Stephen Rogers

Amid sustained financial concerns, the US travel industry continues to move toward recovery, buoyed by consumers determined to prioritize leisure travel spending.

Americans feel slightly more optimistic about their personal finances and the direction of the economy, but consumers are signaling stronger intentions to replenish their savings rather than spend more.

US survey respondents are feeling slightly better about the direction of the economy, but spending intentions continue to signal near-term caution

With persisting inflation leading to rising food prices, consumers are making trade-offs and economizing their food purchases.

Financial sentiment and spending intentions see a slight boost as Americans experience a sliver of inflation relief.

For the consumer industry, the ongoing revolution in digital goods and services represents both challenges and opportunities. Digital goods and services have a share of the consumer wallet that's on par with apparel. In a zero-sum game, that has implications for Consumer companies.

Spending intentions bounce higher as Americans respond to easing inflation. Savings levels, meanwhile, remain a concern.

Amid news of record-high inflation, rising interest rates, and other macroeconomic events, consumers faced a challenging 2022. As we step into a new year, we examine how these forces have shaped consumer spending and confidence.

Amid persisting inflation, consumers are pulling back on sustainably produced goods and services, citing costs. What does this mean for the future of living sustainably?

Inflation continues to take a toll on consumer discretionary spending intentions in the United States

With inflation worries persisting for over a year, a longer-term impact on consumer sentiment and spending decisions is likely.

The 2022 Deloitte holiday survey explores how the holiday shopping season will be defined by shifting priorities as consumers find ways to keep the holidays festive amid high inflation.

Inflation persists and consumer concern remains widespread. Spending intentions weaken under prolonged pressure—particularly discretionary spending.

Financial sentiment has improved slightly among Americans in recent months. Easing of inflation concerns could be behind the trend.

How has consumer sentiment, around well-being, work-life balance, and personal change, shifted amid inflation concerns?

Consumer inflation perceptions ease slightly—but the impact on financial sentiment remains mixed.

Disruptive construction technology is changing the industry’s relationships and driving the industry to evolve.

Potent forces are shaping today’s spending decisions—particularly the more discretionary ones—sending mixed signals worldwide.

As the cost of living rises, Americans are likely to dip into their savings to weather the storm.

The 2022 back-to-school survey explores how, despite rising prices and broader uncertainties, consumers remain resilient.

The 2022 back-to-college survey examines consumer spending against a backdrop of rising inflation, sustained tech spending, and shifting priorities.

As inflation bites, Americans appear worried about their personal finances and are eyeing cuts to discretionary spending.

Companies on the ESG journey can make more progress on "E" by focusing on “G”—a governance-led approach called Accountable Sustainability.

More Americans cite concerns about making upcoming payments, savings, and credit card debt—but optimism that personal financial situations will improve within the next three years holds steady.

As consumers across the world voice louder concerns over rising prices, many are starting to feel companies are price taking—a sentiment linked with spending pullbacks.

Despite persisting financial concerns, discretionary spending intentions hold steady.

The pandemic has changed several things, including our perception of time and how it can be better spent. What does this mean for consumer businesses?

Safety concerns around COVID-19 in the United States have begun to give way to financial concerns.

How are different income groups weathering the double impact of record-high inflation and a persisting pandemic?

Anxiety is rising as consumers’ focus shifts from COVID-19 to finances.

Financial challenges faced by lower-earning Americans are mounting; how is consumer spending changing because of this income disparity?

Americans are worried about the considerable rise in the prices of their daily purchases.

Our latest consumer research explores the global state of working from home and how it’s shaping our purchase intentions.

How a collective experience of nearly two years is reshaping people’s priorities, and what it means for consumer behavior and the consumer business.

Four in 10 Americans plan to travel over the holidays. Still, COVID-19 informs decisions across the journey, and continues to prevent and curtail some travel.

As we enter the second holiday season during the pandemic, it’s evident that some shopping patterns and behaviors have been permanently altered while some new trends are here to stay.

As COVID-19 concerns abate, college shopping lists are growing longer—and more tech-heavy. Read on for four takeaways from our latest back-to-college survey to see how parents and students are preparing for the school year ahead.

Consumer industry executives report that the changes required by the pandemic may be lasting.

Holiday shopping patterns are shifting, but COVID-19 isn’t cancelling the holidays.

COVID-19 impacted most of the country's colleges, forcing roughly 20 million students into virtual learning environments. Deloitte’s annual back-to-college survey explores the spending intentions of 1,025 parents.

COVID-19 has created a difficult environment for parents to navigate and has changed how they’re planning for the school year. Deloitte’s annual back-to-school survey examines the spending intentions of 1,200 parents.

With some economies reopening and many still enforcing stay-at-home orders, how is overall consumer confidence faring? Explore our global survey findings to find out.

How is the interplay between personal safety and economic concerns affecting consumer spending behavior? Explore our global survey findings to find out.

It’s looking like another cheerful holiday season for retail in 2019. Explore what our 34th annual holiday retail survey, which polled 4,410 respondents across the United States, reveals about consumers’ perceptions, attitudes, and holiday shopping behaviors.

Systems, devices and physical objects are “talking” to one another, too. There are upwards of a trillion connected and instrumented things: cars, appliances, cameras, roadways, pipelines...even pharmaceuticals and livestock. Today, there are a billion transistors per human, each one costing one ten-millionth of a cent.6 Add to that roughly 30 billion RFID tags embedded into our world7–more than four for every man, woman and child on the planet – and you get a sense of how big “big data”… Show more

Systems, devices and physical objects are “talking” to one another, too. There are upwards of a trillion connected and instrumented things: cars, appliances, cameras, roadways, pipelines...even pharmaceuticals and livestock. Today, there are a billion transistors per human, each one costing one ten-millionth of a cent.6 Add to that roughly 30 billion RFID tags embedded into our world7–more than four for every man, woman and child on the planet – and you get a sense of how big “big data” is.

It’s exciting in theory – but leaders everywhere are wondering how to harness the power of all this information to improve the effectiveness and efficiency of their enterprises and institutions. CMOs want to understand their customers better and connect on a personal level. CIOs are looking beyond efficiency, to how technology can enable game-changing business models. CFOs want to improve profitability today and use what they know to make the best moves tomorrow. Mayors are looking to improve their citizens’ safety, prosperity, health, transportation, education and lifestyle – and their cities’ competitiveness in a global market for talent and investment.

All of these leaders want to know how the world’s best forward thinkers are using data to understand their environment, anticipate what it means and drive action. Are leading enterprises seeing measurable economic benefits? Can they actually anticipate outcomes and even shape their environment? Show less

CEOs anticipate staggering amounts of change ahead. Are CFOs and their organizations shining the headlights in the right direction? Can their analytical expertise help the entire enterprise manage change more effectively?

The Global CFO Study 2008: In the globally interdependent marketplace, CFOs need their organizations to perform well and want to outperform their peers with consistently strong growth and big profits. They want to be superbly agile with change, tenacious with unexpected opportunities and resilient to risk. Most try to do so by letting their busi- ness units and geographies conduct Finance activities according to specialized standards and provincial preferences. But, according to a new IBM study… Show more

The Global CFO Study 2008: In the globally interdependent marketplace, CFOs need their organizations to perform well and want to outperform their peers with consistently strong growth and big profits. They want to be superbly agile with change, tenacious with unexpected opportunities and resilient to risk. Most try to do so by letting their busi- ness units and geographies conduct Finance activities according to specialized standards and provincial preferences. But, according to a new IBM study of more than 1,200 CFOs and senior Finance professionals, this is usually the wrong approach.

Rethinking business models, operations and the impact of risk Show less

According to an IBM study of more than 1,200 CFOs and senior Finance professionals, very few organizations – in any industry – are prepared or flexible enough today.1 For the retail industry, shaky consumer confidence intensifies the financial management challenges. Our study shows that retailers must address substantial gaps between what they recognize as important and what they are actually doing. To understand and serve their customers better, retailers must improve the level of information… Show more

According to an IBM study of more than 1,200 CFOs and senior Finance professionals, very few organizations – in any industry – are prepared or flexible enough today.1 For the retail industry, shaky consumer confidence intensifies the financial management challenges. Our study shows that retailers must address substantial gaps between what they recognize as important and what they are actually doing. To understand and serve their customers better, retailers must improve the level of information integration and manage risk more effectively, and above all, become better at turning customer specific data into insights and actions needed across all functions. Show less

There’s no denying the prevalence of new opportunities and risks in today’s global environment. Yet, most enterprises are failing to put risk into the context of overall performance. By treating risk and performance management (sometimes referred to as corporate, enterprise or business performance management) as separate disciplines, they miss opportunities to limit surprises and/or capitalize on the upside of risk. CFOs are well-positioned to encourage a more holistic and cross-silo view of… Show more

There’s no denying the prevalence of new opportunities and risks in today’s global environment. Yet, most enterprises are failing to put risk into the context of overall performance. By treating risk and performance management (sometimes referred to as corporate, enterprise or business performance management) as separate disciplines, they miss opportunities to limit surprises and/or capitalize on the upside of risk. CFOs are well-positioned to encourage a more holistic and cross-silo view of risk. Integrating risk into planning, budgeting, reporting and forecasting can lead to better decisions through risk-adjusted plans and budgets. Show less

Rethinking business models, operations and the impact of risk

Nothing is constant in C&P businesses today – nothing, that is, but change. Markets restructure as new players enter the field, companies merge, joint ventures are launched or commodity markets spring up. And the customer influence is stronger. emerging nations increase demand for fuel and products. Customers want more for less. Feedstock prices and availability of reserves are volatile. Operational complexity is high – as… Show more

Rethinking business models, operations and the impact of risk

Nothing is constant in C&P businesses today – nothing, that is, but change. Markets restructure as new players enter the field, companies merge, joint ventures are launched or commodity markets spring up. And the customer influence is stronger. emerging nations increase demand for fuel and products. Customers want more for less. Feedstock prices and availability of reserves are volatile. Operational complexity is high – as companies move into increasingly remote, technologically and logistically complex locales. On top of the business complexities are the geopolitical dynamics from facility investments in new countries, nationalization of companies by governments, political instability and health, safety, and environmental influences. And most of these changes can be tied back to globalization – the fact that the world is truly a single global market. Show less

The CFO’s role is changing. CFOs seeking to lead their companies to greater competitiveness, more profitability and higher share values are enabling innovation. CFOs are uniquely equipped to facilitate innovation and support the CEO’s agenda in ways they haven’t before. This new CFO, the Agile CFO, uses his or her c-suite presence and horizontally cross- cutting role to bridge the distance between innovative theory or ideas and real-world implementation.

The IBM 2005 Global CFO Study surveyed 889 CFOs and senior Finance professionals in 74 countries. This study, which provides a comprehensive assessment
of the agenda of CFOs today, underscores Finance’s transition from primarily stewarding information to also leveraging that information to deliver predictive business insight to decision makers across the enterprise.

In the IBM 2004 Global CEO Study, CEOs told us that growth and responsiveness topped their agendas. In the IBM 2005 CFO… Show more

The IBM 2005 Global CFO Study surveyed 889 CFOs and senior Finance professionals in 74 countries. This study, which provides a comprehensive assessment
of the agenda of CFOs today, underscores Finance’s transition from primarily stewarding information to also leveraging that information to deliver predictive business insight to decision makers across the enterprise.

In the IBM 2004 Global CEO Study, CEOs told us that growth and responsiveness topped their agendas. In the IBM 2005 CFO Study, CFOs indicated that Finance’s top areas of importance were performance, growth and risk. These responses track with CEOs’ agendas. In fact, more than half of the participants in the 2005 CFO Study placed the highest importance on managing enterprise performance, partnering with the enterprise to support growth strategies, continuously making process/business improvements, strengthening controls and meeting fiduciary requirements. The delivery of insight related to each of the top areas of importance is critical to enhancing the responsiveness of decision makers and, thus, the enterprise.

Yet, with the exception of compliance and fiduciary requirements, there are large gaps in most Finance organizations between the importance placed on deliv- ering insight and their ability to deliver it. These gaps are primarilydrivenbyalackofstandardization,alackof common processes, inconsistent tools/applications and fragmented information.

Highly effective Finance organizations in our study have enabled delivery of insight by addressing its inhibitors: structural complexity and fragmented information. Show less