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China’s factory activity shrank for a sixth straight month in September, the longest slump since 2019, an official report said Tuesday.The official manufacturing purchasing managers index, or PMI, improved to 49.8 from 49.4 in August. But it remained below the 50-cutoff level between contraction and expansion on a scale of 0 to 100.A private sector PMI survey by the credit research and rating startup RatingDog was more upbeat, with September’s overall PMI rising to 51.2 from 50.5 in August.The mixed manufacturing measures reflect persisting sluggish domestic demand and uncertainties over trade tensions with the United States.More detailed data measuring new orders and production saw month-on-month improvements.“The September PMI reads from China offered a picture that looked less like a coherent growth engine and more like a car with one cylinder firing while another misfires,” Stephen Innes of SPI Asset Management said in a commentaryCompanies are under pressure from price cutting amid rough competition, he said.“Factories are moving more goods, but they’re being forced to do it at thinner margins, like street vendors selling more bowls of noodles at half price just to keep the crowd coming,” Innes said.The latest data show China’s economy is gaining momentum, with output accelerating slightly, said National Bureau of Statistics chief statistician Huo Lihui.China’s official manufacturing PMIs first slipped back into contraction in April as trade friction with U.S. President Donald Trump’s administration heated up after he took office.The two sides are still slowly working their way toward a broad trade agreement after exchanging threats of sky-high tariffs on each others’ exports.A pause in steep U.S. tariff hikes on China has been extended until November, while a Sept. 19 phone call between Trump and Chinese leader Xi Jinping offered glimmers of hope for improving relations.A truce hinges largely on a widely anticipated U.S. proposal for transferring ownership of TikTok to a U.S. company from its Chinese owner ByteDance. That would also require Beijing’s approval.A face-to-face meeting between Trump and Xi is set for the end of October in South Korea on the sidelines of an annual summit of the Asia-Pacific Economic Cooperation forum.China’s economy has remained in the doldrums, bogged down by a prolonged slump in the property sector, elevated unemployment and weak household spending.Some economists are hoping that a rate cut by China’s central bank by the end of the year could help encourage more spending and investment. This month, the People’s Bank of China left its key lending rates unchanged following the U.S. Federal Reserve’s rate cut for the first time this year. Chan Ho-Him, AP Business Writer
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E-Commerce
Adventure travel used to mean strapping on a backpack and vigorously sweating your way up a steep mountain with a can of bear spray swinging from your belta niche pursuit for the hardcore. But the page has turned: The once extreme is now mainstream. Marriott Bonvoy, the rewards program from hotel giant Marriott International, is riding this momentum with the launch of Marriott Bonvoy Outdoors, a hub showcasing more than 450 outdoor-focused hotels and 50,000 homes and villas, along with curated tours and activities. The launch, announced Tuesday, includes a real-world treasure hunt across 20 outdoor destinations in North America led by Dylan Efron, actor Zac Efrons brother and self-proclaimed outdoorsman. ‘Adventure-first’ travel is on the rise Its no surprise Marriott is doubling down now. The adventure-first traveler base has climbed from 30% to 40%, and two-thirds of international travelers now fall under the Open to Adventure banner, as reported by the Adventure Travel Trade Association (ATTA). The market has soared to become a $1.16 trillion global movement. And its not just about cliff faces and kayaks anymore. Seventy percent of travelers say they now prioritize cultural exchange and physical activity in their trips, ATTA says. The pandemic swiftly propelled this shift. While business plummeted, Airbnb dropped 40% and Expedia 58%, nature-based travel was in full bloom, the Boston Globe reported at the time. [Photo: Marriott] Pitchup.com, which books lodges, cabins, and campsites, reported advance reservations for 2021 were six times higher than the year before, the Globe reported. Getaway, which rents tiny cabins in the woods, saw bookings spike 148%. Travelers voted with their wallets for fewer crowds and more campfires. And as we all know, demand sparks supply. Destinations that once offered a handful of local activities now tempt travelers with dozens, if not hundreds, of ways to hike, paddle, surf, or stargaze. And Marriott is hardly alone. Its fellow hotel giants are racing into the woods as well. Last July, Hyatt Hotels teamed up with glamping brand Under Canvas, pulling its safari-style tents into the loyalty fold. And earlier last year, Hilton Hotels linked with AutoCamp, making Airstream suites and luxury tents bookable through its platform. All of this comes as the broader travel business is facing potential headwinds from a rapidly shifting political climate. The U.S. economy is projected to lose $12.5 billion in international traveler spending this year, according to the London-based World Travel & Tourism Council. In April, Oxford Economics had warned that intensifying “America first” policies from the Trump administration were breeding a negative sentiment toward the U.S. among potential international travelers. Julia Simpson, president and CEO of the council, spoke bluntly in a statement. This is a wake-up call for the U.S. government,” she said. “The worlds biggest travel economy is heading in the wrong direction, not because of a lack of demand, but because of a failure to act. While other nations are rolling out the welcome mat, the U.S. government is putting up the closed sign.
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E-Commerce
Todays workforce often spans foursometimes fivegenerations. Gen Z, millennials, and baby boomers bring distinct experiences and expectations that enrich organizations yet complicate workplace design. The core challenge is building physical and cultural environments that serve these differentand sometimes conflictingneeds. The stakes are high. Gallups 2024 State of the Global Workplace shows global engagement falling to 21%, the second decline in 12 years. Engagement drops fastest when generational needs go unmet. Nearly 60% of employers say their workforce spans four or five generations, and in a recent AARP study, 83% said creating a more multigenerational workforce would drive their success and growth.” Addressing this divide demands more than new policies. It requires intentional design, empathetic leadership, and norms that respect every age group. Flexibility is a universal demandbut for different reasons If one expectation transcends generational lines today, it’s the desire for flexibility. But the why behind that desire differs. Boomers and Gen X often see flexibility as a tool for managing work-life balance or caregiving responsibilities. Millennials view it as a non-negotiable element of trust and autonomy, while Gen Z perceives it as a reflection of an employer’s adaptability and tech-savviness. Offering hybrid or remote options alone isn’t enough for workplace designers and change managers. Organizations must clearly define flexibility across roles and levels and be prepared to support it through policies, digital infrastructure, and space planning. PDR collaborated with one client to develop a “living lab” that tested various workplace design solutions to enhance collaboration, flexibility, and employee wellness. This pilot provided valuable data and feedback that informed the design of that firms future workplaces. Design implication: Create dynamic office environments with zones that accommodate focused work, collaboration, and social interaction, allowing people to work where they’re most productive. Technology adoption isn’t about ageit’s about mindset Gen Z quickly embraces chat-based apps but abandons clunky software, while Gen X and boomers master enterprise systems, once trained. Blanket assumptions of digital fluency miss these key facts: 75% of knowledge workers already use generative AI at work, 46% adopted it in the past six months, and even boomers (73%) bring their own AI toolsalmost as many as Gen Z (85%). Relying on outdated platforms frustrates younger staff who expect real-time collaboration, yet rolling out new tools without support sidelines those who learn differently. True adoption comes from aligning technology with workflows and giving every generation trainingand a voicein the process. Leadership implication: Invest in tech that meets a real need, then train, support, and listen to feedback from all generational perspectives to drive adoption and equity. Career growth means different things The way each generation defines career success has changed over time. For baby boomers, upward mobility and long-term job security were often measured as success. Gen X shifted the focus toward autonomy and work-life balance, shaped by layoffs, economic uncertainty, and institutional skepticism. Millennials redefined success around purpose, growth, and social impactvalues that Gen Z amplifies, viewing each career move as part of a broader personal brand strategy. Traditional annual reviews and fixed career ladders no longer fit a multigenerational workforce. Provide clear growth paths, mentorship, and real-time feedback that align with diverse definitions of success. According to PWC, more than half of workers feel theres too much change at work happening at once, and 44% dont understand why things need to change at all. HR implications: Offer multiple development tracksnot everyone aspires to management. Emphasize mentorship, skills development, and lateral mobility. Values matterand not just for Gen Z Much has been said about Gen Z’s insistence on social responsibility, sustainability, and inclusion. However, research increasingly shows that employees of all ages are asking their employers to take principled stands. What differs is how those values are communicated and operationalized. Boomers may appreciate top-down statements of ethics. Millennials and Gen Z want visible, measurable action through diverse leadership, mental health support, or environmental policies. The credibility gap between rhetoric and reality is especially noticeable to younger staff, who grew up in an era of brand transparency and accountability. Cultural implication: Values must be lived, not just listed. Leaders must model behaviors and allow employee-led initiatives. Toward a multigenerational mindset Gen X was raised to push through so many still see mental health support as optional, even though 76% of C-suite leaders say the pandemic harmed their well-being. Companies need to reframe self-care as a productivity strategy: When Gen Z employees request a mental health day, it signals resilience, not fragility. That matters because nearly half of Gen Z reports feeling stressed most of the time, and only 57% of workers worldwide rate their holistic health as good. Workplace expectations also diverge by age. Younger employees value remote work yet still want mentorship, networking, and a sense of belonging. Many boomers and Gen Xers appreciate the structure of an office but reject a strict 9-to-5 schedule. Reflecting this tension, CBREs 2023 survey shows 65% of occupiers require some office attendance, while 30% leave it entirely up to employees. The question is no longer Should we return to the office? but What purpose should the office serve now? Space must earn its keep by fostering collaboration, connection, and creativity. When a Houston-based Fortune 500 energy company faced a renovation-versus-relocation decision, it engaged PDR to crate a modular, home-like headquarters. The adaptable design cut costs and heightened both teamwork and employee satisfaction. Design strategy implications: Involve employees across generations in co-creating the space. The more they see their needs reflected in the outcome, the more likely they will embrace it. PDR sees the future of work shaped by design, not policy. Through design, strategy, and change management, we help organizations transcend compliance to create spaces that spark conversation, preserve knowledge, and elevate diverse voices. Resilient workplaces mirror their peoples adaptability. Lauri Goodman Lampson is principal emeritus at PDR.
Category:
E-Commerce
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