Digital Native Brands struggle to achieve scale. CPG portfolio's are stagnating. Consumers are trading down, and retailers owned brands are disproportionately growing. Target, Costco, Trader Joes, and Aldi owned brands are winning. Now Walmart has launched a formidable new elevated basics brand, BetterGoods. The best way to beat the Amazon/Temu/Shein/TikTok marketplaces is to sell products they don't have.

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Grocery Outlet recorded $1.04 billion in net sales during its first quarter of fiscal year 2024, a 7.4% year-over-year increase, the discounter reported Tuesday. The company’s comparable store sales increased 3.9% during the period compared with the same quarter last year. #retailtech #groceryretail #retailtransformation

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Some great insights from this rare interview with Doug McMillon, Walmart's CEO. Here are my top 10: 💥 𝐎𝐧 𝐭𝐡𝐞 𝐢𝐦𝐩𝐨𝐫𝐭𝐚𝐧𝐜𝐞 𝐨𝐟 𝐫𝐞𝐭𝐚𝐢𝐥 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞: "At the root of it all, though, it's a people business and it's a merchandising business. Today, it's increasingly a technology business. The supply chain is critical, of course, and real estate still plays a key role." 💥 𝐎𝐧 𝐭𝐡𝐞 𝐚𝐝𝐯𝐢𝐜𝐞 𝐡𝐞 𝐠𝐢𝐯𝐞𝐬 𝐭𝐨 𝐚𝐬𝐩𝐢𝐫𝐢𝐧𝐠 𝐫𝐞𝐭𝐚𝐢𝐥 𝐥𝐞𝐚𝐝𝐞𝐫𝐬: "Don't take your current job for granted, the next job doesn't come if you don't do the one you've got well. The second piece of advice was be a great teammate... And then the third one was volunteer for something extra, volunteer for something hard." 💥 𝐎𝐧 𝐭𝐡𝐞 𝐢𝐦𝐩𝐨𝐫𝐭𝐚𝐧𝐜𝐞 𝐨𝐟 𝐛𝐨𝐭𝐡 𝐢𝐧𝐭𝐞𝐫𝐧𝐚𝐥 𝐚𝐧𝐝 𝐞𝐱𝐭𝐞𝐫𝐧𝐚𝐥 𝐩𝐞𝐫𝐬𝐩𝐞𝐜𝐭𝐢𝐯𝐞𝐬: "We've always thought that a blend was best, and there are probably times where that blend is 80/20 instead of 70/30, depending on the moment that we're in. But Sam Walton would bring in great people from the outside to help build the retail business." 💥 𝐎𝐧 𝐭𝐡𝐞 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐨𝐟 𝐞-𝐜𝐨𝐦𝐦𝐞𝐫𝐜𝐞 𝐟𝐨𝐫 𝐛𝐫𝐢𝐜𝐤-𝐚𝐧𝐝-𝐦𝐨𝐫𝐭𝐚𝐫 𝐬𝐭𝐨𝐫𝐞𝐬: "The e-commerce store is the interesting one. We've seen it all and done it all. We operate around the world in different formats, different brands. We've got large stores, small stores, all these different formats. So we know that space pretty well, but the e-commerce business was different." 💥 𝐎𝐧 𝐖𝐚𝐥𝐦𝐚𝐫𝐭'𝐬 𝐞𝐚𝐫𝐥𝐲 𝐬𝐭𝐫𝐮𝐠𝐠𝐥𝐞𝐬 𝐰𝐢𝐭𝐡 𝐞-𝐜𝐨𝐦𝐦𝐞𝐫𝐜𝐞: "There was a period of time when there was too much debate inside the company about the significance of e-commerce, there were leaders who believed it would never be any bigger than the catalog business, there were leaders that believed it would never be profitable." 💥 𝐎𝐧 𝐭𝐡𝐞 𝐢𝐦𝐩𝐨𝐫𝐭𝐚𝐧𝐜𝐞 𝐨𝐟 𝐨𝐦𝐧𝐢𝐜𝐡𝐚𝐧𝐧𝐞𝐥 𝐫𝐞𝐭𝐚𝐢𝐥: "It's always been clear to me that this was an 'and' — there are going to be stores, there will be store curbside pickup, there will be delivery of various forms, there'll be stores and e-commerce." Continue in the comments... 👇 Thank you Karl Haller for sharing this!

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Albertsons Media Collective, the retail media arm for Albertsons Companies, has debuted Collective TV. According to the company, the solution unlocks the combined value of retail media and TV, providing advertisers with a modern currency for targeting, measuring and optimizing campaigns across streaming, digital video and soon linear TV. Despite the fast-paced growth of digital video ads, Albertsons Media Collective pointed out that the pathways for running connected TV (CTV) campaigns alone are varied and complex. Agencies, networks, streaming publishers, identity solutions and ad tech platforms have built silos for planning, executing and measuring CTV campaigns. | Progressive Grocer https://lnkd.in/giaREQN9 #retail #supermarkets #grocery #digital #retailmedia #video

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Are you a CPG brand that has excess inventory? My friend Jenny Howell Cawthon is building a solution to help. Did you know there is a solution for short-dated product? What about excess Inventory? Yep and Yep. How many dollars do you have locked away that could be used to elevate your business? You’ve heard industry experts like Elliot Begoun say that excess inventory is cash locked in a lockbox. It’s there, but you can’t access it. Welcome to Pantry PopUp. Flash sales discounted to consumers, with brands still holding the reins. Go to the website below. Click the “Brands, we’ve got you” link. The first Sale is 6/6-6/8! Link in comments 👇

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𝗔𝗻𝗱 𝗶𝘁 𝗶𝘀 𝗮𝗹𝗿𝗲𝗮𝗱𝘆 𝘁𝗵𝗲 𝘀𝘁𝗮𝗿𝘁 𝗼𝗳 𝘁𝗵𝗲 𝗤𝟮 𝗲𝗮𝗿𝗻𝗶𝗻𝗴s 𝘀𝗲𝗮𝘀𝗼𝗻 We start where we left it in Q1: with a top-line miss & a bottom-line beat, this time for PEPSICO with challenges on volume front in the US (like most F&B companies in Q1) & lowered top-line guidance If this volume decline seems significant, we should keep in mind that it is extremely moderate compared to the pricing taken by PEPSICO over 2021-23 (+26%) Interestingly PEPSICO is the company that took the most pricing among the top 50 FMCG companies since 2021... more on this front in a dedicated article Full details below: Q2 FY24 •           NR: $22.5Bn •           OSG: 1.9%; Volume: -3%; Price/ mix: 5% •           GM%: 56%; +126 bps vs Q2 FY23 •           Adj. OP%: 18.3%; +103 bps vs Q2 FY23 •           Beat analysts’ consensus for earning but misses revenue Results by Divisions: •           Frito-Lay North America: $5.8Bn NR; OP: 27% (-80 bps vs Q2 2023); OSG: flat (Volume: -4%, Pricing: 3%) •           Quaker Foods North America: $561m NR; OP: 15% (-371 bps vs Q2 2023); OSG: -18% (Volume: -17%, Pricing: -1%) (driven by a quality issue & a plant closure) •           PepsiCo Beverages North America: $6.8Bn NR; OP: 14% (+379 bps vs Q2 2023) ); OSG: +1% (Volume: -3.5%, Pricing: +5%) •           Latin America: $3.0 Bn NR; OP: 21% (+19 bps vs Q2 2023) ); OSG: +2% (Volume: -5%, Pricing: +6%) •           Europe: $3.5 Bn NR; OP: 18% (+375 bps vs Q2 2023); OSG: +7% (Volume: +2%, Pricing: +5%) •           Africa, Middle East and South Asia: $1.6 Bn NR; OP: 15% (-81 bps vs Q2 2023); OSG: +12% (Volume: +1%, Pricing: +12%) •           Asia Pacific, Australia and New Zealand and China Region: $1.1 Bn NR; OP: 20% (+43 bps vs Q2 2023); OSG: +1% (Volume: -0.5%, Pricing: 1.5%) FY24 guidance: Updated its previous guidance for 2024 •           Approximately 4 percent organic revenue growth (previously at least 4%) •           At least 8 percent increase in core constant currency EPS (consistent with previous guidance) Time for all to refocus on organic (volume) growth Exciting times To read our last publication on how to accelerate organic (volume) growth: 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝗠𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗙𝗶𝗻𝗮𝗹𝗹𝘆 𝗙𝗼𝗿 𝗦𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 (𝗩𝗼𝗹𝘂𝗺𝗲) 𝗚𝗿𝗼𝘄𝘁𝗵 𝗢𝗿 𝗛𝗼𝘄 𝗧𝗼 𝗦𝘁𝗼𝗽 𝗦𝗵𝗿𝗶𝗻𝗸𝗶𝗻𝗴 𝗧𝗼 𝗚𝗹𝗼𝗿𝘆 - 𝗙𝗿𝗼𝗺 𝗭𝗕𝗕 𝘁𝗼 𝗭𝗕𝗚® (𝗭𝗲𝗿𝗼-𝗕𝗮𝘀𝗲𝗱-𝗚𝗿𝗼𝘄𝘁𝗵) https://lnkd.in/eV5d39VE 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg Nestlé The Coca-Cola Company Coca-Cola Europacific Partners Coca-Cola HBC Coca-Cola FEMSA Carlsberg Group The HEINEKEN Company Keurig Dr Pepper Inc. Mondelēz International Campbell's General Mills Kellanova Bel Procter & Gamble Danone https://lnkd.in/e8BJHKNV

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A wonderful article on Costco is able to continue to surprise customers with value in prices and in its focussed offereings and make the customers as its most loyal shoppers. Costco's "treasure hunt" strategy, offering unexpected and unique finds, contributes to customer loyalty. Costco attracts affluent shoppers, with an average household income of $100,000 for U.S. members. Costco strategically places orders with suppliers to prioritize their products and offer lower prices. Costco offers a narrower assortment of products compared to competitors, reducing the tyranny of choice for shoppers. Despite its reputation for bargains, Costco also offers high-end items to appeal to upper-middle-class shoppers. The Costco formula of offering value for money and a unique shopping experience has cultivated loyalty among its customers. Costco Wholesale warehouses are designed to overwhelm first-time visitors with sensory overload and a lack of signage. Despite the initial challenges, Costco has a loyal customer base with 128 million members worldwide. Costco's warehouses are run with military precision, and every detail of merchandise selection, store layout, and pricing is designed to turn first-timers into loyalists. The Kirkland Signature line is a key part of Costco's merchandising strategy, generating a significant portion of their revenue. Membership fees drive most of Costco's profits, and membership growth is vital for sustaining their low prices and supplier clout. Costco has nailed the science, and art, of retail like virtually no competitor. #costco #modernretail #winningstrategies #customerloyality #customerexperience

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Putting yourself in the shoes of your dream retailer can yield an understanding for their priorities. Each year, major U.S. retailers open a crucial window to evaluate new and established brands. This is your golden opportunity to pitch to buying teams. Retail Insight: Product resets in retail are both time-consuming and costly for retailers. Store teams continue to do the things they always do: – Restocking shelves – Serving customers – Maintaining store cleanliness Buying teams are also inundated with extra work: – Creating new blueprints for stores to lay out the new items – Meeting with 100+ brands that all have exciting newness to share – Landing on a strategy that will yield growth Major resets also involve: – Printing new shelf labels – Rearranging product placements – Managing discontinued items – Communicating big bets and strategy from corporate to stores These resets can evoke mixed feelings among retail teams: • Excitement about new products and the potential growth they bring. • Anxieties over the additional workload. Why am I sharing this? Because timing is important, you get one window annually to pitch your brand at big retail. So when you approach the retailers treat it like this is your one shot. Prepare your pitch → Nail it. Share your brand purpose → Inspire them. Understand what it takes to be successful →  Make them believe in you. Take this opportunity to show buyers all of the things your brand has done. Shine bright. PS - Have you pitched to a retailer? Share your experience in the comments. – 👋🏾 Hi, I’m Monique, a former retail buyer turned beauty industry advisor who helps emerging brands ready to scale at big retail. If you are ready to scale and invest, book a discovery call, and let’s see if we can work together.

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It’s All About The Experience At SGG and Associates, we are well into Q1 Earnings Season and our review of the 250 consumer facing companies that are competing for share of the consumer spend, loyalty and “mindset”. Especially striking is the extraordinary and growing divide between Walmart and Target. Walmart U.S. Comp Sales (x Fuel) were +3.8% while Target Total Comp Sales declined 3.7% There is no question that both retailers have broad appeal and audiences and offered a sense of value.  But their approaches to the consumer have dramatically changed. Target was always known as the “cool” big box store, with incredible designer capsule collections that created lines before store opening and sold out immediately. Walmart built their following on the promise of “always low prices” and incredible value. Their roles have changed dramatically.  Target just announced thousands of price cuts in their recent earnings report, a clear nod to the impact inflation has had on their customers, and an attempt to reverse their sales trend. A trip through Target will illuminate their almost complete shift to private labels. Walmart has introduced a balance of designer and private label brands. In their pilot “stores of the future” concept, these brands are showcased in “shops” complete with lifestyle presentations. Newness is continuously introduced into these stores. This concept test has worked and Walmart is now rolling the concept out nationally. But even more striking is the dramatic difference between Walmart and Target in the “customer experience”. At a recent visit to a newer Target store, we were greeted by an expansion of categories that were locked behind glass doors. This included everything from laundry detergent to Men’s socks and underwear. Pressing a red button on the case would supposedly summon an associate.. who never came. During the same week at several Walmart stores, associates were folding inventory, and refreshing displays. And, when asked about the location of a department, associates ( on numerous occasions) escorted us to the correct aisle. Indeed, it’s no wonder that Walmart Doug McMillon reported in last week’s earnings report that Walmart gains were coming from higher income customer. It’s not just about price.. it’s about creating a comprehensive and compelling customer experience that includes price, presentation and service. 

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https://lnkd.in/enn6UFiy Thee headlines from the Kantar Numerator data on how Bettergooods is impacting one category: 1) 71% of shoppers who bought Bettergoods ice cream did not know it was owned by Walmart. 2) Bettergoods appeals to both low- and high-income groups, as the PL brand saw low-income homes to be 34% more likely to purchase and high-income homes to be 20% more likely compared to Great Value shoppers.  3) Gen Z shoppers are 67% more likely to buy the Bettergoods dessert than Great Value ice cream. #privatelabel #walmart #CPG #brands #walmart

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Walmart has reported strong earnings in the first quarter, with a 6% year-over-year improvement in sales and growing profits. The retailer has seen traction among higher-income shoppers, although it is not specifically targeting this demographic. Walmart is investing in renovating its stores and building new locations to create a more inviting shopping experience. The company is expanding its product selection, including the launch of its premium private label brand Bettergoods, and has seen a significant increase in third-party marketplace sellers. The convenience of e-commerce, particularly through delivery and curbside orders, is contributing to sales growth. Walmart's combination of nicer stores, upscale merchandise, and convenient services is making it resemble Target. Target, on the other hand, has projected a decline in sales and has faced criticism over its handling of its annual Pride celebration. Walmart's success in emulating Target is surpassing Target's success in emulating Walmart. Walmart continues to be effective in its core business while also improving its performance in areas traditionally associated with Target. #walmart #target #retail

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Walmart’s real advantage lies in its potential to tap into customers across tax brackets. Walmart is good at basics and wants to be known for more than that — and sell more than that. Walmart has experienced revenue growth and comparable sales growth in its first quarter, driven by upper-income shoppers. The company has raised its growth outlook for the year and expects increased adjusted earnings per share. Walmart's e-commerce revenue has surged, particularly through curbside pick-up and delivery orders favored by wealthier consumers. The retailer has gained market share in groceries as consumers prioritize essential purchases. Customers making over $100,000 have contributed the most to Walmart's market share takeover. Walmart has implemented strategies to appeal to wealthier consumers, including the release of a premium own-brand food line and store remodeling. The company's consistent discount efforts have helped it resonate with its consumer base. Target has shifted its focus to lower-income customers, while also launching a paid membership program to attract higher-income customers. Amazon has introduced a grocery delivery service to compete with Walmart's e-commerce success. Walmart's advertising business has grown, and the company has implemented cost-cutting measures such as reducing inventory and closing health care clinics. Walmart aims to modernize its brand and expand its appeal beyond basics. #walmart #target #amazon #modernretail

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In my experience as a buyer, I viewed brand-buyer relationships as collaborative, but it's crucial to recognize that not all collaborations are equal. When you seek a retail partner for growth - look for a retailer that is collaborative Understand that the retailer still operates as a for-profit business But, know that you play a role in helping them achieve their goals Here are some areas to consider when looking at collaboration with retailers Door Count Bigger does not necessarily mean better. If your original doors aren’t “ALL” that’s ok. Discuss a tiered plan for growth and expansion. Placement Every brand wants to be seen. Your shelf placement, or location in the store can determine how many consumer eyes see your product. Ask where you’re being placed. Marketing Yes, ask for support from the retailer in their advertising vehicles. But know this is the place where the brand does the heavy lifting. Be ready to shout to the rooftops where you are. Forecasts Work closely with buyers, planners, and your ops team to understand projections. Have a reserve stock to plan for overperformance. Sales Expectations Ask upfront about the retailer’s benchmarks. Consider how the category performs too. Check-Ins As a new brand, having regular check-ins with your buying teams is great. This could be quarterly, or monthly depending on the projected sales volume. A lot to cover, and I know you might not be there, yet. So save this for that future retail meeting - cheers! – 👋🏾 Hi, I’m Monique, your bridge from niche market to major retail. I’m a former retail buyer turned beauty industry advisor who helps emerging brands ready to scale. Ready to expand your reach? Book a discovery call and let’s explore how we can elevate your brand together.

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During the pandemic, U.S. consumers feathered their nests, spending a staggering $12.1 billion on home goods in Q2 2020. But now, as demand tightens and inflation bites, home-goods retailers face a paradox: accelerated growth beyond the typical cycle, yet no fresh demand until 2025. 𝗖𝗼𝗻𝘀𝘂𝗺𝗲𝗿 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 𝗠𝗮𝘁𝘁𝗲𝗿𝘀: To thrive in this hypercompetitive environment, companies must be laser-focused on traffic generation, conversion, and maximization. AI and machine learning enable hyperlocalization, allowing precise targeting of high-reward consumers—those who’ve recently moved homes or have higher discretionary spend. Home goods retailers need advanced targeting to reach consumers. AlixPartners experts Gaurav 'G' Chhabra and Amol Shah explain the playbook. Read the full article here:

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Liz Buchanan <> The CPG View On this week's podcast, "Pioneering the Future of CPG Data," on The CPG View featuring Liz Buchanan, President, North America at NielsenIQ. Liz covers the following key points: 🎯 Leadership and Market Evolution: Liz emphasizes her transition to leading Nielsen IQ's North American business and the dynamic changes in the market, highlighting her extensive experience and the company's adaptive strategies. 🎯 Data Activation and Value: A major focus is on making data "activation ready" by ensuring it is comprehensive, granular, and useful for driving business outcomes, particularly in retail environments. 🎯 Customer-Centric Approach: Liz shares the importance of understanding and addressing customer needs through modern data access methods, personalized insights, and maintaining high standards of data stewardship and privacy. Tune in to gain insights on new data strategies, AI tools, and market trends shaping the CPG industry on The CPG View. 🚀🌟 Full Podcast Link (Apple, Spotify, Google, etc): 🎧 https://lnkd.in/eEqXpSB6 #ecommerce #digital #omnichannel #strategy #success #cro #ceo #leadership #cmo #cdo #retailecommerceclub #cpg #privateequity #playtowin #thecpgview

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The Starliner’s extended stay, Nike and Walgreens take a fall and more in today’s My Two Cents… First, a quick Pop Quiz question: Which country is the world's leading oil producer? (The answer appears in the comments section) _______ A nine-day mission is currently on its 26th day… The Boeing Starliner's maiden crewed voyage to the International Space Station has faced significant delays and technical issues. Launched on June 5, 2024, with NASA astronauts Butch Wilmore and Sunita Williams, the mission was supposed to last about nine days. However, five of the spacecraft's 28 maneuvering thrusters failed, and engineers discovered helium leaks in the service module. These issues require thorough investigation before the astronauts can safely return, extending the mission indefinitely. The investigation is challenging because the service module, where the problems are located, is destroyed during reentry. Here’s hoping the Starliner astronauts make a safe return to earth soon. _______ J.D. Power’s highly-watched initial quality study is out and it reveals that electric vehicles (EVs) are causing significant headaches for consumers. Surveying nearly 100,000 new vehicle owners, the study found internal combustion engine (ICE) vehicles averaged 180 problems per 100 vehicles (PP100), while battery electric vehicles (BEVs) averaged 266 PP100, 86 points higher. Contrary to automakers' claims that EVs require fewer repairs due to fewer parts, the study’s new repair data shows EVs and plug-in hybrids need more repairs in all categories than gas-powered vehicles. The winners and losers from this latest J.D. Power study are shown in an infographic in the comments section. Do you own an electric vehicle? Are you thinking of buying one? What are your thoughts on this new survey? _______ Several large, formerly successful industry leaders appear to be losing customers and market share in the current economy. Nike stock fell nearly 20% on Friday alone after forecasting a revenue decline for 2025. Walgreens shares dropped 20% following news of potential store closures and a lowered profit outlook; Walgreens shares are down over 52% year-to-date. Lululemon Athletica has seen a 39.7% decline in 2024. And there are more… What are your thoughts on why these companies are struggling? Do you feel this is the beginning of a more serious shift in consumer sentiment and loyalty? How do you see retail evolving through the second half of this year? _______ Worth thinking about: “The only disability in life is a bad attitude.” - Scott Hamilton A positive attitude can overcome almost any obstacle, showing that our mindset is the most important factor in achieving success and happiness. Stay positive, my friend. _______ Thank you for stopping by! I’d love to hear your two cents today - on any topic - in the comments. Wishing you a beautiful Sunday and a great week - and July - ahead!

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