Category: Business

New FTC proposals aim to address concerns about personalized pricing, warning companies to be transparent about how personal data influences online prices for consumers.

The Federal Trade Commission (FTC) has recently proposed a new enforcement policy regarding personalized pricing, cautioning companies that obscure how personal data affects the prices consumers encounter online. This initiative comes as retailers and their partners increasingly gather information about consumers, including their location, search habits, purchasing behavior, and online activities.

According to the FTC, pricing systems can leverage personal data to gauge how much an individual consumer might be willing to spend. This issue has garnered significant attention in Washington, particularly following the FTC’s publication of a proposed enforcement policy statement on August 19, 2026. While the agency acknowledges it cannot outright ban personalized pricing in all circumstances, it warns that companies failing to disclose how personal data influences pricing may violate federal consumer protection laws.

But how exactly does the information collected by companies influence the prices, discounts, or products that consumers see? Research indicates that personalized pricing can lead to different offers for different individuals, even when they are searching for the same product.

Dynamic pricing, which adjusts prices based on factors such as supply, demand, and location, is something most consumers are familiar with. For example, rideshare fares often increase during peak demand, and airline ticket prices fluctuate based on availability. However, personalized pricing takes this a step further by using specific consumer data to tailor offers. This means that two individuals searching for the same item could receive different prices based on their unique profiles.

Another related concept is price steering, where retailers may keep actual prices the same but alter the order in which products are displayed. The FTC’s research has shown that pricing tools can utilize consumer data to prioritize certain products, potentially showcasing higher-priced items first. While consumers generally expect price changes due to market conditions, they may be surprised to learn that their browsing history or purchasing patterns can also influence pricing.

In its investigation into surveillance pricing, the FTC discovered that third-party pricing companies utilize detailed consumer information to help retailers customize prices, promotions, and product rankings. These companies often work with a wide range of clients, from grocery stores to clothing retailers, and can combine first-party data with external sources, such as loyalty programs and data brokers. While not every client employs individualized pricing, the technology exists to manipulate prices based on consumer data.

A recent study by Consumer Reports examined pricing discrepancies in rideshare services like Uber and Lyft. The investigation involved 174 volunteers checking over 40 routes across the United States. It found a median price difference of 42.4% between the lowest and highest fare groups. Even when checking the same trip within minutes of each other, riders received varying prices. However, both Uber and Lyft disputed the findings, asserting that they do not use personal data to set base fares or engage in behavioral pricing.

Online grocery shopping has also revealed significant price variations. A December 2025 report from Consumer Reports, Groundwork Collaborative, and More Perfect Union indicated that nearly three-quarters of grocery items tested on Instacart were offered at different prices to different shoppers. In some cases, price differences reached as high as 23%. The researchers estimated that these discrepancies could cost a household of four approximately $1,200 annually. Instacart, however, refuted this extrapolation, stating that the pricing tests were randomized and did not rely on personal data.

Instances of personalized pricing are not new. In 2014, researchers from Northeastern University found evidence of price discrimination on nine out of 16 major retail and travel websites. For example, CheapTickets and Orbitz offered lower hotel prices to members, while Expedia and Hotels.com directed some users toward more expensive options. In 2015, ProPublica reported that The Princeton Review charged different prices for an online SAT tutoring package based on a customer’s ZIP code, with higher prices offered to individuals in areas with larger Asian populations.

While there is no guaranteed method for securing the lowest online price, consumers can take steps to limit the information available to retailers and data brokers. For instance, shoppers can compare prices while logged out of their accounts and check out as guests to avoid contributing to a shopping history. Additionally, rejecting optional advertising and tracking cookies can help minimize data collection.

Consumers should also be aware of how their location data is used. Adjusting app settings to limit precise location tracking can help reduce the information available to retailers. Furthermore, utilizing private browsing modes can create a separate session that does not rely on existing cookies, although it does not guarantee anonymity.

Before making significant purchases, it is advisable to compare prices across different retailers and check historical pricing to ensure that current deals are genuinely advantageous. A VPN can also mask a user’s public IP address, potentially altering perceived location data, although it does not erase existing accounts or shopping histories.

As the landscape of online shopping evolves, it is crucial for consumers to remain vigilant about how their personal data may influence pricing. While not every retailer employs personalized pricing, the technology exists to do so, and consumers should be proactive in protecting their information and seeking the best deals available.

For further insights on managing your digital privacy and understanding personalized pricing, visit CyberGuy.com.

Oracle has invoked ‘force majeure’ to mitigate potential cost increases related to its New Mexico data center project, according to a report by Bloomberg.

Oracle is taking steps to protect itself from potential cost increases associated with a significant data center project in New Mexico by issuing a “force majeure” notice to the project’s developer, a unit of Blue Owl, as reported by Bloomberg.

In a statement to CNBC, Oracle affirmed, “Project Jupiter remains on our planned schedule. We are fully committed to New Mexico and confident in our path forward.”

The company is reportedly seeking to delay payments on the campus if it does not become operational as expected by 2028. Blue Owl Capital responded, stating, “This notice does not change the financial commitments to this multi-year project.”

The New Mexico data center is a crucial component of the broader Stargate artificial intelligence infrastructure initiative. However, it has encountered several challenges, including local opposition to data centers ahead of the upcoming midterm elections.

Typically, companies invoke force majeure to relieve themselves of contractual obligations when unforeseen issues arise, a strategy that can raise concerns among lenders and investors. Oracle noted, “Force-majeure notices are commonplace in developments of this scale and are often used to preserve contractual rights among project partners. They do not, by themselves, establish a project delay or change delivery expectations.”

According to media reports, the 1,400-acre Project Jupiter campus has secured $18 billion in loans from a consortium of banks and is part of Oracle’s broader agreement with OpenAI to provide AI computing capacity.

During the company’s earnings call on September 10, Oracle co-CEO Clay Magouyrk assured analysts that Project Jupiter would not impact its previously stated fiscal 2027 revenue or earnings guidance.

Despite these reassurances, concerns have been mounting regarding Oracle’s $18 billion in debt linked to the data center, which is reportedly trading at stressed levels, according to the Financial Times.

Data centers have increasingly faced opposition, becoming a political flashpoint as communities express worries about their impact on local energy, water, and other natural resources.

Brokerage William Blair commented that while the recent news heightens concerns about regulatory and power-related delays affecting AI deployments, it anticipates minimal short-term impact on Oracle. “Practically, fiscal 2027 should not be affected, since Jupiter contributes no revenue this year,” the firm stated.

Following the announcement regarding the force majeure, Oracle shares experienced a decline of 4% on Thursday.

This development highlights the complexities and challenges facing major tech companies as they navigate the regulatory landscape and community concerns surrounding large-scale data center projects.

For further details, refer to Bloomberg.

Starbucks plans to close approximately 250 stores across North America, marking a significant restructuring effort under CEO Brian Niccol, with affected employees offered transfers or severance support.

Starbucks has announced plans to close around 250 coffeehouses throughout North America, a move that represents the company’s second major round of closures since Brian Niccol took over as CEO in 2024. The closures are part of a strategic review of Starbucks’ North American coffeehouse portfolio.

In a letter to employees, Chief Operating Officer Mike Grams stated that some of the locations were not meeting acceptable financial performance, while others were unable to consistently deliver the customer and employee experience that Starbucks aims to provide. The closures account for approximately 1% of Starbucks’ more than 18,000 coffeehouses in North America.

While Starbucks did not specify how many of the affected locations are in the United States or provide a comprehensive list of the stores set to close, the announcement follows a previous round of closures in September 2025, when the company shut down 627 stores across North America and Europe and eliminated around 900 non-retail positions. This earlier decision was part of the broader “Back to Starbucks” strategy aimed at revitalizing the brand.

As part of this ongoing strategy, Starbucks has been working to modernize its coffeehouses. Grams noted that the company anticipates completing 1,500 coffeehouse “uplifts” by September 30, marking the end of its fiscal year. This initiative has provided Starbucks with better insights into the performance of individual coffeehouses.

Despite the closures, Starbucks remains committed to expanding its North American store count. However, the company is also taking steps to close locations that do not align with its financial and customer-experience standards.

Although a complete official list of the closing stores has not been released, local news outlet 13WTHR has published a list of confirmed locations. Some of the notable closures include stores in Alabama, Arizona, California, Colorado, Connecticut, Florida, Kentucky, Maryland, Michigan, Missouri, Nebraska, New York, North Carolina, Ohio, Oregon, Pennsylvania, South Carolina, Rhode Island, Tennessee, Texas, Virginia, Washington, D.C., and Canada.

For employees affected by the closures, Starbucks has indicated that it will attempt to transfer workers to other locations whenever feasible. Those who cannot be relocated will receive severance support from the company. Starbucks has not disclosed how many of the stores set to close have unionized workers. Since late 2021, over 700 U.S. Starbucks stores have voted to unionize, but the company and Starbucks Workers United have yet to finalize a labor agreement.

This latest round of closures highlights the ongoing challenges faced by Starbucks as it navigates the evolving retail landscape and seeks to enhance its operational efficiency while maintaining customer satisfaction.

According to 13WTHR, the list of confirmed closures will be updated as more locations are finalized.

McDonald’s has announced an ambitious $8.5 billion investment plan aimed at enhancing restaurant experiences, expanding chicken offerings, and integrating artificial intelligence by 2036.

McDonald’s is set to invest approximately $8.5 billion through 2036, focusing on supporting franchisees while enhancing customer experiences with redesigned restaurants, new menu items, artificial intelligence, and employee training.

The fast-food giant revealed its comprehensive strategy, dubbed McDonald’s > NEXT, during its investor day in Chicago on September 23. This initiative comes as McDonald’s aims to boost customer traffic and compete more effectively in key areas such as chicken and beverages.

Of the total investment, McDonald’s plans to allocate around $5 billion in franchisee support by 2030. This support will come in the form of rent relief and capital assistance, aimed at accelerating restaurant modernization, technology deployment, and operational enhancements.

The planned upgrades for restaurants include more efficient kitchen layouts, improved drive-thru operations, delivery lockers, and visible coffee preparation areas. Additionally, McDonald’s is reintroducing smaller PlayPlace areas equipped with slides and traditional features to attract families.

The company estimates that the full implementation of these restaurant initiatives could yield approximately 250 basis points of gross restaurant-level efficiency gains, translating to about $100,000 in annual cash flow for the average U.S. restaurant. Franchisees can expect a payback period of approximately four years following the company’s contributions.

In its pursuit of growth, McDonald’s is also targeting the chicken market. The company is currently testing hand-breaded chicken in the United States, with plans to expand testing to additional U.S. locations and restaurants in Ireland by 2027.

McDonald’s aims for a 1.5-percentage-point increase in its chicken market share by 2030, alongside a similar goal for beverages. The company plans to diversify its offerings by expanding McNuggets flavors and sauces, introducing McCrispy items, and testing grilled chicken sandwiches and wraps. While focusing on chicken and beverages, McDonald’s will continue to maintain its leadership in the beef category.

In response to shifting consumer preferences, McDonald’s USA President Skye Anderson noted that approximately 60 million Americans are actively seeking more protein in their diets. Additionally, around 30 million Americans are using GLP-1 weight-loss medications, indicating a growing demand for protein-rich options.

Artificial intelligence will play a significant role in McDonald’s strategy moving forward. The company is accelerating the deployment of ArchIQ, an AI-enabled system developed in collaboration with Google. This system aims to enhance order accuracy and automate various restaurant tasks, including inventory management and scheduling.

Currently, scales designed to improve order accuracy are in use at about 10,000 McDonald’s locations worldwide, with plans to expand this to 20,000 restaurants by 2028.

To complement its technological advancements and restaurant upgrades, McDonald’s is launching a comprehensive employee-training initiative called “Make It Golden.” This multiyear program aims to enhance food execution and hospitality across the chain, ensuring a consistent customer experience at all locations.

This latest strategy builds upon McDonald’s previous Accelerating the Arches program, which successfully expanded its digital business and restaurant footprint. With over 46,000 restaurants globally, McDonald’s serves more than 70 million customers daily, according to QSR.

The new investment strategy comes at a crucial time as McDonald’s faces increasing pressure to improve customer traffic in the U.S. and compete with rivals like Burger King. By integrating menu changes, restaurant remodeling, technology, and employee training, McDonald’s aims to enhance its offerings without solely relying on pricing and promotions.

According to QSR, this multifaceted approach is designed to position McDonald’s for sustained growth in a competitive fast-food landscape.

Nissan is planning to boost U.S. production as it prepares to launch the 2027 Rogue Hybrid, potentially adding a third shift at its manufacturing plants.

Nissan Motor Co. is gearing up to increase its production capacity in the United States with the upcoming launch of the 2027 Rogue, which will include a new hybrid variant. This hybrid model is seen as a crucial element of the company’s strategy in the U.S. market.

Christian Meunier, chairman of Nissan Americas, shared insights with CNBC, indicating that the company is currently operating near its manufacturing limits in the U.S. He stated, “We’re now maxing out the production capacity in the U.S. The next step is going to be three shifts.”

Nissan manufactures the Rogue and other crossover models at its expansive assembly plant in Smyrna, Tennessee, which spans approximately 6 million square feet. Additionally, the company operates a significant assembly facility in Canton, Mississippi, where it produces the Altima sedan and Frontier pickup truck. If Nissan proceeds with adding a third shift at both plants, Meunier suggested that U.S. production could rise to around 1 million vehicles annually, a substantial increase from nearly 487,000 vehicles projected for 2025.

On September 21, Nissan unveiled the 2027 Rogue for the U.S. market, featuring a new hybrid version that utilizes the company’s innovative e-Power technology. Unlike traditional hybrids, the e-Power system employs a gasoline engine to generate electricity, while electric motors power the vehicle’s wheels, eliminating the need for external charging.

The Rogue is a pivotal model for Nissan in the competitive compact crossover segment, facing rivals such as the Toyota RAV4 and Honda CR-V. Production of the gas-powered 2027 Rogue is set to commence at the Smyrna facility in spring 2027, while the hybrid variant is expected to begin production next year. To expedite availability for U.S. customers, Nissan plans to import hybrid Rogue models from Japan until domestic production ramps up.

The starting price for the Rogue Hybrid is anticipated to be $35,490, with the Platinum version priced at $43,490.

Nissan’s potential expansion of production capacity comes as the company aims to maximize the use of its existing manufacturing footprint rather than immediately constructing a new factory. The automaker has set an ambitious goal of producing 80% of the vehicles it sells in the U.S. domestically by 2030. Currently, there are no plans for a new U.S. plant; instead, management is focused on enhancing the utilization of existing facilities.

The Canton facility in Mississippi has an annual capacity of approximately 410,000 vehicles and employs around 3,200 workers, according to the company’s 2026 plant factsheet. This facility covers about 4.7 million square feet and is responsible for producing the Altima and Frontier models.

The Smyrna plant, on the other hand, is a key site for Nissan, producing the Rogue, Pathfinder, and Murano, as well as the Infiniti QX60. Nissan regards this facility as one of its major manufacturing operations in North America.

Meunier has emphasized the importance of the Rogue Hybrid in Nissan’s strategy to strengthen its foothold in the U.S. market. The company is entering a hybrid segment where competitors like Toyota and Honda have already established strong offerings. Nissan is optimistic that its e-Power technology will provide a unique approach to electrification, combining electric propulsion with a gasoline-powered generator without requiring drivers to plug in.

In addition to the Rogue, Nissan is working on a broader turnaround plan that includes adjustments to its vehicle lineup and increased utilization of its existing production capacity. The timing of the Rogue’s launch is critical, as it aligns with both product strategy and manufacturing capabilities. A successful rollout could enhance the utilization of Nissan’s U.S. factories, while the addition of a third shift at these plants could significantly elevate domestic vehicle output.

While the company has not confirmed the implementation of additional shifts, Meunier noted that this move is under consideration as Nissan evaluates demand for the new Rogue and other vehicles.

According to CNBC, the developments surrounding the 2027 Rogue and Nissan’s production strategy reflect the company’s commitment to adapting to market demands and enhancing its manufacturing efficiency.

Global institutions are quietly observing the Expothon platform’s economic frameworks, raising critical questions about the potential for SME-led growth in a changing economic landscape.

For the past five years, Naseem Javed’s Expothon Worldwide platform has been under the watchful eye of global institutions, which have been tracking its economic and entrepreneurial frameworks. Data from LinkedIn Premium metrics reveals a paradox: organizations such as the World Bank Group, the European Commission, and the World Economic Forum have been consistently engaging with Expothon’s narratives, yet they remain silent on the implications of these insights.

This silence is not merely an oversight; it reflects a deeper systemic issue within these institutions. They are confronted with a reality where their traditional methods of economic analysis and intervention are being challenged by Expothon’s innovative approach to entrepreneurship. The lack of public discourse or academic rebuttals suggests a profound discomfort with acknowledging the limitations of established economic models.

Expothon’s narratives introduce concepts that existing frameworks struggle to accommodate, such as Entrepreneurial Mysticism and Tacit Knowledge. Javed argues that entrepreneurs existed before the statistics that attempt to quantify them, indicating that crises cannot be resolved merely by manipulating data. This perspective poses a challenge to bureaucrats who rely on conventional economic indicators and models.

As these global institutions observe Expothon’s weekly insights, sent to 2,000 cabinet-level officials across 100 countries, they find themselves grappling with a sense of operational paralysis. They are aware that their traditional methods, which focus on managing outcomes rather than fostering creation, are failing to address the complexities of modern economic challenges.

Expothon highlights the limitations of existing macroeconomic frameworks, which often prioritize large-scale projects over grassroots entrepreneurial initiatives. While institutions like the World Bank can fund significant infrastructure projects, they struggle to support the psychological confidence needed for small and medium enterprises (SMEs) to thrive. This disconnect is what Expothon refers to as the “Debt Shadow,” where traditional financial strategies no longer yield productive results.

In contrast to established macroeconomic regimes, Expothon advocates for a new paradigm that emphasizes the interconnectedness of grassroots enterprises. This approach challenges the conventional wisdom of economic growth, which often relies on outdated metrics and bureaucratic processes. Expothon’s focus on immediate mobilization cycles and the “1,000-Day Execution Clock” positions it as a viable alternative to the slow-moving policies of traditional institutions.

As Expothon progresses from a think tank to a global execution blueprint, it is poised to capitalize on the impending shifts in the political landscape. With global debt reaching unsustainable levels and a new generation of voters emerging, Expothon’s narratives may provide the necessary framework for political parties seeking to adapt to changing public expectations.

Looking ahead, Expothon is set to harness the potential of AI as an entrepreneurial amplifier, enabling SMEs to compete on a global scale without the barriers of traditional institutional support. This shift could redefine competitive advantages, moving away from financial metrics to measures of AI readiness and entrepreneurial capacity.

As the world approaches a critical juncture where conventional economic tools may fail, the insights gleaned from Expothon’s narratives could become essential for preventing economic collapse. The silent observers within global institutions may soon find themselves compelled to engage with these ideas, not out of choice, but necessity.

The convergence of Expothon’s innovative frameworks and the operational realities of established institutions will likely occur at the intersection of systemic crisis. As traditional methods falter, the need for new approaches to economic mobilization will become increasingly apparent.

Ultimately, the trajectory of Expothon underscores a significant shift in the global economic discourse. As institutions continue to monitor its developments, the silence surrounding their observations may soon give way to a recognition of the urgent need for change. The future of economic actionism may depend on their willingness to embrace the insights offered by Expothon and adapt to the evolving landscape of entrepreneurship.

As of August 22, 2026, Naseem Javed’s LinkedIn profile has received over 2,070 visits from various global institutions, reflecting a growing interest in the narratives being developed by Expothon. This trend highlights the potential for Expothon to influence economic policy and practice on a global scale, according to The American Bazaar.

BRICS 2026 aims to enhance its economic potential by conducting comprehensive audits of member nations’ entrepreneurial capabilities and mobilizing small and medium-sized enterprises (SMEs) for global competitiveness.

As BRICS prepares for its 2026 agenda, the focus is shifting toward a deeper understanding of the entrepreneurial landscape within its member nations. The initiative seeks to assess the true potential of small and medium-sized enterprises (SMEs) and their readiness for global markets.

The first step in this national mobilization of entrepreneurialism is to stop merely hunting for startups and instead discover the existing entrepreneurial ecosystem. Many entrepreneurs have been operating for decades, weathering various economic challenges. This accumulated entrepreneurial capital is invaluable and should be recognized as the foundation for future growth rather than overlooked in favor of new startups.

BRICS has the scale necessary for significant economic impact, but it must also develop the competence of its SMEs. The Global SME Index from Expothon reveals a startling reality: simply counting SMEs is not enough. The bloc needs to identify which enterprises are genuinely exportable, scalable, and digitally prepared to compete on a global stage.

To achieve this, a national entrepreneurial census is essential. This census should go beyond mere numbers to uncover the identity of SMEs, their products, markets, longevity, export capabilities, and potential for growth. The Global SME Index serves as a critical tool for this audit, providing insights that can guide national strategies.

Moreover, it is vital to measure the mindset of the institutions involved in this mobilization. A job-seeker mentality differs significantly from an entrepreneurial job creator mindset, leading to divergent policies and outcomes. Institutions must evaluate their own operating mindsets to effectively support entrepreneurial growth.

Measuring competence is another crucial aspect. SME registration alone does not reflect the strength of an enterprise. Instead, it is important to assess factors such as management competence, product competitiveness, market knowledge, export readiness, digital capability, financial discipline, innovation capacity, and growth potential. This comprehensive evaluation will reveal the hidden capabilities within national statistics.

Recognizing the value of experienced entrepreneurs is also essential. Long-standing enterprises possess tacit knowledge that can be a tremendous asset. Rather than viewing these entrepreneurs as relics of the past, BRICS should engage them as valuable resources for knowledge and insight.

Additionally, the audit process must extend to the institutions designed to support entrepreneurs. It is crucial to determine whether these institutions are focused on fostering entrepreneurial performance or merely adhering to administrative processes. A job-seeker mindset cannot effectively mobilize the vast potential of existing entrepreneurs.

Global expansion is another priority. BRICS must identify enterprises capable of exporting and scaling internationally, integrating them into global value chains. If national SME strategies do not systematically identify future global enterprises, they will struggle to prepare for international competition.

To facilitate this, BRICS should focus on identifying the strongest enterprises within specific categories—5,000, 50,000, 100,000, or even 500,000—based on national capacity. This approach prioritizes productive potential over trendy startups, ensuring that the most capable enterprises are selected for support.

In the modern economy, digital management is essential. SMEs must operate digitally across markets, supply chains, finance, and customer interactions. As artificial intelligence (AI) becomes integral to global commerce, it is imperative that SMEs are not left behind, relying on outdated management systems.

Furthermore, the audit process must encompass the intangible qualities that contribute to entrepreneurial success. This includes assessing an entrepreneur’s tacit knowledge, ambition, market instinct, and ability to recognize opportunities. Entrepreneurs are not merely numbers on a balance sheet; they embody an invisible operating system that drives their enterprises.

Connecting existing entrepreneurial ecosystems to global markets and AI is vital. Proven enterprises must be supported in their efforts to export, digitize management, and access global knowledge. AI should not remain confined to elite technologies but should be deployed at scale to benefit the majority of the national economy.

The National Mobilization of Entrepreneurialism (NAME) initiative aims to streamline this process, transforming audits into actionable strategies. This includes identifying, measuring, segmenting, digitizing, upskilling, reskilling, and ultimately globalizing SMEs. The goal is to replace fragmented programs with a cohesive strategy that fosters continuous entrepreneurial development.

BRICS faces a critical test: it must move beyond announcing startup funds or incubators and instead focus on mobilizing existing entrepreneurs. The challenge lies in understanding and respecting the capabilities of a million existing entrepreneurs, removing barriers to their success, and connecting them to AI and global markets.

Ultimately, BRICS has the opportunity to redefine economic mobilization. A superpower economy cannot rely solely on large corporations; it requires a robust SME sector integrated with advanced technologies. The question remains: will BRICS merely support SMEs, or will it become the first major economic bloc to actively mobilize its entrepreneurial resources as engines of national power?

According to Expothon Worldwide, a Canadian think tank initiative, the national mobilization of entrepreneurialism protocols have been successfully implemented over the past decade, reaching numerous cabinet-level officials across various economies. This initiative emphasizes that risk-taking, rather than theoretical knowledge, is the key to fostering superpower economies.

AI-powered smart grocery carts have been linked to a 32% increase in spending, raising questions about their impact on consumer behavior as they expand across U.S. stores.

Artificial intelligence is increasingly making its presence felt in grocery shopping, and recent research suggests it may lead to higher spending. Imagine pushing a grocery cart equipped with a screen that offers directions, coupons, and product suggestions. This technology not only keeps a running total of your purchases but also allows you to bypass the traditional checkout line. While this may seem convenient, it also provides retailers with a new avenue to influence your buying decisions.

A study conducted by Bayes Business School at City St George’s, University of London, found that shoppers using smart shopping carts spent an average of 32% more than those using regular carts. The research indicated that these shoppers not only bought more items but also spent more time in the store. This raises an important question: Are smart carts enhancing your shopping experience, or are they simply making it easier to overspend?

The study, published in the Journal of Business Research, examined the behavior of shoppers at a well-known German supermarket chain in March 2025. Researchers analyzed 12,418 shopping sessions, of which 9,422 involved the use of smart-cart technology. These carts, equipped with tablet-style screens, allowed shoppers to create digital shopping lists, receive personalized recommendations, and navigate the store more efficiently. They also supported checkout-free payment options.

Results showed that smart-cart users spent 32% more on average than non-users, purchased 25% more items, and spent 23% more time in the store. Interestingly, the spending gap was more pronounced during afternoons and weekends, with shoppers spending the most time in stores during the evening hours.

Dr. Sabrina Gottschalk, a lecturer in marketing at Bayes Business School and the study’s lead author, noted that these findings suggest significant revenue potential for retailers. The screens on smart carts create additional opportunities for advertising, allowing stores to present special offers and product recommendations while shoppers are actively deciding what to buy. This dual function of smart carts—serving as both a shopping tool and an advertising platform—could reshape consumer behavior.

However, it is essential to note that the study identified an association between smart-cart use and increased spending without definitively proving that the technology itself caused the rise. Shoppers opting for smart carts may have already planned larger grocery runs or may be more inclined to use technology to facilitate their shopping experience.

Further analysis revealed a subset of shoppers, dubbed “superusers,” who interacted with the smart-cart screen more than 20 times during a single trip. While these superusers bought significantly more items and spent longer in the store, they did not necessarily spend more money overall. This suggests that some shoppers may engage with the technology for the experience rather than to increase their purchases.

Smart carts are already making their way into grocery stores across the United States. Instacart has deployed thousands of its AI-powered Caper Carts in over 100 cities, with availability across 15 states and numerous retail banners, including Kroger and ShopRite. These carts utilize cameras, built-in scales, and sensors to track what shoppers add to or remove from their baskets, while also providing recommendations as customers navigate the aisles.

Amazon has introduced a competing product known as the Dash Cart, which displays prices, keeps a running total, and offers personalized deals. This technology is set to expand to additional Whole Foods Market locations across the U.S. by the end of 2026, making smart carts a more familiar feature in grocery shopping.

What makes smart carts particularly intriguing is their ability to deliver promotions directly to shoppers as they move through the store. For example, if a shopper turns down an aisle, the cart may display a promotion for a nearby product. This capability can enhance the shopping experience by reminding customers of forgotten items or suggesting complementary products. However, it also raises the risk of impulse purchases that may not align with the shopper’s original list.

Data privacy is another important consideration. Instacart’s Caper Carts utilize various sensors and tracking systems to monitor shopper behavior, which can enhance the cart’s functionality but also raises questions about data collection and personalized advertising. Shoppers should be mindful of the privacy settings associated with their grocery-store accounts and understand what information retailers collect.

Using an AI shopping cart doesn’t mean you have to forgo your budget. To maximize the benefits of this technology, shoppers should establish a clear list of what they need before entering the store. When the cart suggests additional items, it’s wise to compare those suggestions with your original list to avoid overspending.

Monitoring your total as you shop can also be beneficial, allowing you to make informed decisions before reaching the checkout line. While some recommendations may offer genuine savings, it’s crucial to remain vigilant and not assume that every promoted product is the best deal. Comparing prices and unit costs can help ensure that you stay within your budget.

For those curious about the impact of smart carts on their grocery bills, a simple experiment can provide insight. Track your spending during a few trips using a smart cart compared to regular grocery runs. This may reveal whether the technology helps you stay organized or contributes to unexpected increases in your total.

As smart carts become more prevalent in grocery stores, it’s essential to consider how they influence shopping behavior. While they offer convenience and potential savings, the 32% increase in spending highlighted by the study warrants attention. Shoppers should enjoy the benefits of technology while remaining mindful of their budgets and shopping lists.

Would you consider using an AI-powered shopping cart if it allowed you to skip the checkout line, or would the knowledge that smart-cart users tend to spend 32% more lead you to stick with a traditional cart? Share your thoughts with us at CyberGuy.com.

For more tips on managing grocery costs, check out our article on eight apps that can help reduce your food bill.

Copyright 2026 CyberGuy.com. All rights reserved.

PayPal is set to lay off 251 employees at its San Jose headquarters as part of a larger initiative to reduce its global workforce by 20%.

PayPal is preparing to implement significant job cuts at its San Jose headquarters, with 251 employees facing layoffs as the company continues its broader effort to reduce costs. This latest round of layoffs will impact senior employees, managers, and engineers, marking a substantial shift in the company’s workforce strategy.

According to a Worker Adjustment and Retraining Notification (WARN) filing submitted to California’s Employment Development Department, the affected employees are expected to lose their jobs on October 30, 2026. The WARN filing indicates that the layoffs will encompass a variety of roles, including more than 100 engineering positions, over 50 senior software engineers, nearly 50 directors, and more than 40 senior managers.

This move is part of PayPal’s larger restructuring plan, which aims to eliminate approximately 20% of its global workforce. Bloomberg has reported that this initiative could potentially affect around 4,760 employees out of a total workforce of about 23,800 worldwide.

PayPal has characterized the restructuring as a necessary step to enhance efficiency and redirect resources toward areas deemed critical for future growth, particularly in artificial intelligence. The company anticipates that these cost-cutting measures will yield approximately $1.5 billion in savings over the next two to three years, with around $400 million expected by the end of the first year.

The pressure for these cuts comes as PayPal navigates an increasingly competitive payments market. Traditional technology giants like Apple and Google have expanded their foothold in digital payments, while emerging companies such as Stripe and Klarna have solidified their positions within the industry.

The WARN filing also highlights the seniority of some of the employees affected by the layoffs. Reports from SFGate indicate that senior director positions at PayPal could command annual salaries exceeding $300,000, underscoring the significance of the cuts.

The layoffs in San Jose follow previous job reductions and restructuring efforts at PayPal as CEO Enrique Lores seeks to reshape the company. Lores, who took over as president and CEO in March, has been tasked with simplifying the organization and enhancing its financial performance.

The urgency of the restructuring plans became more pronounced after the company’s disappointing first-quarter results, which led to increased pressure to improve growth while managing expenses and competing effectively in the rapidly evolving payments landscape.

Under federal law, companies covered by the WARN Act are generally required to provide advance notice of certain mass layoffs and plant closures. California’s Employment Development Department maintains WARN filings that detail the affected workers and the timing of job reductions.

For the employees impacted in San Jose, the WARN filing specifies the date for the latest wave of layoffs. However, for PayPal, these job cuts are part of a broader strategy to reduce its workforce, lower expenses, and reposition the company for its next phase of growth, according to Bloomberg.

Disney’s $50 million antitrust settlement allows eligible YouTube TV and DirecTV Stream subscribers to file claims for cash payments, addressing concerns over inflated streaming prices.

The Walt Disney Company has reached a $50 million partial settlement in a class action lawsuit concerning the pricing of live TV streaming services. This settlement provides an opportunity for some YouTube TV and DirecTV Stream subscribers to file a claim for potential cash payments.

The lawsuit, titled Heather Biddle, et al. v. The Walt Disney Company, alleges that Disney leveraged its control over ESPN and other channels to pressure streaming services like YouTube TV and DirecTV Stream into offering more expensive packages. While Disney denies any wrongdoing, the settlement allows eligible customers to seek compensation.

Customers who subscribed to YouTube TV between April 1, 2019, and March 31, 2026, or to DirecTV Stream during the same period may qualify for the settlement. This includes subscriptions branded as DirecTV Now and AT&T TV Now. However, it is important to note that the settlement only applies to YouTube TV and DirecTV Stream users; claims from FuboTV subscribers remain unresolved.

Eligibility for the settlement is determined by the subscriber’s location. Some customers fall under what the settlement terms as “repealer jurisdictions,” which include states such as Alabama, California, Florida, and New York. Others are categorized as “non-repealer jurisdictions.” The geographical classification may impact how the settlement funds are distributed.

While there is no predetermined amount for each claimant, the settlement specifies that cash payments will be proportional to the duration of the subscription. Thus, individuals who have maintained their subscriptions for longer periods may receive larger payouts than those who subscribed briefly. The total payout will also depend on the number of valid claims submitted.

To file a claim, eligible customers can visit the official online settlement website at onlinetvsettlement.com/Login. It is crucial to have the unique ID and PIN provided in the notice received via mail or email. If a notice was not received or has been misplaced, claimants can contact the settlement administrator at info@OnlineTVSettlement.com for assistance.

For those who held both YouTube TV and DirecTV Stream subscriptions during the class period, both subscriptions can be included in a single claim form. Alternatively, claimants can print, complete, and mail a claim form to the designated address:

Biddle v. Disney Settlement Administrator
P.O. Box 4720
Portland, OR 97208-4720

The deadline for submitting claims is September 8, 2026. It is essential to file a claim or opt out by this date to avoid forfeiting any potential benefits. If a claimant chooses not to participate in the settlement, they can request exclusion, which allows them to retain the right to sue Disney independently regarding the claims released in this case. Exclusion requests must be postmarked by September 8, 2026, and cannot be made via phone or email.

Additionally, claimants have the option to object to the settlement if they disagree with its terms. The deadline for filing an objection is December 1, 2026. A final approval hearing is scheduled for January 14, 2027, at 9 a.m. If the court approves the settlement, payments will be distributed once all administrative processes are complete.

The lawsuit highlights the significant influence of ESPN and other Disney-owned channels on the pricing of streaming packages. Plaintiffs argue that Disney’s control over these channels has hindered streaming providers from offering more affordable, sports-free packages. As part of the settlement, Disney has agreed to consider proposals from streaming distributors seeking packages with fewer Disney-owned networks, which could lead to more flexible pricing options in the future.

As with any settlement involving financial compensation, potential claimants should be vigilant against scams. Fraudsters may attempt to exploit the situation by sending emails, texts, or social media messages that appear to require urgent action, such as verifying claims or paying fees. It is advisable to visit the official settlement website directly rather than clicking on links from unsolicited messages.

Claimants should also be cautious of any requests for payment to file a legitimate class action settlement claim. Strong antivirus software can help protect against malicious links and phishing attempts associated with settlement scams. Keeping devices updated and using personal data removal services can further safeguard against identity theft and fraud.

This settlement presents an opportunity for eligible subscribers who have been affected by rising streaming costs. While the payout may not be substantial, it is worth checking eligibility, especially for those who have paid for YouTube TV or DirecTV Stream during the specified period. The deadline for filing claims is September 8, 2026, and customers are encouraged to act promptly.

As the landscape of streaming services continues to evolve, the outcome of this settlement may influence future pricing structures and package offerings. For those interested in exploring ways to reduce streaming costs, resources are available to help navigate potential savings.

For further information on the settlement, including eligibility and filing instructions, visit the official settlement website or consult legal resources. According to Fox News, this case underscores the ongoing debate over pricing practices in the streaming industry.

Mobilizing high-potential small and medium enterprises (SMEs) could provide nations with a pathway to overcome economic stagnation and debt challenges.

The concept of economic intellectualism has evolved significantly since the establishment of the Nobel Prize in Economic Sciences by the Bank of Sweden in 1968. Although economics was not part of Alfred Nobel’s original will, the prize has since generated a wealth of mathematical theories and academic literature. However, one must ponder how different our world might be had the focus been on practical fields such as dentistry or banking instead.

Hard sciences have historically led to tangible advancements. Physics enabled the Moon landing, chemistry produced advanced plastics, and medicine has transformed healthcare. In contrast, numerous Nobel Prizes in Economics have resulted in complex financial theories while the world grapples with over $300 trillion in debt, pushing many nations to the brink of collapse. This discrepancy warrants serious examination, as economic dystopia is already a reality—silent, gradual, and systemic.

Throughout history, human advancement has relied on a biological mechanism characterized by the emergence of specialized individuals. Grassroots prosperity is an inherent human trait, not merely a mathematical equation. Just as nature produces a diverse range of professionals—from archaeologists to ballet dancers—humanity possesses an innate ability to innovate and self-organize. Geniuses exist on nearly every street corner, yet many remain untapped and overlooked.

Within this collective, there exists a subgroup of individuals naturally inclined to embrace lifelong risks, tackle complex challenges, and pursue unexplainable solutions. This “Entrepreneurial Mysticism” has been a driving force behind enduring prosperity, tracing back to our hunter-gatherer ancestors who tracked mammoths and organized camps. These innate behavioral forces form the foundation of global financial stability.

The gradual progression of Homo sapiens toward grassroots prosperity hinges on translating human productivity into real-world value. While mathematical models can analyze the consequences of these activities, they lack the power to mobilize them. True value creation stems from human behavior, culminating in productivity, performance, and profitability. Any artificial manipulation of data by centralized entities only exacerbates the chaos we currently observe. Financialization has supplanted genuine enterprise creation, diminishing the power of political leadership.

We are currently witnessing a significant divide in mindsets within global trade and commerce. Job-seekers are often placed in charge of job-creation policies—a critical mismatch. Individuals who have never founded a business are dictating job creation, regulatory frameworks, and economic policies worldwide. This disconnect is a primary reason why over 100 struggling economies fail to achieve meaningful growth.

Modern universities have also fallen short, failing to recognize this divide and hiding behind institutional blindness regarding explicit and tacit knowledge. Entrepreneurs cannot be manufactured through theories or classroom instruction. While universities excel in teaching explicit knowledge—numbers, formulas, and historical data—they cannot impart the lifelong risks and intuitive skills required to build a business from the ground up. Acknowledging this divide would render the theoretical foundations of these institutions largely irrelevant.

The current economic landscape is characterized by overwhelming debt, weakened domestic industries, and systemic fragility. Western policymakers have made a critical error by abandoning the production-based model that fueled America’s growth a century ago. This same model has driven China’s rapid ascent over the past four decades, and it is now being leveraged by India and its neighboring Asian countries, positioning small and medium enterprises (SMEs) as their primary engines of growth. The experiences of America, China, and India illustrate that SMEs are indeed the true engines of economic growth.

The recently unveiled National SME Mobilization Global Index ranks 100 nations based on their volume of high-potential SMEs. The index reveals a startling truth about economic development: out of 431 million SMEs worldwide, approximately 86 million are classified as “high-potential” enterprises—established manufacturing and exporting companies with existing factories, teams, and revenue streams.

Expothon, a Canadian think tank, has dedicated the past decade to developing “National Mobilization of Entrepreneurialism Protocols.” Insights from this initiative are shared weekly with 2,000 selected VIP recipients and cabinet-level officials across 100 free economies, proposing the deployment of 30% to 50% of high-potential national SMEs for aggressive upskilling and reskilling to revitalize struggling economies. This approach aims to build trust and establish a track record, drawing on the successes of China and India, while recognizing the USA as the original pioneer.

The Global Hub Vision is designed to provide large-scale, senior-level guidance to 100 free economies and major blocs such as the GCC, OIC, EU, African Union, ASEAN, Commonwealth, and BRICS. The focus is on the customized deployment of “National Mobilization of Entrepreneurialism,” delivering nation-specific solutions to harness high-potential SMEs. Equipped with over 1,000 experts with global digital access expertise, the Hub aims to guide 50 to 100 countries in managing their national SME bases, upskilling exporters, and reskilling manufacturers.

To meet the demands outlined in the Index, Expothon is exploring partnerships with global enterprise technology software developers to create the Index 100 Support System. This initiative aims to facilitate the customized initiation of SME mobilization at the desired scale. Many of these developers offer secure infrastructure and local presence, while Expothon provides the economic execution layer to eliminate bureaucratic friction, fostering a significant global alliance.

The proposed 1,000-day mobilization could add a distinct contribution to national GDP. By identifying and mobilizing just 4% of a nation’s high-potential SMEs through intensive, AI-supported capability building, the global economy could unlock an astonishing $6.3 trillion in potential new GDP. This initiative is not merely a theoretical exercise; it represents a grassroots revolution for prosperity, offering a more viable alternative to economic dystopia.

Under this framework, each upgraded SME could generate an additional $1,000 in daily revenue, contributing $365,000 annually to the grassroots economy. This transformation does not rely on printing money, quantitative easing, or foreign direct investment; rather, it activates a nation’s existing, hidden resources—its youth, talented women, and untapped entrepreneurial potential.

In conclusion, the silence from the economic establishment is no longer acceptable. Their theoretical frameworks have reached their limits. It is time for global leaders to demand a fundamental protocol override. The pressing question must be posed to national leadership: How has economic development been managed over the past decades if our largest growth sector has been neglected? What role will artificial intelligence play in circumventing bureaucratic bottlenecks to deliver real-time global knowledge directly to frontline entrepreneurs?

We stand at a pivotal moment where technology, AI, and our collective experiences present a historic opportunity. By understanding humanity’s natural talent for grassroots prosperity, we can forge a path forward. Nations that successfully mobilize cabinet-level initiatives to coordinate, protect, and empower this 4% SME elite will lead the forthcoming global expansion of AI-driven commerce, while others risk remaining trapped in their own economic dystopia.

As we move forward, the focus must shift to execution and the practical application of these insights.

According to Naseem Javed.