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All US Forever 21 stores are set to close: Here's what shoppers should know

All US Forever 21 stores are set to close: Here's what shoppers should know

USA Today30-04-2025

All US Forever 21 stores are set to close: Here's what shoppers should know "Retail is changing, and like many brands, Forever 21 is adapting to create the right balance across stores, e-commerce and wholesale," Jarrod Weber said.
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Forever 21 files for bankruptcy again
The clothing retailer that was once a centerpiece in malls across America has filed for bankruptcy and plans to close its remaining locations for good.
Scripps News
More than 350 Forever 21 stores are expected to be closed by the start of May, following the fast fashion company's Chapter 11 bankruptcy filing in March.
All of Forever 21's 354 leased stores in the U.S. are to close by May 1, court documents obtained by USA TODAY state. Many began closing their doors as early as April 1.
Forever 21's operator, F21 OpCo, previously said that if a buyer were to come forward with interest in the brand, store closures would pause. But as of the afternoon of Wednesday, April 30, a potential buyer had not been shared by the company.
"Forever 21 is one of the most recognizable names in fast fashion. It is a global brand rooted in the U.S. with a strong future ahead," Jarrod Weber, global president for lifestyle at Authentic Brands, told USA TODAY in March. "Retail is changing, and like many brands, Forever 21 is adapting to create the right balance across stores, e-commerce and wholesale."
Neither Forever 21 nor F21 OpCo immediately responded for comment about the store closures when contacted by USA TODAY on Wednesday afternoon.
Which Forever 21 stores are closing?
All of Forever 21's 354 stores in the U.S. are closing. However, a notice to customers on the Forever 21 website states that international stores will continue operating.
Gift cards, store credit and refunds are no longer accepted
Forever 21 stopped accepting gift cards and store credit on April 15. Refunds and exchanges are also no longer available.
Why did Forever 21 file for bankruptcy?
Forever 21 filed for bankruptcy in the U.S. Bankruptcy Court for the District of Delaware on March 16 due to "competition from foreign fast fashion companies," rising costs, economic challenges and evolving consumer trends, Brad Sell, F21 OpCo chief financial officer, said in a news release.
The historic rise in inflation rates beginning in 2021 led to a significant increase in F21 OpCo's cost of operations, including the cost of inventory, distribution, transportation and employee wages, Stephen Coulombe, co-chief restructuring officer of F21 OpCo, said in a court document supporting the bankruptcy filing.
A "highly competitive retail environment" is also hurting Forever 21, due to the de minimis exemption, which exempts goods valued under $800 from import duties and tariffs, according to Coulombe.
"Certain non-U.S. online retailers that compete with the (F21 OpCo), such as Temu and Shein, have taken advantage of this exemption and, therefore, have been able to pass significant savings onto consumers," Coulombe said in the document. "Consequently, retailers that must pay duties and tariffs to purchase product for their stores and warehouses in the United States, such as the (F21 OpCo), have been undercut."
Greta Cross is a national trending reporter at USA TODAY. Story idea? Email her at gcross@usatoday.com.

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Currency Exchange International Reports Second Quarter 2025 Results
Currency Exchange International Reports Second Quarter 2025 Results

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time27 minutes ago

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Currency Exchange International Reports Second Quarter 2025 Results

TORONTO, June 11, 2025 (GLOBE NEWSWIRE) -- Currency Exchange International, Corp. (the 'Group' or 'CXI') (TSX: CXI; OTCQX: CURN), today reported net income of $1.98 million for the second quarter of 2025, 291% higher than the prior year (all figures are in U.S. dollars except where otherwise indicated). This 2025 reported net income reflected $2.7 million net income from continuing operations and a net loss of $0.7 million from Exchange Bank of Canada, the Company's Canadian subsidiary which was classified as discontinued operations effective the second quarter of 2025. These results include restructuring charges of $0.2 million, pre-tax, related to discontinued operations in Canada and certain one-time charges of $0.1 million, pre-tax. Excluding these items, the Group's adjusted net income1 increased by 18% compared to the prior year and adjusted diluted earnings per share1 ('EPS') was 24% higher than the prior year. The completed condensed interim consolidated financial statements and management's discussion and analysis ('MD&A') can be found on the Group's SEDAR profile at Q2, 2025 Reported Results EBITDA $4.9 million Up 10% YoY Net Income $1.98 million Up 291% YoY Diluted EPS $0.31Up 288% YoY Annualized ROE 5% Down 50% YoY Q2, 2025 Adjusted Results1 EBITDA1 $5.1 million Up 15% YoY Net Income1 $2.3 millionUp 18% YoY Diluted EPS1 $0.36 Up 24% YoY Annualized ROE1 12%Flat YoY Below is a reconciliation of reported results to adjusted results based on non-recurring items: Three-month period endedApril 30, 2025 Three-month period endedApril 30, 2024 Six-month period endedApril 30, 2025 Six-monthperiod endedApril 30, 2024 Reported results $ $ $ $ EBITDA 4,901,810 4,470,061 8,755,560 7,755,158 Group net income 1,983,025 506,522 2,795,555 1,356,397 Pre-tax adjusting items Specified item: Restructuring charges 229,404 - 229,404 - Specified item: Advisory costs* 145,452 - 425,513 - Specified item: Deferred tax assets reversal* - 1,427,600 - 1,429,850 1,427,600 654,917Impact of income tax (72,073) - (80,647) - Adjusted results** EBITDA 5,131,214 4,470,061 8,984,964 7,755,158 Group net income 2,285,808 1,934,122 3,369,825 2,786,247Group Diluted earnings per share Reported 0.31 0.08 0.44 0.21 Adjusted** 0.36 0.29 0.53 0.42 *These adjustments are reported within the results from discontinued operations. **These are non-GAAP financial measures and ratios. For further details, refer to the key performance and non-GAAP financial measures section below. Total revenue was 3% lower than the prior year due to a decline in consumer demand for foreign currency as travel activity tapered during the current quarter. Although revenue declined, the Company's net income for the second quarter rose compared to the same quarter last year, primarily due to the favorable impact of a weaker U.S. Dollar on the revaluation of foreign currency banknote holdings. The Group's capital position remained robust, and liquidity was strong with $81.2 million in total equity and $60.4 million in net working capital as of April 30, 2025 ($79.4 million and $55.9 million as of October 31, 2024, respectively). All reported amounts are based on the Group's condensed interim consolidated financial statements presented in compliance with International Accounting Standard 34 Interim Financial reporting, unless otherwise noted. On February 18, 2025, the Group announced its decision to cease the operations of its wholly owned subsidiary, Exchange Bank of Canada. This strategic decision and operational plan for restructuring were communicated to all staff of EBC on February 19, 2025. Following the cessation of operations, the Bank intends to apply to the Minister of Finance in Canada to discontinue from the Bank Act. The application to discontinue is expected to be made in the fourth quarter of 2025, with the actual discontinuance of the Bank being subject to receipt of all necessary regulatory approvals. Following the Group's decision, management has commenced implementation of the restructuring and planned discontinuance of the Bank. Management anticipates that certain operating expenses and personnel costs, that are currently shared with EBC, will be 100% borne by the continuing operations of CXI, subsequent to the exit of EBC from Canada, and the current annualized estimate of these costs is approximately $3 million after tax. In the second quarter of 2025, Exchange Bank of Canada was classified as a discontinued operation in the Group's condensed interim consolidated financial statements. On May 20, 2025, CXI upgraded its U.S. securities listing with the Company's shares commencing trading on the OTCQX Best Market under the symbol CURN. Randolph Pinna, CEO of the Group, stated, 'The second quarter showed continued growth in the payments business, while with the current political and economic uncertainties, international travel activity to and from the United States decreased banknote revenues. CXI's diversified business model in the United States allows for continued new client growth in the payments business complemented by successful multi-channel banknotes offerings for both our U.S. Financial Institutions in branch or online as well as the Direct-to-Consumer customer offerings through online, agent and physical branch locations. CXI's management team and I remain committed to executing CXI's strategic plan which is focused on revenue and earnings growth as well as the return on capital and creating value for our shareholders resulting from providing leading FX technology and transaction processing solutions'. Financial Highlights for the three-month periods ended April 30, 2025 and 2024: Revenue decreased by 3% or $0.5 million to $15.9 million compared to $16.4 million. Banknotes revenue decreased by 5% or $0.6 million over the prior period while Payments revenue increased by 5% or $0.1 million; Reported EBITDA increased by 10% or $0.4 million to $4.9 million from $4.5 million. Adjusted EBITDA2 was $5.1 million, 15% higher than the prior period; Reported Group net income was $1.98 million, a 291% increase compared to the prior period. Adjusted Group net income2 increased 18% or $0.4 million to $2.3 million from $1.9 million in the prior period; Reported earnings per share were $0.32 and $0.31 on a basic and fully diluted basis, respectively, compared to the prior year's reported earnings per share of $0.08 on both a basic and fully diluted basis. Adjusted earnings per share2 were $0.37 and $0.36 on a basic and fully diluted basis, respectively, compared to the prior year's adjusted earnings per share of $0.30 and $0.29; and The Group maintained a strong financial position, with net working capital of $60.4 million and total equity of $81.2 million as of April 30, 2025. Financial Highlights for the six-month periods ended April 30, 2025 and 2024: Revenue increased by 3% or $0.8 million to $31.3 million compared to $30.5 million. Payments revenue increased by 11% or $0.5 million and Banknotes revenue increased by 1% or $0.3 million over the prior period; Reported EBITDA increased by 13% or $1.0 million to $8.8 million from $7.8 million. Adjusted EBITDA3 was $9.0 million, 16% higher than the prior period; Reported Group net income was $2.8 million, a 106% increase compared to the prior period. Adjusted Group net income3 increased 21% or $0.6 million to $3.4 million from $2.8 million in the prior period; and Reported earnings per share were $0.45 and $0.44 on a basic and fully diluted basis, respectively, compared to the prior year's reported earnings per share of $0.21 on both a basic and fully diluted basis. Adjusted earnings per share3 $0.54 and $0.53 on a basic and fully diluted basis, respectively, compared to the prior year's adjusted earnings per share of $0.44 and $0.42. Corporate Highlights for the three-month period ended April 30, 2025: The Group continued its growth in the direct-to-consumer market through its network of company-owned branch locations, agent relationships, and in the majority of states where it operates its OnlineFX platform. During the second quarter of 2025, the Group added the State of Mississippi to its OnlineFX platform network, now operating in 45 states and the District of Columbia; The Group increased its banknotes market penetration into the financial institutions sector in the United States with the addition of 124 new clients in the second quarter of 2025; and The Group continued to grow its Payments product line benefiting from the recent investments in core banking platform integrations which enabled the Group to expand its reach and increase its volumes in the United States. The Group processed 45,788 payment transactions in the second quarter compared to 37,781 payment transactions in the prior period. Selected Financial Data The following table summarizes the performance of the Group over the last eight fiscal quarters: Results of Continuing Operations - Reported Group Net Results - Reported Group Net Results- Adjusted3 Quarterly Results Revenue Net income Earnings per share (diluted) Net income (loss) Earnings/(loss) per share (diluted) Net income Earnings per share (diluted) $ $ $ $ $ $ $ Q2 2025 15,865,150 2,674,849 0.42 1,983,025 0.31 2,285,808 0.36 Q1 2025 15,450,861 1,694,672 0.26 812,530 0.12 1,092,648 0.17 Q4 2024 18,460,390 3,313,852 0.50 (2,817,897) (0.45) 2,780,445 0.42 Q3 2024 19,961,122 5,122,815 0.77 3,935,350 0.59 4,644,984 0.69 Q2 2024 16,358,796 2,731,629 0.41 506,522 0.08 1,934,122 0.29 Q1 2024 14,141,018 2,020,274 0.30 849,874 0.13 849,874 0.13 Q4 2023 18,742,856 3,467,825 0.52 2,303,822 0.34 2,303,822 0.34 Q3 2023 19,416,155 4,650,604 0.69 4,056,478 0.60 4,056,478 0.60 Earnings Conference Call Details CXI plans to host a conference call on Thursday, June 12, 2025, at 8:30 AM (EST). To participate in or listen to the call, please dial the appropriate number: Toll Free - North America: (+1) 800 717 1738 Conference ID Number: 21262 About Currency Exchange International, Corp. Currency Exchange International is in the business of providing comprehensive foreign exchange technology and processing services for banks, credit unions, businesses, and consumers in the United States and select clients globally. Primary products and services include the exchange of foreign currencies, wire transfer payments, Global EFTs, and foreign cheque clearing. Wholesale customers are served through its proprietary FX software applications delivered on its web-based interface, ('CXIFX'), its related APIs with core banking platforms, and through personal relationship managers. Consumers are served through Group-owned retail branches, agent retail branches, and its e-commerce platform, ('OnlineFX'). Contact Information For further information please contact: Bill MitoulasInvestor Relations(416) 479-9547Email: KEY PERFORMANCE AND NON-GAAP FINANCIAL MEASURES The Group measures and evaluates its performance, as presented in this document, using a number of financial metrics and measures, such as adjusted net income, which do not have standardized meanings under generally accepted accounting principles (GAAP) and may not be comparable to other companies. The Group's management believes that these measures are more reflective of its operating results and provide the readers of this document with a better understanding of management's perspective on the performance. These measures enhance the comparability of our financial performance for the current year with the corresponding period in the prior year. For further information, including a reconciliation, refer to key performance and non-GAAP financial measures in the MD&A. CAUTIONARY STATEMENT REGARDING FORWARD-LOOKING INFORMATION This press release includes forward-looking information within the meaning of applicable securities laws. This forward-looking information includes, or may be based upon, estimates, forecasts, and statements as to management's expectations with respect to, among other things, demand and market outlook for wholesale and retail foreign currency exchange products and services, future growth, the timing and scale of future business plans, results of operations, performance, and business prospects and opportunities. Forward-looking statements are identified by the use of terms and phrases such as 'anticipate', 'believe', 'could', 'estimate', 'expect', 'intend', 'may', 'plan', 'predict', 'preliminary', 'project', 'will', 'would', and similar terms and phrases, including references to assumptions. Forward-looking information is based on the opinions and estimates of management at the date such information is provided, and on information available to management at such time. Forward-looking information involves significant risks, uncertainties and assumptions that could cause the Group's actual results, performance, or achievements to differ materially from the results discussed or implied in such forward-looking information. Actual results may differ materially from results indicated in forward-looking information due to a number of factors including, without limitation, the competitive nature of the foreign exchange industry; evolving worldwide geopolitical developments and pandemics including COVID-19 all of which may continue to have a material adverse effect on global economic activity, and may continue to result in volatility and disruption to global supply chains, operations, mobility of people and the financial markets which impact personal and business travel, tourism and factors relevant to the Group's business; global economic deterioration negatively impacting tourism in general; currency exchange risks, the need for the Group to manage its planned growth, the effects of product development and the need for continued technological change, protection of the Group's proprietary rights, the effect of government regulation and compliance on the Group and the industry in which it operates, network security risks, the ability of the Group to maintain properly working systems, theft and risk of physical harm to personnel, reliance on key management personnel; volatile securities markets impacting security pricing in a manner unrelated to operating performance and impeding access to capital or increasing the cost of capital as well as the factors identified throughout this press release and in the section entitled 'Risks and Uncertainties' of the Group's Management's Discussion and Analysis for the three and six-month periods ended April 30, 2025 and 2024. Forward-looking information contained in this press release represents management's expectations as of the date hereof (or as of the date such information is otherwise stated to be presented) and is subject to change after such date. The Group disclaims any intention or obligation to update or revise any forward-looking information whether as a result of new information, future events or otherwise, except as required under applicable securities laws. The Toronto Stock Exchange does not accept responsibility for the adequacy or accuracy of this press release. No stock exchange, securities commission or other regulatory authority has approved or disapproved the information contained in this press release. 1 These are non-GAAP financial measures and ratios and are not standardized financial measures under IFRS, they are based on management-determined non-recurring items. For further information, refer to the key performance and non-GAAP financial measures section on page 4 of this document. 2 These are non-GAAP financial measures and ratios and are not standardized financial measures under IFRS, they are based on management-determined non-recurring items. For further information, refer to the key performance and non-GAAP financial measures section on page 4 of this document.3 These adjusted results are non-GAAP financial measures and ratios and are not standardized financial measures under IFRS, they are based on management-determined non-recurring items. For further information, refer to the key performance and non-GAAP financial measures section on page 4 of this in to access your portfolio

Zero-Downtime SAP S/4HANA Cloud Migration for SMBs: A 2025 Step-by-Step Playbook Powered by AI
Zero-Downtime SAP S/4HANA Cloud Migration for SMBs: A 2025 Step-by-Step Playbook Powered by AI

Time Business News

timean hour ago

  • Time Business News

Zero-Downtime SAP S/4HANA Cloud Migration for SMBs: A 2025 Step-by-Step Playbook Powered by AI

Small- and mid-sized businesses (SMBs) can no longer treat an ERP migration as a once-a-decade, fire-and-forget IT project. Global supply-chain shocks, rising customer expectations, and a looming SAP ECC 2027 sunset have compressed decision cycles. You need a DIY-style roadmap fast, modular, and powered by artificial intelligence—to modernise without pausing day-to-day operations or draining cash reserves. This article distils the field-tested methods Sapsol Technologies Inc. applies in real client projects. By the end you will know, step-by-step, how to move from a legacy SAP ECC or non-SAP system to SAP S/4HANA Cloud with literally seconds of cutover and where Gen-AI, predictive analytics, and machine learning amplify every phase. A project with no clear value proposition is the fastest route to cost overruns. So grab a whiteboard and write down what the board, investors and frontline users demand: Customer experience: Shoppers expect real-time inventory, personalised pricing, and instant order status. Batch-driven ECC cannot compete. Shoppers expect real-time inventory, personalised pricing, and instant order status. Batch-driven ECC cannot compete. Cash flow: IDC finds that companies embedding AI-driven demand sensing slash safety stock by 35 %. Those dollars show up as free cash. IDC finds that companies embedding AI-driven demand sensing slash safety stock by 35 %. Those dollars show up as free cash. Compliance & ESG: Regulators now inspect digital audit trails and Scope 3 emissions data. S/4HANA's built-in analytics shorten audits, while blockchain extensions like GreenToken capture ESG proof automatically. Tipping-point fact: SAP ends mainstream ECC support in 2027. For many SMBs the real deadline is 2025, because partners, lenders, and even insurance underwriters increasingly tie risk premiums to digital maturity. With purpose documented, every configuration decision can be checked against the 'Why.' Scope creep dies immediately when an idea fails that test. Zero-downtime is not marketing spin; it is an architectural pattern first popularised by hyperscale SaaS vendors and now perfected for S/4HANA Cloud migrations. Blue environment: The fresh S/4HANA Cloud tenant where you configure best-practice processes and load synchronised data. The fresh S/4HANA Cloud tenant where you configure best-practice processes and load synchronised data. Green environment: Your current live system—ECC, a third-party ERP, or a hybrid Frankenstein stack. Your current live system—ECC, a third-party ERP, or a hybrid Frankenstein stack. Load balancer / DNS cutover: A software switch that, once tests pass, points production traffic from Green to Blue in milliseconds. Most planned outages hide in three areas: data migration, interface rewiring, and user adoption. Neutralise all three and 'zero' becomes not only feasible but routine. Skimping on preparation torpedoes SMB projects more than any technology glitch. Confirm you have: Clean master data – duplicates and missing cost centres wreak havoc on universal journals. Process maps – even a simple Lucidchart swim-lane for procure-to-pay uncovers undocumented steps. Interface inventory – list every nightly flat-file, API, or Excel macro touching finance, supply chain, or HR. Testing culture – appoint user-acceptance leaders now; do not rely on 'we'll find volunteers later.' Executive mandate – a C-level sponsor ready to settle tie-breakers stops endless meetings. If any square remains blank, fix it first. Your migration speed is fixed by the slowest unresolved gap. Fire up Sapsol's Express Assessment Toolkit —lightning workshops, process questionnaires, and auto-generated heat-maps highlighting where your workflows diverge from S/4HANA best practices. —lightning workshops, process questionnaires, and auto-generated heat-maps highlighting where your workflows diverge from S/4HANA best practices. Score each process on a traffic-light scale. Red items trigger either redesign or a justified exception. Deliverables: a one-page Migration Roadmap plus an AI Opportunity Matrix showing where Fiori co-pilots, predictive MRP, or machine-learning invoice matching will create immediate wins. Spin up a trial tenant in SAP Cloud ALM. Load a 10 % representative data slice —cover edge cases like multi-currency ledgers or non-calendar fiscal years. —cover edge cases like multi-currency ledgers or non-calendar fiscal years. Plug in quick-hit AI features: predictive reorder points in Integrated Business Planning (IBP), a chatbot for accounts-payable queries. Run a demo for executives; seeing is believing, and budgets unlock faster. Launch Sapsol's Data Profiler to expose nulls, duplicates, and obsolete material masters. to expose nulls, duplicates, and obsolete material masters. Choose ETL vs. ELT wisely. If you can cleanse upstream, ELT straight into S/4 accelerates cutover. wisely. If you can cleanse upstream, ELT straight into S/4 accelerates cutover. Schedule nightly delta loads so business keeps trading while Blue catches up daily. Provision the production-grade Blue landscape, clone integrations with SAP BTP API Management. Freeze configuration, but allow master-data deltas until twelve hours pre-switch. Execute robotic smoke tests across finance close, order-to-cash, procure-to-pay. When the dashboard shows 100 % green, flip the load balancer. Downtime? Seconds—just long enough for DNS caching to refresh. Now the fun begins. Activate revenue-lifting and cost-cutting algorithms: Boards love that you deliver tangible gains inside the first quarter rather than 'sometime next year.' For a $120 million-revenue firm, total programme cost typically lands between 0.9 % and 1.5 % of revenue. Thanks to Sapsol's accelerators you can budget on the low side and still deliver: 35 % inventory reduction via AI demand sensing. via AI demand sensing. 20 % fewer rush orders because real-time MRP spots shortages days earlier. because real-time MRP spots shortages days earlier. 40 % faster period-close courtesy of AI-suggested journal entries. At an 18 % EBITDA margin your break-even point is month 14—a timeline CFOs seldom see with traditional IT projects. Want third-party proof? Review the numbers in Sapsol's manufacturing client success story: Scope bloat – freeze your MVP. Park 'wouldn't it be nice' ideas in a post-go-live backlog. Dirty data – cleanse processes , not just records; otherwise garbage re-enters on day two. Change fatigue – swap eight-hour classroom training for 5-minute embedded Fiori videos and AI co-pilot tips. Shadow IT – publish integration design rules so citizen developers don't build rogue Excel macros that break APIs. Finance & Controlling – close books faster; executives cheer. Procurement – AI invoice match frees working capital instantly. Sales & Distribution – real-time ATP promises reduce churn. Production Planning – predictive quality cuts scrap costs. Staggered go-lives ensure every quarter shows ROI, keeping stakeholders enthusiastic. Traditional MRP reacts to yesterday's averages. Switch on predictive models and you feed weather forecasts, social-media sentiment, and supplier capacity signals into IBP. The system generates safety-stock targets per SKU, per site, per day . Clients routinely free millions in working capital without a single layout change. Employees resist change when new software slows them down. Sapsol embeds natural-language co-pilots so a buyer can ask: 'Show overdue purchase orders above $10 000' and receive an actionable list in seconds. Adoption curves shift from months to days. Accounts-payable teams hate the suspense of blocked invoices. ML models analyse historical tolerances and automatically clear matches that human approvers would sign off anyway. Result: fewer escalations and early-payment discounts claimed on autopilot. Many SMBs assume their web of point-to-point interfaces will sink a cloud migration. Wrong. SAP BTP API Management and event mesh tools wrap ugly flat-file feeds into modern REST or OData endpoints with throttling, monitoring, and token-based security. Over time you retire legacy schedulers and cron jobs, but you start by encapsulating them so cutover remains swift. Cloud scares some auditors, yet S/4HANA Cloud combined with Sapsol's blueprint usually raises your security posture: Micro-segmentation: every workload gets its own security group; lateral movement dies. every workload gets its own security group; lateral movement dies. Real-time anomaly detection: behavioural ML flags suspicious postings within 200 ms. behavioural ML flags suspicious postings within 200 ms. Immutable audit logs: blockchain-backed extensions guarantee line-item integrity. Cyber-insurance premiums have dropped up to 12 % for clients adopting this stack. Digital transformation fails when culture lags technology. Key tactics: Persona-based learning paths – plant operators get scan-gun how-tos; finance teams get Fiori analytics tips. – plant operators get scan-gun how-tos; finance teams get Fiori analytics tips. Gamified dashboards – real-time KPIs create friendly competition for fastest issue resolution. – real-time KPIs create friendly competition for fastest issue resolution. Upskill sprints – lunchtime 'prompt-engineering' sessions turn hesitant staff into AI power users. When people are excited, adoption soars—and ROI with it. Some executives demand a live demo before funding. Sapsol removes guesswork with its Free SAP Proof-of-Concept: Week 1: Load a curated data subset, demonstrate universal journal posting. Load a curated data subset, demonstrate universal journal posting. Week 2: Prototype AI demand sensing and a chatbot in Fiori. Prototype AI demand sensing and a chatbot in Fiori. Week 3: Show delta data sync and night-batch replacement. Show delta data sync and night-batch replacement. Week 4: Present ROI projections using your numbers, not generic benchmarks. Boards rarely argue with their own data. Signature secured. You can limp along on a sunset ERP until 2027 and pray nothing breaks—or you can leap ahead of competitors right now with a zero-downtime, AI-powered SAP S/4HANA Cloud migration. The blueprint in this guide is not theory; it is the condensed wisdom of dozens of successful SMB transformations. Clarify your 'Why.' Follow the Blue-Green roadmap. Activate AI accelerators early. Keep culture on pace with technology. Ready to see what four short weeks can do? Start by booking the free SAP POC and reading the detailed case study. Momentum favours the bold—give your business the modern core it deserves before rivals leave you in batch-processing dust. Begin with the no-risk Free SAP Proof of Concept —and watch your future take shape in just four weeks. Then explore our real-world impact in the SAP S/4HANA case study. Finally, explore the data powerhouse behind modern retail with our deep dive into SAP CAR . In 2025's hyper-competitive landscape, standing still is the only risky move. Let's make sure your next SAP implementation is not just seamless, but future-proof, AI-powered, and ROI-positive from Day One. Contact us at to start your journey. TIME BUSINESS NEWS

Costco announces earlier shopping hours for executive members, more benefits
Costco announces earlier shopping hours for executive members, more benefits

Yahoo

timean hour ago

  • Yahoo

Costco announces earlier shopping hours for executive members, more benefits

Costco has announced the rollout of new benefits for executive members, set to go into effect at the end of the month. The retail warehouse giant told members on June 11 in an email, and confirmed to USA TODAY, that its locations will open at 9 a.m. exclusively for its upper-level members starting June 30. The company also said its warehouses will remain open an extra hour on Saturdays for all members, closing at 7 p.m. Costco revealed that executive members will receive a monthly $10 credit for orders of $150 placed through the company's "Same-Day" service or Instacart. The company did not provide further comment on the new benefits when contacted by USA TODAY on June 11. Monday – Friday: 9 a.m. – 10 a.m. Saturday: 9 a.m. – 9:30 a.m. Sunday: 9 a.m. – 10 a.m. Costco Executive Members already receive the benefits of Gold Star membership, including: warehouse access, Costco fuel access and a free household card. Executive Members also receive an annual 2% reward on qualified purchases, as well as discounts on Costco services. The membership costs $130 per year. This article originally appeared on USA TODAY: Costco executive members get earlier shopping hours, more benefits

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