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Swedish buy-now-pay-later company Klarna, whose CEO once bragged about its automated customer service AI bots doing the work of "700 full-time agents," is now in deep trouble. The fintech outfit is facing net losses of $99 million for the first quarter of this year, CNBC reports, which is more than double compared to the same period last year.

The company had already paused its highly anticipated IPO in the US last month, which once valued it at over $15 billion. And it's all particularly noteworthy because of how CEO Sebastian Siemiatkowski previously bragged that he hadn't hired anyone in a year, following a doubling down on AI tech.

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On April 29, after Amazon reportedly considered displaying an additional tariff charge next to the listed price on its Haul platform, White House press secretary Karoline Leavitt at a press briefing held up a photo of Amazon chairman Jeff Bezos and called the move a “hostile and political act.” Trump, whom a senior official described as “pissed,” called Bezos to complain, saying the company’s founder “solved the problem very quickly.”

Amazon said that although it was considering displaying the tariff cost, the plan was ultimately not approved and “not going to happen.”

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Starbucks put new limits starting Monday on what its baristas can wear under their green aprons. The dress code requires employees at company-operated and licensed stores in the U.S. and Canada to wear a solid black shirt and khaki, black or blue denim bottoms.

Under the previous dress code, baristas could wear a broader range of dark colors and patterned shirts. Starbucks said the new rules would make its green aprons stand out and create a sense of familiarity for customers as it tries to establish a warmer, more welcoming feeling in its stores.

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#A New Era in Customer Engagement

Retail is undergoing a fundamental shift, fueled by technologies that combine digital and physical purchasing experiences. Among these improvements, holograms for retail are emerging as game changers. Holograms, which project 3D graphics into the actual world, enable brands engage customers, customize interactions, and stand out in a competitive marketplace.

#Enhancing the In-Store Experience.

In an age where online shopping is convenient and quick, physical retailers must provide more than just products; they must also provide memorable experiences. Holographic displays bring items to life in a dynamic and engaging manner. Imagine stepping into a store and seeing a virtual model display apparel in a variety of colors and styles, or a holographic chef demonstrating a kitchen item in real time. These immersive displays connect with clients on a deeper level, promoting exploration and enhancing conversion rates.

#Personalized and Dynamic Product Presentations

Holograms enable shops to display vast or complex merchandise without requiring real space. For example, automotive dealerships can project full-scale vehicles in showrooms, allowing buyers to examine features and color options with a single swipe. Cosmetics companies can provide virtual try-ons, allowing customers to view how different beauty items look on them using holographic overlays. This type of interactive storytelling fosters emotional ties, which increase brand loyalty.

#Cost-effective and scalable innovation.

Despite its future nature, holographic technology is becoming more inexpensive and scalable for merchants of all sizes. Companies like IAORA Technologies are leading the charge to make this technology more accessible to a wider audience. Their cutting-edge technologies enable businesses to implement holograms without large infrastructure upgrades, resulting in a seamless integration of technology and retail environments.

#Beyond the Store: Events, Pop-Ups, and More!

The advantages of holograms in retail extend beyond permanent store sites. Pop-up stores, trade exhibitions, and product debuts can all benefit from holographic displays to attract customers and create a memorable impression. They offer a unique opportunity for brands to tell their story, showcase innovation, and differentiate themselves from competitors.

#The Future of Retail is Holographic.

As consumer expectations rise, merchants must innovate to stay competitive. Holographic technology offers a fresh, impactful way to connect with customers, showcase products, and enhance the shopping journey. With growing adoption and technological advancements, the hologram for retail is not just a novelty — it's the future of retail engagement.

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The price surge has shifted shoppers’ expectations, and many have begun to make peace with much higher costs, however grudgingly. The average price consumers say they’d pay for a dozen eggs is $5.56, the market research firm Numerator reported last month, up sharply from $4.90 in January.

“This increased willingness to pay over the past few months indicates consumers are growing accustomed to higher egg prices, either consciously or subconsciously,” the researchers said.

And it isn’t just eggs: Many shoppers are bracing to pay more for groceries overall as they shift focus toward covering essentials.

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As such, Ziploc bags are alleged to be "fundamentally unfit for microwave and freezer use" despite their labeling, which has been "leading consumers to believe they are fit to be microwaved and frozen without risk of microplastics leaching into their food." Consumers may have "unwittingly exposed themselves and their families to undisclosed microplastics during routine kitchen practices," per the filing.

As the Ziploc lawsuit asserts, even consumers doing their best to avoid exposure to microplastics can be lulled into a "false sense of security" by purportedly misleading labels.

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Several port authorities have observed a similar drop in cargo volumes over the past few weeks, warning that such a decline could have significant and adverse effects on consumers—who may face rising prices and limited product availability—as well as the supply chain-linked sectors of the U.S. economy.

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NEW YORK, May 7 (Reuters) - UnitedHealth Group (UNH.N) , opens new tab was sued on Wednesday for allegedly concealing how backlash from the killing of a top executive was damaging its business, causing its stock to nosedive after the insurer lowered its 2025 outlook.

In a proposed class action filed in Manhattan federal court, shareholders said the insurer defrauded them after the December 4 shooting of UnitedHealthcare Chief Executive Brian Thompson by shifting away from strategies that led to higher-than-average claims denials, without revealing the impact on profitability.

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The Minneapolis-based retailer fell short of several performance measures, which meant lower equity awards.

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It should be no secret that Comcast, as well as many other cable TV and internet providers, have a firm reputation for shoveling mountains of bullshit and calling it their base fees only to have a bunch of hidden or sneaky other fees attached to invoices that greatly inflate the price of services. These have taken the form of everything from so-called “Broadcast TV Fees“, really just the cost of programming as part of the television service, or “Internet Cost Recovery Fees” on the internet side, whatever the hell that means. The end result has been decades of pissed off customers who are only now beginning to have other viable options for content and internet services, with much of the frustration stemming from these inflated prices, sneaky fees, and a complete lack of transparency as to what any of this is for.

I’ve know this for years and years now. So, likely, have you, along with most of the rest of the public. Comcast’s President, Mike Cavanagh, acknowledged what we’ve all known, seemingly for the first time, on a recent Comcast earnings call.

“In this intensely competitive environment, we are not winning in the marketplace in a way that is commensurate with the strength of the network and connectivity products that I just described,” Cavanagh said. “[Cable division CEO] Dave [Watson] and his team have worked hard to understand the reasons for this disconnect and have identified two primary causes. One is price transparency and predictability and the other is the level of ease of doing business with us. The good news is that both are fixable and we are already underway with execution plans to address these challenges.”

The 183,000-subscriber loss lowered Comcast’s residential Internet subscribers to 29.19 million. Comcast also reported a first-quarter drop of 17,000 business broadband subscribers, lowering that category’s total to 2.45 million.

Nothing focuses the mind of a president of a major public company quite like a falling stock price, which is exactly what is happening to Comcast, with its stock dropping nearly 10% over the last five years. It’s a bit jarring to hear this said out loud by Cavanagh as though this is some kind of revelation, particularly given how often Comcast and other cable providers have appeared on lists of the companies that the public dislikes the most. Were they somehow not paying attention to those?

In any case, Cavanagh is saying all the right words about simplifying and locking in prices to avoid this frustration moving forward.

Cavanagh said that Comcast plans to make changes in marketing and operations “with the highest urgency.” This means that “we are simplifying our pricing construct to make our price-to-value proposition clearer to consumers across all broadband segments,” he said.

Comcast last week announced a five-year price guarantee for broadband customers who sign up for a new package. Comcast said customers will get a “simple monthly price starting as low as $55 per month,” without having to enter a contract, giving them “freedom and flexibility to cancel at any time without penalty.”

How well they pull this off is a matter of the specifics and the adherence to the promise. If Comcast finally fully goes all in on simplicity, knocks it off with the bullshit fees, and stops with the sneaky tactics to raise or otherwise hide prices, this will be received positively. Whether it’s enough to put the genie back in the bottle on public perception to turn around subscriber numbers is a different question, of course. I tend to think the train has already left the station on that one. Comcast apparently thinks that might be the case for a bit as well.

Comcast investors shouldn’t expect an immediate turnaround, though. “We anticipate that it will take several quarters for our new approach to gain traction and impact the business in a meaningful way,” Cavanagh said.

Look, Comcast has sucked on this stuff for many, many years. It’s going to take a bit of time and good behavior to gain the general public’s trust back, never mind someone like myself that cut the Comcast cord entirely years ago.

But if the company has finally found religion on its crappy behavior, that’s ultimately a good thing.

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Starbucks is planning to use zero-based budgeting starting during its next fiscal year.


The strategy, which includes moves like making all senior execs fly coach class even over long distances, did lower costs and improve the companies' margins. But in some cases, the spending cuts were so severe that it made it tough for employees to do their jobs, Business Insider reported in 2021.

One employee, who had recently left Kraft Heinz, told BI at the time that she could only spend $5 annually on office supplies. She also had to bring in her own Keurig pods from home since the company, which makes Maxwell House coffee, provided no coffee in the office break room.

Other Kraft Heinz employees told BI that strict spending controls hampered the development of new products and ultimately made it less competitive.

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USA Today reports this too, but skirted the real issue:

https://www.usatoday.com/story/money/business/2025/05/01/kohls-fires-ceo-ashley-buchanan/83386823007/

Buchanan was fired after he violated company policies by directing Kohl's "to engage in vendor transactions that involved undisclosed conflicts of interest,"

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"In its earnings report released Tuesday, Sysco slashed its 2025 sales growth forecast by nearly 30%, lowering guidance from 5-7% to just 3.5-5%."

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