Advance Monthly Sales for Retail and Food Services, August 2021
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
811D Ecollomic Statistics Adrllillistra!Tioll
811d Ecollomic Statistics Adrllillistra!tioll BUREAU THE CENSUS • I n i • I Charles G. Langham Issued 1973 U.S. D OF COM ERCE Frederick B. Dent. Secretary Social Economic Statistics Edward D. Administrator BU OF THE CENSUS Vincent P. Barabba, Acting Director Vincent Director Associate Director for Economic Associate Director for Statistical Standards and 11/1",1"\"/1,, DATA USER SERVICES OFFICE Robert B. Chief ACKNOWLEDGMENTS This report was in the Data User Services Office Charles G. direction of Chief, Review and many persons the Bureau. Library of Congress Card No.: 13-600143 SUGGESTED CiTATION U.S. Bureau of the Census. The Economic Censuses of the United by Charles G. longham. Working Paper D.C., U.S. Government Printing Office, 1B13 For sale by Publication Oistribution Section. Social and Economic Statistics Administration, Washington, D.C. 20233. Price 50 cents. N Page Economic Censuses in the 19th Century . 1 The First "Economic Censuses" . 1 Economic Censuses Discontinued, Resumed, and Augmented . 1 Improvements in the 1850 Census . 2 The "Kennedy Report" and the Civil War . • . 3 Economic Censuses and the Industrial Revolution. 4 Economic Censuses Adjust to the Times: The Censuses of 1880, 1890, and 1900 .........................•.. , . 4 Economic Censuses in the 20th Century . 8 Enumerations on Specialized Economic Topics, 1902 to 1937 . 8 Censuses of Manufacturing and Mineral Industries, 1905 to 1920. 8 Wartime Data Needs and Biennial Censuses of Manufactures. 9 Economic Censuses and the Great Depression. 10 The War and Postwar Developments: Economic Censuses Discontinued, Resumed, and Rescheduled. 13 The 1954 Budget Crisis. 15 Postwar Developments in Economic Census Taking: The Computer, and" Administrative Records" . -
2019 TIGER/Line Shapefiles Technical Documentation
TIGER/Line® Shapefiles 2019 Technical Documentation ™ Issued September 2019220192018 SUGGESTED CITATION FILES: 2019 TIGER/Line Shapefiles (machine- readable data files) / prepared by the U.S. Census Bureau, 2019 U.S. Department of Commerce Economic and Statistics Administration Wilbur Ross, Secretary TECHNICAL DOCUMENTATION: Karen Dunn Kelley, 2019 TIGER/Line Shapefiles Technical Under Secretary for Economic Affairs Documentation / prepared by the U.S. Census Bureau, 2019 U.S. Census Bureau Dr. Steven Dillingham, Albert Fontenot, Director Associate Director for Decennial Census Programs Dr. Ron Jarmin, Deputy Director and Chief Operating Officer GEOGRAPHY DIVISION Deirdre Dalpiaz Bishop, Chief Andrea G. Johnson, Michael R. Ratcliffe, Assistant Division Chief for Assistant Division Chief for Address and Spatial Data Updates Geographic Standards, Criteria, Research, and Quality Monique Eleby, Assistant Division Chief for Gregory F. Hanks, Jr., Geographic Program Management Deputy Division Chief and External Engagement Laura Waggoner, Assistant Division Chief for Geographic Data Collection and Products 1-0 Table of Contents 1. Introduction ...................................................................................................................... 1-1 1. Introduction 1.1 What is a Shapefile? A shapefile is a geospatial data format for use in geographic information system (GIS) software. Shapefiles spatially describe vector data such as points, lines, and polygons, representing, for instance, landmarks, roads, and lakes. The Environmental Systems Research Institute (Esri) created the format for use in their software, but the shapefile format works in additional Geographic Information System (GIS) software as well. 1.2 What are TIGER/Line Shapefiles? The TIGER/Line Shapefiles are the fully supported, core geographic product from the U.S. Census Bureau. They are extracts of selected geographic and cartographic information from the U.S. -
Auto Retailing: Why the Franchise System Works Best
AUTO RETAILING: WHY THE FRANCHISE SYSTEM WORKS BEST Q Executive Summary or manufacturers and consumers alike, the automotive and communities—were much more highly motivated and franchise system is the best method for distributing and successful retailers than factory employees or contractors. F selling new cars and trucks. For consumers, new-car That’s still true today, as evidenced by some key findings franchises create intra-brand competition that lowers prices; of this study: generate extra accountability for consumers in warranty and • Today, the average dealership requires an investment of safety recall situations; and provide enormous local eco- $11.3 million, including physical facilities, land, inventory nomic benefits, from well-paying jobs to billions in local taxes. and working capital. For manufacturers, the franchise system is simply the • Nationwide, dealers have invested nearly $200 billion in most efficient and effective way to distribute and sell automo- dealership facilities. biles nationwide. Franchised dealers invest millions of dollars Annual operating costs totaled $81.5 billion in 2013, of private capital in their retail outlets to provide top sales and • an average of $4.6 million per dealership. These service experiences, allowing auto manufacturers to concen- costs include personnel, utilities, advertising and trate their capital in their core areas: designing, building and regulatory compliance. marketing vehicles. Throughout the history of the auto industry, manufactur- • The vast majority—95.6 percent—of the 17,663 ers have experimented with selling directly to consumers. In individual franchised retail automotive outlets are locally fact, in the early years of the industry, manufacturers used and privately owned. -
Digitalisation and Intermediaries in the Music Industry
CREATe Working Paper 2017/07 (June 2017) Digitalisation and intermediaries in the Music Industry Authors Morten Hviid Sabine Jacques Sofia Izquierdo Sanchez Centre for Competition Policy, Centre for Competition Policy, Department of Accountancy, Finance, University of East Anglia University of East Anglia and Economics, University of Huddersfield [email protected] [email protected] [email protected] CREATe Working Paper Series DOI:10.5281/zenodo.809949 This release was supported by the RCUK funded Centre for Copyright and New Business Models in the Creative Economy (CREATe), AHRC Grant Number AH/K000179/1. Abstract Prior to digitalisation, the vertical structure of the market for recorded music could be described as a large number of artists [composers, lyricists and musicians] supplying creative expressions to a small number of larger record labels and publishers who funded, produced, and marketed the resulting recorded music to subsequently sell these works to consumers through a fragmented retail sector. We argue that digitalisation has led to a new structure in which the retail segment has also become concentrated. Such a structure, with successive oligopolistic segments, can lead to higher consumer prices through double marginalisation. We further question whether a combination of disintermediation of the record labels function combined with “self- publishing” by artists, will lead to the demise of powerful firms in the record label segment, thus shifting market power from the record label and publisher segment to the retail segment, rather than increasing the number of segments with market power. i Table of Contents 1. Introduction ................................................................................................................................. 1 2. How the advancement of technologies shapes the music industry ................................. -
Terminology of Retail Pricing
Terminology of Retail Pricing Retail pricing terminology defined for “Calculating Markup: A Merchandising Tool”. Billed cost of goods: gross wholesale cost of goods after deduction for trade and quantity discounts but before cash discounts are calculated; invoiced cost of goods Competition: firms, organizations or retail formats with which the retailer must compete for business and the same target consumers in the marketplace Industry: group of firms which offer products that are identical, similar, or close substitutes of each other Market: products/services which seek to satisfy the same consumer need or serve the same customer group Cost: wholesale, billed cost, invoiced cost charged by vendor for merchandise purchased by retailer Discounts: at retail, price reduction in the current retail price of goods (i.e., customer allowance and returns, employee discounts) Customer Allowances and Returns: reduction, usually after the completion of sale, in the retail price due to soiled, damaged, or incorrect style, color, size of merchandise Employee Discounts: reduction in price on employee purchases; an employee benefit and incentive for employee to become familiar with stock Discounts: at manufacturing level, a reduction in cost allowed by the vendor Cash Discount: predetermined discount percentage deductible from invoiced cost or billed cost of goods on invoice if invoice is paid on or before the designated payment date Quantity Discount: discount given to retailer based on quantity of purchase bought of specific product classification or -
Why Is Sales and Marketing Alignment Important in the Age of the Customer? IT’S SALES and MARKETING, NOT SALES Vs
Why is Sales and Marketing Alignment Important in the Age of the Customer? IT’S SALES and MARKETING, NOT SALES vs. MARKETING. By Cate Gutowski, Vice President, GE Commercial Sales & digitalTHREAD In my role at GE, I lead our Sales function and drive the digital transformation of our Sales force. As I work inside the company with a variety of business units, and I spend time with other firms outside of GE to learn about new best practices, one of the opportunities that I see is the untapped value that affects many organizations: creating alignment between Sales and Marketing. There’s an and between those two words for a reason. Too often, it feels like it can be Sales vs. Marketing, but the truth is….neither can succeed without the other. Photo by rawpixel.com on Unsplash It’s Sales and Marketing, not Sales vs. Marketing. 2 For GE, this alignment is especially important, because we are undergoing the transformation from an Industrial company to a Digital Industrial one. We recognize that in order to sell digital, we have to be digital. To achieve this goal, we all have to work together and put the customer first in everything that we do. While we’ve made great progress in this endeavor, there is always room for improvement. I’ll share some of what I’ve learned on our journey thus far: ? Let marketing be our guide. Our Marketing teams are the intelligence arm of our organization. They can see the future. Marketing can see what’s around the corner: they know where the biggest opportunities are located and where the hidden profit pools reside. -
2020 Census Barriers, Attitudes, and Motivators Study Survey Report
2020 Census Barriers, Attitudes, and Motivators Study Survey Report A New Design for the 21st Century January 24, 2019 Version 2.0 Prepared by Kyley McGeeney, Brian Kriz, Shawnna Mullenax, Laura Kail, Gina Walejko, Monica Vines, Nancy Bates, and Yazmín García Trejo 2020 Census Research | 2020 CBAMS Survey Report Page intentionally left blank. ii 2020 Census Research | 2020 CBAMS Survey Report Table of Contents List of Tables ................................................................................................................................... iv List of Figures .................................................................................................................................. iv Executive Summary ......................................................................................................................... 1 Introduction ............................................................................................................................. 3 Background .............................................................................................................................. 5 CBAMS I ......................................................................................................................................... 5 CBAMS II ........................................................................................................................................ 6 2020 CBAMS Survey Climate ........................................................................................................ -
8 Challenges of Sales and Marketing Alignment Introduction
Guide: 8 Challenges of Sales and Marketing Alignment Introduction Sales and marketing teams have an interesting relationship. In today’s selling environment, where custom- ers expect a personalized interaction every time, sales simply cannot exist without marketing. According to Forrester research, 78% of executive buyers claim that salespeople do not have relevant examples or case studies to share with them. Clearly, cold calls and impersonal emails aren’t cutting it anymore, and sales must rely on the content produced by marketing to make sales conversations more valuable for prospects. And it goes without saying that marketing wouldn’t have much of a job to do without sales; marketing col- lateral would be lost and lonely without anyone to share it with. While these symbiotic teams are very closely entwined, it doesn’t mean that their relationship is flawless. In fact, because of their closeness, these two can have some difficulty seeing eye to eye. Especially when it comes to content creation and dispersion, there are a number of challenges that arise when trying to align sales and marketing. But there are ways to combat these challenges that will lead to even better sales and marketing alignment, allowing these two teams to function as one synergistic entity. Below are eight of the most common pain points that marketing and sales teams often report as a result of misaligned sales and marketing processes and priorities, and surefire ways to bring the two teams back together. 2 Marketing Challenges Many of marketing’s challenges have to do with helping sales function flawlessly. But the main function of mar- keting is not just to make the sales team’s job easier; marketing has its own responsibilities and goals that are independent of sales support. -
THE CENSUS in U.S. HISTORY Library of Congress of Library
Bill of Rights Constitutional Rights in Action Foundation FALL 2019 Volume 35 No1 THE CENSUS IN U.S. HISTORY Library of Congress of Library A census taker talks to a group of women, men, and children in 1870. The Constitution requires that a census be taken every ten After the 1910 census, the House set the total num- years. This means counting all persons, citizens and ber of House seats at 435. Since then, when Congress noncitizens alike, in the United States. In addition to reapportions itself after each census, those states gain- conducting a population count, the census has evolved to collect massive amounts of information on the growth and ing population may pick up more seats in the House at development of the nation. the expense of states declining in population that have to lose seats. Why Do We Have a Census? Who is counted in apportioning seats in the House? The original purpose of the census was to determine The Constitution originally included “the whole Number the number of representatives each state is entitled to in of free persons” plus indentured servants but excluded the U.S. House of Representatives. The apportionment “Indians not taxed.” What about slaves? The North and (distribution) of seats in the House depends on the pop- South argued about this at the Constitutional Conven- ulation of each state. Every state is guaranteed at least tion, finally agreeing to the three-fifths compromise. one seat. Slaves would be counted in each census, but only three- After the first census in 1790, the House decided a fifths of the count would be included in a state’s popu- state was allowed one representative for each approxi- lation for the purpose of House apportionment. -
Survey Nonresponse Bias and the Coronavirus Pandemic∗
Coronavirus Infects Surveys, Too: Survey Nonresponse Bias and the Coronavirus Pandemic∗ Jonathan Rothbaum U.S. Census Bureau† Adam Bee U.S. Census Bureau‡ May 3, 2021 Abstract Nonresponse rates have been increasing in household surveys over time, increasing the potential of nonresponse bias. We make two contributions to the literature on nonresponse bias. First, we expand the set of data sources used. We use information returns filings (such as W-2's and 1099 forms) to identify individuals in respondent and nonrespondent households in the Current Population Survey Annual Social and Eco- nomic Supplement (CPS ASEC). We link those individuals to income, demographic, and socioeconomic information available in administrative data and prior surveys and the decennial census. We show that survey nonresponse was unique during the pan- demic | nonresponse increased substantially and was more strongly associated with income than in prior years. Response patterns changed by education, Hispanic origin, and citizenship and nativity. Second, We adjust for nonrandom nonresponse using entropy balance weights { a computationally efficient method of adjusting weights to match to a high-dimensional vector of moment constraints. In the 2020 CPS ASEC, nonresponse biased income estimates up substantially, whereas in other years, we do not find evidence of nonresponse bias in income or poverty statistics. With the sur- vey weights, real median household income was $68,700 in 2019, up 6.8 percent from 2018. After adjusting for nonresponse bias during the pandemic, we estimate that real median household income in 2019 was 2.8 percent lower than the survey estimate at $66,790. ∗This report is released to inform interested parties of ongoing research and to encourage discussion. -
Dynamic Pricing: Building an Advantage in B2B Sales
Dynamic Pricing: Building an Advantage in B2B Sales Pricing leaders use volatility to their advantage, capturing opportunities in market fluctuations. By Ron Kermisch, David Burns and Chuck Davenport Ron Kermisch and David Burns are partners with Bain & Company’s Customer Strategy & Marketing practice. Ron is a leader of Bain’s pricing work, and David is an expert in building pricing capabilities. Chuck Davenport is an expert vice principal specializing in pricing. They are based, respectively, in Boston, Chicago and Atlanta. The authors would like to thank Nate Hamilton, a principal in Boston; Monica Oliver, a manager in Boston; and Paulina Celedon, a consultant in Atlanta, for their contributions to this work. Copyright © 2019 Bain & Company, Inc. All rights reserved. Dynamic Pricing: Building an Advantage in B2B Sales At a Glance Nimble pricing behavior from Amazon and other online sellers has raised the imperative for everyone else to develop dynamic pricing capabilities. But dynamic pricing is more than just a defensive action. Pricing leaders use volatility to their advantage, capturing opportunities in market fluctuations and forcing competitors to chase their pricing moves. Building better pricing capabilities is about more than improving processes, technology and communication. Pricing leadership requires improving your understanding of customer needs, competitors’ behavior and market economics. Dynamic pricing is not a new strategy. For decades, companies in travel and transportation have system- atically set and modified prices based on shifting market and customer factors. Anyone who buys plane tickets should be familiar with this type of dynamic pricing, but what about other industries? Does dynamic pricing have a role? Increasingly, the answer is yes. -
The Impact of Sexuality in the Media
Pittsburg State University Pittsburg State University Digital Commons Electronic Thesis Collection 11-2013 The impact of sexuality in the media Kasey Jean Hockman Follow this and additional works at: https://digitalcommons.pittstate.edu/etd Part of the Communication Commons Recommended Citation Hockman, Kasey Jean, "The impact of sexuality in the media" (2013). Electronic Thesis Collection. 126. https://digitalcommons.pittstate.edu/etd/126 This Thesis is brought to you for free and open access by Pittsburg State University Digital Commons. It has been accepted for inclusion in Electronic Thesis Collection by an authorized administrator of Pittsburg State University Digital Commons. For more information, please contact [email protected]. THE IMPACT OF SEXUALITY IN THE MEDIA A Thesis Submitted to the Graduate School in Partial Fulfillment of the Requirements for the degree of Master of Arts Kasey Jean Hockman Pittsburg State University Pittsburg, Kansas December 2013 THE IMPACT OF SEXUALITY IN THE MEDIA Kasey Hockman APPROVED Thesis Advisor . Dr. Alicia Mason, Department of Communication Committee Member . Dr. Joey Pogue, Department of Communication Committee Member . Dr. Harriet Bachner, Department of Psychology and Counseling II THE THESIS PROCESS FOR A GRADUATE STUDENT ATTENDING PITTSBURG STATE UNIVERSITY An Abstract of the Thesis by Kasey Jean Hockman The overall goal of this study was to determine three things: 1. Does sexuality in the media appear to have a negative effect on participant’s self-concept in terms of body image, 2. Does the nature of the content as sexually implicit or sexually explicit material contribute to negative self-concepts, in terms of body image, and 3.