Trends in Economic Well-Being in the Era of Globalization

Some findings are surprising …

egThe political environment in the United States and Europe has been an endless source of fascination this year — and of course it’s been influenced by a myriad of factors.

To try to make sense of it all, how much of what is happening is due to new challenges to the social order … and how much is due to changes in economic well-being in an era of globalization?

My brother, Nelson Nones, has lived and worked outside the United States for the past two decades. His business is based in East Asia, and much of his work is done in Europe as well as in Asia and North America.  I find his perspectives quite interesting and often different from the “conventional wisdom” heard here at home, because Nelson’s is truly a worldview borne of first-hand experience and observations across many regions.

I asked Nelson to share his thoughts on how globalization has affected the average person — hopefully looking beyond “perceptions” and other qualitative factors and instead focusing on hard metrics.  Nelson’s analysis is insightful — and surprising in some respects. Here is what he reported:

The “Era of Globalization” covers the last quarter-century, beginning with the fall of Communism and continuing to the present day. It began with the opening of national economies which were previously barred from global trade and migration – the former Soviet Union, Mainland China, India, Brazil and others.

Major economic blocs also emerged to liberalize free trade and migration, most notably the Euro Area but also NAFTA in North America, and ASEAN in Southeast Asia.  

In five of the world’s eight major regions, economic well-being has trended quite consistently during this time.

In North America (the United States, Mexico and Canada) and the Euro Area, economic well-being initially grew but peaked between 1999 (North America) and 2001 (Euro Area), and has declined ever since.  North America’s well-being has fallen 22% since its peak; the Euro Area’s has fallen 20%.

By contrast, economic well-being in the East Asia and Pacific as well as South Asia regions has grown steadily.  It has risen by 74% over the past quarter century in the East Asia and Pacific region, and by 68% in the South Asia region.

Economic well-being in Central Europe and the Baltics has also risen steadily after 1992, up 45% within the past 23 years.

In the remaining three regions, trends in economic well-being have been less consistent. The Middle East and North Africa declined steadily after its 2009 peak; down 7% during the last six years, and down 10% over the entire 25-year period.

The Latin America and Caribbean region peaked in 1994, and is down 15% over the past 21 years.

Bringing up the rear is the Sub-Saharan Africa region, which is down 20% over 25 years, although economic well-being grew marginally during nine of those 25 years.

Interestingly, the trend in economic well-being has been least consistent in the Russian Federation.  It fell 49% between 1990 and 1998, rose 118% between 1999 and 2008, and then fell 5% during the last seven years.  Overall, economic well-being in the Russian Federation rose 7% over the last 25 years.

Here’s a graphical representation of the trends noted above:

Chart Nelson Nones

In very broad terms, what do these trends tell me? 

The hands-down winners during the Era of Globalization have been the East Asia and Pacific (including China, Japan, Korea, Southeast Asia, Australia and New Zealand), Central Europe and the Baltics, and South Asia (primarily India) regions.

Not surprisingly, these regions (despite a few exceptions, like Pakistan) are generally peaceful and orderly today, abetted by the rule of authoritarian governments in many countries.

Although they profited during the first decade or so, the biggest losers during the Era of Globalization have been the North America and Euro Area regions.  

One could reasonably argue that the UK’s recent Brexit vote, rising far-right sentiments in Western Europe and the popularity of Donald Trump and Bernie Sanders in the current U.S. Presidential election cycle are all recent symptoms of this underlying trend.

One could just as reasonably argue that the oil curse, authoritarianism, widespread unemployment (or underemployment), the rise of radical Islam, war and terrorism are symptoms of the persistent declines in economic well-being throughout the Middle East and North Africa during the Era of Globalization.

Nevertheless, the Sub-Saharan Africa as well as Latin America and Caribbean regions have underperformed even the Middle East and North Africa region during the Era of Globalization. Might these regions become hotbeds of significant unrest in the not-too-distant future?

Looking at things from this perspective, it becomes easier to understand the “pressure points” we’re witnessing in the political environment in the United States and Europe.  I didn’t realize the degree to which North America and the Euro Area were “the biggest losers” over the past quarter century.  Seeing it spelled out like this, perhaps we can have a little more empathy for the people who feel dissatisfied and who are looking for change.

How easily that change can occur — and whether it will turn out to be a net benefit — well, those are entirely different questions!

__________________

In brief, the methodology behind the analysis is as follows:

1.       Data source is the World Bank World Development Indicators database, last updated 19th July 2016.

2.       Raw data is gross domestic product (GDP) per capita per year, in constant International Dollars, adjusted for purchase price parity (PPP). Use of constant International Dollars strips out the effects of inflation or deflation. The PPP adjustment accounts for differences in the cost of living within each region; GDP is adjusted down for regions having higher-than-average living costs, while GDP is adjusted up for regions having lower-than-average living costs.  

3.       The index for each region and year is calculated as the regional GDP at PPP, divided by worldwide GDP at PPP.

4.       The graph pictured above depicts the natural logarithms of the calculated indexes for each region and year. Hence worldwide GDP at PPP is zero (0); GDP at PPP values lower than the worldwide average are negative, while GDP at PPP values higher than worldwide average are positive.  

 

Digital display advertising: (Still) looking like the weakest online promo tactic.

untitledI’ve blogged before about the lack of engagement with online banner advertising, and as time goes on … the picture doesn’t change much at all.

When you break it down, online banner advertising is a bust on several levels:

 

  • As of the most recent stats, clickthrough rates on online banner advertising are running about 0.08%. That translates to fewer than one click for every 1,000 times the ad is served.

 

  • Based on current pricing for online banner ads, that one click might be costing anywhere from $5 to $10 (and it might have even been an accidental click).

 

Despite these “inconvenient truths,” nearly two-thirds of digital ad spending continues to go to online banner advertising based on a “cost per impression” pricing model. Why?

One answer is that it’s an easy way to advertise a product or service. Simply supply ad creative to the publisher and let it be served online.

Another may be that advertisers consider banner advertising to be a basic component of any promotional campaign: prepare a mix of direct marketing, some search engine marketing, some print advertising and some digital display advertising, and you’re off to the races.

A third reason — related to the one above and I suspect one big reason why so much digital display advertising persists in the B-to-B realm in particular — is that publishers who offer a suite of promo tactics as part of a specially priced integrated program always throw in digital display advertising as part of the mix. It becomes the default option for advertisers as they approve bundled programs and the discount rates that come along with them.

Here’s a suggestion for advertisers going forward: Push back a bit and ask publishers to come up with alternative program options that don’t include digital display advertising.  The revised program might not look as promising at first blush, but then remember the stats above and you may well see the attributes of the alternative program in a more positive light.

Tech meets traditional: Digital marketing drives more phone calls by far.

CCIn a classic case of marrying tech with traditional marketing, digital channels are driving more calls to businesses than ever before.

What’s more, digital channels are now responsible for nine out of ten phone calls made to companies as a result of promotional efforts using the ten most popular marketing channels.

These findings come from the 2016 Call Intelligence Index published by Invoca, a phone call tracking and analytics firm that evaluates phone call activity across 40 industry segments.

Invoca’s 2016 evaluation covers more than 58 million phone calls generated from ten marketing channels — six of them digital and four of them “traditional offline” channels.

According to Invoca’s analysis, the biggest single source of phone queries is mobile search — representing nearly half of all phone call volume. But the next five channels that follow in line are all digital as well, as can be seen in this list:

  • INMobile search: Drives 48% of phone calls to businesses from marketing channels
  • Desktop search: 17%
  • Desktop display advertising: 11%
  • Content / review websites: 9%
  • Mobile display advertising: 3%
  • E-mail marketing: 3%
  • Total digital channels: 91%

 

  • Radio advertising: 3%
  • TV advertising/infomercials: 2%
  • Newspaper advertising: 2%
  • Directory advertising: 2%
  • Total non-digital channels: 9%

Comparing the 2016 results against a similar analysis conducted by Invoca in 2014, digital marketing channels have continued to rise in prominence — from representing 84% of the total phone call activity to 91% today.

The Invoca research also finds that phone calls are supplementing digital interactions, which is the result of consumers shifting between various different digital channels as they go about their research — often employing several different ones during the same mission task.

One of the biggest jumps in digital channel usage is in the automotive segment, where it’s clear that a big shift is underway from offline to digital channels — particularly mobile. The automotive industry experienced nearly a 120% increase in digital sources driving phone calls in the current Invoca research compared to the previous one.

So there’s no question that digital now “rules” when it comes to marketing channels. But far from causing the demise of a traditional channel like a phone call — as some people predicted not so long ago — digital channels have simply changed where the consumer might be just prior to heading for the (smart)phone.

Is an online survey always the “slam-dunk” methodology for field research projects?

srIt’s been quite a long time since I’ve received an invitation to participate in a telephone research survey. And postal mail surveys?  I haven’t been asked to participate in one of those in eons.

It isn’t hard to understand why. Online surveys have become the “default” option for quantitative research.  Not only has digital shaped the way people interact, communicate and shop, online research has plenty of advantages over the more traditional survey methods.  It’s cheaper … it’s faster … it can be quite engaging … and it’s in line with modern behavior.

But being involved in market research in my business, I’m also finding that online surveys have their drawbacks — and it’s becoming more evident with each passing year.

The biggest problem? We’ve seen online survey participation rates crater in recent years as more “stuff” crams people’s inboxes.

When you’re forced to deploy survey invitations to thousands of e-contacts in order to obtain a few hundred usable responses, that’s a symptom of a pretty big problem.

And it leads to another potential concern: Will the respondent pool be representative of the required population?

We’ve known for a long time that certain groups tend to be underrepresented in terms of Internet or digital engagement. And now … to that we can add those people who suffer from “inbox overload.”

In the B-to-B world especially, it isn’t uncommon for a manager to receive 150+ e-mails in a single business day.  Not surprisingly, the great majority of them are trashed without any sort of recipient engagement whatsoever.

… And there goes your research invitation and online survey link.

Online spamming is also contributing to lower online survey participation rates as more people become concerned about the potential dangers of spam mail, thus hesitating to engage with unsolicited e-mails.

On the other side of the coin are the people who have become “professional respondents.” As the financial incentives to participate in surveys have become more lucrative, some people are in the business of survey-taking as revenue-generating proposition.

One wonders how “engaged” these people really are as survey takers — or if they care at all about the topics being studied.  “A mile wide and an inch deep” is more their style.

pst

Ironically, the sum total of these concerns seems to be making phone surveys (the CATI kind — computer-assisted telephone interviewing) the “new-old” alternative to online surveys.

CATI surveys are more expensive and more time-consuming. But in some cases, they may represent the difference between the success or failure of a research endeavor.

What’s more, employing a phone methodology can provide better control over the survey process, along with greater depth and “nuances” regarding the insights gleaned.

Am I going to be recommending CATI telephone survey methodologies to our clients going forward? In most cases, the overall economics — the price-to-value equation — still heavily favors online survey methodologies.

But the gap between them is narrowing … and I can easily envision at least some instances where a return to the classic methodologies of the past may be just what’s needed in the present.

Are U.S. warehouse jobs destined to go the way of manufacturing employment?

Even as manufacturing jobs have plateaued or fallen in certain communities, one of the employment bright spots has been the rise of distribution centers and super warehouses constructed by Amazon and other mega retailers to accommodate the steady rise of online shopping.

In my own region, the opening of Amazon distribution centers in Maryland and Delaware were met with accolades by local business development officials, who figured that new employment opportunities for entry level workers would soon follow.

And they have … to a degree. But what many people might not have expected was the rapid rise of robotics usage in warehouse operations.

In just the past few years, Amazon has quietly gone about purchasing and introducing more than 30,000 Kiva robots for many of its warehouses, where the equipment has reduced operating expenses by approximately 20%, according to Dave Clark, Amazon’s senior vice president of worldwide operations and customer service.

An analysis by Deutsche Bank estimates that adding robots to a new Amazon warehouse saves approximately $22 million in fulfillment expenses, which is why Amazon is moving ahead with plans to introduce robots in the remaining 100 or so of its distribution centers that are still without them.

Once in place, it’s estimated that Amazon will save an additional $2.5 billion in operating expenses at these 100 facilities.

Of course, robots aren’t exactly inexpensive pieces of equipment. But with the operational savings involved, it’s clear that adding this kind of automation to warehousing is kind of a slam-dunk decision.

Which helps explain another move that Amazon made in 2012. It decided to purchase the company that makes Kiva robots — for a cool $775 million.  And then it did something else equally noteworthy:  it ceased the sale of Kiva robots to anyone outside the Amazon family.

Because Kiva was pretty much the only game in town when it came to robotics designed for warehouse pick-and-ship functions, Amazon’s move put all other warehouse operations at a serious disadvantage.

That in turn created a stampede to develop alternative sources of supply for robots. It’s taken about four years, but today there are credible alternatives to Kiva brand robots now entering the market.  Amazon’s uneven playing field is getting ready to become a lot more level now.

But the other result of this “robotics arms race” is the sudden plenteous availability of new robot equipment, which companies like Macy’s, Target and Wal-Mart are set to exploit.

The people who are slated to be the odd people out are … warehouse workers.

The impact could well be dramatic. According to the Bureau of Labor Statistics, there are nearly 860,000 warehouse workers in the United States today, and they earn an average wage of approximately $12 per hour.

Not only is the rise of robot usage threatening these jobs, thanks to the sharp increase of minimum wage rates in areas near to some major urban centers is putting the squeeze on hiring from a wholly different direction. It’s a perfect storm the seems destined to blow a hole in warehouse employment levels in the coming years.

Thinking back to what happened to manufacturing jobs in this country, it’s seems we’ve seen this movie before …

Journalism’s Slow Fade

jjLate last month, the 2016 Lecture Series at the Panetta Institute for Public Policy in Carmel, CA hosted a panel discussion focusing on the topic “Changing Society, Technology and Media.”

The panelists included Ted Koppel, former anchor of ABC News’ Nightline, Howard Kurtz, host of FAX News’ Media Buzz, and Judy Woodruff, co-anchor and managing editor of the PBS NewsHour show.

During the discussion, Ted Koppel expressed his dismay over the decline of journalism as a professional discipline, noting that the rise of social media and blogging have created an environment where news and information are no longer “vetted” by professional news-gatherers.

One can agree or disagree with Koppel about whether the “democratization” of media represents regression rather than progress, but one thing that cannot be denied is that the rise of “mobile media” has sparked a decline in the overall number of professional media jobs.

Data from the Bureau of Labor Statistics can quantify the trend pretty convincingly. As summarized in a report published in the American Consumers Newsletter, until the introduction of smartphones in 2007, the effect of the Internet on jobs in traditional media, newspapers, magazines and book had been, on balance, rather slight.

To wit, between 1993 and 2007, U.S. employment changes in the following segments looked like this:

  • Book Industry: Net increase of ~700 jobs
  • Magazines: Net decline of ~300 jobs
  • Newspapers: Net decline of ~79,000 jobs

True, the newspaper industry had been hard hit, but other segments not nearly so much, and indeed there had been net increases charted also in radio, film and TV.

But with the advent of the smartphone, Internet and media access underwent a transformation into something personal and portable. Look how that has impacted on jobs in the same media categories when comparing 2007 to 2016 employment:

  • Book Industry: Net loss of ~20,700 jobs
  • Magazines: Net loss of ~48,400 jobs
  • Newspapers: Net loss of ~168,200 jobs

Of course, new types of media jobs have sprung up during this period, particularly in Internet publishing and broadcasting. But those haven’t begun to make up for the losses noted in the segments above.

According to BLS statistics, Internet media employment grew by ~125,300 between 2007 and 2016 — but that’s less than half the losses charted elsewhere.

All told, factoring in the impact of TV, radio and film, there has been a net loss of nearly 160,000 U.S. media jobs since 2007.

employment-trends-in-newspaper-publishing-and-other-media-1990-2016

You’d be hard-pressed to find any other industry in the United States that has sustained such steep net losses over the past decade or so.

Much to the chagrin of old-school journalists, newspaper readership has plummeted in recent years — and with it newspaper advertising revenues (both classified and display).

The change in behavior is across the board, but it’s particularly age-based. These usage figures tell it all:

  • In 2007, ~33% of Americans age 18 to 34 read a daily newspaper … today it’s just 16%.
  • Even among Americans age 45 to 64, more than 50% read a daily newspaper in 2007 … today’s it’s around one third.
  • And among seniors age 65 and up, whereas two-thirds read a daily paper in 2007, today it’s just 50%.

With trends like that, the bigger question is how traditional media have been able to hang in there as long as they have. Because if it were simply dollars and cents being considered, the job losses would have been even steeper.

Perhaps we should take people like Jeff Bezos — who purchased the Washington Post newspaper not so long ago — at their word:  Maybe they do wish to see traditional journalism maintain its relevance even as the world around it is changing rapidly.

Is there an emerging crisis in caregiving?

ecIt surprised me to learn recently that nearly 45 million American adults are providing unpaid care to family members. And in nearly 80% of the cases, the persons being cared for are over the age of 50.

As it turns out, there are tens of millions of parents and spouses who require daily care.  And for many of folks who take on the role of unpaid caregivers, these tasks are like a second job for them.

Typically, they require a minimum of 20 hours per week (and often far more than that).

Juggling work and life under such circumstances is more than merely an inconvenience. It can also put caregivers’ own health and emotional well-being at risk – not to mention the added financial burdens where all the little extra expenses can add up to be quite a lot.

AARP is asking the question: Is there a coming crisis in senior care?  Looking at this chart, there very may well be one looming on the horizon:

tc

 

What this chart tells us is that in 2010, the ratio of caregivers to care recipients was about 7:1.  In just 20 years, that ratio will be down to 4:1.  And it’s going to get even worse after that.

It comes down to simple math. The population of Americans over the age of 80 is expected to grow by nearly 45% between 2030 and 2040, whereas the number of available caregivers won’t even begin to keep up (rising by just 10%).

And then there’s looking at the role of caregiving from the other side. As it turns out, there are nearly 8 million children who live in families where a grandparent is the head of household.

The reasons for “grand-families” are varied: military deployment of parents, incarceration, substance abuse or mental illness.  And where these families are found crosses all societal lines.

When you look at it from all the angles, caregiving is a big challenge with no easy answers.  But considering its ubiquity, it’s an issue that doesn’t get the kind of attention it probably should.

If you have personal observations to share based on your own family’s caregiving experiences, I’m sure other readers will find them worth hearing — so jot them down in the comment section below.

Online ad blocking grows ever-more popular.

abThe ad blocking phenomenon on the Internet shows no signs of abating.

Underscoring this, marketing research and forecasting firm eMarketer has just published its most recent ad blocking stats and forecasts for the United States. It projects that ad blocking adoption will continue to rise by a double digit rate in 2016 to reach nearly 70 million users.

If those projections turn out to be accurate, it will mean that ad blocking will now be used by more than 26% of all Internet users in the United States, up from ~20% just a year earlier.

And for 2017? Those forecasts are looking a whole lot like this year, too; eMarketer forecasts that ad blocker adoption will grow to more than 86 million users by the end of 2017.

[For the record, eMarketer defines a user as an Internet user of any age who accesses the ‘net at least once per month via a desktop or laptop computer, tablet, smartphone or other mobile device that has an ad blocker enabled.]

eab

According to the eMarketer analysis, the incidence of ad blocking is substantially more common on desktops and laptops; ~63 million people will use an ad blocker on these types of devices this year compared to ~21 million who will do so on a smartphone.

One reason for this is that ad blockers typically don’t work on apps, which is where mobile users spend much of their time. Moreover, some of the most irritating aspects of desktop/laptops advertising, such as ads with video and sound, are the kinds of advertising less likely to be served on mobile devices.

eMarketer expects many more people to begin installing ad blockers on their smartphones, however — to the tune of an increase of over 60% this year.

These projections must be alarming to publishers and advertisers. Paul Verna, a senior analyst at eMarketer, notes this:

“They’re seeing immediate revenue losses and [they] would be remiss to downplay what amounts to a large-scale rejection of their main monetization model.”

Separately, an analysis by Juniper Research sees more than $27 billion in advertising revenues lost over the next five years as a result of ad blockers.

Of course, that’s a far cry from the estimated ~$160 billion that digital advertising represents today.  But significant nonetheless.

As if on cue, The New York Times has just announced that it will introduce an ad-free subscription option. Reportedly, the publication will begin to offer subscriptions that cost more than a regular digital subscription, along with giving subscribers the option of opting out of seeing advertising if they wish to do so.

At present, NYT subscribers who use ad blockers are technically violating the publisher’s Terms of Use agreement — although I seriously doubt many people have had their knuckles rapped for doing so.

For now, all the Times does is kindly request that users “white-list” the NYT site so that the ads will appear even though an ad blocker has been installed.  According to news reports, about 40% of the people notified have actually done so.

Presumably, the new subscription option is targeted at people who really do wish to avoid seeing online advertising — and are willing to pay a premium for the benefit.

One wonders how much of a dollar premium subscribers will be asked to shell out for the privilege of keeping their screens from being inundated with advertising. (At present, annual NYT digital subscriptions range from ~$140 to ~$200.)  Will users balk at the higher rates?

Clearly, we’re in the middle of this movie … and it’ll be some time before we see how things shake out in the online media advertising game.  What are your thoughts about spending more for an ad-free subscription … and do you even have any online pay subscriptions at all?  (Many of my friends and business colleagues don’t.)

Are there mixed feelings about the value of product innovation centers?

icIn my line of work in industrial and B-to-B marketing, it’s common to encounter manufacturing companies – particularly larger entities – that are seeking ways to spur greater creativity and innovation in their approach to product design and development.

One manifestation of such a commitment is the building of an “innovation center.”

It may be a single room, a suite of rooms, or even a standalone facility situated within the larger corporate campus.  However they’re configured, these centers are designed to become the focal point of product research, product design and related activities.

Often, product training is also part of the mission of these centers, too.

Product innovation centers seem to be growing in popularity. Speaking personally, in the past 18 months, three of my firm’s marketing clients have opened new centers, often accompanied by a good deal of PR hoopla and so forth.

The question is, how well do these centers actually measure up to the lofty expectations senior company managers have for them?

It’s a fair question. And along those lines, I saw a news piece recently that summarized the results of an online mini-survey of medical device manufacturers, wherein the survey respondents were asked to share their views about the effectiveness of the innovation centers within their companies.

The survey was administered to readers of Qmed (aka Medical Product Manufacturing News] magazine, and the results were a little surprising, I felt.

To begin with, only about one-third of the respondents reported that their firms actually have formal, dedicated product design centers or innovation centers.

Moreover, the commentary from those who do have access to them was, on balance, not positive; for every complimentary comment about innovation centers, where were two negative ones recorded.

We can let the respondents speak for themselves:

  • “Great idea – won’t last. Most large corporations are run by pathological control freaks [who] stifle creativity. This is what made these design centers necessary in the first place.” 
  • “I’m creative at my own desk.” 
  • “Not used. I’m over it.” 
  • “Passing fad. No true innovation has come [out] of it in several years. But it is an interesting place to relax – [a] horrible room for meetings.” 
  • “Passing fad, especially at large companies. We consistently see companies standing up ‘innovation centers’ but not changing the fundamental way they handle product development. You can’t just drop R&D teams into a snazzy new office space and have them innovate.” 
  • “Quirky fad that’s useless without an accompanying company culture of creativity and commitment to innovation – the latter in terms of freedom, resources, incentive, etc.” 
  • “Romper Room.” 
  • “This is yet another wacky, management-mandated passing fad in the tradition of others such as Quality Management, Six Sigma and open office [floor-plans].”

I guess one takeaway from the Qmed research is that unless a company already has an effective or otherwise well-established culture of nurturing and rewarding innovation, simply introducing a dedicated design facility won’t do very much to improve matters.

Online Shopping Trends: Going from “Go-Go” to “No-No”?

The easy growth for online shopping appears to be over, according to new research findings published by Boston Consulting Group.

bcgBCG just completed surveying ~3,300 Americans aged 15 to 85 about their online shopping habits across 41 merchandise categories. In every category, a clear majority of respondents report that they don’t plan to increase their online spending in the next three years.

Depending on the category, the percentage of people who do not plan to increase their online spending ranges from 78% to 92%.

And in some disparate categories ranging from food and beverages to packaged goods, fine jewelry, news media and automobiles, more than a quarter of the people already shopping online said that they actually plan to decrease their online spend over the upcoming three years.

opsoPerhaps even more surprising, the BCG survey results show similar findings regardless of generational groups — Baby Boomers, Gen-Xers and Millennials alike.

BCG has conducted other studies on this topic in the past, but reportedly this is the first time such low “future intention” figures have been collected, and it suggests that future e-commerce growth will be a good deal more challenging for many companies who offer their products and services for online purchase.

Here’s a quote from Michael Silverstein, a BCG senior partner and specialist in consumer shopping behaviors, speaking about the new research findings:

“Consumers are notoriously unable to predict their spending patterns. However, the findings from this research certainly pour cold water on everyone’s expectations for a continuously rising e-commerce world.  E-commerce winners will have to earn new dollars and new spending by providing new value.  That means me-too players will suffer — and leaders will need to provide more user-friendly websites, lower prices, and offers tailored to individual customers.”

There remain a few categories where people are planning to spend more online in the coming years.  However, they don’t represent physical products. Instead, those categories are airline tickets, hotel reservations, and entertainment ticket reservations.

Still, it’s interesting to see online commerce now entering its “mature” phase.  Those rapid, double-digit growth rates couldn’t go on forever — and indeed, they now look to be a thing of the past.