Example collocations logo

Retail in sentence

476 examples of Retail in a sentence

For both retail and institutional investors who distinguish between individual countries’ and sectors’ prospects, emerging markets will remain attractive long-term investment opportunities.
The total cost of closing the “pain gap” and providing all the necessary opioids would be just $145 million a year at the lowest retail prices (unfairly, opioids are often more expensive for poorer countries than richer ones).
Most important, the EU added Sberbank, a cornerstone of Russia’s financial system, with assets totaling almost 30% of Russian GDP and about half of Russian retail deposits.
The business community certainly understands the potential, given the masses of soccer-related consumer goods, high retail mark-ups on sportswear, and blanket advertising both on and off the pitch.
With retail investors borrowing large amounts to finance share purchases, participation in the stock market surged, effectively turning a sound bull market into a “mad cow.”
Moreover, Africa’s economies have already begun to diversify, placing less emphasis on natural resources relative to thriving tourism, agriculture, telecommunications, banking, and retail sectors.
Does he not know that more than 90% of financial transactions in India are conducted in cash, or that over 90% of retail outlets lack so much as a card reader?
Smaller enterprises exist, but are typically retail or service establishments with one or only a few employees.
To meet this demand, the world’s agribusiness firms will attempt to boost their annual meat output from 300 million tons today to 480 million tons by 2050, generating serious social challenges and ecological pressures at virtually every stage of the value chain (feed supply, production, processing, and retail).
Pastoralists, small producers, and independent farmers simply cannot compete with low retail prices that fail to account for the industry’s true environmental and health costs.
Meanwhile, as central banks change how they operate, retail banks are responding with new ways of doing business.
When automated teller machines (ATMs) arrived in the 1970s, it was initially assumed that they would be a disaster for workers in retail banking.
The Wolf of Wall Street was a predator, but so were all those reputable investment banks that shorted the products they were selling, and the retail banks that offered mortgages to unviable borrowers, which they could then repackage and sell as investment-grade securities.
Aggressive development of services – such as transport, retail, and restaurants, which today are dominated by low-productivity, low-paying local businesses, many run by sole proprietors – is another imperative.
As the advent of cheap smartphones fuels a boom in Internet access, online purchases will eliminate a vast number of retail jobs.
But even if Chinese retail investors begin to channel their money toward innovative ventures, identifying the companies and industries most likely to succeed will be difficult.
The new Basel III banking guidelines, together with new national regulations, aim at creating a more robust financial system by insisting on higher capital-adequacy ratios, less leverage, greater separation between investment and retail banking, a better macro-prudential framework, and measures to prevent financial institutions from becoming “too big to fail.”
Bottom-rung retail and service-industry jobs offer none of that.
We can discuss the United Nations Sustainable Development Goals – which include targets like “halving per capita global food waste at the retail and consumer level, and reducing food losses along production and supply chains by 2030” – until we are blue in the face.
Employment continues to decline in the manufacturing sector and traditional service industries, such as wholesale and retail trade, accommodation, and food service.
If investors understand that online distribution is revolutionizing the retail sector, isolating the sector’s CEOs from financial markets would just push more resources into a deteriorating, shrinking business model.
Clicks over Bricks in IndiaSINGAPORE – After years of debate, India’s government recently announced that will open the country’s retail sector to foreign investment.
The move was met with howls of protest from those who argue that the entry of large hypermarket chains like Carrefour and Walmart will devastate the small shops that currently dominate India’s retail sector.
The debate around opening the retail sector to foreign investment is currently being framed, on the one hand, by the need to modernize supply chains and, on the other hand, by the desire to protect small shopkeepers’ livelihoods.
Those who support the decision argue that India’s supply chains are simply too wasteful, and that only the finance and knowhow of big, international retail chains can upgrade them.
Opponents point to how big retailers decimated the traditional retail segment in the West.
Of course, hypermarkets will do well in a few locations, but they are unlikely ever to dominate India’s retail sector.
Now that major airlines have flights to and from the island, Cuban-Americans and any other tourists can travel there freely, which means that there are investment opportunities in hospitality, telecommunications, transportation, retail banking, and other related industries.
Three-quarters of the potential pickup in productivity could come from “catch-up” improvements, with countries taking steps – modernizing their retail sectors, consolidating automobile production into a smaller number of larger factories, improving health-care efficiency, and reducing food-processing wastage – that have already proven effective elsewhere.
The retail sector is a huge source of inefficiency that effectively places a massive tax on India’s poor by driving up prices.
BackNext