Walmart and Target will both transition to new CEOs on February 1, but the circumstances behind the changes diverge sharply. Walmart is handing John Furner a business with strong momentum, expanding ecommerce capabilities, rising membership adoption, and continued innovation, including its partnership with OpenAI. Target, by contrast, is passing leadership to Michael Fiddelke as sales soften, traffic slows, and its digital efforts lag behind key rivals. The continuity approach aligns with Walmart’s stable trajectory, but Target’s persistent challenges suggest it would benefit from broader strategic shifts to regain competitiveness.

Chinese sellers are facing intensifying pressure as the EU fast-tracks the closure of its de minimis loophole amid a rapid rise in low-value parcel imports, complicating efforts by platforms like Shein and Temu already contending with poor reception, legal scrutiny, and safety violations in Europe. With Chinese regulators also tightening oversight by demanding detailed sales data, sellers built around rock-bottom pricing are encountering diminishing returns. The environment is pushing brands to pivot toward stronger compliance and higher product quality, a shift that mirrors the success of players like Anker and is becoming increasingly necessary as global rules harden.

Amazon quietly introduced agentic shopping capabilities to its Rufus chatbot last week. Customers can now ask Rufus to monitor products and make a purchase when an item reaches a target price or discount level. Amazon’s “Auto Buy” feature could make Rufus more useful for deal-seeking shoppers this holiday season—provided they know the option exists and trust the chatbot’s accuracy. Over the long term, adding more agentic features to Rufus—which has been used by 250 million active customers this year alone—could enable Amazon to satisfy shoppers’ desire for AI assistance without ceding ground to platforms like ChatGPT and Perplexity.

Some Capital One debit cardholders feel dissatisfied with the shift from Mastercard to the Discover network, per The Wall Street Journal. Taking a slow, comprehensive approach to changing card products is critical to maintaining cardholder trust and loyalty. Consumers need assurance that their card will be accepted wherever they shop. Competing issuers can flex their cards’ stability through the Mastercard-Visa duopoly or emphasize their broadening acceptance internationally, like American Express. As travel becomes a tentpole feature of premium rewards, emphasizing acceptance in far-flung locales can entice high-spending wealthy consumers to stick with issuers on major network providers, instead of using a smaller competitor.

Global Payments released a modular, countertop point-of-sale (POS) platform for Genius to serve merchants of all sizes, per a press release. The platform can run as a countertop device, customer-facing display or kiosk, or a wall mount. Launching flexible devices could help lure back merchants looking for value, especially SMBs hoping to slowly build out their POS base platform as they grow. However, economic uncertainty is tamping down consumer spending—and hitting hardest the small- and medium-sized businesses that are most likely to seek out modular solutions. Pairing AI software solutions with customizable POS platforms could help entice merchants that want to automate the busywork from their businesses and reclaim time for critical tasks.

Circle reported $740 million in total revenues and reserve income for Q3 2025, up 66% growth YoY. Circle additionally wants to build a platform around USDC to encourage adoption by financial institutions, remittances players, and fintechs. To break into consumer-facing payments, stablecoin issuers need to make it easy for partners to integrate their coins into their cross-border payment systems. By offering remittance senders lower fees is already part of crypto’s appeal. Stablecoin issuers can take that a step further by offering recipients yield-bearing accounts to store their funds to compete with incumbent rivals that have more established reputations and brand recognition.

“To say that anybody has an emotional response to any marketing expression is the highest praise one might receive,” said Nicolas Chidiac, chief strategy officer at Razorfish. “But the reality is it’s a significantly harder reality to materialize.” The gap between belief and consumer behavior is wider than many realize.