650 million Indians are expected to be online by 2020, driving growth in the beauty and hygiene industry. Digital influence is rising, with 2/3rds of beauty and hygiene spending expected to be digitally influenced by 2020 and 20% of sales moving online. Digital households spend twice as much on beauty and hygiene products compared to non-digital households, and have higher penetration of new categories. FMCGs need to plot their digital transformation journey to leverage opportunities online while addressing challenges of measuring return on digital investments and creating experiential shopping experiences.
COVID-19 Fact Base and Potential Implications for Brazil - CompletoBain & Company Brasil
Nova versão do estudo que vem sendo publicado pela nossa Task Force local sobre #Covid19 confirma o cenário de platô para o Brasil e mostra os estados brasileiros continuando o movimento de concentração na zona de “risco controlado”, com ocupação das UTIs em torno de ~70% e com níveis de contaminação mais constantes.
#BainWebinar Next Generation Industrial Performance Post COVID-19Bain & Company Brasil
The document summarizes a webinar on accelerating industrial recovery from COVID-19 through operations efficiency. It discusses Bain's approach to digital transformation in operations, including developing a strategy, roadmap, mobilizing teams, and implementing technologies. It also provides an example of Bain's work with Fedrigoni Group to deliver a multimillion euro transformation of their paper and label operations through initiatives in various workstreams, leveraging data analytics and digital tools. The transformation achieved tangible results through improved efficiencies, continuous improvement culture, and digital capabilities.
A survey of 44 financial institutions found the following:
1) Over the next two years, most participants expect to significantly increase their use of new external data sources and internally developed advanced analytics techniques.
2) The top challenges to using innovative data and advanced analytics are assessing data quality and managing talent.
3) The majority of participants believe that assessing climate and ESG risks will be one of the biggest challenges for credit evaluation in the next 2-3 years.
New horizons in transportation: mobility, innovation, economic development an...McKinsey & Company
New technologies are creating opportunities across various asset classes. Six trends are driving changes: 1) assets will be operated and monetized in real-time through data and connectivity, 2) automation is accelerating and expanding, 3) consumers are shifting to new mobility options, 4) logistics demand speed and transparency, 5) cybersecurity risks are growing, and 6) assets must be flexible, resilient and sustainable for environmental changes. These trends could significantly impact transport, energy, water, waste, and telecom assets. Technology offers public benefits like economic savings, sustainability, and safety, while also creating private investment opportunities.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
COVID-19’s uneven trajectory has created a slower-than-expected rebound in urban travel worldwide. Some mobility modes, however, are poised to exceed pre-pandemic levels. BCG provides a breakdown of recovery levels in urban mobility by region and mode--and over time.
- Technology is creating significant economic value but is also highly disruptive to businesses and the workforce, with an estimated 25% of the Australian workforce substantially impacted and their tasks automated by 2035.
- Organizations face challenges related to shifting skills demands, changing employee expectations, and accelerating technology change. Leaders must prepare their workforce and organizations for these changes.
- A "bionic future" with enhanced human capabilities is possible if organizations focus on developing new skills, transforming talent management, and creating learning partnerships with their workforce. With a national "skills pathway" program, Australia can thrive in this new future of work.
BCG has launched its Telco Sustainability Index, designed to capture the four dimensions most relevant to a telco’s environmental strategy. The index tracks the company’s commitment to sustainability, its emissions intensity and that of its upstream and downstream partners, its elimination of waste, and its customer enablement.
Lifting the Barriers to Retail Innovation in ASEAN | A.T. KearneyKearney
The document discusses retail innovation in ASEAN countries. It notes that while ASEAN has over 600 million consumers and a $2.4 trillion GDP across 10 countries, the region lags global and regional competitors in innovation. Modern retail makes up less than 50% of ASEAN retail compared to 70-85% in developed markets. Private labels only account for 1-8% of ASEAN retail sales. E-commerce is growing but still below US and China levels. The report identifies four barriers to retail innovation in ASEAN - non-tariff barriers, access to talent, trade efficiency, and integration of innovators - and how to overcome them.
Chinese Internet Economy White Paper 2.0 - Decoding the Chinese Internet 2.0:...Boston Consulting Group
Now that China’s major online players have conquered the consumer space, they’re intent on, digitizing B2B industries and building platform-based businesses. China’s consumer internet is driving the development of the industrial internet, according to a new report by Boston Consulting Group (BCG), AliResearch and the Baidu Development Research Center. Comparing the development of China’s consumer internet and industrial internet with foreign markets for the first time, the report systematically reviews China’s internet players’ entrance into the industrial internet, revealing the unique digitalization path in China and its underlying causes.
The value of digitally influenced spending in emerging markets will approach $4 trillion by 2022, amounting to about 50% of all retail spending in Asia, Latin America, and Africa. But the dynamics will vary widely between markets, requiring B2C companies to “de-average” their offerings in order to succeed.
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
The document discusses the complex strategic environment businesses face due to ongoing global disruptions and economic uncertainty. It notes that navigating this environment requires leaders to develop dynamic perspectives on potential scenarios and opportunities. The best organizations turn ambiguity into opportunity by having a clear view of the challenges/opportunities in the world and an adaptable strategic plan. The document outlines some of the key disruptions, including geopolitical tensions, inflation, rising interest rates, supply chain issues, and shifts in consumer behavior. It also discusses how the economic outlook and impacts of these issues vary significantly across regions and sectors.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
What Does the Recovery of Demand for Urban Mobility Look Like Post-COVID-19?Boston Consulting Group
Based on a survey of 5,000 residents in china, the EU, and the US, BCG analyzed the likely recovery of demand in urban mobility following the COVID-19
outbreak. Ultimately—until a cure emerges—we expect we expect a major shift away from public transit toward private mobility modes, specifically private cars and bikes. But the magnitude of the shift will differ across the varied type of cities.
Unleashing Competitiveness on the Cloud Continuum | Accentureaccenture
Accenture reports how the cloud continuum creates a seamless technology & capability foundation that meets business needs now and in the future. Read more.
Employee Inspiration: How to Create Energy That Drives Better Customer OutcomesQualtrics
Engagement has become the new holy grail for satisfied employees and a key issue for business leaders. But what does it mean to be engaged? Bain & Company is redefining the employee experience with a system for building inspiration through productive team discussions, candid frequent feedback and an outer loop for addressing systemic issues. Inspired employees should be everyone’s priority to fuel customer loyalty and organic, sustainable growth. We will share the results from our latest study, describe the mechanisms required and the behaviors to aspire towards – all key ingredients of a customer centered Employee Inspiration system.
McKinsey - Covid 19 - Global Auto Consumer Insights - November 2020Martin Hattrup
The document provides insights from a November 2020 consumer survey conducted across several European countries regarding the impact of the second COVID-19 lockdown. Key findings include:
- The second lockdown is perceived as less challenging than the first, though French respondents feel most affected. Higher income respondents feel less impacted.
- New car purchase intent has dropped 13 points since September across EU markets. Used car intent is more robust with a 2 point decrease.
- Respondents plan to delay purchases and spend less on their next car, requiring more discounts. Mobility and aftermarket work have also decreased since September.
This document analyzes and compares the digital presence of three cosmetic brands: NARS, Clinique, and Perricone MD. It provides a SWOT analysis of the cosmetic industry in general. It then gives each brand's Digital IQ scores by category and overall, with NARS and Perricone MD scoring in the "Gifted" range of 110-140 and Clinique scoring in the "Challenged" range of 70-90. Clinique's scores were lowest across all categories measured.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
The document discusses 10 trends and disruptors in the digital beauty industry organized under 3 themes.
1) Online: Smartphone browsing has lower conversion rates, driving demand for information-rich apps and social media recommendations.
2) Stores: In-store retail focuses on enhanced experiences through digital tools, magic mirrors, wearables and 3D printing, and on-demand beauty services.
3) E-Commerce: Subscription models are growing for habitual purchases. Luxury beauty is thriving online. Grocery sales and CPG brands are increasingly moving to online channels.
Big data is getting bigger, creating more challenges and opening more opportunities for businesses. This McKinsey presentation argues that CMOs and sales leaders need to take 5 actions: harness their data, put data at the heart of the organization,
Bain & Company is a global strategic consulting firm established in 1973 with 49 offices worldwide and over 5,500 employees. It has a 31% market share and is ranked 4th among the top 15 employers. Bain provides consultancy services across various industries like financial services, healthcare, retail, technology, telecommunications, energy, and private equity. It offers services related to performance improvement, strategy, mergers and acquisitions, organization change management, IT, and customer strategy. Bain has a typical career progression where associates and consultants gain experience and take on greater responsibilities like case team leader, manager, principal, and partner roles.
This document summarizes key insights from a McKinsey presentation on customer journey analytics and big data. It finds that companies are storing large amounts of data but few know how to extract value from it. Analyzing customer journeys rather than individual touchpoints provides more predictive insights into customer satisfaction and churn. Mapping important customer journeys in an industry reveals opportunities to improve the customer experience and reduce costs. The presentation provides an example of a retail bank that identified ways to decrease service costs and improve customer satisfaction by analyzing its customer journey data.
Hay Group invites you to its signature global business event - the International Conference. Slated to be held in Shanghai this year, the theme of focus is "Leading Transformation". Stay posted for more details on the event!
Ask someone to name some management gurus and it’s a pretty safe bet that the name Bob Geldof won’t come top of their list. On the face of it, the rock star who sang about hating Mondays might sound like one of the most unlikely experts on management issues.
The document discusses the digital world of beauty and how consumer behavior and the industry are changing online. It notes that consumers are more active participants online through social media. This has resulted in a loss of brand control but also new opportunities to engage with customers. Popular beauty bloggers now influence customers more than magazines. The engagement pyramid shows different levels of online participation from passive to active. Innovation in mobile apps, augmented reality, and social commerce are shaping the future of the beauty industry online.
Beauty brands “spend obscene amounts on content marketing to stand out.” Which brands spend most wisely? sQills’ CONTENT SELLS BEAUTY is featuring 5 Out of the Box Content Marketing Cases in the Beauty Industry with Outstanding ‘On Budget Effectiveness’.
The document outlines several natural beauty trends for spring/summer 2016, including a rise in simple skincare appealing to consumers with sensitive skin, ingredients like matcha and manuka honey, and minimalist organic packaging. Other trends discussed are anti-pollution skincare addressing environmental damage, growing vegan and Korean beauty influences, the continued popularity of sheet masks and essences, and natural insect repellents made from essential oils.
Digital Beauty Retail: Top players and strategiesMihai Dragan
The document provides an overview of the top players and strategies in the fast-growing digital beauty retail market. It discusses how brands like Amazon, Sephora, Beauty.com, ASOS, and Boots use approaches like loyalty programs, content marketing, and omnichannel experiences to engage customers. It also profiles direct brand sites from L'Oreal, Bare Escentuals, and Avon that are shifting to ecommerce models and building online communities. The strategies analyzed aim to increase market share and customer loyalty in the competitive digital beauty space.
The document discusses trends in the global beauty market and the convergence of beauty and technology. It notes that the global beauty market has grown steadily over the past decade to $239 billion in 2014, with Asia-Pacific making up 35% of the market. It then outlines 15 emerging trends in digital beauty, including facial mapping, magic mirrors, color matching apps, social media influencing, at-home devices, genetic testing, biotech applications, 3D printing of cosmetics, and on-demand beauty services. The trends reflect the growing intersection of beauty, science, and mobile/digital technologies.
PDI Ninth House provides leadership development solutions to help organizations develop leaders at all levels. Their approach uses engaging online learning combined with classroom application to deliver a blended learning process that is more effective and can reach entire organizations. Their solutions are customized to address specific business challenges like leadership development, talent retention, and adapting to change. PDI Ninth House uses world-class faculty and content combined with innovative delivery methods to provide measurable results for clients in terms of behavioral change, cost savings, and organizational performance.
Presentation: Social media: The 5 stages to acceptance
Presented by: Barr Seitz, Director of Digital Publishing and Marketing, McKinsey & Company
Like any technology, social media has gone through its own evolution from confusion to acceptance. But the unique properties of social - instant feedback, lack of control, massive "blast radius" potential - have made this journey more visceral and high profile than other trends. Barr Seitz explores what that journey looks like, drawing on examples and sharing lessons learned.
www.bdionline.com
Este documento resume la industria del transporte aéreo en 2006, incluyendo sus características, momentos importantes y competidores clave. También analiza cómo la llegada de Internet transformó la industria de los viajes a través de sitios web directos, agregadores, metabuscadores y el marketing en motores de búsqueda como Google, Yahoo y MSN. Finalmente, presenta desafíos y estrategias para optimizar el rendimiento de las campañas de SEM de una aerolínea.
Listen to an experienced, global panel of insurance professionals present, discuss and answer your questions on the theme of “AI & Machine Learning”.
Brought to you by The Digital Insurer and sponsored by KPMG.
Improve your organization's reach using Google Ad Grants and AdWords Lauren Wenner
The document discusses how nonprofits can use Google Ad Grants and Google AdWords to improve their organization's reach. It provides an overview of Google Ad Grants and AdWords, explains why search is important, and gives tips on setting up an AdWords account including campaign and ad group structure, keywords, ad copy, and targeting. It also presents a case study of how DonorDrive helped Children's Miracle Network Hospitals improve results from their Ad Grants program.
The Connected Beauty Consumer Report by Google, WPP, & KantarSocial Samosa
Google, Kantar, and WPP today released a report of a joint study on the beauty and personal care industry in India, with findings that showed a paradigm shift in how consumers shop, with increased digital influence, dynamic content, robust creator ecosystem, and growing online sales.
Decoding Digital Impact in FMCG - Google & BCG Study 2017 - Deck.pdfSnehal Samant
The document discusses the growing influence of digital media in India and its implications for FMCG companies. It notes that India's internet user base is expected to surpass 650 million by 2020. Time spent on digital media is now equal to time spent watching TV. Video, vernacular, and views content are growing significantly. Consumers are increasingly searching for solutions and recommendations in their local languages. Digitally influenced FMCG spending in India is projected to reach $45 billion by 2020, significantly more than e-commerce. However, FMCG companies have been slow to shift advertising budgets to digital. They need to develop new strategies and capabilities to leverage digital across the consumer journey.
The document provides an overview of the customer perception report for the D2C beauty and personal care market in India in 2021. It highlights that the Indian beauty and personal care market is expected to reach $37.2 billion by 2025 growing at a 12.5% CAGR. Traditional players are now being challenged by new-age D2C brands. The key drivers for online purchase of beauty and personal care products are the effects on skin and product fragrance, while price is not a major factor. The report also analyzes customer perceptions of various D2C brands and lists notable investors backing Indian D2C brands in the beauty and personal care space.
(101) a revision on digital marketing emerging trends ah authorsHariharanAmutha1
Digital marketing is growing rapidly in India. A survey found that 190% of respondents had knowledge of digital marketing and found online information to be excellent. The most common reasons for choosing digital marketing were the wide variety of products (65%) and easy buying procedures (55%). The study suggests that digital marketing has a positive impact and is most popular among males aged 26-36 who earn Rs. 10,001 to Rs. 20,000 per month. Recommendations include improving technical aspects, collecting customer feedback, and creating more awareness of digital marketing.
Festive shopping digital commerce research-WATInsights Report 2021Social Samosa
The report ‘Digital Commerce in India - Festive season shopping’ provides consumer and business insights to its audience and explores the components of digital commerce in India.
This document summarizes a study on emerging digital marketing trends in India. It analyzes data collected from 200 respondents regarding their usage of and attitudes toward digital marketing. Key findings include:
- 90% of respondents were male, with most between 16-36 years old.
- Nearly all (190%) had knowledge of digital marketing, with 125% rating online product/service information as "excellent."
- Employees and those earning Rs. 10,001-20,000 monthly were most likely to purchase items online.
- Respondents generally had positive perceptions of online shopping's benefits like discounts, delivery, and time savings.
China’s rise as a global leader in ecommerce has been nothing less than stunning. This year, online retail sales are expected to swell to $1.5 trillion, representing a quarter of China’s total retail
sales volume, and more than the retail sales of the ten next largest markets in the world – combined.
The power of Chinese e-consumption is unstoppable despite the slowing economy and is estimated to reach 9.6 Trillion RMB by 2020. This sheer magnitude alone is the main reason why we are now taking a spotlight on China’s E-commerce industry.
Consumer behaviour and advertizing trends reportAshutosh Tyagi
This document discusses consumer behavior and advertising trends in the US consumer packaged goods industry. It notes that consumers are spending more time at home due to the recession, becoming more involved with brands. They are also increasingly concerned with environmental sustainability and transparency from brands. The use of mobile devices is growing for various purposes. The document then outlines advertising trends, including strong growth in internet, mobile, and video advertising. It notes that while digital spending is growing for CPG companies, they still lag other industries. Finally, it predicts that mobile platforms will overtake display ads and gaming may emerge as a strong brand-building medium.
New horizons in Retail by Patryk Powierża.pdfpatryk48
The document discusses several new horizons in retail, including the rise of online shopping and phygital experiences, changing flagship store models, the growing retail media landscape, and increasing automation. It notes that the pandemic accelerated e-commerce growth while physical stores still provide value when integrated digitally. Influencers are emerging as new "flagship" retailers through social commerce. Meanwhile, retail media is becoming more competitive as Amazon, Walmart, and other retailers grow their advertising businesses and challenge Google/Meta dominance. Automation is also expanding through technologies like robotic shopping assistants, couriers, and warehouse workers.
1) Cross-border ecommerce is growing much faster than domestic ecommerce, with cross-border growth expected to be 5 times that of domestic from 2016-2020.
2) Emerging markets like Latin America and Africa are seeing huge growth in internet users and incomes, creating new consumers and spending power.
3) While most consumption still occurs in advanced economies currently, future spending is expected to shift more towards emerging markets, younger consumers, and urban areas as those populations grow and become wealthier.
4) For companies to succeed in cross-border sales, they must understand the characteristics and preferences of their target customers, including differences in demographics, geography, and psychographics between markets.
The global beauty and personal care market is expected to reach $528 billion in 2020, with personal care as the largest segment. The market is projected to grow annually by 5.2% from 2020-2023. China, the US, Japan, India, and Brazil are the top five markets. Data from Alibaba.com shows the beauty industry has high growth potential but relatively low supply. Key categories like wigs, skin care, and cosmetics present opportunities for suppliers. Developed countries in Europe and the US account for the majority of business opportunities on Alibaba.com.
New horizons in Retail by Patryk Powierża.pdfpatryk48
The document discusses several trends impacting the future of retail, including:
1. The rise of online shopping and phygital experiences that blend physical and digital. While e-commerce grew during the pandemic, physical stores still provide value for customer acquisition and sales.
2. Influencers and creators are becoming the new "flagships" as people increasingly turn to social media for shopping recommendations and discovery.
3. New entrants like Amazon, Walmart, TikTok, and others are disrupting the digital ad market and challenging the Google/Meta duopoly. Retail media is a growing new battlefield.
4. Automation technology is becoming more advanced and affordable, with robots taking
1. Omni-channel marketing is necessary for brands in China due to the collision of e-commerce and brand building in the large Chinese market where consumers make frequent online purchases but are also developing brand loyalty.
2. The consumer segment targeted by omni-channel marketing includes Chinese millennials who favor experiences that allow self-expression and trust recommendations from friends over brands. They are also strong influencers of friends and family and take actions offline based on what they read online.
3. Designing brand experiences for omni-channel marketing should leverage big data insights about millennial social and spending habits to drive social e-commerce and make social content a key factor in brand preference and buying decisions.
The presentation highlights how Covid-19 (Corona Virus) has impacted Global Ecommerce. It talks about Customer Sentiments, The categories that have performed well, and the categories that have declined during this period. The presentation also shares how industries have come together and offerings different offers to the community.
Digital Powers Consumer Durables: A $23 billion Opportunity by 2023Social Samosa
Capturing the growth of digital influence and key consumer insights in the consumer durables sector in India, Boston Consulting Group (BCG) and Google India released a report, ‘Digital Powers Consumer Durables: A $23 billion Opportunity by 2023’. Projecting a healthy growth rate for Consumer durables (Televisions, Refrigerators, Washing Machines, Air Conditioners, Microwaves, Water Purifiers & Small Kitchen Appliances), the report states that overall Industry will see a growth of 13% to reach $36Bn by 2023.
China's consumers are undergoing a transformation as the economy grows. While still confident, consumers are living healthier, more environmentally friendly lives and seeking sustainable products. The post-90s generation, born in the 1990s, is becoming a key driving force, accounting for over 20% of consumption growth by 2030. They are more open to trying new things and value health, practicality, and environmental friendliness in products. Both local and foreign brands are important to Chinese consumers, though local brands have increased market share in recent years. Companies must localize to the Chinese market to succeed.
Fast Moving Consumer Goods (FMCG) Summit Issues and Opportunities - FMCG Ind...Resurgent India
Fast Moving Consumer Goods (FMCG) Summit Issues and Opportunities - FMCG Industry Overview(Recent Trends ) - Part - 3
Foreign investments in this sector have grown gradually to reach the current size. FDI in the FMCG sector accounts for approximately 3% of the nation’s total FDI inflows between April 2000 and May 2015.
This document discusses the future of premium content delivery and managing customers in the digital economy. It notes that by 2020, there will be 12 billion mobile users and 24 billion total connected devices. It emphasizes that content providers must aggregate large audiences, have compelling content to drive subscriptions and advertising revenue, and make the customer experience easy. Four key trends - mobile, cloud, social media, and big data - will drive 80% of IT industry growth and force companies to look beyond traditional models to all devices. Media companies must focus on building their business rather than just running infrastructure.
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在线观看最新电影《我才不要做你朋友呢》在线观看。
关于世事无常,关于命运的波折,关于生存的不易与养育的艰难,这部电影深刻触动了我的心弦。两位平时习惯隐藏敏感情绪的角色,常以幽默和淡定掩盖内心的波澜,但在关键时刻,他们都袒露了真实的情感。
这是一次生死相隔的穿越对话,因为在女儿的世界中,父亲早已因癌症去世。女儿独自承受生活的种种压力,而在这一刻,她只想靠在父亲的肩膀上痛哭一场,宣泄所有的委屈与不安。
另外,还有男生陈君何在最后时刻的“情感反转”。这位一开始被认为是“渣男”的父亲,最终被发现是为了心爱的女孩勇担责任的“勇士”。陈君何在影片中始终用调笑的态度,说着最深情的话,让人心生感动。
一切都在戏谑中完成,却丝毫不减深情。电影通过这种方式,让观众在欢笑中感受到了人生的无常与情感的深厚。
没想到前期让我笑出眼泪的片子,后半段却让我哭红了眼睛。吵吵闹闹的家庭,真是这世间最温馨的存在;曾经最想逃离的母子关系,如今却是我最怀念、最想去拥抱的亲密关系。只有走近对方,才能看清彼此的心,了解这一切的前因后果,然后勇敢去爱,迈向彼此都幸福的未来。
特别建议大家带着自己的好朋友、伴侣、父母来观影,因为这部片子提醒我们,世间纷纷扰扰,有疼爱我们的人,我们才能做那个无忧无虑的小孩。感谢那些始终支持我们、疼爱我们、始终站在我们身边的人啊!
电影用幽默的方式讲述了关于生活的艰辛与温情,关于家庭的牵绊与支持。这部片子不仅让我们笑中带泪,更让我们明白,珍惜眼前人,才是最重要的。无论生活多么无常,命运多么波折,只要有爱,就能找到幸福的方向。
所以,带上你最亲近的人,一起走进影院,体验这场笑泪交织的情感之旅吧!相信你们会在电影中找到属于自己的感动与共鸣。
Due to the rapid development of society, habits, thinking patterns, and moral concepts are constantly evolving, causing intergenerational conflicts and communication to become increasingly relevant and anxiety-inducing topics among young people.
Previously, Jia Ling's "Hi, Mom" resonated widely, achieving a staggering box office success of 5.4 billion RMB. The latest film "I Don't Want to Be Friends with You" (hereinafter referred to as "Making Friends") similarly explores parent-child conflicts. After a miraculous time travel, the daughter, along with her mother during her teenage years, experiences life's ups and downs and emotional twists. Initially distant, three generations come together to communicate, observe, and support, leading to mutual understanding and a clearer self-identity.
“你要真為她好,你就別總想着去改變她。你覺得怎樣才是好的不算數,要她覺得好才是好。”真是至理名言!青銅和進步起初都在用自己的方式“為對方好”,但了解事情全貌後,才恍然大悟:原來對方一直在,原來只要擁有彼此就夠了啊!傾聽和陪伴才是我們努力去做的,一家人整整齊齊坐在一起吃餃子��是最幸福的事兒~不要對身邊的人有太多苛責,不要讓誤會阻隔彼此想要靠近的心,人生已然那麼多波折,何不像片中“破銅爛鐵”樂隊那樣恣肆而活?
來鐵原這一趟,進步認識了太多小夥伴,東北大碴子味的青春滋味是那麼別緻,從來沒有過朋友的進步收穫了太多友情和感動,而我也得以重溫我的高中生活。雖然片中冰天雪地,但是人心是熱騰騰的,有平常嚴厲但關鍵時刻總為我們考量的老師,有為我們打掩護的熱心同學,還有最最恐怖的家長會!片中不僅服化道用心,細節也做得很到位,尤其是學生心理的揣摩。哪怕是學習頂好的人,也會對請家長心有餘悸,拼命想要逃避,而這也牽連出一系列啼笑皆非的事情。青春就是這樣吧,猝不及防,讓人心慌,卻無所畏懼,笨拙地予以回應,不怕撞南牆。勇敢無畏,是我們青春共同的底色。這一趟奇遇,讓我們和青春撞個滿懷,無悔這份純粹的心境~
別忘了,當你在外面闖的時候,家裡永遠有人為你托底!那就是我們的父母,刀子嘴豆腐心的母親,敢怒不敢言的父親,他倆的模式可能是我們很多家庭的真實寫照。他們平凡,但卻為我們傾其所有。不圖大富大貴,只求我們平平安安。我特別喜歡片中旋轉沙發和穿越時空的父女對話情節。有這樣包容心和同理心的父母,不就是我們為人子女最寶貴的財富嗎?教育和成長的命題很沉重,但片中用輕鬆的節奏來進行深入探討,可謂巧妙而有趣~
The heartfelt father-daughter relationship portrayed by Jia Bing and Chen Haoyu as adult Li Jinyu is particularly tear-jerking. The scene where they sit together on a sofa across time and space is deeply moving. 《我才不想做你朋友呢》在线观看。香蕉影视免费播放全网最高清电影,在线观看最新电影在线看
The mother-daughter storyline is equally heartwarming. Li Jinyu, true to her name, always hopes her mother will study hard, excel in the college entrance examination, and lead a different life, providing them both a better life. In reality, her mother sacrifices a promising future for the unborn child. Both acts stem from love, with the daughter willing to forego existence to give her mother a better choice, while the mother accepts and gives her all for her unexpected child. This reciprocal love is profoundly moving.
Top 50 Telephone Conversation Sample Examples For IT Industries.pdfKrishna L
The "Top 50 Telephone Conversation Sample Examples For IT Industries" offers a comprehensive set of scripted dialogues illustrating typical interactions in IT settings. Covering technical support, customer service, sales, and more, these examples provide practical scenarios for handling software issues, sales inquiries, training requests, security concerns, and software upgrades. They are designed to help IT professionals effectively manage phone conversations, ensuring efficient problem-solving and customer satisfaction in various IT industry roles.
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This presentation about Software Defined Networking including Understanding the problem, Traditional network vs. SDN,Basic Concepts,Role of OpenFlow Protocol
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2. Executive Summary
650M people online by 2020; rural, women, mobile to be growth drivers
Online: Rise of the 2nd India
B&H to be ~$17Bn (2020); 2/3rd sales digitally influenced; 20% sold online
Beauty & Hygiene: The future is digital
Digital households spend 2x vs non-digital; Emerging category penetration 2-3x
Digital households: Leading the way
Established business models are being disrupted. FMCGs yet to tap digital full
potential
Attention! Disruption ahead
Plot your digital transformation journey – what are your no-regret moves
The time is now, get ready for a long ride
Leverage digital differentially to accelerate growth
Digital Influence: On the rise
3. ~350M
650M
India is moving online…
200M+
Women
250M+
Rural Users
200M+
Screenagers
90%+
On mobile
BY 2020, INDIA WILL ADD ~300M NEW
INTERNET USERS = POPULATION OF USA
2015 2020
40%
transacting
online
Source: Adding to Cart (Bain-Google Study, 2015)
4. with consumers spending more time on internet
50%
online at least once a day1
1/4th
online while watching TV
1.5x
time spent on smartphones vs. TV2
Note: 1Refers to total surveyed population, N = 5000 – Consumer Barometer 2015; 2N = 4000 smartphone users - Ercisson Consumer labs survey
Source: Consumer Barometer 2015
5. FMCG expected to witness high Digital Impact
8-10%
FMCG sales
to move online*
* By 2020. Revised upwards from the previous estimate
Source: Adding to Cart (Bain-Google Study, 2015); Bain analysis
1/3rd
($35Bn) FMCG spends
to be digitally
influenced
6. with Beauty & Hygiene to be doubly impacted
~$10Bn
~$17Bn
2015 2020
CAGR
10%
2/3rd
($11Bn) B&H spends to be
digitally influenced
20%
($3Bn) B&H sales
to move online
10%
(130M) Indians to buy
B&H online
Source: Bain analysis
7. 2x
Spend vs
Non digital Households1
2-3x
Penetration vs
Non Digital Households
Spend more on
Established categories
Are early adopters of
Emerging2 categories
Digital households are 2x more valuable for B&H
Note: 1Total spend per digital HH on a basket of 20 FMCG categories vs Non digital HH; 2Face wash, Hand wash, Deo specific examples
Source: IMRB Kantar Worldpanel 2015; Bain Analysis
8. Rising digital influence evident in high share of searches
Source: Google Search data from Jan-Dec 2015. Growth rates are for growth in search volumes in Oct-Dec 2015 over 2014
Apparel and
accessories
24%
Mobile
phones
17%
Beauty and
personal
care
14%
Consumer
electronics
10%
Share of shopping searches (2015)
28% 7% 33% 25%Growth
rate
3rd largest in shopping searches and growing the fastest
9. And rising demand for beauty video content
5X
increase in YouTube
viewership,
10x increase in
vernacular content1
DIY &
Easy/Quick
videos most popular
on YT
95%
of global YouTube
content owned by
Beauty creators, not
brands
Note: 1 Increase in viewership over 2 years (2015 over 2013)
Source: YouTube viewership data from Jan-Dec 2015; Beauty on YouTube 2015 (YouTube Pixability study)
10. Source: Consumer Barometer 2015
The consumer journey is increasingly moving online
89%
25%
3%
Hair Care
1 out of 4
93%
64%
33%
PLANNING THE
PURCHASE
RESEARCHING
ONLINE
BUYING ONLINE
1 out of 8
2 out of 3
1 out of 2
11. Source: Google Search data from Jan-Dec 2015
41%Hair Care
Skin Care
Makeup
Male
Grooming
24%
19%
12%
Share of B&H searches
(2015)1 Branded Share Top Searches
1/6
2/5
2/3
2/5
hairstyles
hair loss
fairness
skin care
bridal makeup
eye makeup
shaving styles
hair removal
Note: 1 3% oral care and 2% feminine hygiene
With category-specific nuances
12. Note: Positions within a specific quadrant are representative
Source: IMRB Kantar Worldpanel 2015; Bain Analysis
Digital can be differentially leveraged to unlock growth
High
Brands/productsSearches
Penetration
HighLow
Drive adoption Drive Premiumization
Educate Maintain Saliency
Facewash
Mouthwash
Depilatory Sanitary
products
Handwash
Hair Color
(Creme)
Deos Shaving
ShampooSkin Cream
Hair Oil
Color
Cosmetics
Toilet
Soaps
Toothpaste
Talcum
Powder
Use digital to …
13. Online purchase becoming important for both regular
and premium categories
Source: Based on insights shared by an online grocery retailer and a beauty ecommerce player
Who
How
much
What
Why
Regular B&H
categories
Premium B&H
categories
~65% women;
75% under 35
80%+ women between
22-35 years
>50% of bill volume,
~25% of average basket
value (ABV)
~4x ABV
of Regular B&H
Personal Wash
Shampoo
Oral Care
Cosmetics
Fragrances
Skin Care
Convenience
Deals
Assortment
Information
Assortment
Genuine
14. Brand building
by co-creating on digital
Joint NPD and promotion
with vloggers
5 months from concept to
launch
Building trust, solving for
‘touch and feel’ via online
Seamless integration
of online and offline
Discovering new ways to
connect
High quality, personalized
shopping experience –
offline and online
Using data
to power growth
Comprehensive data
collection and application
Digital for marketing,
inventory, payment
Note: Nyx – US based cosmetics brand; Sephora – French based cosmetics retailer; Jahwa – China based skin care co
Digital is disrupting established ways of doing business
15. Indian FMCGs are gearing up to address this fast–
paced change
E-COMMERCE SALIENCE: ~3%
Note: 1Illustrative, data for sample set of leading CPG Cos in India with material presence in Beauty and Hygiene
2014 2015
~1-2%
~2-3%
For lead
categories such
as makeup
~6-8%
DIGITAL SPEND: UP BY ~2X
Salience of online1 Spend on digital (% of total ATL1)
Adding to Cart 2015
~5%
~8-10%
16. And looking for solutions to address concerns
DIGITAL ROI SHOPPER EXPERIENCE THE DIGITAL ORG
“The biggest problem with
Digital spend is that there are
no ways to measure its
effectiveness.”
BU Head, leading FMCG
Ad Effectiveness Tests
Sales Impact Tests
YouTube Brand Lift
Survey
user-
generated
content
educating
customers
Consumer Insights
Brand building
Fulfilment
Source: CPG Co interviews; Bain analysis
“Beauty categories pose the
limitation of touching and
feeling the products before any
purchase is made.”
CEO, leading Personal Care FMCG
“Currently, Digital is synonymous
with E-Commerce. CPGs should be
thinking about Digital more
expansively”
ED – Personal Care , leading FMCG
17. FMCGs must plot their digital transformation journey,
begin with no regret moves
Beginner Intermediate Expert
Online marketing
and sales system
Consumer-led co-
creation
Integrate online
and offline
Marketing and
CRM
Channel
R&D & Supply
chain
Online feedback for
upgrades
Real time design
Flexible supply chain
C2B
Digital branding Digital store
Online communities
KOL marketing
Consumer created
brands
Isolated
Own site
Integrated DCs
Social eCommerce
Store level integration
Exclusive Synchronized Early online release
Online stores
Portfolio, pricing
Inventory
Online BTL
Digital
transformation
journey
3P sites
Source: Bain & Company
18. The Bain Brand AcceleratorSM is a proven approach
that can help companies realize digital’s full potential
STOP AND
RETHINK
CHOOSE WHERE
TO FOCUS
DEFINE
SUCCESS
RE-ALLOCATE
RESOURCES
DELIVER &
SUSTAIN
CHANGE
• Digital’s
impact based
on actual
consumer
behavior
• Seamless
online and
offline
experiences
• Sources of
digital
differentiation
• Clarity on how
digital fits
within the
brand’s
strategy
• Shift media
spends –
follow your
consumer
• Invest in
technology/
IT/ Analytics
• Integrate
digital across
the value
chain
• Invest in new
capabilities
and
partnerships
Uncover
category’s
digital truths
Wisely choose
the digital
battlefields
Ensure digital
reinforces
brand
strategy
Budget for
digital
Organize
around
consumers,
not screens
Overall
approach
Implication
for Digital
Source: Bain & Company