In a circular economy, products and the materials they contain are highly valued. This contrasts with the traditional, linear economic model, which is based on a 'take-make-consume-throw away' pattern. In practice, a circular economy minimizes waste through reusing, repairing, refurbishing and recycling existing materials and products.
The shale gas revolution has already had a transformative impact on the U.S. natural-gas market, on the countrys energy landscape broadly, and on a number of U.S. industries, most notably petrochemicals.
Its reach promises to expand considerably as development practices continue to improve and growing numbers of countries.
This e-book from the Boston Consulting Group examine the shale gas revolution through a number of lenses.
For the better part of three decades, a rough, bifurcated conception of the world has driven corporate manufacturing investment and sourcing decisions. Latin America, Eastern Europe, and most of Asia have been viewed as low-cost regions. The U.S., Western Europe, and Japan have been viewed as having high costs.
To understand the shifting economics of global manufacturing, The Boston Consulting Group analyzed manufacturing costs for the world’s 25 leading exporting economies along four key dimensions: manufacturing wages, labor productivity, energy costs, and exchange rates. These 25 economies account for nearly 90 percent of global exports of manufactured goods.
Millennials have become the most significant consumer segment currently in times to come. These decision makers grew up in digital age, internet is like air and they are always connected to friends, so much so that these interactions have become a pivotal part of their decision making. These are digital natives.
IMF World Economic Outlook Reports List
A Survey by the IMF staff usually published twice a year. It presents IMF staff economists’ analyses of global economic developments during the near and medium term.
Chapters give an overview as well as more detailed analysis of the world economy; consider issues affecting industrial countries, developing countries, and economies in transition to market; and address topics of pressing current interest.
The Great, Global Shale-Gas Development Race
Shale gas today accounts 35 percent of total US natural gas production and will grow to 45 percent in the coming decade. As this energy source can be a source of competitive advantage, other countries are entering this race.
In this article, the Boston Consulting Group provides an analysis to the countries that are leading shale gas exploration and identifies its main challenges.
Disruptive technologies: Advances that will transform life, business, and the global economy
Mckinsey Global Institute release a report identifying the 12 technologies that can drive massive economic transformations and disruptions in the coming years.
The 12 technologies are:
- Mobile internet
- Automation of knowledge work
- Internet of things
- Advanced robotics
- Autonomous and near-autonomous vehicles
- Next-generation genomics
- Energy storage
- 3-D printing
- Advanced materials
- Advanced oil and gas exploration and recovery
- Renewable energy
On the Top3, Mobile Internet and Internet of Things (IoT) will contribute in several ways for better consumer experience and quality of life.
Wearable Technology Market
Wearable technology already represents a $3- to $5 billion market today, and in the two to three years, is set to reach $30- to $50 billion.
According to a recent Credit Suisse report, the actual availability of smartphones and future improvement of sensors and batteries are the main drivers of this trend.
The Coming Era Of ‘On-Demand’ Marketing.
Technology evolution and increasing customer expectations are driving on-demand marketing through search engines accuracy, social media information sharing and mobile devices availability.
On this report, McKinsey provides useful insights to address the new consumer demands:
1. Now: Consumers want to interact anywhere at any time;
2. Can I: Consumers will try new things which are deployed more effectively and that create value for them;
3. For me: Consumers are expecting to be targeted according to their needs;
4. Simply: Consumers want simple and intuitive interactions.
Distributed energy: Disrupting the utility business model
Distributed energy, or local energy production, may disrupt the traditional business model of utility companies.
Driven by the increase of energy costs, local production is becoming competitive and affordable, particularly through the use of photovoltaic cells.
This new imbalance is creating opportunities in:
- helping customers generate their own energy supply;
- managing end-user demand for energy;
- controlling the distribution and consumption of energy within a local network.
But there’s still plenty of room to innovate in Energy Efficiency related products and direct-current networks to power LED lighting and other electronic devices.