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Yahoo
37 minutes ago
- Yahoo
A $1.23 Billion Market by 2029, Driven by Rising Tech Startups, Cross-Sector Partnerships, and AI-Driven Analytics as Consolidation Looms
Argentina's loyalty market is set to reach $729.2M by 2025, growing at 16.7% annually, with significant growth in retail, banking, and e-commerce. Businesses are leveraging AI and data analytics for personalized programs, coalition partnerships, and sustainability initiatives to enhance customer retention and competitiveness. Argentinian Loyalty Programs Market Dublin, Aug. 11, 2025 (GLOBE NEWSWIRE) -- The "Argentina Loyalty Programs Market Intelligence and Future Growth Dynamics - 50+ KPIs on Loyalty Programs Trends by End-Use Sectors, Operational KPIs, Retail Product Dynamics, and Consumer Demographics - Q3 2025 Update" report has been added to offering. The loyalty market in Argentina is expected to grow by 16.7% on annual basis to reach US$729.2 million in 2025. In value terms, the loyalty market in the country has recorded a CAGR of 19.2% during 2020-2024. The loyalty market in the country will continue to grow over the forecast period and is expected to record a CAGR of 14.1% during 2025-2029. Loyalty market in this region is expected to increase from US$624.6 million in 2024 to reach US$1.23 billion by 2029. This report provides a detailed data-centric analysis of the loyalty market opportunities and risks across a range of end-use sectors and market segments in Argentina. With over 50 KPIs at the country level, this report provides a comprehensive understanding of loyalty market dynamics, market size and forecast, and market share loyalty programs landscape in Argentina is dynamic, with businesses adapting to technological advancements, collaboration opportunities, sustainability imperatives, and the e-commerce surge. Argentine businesses are trying to gain competitive advantage by incorporating advanced technologies, creating coalition partnerships, promoting sustainability, and focusing on personalization. Focus is on aligning loyalty strategies with these trends to drive customer retention and long-term growth. Competitive Landscape and Regulatory Changes in Argentina's Loyalty Market The loyalty market in Argentina is highly competitive, with a fragmented structure, but consolidation is expected in the coming years. Key players leverage partnerships and digital innovation to stay ahead, while smaller entrants face market and cost barriers. On the regulatory front, stricter data privacy laws and tax implications add complexity, pushing businesses to innovate while ensuring compliance. Over the next 2-4 years, companies that successfully integrate technology, adapt to regulations and offer transparent, customer-centric loyalty strategies will maintain a competitive Intensity in the Loyalty Market Retail giants like Cencosud (via the Jumbo Mas loyalty program) and Carrefour offer competitive loyalty initiatives to retain customers in a market characterized by price sensitivity. Financial institutions such as Banco Galicia and Banco Santander Rio focus on offering robust loyalty and reward credit card programs, leveraging cashback and points to differentiate themselves. Marketplaces like Mercado Libre have introduced loyalty tiers (e.g., Mercado Puntos), significantly intensifying competition by blending e-commerce and loyalty benefits. Type of Players and Market Structure The fragmented market has numerous players operating across various industries, including retail, banking, airlines, and digital platforms. While traditional players dominate, startups and tech-focused companies (e.g., mobile app-based loyalty platforms) are increasing their presence. Growing coalition programs like Club La Nacion integrate multiple businesses, creating competitive differentiation and driving customer retention. High initial investment in technology and data analytics is a barrier for smaller businesses. Entrenched customer loyalty to existing programs of major players poses significant challenges for new entrants. Consolidation is likely as smaller players find competing difficult, leading to dominant programs from major players. Collaboration across sectors will intensify, with loyalty partnerships between airlines, retail, and banks becoming more common. Increasing adoption of digital and AI-driven analytics will differentiate competitive offerings. Growth of Coalition Loyalty Programs Coalition loyalty programs, where multiple businesses collaborate, are on the rise. Club Personal, operated by Telecom Argentina, partners with various retail brands, allowing customers to earn points through diverse channels and redeem them across multiple categories, such as shopping, entertainment, and travel. The success of coalition programs like Club La Nacion, which aggregates rewards from different sectors, demonstrates the value of such collaborations. Coalition programs will likely expand their partnerships, including with small and medium enterprises (SMEs), to widen their appeal. Consumers will benefit from greater flexibility in rewards, boosting program participation. Companies joining coalitions will strengthen their customer retention strategies while sharing operational costs. Emphasis on Sustainability in Loyalty Initiatives Sustainability-focused loyalty programs are becoming popular. For example, YPF Serviclub, a loyalty program by the state-owned oil company YPF, offers environmentally conscious rewards, such as discounts on eco-friendly products and services. A growing awareness of environmental issues among Argentine consumers, particularly younger demographics, pushes businesses to align their programs with sustainable practices. The government's sustainability initiatives and green policies have encouraged companies to integrate eco-friendly measures into their business models. Loyalty programs emphasizing sustainability will attract environmentally conscious consumers. Companies will increasingly incorporate eco-rewards, such as carbon offset credits or green products, into their offerings. Sustainability as a value proposition will differentiate brands in a competitive market. Key Attributes: Report Attribute Details No. of Pages 130 Forecast Period 2025 - 2029 Estimated Market Value (USD) in 2025 $0.73 Billion Forecasted Market Value (USD) by 2029 $1.23 Billion Compound Annual Growth Rate 14.1% Regions Covered Argentina Scope Argentina Retail Sector Spend Value Trend Analysis Ecommerce Spend POS Spend Argentina Loyalty Spend Market Size and Future Growth Dynamics by Key Performance IndicatorsValue Accumulated and Value Redemption Rate of Loyalty programs in ArgentinaArgentina Loyalty Spend Market Size and Future Growth Dynamics by Functional Domains Loyalty Schemes Loyalty Platforms Argentina Loyalty Spend Market Size and Future Growth Dynamics by Loyalty Program Type Points programs Tier-based programs Mission-driven programs Spend-based programs Gaming programs Free perks programs Subscription programs Community programs Refer a friend program Paid programs Cashback programs Argentina Loyalty Spend Market Size and Future Growth Dynamics by Channel In-Store Online Mobile Argentina Loyalty Schemes Spend Market Size and Future Growth Dynamics by Business Model Seller Driven Payment Instrument Driven Others Argentina Loyalty Spend Market Size and Future Growth Dynamics by Key Sectors Retail Financial Services Healthcare & Wellness Restaurants & Food Delivery Travel & Hospitality (Cabs, Hotels, Airlines) Telecoms Media & Entertainment Others Argentina Loyalty Spend Market Size and Future Growth Dynamics in Key Sectors by Online Retail Financial Services Healthcare & Wellness Restaurants & Food Delivery Travel & Hospitality (Cabs, Hotels, Airlines) Telecoms Media & Entertainment Others Argentina Loyalty Spend Market Size and Future Growth Dynamics in Key Sectors by In-Store Retail Financial Services Healthcare & Wellness Restaurants & Food Delivery Travel & Hospitality (Cabs, Hotels, Airlines) Telecoms Media & Entertainment Others Argentina Loyalty Spend Market Size and Future Growth Dynamics in Key Sectors by Mobile App Retail Financial Services Healthcare & Wellness Restaurants & Food Delivery Travel & Hospitality (Cabs, Hotels, Airlines) Telecoms Media & Entertainment Others Argentina Loyalty Spend Market Size and Future Growth Dynamics by Retail Diversified Retailers Department Stores Specialty Stores Clothing, Footwear & Accessories Toy & Hobby Shops Supermarket and Convenience Store Home Merchandise Other Argentina Loyalty Spend Market Size and Future Growth Dynamics by Accessibility Card Based Access Digital Access Argentina Loyalty Spend Market Size and Future Growth Dynamics by Consumer Type B2C Consumers B2B Consumers Argentina Loyalty Schemes Spend Market Size and Future Growth Dynamics by Membership Type Free Free + Premium Premium Argentina Loyalty Platform Spend Market Size and Future Growth Dynamics by Software Use Case Analytics and AI Driven Management Platform Argentina Loyalty Platform Spend Market Size and Future Growth Dynamics by Vendor/Solution Partner In House Third Party Vendor Argentina Loyalty Platform Spend Market Size and Future Growth Dynamics by Deployment Cloud On-Premise Argentina Loyalty Spend Market Size and Future Growth Dynamics by Loyalty Platforms Software Services Argentina Loyalty Spend Market Size and Future Growth Dynamics by Software Use Case Platforms Custom Built Platform Off the Shelf Platform Argentina Loyalty Spend Market Size and Forecast by Consumer Demographics & Behaviour By Age Group By Income Level By Gender For more information about this report visit About is the world's leading source for international market research reports and market data. We provide you with the latest data on international and regional markets, key industries, the top companies, new products and the latest trends. Attachment Argentinian Loyalty Programs Market CONTACT: CONTACT: Laura Wood,Senior Press Manager press@ For E.S.T Office Hours Call 1-917-300-0470 For U.S./ CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
37 minutes ago
- Yahoo
Some May Be Optimistic About Senior's (LON:SNR) Earnings
Explore Senior's Fair Values from the Community and select yours Soft earnings didn't appear to concern Senior plc's (LON:SNR) shareholders over the last week. Our analysis suggests that while the profits are soft, the foundations of the business are strong. AI is about to change healthcare. These 20 stocks are working on everything from early diagnostics to drug discovery. The best part - they are all under $10bn in marketcap - there is still time to get in early. How Do Unusual Items Influence Profit? For anyone who wants to understand Senior's profit beyond the statutory numbers, it's important to note that during the last twelve months statutory profit was reduced by UK£33m due to unusual items. While deductions due to unusual items are disappointing in the first instance, there is a silver lining. When we analysed the vast majority of listed companies worldwide, we found that significant unusual items are often not repeated. And that's hardly a surprise given these line items are considered unusual. In the twelve months to June 2025, Senior had a big unusual items expense. All else being equal, this would likely have the effect of making the statutory profit look worse than its underlying earnings power. That might leave you wondering what analysts are forecasting in terms of future profitability. Luckily, you can click here to see an interactive graph depicting future profitability, based on their estimates. Our Take On Senior's Profit Performance As we mentioned previously, the Senior's profit was hampered by unusual items in the last year. Based on this observation, we consider it possible that Senior's statutory profit actually understates its earnings potential! And on top of that, its earnings per share have grown at an extremely impressive rate over the last three years. The goal of this article has been to assess how well we can rely on the statutory earnings to reflect the company's potential, but there is plenty more to consider. If you'd like to know more about Senior as a business, it's important to be aware of any risks it's facing. For example - Senior has 1 warning sign we think you should be aware of. This note has only looked at a single factor that sheds light on the nature of Senior's profit. But there are plenty of other ways to inform your opinion of a company. Some people consider a high return on equity to be a good sign of a quality business. While it might take a little research on your behalf, you may find this free collection of companies boasting high return on equity, or this list of stocks with significant insider holdings to be useful. Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team (at) article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Business Insider
39 minutes ago
- Business Insider
The end of the mega-employer
In June, Amazon CEO Andy Jassy had a blunt message for his 350,000 corporate employees: There were going to be fewer of them in the near future, thanks to the "efficiency gains" he expected from AI. The proclamation generated big headlines and an uproar from staff. But it struck me as merely honest. He was acknowledging something that pretty much every CEO who sits atop a large white-collar workforce is quietly hoping to achieve sooner or later. After all, Jassy hasn't been the only executive to hint at a future of lower headcount. The head of JPMorgan's consumer and community business predicted in May that AI will reduce the number of employees in its operations division by 10%. That same month, the CEO of Klarna said that the company's investments in AI has already driven the company's headcount to shrink by 40%. And the CEO of Ford — a company that employs tens of thousands of white-collar professionals — declared that AI will wipe out "literally half" of all white-collar jobs. Meanwhile, Kian Katanforoosh, the CEO and founder of the software startup Workera, tells me that he never wants to have much more than the 80 or so employees he has today, no matter how successful his business ends up becoming. "I truly believe we can go super super far without growing more," he says. "I'm an engineer. I don't want to have to manage so many people if I don't need to." It's not like CEOs ever enjoyed shelling out for the salaries or navigating the personnel headaches that come with the sprawling bureaucracies they employ. But for more than a century, armies of office workers were a necessary cost of doing business. To grow from tiny upstarts into titans of industry, companies needed an ever-multiplying number of HR reps, accountants, marketers, engineers, analysts, and project managers. In recent months, that 100-year-trend is starting to come undone. Everywhere you look, AI appears to be helping leaner teams take on work that used to require more people. And executives are talking about their large workforces — once their greatest competitive advantage — as if they're an unfortunate holdover from a bygone, bloated era. If today's corporate giants shrink their ranks, and if tomorrow's giants never need to bulk up in the first place, we may well be witnessing the end of a defining feature of corporate America: the mega-employer. That could give rise to a whole new generation of nimble companies that innovate faster — but also leave workers navigating a world of diminished career paths and fewer jobs. Before the Industrial Revolution, most Americans worked for themselves as farmers or craftsmen. And those who didn't worked for very small operations — say, a few journeymen training under a master shoemaker. The resulting economy was a patchwork of all these tiny businesses. That started to change with the advent of capital-intensive industries like textile manufacturing, which required organizing larger groups of people under a single employer. Then came railroads in the late 19th century. With projects that took many years to realize and stretched over thousands of miles, vast numbers of workers needed to be on the same page. "If you mess it up, there's a big explosion," says Louis Hyman, a historian of work and business at Cornell. "You needed to really coordinate your mechanisms and make sure that people are doing things exactly the same way." As mass production developed, Hyman says, many of the most consequential innovations during this time weren't so much technical breakthroughs: They were social inventions to coordinate the labor of all the people it took to get the most out of the new machines. The assembly line broke down complicated work into simple, repeatable, standardized tasks; scientific management emphasized the importance of monitoring, measuring, and optimizing everyone's performance; and the M-form corporate structure created a blueprint to manage sprawling bureaucracies through a clear chain of command. In the 1930s, about a tenth of the labor force worked for businesses that employed at least 10,000 people. By the end of World War II, that share had surged to about a third. By the 1970s, some of that bigger-is-better ideology started to change. A new management philosophy set in, normalizing layoffs that took aim at bloat. And as robots automated many blue-collar jobs, IBM mainframes and word processors eliminated a whole set of white-collar clerical roles as well. Still, there was plenty of work that technology couldn't automate, which meant that companies needed large teams of college-educated professionals to keep them going. Even the most tech-forward companies saw their people — especially their coders — as mission-critical to their success. "Hiring great people — especially engineers — is one of the biggest challenges that any technology company has," Mark Zuckerberg lamented in 2013. "Our country doesn't produce the volume of engineers that the companies would want to hire." Tech giants often hired more than they needed to make sure they had a steady supply of talent, and to attract and retain the best of the best, they treated their employees like gods. If you were to pinpoint one moment the gods turned mortal, it would probably be November 9, 2022 — the day Meta laid off more than 11,000 employees. From there, virtually every tech company followed suit, with employers across other industries close behind. At first, the cuts were chalked up to overhiring in the pandemic. But two and a half years later, the layoffs haven't stopped and hiring is still down. More and more, AI appears to be driving those austerity measures. In an industry that once hoarded talent like gold, the shift is striking. CEOs no longer seem to view the bulk of their workforce as indispensable, and they say as much: A common refrain among tech leaders from Mark Zuckerberg to Elon Musk to Dara Khosrowshahi now is some version of "If you don't like it here, you should leave." Companies like Microsoft, Meta, Google, and Salesforce had reliably increased their headcounts year after year. Now, according to the workforce analytics provider Live Data, all of them employ fewer people than they did at their 2022 peak. J. Scott Hamilton, Live Data's CEO, says this is probably just the beginning. To gauge how much deeper the cuts could go, his team recently analyzed the detailed responsibilities of most roles at Microsoft to estimate the share of tasks that could, in theory, be done by AI. Their conclusion: If Microsoft were to offload all of those automatable tasks to AI, it would eliminate 36% of the work currently done by employees. That would mean the company could lay off some 80,000 employees. On the one hand, that's an aggressive scenario: Companies are rarely able to overhaul their workflows to take full advantage of a new automation technology's capabilities. If they do, that transition takes a very long time. And besides, some work is simply too high-stakes to entrust to error-prone AI — even if it's technically possible. On the other, the estimate may prove conservative: Live Data's predictions assume that AI will remain at 2025-level capabilities. Given how much better the leading large language models have become over the last two years, the best tools will almost certainly be able to handle more than what they can today. "The optimists are saying that the good companies will simply redeploy the assets elsewhere now that they can be more efficient," Hamilton says. "But I think an equal argument can be made that they'll just say, 'We're going to do the same amount with fewer people.'" If Microsoft offloaded all automatable tasks to AI, it could eliminate some 80,000 jobs, Live Data found. If that sounds like a far-off hypothetical future, consider what's already happening today at startups. OpenAI CEO Sam Altman says he's making bets with his friends on when we'll get the first "one-person billion-dollar company." And Arthur Kaneko, a general partner at Coreline Ventures, tells me he's noticed that early-stage founders are raising their initial rounds of funding with fewer employees than they would have had in the past — among the AI-fluent founders, perhaps with less than half. "The way companies are being built is just fundamentally changing right now because of AI," Kaneko says. "Through the use of AI coding, AI marketing, AI sales, people are able to do a lot more work with way fewer people." And he thinks these startups will stay lean as they scale into successful businesses. "They just won't hire the people that Meta and Microsoft had to hire to get to where they are," he says. "I do think per-company headcount will permanently be depressed in startups." There are reasons to be hopeful about a new era of smaller employers. If AI makes it cheaper and easier to launch companies, we'll probably see more of them — and that would be great for the long-term health of the economy in all kinds of ways. New businesses tend to employ people with less experience and fewer credentials who get passed up by the bigger companies. They're more willing to try new things, which drives innovation. And they create more competition for the established giants, which is good for consumers. Smaller companies may also be good for the workers inside them. There's a lot that people hate about working at big organizations: the constant turf wars, the endless layers of approval, the meetings before the meetings, the sense that you're just one tiny inconsequential cog in a giant machine. Smaller bureaucracies would minimize that, which is one reason why people often feel more motivated in leaner workplaces. According to Gallup, employees at small companies report the highest engagement, with scores dropping below the national average once organizations hit 500 employees. On the same stage where Altman made his one-person unicorn prediction, Reddit co-founder Alexis Ohanian raved about the benefits of this possibility. "CEOs and founders are going to be so excited to get up and go to work with much smaller, much more performant, much more culturally strong teams," he said. But a world of shrunken employers could also rob workers of something essential: the long-term career paths that big companies used to offer. With so many roles under one roof, big companies made it possible for workers to try new things, move up, and build careers. Smaller firms don't offer the same range of opportunities, which means people will likely need to switch companies a lot more in the future. Smaller firms are also less likely to invest in on-the-job training — a shift that would hit early-career professionals hard, just as their roles face the greatest risk from AI. The big question is what this all means for college-educated workers. If enough startups emerge, they might create new jobs to offset the ones disappearing from big companies. But that would require an unprecedented boom in entrepreneurship — one enormous enough to make up for the retrenchment of the giants. In 2022, 29% of the American workforce worked for an organization that employed at least 10,000 people. Meanwhile, the country's education system is churning out ever more college grads, who studied hard with the expectation of a stable future in white-collar work. If big companies hire less, and small companies also hire less, where will they all go? The usual reassurance is that AI, like every disruptive technology before it, will eventually create more jobs than it destroys. That glosses over an important detail, according to Carl Benedikt Frey, an economist at Oxford. In the early stages of the Industrial Revolution, most innovations simply made existing work faster and cheaper — like the loom, which automated the work of skilled weavers but still produced more or less the same fabric. That made a handful of industrialists very rich, but for the average worker, wages barely budged for the first 80 or so years of industrialization. It was only later — with inventions like electricity and the automobile that gave rise to entirely novel industries — that economic growth surged and better, high-paying jobs emerged. Had that second wave never arrived, we'd remember the Industrial Revolution very differently. "Most productivity gains over the long run," Frey says, "come from doing new and previously inconceivable things." Right now, corporate America seems stuck in that first phase. So many executives are laser-focused on using AI to do the same work with fewer people, rather than applying it to problems we couldn't solve before — the kind of breakthroughs that would open up new lines of business and generate more demand for labor, not less. "A real risk is that we're getting leaner organizations, but they're not really creating that much new," Frey says. "That would be a bleak future, and I do worry we're moving in that direction."
