On Thursday, March 8th President Trump signed the 232 tariffs into law. As expected, they were 25% on steel and 10% on aluminum. Trump also included temporary exemptions for Canada and Mexico and a clause allowing US partners to discuss and negotiate other ways around the tariffs. The North America exemptions and flexibility built into the order will mitigate the effects of the tariffs slightly—US HR futures fell $13 to $875/ST in April, still ~$100/ST above current spot pricing which continues to rise—however, the uncertainty of the exemptions which depend on the outcome of NAFTA negotiations means little may change in the long run. Significant cost increases and profitability loss will hit raw material-consuming manufacturing industries in the USA as industries re-evaluate their value chains and footprint given increased production costs in the USA.
Trump’s announced tariffs on steel/aluminum have disrupted markets with domestic steel prices already rising – April futures show 20% increases over February spot. Actual implementation is yet to be signed, but significant cost increases and impact on profitability will hit raw material-consuming manufacturing industries in the USA with more widespread ripple effects to be felt across the globe.
As we bid farewell to 2017 and its growth challenges, Q1 presents an opportunity to review and correct flaws in the sales process and start the year off on a strong note. In reality, however, most businesses will not seize this opportunity – instead, they will wait for the mythical “auto-correct”: an organic refresh of the sales cycle. This approach, while certainly the easiest, has two fundamental flaws. Drawing on the insights of Fortune 500 executives and top-rung sales organizations, we examine these flaws and look at five reasons your sales organization might be in a slump – and, more importantly, how to get out of it.
As the pace of technology's integration into our daily lives continues to increase at an unprecedented rate, organizations are beginning to realize that not having a digital strategy is no longer an option. Companies that do not compete directly within the technology space no longer have the luxury of maintaining the status quo, as legacy business models are continually being disrupted by recent patterns in consumer behavior driven by technological innovations. Examining the success of Silicon Valley unicorns like Uber and Airbnb, we examine the key steps every organization must take to secure digital success.
While the $500B global container shipping industry remains the backbone of global trade, it continues to struggle from the effects of the financial crisis nearly a decade ago. The tribulations the industry has faced over the past decade are giving way to an improved outlook in 2018. Companies that have based their supply strategy on historically low freight rates to make outsourced production viable may have to rethink their footprint in the coming years as carriers find themselves.