Sunday, April 30, 2017

Target Comes to the Lower East Side

By Keiko Morris  Features Dow Jones Newswires
The Lower East Side of Manhattan, a gritty precinct once famous for crime, junkies and denizens of punk rock, is about to get its first Target.
The big-box retailer has signed a lease to open a 22,500 square-foot store at the 1.9 million-square-foot development stretching across several Manhattan blocks called Essex Crossing.
The move is part of Target Corp.'s expansion into urban areas. The company, which had 32 small format locations -- stores ranging from 12,000 to 60,000 square feet -- at the end of 2016, is expected to have more than 130 by the end of 2019 in cities and dense suburbs across the U.S.
The new Target will be located on the second floor of the tower under construction at 145 Clinton St. The property will house a Trader Joe's supermarket on the lower level and rental apartments above.
The development venture, called Delancey Street Associates, includes Prusik Group LLC, BFC Partners, L+M Development Partners Inc. and Taconic Investment Partners.
Essex Crossing, which extends roughly between Stanton and Grand streets to the north and south and Essex and Clinton streets to the west and east, will have 1,061 rental and condominium apartments and include a movie theater, a bowling alley, a three-block-long marketplace and a medical facility.
A majority of the retailers that have signed for space at Essex Crossing are expected to open in 2018, offering services in an area that has been underserved, said Andrew Katz, a principal of Prusik.
Target "sees tremendous potential" in New York City, where there is a dense population and plenty of tourists, making the area one of the company's priority markets, the spokeswoman said.
Target is using the stores to support its online shoppers, offering them the ability to order online and pick up purchases in the store within an hour. The company plans in June to test same-day delivery service from its Tribeca location, offering store shoppers the option of having their purchases delivered within a certain time frame to locations in Manhattan and parts of Brooklyn and Queens, for a fee.
The Lower East Side location will be one of at least five expected to open in Manhattan over the next three years. Later this year, the company plans to open a 40,000 square-foot store across from Macy's near Herald Square.

Saturday, April 29, 2017

Is The Blockchain About To Disrupt This $7 Trillion Industry?

 
Recently, I wrote about a small $100,000 trade of cheese and butter.
Why?
This one trade changed 400 years of history in just four hours.
How so? Normally, it would take 10 days to handle the paperwork. But this trade concluded in less than four hours.
The solution: a blockchain platform that streamlined the entire process.
While the trade was small, it was big for the $7 trillion trade finance industry.
What exactly is trade finance?
It’s when two companies in different countries want to buy and sell from each other. They use a bank to guarantee the transaction…
For more than 400 years, trade finance hasn’t changed much. It requires a mountain of paperwork. And all the parties involved spend a lot of time proving that they truly own what they say they own.
But that’s all about to change.
Today, we show you how the blockchain is changing the inefficient trade finance industry. And we’ll show you how to profit as well.

How the Blockchain Is Disrupting Trade Finance

The trend in blockchain and trade finance is accelerating.
In February 2017, a cargo shipment containing $25 million worth of African crude steamed its way to China.
The merchants involved sold the oil three times during the trip. Banks, agents, inspectors, and a commodity trading firm were all involved.
The traditional analogue solution involved hundreds of documents. And it took at least three hours to complete each trade.
But on this trip, each trade took less than 25 minutes.
The name of the project that made a 25-minute trade possible is Easy Trading Connect. It’s a partnership between Société Générale and ING.
And it works by moving the transactions to a private version of the Ethereum blockchain.
This particular transaction involved ING, Société Générale, and commodity trading house Mercuria.
Saving time wasn’t the only benefit of the trade.
ING reported that trader efficiency improved by 33%. And Marco Dunand, CEO of Mercuria, stated the blockchain reduced costs by 30%.
The blockchain is a savior for this manually intensive, paperwork-heavy process.
Physical documents have always been a problem. It opens up transactions to human error, fraud, and delays.
With the blockchain, all documents get digitized. That makes documents safer to move around. And it solves a lot of paperwork problems.
For example, Mercuria sold the oil heading to China three times before it arrived. Because of the blockchain, Mercuria, ING, and Société Générale all had access to real-time data. No one had to go searching for the original source documents.
Further, they were able to “auto-check” documents on a computer rather than doing it manually. That makes for a smooth process.
There’s a huge incentive to move to the blockchain. Santander estimates the blockchain will cut trade finance costs up to $20 billion.

What to Do Next

Easy Trading Connect proves the blockchain works to conduct business.
And the benefit of the blockchain in trade finance is obvious.
This is just getting started. Venture capital firms and financial institutions are pouring millions of investment dollars into the blockchain.
Right now, over 50 major financial institutions have in-house blockchain projects or relationships with blockchain startups.
Do you want exposure to the burgeoning blockchain bull market? The simplest way would be to buy a small amount of bitcoin.
Many new blockchain applications base their network on the bitcoin blockchain. And you need bitcoin to buy most other coins.
Doug Casey: As you probably know, I've been involved in the investment world going back to the '70s.
I've been pitched by "experts" on all kinds of investments. But for the most part, I've stuck to what I know best – investing in precious metals and real estate when I see a bubble forming, and getting out before it pops.
So you may be surprised to hear that I've recently become interested in a new asset class: cryptocurrencies.
I'm talking about Bitcoin and its offshoots.
At a recent investor's conference in Miami, I heard a presentation about this little-known market from a former hedge fund manager named Teeka Tiwari.
Teeka is extremely well-connected in this market, traveling all over the world meeting with experts.

This startup says it's found a way to automate factory jobs while also creating new ones

While labor economists and tech CEOs fret about robots taking jobs, Chieh Huang is keeping his cool.
Huang is the CEO of Boxed, an online retailer that ships bulk items direct to customers. On April 27, the company announced it was automating its entire fulfillment center in Union, New Jersey. But instead of firing huge swaths of its staff, Huang says Boxed has found a way to keep its existing employees and also increase their pay by an average of 13%.
The new fulfillment center features a three-story, 80-foot-long command module that does all the work once performed by human hands.
The temp employees who used to do those tasks will now get trained to perform new kinds of (full-time) work that didn't previously exist at Boxed, such as servicing conveyor belts, troubleshooting software, or doing customer service if no other roles work out.
Anyone who wasn't already receiving full-time benefits will start receiving them, Huang says. That policy stems from his philosophy that people are at the heart of business success. Treating them as cogs in a machine will only lead to high turnover and decreased productivity over the long term.
OPEX Automation boxedAn OPEX automation module stands in the Boxed fulfillment center in Union, New Jersey. Boxed
The decision to keep people around as work gets automated defies the expectations of many experts who claim layoffs are inevitable. Huang says that assumption frustrates him.
"We're at a time in this country where there is zero conversation about if the company has even a modicum of duty to the folks that power shareholder value," he tells Business Insider. 
As a businessperson, Huang admits robotics are becoming more necessary as a way to turn a reliable profit. Robots are less expensive to "hire," they don't take sick days, and in a three-story fulfillment center, they don't have any safety risks the way people do, Huang says.
But he also doesn't believe that a "dystopian future" in which robots wipe out 50% of all jobsshould be a foregone conclusion. And he doesn't think startups are the only companies nimble enough to keep workers' livelihoods in mind.
OPEX Automation machine boxedConveyor belts at the Boxed fulfillment center in Union, New Jersey. Boxed
"If humans still care about their fellow humans, just like we do here, hopefully it'll be a future where it's kind of in-between," he says. "There will be job loss, but a ton of those jobs will be repurposed in different parts of the economy or different parts of the industry."
Other CEOs have been less optimistic that humans will have a place in the factories of tomorrow — or in call centers, construction sites, or fast-food restaurants. Amazon CEO Jeff Bezos, whose company uses 45,000 floor robots to move packages within its factories, has said automation is poised to upend how people live and work.
"It's probably hard to overstate how big of an impact it's going to have on society over the next twenty years," Bezos said at a recent Code Conference.
Huang agrees companies should still think about profits when deciding between AI and human workers, but disagrees that it's an either-or decision. He says retaining staff and pleasing shareholders are both possible — and desirable.
"We got more of a response when we told folks we're going to train them than when folks found out that no one was losing their job," Huang says. Many of the New Jersey employees don't have college degrees, so are only familiar with the demands of unskilled work.
"They're being trained basically on the future of fulfillment," Huang says. "They will have one leg up versus their untrained peers."

Drones prepare to swarm the DC

Drones prepare to swarm the DC
The hype is all about package delivery. But some visionary companies have been quietly putting drones to work in the warehouse—with impressive results.
Warehouses are noisy places, with conveyors, cranes, and forklifts shuttling items, cases, and pallets in and out of storage. But the next time you hear a persistent buzz in a busy DC, look up—the sound may not be coming from the material handling equipment, but from a flying drone.
Drones used in logistics usually make the headlines only when they involve deliveries to consumers. Recent examples include Amazon Prime Air's delivery of a bottle of sunscreen to an Amazon-hosted conference in Palm Springs, Calif., and the dropoff of an Amazon Fire streaming device and bag of popcorn to a residence in the British countryside. UPS Inc. also made the news when it whisked an asthma inhaler to an island in Boston Harbor, as did Alphabet Inc., Google's parent company, when it (literally) dropped off burritos from a Chipotle restaurant to hungry students at Virginia Tech's Blacksburg campus.
Despite those high-profile successes, parcel delivery drones face many hurdles before they can transition from trials to widespread use. Limits on battery life and payload weight still restrict the distance they can travel and the size of the packages they can carry. Strict government regulations and public safety concerns have made many companies wary of investing in broader drone programs until the picture clears up.
In the meantime, some see a very different future for drones in logistics—one where the flying bots are used for collecting data instead of delivering parcels. Attach a small camera to a drone and it can send wireless video back to users, allowing them to count inventory, patrol boundaries, or locate trucks.
Without the burden of a payload, the lightweight drones can hover for hours over small areas like truck yards or inside giant warehouses, proponents say. And by avoiding flights that cross public roads and buildings, drones can dodge many of the toughest safety restrictions that now inhibit their use (such as rules requiring them to stay in sight of a human pilot and to avoid private property).
VIEW FROM ON HIGH
Transportation and logistics giant UPS Inc. has already run trials that involve flying drones inside its DCs. The airborne vehicles can perform inventory counts in cavernous warehouses faster than a worker could on foot, and they can verify the quantity or identity of goods on high shelves without the safety risks that come with sending an employee up on an elevated platform, a UPS spokesman said.
Retail powerhouse Wal-Mart Stores Inc. has also been experimenting with indoor drones. It recently applied for a U.S. patent on a system that would leverage both their data collection and delivery capabilities by using drones to locate and drop off merchandise within its giant retail stores, a company spokesman confirmed. Intended to cut the amount of time customers spend waiting for their goods, Wal-Mart's patent application describes a process in which a store employee would dispatch an airborne drone to fetch an item located within that store and bring it to a waiting customer. To avoid having drones flying over the heads of nervous shoppers, the system would configure the flight path so they fly over shelves, not aisles.
Other logistics-related opportunities include using drone cameras to scan buildings for safety and security purposes, inspect lots and yards, track the location of trucks as they approach the dock, and locate trucks in a staging area when it's their turn to load, said Bruce Bleikamp, a sales manager for Cimcorp, a manufacturer and integrator of automated robotic solutions.
"Sometimes drivers get tired of waiting and they just leave," he said. "Say you told the guy to go park in slot #67 at the end of the row, but then when you go back to get him, he's not there. Now you could dispatch a drone to fly over the area and locate him, so you could have somebody go knock on his window and tell him to get back here."
Alternatively, a DC manager could dispatch a drone equipped with a camera to hover over a fourth- or fifth-level rack in a high-bay warehouse and perform a quick inventory count, eliminating the need to send a lift truck to the location, pull the pallet down to ground level, and have someone conduct a manual inspection, Bleikamp said.
Although not yet in widespread use, these applications demonstrate the potential of drones to save precious time in logistics operations. The technology still has a ways to go, Bleikamp said, but adoption rates could soar as vendors address limitations such as the inability of drone-mounted cameras to see inventory stacked in multiple rows, like goods in a push-back or flow-through rack.
CLEARED FOR TAKEOFF?
As for the market outlook for drones in logistics-related applications, Bob Etris, for one, is decidedly bullish. Etris, who is a partner and director at Evans Inc., a Falls Church, Va.-based consulting firm, said this niche market is growing fast and has a great deal of potential.
That's partly because regulations are looser on private property—such as a warehouse—than in public airspace, he said. Right now, Federal Aviation Administration (FAA) rules still apply, particularly if a warehouse is close to an airport or other "controlled airspace" that is tightly managed for aviation safety. But even those rules are expected to change within the next 18 to 36 months, as federal regulators begin easing restrictions on drone use for applications such as search and rescue operations or locating fugitives. Once those changes take effect, the market for drones in business applications could really take off, Etris said.
FAA figures indicate that drone use is already picking up steam. Drone demand is still driven by hobbyists flying small models of unmanned aircraft systems (UAS)—the government term for flying drones—with the market predicted to grow from about 1.1 million vehicles in 2016 to more than 3.5 million units by 2021, according to the agency's "Aerospace Forecast - Fiscal Years 2017 to 2037."
But commercial drones—the type that would be used for logistics applications—are closing the gap. The commercial, non-hobbyist UAS fleet is forecast to grow from 42,000 at the end of 2016 to a conservative target of 442,000 aircraft by 2021 or a high-end target of 1.6 million aircraft. That broad range of target estimates reflects uncertainty about the regulatory environment, the FAA says. The higher estimate would only apply if lawmakers decide to ease restrictions such as the rules that allow operation only within daytime hours and within the operator's line of sight.
Loosen those regulations, Etris says, and the market could explode. "The barriers to entry are far [lower] than most people think," he said. "It's not terribly difficult to set one of these up."
Industry figures support those growth predictions. A recent survey conducted by the trade group MHI across 1,100 manufacturing and supply leaders showed that the use of autonomous vehicles and drones (which were grouped together for survey purposes) would nearly quadruple over the next five years—going from just 8 percent of respondents today to 31 percent. The study, titled "The 2017 MHI Annual Industry Report—Next-Generation Supply Chains: Digital, On-Demand, and Always-On," also found that more than half of the respondents (54 percent) believed driverless cars and drones had the potential to transform supply chains and create competitive advantage.
Vendors also see clear skies ahead for the wider adoption of drones in logistics. Drone providers such as Pinc Solutions, Verizon's Skyward division, and Intelligent Flying Machines Inc. (IFM) have seen a steady increase in the number of warehouses that are looking to experiment with drones. IFM, for example, says it can perform automated inventory counts for an entire warehouse within 20 minutes, ensuring accuracy by connecting the system to the facility's warehouse management software.
Between rising market demand, loosening government regulations, and a growing ecosystem of vendors, the case for deploying drones in the warehouse is building quickly. Experts like Evans' Etris advise any company that operates DCs to keep an eye on trade shows and industry publications to keep up with changes in drone technology and regulation. If the forecasts are right, advances in those areas could unleash flocks of flying drones into a warehouse near you soon.

Millennials owe a record amount of debt, and it could become a huge drag on the economy

Student debt protest OccupyOccupy Wall Street demonstrators protest against the rising national student debt in New York City. REUTERS/Andrew Burton
US consumer debt is approaching a record 20% of GDP, and millennials owe most of it.
Millennials — 21 to 34-year-olds — hold an estimated $1.1 trillion of the country's $3.6 trillion in consumer debt, according to UBS, as rising student and auto loans outweigh a drop in mortgages.
And all that rising debt is coming with rising default risks. A UBS evidence lab survey found that 52% of people worried about defaulting on any loan over the next 12 months were in the 21 to 34 age group.
That's not good news considering those same individuals are meant to be the largest source of spending on big-ticket purchase items like houses and cars over the next year (see the chart below). 
There is already evidence that millennials are changing their spending habits on smaller items where, according to Lindsay Drucker Mann of Goldman Sachs Research, millennials are willing to search for the lowest price on an item or patiently wait for the right deal to pop up.
"We see areas where millennials are willing to spend, but overall, they're not levering themselves up to make their dollars go further; they're being much smarter and much more conservative about their balance sheets," Drucker Mann said on a January  episode of Goldman Sachs' "Exchanges at Goldman Sachs" podcast.
Concerns about student loans, of course, have come up before. In early April, New York Fed President William Dudley said that “continued increase in college costs and debt burdens could inhibit higher education's ability to serve as an important engine of upward income mobility.”
But auto-loan debt is another matter. A growing amount of auto loan debt is coming from leasing, with 32%of millennials opting to lease in 2016, up from 21% in 2011, according to a January report from Edmunds. Among households making $50,000 or less, millennials made up 21% of lessees (the largest of any age group).
Should delinquent car payments become an issue because already-squeezed millennials choose to pay student loans first, lower-credit-score applicants could have a hard time financing car purchases. If that happens, automakers could be hurt.
And if big-ticket purchases begin to slow down, economic growth expectations may need to adjust. 
Screen Shot 2017 04 27 at 1.00.27 PMUBS

First direct London-China train completes 12,000 km run

© AFP/File | The first freight train to link China directly to the UK arrived in the eastern Chinese city of Yiwu Saturday after covering over 12,000-kilometres (7,500 miles), making it the second-longest route in the world

BEIJING (AFP) - 
The first freight train to link China directly to the UK arrived in the eastern Chinese city of Yiwu Saturday after covering over 12,000-kilometres (7,500 miles), making it the second-longest route in the world.
The journey is the latest effort in China's drive to strengthen trade links with western Europe along a modern-day "Silk Road" route.
The world's top trading nation launched the "One Belt, One Road" strategy in 2013, and has since poured millions into constructing vast infrastructure links.
The train -- loaded with whisky, baby milk, pharmaceuticals and machinery -- departed London on April 10 and passed through France, Belgium, Germany, Poland, Belarus, Russia and Kazakhstan during its 20-day trip before arriving in Yiwu in eastern Zhejiang province, a major wholesale centre for small consumer goods.
The new route is longer than Russia's famous Trans-Siberian railway, but about 1000 kilometres shorter than the record-holding China-Madrid link, which opened in 2014.
London is the 15th city to be linked to a new freight network offered by the state-run China Railway Corporation, which says its services are cheaper than air transport and quicker than shipping.
The journey should be 30 days faster than moving the goods by ship, the provincial government had said, but the pilot run took two days more than the 18 days expected.
And the train, named the East Wind, has much less carrying capacity -- just 88 shipping containers, according to the Yiwu government, compared to the 10,000 to 20,000 containers cargo ships can carry.
It is unclear how much the venture cost, and some experts have questioned whether the ambitious project makes economic sense.
"It is hard to say at this stage what the economic return will be, as the economic benefits will come over a long time," He Tianjie of Oxford Economics Hong Kong told AFP.
"However, the train is in some aspects more convenient and flexible. It can make multiple stops, allowing for the pick up and offloading of cargo along the way. Rail transport is also less affected by adverse weather conditions. Therefore, there may be a role for such long-haul rail links," he said.
China already has a regular direct freight train service to Germany, Europe's largest economy.
One route links the Chinese megacity of Chongqing to Duisburg, a steel-making town and one of Germany's most-important transportation and commercial hubs.
The other route links Beijing, the Chinese capital, to Hamburg, Germany's second-largest city.
Roughly 80 percent of global trade is shipped by sea as freight train services face technical and bureaucratic hurdles which vary according to country.
The East Wind's locomotive and carriages had to be changed en route because of the larger gauge on railways in the former Soviet Union.
Prime Minister Theresa May will visit China later this year, with talks likely to include closer trade ties for when Britain leaves the European Union, according to British officials.

10 demographic trends shaping the U.S. and the world in 2017

(John Stillwell/PA Images via Getty Images)
(John Stillwell/PA Images via Getty Images)
As demographers convene in Chicago for the Population Association of America’s annual meeting, here is a look at 10 of Pew Research Center’s recent findings on demographic trends, ranging from global refugee and migrant flows to changes to family life and living arrangements. They show how demographic forces are driving population change and reshaping the lives of people around the world.
1Millennials are the United States’ largest living generation. In 2016, there were an estimated 79.8 million Millennials (ages 18 to 35 in that year) compared with 74.1 million Baby Boomers (ages 52 to 70). The Millennial population is expected to continue growing until 2036 as a result of immigration.
By some measures, Millennials have very different lives than earlier generations did when they were young. They’re slow to adopt many of the traditional markers of adulthood. For the first time in more than 130 years, young adults are more likely to be living in their parents’ home than in any other living arrangement. In fact, a larger share of them are living with their parents than with a romantic partner – marking a significant historical shift. More broadly, young adult geographic mobility is at its lowest level in 50 years, even though today’s young adults are less likely than previous generations of young adults to be married, to own a home or to be parents, all of which are traditional obstacles to moving.
2Americans’ lives at home are changing. Following a decades-long trend, just half of U.S. adults were married in 2015, down from 70% in 1950. As marriage has declined, the number in cohabiting relationships (living with an unmarried partner) rose 29% between 2007 and 2016, from 14 million to 18 million. The increase was especially large among those ages 50 and older: 75% in the same period. The “gray divorce” rate – divorces among those 50 and older – roughly doubled between 1990 and 2015.
Also, a record number of Americans (nearly 61 million in 2014) were living in multigenerational households, that is, households that include two or more adult generations or grandparents and grandchildren. Growing racial and ethnic diversity in the U.S. helps explain some of the rise in multigenerational living. The Asian and Hispanic populations overall are growing more rapidly than the white population, and those groups are more likely than whites to live in multigenerational family households.
3Women may never make up half of the U.S. labor force. Women accounted for 46.8% of the U.S. labor force in 2015, similar to the share in the European Union. Although women comprised a much larger share of the labor force in 2015 than in 1950 (29.6%), the Bureau of Labor Statistics projected the share of women in the workforce will peak at 47.1% in 2025 before tapering off.
For those women who do work, the gender pay gap has narrowed. Women earned $0.83 for every $1 a man earned in 2015, compared with $0.64 in 1980. The pay gap has narrowed even more among young adults ages 25 to 34: Working women in that age range made 90% of what their male counterparts made in 2015. At the same time, women continue to be underrepresented in leadership positions in the U.S. In 2017, women make up 19% of the U.S. Congress and about a quarter of state legislatures; some 8% of U.S. governors and 5% of Fortune 500 CEOs are female.
4Immigrants are driving overall workforce growth in the U.S. As the Baby Boom generation heads toward retirement, growth in the nation’s working-age population (those ages 25 to 64) will be driven by immigrants and the U.S.-born children of immigrants, at least through 2035. Without immigrants, there would be an estimated 18 million fewer working-age adults in the country in 2035 because of the dearth of U.S.-born children with U.S.-born parents. However, immigrants do not form a majority of workers in any industry or occupational group, though they form large shares of private household workers (45%) and farming, fishing, and forestry occupations (46%).
Public opinion has turned more positive when it comes to immigrants’ impact on the U.S. workforce. The share of Americans saying that the growing number of immigrants working in the country helps American workers increased 14 percentage points in the last 10 years, from 28% in 2006 to 42% in 2016.
5The U.S. unauthorized immigrant population fell in 2015 to below recession levels, and the share of Mexicans within this population declined. There were 11 million unauthorized immigrants living in the U.S. in 2015, lower than the estimated 11.3 million in 2009, the last year of the Great Recession, according to new Pew Research Center estimates. The Center’s preliminary estimate of the unauthorized immigrant population in 2016 is 11.3 million, which is statistically no different from the 2009 or 2015 estimates (and comes from a different data source with a smaller sample size and larger margin of error). The 2016 preliminary estimate is inconclusive as to whether the total unauthorized immigrant population stayed the same or changed in one direction or the other. Mexicans remain the largest origin group of unauthorized immigrants, but their numbers have recently declined and their share of the 2016 preliminary data fell to 50%, the first time since at least 2005 that Mexicans did not account for a majority of this population. As the number of Mexicans decreased, the number of unauthorized immigrants from other parts of the world increased.
An estimated 8 million unauthorized immigrants were working or looking for work in 2014, making up 5% of the civilian labor force. The number was unchanged from previous years and the share was down slightly since 2009. Although the estimated number of unauthorized immigrant workers was stable at the national level from 2009 to 2014, 15 U.S. states had increases or decreases.
6The share of births outside of marriage declined for immigrant women from 2008 to 2014, but held steady for U.S.-born women. Immigrant women play an important role in overall U.S. fertility trends. Between 1970 and 2014, the increase in the annual number of U.S. births was driven entirely by immigrant women, while births to U.S.-born women fell. The important role of immigrant women in driving U.S. births stems from both the growth in the foreign-born population and the fact that immigrant women have, on average, more children than U.S.-born women.
7Globally, babies born to Muslim mothers will outnumber babies born to Christian mothers by 2035 – largely driven by different fertility rates.The number of babies born to Christian mothers (223 million) far outnumbered the number of births to Muslim mothers (213 million) between 2010 and 2015. However, an aging Christian population – especially in Europe and North America – and high fertility rates among Muslim women is rapidly changing the global religious landscape. The number of births to Muslim women is projected to exceed births to Christian women by 2030-2035, with the disparity growing to 6 million by 2055-2060.
Between 2010 and 2050, the global Muslim population is projected to grow 73%, while the Christian population will grow just 35%, about the rate of overall global population growth. In contrast, people who do not identify with a religion (“nones”) account for 16% of the world’s population, but only 10% of the babies born between 2010 and 2015, meaning that their projected share of the world’s population will decline.
8The shares of adults living in middle-income households fell in several countries in Western Europe. In seven of 11 Western European countries examined, the share of adults in middle-income households fell between 1991 and 2010. The share of the adult population that is middle income decreased in Finland, Germany, Italy, Luxembourg, Norway and Spain (as it did in the U.S.), but increased in France, Ireland, the Netherlands, and the United Kingdom. The largest shares of the adult population in middle-income households in 2010 were found in Denmark (80%), Norway (80%), and the Netherlands (79%), while the smallest shares were found in Italy (67%), the UK (67%) and Spain (64%). Each of the Western European countries studied had a larger share of adults in middle-income households than the U.S. (59%).
9European countries received a near-record 1.2 million first-time asylum applications in 2016. Some of these applicants may have applied for asylum in multiple countries or arrived in 2015, raising the total number of applications across Europe. The number of asylum applications was down only slightly from the record-setting 1.3 million applications in 2015. Syria, Afghanistan and Iraq were the most common countries of origin for first-time asylum applications in 2015 and 2016, together accounting for over half of the total. Germany was the most common destination country in Europe, having received 45% of applications.
10The U.S. admitted 84,995 refugees in fiscal year 2016, the most since 1999. More than half resettled in one of just 10 states, with the largest numbers going to California and Texas. Nebraska, North Dakota and Idaho ranked near the top for the most refugees resettled per capita, with rates over two-and-a-half times the national average. And almost half (46%) of the fiscal 2016 refugees were Muslim, the highest number for any year since refugees’ self-reported religious affiliation became publicly available in 2002.

'Skull Island:' The Epic Battle Between Walmart And Amazon

 
(Photo by Spencer Platt/Getty Images)
The epic battle between Walmart and Amazon is threatening to turn traditional retail industry into a ‘skull island,’ filled with shattered neighborhood stores, changing a decades old culture of shopping experience.
Once, neighborhood stores were an integral part of American traditional life, places to spend time outside home on weekends and evenings, browsing new merchandise and running into friends and neighbors.
Meanwhile, neighborhood stores offered hundreds of thousands of jobs to local employees, and sales tax revenues to local governments.
Simply put, neighborhood stores provided the kind of shopping experience that nurtured a sense of community across America, which can explain the affinity for these types of stores shared by Americans.
 
Then came the big gorilla of bricks-and-mortar retailing, Walmart.
Its large stores and everyday low prices were too much for smaller neighborhood stores and supermarkets. Many closed their doors soon after Wal-Mart invaded their territory.
That’s how Wal-Mart ended with close to a half-trillion dollars in sales, double the size of smaller country economies.
But Wal-Mart’s victory didn’t last long. Its business model was soon challenged by Amazon, the big gorilla of on-line retailing. Its remote location warehouses, prompt and expedient delivery, and razor-thin margins have given Amazon a price advantage over Wal-Mart. 
 
Worse, the proliferation of smartphone and tablets turned Wal-Mart into a storefront for Amazon.
But Walmart has been fighting back by expanding aggressively into Amazon space, forging the right partnerships and amassing the right talent and resources to compete effectively against the e-commerce leader.
That means more price wars, more shopping on-line, and more store closures.
In 2017 alone, RadioShack is planning to close 550 out of 1500 stores, Payless Shoes is closing 400 out of 2600, Limited 250 stores, and Bebe 180—see table.
Retail Store Closures In 2017
Company
Store Closures
RadioShack
550/1500
Payless Shoes
400/2600
Rue21
400/1100
The Limited
250
Bebe
180
Wet Seal
170
Crocs
160/560
JCPenney
138/1000
American Apparel
110
Kmart
109/735
Hhgegg
88/220
Sears
41/695
Source: Wall Street Journal, 4/23/2017
Store closures have spread even in upscale communities like Long Island.
“Long Islanders have seen major retailers file for bankruptcy in the last few years, bringing an end to well-known chains such as sporting goods retailer Sports Authority, apparel retailer The Limited, teen retailer Wet Seal, and Pathmark and Waldbaum’s supermarkets,” writes Newsday’s Aisha Al-Muslim.  
And rising interest rates are expected to make things worse, as heavily indebted retail chains will find it difficult to re-finance commercial mortgages.

Report Finds Fashion Supply Chains 'Not Transparent': Dior, Prada And Giorgio Armani In Bottom 10%

 
 
Photographer: Dhiraj Singh/Bloomberg
Few fashion brands are implementing measures to disclose details on their supply chain, according to Fashion Revolution. Any ethical breaches within many of the world’s 100 leading brands may be undetected. Worse still, they may be undetectable.
Fashion Revolution, a campaigning NGO, assessed the transparency scorings of brands’ supply chains. The research was conducted through a combination of questionnaires sent directly to the brands and direct research from websites and published policies.
No brand scored higher than a 50% level of transparency. Such a score would require that brands publish “detailed information about assessment and remediation findings and detailed supplier lists from manufacturing right down to raw materials”. This requirement would be a basic provision in the eyes of many consumers.
 
The report noted that:
While we are seeing brands share their policies and commitments, there is still much crucial information about the practices of the fashion industry that remains concealed, particularly when it comes to brands’ tangible impact on the lives of workers in the supply chain and on the environment.”
The research, unlike many other similar studies, is extremely broad in the issues that it covers. It surveyed 28 different ethical topics, from animal rights, to corruption, to forced labor, to environmental protection.
 
Overall, the brands scored poorly. The average score for transparency was 49 out of 250.
Adidas, Gap, and Reebok are a in the top performing bracket. Among the worst scoring brands were Abercrombie & Fitch, Amazon, Dior, Giorgio Armani and Urban Outfitters.
Three brands published nothing at all about their supply chains. Only eight brands scored higher than 40%.
There were five main areas in which the research explored:
  • Policy and commitments: Published code of conducts and requirements.
  • Governance: The incorporation of ethical issues into procurement policies.
  • Traceability: The publication of supplier lists.
  • Know, show and fix: Tangible measures taken to enforce standards.
  • Spotlight issues: This year, the report focused upon money and power in the supply chain.
It was the first of these areas that was the best performing, with an average score of 49% across all the surveyed brands. But writing a policy document is the easiest task to perform – but perhaps the least impactful in ensuring ethical behavior. Within this area, we see 88% of brands applying forced labour codes upon their suppliers. By contrast, only 26% possess vendor code of conducts that covered notice periods and disciplinary action.
The area in which the researchers found the greatest weakness was in respect of traceability. This relates to brands’ publication of supplier information, their address, size and production details. Perhaps unsurprisingly for supply chain observers, few brands published anything beyond the first tier. 14 of the 100 provided details of second-tier suppliers. None provided information regarding raw material providers.
 
On ensuring that supplier staff have a reasonable quality of life, the report was critical:
34 out of the 100 brands have made public commitments to paying living wages to workers in the supply chain (such as through collective bargaining agreements or as part of the Fair Labor Association) but only four brands — H&M, Marks & Spencer, New Look and Puma — are reporting on progress towards achieving this aim.”
The implication here is that, aside from the published commitments, few tangible measures are undertaken to deliver the promise.
The inference of much of this report is that brands are aware of the ethical practices within the supply chain, but are reluctant to publish information. However, the truth may be more mundane, if worse. As we saw in the recent BBC investigation into Turkish fashion industry, many brands are outsourcing large portions of their supply chain to a highly fragmented supplier base. Such a cottage industry of patchwork producers is beyond the powers of most buyer teams to trace and monitor.
 
Simply put, the supply chain can be just a mystery to the brands as its consumers.
However, important reports, such as Fashion Revolution’s study, should highlight to the brands that they have a responsibility to know the ethical impact of their supply chains. Moreover, this research helps communicate to these companies that the public expects brands to ensure that ethical behavior prevails at all levels of chain.