The year 2017 is looking very good for retailers. As the end of the year approaches, consumer spending continues to be supported by elevated levels of confidence and solid gains in employment, real disposable income, and household net worth. Strong gains in the equity markets are also helping to boost discretionary spending this holiday season.
While the outlook is positive for retailers in general, one channel—online sales—is consistently outperforming its counterpart, the brick-and-mortar stores. Online holiday retail sales growth this year is likely to outpace last year's growth, roaring ahead at a 13.0 percent year-on-year rate, according to the IHS Markit forecast. (See Figure 1.) As a share of holiday spending, online retail sales reach new highs every year, and this year will be no exception: in 2016, online sales represented 16.8 percent of holiday retail sales, while this year that share is likely to be 18.2 percent.
[Figure 2] Core goods prices decline while services prices riseEnlarge this image
Online retail sales follow a cyclical pattern and typically are particularly robust during the holiday shopping season. During the past five years, electronic shopping and mail-order sales (not seasonally adjusted) were an average of 30.1 percent higher in December than in the prior month of November. But there is also a structural change happening: online stores are tremendously outpacing brick-and-mortar retailers across the board, not just during the holidays. As a share of total retail trade, e-commerce increases every year, and its pace is quickening; in the third quarter of 2017, the online portion of retail trade was 16.4 percent, compared with 14.8 percent a mere one year earlier.
Several factors are responsible for this shift. Convenience cannot be denied, and as online shopping gains share, shipping and delivery times by online retailers and parcel delivery services have dropped. But the biggest factor is prices. The absence of a sales tax for many online retailers without a physical presence in a given state gives these retailers a built-in price advantage. The cost of holding inventory is also lower for online retailers, which can store vast quantities in centralized warehouses until they are needed. From the consumer's perspective, the online nature of cyber-stores makes comparison shopping possible across virtually the entire world. And new smartphone-based "shopping apps" that can send live updates on bargains and promotions, as well as scour the Internet for deals, have allowed some shoppers to find the lowest prices in real time.
Consumer goods prices slide downward
The supremacy of e-commerce is pushing down prices at brick-and-mortar stores, which are increasingly fighting for market share, and so are offering amped-up price promotions. But online sales are not the only reason consumers are finding that their dollars go farther than usual. Prices for goods across the U.S.—and to some extent, across the globe—are growing slowly or even declining. On a quarterly year-over-year basis, consumer prices for commodities other than food and energy have been in negative territory since the first half of 2013. There are several factors at play:
The stronger dollar over the past couple of years has helped to lower the cost of imported consumer goods. Moreover, the strong dollar has reduced the competitiveness of U.S. exports in international markets, resulting in a larger supply surplus at home.
Many multinational corporations are shifting production or sourcing away from the eastern provinces of China, where labor costs have been rising, to lower-cost areas such as Vietnam or China's interior and western provinces.
Lower energy prices imply lower transportation costs for U.S. importers. In addition, domestically sourced goods and materials have become less expensive to transport.
The cost of many consumer goods that are especially popular during the holidays, such as televisions and electronics, continues to decline as their production becomes more efficient. Indeed, television and computer prices have fallen by more than 10 percent a year over most of the last decade.
The U.S. economic recovery is currently over eight years old—a relatively mature age for expansions. Often, inflationary pressure begins to build up during the latter stages of an expansion. This time, however, price and wage inflation have remained subdued. (See Figure 2.) In the third quarter of 2017, the Federal Reserve's favorite measure of core inflation, the core personal consumption expenditures (PCE) deflator excluding food and energy, was the slowest since 2015. There are many plausible explanations for this persistently low inflation, but little consensus as to the root causes. Some possible reasons include:
Lackluster growth and, for some countries, large output gaps. Sometimes referred to as "secular stagnation," the languid recovery from the 2008-09 recession has had a restraining effect on the buildup of inflationary pressures.
Excess industrial capacity. Global goods prices have also been pushed down by substantial amounts of excess capacity (much of it in China) in industries such as steel, iron ore, chemicals, and automotive.
Technology. Product and process innovations are cutting production costs and are being passed on to consumers as lower prices (or at least smaller price increases).
International commodity prices have gained some traction in the latter half of 2017, which may complicate this picture. As measured by the IHS Markit Materials Price Index (MPI), they rose at the end of 2016, suffered a correction between February and June, and started rising strongly again in the third quarter. Reasons for the third-quarter rebound include favorable data from China and Europe, the U.S. dollar depreciation, higher oil prices, and investor buying.
China is the biggest factor for the buoyant mood in markets. Growth has proven to be remarkably stable in 2017, with industrial activity actually accelerating into the second quarter before easing in July. The performance of the eurozone economy has also proved to be a pleasant surprise. At the same time, increased instability in the U.S. has been weighing on the dollar since the start of the year. Our research shows that for certain exchange-traded commodities, as much as half of the movement in the U.S. dollar is translated into an opposite move in prices. Higher oil prices, another feature of the current rally, act in a number of ways to influence the broader commodity complex, and investors have also added some momentum. Investors moved to the sidelines in commodity markets between 2013 and 2015 as prices first peaked and then began their long fall in the summer of 2014, but this began to reverse in 2016.
Looking forward, we do not expect commodities to come to the rescue for goods prices. Fundamentals do not point to a prolonged rally. For example, we expect to see a slowdown in real gross domestic product (GDP) growth in China and financial markets to tighten. Interest rates are moving higher, and the U.S. dollar is expected to begin depreciating in the second half of 2018. This should place some upward pressure on price inflation for imported consumer goods. Until then, though, look for lower consumer good prices to continue—a positive development for the American consumer this holiday season. Happy shopping!
The practice consists of 5,000 professionals from Accenture and from Avanade—the consulting firm’s joint venture with Microsoft. They will be supported by Microsoft product specialists who will work closely with the Accenture Center for Advanced AI. Together, that group will collaborate on AI and Copilot agent templates, extensions, plugins, and connectors to help organizations leverage their data and gen AI to reduce costs, improve efficiencies and drive growth, they said on Thursday.
Accenture and Avanade say they have already developed some AI tools for these applications. For example, a supplier discovery and risk agent can deliver real-time market insights, agile supply chain responses, and better vendor selection, which could result in up to 15% cost savings. And a procure-to-pay agent could improve efficiency by up to 40% and enhance vendor relations and satisfaction by addressing urgent payment requirements and avoiding disruptions of key services
Likewise, they have also built solutions for clients using Microsoft 365 Copilot technology. For example, they have created Copilots for a variety of industries and functions including finance, manufacturing, supply chain, retail, and consumer goods and healthcare.
Another part of the new practice will be educating clients how to use the technology, using an “Azure Generative AI Engineer Nanodegree program” to teach users how to design, build, and operationalize AI-driven applications on Azure, Microsoft’s cloud computing platform. The online classes will teach learners how to use AI models to solve real-world problems through automation, data insights, and generative AI solutions, the firms said.
“We are pleased to deepen our collaboration with Accenture to help our mutual customers develop AI-first business processes responsibly and securely, while helping them drive market differentiation,” Judson Althoff, executive vice president and chief commercial officer at Microsoft, said in a release. “By bringing together Copilots and human ambition, paired with the autonomous capabilities of an agent, we can accelerate AI transformation for organizations across industries and help them realize successful business outcomes through pragmatic innovation.”
Census data showed that overall retail sales in October were up 0.4% seasonally adjusted month over month and up 2.8% unadjusted year over year. That compared with increases of 0.8% month over month and 2% year over year in September.
October’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were unchanged seasonally adjusted month over month but up 5.4% unadjusted year over year.
Core sales were up 3.5% year over year for the first 10 months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023. NRF is forecasting that 2024 holiday sales during November and December will also increase between 2.5% and 3.5% over the same time last year.
“October’s pickup in retail sales shows a healthy pace of spending as many consumers got an early start on holiday shopping,” NRF Chief Economist Jack Kleinhenz said in a release. “October sales were a good early step forward into the holiday shopping season, which is now fully underway. Falling energy prices have likely provided extra dollars for household spending on retail merchandise.”
Despite that positive trend, market watchers cautioned that retailers still need to offer competitive value propositions and customer experience in order to succeed in the holiday season. “The American consumer has been more resilient than anyone could have expected. But that isn’t a free pass for retailers to under invest in their stores,” Nikki Baird, VP of strategy & product at Aptos, a solutions provider of unified retail technology based out of Alpharetta, Georgia, said in a statement. “They need to make investments in labor, customer experience tech, and digital transformation. It has been too easy to kick the can down the road until you suddenly realize there’s no road left.”
A similar message came from Chip West, a retail and consumer behavior expert at the marketing, packaging, print and supply chain solutions provider RRD. “October’s increase proved to be slightly better than projections and was likely boosted by lower fuel prices. As inflation slowed for a number of months, prices in several categories have stabilized, with some even showing declines, offering further relief to consumers,” West said. “The data also looks to be a positive sign as we kick off the holiday shopping season. Promotions and discounts will play a prominent role in holiday shopping behavior as they are key influencers in consumer’s purchasing decisions.”
That result came from the company’s “GEP Global Supply Chain Volatility Index,” an indicator tracking demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The October index number was -0.39, which was up only slightly from its level of -0.43 in September.
Researchers found a steep rise in slack across North American supply chains due to declining factory activity in the U.S. In fact, purchasing managers at U.S. manufacturers made their strongest cutbacks to buying volumes in nearly a year and a half, indicating that factories in the world's largest economy are preparing for lower production volumes, GEP said.
Elsewhere, suppliers feeding Asia also reported spare capacity in October, albeit to a lesser degree than seen in Western markets. Europe's industrial plight remained a key feature of the data in October, as vendor capacity was significantly underutilized, reflecting a continuation of subdued demand in key manufacturing hubs across the continent.
"We're in a buyers' market. October is the fourth straight month that suppliers worldwide reported spare capacity, with notable contractions in factory demand across North America and Europe, underscoring the challenging outlook for Western manufacturers," Todd Bremer, vice president, GEP, said in a release. "President-elect Trump inherits U.S. manufacturers with plenty of spare capacity while in contrast, China's modest rebound and strong expansion in India demonstrate greater resilience in Asia."
Even as the e-commerce sector overall continues expanding toward a forecasted 41% of all retail sales by 2027, many small to medium e-commerce companies are struggling to find the investment funding they need to increase sales, according to a sector survey from online capital platform Stenn.
Global geopolitical instability and increasing inflation are causing e-commerce firms to face a liquidity crisis, which means companies may not be able to access the funds they need to grow, Stenn’s survey of 500 senior e-commerce leaders found. The research was conducted by Opinion Matters between August 29 and September 5.
Survey findings include:
61.8% of leaders who sought growth capital did so to invest in advanced technologies, such as AI and machine learning, to improve their businesses.
When asked which resources they wished they had more access to, 63.8% of respondents pointed to growth capital.
Women indicated a stronger need for business operations training (51.2%) and financial planning resources (48.8%) compared to men (30.8% and 15.4%).
40% of business owners are seeking external financial advice and mentorship at least once a week to help with business decisions.
Almost half (49.6%) of respondents are proactively forecasting their business activity 6-18 months ahead.
“As e-commerce continues to grow rapidly, driven by increasing online consumer demand and technological innovation, it’s important to remember that capital constraints and access to growth financing remain persistent hurdles for many e-commerce business leaders especially at small and medium-sized businesses,” Noel Hillman, Chief Commercial Officer at Stenn, said in a release. “In this competitive landscape, ensuring liquidity and optimizing supply chain processes are critical to sustaining growth and scaling operations.”
With six keynote and more than 100 educational sessions, CSCMP EDGE 2024 offered a wealth of content. Here are highlights from just some of the presentations.
A great American story
Author and entrepreneur Fawn Weaver closed out the first day of the conference by telling the little-known story of Nathan “Nearest” Green, who was born into slavery, freed after the Civil War, and went on to become the first master distiller for the Jack Daniel’s Whiskey brand. Through extensive research and interviews with descendants of the Daniel and Green families, Weaver discovered what she describes as a positive American story.
She told the story in her best-selling book, Love & Whiskey: The Remarkable True Story of Jack Daniel, His Master Distiller Nearest Green, and the Improbable Rise of Uncle Nearest. That story also inspired her to create Uncle Nearest Premium Whiskey.
Weaver discussed the barriers she encountered in bringing the brand to life, her vision for where it’s headed, and her take on the supply chain—which she views as both a necessary cost of doing business and an opportunity.
“[It’s] an opportunity if you can move quickly,” she said, pointing to a recent project in which the company was able to fast-track a new Uncle Nearest product thanks to close collaboration with its supply chain partners.
A two-pronged business transformation
We may be living in a world full of technology, but strategy and focus remain the top priorities when it comes to managing a business and its supply chains. So says Roberto Isaias, executive vice president and chief supply chain officer for toy manufacturing and entertainment company Mattel.
Isaias emphasized the point during his keynote on day two of EDGE 2024. He described how Mattel transformed itself amid surging demand for Barbie-branded items following the success of the Barbie movie.
That transformation, according to Isaias, came on two fronts: commercially and logistically. Today, Mattel is steadily moving beyond the toy aisle with two films and 13 TV series in production as well as 14 films and 35 shows in development. And as for those supply chain gains? The company has saved millions, increased productivity, and improved profit margins—even amid cost increases and inflation.
A framework for chasing excellence
Most of the time when CEOs present at an industry conference, they like to talk about their companies’ success stories. Not J.B. Hunt’s Shelley Simpson. Speaking at EDGE, the trucking company’s president and CEO led with a story about a time that the company lost a major customer.
According to Simpson, the company had a customer of their dedicated contract business in 2001 that was consistently making late shipments with no lead time. “We were working like crazy to try to satisfy them, and lost their business,” Simpson said.
When the team at J.B. Hunt later met with the customer’s chief supply chain officer and related all they had been doing, the customer responded, “You never shared everything you were doing for us.”
Out of that experience, came J.B. Hunt’s Customer Value Delivery framework. The framework consists of five steps: 1) understand customer needs, 2) deliver expectations, 3) measure results, 4) communicate performance, and 5) anticipate new value.
Next year’s CSCMP EDGE conference on October 5–8 in National Harbor, Md., promises to have a similarly deep lineup of keynote presentations. Register early at www.cscmpedge.org.