Investment Rating - The report does not explicitly provide an investment rating for the sporting goods industry, but it indicates a cautious optimism among executives, with 44% feeling optimistic about 2025 [29][70]. Core Insights - The sporting goods industry has maintained a growth rate of 7% annually from 2021 to 2024, but this is expected to slow to 6% from 2024 to 2029 due to economic challenges and cautious consumer behavior [29][70]. - The report highlights the dual agenda of companies focusing on both profitability and revenue growth amidst a challenging environment [29][70]. - A significant opportunity exists in addressing the 1.8 billion people globally who do not meet the World Health Organization's recommended activity levels, representing a market potential equivalent to twice the adult population of India [33][36][48]. Summary by Sections Executive Summary - The sporting goods industry faces a challenging environment with a projected annual growth rate of 6% from 2024 to 2029, influenced by economic factors and consumer caution [29][70]. - Despite challenges, 44% of industry executives express optimism for 2025, indicating a cautious confidence in navigating opportunities [29][70]. Key Themes - The industry is experiencing a shift in consumer behavior, with a growing divide between active and inactive consumers, creating both challenges and opportunities for brands [37][39]. - The rise of challenger brands has led to a market share reshuffle, with established companies like Adidas and Nike losing ground to new entrants [39][52]. - The demand for live fitness experiences has surged, with 81% of consumers participating in live fitness classes, indicating a shift towards community-oriented fitness solutions [42][53]. Market Dynamics - The report emphasizes the need for companies to balance revenue growth with productivity improvements in response to a cautious consumer landscape [70][75]. - Geopolitical uncertainties and potential tariff increases pose significant risks, necessitating strategic adjustments in supply chain management [72][88]. - Sustainability remains a priority, but the focus has shifted due to external pressures, with only half of executives prioritizing sustainability compared to two-thirds the previous year [89][90].

Core Insights - The report analyzes economic empowerment across 120 economies, representing 90% of the global population, categorizing them into low, middle, and high-income groups based on GDP per capita thresholds [1][2][3] - The empowerment line is established to estimate the proportion of the population living below this threshold, which is based on the costs of essential goods and services necessary for a decent standard of living [2][3][5] - The analysis emphasizes the importance of stable employment and adequate wages as key factors for achieving economic empowerment, particularly in low and middle-income countries [7][8][9] Economic Empowerment Analysis - The study defines low-income countries as those with a GDP per capita below $5,000, middle-income countries between $5,000 and $20,000, and high-income countries above $20,000 [1] - It highlights that the cost of empowerment varies by country due to differences in production costs, profit margins, and the effectiveness of subsidies and social welfare programs [2][3] - The report utilizes data from the WageIndicator Foundation to estimate the costs associated with providing basic needs such as nutrition, housing, and healthcare, which collectively account for 80% of the empowerment basket [8][10] Methodology and Data Sources - The report employs a methodology that includes analyzing labor market indicators such as labor force participation rates, unemployment rates, and the proportion of stable employment with adequate wages [8][9][19] - It also discusses the significance of tax and transfer payments in reducing poverty and income inequality, although the focus remains on the private sector's influence [5][11] - Statistical methods are used to identify outliers and establish minimum cost lines for empowerment baskets across different income groups [10][12] Cost-Benefit Analysis - The report introduces the cost impact ratio, which compares the total costs incurred by companies in empowerment initiatives to the benefits generated [11] - It suggests that improving affordability can lead to full empowerment of the population, emphasizing the role of private sector initiatives in achieving this goal [13][14] - The analysis indicates that companies targeting individuals with empowerment potential can improve their cost-effectiveness in these initiatives [11][12]

金融服务实践 为了从AI中获得实质性价值，银行需要超越实验阶段，对关键业务领域进行 转型，包括通过多智能体系统重新构想复杂的业务流程。 关于 AI 的力量已经写了很多 ， 包括生成 AI (gen AI) ， 改造银行业 超越推动下一 次自动化浪潮，AI 有望使银行变得更加智 能、高效，并更能实现强劲的财务表现。 帮助查明哪些贷款可能会变坏 ， 使银行能够 采取措施干预和支持客户。 实现 AI 在银行业的承诺 从银行业的人工智能中提取价值 ： 重新连接企业 2 Web <2024> Exhibit 6 < Ai in Banking > < 8 > 附件 < 6 > 手动编排和执行 支持 AI 的编排和执行 — 建立平台运营模式 汇集了合适的人才、文化和组织设计。 除了提高生产率之外 ， 多智能体系统的使用可 以构成更多参与的基础 为了大规模构建AI能力，需要在整个技术 栈中进行投资，包括以下关键子层（见图7 ）： — 为 AI 可以创造的价值设定一个大胆的银 行愿景。 领先银行对人工智能的作用持有 广阔的视野，不仅将其视为成本效率提升的 驱动器，还视其为增加收入和显著改善客户 及员工体验的方式。 工具（参见 ...

McCANN WORLDGROUP 2011 2 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 Silent Generation Ages: 79+ Baby Boomers Ages: 60-78 GEN Xers Ages: 44-59 Millennials Ages: 28-43 GEN Z Ages: 16-27 GEN Alpha Ages: 0-15 张爱玲 (1920) | --- | --- | --- | --- | |-----------------------|-------|--------------------|--------| | | | | | | | | | | | | | | | | A FUSION OF | | TAP INTO | | | 1 VIRTUAL AND REAL | 2 | INVESTIGATIVE MODE | | | | | | | | 3 UNLEASH CREATIVITY | 4 | THINK | BEYOND | | TO POWER THE | | GENERATI ...

McKinsey 2024年11月 中国市场简报 中国消费: 不确定 环境中的增长势头 Daniel Zipser（泽沛达），全球资深董事合伙人，亚洲零售与消费品业务负责人 自上一篇《中国市场简报》发布以来，特别是9月24 日政府出台一系列经济刺激举措之后，中国消费势 头正持续增强。 一年一度万众期待的"双十一"购物节于11月11日收 官，这期间的销售成绩远超业界预期，行业领袖们 为此大受鼓舞，振奋了对消费回暖的信心。 虽然"双十一"表现出彩，但过去这一年里，商业和消 费者信心持续低迷，由此带来的不确定阴霾仍旧萦 绕在中国经济及消费前景上空不散。对于政府已出 台的一揽子经济刺激举措是否足以增强流动性，重 振疲软的房地产市场，进而带来增长，市场亦存在 不同看法。 尽管经济刺激举措效果如何尚需时间验证，但已有 多项指标显示，消费者和商业信心自政策发布后已 明显回升。股市已经复苏，过去两个月里，沪深 300 指数上涨约 20%。更关键的是，对30个大中城市每 日交易数据的分析显示，10 月和 11 月上半月的商品 房交易量小幅增长2%，这是今年以来这一关键指 标首次出现正增长（见图1） 。 中国消费：不确定环境中的 ...

Group 1 - The report emphasizes the renewed focus on the BCBS 239 standards, which were originally established in 2013, presenting new challenges and opportunities for banks in Europe and the United States [2][5][9] - Compliance with BCBS 239 requires a structured approach driven by senior leadership, as many institutions still struggle to achieve full compliance despite increasing regulatory pressures [6][7][9] - The report highlights that only two out of 31 Global Systemically Important Banks (G-SIBs) fully comply with the standards, indicating a significant gap in compliance across the industry [9][27] Group 2 - The report outlines five core beliefs and ten key lessons for banks to adjust their approach to BCBS 239, emphasizing the importance of integrating risk management with business objectives [12][14][18] - It suggests that banks should prioritize key information and take immediate action to mitigate significant risks, starting with critical regulatory reports and management metrics [13][19] - The report advocates for the use of generative AI tools to accelerate compliance efforts and improve data quality, highlighting the potential for significant value creation through enhanced efficiency [16][25] Group 3 - The report stresses the need for banks to establish a clear data domain framework to organize data effectively, including elements such as authorized sources and control measures [20][21] - It emphasizes the importance of transparency and trust in relationships with regulators, recommending structured communication and regular progress reporting [21][24] - The report notes that banks should maintain a balance between short-term and long-term planning, ensuring that immediate regulatory requirements do not overshadow broader data management goals [23][25]

更多一手调研纪要和研报数据加V：shuinu9870 — greater availability of simplified tools for data management and an increase in data source availability and robustness in terms of data quality and volume of data points, potentially through improved data services — continued standardization and improvements in underlying technologies across the ML/AI software development life cycle (for example, model development, deployment, and monitoring) — organizational adoption and awareness to improve— making the technology more broadly ...

更多资料加入知识星球:水木调研纪要 关注公众号:水木纪要 The economic potential of generative AI The next productivity frontier June 2023 ...

Investment Rating - The report does not explicitly provide an investment rating for the hydrogen industry Core Insights - Hydrogen and its derivatives are expected to play a central role in decarbonization, with global trade being crucial for adoption [3] - The analysis indicates that the cost of renewable hydrogen (LCOH) has increased by 30% to 65% compared to the previous report, driven by higher capital expenditures and renewable energy costs [7][10] - By 2030, demand for clean hydrogen could reach over 40 million tons per annum (MTPA), with long-distance transport capabilities being essential [7] - The report highlights that by 2050, clean hydrogen demand may grow to 375 MTPA, with significant portions transported over long distances [7][10] Summary by Sections Introduction - The report emphasizes the evolving landscape of the hydrogen industry and the necessity for increased efforts to meet decarbonization goals [3] Analysis Methodology - The findings are based on advanced analytical models that optimize trade routes and demand scenarios across various regions [4] Key Messages - Current growth rates in hydrogen absorption are insufficient to meet net-zero trajectories, necessitating urgent action to unlock investments [7] - The report outlines that by 2030, production cost disparities could reach 15 times between the lowest and highest cost regions [8] Demand and Supply Dynamics - The report discusses the expected strong growth in hydrogen demand, influenced by regulatory changes and geopolitical factors [9] - It notes that by 2050, the total investment related to hydrogen could reach approximately $8 trillion, with annual investments of about $70 billion required for transport and conversion infrastructure [8][18] Cost and Technology Considerations - The report identifies three key factors influencing hydrogen production competitiveness: LCOH, the speed of CCS deployment, and regional investment attractiveness [15] - It highlights that even with high natural gas prices, low-carbon hydrogen remains competitive [28] Policy and Regulatory Impact - Recent policies in the U.S. and Canada are expected to enhance the economic viability of clean hydrogen production [12][27] - The report indicates that regulatory frameworks will significantly influence trade flows and investment opportunities in the hydrogen sector [27] Future Trade Landscape - The report anticipates that by 2050, hydrogen trade will mature with multiple export and import centers, driven by demand in regions like China, Europe, and North America [25][22] - It predicts that long-distance transport of hydrogen and its derivatives will be essential for meeting global demand, with significant investments required to support this infrastructure [18][25]