The latest trending report Global Paper Converting Machine Market 2020 by Manufacturers, Regions, Type and Application, Forecast to 2025 offered by DecisionDatabases.com is an informative study covering the market with detailed analysis.The report will assist reader with better understanding and decision making.The global Paper Converting Machine market size is expected to gain market growth in the forecast period of 2020 to 2025, with a CAGR of xx% in the forecast period of 2020 to 2025 and will expected to reach USD xx million by 2025, from USD xx million in 2019.The Paper Converting Machine market report provides a detailed analysis of global market size, regional and country-level market size, segmentation market growth, market share, competitive Landscape, sales analysis, impact of domestic and global market players, value chain optimization, trade regulations, recent developments, opportunities analysis, strategic market growth analysis, product launches, area marketplace expanding, and technological innovations.Final Report will cover the impact of COVID-19 on this industry.Browse the complete report and table of contents @ https://www.decisiondatabases.com/ip/33354-paper-converting-machine-market-analysis-reportThe major players covered in Paper Converting Machine are:Paper Converting MachineGAVO MeccanicaAndritzRich Industry HoldingFuture PackPAKEAMTC S.R.LOcean AssociatesAzimuth InternationalHinnliBy Type, Paper Converting Machine market has been segmented intoToilet Paper Roll Processing EquipmentSquare Toilet Paper Processing EquipmentBy Application, Paper Converting Machine has been segmented into:Tissue PapersStationery PapersPaperboardThe report offers in-depth assessment of the growth and other aspects of the Paper Converting Machine market in important countries (regions), including:North America (United States, Canada and Mexico)Europe (Germany, France, UK, Russia and Italy)Asia-Pacific (China, Japan, Korea, India and Southeast Asia)South America (Brazil, Argentina, etc.)Middle East & Africa (Saudi Arabia, Egypt, Nigeria and South Africa)Download Free Sample Report of Global Paper Converting Machine Market @ https://www.decisiondatabases.com/contact/download-sample-33354The content of the study subjects, includes a total of 15 chapters:Chapter 1, to describe Paper Converting Machine product scope, market overview, market opportunities, market driving force and market risks.Chapter 2, to profile the top manufacturers of Paper Converting Machine, with price, sales, revenue and global market share of Paper Converting Machine in 2018 and 2019.Chapter 3, the Paper Converting Machine competitive situation, sales, revenue and global market share of top manufacturers are analyzed emphatically by landscape contrast.Chapter 4, the Paper Converting Machine breakdown data are shown at the regional level, to show the sales, revenue and growth by regions, from 2015 to 2020.Chapter 5, 6, 7, 8 and 9, to break the sales data at the country level, with sales, revenue and market share for key countries in the world, from 2015 to 2020.Chapter 10 and 11, to segment the sales by type and application, with sales market share and growth rate by type, application, from 2015 to 2020.Chapter 12, Paper Converting Machine market forecast, by regions, type and application, with sales and revenue, from 2020 to 2025.Chapter 13, 14 and 15, to describe Paper Converting Machine sales channel, distributors, customers, research findings and conclusion, appendix and data source.Purchase the complete Global Paper Converting Machine Market Research Report @ https://www.decisiondatabases.com/contact/buy-now-33354Other Reports by DecisionDatabases.com:Global Paper Bowl Machine Market 2020 by Manufacturers, Regions, Type and Application, Forecast to 2025Global Paper Pallet Market 2020 by Manufacturers, Regions, Type and Application, Forecast to 2025Global Mica Paper Market 2020 by Manufacturers, Regions, Type and Application, Forecast to 2025About-Us:DecisionDatabases.com is a global business research reports provider, enriching decision makers and strategists with qualitative statistics.DecisionDatabases.com is proficient in providing syndicated research report, customized research reports, company profiles and industry databases across multiple domains.Our expert research analysts have been trained to map client’s research requirements to the correct research resource leading to a distinctive edge over its competitors.We provide intellectual, precise and meaningful data at a lightning speed.For more details:DecisionDatabases.comE-Mail: [email protected]: +91 9028057900Web: https://www.decisiondatabases.com/Source:-https://www.industrynewsengine.com/2020/11/25/paper-converting-machine-market-report-till-2025-global-manufacturers-analysis/
DecisionDatabases added the latest report with a global perspective on the Electronic Toilet Paper Dispenser Market studied under different segments, including type, application, and regions.The report is treated with size, trends, growth, share, and forecast till 2025.Besides, the research report studied the impact of the COVID-19 pandemic on overall growth at the global level.This report also offers a lucrative area of the industry at the regional and country level.Final Report will cover the impact of COVID-19 on this industry.The global Electronic Toilet Paper Dispenser market report presents a complete research-based study of the industry including details such as company shares, forecast data, in-depth analysis and an outlook of the market on a worldwide platform.The report further highlights the market drivers, restraints and the top manufacturers at the global and regional levels.For a thorough understanding, the report also offers market segmentation and regional analysis for the forecast period from 2020 to 2025.Click here to get a Sample PDF Copy of the Electronic Toilet Paper Dispenser Market Research Report @ https://www.decisiondatabases.com/contact/download-sample-52374According to this study, over the next five years, the Electronic Toilet Paper Dispenser market will register an xx% CAGR in terms of revenue, the global market size will reach $ xx million by 2025, from $ xx million in 2020.
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Summary -   A new market study, titled “Global Toilet paper Market- By Type (One Layer, Two Layer, Ultra and Others) By Material (Fresh leaves, Recyclable paper and Others), By distribution (Online, Offline),By End-user (Restaurants, Schools, Hospitals, Household Purpose, Others) and By Region (North America, Europe, Asia Pacific, South America, Middle East, & Africa)- Global forecast from 2020-2027.” has been featured on Wise Guy Reports.The global toilet paper market is emerging in developed countries in the wake of environmental concerns and saving water The global toilet paper market will show substantial CAGR in the forecast period from 2020-2027.Due to increasing concerns for saving water, environmental concerns, reduce the chances of infection, and toilet people are biodegradable.Therefore, it gets recycled and saves paper as well.In addition to this, the government raising concerns over using toilet paper to take preventive measures during the outbroke of the coronavirus to save from infection.Therefore, this has led to the emerging market demand for the global toilet paper market.Avoiding cutting trees to make the paper as billions of trees has been on fire in the Amazon forest, which has severely affected the ecosystem of the world.
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Summary - A new market study, titled “Global Toilet paper Market- By Type (One Layer, Two Layer, Ultra and Others) By Material (Fresh leaves, Recyclable paper and Others), By distribution (Online, Offline),By End-user (Restaurants, Schools, Hospitals, Household Purpose, Others) and By Region (North America, Europe, Asia Pacific, South America, Middle East, & Africa)- Global forecast from 2020-2027.” has been featured on WiseGuy Reports.The global toilet paper market is emerging in developed countries in the wake of environmental concerns and saving water The global toilet paper market will show substantial CAGR in the forecast period from 2020-2027.Due to increasing concerns for saving water, environmental concerns, reduce the chances of infection, and toilet people are biodegradable.Therefore, it gets recycled and saves paper as well.In addition to this, the government raising concerns over using toilet paper to take preventive measures during the outbroke of the coronavirus to save from infection.Avoiding cutting trees to make the paper as billions of trees has been on fire in the Amazon forest, which has severely affected the ecosystem of the world.
Many of these expenses will be miscellaneous costs like toilet paper, printer toner, and light bulbs that are hard to factor into your fixed monthly expenses.Every once in a while you will have big costs all at once like replacing the carpet, and these expenses can be hard to prepare for.If you have recently replaced the carpet in your office, you probably realize how expensive it is and would like to extend the life of it for as long as possible.Here are some ways to give your carpet more longevity.Hire Professional CleanersIf you work in an office space, one of the things you should consider doing is hiring professional cleaning services.Some cleaners come with the rental lease, but if you don’t have that option, find cleaners in your area that you can have come in regularly.At the end of the day, the last thing your employees will want to do is go vacuum and clean the bathrooms.
The global tissue paper market size is expected to reach USD 93.2 billion by 2027 according to a new study by Polaris Market Research.The report “Tissue Paper Market Size, Share & Trends Analysis Report By Product Type (Toilet paper, Kitchen & hand towels, Napkins, Facial tissues, Others); By Application (Residential Usage, Commercial Usage); By Distribution Channel (Supermarkets,  Online Channels, Departmental Store); By Region – Segment Forecasts, 2020 – 2027” gives a detailed insight into current market dynamics and provides analysis on future market growth.The incorporation of tissue papers in various forms such as paper towels, serviettes, bathrooms and others across the household applications.Moreover, the high availability of raw materials and increase in government support for the raise in awareness for hygiene in the developing countries are creating the adoption opportunities in the market among consumers.However, the manufacture of tissue paper produces environmental concerns such as water pollution, toxic pulping and greenhouse-gas emissions, such as CO2.The production processes which deliver water efficiency, energy efficiency and recycled pulp paper for sustainable production are developed by the manufacturers.
Summary – A new market study, titled "Global Toilet paper Market- By Type (One Layer, Two Layer, Ultra and Others) By Material (Fresh leaves, Recyclable paper and Others), By distribution (Online, Offline),By End-user (Restaurants, Schools, Hospitals, Household Purpose, Others) and By Region (North America, Europe, Asia Pacific, South America, Middle East, & Africa)- Global forecast from 2020-2027.The global toilet paper market is emerging in developed countries in the wake of environmental concerns and saving waterThe global toilet paper market will show substantial CAGR in the forecast period from 2020-2027.Due to increasing concerns for saving water, environmental concerns, reduce the chances of infection, and toilet people are biodegradable.Therefore, it gets recycled and saves paper as well.In addition to this, the government raising concerns over using toilet paper to take preventive measures during the outbroke of the coronavirus to save from infection.Also, people are storing toilet paper and other sanitizing kits in bulk for the quarantine period.Avoiding cutting trees to make the paper as billions of trees has been on fire in the Amazon forest, which has severely affected the ecosystem of the world.
As India gets back to recovery mode on the back of a resurgence in consumer demand, the currently-on IPL season and a festive season round the corner, Sumanto Chattopadhyay, chairman and chief executive officer at 82.5 Communications shares his work-from-home schedule last few months Indians do not use toilet paper.  At least, most don’t. So, the global pre-lockdown run on loo rolls passed us by. While many of the other, mostly negative, experiences of the pandemic were and continue to be shared by us—often on a bigger, more horrific scale than elsewhere—this is one inconvenience we have been immune to. (If you are from another part of the world and can’t contain your curiosity, we use either a ‘jet spray’ (self-explanatory?) or a ‘lota’—a big plastic mug—instead. (Indian-American comedian Hasan Minhaj devoted an entire episode of his show to the joys of the latter. In case you are the literary type, it was also a minor theme in Salman Rushdie’s Midnight’s Children.) A loosely-related fun fact: Most middle-class Indians didn’t clean their own bathrooms before the pandemic. That was the job of the maid. So once lockdown precluded domestic workers from entering the home, we had to learn to do it ourselves. This, along with the paranoia of the pandemic, led to an explosion in toilet-cleaning and other hygiene products—which kept the advertising industry afloat. Though just barely. From bandying about the term ‘new normal’ without having the faintest clue as to what it meant to adopt a radically new way of working (and living) without batting an eyelid; from scrambling to create the agency’s Covid-19 Commandments—a playbook for sensitive yet relevant communication—to not being able to bear to see one more ad on the pandemic bandwagon, it’s been for me as a creative director, a roller-coaster half-year. And counting. Advertising is locked out Initially, lockdown locked out a bulk of advertising. Creating cheap and cheerless memes—‘moment marketing’—reflecting the Indian prime minister’s latest gesture to calm or distract the populace was one of the few things brands did. Our leader provided fodder: He asked us to clang pots and pans to show appreciation for health workers one day. Another day, he asked everyone to turn on their lights at a particular time to dispel the darkness of Covid (which led to fears of bringing down the country’s power grid). He repurposed concepts like the ‘lakshmanrekha’ (a line you must not cross) from our ancient epics to get not-so-literate people to refrain from stepping out. He chose a cumulative period of 40 days for the first lockdown extension—significant not only because it is the specific number of days of the original quarantine, introduced during the Black Death, but also because this length of time is connected to Hindu tradition. Then, when Covid-19 spiralled out of control, he stopped making these announcements and advertisers had to find other topics to base their low- or no-cost social media communication on. We sank into despair as fees were cut and contracts were terminated. We trod water with those who were not putting out any real work or, at best, getting us to create ‘home-made’ ads. Sometimes, we applied Indian ‘jugaad’ innovation and got real cameramen to shoot with family members as models, giving the ad a professional sheen. We created relevant pro bono communication—to raise awareness about the rise in domestic violence during the lockdown, for example. We created internal communication to keep morale up in the face of an uncertain future. Apart from the globally-shared fears of impending job loss or, worse—the loss of one’s life or that of a loved one—there were the added problems of working from an Indian home: Try doing a client call from the dining table of a tiny apartment with all members of your multi-generational joint family in the same room making their respective noises. Glimmers of hope Then, unaccountably, glimmers of hope: As people wearied of the pandemic and rekindled their appetite for non-Covid-related goods, as e-commerce and online payments, which had been lagging in India, got the fillip they needed with buying from home rising sharply—brands suddenly wanted to advertise again. Clients started asking for ‘proper’ ads once more. First one. Then another. Then yet another. Our response was exhilaration mixed with panic: Hurrah, but how the heck do you shoot when there still are a hundred and one restrictions on travelling, gathering in groups and indeed working in public spaces? Filmmakers quickly found workarounds. With that and the authorities being coaxed to relax a few rules—for the greater good of reviving commerce—we were soon shooting full-fledged tv commercials and online videos.   BC - Before Coronavirus The budgets were lower than what we would have thought possible to work with Before Coronavirus. But they were budgets, nonetheless. We had real work. Hallelujah! We saw a future. Never had one imagined that one would supervise a shoot from home via a video call—a shoot happening in another city, where it was permitted to shoot, when it still wasn’t in yours, but where no one could go because of travel restrictions; a shoot the director was directing from home, from yet another city; with locally-sourced models who removed their face-shields only when the camera was on; with a skeleton crew, as the usual numbers were not permitted to gather. Within a month, we graduated to what is considered by the industry as the most desirable or most complex type of ad shoot, depending on how you look at it: A shoot with a Bollywood star. One with a 100+ crew, in a studio. Everyone had to be tested prior. The makeup man was sanitized before he was allowed to apply makeup. A ‘tunnel’ was built between the star’s vanity van and the set. The director wore a PPE suit. While supervising a shoot via—at times patchy—video calls has its challenges and is not quite the same as being there, there are some plus points too: During a multi-city shoot with multiple crews, the director and I could ‘virtually’ shift location in moments. When shoots for two brands fell on the same day, I could simultaneously supervise both via video calls on two devices. That’s when it hit me: This was the new normal. Something I would have thought, six months ago, to be bizarre—as bizarre as the schizophrenic dressing style it engendered—but now took as a matter of course. Hygiene kept us employed  As I mentioned, it was the hygiene category that kept us employed during the early days of lockdown: New brands were launched. New categories were launched. Hand sanitizers, heretofore a niche product in India, went mainstream. Fruit and vegetable sanitizers were introduced. Hand wash sales zoomed. ‘Spray and pray’ took on a new meaning as surface disinfectant aerosols for everything from doorknobs to kitchen counters to toilet seats became all the rage. As India gradually unlocks, faced with a Morton’s fork between death by starvation and death by Covid-19 - and people are fearfully stepping out - other categories are coming to the fore. ‘Immunity’ is probably the biggest of these. From nutritional supplements for children, to yoghurt, to herbal products derived from ancient Indian Ayurveda, brands with immunity-building credentials are thriving. Sometimes, it’s too much of a stretch though—such as a clothing brand claiming the protective goodness of herbs.  (To wear or to eat, that is the question.) Products find new relevance Products like e-cycles are finding new relevance. An e-cycle allows you to commute more safely than public transport—where, in the Indian context, social distancing is almost impossible. It is much cheaper than a car or a motorcycle, so it appeals to consumers with tightened belts and purse-strings. (It helps you get fit too—thereby boosting your immunity?) And it’s good for the environment, something urban Indians have developed a new appreciation for—after breathing clean air for the first time in decades, with factories shut and polluting vehicles off the road. Meanwhile, I’m still largely confined to my home, with Mumbai seeing all-time-high infection rates and, therefore, our physical office indefinitely closed. Nevertheless, I feel I can breathe again. Not just because of the cleaner air. But because the wheels of my industry—indeed that of the industry as a whole—are turning again. The Indian Premier League, festival season and optimism The Indian Premier League, the advertising ‘super bowl’ of India, has just been revived. Though postponed from its normal March to May season and relocated to the UAE, it’s happening. Our stadiums remain shut, but what matters is that the biggest event of Indian television is on. Along with the advertising that’s a part of it. The quality of cricket as well as the ads—hastily put together—are not what one is used to. But the consumer economy is winning. India’s main festival season, comprising Navaratri, Durga Puja and Diwali, is around the corner. During this turbo-charged Indian triple-Christmas, not just shopping but expenditure on things like house-painting reach an annual crescendo. Many are seeing it as the inflection point, we need to catapult us out of the economic crisis.  In fact, e-commerce giants are betting on a Diwali season happier than that of the old normal. Their brick and mortar counterparts are ‘cautiously optimistic’ too. This is as much because of hard-nosed projections of consumer spends and pent-up demand as about deep-rooted faith in the positive power of these religious events. Never mind that Covid-19 cases in the country are in the millions. I won’t specify how many million, because the up-to-date number at the time of writing would be grossly out-of-date no sooner is it written. Suffice to say that we are hurtling towards the status of the most afflicted nation on earth. But Indians have another incurable disease: Optimism. While hospitals over-flow and cremation grounds see day-long queues, malls have opened. People’s offices may be shut or shut down, but they’re out shopping. Deadly irony or economic lifeline?  For me, all said and done, ad shoots really are the green shoots of hope. Looking ahead through the rosé-tinted lens of a creative director, I see that it just might be a happy Diwali. And a prosperous 2021. Sumanto Chattopadhyay is the chairman and chief executive officer at 82.5 Communications, part of the Ogilvy Group.
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Posted by HeatherPhysiocIn a world where search companies are a dime a dozen and brands tout bland "unique selling propositions" that aren't unique at all, how can you avoid drowning in the sea of sameness? What are you doing that's any different from every other SEO firm? In this article, you'll learn how to find, activate, and articulate your competitive advantage. You’ll discover how to identify unique strengths and innovative offerings that equate to competitive advantage through real, working examples so you can bring them to life in search. And finally, you'll get actionable tips and homework to help your business stand out. The state of our industry “SEO is dead.” Have you ever heard this eye-roller before? This is a common refrain in the search industry every time Google takes more precious real estate into its clutches and away from website owners, when our tactics become less impactful, when Google increasingly automates answers and paid search efforts, or as we watch the internet become inundated with "content for SEO" that's drowning the best content out. It's enough to make any search expert feel like it's impossible to win. But I argue that search and content marketing aren’t dead. Far from it. Google is still the main place people turn to for information and answers, and humans will continue to search. However, the industry is becoming increasingly commoditized, and it provides challenges and lessons that can change the landscape for our industry and many others. I conducted an informal survey of more than 100 digital marketers around the globe, asking whether they believe our field is becoming commoditized. Of those, more than two-thirds said content marketing is moderately or highly commoditized, nearly 73% said the SEO industry is commoditized, and nearly three-quarters said the paid search space is becoming moderately or highly commoditized. Barriers to competitive advantage The trouble with the commoditization of an industry is that it makes it difficult for any business to stand out. It gets harder to stay competitive, which makes it harder for a business to grow. This isn’t entirely surprising, because achieving real, sustainable competitive advantage is no easy task. The reasons people say it's hard to stay competitive in their industry range from knowing what opportunity is available to own, to challenges being able to innovate rapidly enough, to internal barriers like buy-in or fear of risk-taking. According to my survey, some of the most common barriers to competitive advantage are: Knowing what opportunity makes sense to try to ownPrioritizing billable client work over non-billable brand-building workTime, bandwidth, and budgetAn internal fear of or aversion to taking risksCultural challenges like buy-inOvercoming customer perception of the brand’s positionLack of focus and slowness in innovationCompetitive advantage is a changing, moving target While the survey I conducted was limited to digital marketers, nearly every business vertical experiences commoditization and competition. Our client brands are fighting it, too. But without truly understanding competitive advantage — much less how to find, prove and defend it — we risk drowning in that sea of sameness. I’ll continue to use digital marketing professions like search and content as working examples, but know that the principles here can benefit you, your clients, and your business, regardless of industry. It could even help you assess your individual competitive advantage to help you land a dream job or get that big promotion. What is competitive advantage? There are a few traits professionals agree on, but the open-ended survey answered revealed a lot of disparity and confusion. Let’s try to clear that up. Often when we talk about a brand's competitive edge, we talk about mission and vision statements. But the sad truth is that many, many businesses are claiming competitive advantages in meaningless mission statements that aren't competitive advantages at all. Let’s look at an example: “Profitable growth through superior customer service, innovation, quality and commitment.” This is a commonly used example of a bad mission statement for many reasons - it’s vague with no specificity whatsoever, it has a long list of intangible advantages with no focus, and these things every business should probably be doing. These are table stakes. You could copy and paste any brand name in front of this. In fact, I found a dozen companies in just the first two pages of search results that did exactly this, even though this is heralded as a prime example of a meaningless mission statement. And if the meaningless mission statement wasn't persuasive enough, let's also examine what many brands consider their "unique selling propositions." I actually object to the "unique selling proposition" or "USP," because it's all about the brand. I much prefer "UCB,” or unique customer benefit, which puts the customer at the center, but I digress. Let’s take a look at a few examples in the invoicing software space. In fairness, the brands below do list other benefits on their sites, and many are good, but this is often what they lead with. FreshBooks says they have invoice software that saves you time, Invoice2Go says they have time-saving features that keep you in control, and Sliq Tools can help you organize and speed up invoicing. Saving customers time is important, but the problem is that none of these offerings aren’t unique. Nearly every invoicing software I looked at highlighted some version of speed, saving time, and getting paid faster. These are all valuable features, but what's the benefit that's going to make the customer choose you? Let’s take a look at three more. Invoice Simple says you can invoice customers in seconds. Xero gives you a real-time view of your cash flow. Scoro says they can help you stop using and paying for six or more different tools. These benefits are a lot more clear. Invoice Simple says they don’t just save you time, but they help you get invoices done in seconds. That specificity puts it over the edge. Xero’s real-time view of cash flow is incredibly important to businesses; the ability to see and make decisions from that information immediately is very valuable. And Scoro’s benefit of cutting back your tool stack really hit home. It's very common for SMBs to add one tool at a time over time and then find that they're drowning in accounting software, and maybe they're making more mistakes or just losing time to keeping up with it all. 5 components of competitive advantage Start with your “est.” Best. Fastest. Smartest. Cheapest. Most innovative. Most horizontally integrated. What is something that better delivers more value to customers, or comparable value for a better price? This is a great brainstorming exercise to ask yourself initially what you are or want to be best at. Keep in mind, maybe it's not the "est" over all - maybe it's the "est" for a specific segment of your audience or need state of your customer or even just a geographic region. But then you have to check those "ests" against a few criteria to ensure it's really a competitive advantage. Unique Is your advantage unique? If anyone can claim the same thing, it's not unique. Your advantage should serve a unique need, a distinct audience, or deliver your product or service in a unique way. Dig deep to find something specific and tangible that sets you apart from your competition. Defensible A defensible advantage is a distinct, specific claim that is not generic or vague, and avoids superlatives. If you can copy and paste any brand name in place of yours, it's not defensible. Make sure your unique benefit or advantage is clear and specific. Avoid superlatives and hyperbolic language that can't be quantified in any way. The typical mistake I see is generic language that doesn't paint a picture for customers as to what makes you special. Sustainable Meaningful competitive advantage should be lasting and endure over a long period of time. I frequently heard in the survey that people believe they have competitive advantage for being first to market with their type of service. That does confer some benefits initially, but once the market figures out there's money to be made and little competition, that's when they swoop in to encroach. First mover advantage is a competitive advantage for a while, but it is not a sustainable competitive advantage. If you can't hold onto that competitive advantage for a while, it's too short-term. Valuable Something the customer feels is a greater value than competitors. If your customer doesn’t care about it, it’s not valuable, and thus it’s not a competitive advantage. What your business does isn’t solely defined by what you sell, but rather by what your customer actually wants. (And in the search business, that's especially true - if people aren't searching for it, it's not valuable to the business.) Your customer has to feel that what you offer is a greater value than your competitors. That can be a product, service or feature at a comparable price that excels, or it can be a comparable product, service or feature at a better price. Consistent Competitive advantage must be something you can bring to life in every aspect of your business. This is why typical CSR (corporate social responsibility) fails to be an adequate competitive advantage for many brands. They put a page on their website and maybe make a few donations, but they're not really living that purpose from top to bottom in their organization, and customers see right through it. It can't be a competitive advantage on the website that isn't also reflected at the C-level, with your sales reps who work with customers, in your factories, and so on. For all their flaws and my moral beef with Jeff Bezos, Amazon was unwavering in their commitment to fast, affordable shipping. That's what turned them into the monolith they are today. People know that Ben & Jerry's is vocal and activist in all aspects of what they do, and they live up to the promises they make. A competitive advantage framework One of the most important attributes to understand about competitive advantage is that it’s temporary. It’s a moving target, so you can never get too comfortable. The moment you identify your competitive advantage and you're enjoying nice profit margins or share of voice in a space, competitors will start racing to take advantage of new learnings themselves. This leads to eventual parity among competitors, and the cycle starts again. So you need to figure out where to evolve or re-invent to stay competitive. This is a handy little framework for finding, establishing, articulating and maintaining your competitive advantage. But note that this isn't purely linear -- once competitors encroach on your previous advantage you're at risk of losing it, so be sure to look ahead to what your next competitive advantage can be OR how you can elevate and defend the one you already have. Discover: tools to find your competitive advantage Discovering what makes you different is half the battle. In an increasingly crowded and commoditized competitive landscape, how do you figure out where you can win? Ask The number one recommendation from my survey is to ask. Tools from formal surveys to in-depth interviews, to casual feedback forms and ad hoc conversations can reveal some very insightful advantages. The objective is to figure out why you over someone else. A few things you might ask them: Why did you hire us over another firm?Why did you hire another firm over us?Why did you choose to leave us and switch to another firm?Why do you continue to work with us after all these years? Look for patterns. Your competitive advantage might be hiding in there -- or insight into your competitor's advantage. Listen Try listening quietly, too. Check conversations on Reddit, Nextdoor or relevant forums where people have frank dialogue about problems they need solutions to, people recommending for or against brands, people are likely to be honest when helping their neighbors. You can also read ratings and reviews on popular sites like Amazon or Yelp. Granted, it's easy to fake some of these, but look for patterns in what people say about your brand, your products and services, or your competitors. What are their common complaints? What do other brands do poorly or not at all, gaps that you can fill? Workshop Getting experts with multiple perspectives in a room to workshop and brainstorm can also help uncover your competitive advantage. Evaluate your brand, your customers, your competition, the industry, new developments, and more. Also look beyond your own industry - often great ideas can come from entirely different verticals outside your own. Ask yourself hard questions about who you are, what you can commit to, and what you can follow through on to offer customers. I’ll share just two of many possible competitive advantage workshop tools below. SWOT analysis Conduct a SWOT analysis of your strengths, weaknesses, opportunities and threats - do the same for competitors. This is best conducted with people across multiple disciplines to consider different angles. It's also key to do your research - look as closely at competitors as you do your own brand. Strengths are the powerful capabilities and value you bring to the table. Weaknesses are the gaps in your resources or offerings that might hold you back from being best in class. Opportunities are untapped or unexplored areas of potential growth. Threats are outside forces or external factors that put your business at risk - like economic downturn and susceptibility global pandemic, for example, or the entry of a disruptive new competitor. Porter’s 5 Forces Model The second tool I want to introduce is Porter’s Five Forces model. Most folks who attend business school will learn about this, but you can also read about it in Michael Porter's book Competitive Advantage. It's a method to analyze the competitive pressures on your business. His model asserts that these five forces determine how intense the competition is, and thus, how attractive it is to enter an industry based on profitability. But it's also a very valuable critical thinking tool even if you're already in the industry to figure out where you can compete and edge out the opposition. The first force at the center of the model is competitive rivalry. What is the quantity, quality, and diversity of your competitors in the space? How fast or slow is the industry currently growing? What's the growth potential in the future? Are customers typically loyal to a brand, or are they brand-agnostic, switching a round frequently in your industry? Then we have to think about the toggle between new entrants into the market, or the threat of substitute products or services. For new entrants, is it an easy industry to enter, or are there high barriers to entry? A brand with high threat of new entrants (low barriers to entry) might be food trucks. With some good recipes, enough capital to set up a high cost to start up, and some elbow grease, you're in business. But industries with low threat of new entrants (high barriers to entry) might be things like airlines. It's very expensive to buy planes and hire qualified pilots, and it's an industry loaded with government regulations. For the threat of substitutes, is there a high quantity of other products or services on the market your customer can choose from? Is it easy or hard to switch brands? Also, could there be an entirely alternative solution or abstention? For example, perhaps an alternative to highly commoditized toilet paper would be an alternative solution like a bidet like Tushy. Or perhaps a makeup brand like Sephora faces "substitution" from people who choose to abstain from wearing makeup at all. And finally, we have to think about how well suppliers can bargain and how well buyers can bargain with your company. Every company has a supply chain, even service businesses like digital marketing.For manufacturing companies, suppliers might be the raw materials or transportation providers. For digital marketing companies, suppliers might be technology companies or the talent you hire to do the work. If demand is greater than supply - either due to quantity of suppliers, the unique needs you have for securing that talent (like GMO-free, organic, locally sourced ingredients from companies that donate money to offset their carbon impact), this force has high-pressure. But if the resources you need are a dime a dozen (PC laptops come to mind), bargaining power of suppliers is low. End users and buyers are part of your supply chain too. If they can easily "bargain" by choosing other competitors or driving down costs through competition, you have high pressure here. If you're truly the only player in the market, or one of few, who do what you do, then bargaining power of buyers is lower. Also consider the cost of someone switching to another company or a substitute. Define: choose your competitive strategy Once you have found the gap you want to fill, you need to choose your area of focus. Often we make the mistake of trying to be all things to all people all the time. Brands can't pull this off in a sustainable way forever. If you are trying to be adequate at everything, it's difficult to be great at anything. While not impossible, it's very difficult to maintain deep focus on things when you are spread too thin. My MBA professors told me that smart strategy isn't just choosing what you will do, it's also choosing what you won't do. That has stuck with me ever since. We need to make hard choices about where to spend time, budget, energy and attention. To get truly great at something, and achieve competitive advantage, you need to set your sights on something specific. One problematic example I heard from a big client was challenging our Paid and Organic Search teams to win at efficiency and return on ad spend, while also winning on volume and share-of-voice concurrently. Efficiency and ROAS focus on a selective approach to advertising on certain terms or topics to optimize for the most efficient acquisitions and cost savings, and it often results in a narrower reach but highly efficient use of advertising dollars. On the flip-side, focusing on volume or achieving the largest share-of-voice in a space typically requires casting a wider net, and that traffic may convert at a lower rate and profit margins and ROAS may be tighter. Another common challenge is trying to be a company or person who is both broad and versatile, while also being deeply specialized. This isn't absolutely impossible, but maintenance and upkeep becomes challenging over time. If your brand wants to be perceived as the most versatile brand that can adapt to anything or meet everyone's needs, it's difficult to also be the brand that is perceived as deeply specialized in a certain field. Let's use grocers as a working example. WalMart may be the generalist for being able to get just about anything you could possibly want in one place, while Natural Grocers might be the deeply specialized whole, organic, local foods shop. Far less variety and versatility, but you can be assured they hit on certain quality and sourcing criteria within their more curated selection. Consider what that means for you as a business or an individual professional. Examine your brand and narrow your focus. Let's walk through a few of the questions you can ask yourself to closely examine your brand and narrow your strategic focus on a clear competitive advantage. What are the core activities that make up your business? Think about your core products or services, core audiences you serve, and core problems you solve.Who are the people the brand was created to serve? Consider the individuals, decision-makers, customers or firms you serve. Are they in certain industries or job titles? Where do they get their information? How can you best reach them where they are?What do your potential customers, or a specific segment of them, want or need? How does your brand, product or service solve that need? What do you enable them to do? What keeps them up at night? What problems do they have to solve or decisions do they have to make that you can help with? What are points of friction or frustration that you or your business are uniquely equipped to alleviate?What do your customers value? According to a book called The Purpose Advantage by Jeff Fromm and his team, the business you’re in is defined by what the customer wants, not by what you’re selling. Reflecting on this question can help you identify a higher purpose for the company through the eyes of the customer.When customers have a huge range of choices, why should they choose you? What would they do if you didn't exist? You have to be able to answer the “why you” question with a unique and persuasive reason. If that doesn't immediately jump out at you, try the "Five Whys" exercise. This is an iterative technique that helps you dig deeper on cause-and-effect relationships. You work your way backwards, asking "why" time and again until you get to the core. Five Whys exercise Let’s try a quick example of the Five Whys exercise. The Ordinary is a makeup company that sells affordable, back-to-basics skin care products is growing incredibly fast. In the three years since parent company Deciem launched the brand, they grew to nearly $300M in sales last year. Brand name recognition and sales volume have spiked. Why? The brand is taking off with budget-conscious Millennials over 30 who take interest in skincare.Why? None of their products cost more than $15.Why? Their products have only the most essential active ingredients - avoiding parabens, sulfates, mineral oil, formaldehyde, mercury, oxybenzone and a bunch of other ingredients I can't pronounce.Why? This creates an affordable skin care regimen without scary unknown ingredients, all without animal testing, and without excess wasteful packaging. Why? This hits on several core morals and values of the Millennial skin care audience who want to minimize their impact/footprint, but without paying a premium to do it. Competitive advantage takes many forms Once you have done the due diligence of truly reflecting on these questions, examine your answers. Look for clues and patterns and start to formulate a plan for which areas have the most unique value to your customers. There are typically several avenues a brand can take to own a certain customer benefit, audience segment, industry, or price point. Here are a few clues to watch for in the patterns. Are you the most personalized brand in your space? Do you have an incredible community with loyal advocates and rich conversation that people want to be a part of? Brands like Moz and Tableau seem to have this advantage in their spaces. Do you have a reputation for constant innovation, rapid evolution, and generally outsmarting the competition or disrupting an industry? Tesla is iconic for its innovation. Also consider things like supply chain efficiencies, breadth or depth in certain markets, the ratio of cost to value, your ethics or commitment to certain causes, and more. Write a brand statement Now that you’ve done your due diligence, it’s time to boil it down to a simple brand statement to make it crystal clear what your competitive advantage will be. Please note that this should not be a simple exercise. If it's too easy, be skeptical of whether you have truly found your competitive advantage. Put in the work. Writing these statements is hard and takes time. And you should expect to revisit and revise over time as your competitive environment and customer preferences evolve. Using the brand The Ordinary, I drafted an example competitive advantage statement: We, The Ordinary, create high-performing, minimalist skincare products so that cost- and cause-conscious skincare enthusiasts can have an ethical, effective skincare regimen without paying a premium price. Then, check your work. Pressure test your brand statement. Does it meet the five criteria for competitive advantage? If not, keep digging. And once you have a clear competitive advantage statement, be sure to connect and reconnect with that intention, time and again. Demonstrate: living your competitive advantage Now that you've discovered your potential competitive advantage and chosen where to focus, it's time to bring it to life. The difference between the average brand which merely puts a mission statement on their website and a brand with true, sustainable competitive advantage, is whether they walk the talk in every single thing they do. It has to be consistent with your products and services. It has to happen at all levels of a company. It has to be true in every moment you communicate with customers. Once again, we find ourselves pressure-testing the competitive advantage. Can you realistically live this across departments, offices, teams, roles, initiatives, processes, marketing efforts and everything in between? You can’t be casual about competitive advantage. You have to be obsessed. Let's talk about some questions you should ask yourself to activate your competitive advantage in every respect: How does this affect existing ways of working? What changes do you need to make to how you operate to live it fully? If you're just now identifying your competitive advantage, which is totally ok!, you may have work to do in order to make sure it's consistent across the organization.What are some things you won't do in support of your advantage? These could be things you choose not to focus on, or things you will actively avoid.What team members can you bring together from across functions to activate this competitive advantage? Be sure to provide common language and targets for the team so you can all be united in action to drive better outcomesHow will you prove your commitment to the competitive advantage outside the organization? Your team from top to bottom needs to fully believe and commit to this mission. But your customers also need to believe in your mission. Ask yourself what proof looks like. How will everyone know you are in fact achieving the competitive advantage you claim?What indicators can measure how you're putting your competitive advantage to work in action? Make sure to define what "winning" looks like and establish a baseline for how you and the competition are doing. Create metrics and rewards that support the new purpose. Is it a high win:loss ratio of winning new business? A company size or revenue growth rate? Is it share-of-voice in an industry or among a certain audience segment? Is it perhaps retention of ideal clients and high referral rates? Know what you want to achieve, know how the competition currently measures up, and revisit these measurements regularly. Defend: evolving your competitive advantage Remember: competitive advantage is temporary. It's a moving target, and that's why it's so difficult for brands to achieve and maintain. It’s important to understand the natural lifecycle of every business and industry. The business lifecycle I'll reference the typical product lifecycle here — another MBA classic — and stretch it a bit to fit my point about defending competitive advantage. When a new brand emerges with a new product, service, audience, or competitive advantage, much of the effort and investment is spent raising awareness and amassing your first customers. Then you start to build up preference for your brand and increase your market share. Competition may be lower at this stage, and you're getting some scale, growing your audience. Then your steep growth trajectory starts to level off. The competition sees that you're onto a good thing and they start cutting into your piece of the pie. You may fight it by adding more features, or perhaps you lower your price. In a typical business, this is the point where sales may even start to decline. You have a choice here. You can maintain your existing service and try to rejuvenate it. You can cut costs to stay competitive, though that cuts into your profit margin and makes it less worthwhile. Or perhaps you decide to get out of the game entirely because it's not financially attractive anymore. Or, you can find new ways to achieve competitive advantage. You could explore new areas of expansion, or even completely reinvent yourself to renew your competitiveness. The cycle starts again, and once again you become the one that others want to catch up to. Fight or flight or evolve? You can only fight off the competition for so long doing the same things. Fighting isn't always the answer. At some point you may need to evolve, and there are a few ways you might do that. You can explore new markets - are there under-served or untapped audiences you can reach?You can expand new, closely related product lines or servicesYou can add new features or innovations to your existing service or product.Similarly can also and enhance and elevate existing benefitsYou can cut costs to produce or ship and find economies of scale, which drives price down, and makes your parity product more valuable relative to price.Or you can go through mergers and acquisitions (join forces) or even divest certain pieces of the business (stop offering) to be able to focus on a new competitive advantage. This is hardly an exhaustive list, just a few thought starters on what evolution might look like if you are at this stage of your career, or if your business is at this point in its natural lifecycle. In order to create, keep and defend sustainable competitive advantage long-term, evolution is necessary. Keep rooting out the opportunity for renewed competitive advantage and master the art of reinvention. If you can adapt and transform, you can compete and survive. Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!
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 The Global Commercial and Residential Tissue Paper Market Report 2020-2026 provides in-depth information on the qualitative and quantitative evaluation of the Global Cosmetic Surgery Market.Our analysis on Company Profiling of key market players gives an idea about the supply chain in the marketplace for the year 2020, and also their financial performance gives an idea about market share.It also analyzes competitive developments such as business expansions, new product launches, and acquisitions in the market.The report also covers the impact of COVID-19 while projecting the volume and growth, trends, and plans for this market.For Right Perspective & Competitive Insights, Request a Sample @: https://introspectivemarketresearch.com/request/13612Key Player Mentioned: APP (Asia Pulp & Paper), Georgia-Pacific, KCWW, Procter & Gamble, Svenska Cellulosa Aktiebolaget SCA, Unicharm CorporationProduct Segment Analysis: Toilet paper, Facial tissue, Paper towelApplication Segment Analysis: Commercial, ResidentialRegional Segment Analysis: North America (U.S.; Canada; Mexico), Europe (Germany; U.K.; France; Italy; Russia; Spain etc.)COVID-19 Impact Analysis: Our report offers you an impact analysis of coronavirus outbreak across the Commercial and Residential Tissue Paper industry to help you prepare for the future.These parameters were weighted differently and weighted average analysis was used to quantify market impact to derive market growth.The report consists of findings and evaluation of the predicted years during 2020 to 2025.
Dutch civil servants get $428 extra a year to cover coffee and bills for remote working — and a financial institution says you deserve the same.
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If you are looking to make an upgrade to your business, this could be the perfect thing to invest in.Commercial CleaningA professional commercial cleaner will provide a customised cleaning program, organised to suit your particular needs and your budget.They should prepare a written quote setting out what is to be cleaned and what cleaning products they will use and when and how often they will perform the cleaning.They should also provide you with details of other extra services and a catalogue of consumable items, such as toilet paper and soap, which they should be able to supply to you at wholesale prices.They will sweep and mop hard flooring, vacuum and clean the carpets, empty the garbage and recycling bins, and keep kitchen and bathroom locations looking spotless.After all, a spotless working environment means happy workers and satisfied customers who will return again.
Toilet paper is essential, but it can be hard to choose which one is truly best for you. Here is the best toilet paper you can buy in 2020.
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Summary - A new market study, titled “Global Beauty and Personal Care Market Insights, Forecast to 2025” has been featured on WiseGuyReports.Personal care are consumer products used in personal hygiene and for beautification.Personal care includes products as diverse as cleansing pads, colognes, cotton swabs, cotton pads, deodorant, eye liner, facial tissue, hair clippers, lip gloss, lipstick, lip balm, lotion, makeup, hand soap, facial cleanser, body wash, nail files, pomade, perfumes, razors, shaving cream, moisturizer, talcum powder, toilet paper, toothpaste, facial treatments, wet wipes, and shampoo.Also Read: https://wiseguyreports.wordpress.com/2020/08/25/beauty-and-personal-care-market-2019-global-industry-analysis-by-key-players-share-segmentation-consumption-growth-trends-and-forecast-by-2025/ The increasing demand for Beauty and Personal Care drives the market.This report studies the global market size of Beauty and Personal Care in key regions like North America, Europe, Asia Pacific, Central & South America and Middle East & Africa, focuses on the consumption of Beauty and Personal Care in these regions.This research report categorizes the global Beauty and Personal Care market by top players/brands, region, type and end user.This report also studies the global Beauty and Personal Care market status, competition landscape, market share, growth rate, future trends, market drivers, opportunities and challenges, sales channels and distributors.The following manufacturers are covered in this report, with sales, revenue, market share for each company:Loreal GroupProcter and GambleBeiersdorfAvonUnileverThe Estée Lauder CompaniesKao Corporation Market size by ProductHair CareSkin CareOral CareColor Cosmetics and MakeupFragrances & DeodorantsSoaps and Shower GelSun Care ProductsOthersMarket size by End UserDirect SellingHypermarkets & Retail ChainsSpecialty StoresPharmaciesE-CommerceOthers Market size by RegionNorth AmericaUnited StatesCanadaMexicoAsia-PacificChinaIndiaJapanSouth KoreaAustraliaIndonesiaSingaporeMalaysiaPhilippinesThailandVietnamEuropeGermanyFranceUKItalySpainRussiaCentral & South AmericaBrazilRest of Central & South AmericaMiddle East & AfricaGCC CountriesTurkeyEgyptSouth Africa The study objectives of this report are:To study and analyze the global Beauty and Personal Care market size (value & volume) by company, key regions, products and end user, breakdown data from 2014 to 2018, and forecast to 2025.To understand the structure of Beauty and Personal Care market by identifying its various subsegments.To share detailed information about the key factors influencing the growth of the market (growth potential, opportunities, drivers, industry-specific challenges and risks).Focuses on the key global Beauty and Personal Care companies, to define, describe and analyze the sales volume, value, market share, market competition landscape and recent development.To project the value and sales volume of Beauty and Personal Care submarkets, with respect to key regions.To analyze competitive developments such as expansions, agreements, new product launches, and acquisitions in the market.In this study, the years considered to estimate the market size of Beauty and Personal Care are as follows:History Year: 2014-2018Base Year: 2018Estimated Year: 2019Forecast Year 2019 to 2025 This report includes the estimation of market size for value (million US$) and volume (K Units).
Supermarkets offer a very wide array of toilet paper rolls specifically made for recreational vehicles.Not all toilet paper rolls are the same.Many of them possess a potential threat to your septic tank integrity.To check whether the toilet paper of your choice is dissolvable enough for your RV waste tank visit here https://www.toiletable.com/toilet-accessories/best-rv-toilet-paper/, tear a piece of the sheet and place in a clear glass filled with water.Check to see how long it will take the piece to completely dissolve.
Morrisons and Tesco imposed three-per-person product on staple goods after Prime Minister Boris Johnson announced stricter lockdown measures.
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As rumours swirl of toilet rolls disappearing off supermarket shelves once more, some retailers are taking precautionary action to ensure everyone has enough.Morrisons has limited certain items such as toilet rolls and disinfectant products to three per customer, despite saying stock levels were “good”.“We are introducing a limit on a small number of key products, such as toilet roll and disinfectant,” a spokesperson said. “Our stock levels of these products are good but we want to ensure that they are available for everyone.”Meanwhile Tesco has implemented a limit on items like flour, dried pasta, toilet roll, baby wipes and anti-bacterial wipes – so customers can only buy three of each. There are additional limits for a small number of products online, such as rice and canned vegetables.A Tesco spokesperson told HuffPost UK: “We have good availability, with plenty of stock to go round, and we would encourage our customers to shop as normal. To ensure that everyone can keep buying what they need, we have introduced bulk-buy limits on a small number of products.”Related... ‘I Can’t Help It’ – 5 People Reveal Why They’re Still Stockpiling Other supermarkets have shut down claims that items like toilet rolls are in short supply and, as a result, are not implementing any measures at this time. In response to HuffPost UK’s request for comment, an Asda spokesperson said they aren’t seeing evidence in a change of customer behaviour. The supermarket has “good availability” in stores, they said, as well as through its online slots.However it has announced new measures this week, which includes the creation of 1,000 new safety marshals stationed at the front of every store and in the aisles of larger stores. They will be on hand to help customers with safety queries and reiterate government guidelines to wear a face covering and maintain social distancing.Sainsbury’s also has good availability of products like toilet roll and Waitrose did not respond to a request for comment.A spokesperson for Sainsbury’s said in an email: “Customers can continue to shop with confidence in our stores, where they will see we have good availability. We aren’t currently restricting products.”There is confidence there will be enough toilet roll to go around, despite sales rising by 23% in the past week. Toilet roll manufacturer WEPA Group told The Guardian it expected sales to remain high, but insisted that supplies would not run out.While panic-buying is an understandable reaction to an uncertain situation, it can have a profound impact on supply chains – and people’s everyday lives.In March, when the fear of a strict lockdown was impending, supermarkets wrote an open letter to the British public urging people not to panic-buy and limits were placed on certain items so there was enough to go around.Related... How To Resist The Urge To Panic Buy (Again) During Covid-19 Therapists believe people panic-buy because of anxiety and needing some way to take back control. Psychotherapist Nick Blackburn previously told HuffPost UK people are trying to “solve” their anxiety by buying supplies, but when they get to the shops, they’re likely to experience more anxiety because items are running low.Then there’s the added anxiety of being criticised or hearing snarky comments by others for doing it – in the supermarket or all over social media. “That’s not the way to make fearful people feel better,” Blackburn said.Hansa Pankhania, a therapist of 25 years and member of the British Association for Counselling and Psychotherapy, said it’s also driven by helplessness, fear and loss of control. When people panic-buy it’s a “gesture”, she told us earlier in the year – they’re doing something to help themselves in an otherwise helpless situation. When we have no control over the bigger picture, we crave control in our “micro world” – our home and daily routines. And in this case, people are doing it by buying up supplies.There’s also the fear element – understandable when Covid-19 cases are rising again. On top of that, people are scared of running out of food or supplies, said Pankhania, so there’s the basic survival instinct of: “If I don’t have food, I’ll die.”“The news is saturated with people dying or feeling ill,” she said. “Listening to that kind of news, day in day out, is going to trigger our survival instinct even more. Generally human beings aren’t very good at dealing with uncertainty, this is their way of having some certainty.”Related... What Are Super-Spreader Events – And How Can You Avoid Them? The Most Common Signs Of Covid-19 Being Reported Right Now How The NHS Test And Trace App Works
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You’re reading Sex Diaries, a HuffPost UK Personal series about how we are (or aren’t) having sex. To share your story, get in touch on [email protected] in May, when lockdown measures relaxed and it was possible to see people outdoors again, I thought life would start to feel a bit more normal. But, several months down the line, the truth is it still hasn’t.After the mass exodus of my flatmates out of London, I spent two months furloughed and alone. With the extent of my daily interactions with others limited to video calls and short conversations with cashiers in Tesco, there was nothing I craved more than real human contact. It goes without saying, but there’s only so much joy you can get from passing fruit and veg over a counter, so after weeks spent daydreaming about doing dreadful things like hugging and holding hands, I was glad to see my boyfriend. Even if it had to be in a park.The relief didn’t last. We saw each other in what seemed like every public space in the city, and with every royal park we visited, my frustration grew. As expected, we weren’t very good at upholding the two metre rule, and I knew there was only so long sheepish kisses outside my building and feeling horny in St James’s Park would suffice — so I tried talking about it. After several charged conversations about changes to guidance, social bubbles, and seeing each other indoors — all which boiled down to me wanting to be intimate again, but he and his flatmates feeling uncomfortable with the prospect of mixing indoors — we broke up.If having a relationship in this climate is so difficult, surely it’s a terrible idea to look for a new one. Or worse yet, something less.Although it wasn’t the only reason we separated, after so long alone sex, or at least a conversation about it, felt as necessary as it did taboo. I knew what I wanted flouted public health guidance and I understood his reluctance, but at the time I didn’t understand why morality only kicked in at the entrance to my flat. But navigating intimacy right now is difficult. We each have our limits, and few of us are immune to the moral dilemma. It’s just that nobody wants to admit it. I’ve never considered myself needy or unprincipled, but the fact I still want to date during the worst of our times is telling. Post-break up, I’m at a stage where ordinarily, I’d throw myself back into dating. But given even seeing close friends and family has been complicated by the fact we’re all walking incubators for a virus with no cure, I’m conflicted.If having a relationship in this climate is so difficult, surely it’s a terrible idea to look for a new one. Or worse yet, something less; because now there’s a particular weight that comes with wanting something casual. As if only the strength of feeling that comes with ‘actually’ being in love comes close to justifying putting lives at risk. The Government seems to agree, because even with cases on the up and restrictions tightening, those in ‘established relationships’ have now got the cabinet’s stamp of approval if they want to be intimate again. But for the rest of us, it’s not as straightforward.  At least when there were clear protocols about staying two metres apart and keeping interactions strictly outdoors, it was as plain as day that sex, never mind casual sex, was out of the question. This is what I tell myself, but it seems like the more time has passed from the bit of lockdown where we all panic-bought linguine and stockpiled toilet paper, we’ve started to forget. I’ve heard it said that pandemic or no pandemic, if a date goes well, then sex is on the cards — and while I don’t agree, I certainly understand. Guidance has been so vague and confusing throughout the course of the pandemic that I have no idea what I should be doing, no matter how scrupulously I read the policy. Unlike the Dutch government, which included provisions for a ‘seksbuddy’ in its guidelines, Matt Hancock deftly told people in the UK to “make a choice and stick with it”.I never thought I’d find myself in a situation where I’d have to wear a mask, or consider a third, fourth, or even fifth party during sex.But what if the choice you made months ago hasn’t stood the test of the virus? I never thought I’d find myself in a situation where I’d have to wear a mask, or consider a third, fourth, or even fifth party during sex. Not even in an exciting way — it’s just that Covid means we now have a social responsibility to take into account literally every person we come into close contact with when we date.For many of us, this means consulting flatmates. While I’m lucky to call mine my friends, it feels weird asking a relative stranger what stance his housemates are currently taking on his sex life. We’re living in a world where the euphemism ‘do you want to come back to mine?’ has been replaced with ‘how do the people you live with feel about you coming back to mine for sex?’, and I don’t think I like it.It honestly feels a bit pointless that I’m sat in a pub with a person, who under normal circumstances and all being well, the end-goal would be to get closer to. As a result, I’m dating half-heartedly. The urge is still there, so I go on them anyway, but I’m acutely aware that any desire I have now comes with caveats. It doesn’t say much about my values if I sleep with Tom from Bumble, so I’m sitting a bit further away from him at the bar nowadays.As restrictions are reimposed, I’m becoming even more tentative about dating — but I’m starting to accept that I’m only human. In the meantime, we can only hope that scientists develop a sanitiser that can cleanse my thoughts as well as it cleans my hands.Sian Frances is a freelance writerHave a compelling personal story you want to tell? Find out what we’re looking for here, and pitch us on [email protected] HuffPost UK Personal Sex Diaries Sex After Miscarriage Is Hard. This Is How We Got Back Into The Swing Everything My Straight Friends Told Me About Sex Was Wrong I Became A Cam Girl During Lockdown. I've Never Felt More Confident
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On top of shipping and streaming, Prime membership offers a lot more.Keep reading this article to know about all the added benefits of Amazon Prime.Shipping BenefitsFree overnight shipping: Amazon understood the requirement for quick deliveries and started free two-day shipping.Later, Amazon understood the requirement for urgent deliveries and upgraded to overnight shipping.Of course, this is limited to Prime subscribers and certain items.Free two-hour delivery: Prime members can now receive their Whole Foods groceries and other items in just two hours at their doorsteps.Shopping BenefitsFree grocery and household item delivery: Prime Pantry includes items like, toilet paper, dog food, shampoo, cereal (basically anything that doesn’t require refrigeration).This will help you score better deals and lower prices at Amazon.Early access to Lightning deals: Amazon’s Lightning deals offer a huge selection of components, accessories, adapters, media drives & more from top brands.
Illustration by Alex Castro / The Verge Amazon has been accused of price gouging on essential items like toilet paper and antibacterial soap in a report by consumer rights group Public Citizen. The report analyzed over a dozen products, including those sold by third-party sellers and items listed as “sold by Amazon.” It found that between the months of May and August, prices on some items more than quadrupled in price, seemingly breaking Amazon’s own Fair Pricing Policy. Responding to the report, Amazon said that there was “no place for price gouging” on its service, including on products it sells directly. “Our systems are designed to offers customers the best available online price and if we see an error, we work quickly to fix it,” a spokesperson said. But the report... Continue reading…
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