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Mother's Day drives growth in natural beauty e-commerce

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Mother's Day drives growth in natural beauty e-commerce

Mother's Day, one of the most important dates in the Brazilian retail calendar, promises to boost sales for Avozon, a pioneering brand of natural dermocosmetics based on ozonated avocado oil. Expecting sales growth of 15%, the company is banking on the emotional connection of the holiday to attract new consumers and increase the average ticket.

This year's campaign presents a sensitive and authentic look at the relationship between mothers and daughters, showcasing self-care as a symbol of affection and complicity. "Our goal is to transform the gift into a meaningful experience, representing the affection, care, and connection in the relationship between mothers and children," emphasizes Ana Carolina Vieira Colturato, managing partner of Avozon.

With four gift kit options, ranging from R$$114.40 to R$$269.90, all with a R$20% discount, the brand aims to strengthen its position as a conscious and affectionate gifting alternative. In addition to promotional prices, the campaign includes exclusive gifts. Customers who purchase the first 300 kits receive a free purse mirror. All kits also come in special gift packaging. 

With strategic digital marketing initiatives, press relations, and content production focused on the world of self-care, Avozon reinforces its uniqueness in a competitive sector, offering not only beauty products but also experiences that reflect purpose and well-being.

Magalu raises 130 million dollars from IFC, World Bank Group.Resources will be invested in technology

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Magalu raises 130 million dollars from IFC, World Bank Group.Resources will be invested in technology

Magalu announces today the raising of 130 million dollars (approximately 765 million reais) with the International Finance Corporation (IFC), the largest global development institution focused on the private sector and emerging markets and a member of the World Bank Group. The funds raised will be used for advances in the technology area, one of the key areas for the execution of the company's long-term strategies. In 2025, Magalu focuses on the consolidation of its business ecosystem, which includes the retail platform, logistics services, payments and credit, Magalu Ads and Magalu Cloud.

The contract with IFC has a five-year term and has incentives linked to the improvement of socio-environmental management throughout the company's ecosystem, especially for reverse logistics indicators and the destination of electronic products for recycling. “The celebration of the fundraising operation strengthens our capital structure and represents an important endorsement of IFC for our socio-environmental policies”, says Frederico Trajano, CEO of Magalu. “It is a powerful sign that we are on the right track.”

The operation with IFC also has the consequence of extending the average maturity of the company's debt, reinforcing the capital structure.

“Our investment in Magalu reinforces IFC's commitment to supporting digital transformation and sustainable development in Brazil. By enhancing Magalu's technological infrastructure we seek to drive inclusive growth and environmental sustainability, as well as promoting the generation of more skilled jobs in the Brazilian retail sector,” said Manuel Reyes Retana, IFC Regional Director for South America.  

ESG in Magalu

Throughout 2024, Magalu maintained its commitment to the sustainability agenda and expanded strategic fronts of socio-environmental impact, such as diversity and inclusion, entrepreneurship, improvements in packaging composition, energy consumption and reverse logistics of electronics. 

The reverse logistics program for electronics currently has 525 physical stores in the country that were able to receive this type of waste and that collected 31 tons of products last year.In addition to this volume, another 39 tons of electronic waste were collected in an Electronic Waste Mutiny held in Franca, in the interior of Sao Paulo, the company's headquarters.In total, almost 70 tons were destined for recycling 300% volume higher than that recorded in 2023.

Magalu also changed the plastic filling of the order boxes delivered to consumers by paper, in its operation of the Cosmetics Season.The initiative will be extended to the entire Magalu operation still in 2025. In parallel, it ensured that all paper and cardboard inputs were certified by the Forest Stewardship Council (FSC), and reduced the use of plastic in the storage of products in distribution centers.

Magalu expanded the distributed power generation network that supplies its operations in five states (Bahia, Goias, Mato Grosso, Pernambuco and Rio Grande do Sul). Altogether, the company operates with 22 photovoltaic plants and a small hydroelectric power plant, which meet the electricity demand of 65% of the branches. For units that are not able to use this system, Magalu contracted wind source in the free energy market.Therefore, today 100% of the electricity consumed in the operation originates in clean sources.

To strengthen the third sector in the fight against gender violence, one of its flags, the company created the Magalu for Women Network, which brings together 38 organizations that benefit from the Magalu Fund to Combat Violence Against Women. Launched in 2020, the fund supports psychological care initiatives, legal guidance and income generation for victims of domestic violence. To date, 4.7 million reais have been allocated to projects throughout Brazil.

Internally, in line with the Diversity and Inclusion Policy, the company strengthened the Affinity Groups, led by employees in four themes: Diversifica (LGBT+), Quilombo (Race), Para Todos (PcD) and Voices (Gender). In 2024, the groups gathered more than 600 people in weekly agendas and promoted 68 awareness-raising positions for employees. In the development of careers, Magalu launched the Move+ Program, dedicated to developing women and black people to occupy leadership positions.In line with the 1 year 403 black people in the company.

Since 2019, the company has maintained Mundo Social, a section dedicated to the sale of products with positive socio-environmental impact in its marketplace. In 2024, the platform gathered 86 sellers and almost 5,000 products. The sellers of the Social World, mostly black women, have a reduced rate to sell on the platform and have access to development programs for their businesses, which offer from management mentoring to support in the dissemination of products on social networks.

AI in retail: technology expected to influence more than 60% of digital sales in 2025

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AI in retail: technology expected to influence more than 60% of digital sales in 2025

A study released by the National Retail Federation (NRF) predicts that by 2025, more than 60% of digital sales will be influenced by artificial intelligence (AI) agents.This means that chatbots, virtual assistants, recommendation systems and predictive algorithms will play a key role in consumers' purchasing decision, redefining the digital retail experience.

These innovations streamline the buying process, raising conversion rates and improving the consumer experience. According to Paulo Camargo, executive director of iTalents 'a retail-focused tech development startup (The use of AI in e-commerce is already a reality.

“A personalization of the shopping experience has always been a goal and also a challenge in online retail. With the advancement of AI, new ways have emerged to customize this journey. Intelligent systems now connect to e-commerce platforms to analyze browsing patterns, purchase history and preferences, offering highly personalized suggestions through conversational interactions, which raises the conversion rates of”, he explains.

Artificial intelligence is not only revolutionizing the end-user experience (B2C), but is also reshaping the B2B market and marketplaces. Companies operating in this segment already use AI solutions to analyze data, predict demands and optimize inventories. Negotiations become faster and more accurate, minimizing errors, reducing waste and optimizing operational efficiency.

Another fundamental aspect of AI in B2B is the automation of repetitive processes, such as contract analysis, customer service and charge management. Chatbots and specialized virtual assistants are already used to answer technical questions, streamline budgets and facilitate complex negotiations. This allows professionals to focus on tactical and strategic activities, while technology optimizes the operational tasks”, Paulo points out.

The balance between digital personalization and humanization of service will be a determining factor to maintain customer loyalty. In addition, issues related to privacy and data security remain a central concern in the industry, requiring regulations and good practices in the implementation of these technologies.

While online sales grow, both in marketplaces and in own online stores, there is a fall in physical retail. According to the Stone Retail Index (IVS), digital commerce showed an annual growth of 7.7%, while the physical had an annual drop of 2.1%. This movement is already evident in sectors such as fashion, electronics and even supermarkets, where the digital experience has gradually replaced the traditional model.

Despite this scenario, physical retail will not disappear completely. However, it will need to reinvent itself to keep up with new consumer behavior. Hybrid models, such as omnichannel 'in which physical stores serve as withdrawal points, experience centers or logistics hubs 'can be the key to the survival of brands, especially for retail store franchise systems that also sell online.

“A IA should advance even further in digital retail, with purchasing assistants and hyper-personalized recommendations elevating the consumer experience. In the beverage industry, for example, preferences, budget and purpose already influence the choice of product and channel. The future of retail depends on the adaptation of companies to a scenario increasingly guided by technology and AI, which expand personalization and convenience”, concludes the director of iTalents.

Unprecedented forum debates the future of the digital market in Brazil

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Unprecedented forum debates the future of the digital market in Brazil

The sense of digital community, accelerated by the pandemic, led the economy to intensify its migration to the virtual world. Proof of this is the jump in the growth of national e-commerce, which went from a business volume of R$ 35 billion in 2016 to R$ 196.1 billion in Brazil in 2023, according to data from the Ministry of Development, Industry, Commerce and Services (MDIC). The growth indicated by the agency is over 460%.

Following the trend, research from the Brazilian E-commerce Association (ABComm) shows that the sector generated R$204.3 billion in 2024 – a 10.51% growth compared to the previous year. ABComm also projects that the segment will generate R$224.7 billion in 2025 – representing another 10.1% increase.

Based on this changing Brazilian trade landscape, the National Association of the Digital Market and Industry (AnaMid) holds the 1st edition of the Digital Market and Industry Forum (FIND), taking place on April 29th, starting at 8:00 AM, at the Porto Alegre campus of Unisinos (Av. Dr. Nilo Peçanha, 1600 – Boa Vista). Tickets and more information on the website. Link.

FIND will bring together prominent figures from the market and digital marketing sectors, including Flow Group founder and Flow Podcast host Igor Coelho; mLabs CMO and founder Rafael Kiso; and Rio Grande do Sul Retail Federation president Ivonei Pioner, among others, in an immersive journey that will present trends and tools to foster the virtual market and boost businesses.

Brandformance is the focus of the event.

According to AnaMid-RS President Sebastião Ribeiro, simply performing isn't enough; maintaining a relationship with the public beyond the purchase is crucial. He stated, "E-commerce has brought consumers closer to companies worldwide, making the process more demanding and the competition fiercer." Therefore, the event emphasizes the union of branding and performance.

"There needs to be a sense of unity throughout the business at all times. There's no more room for separation between the sales and marketing departments, or between online and offline activities," emphasizes Sebastião Ribeiro.

E-commerce fraud challenges retailers and drives smart automation

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E-commerce fraud challenges retailers and drives smart automation

The rapid advance of e-commerce in Brazil has also given way to worrying growth: the increase in digital fraud. According to a survey by Equifax BoaVista, the e-commerce scam attempts increased by 3.5% in 2024, compared to the year 2023. 

Whether involving cloned cards or bot fraud and undue chargebacks via Pix, the losses accumulated by retailers as a result of these practices already add up to millionaire figures.In addition to the financial impact, such actions also compromise consumer confidence and the credibility of the platforms. 

Among the most common scams are identity theft, the misappropriation of user accounts (known as account takeover), chargeback fraud and the use of fake coupons.The complexity and sophistication of attacks have required companies to provide more robust solutions to ensure the security of their operations and preserve the customer journey.

However, intelligent automation integrated into the Open ecosystem has gained prominence as a strategic protection tool.According to experts, combining technologies such as artificial intelligence, machine learning and big data analysis, these systems can monitor transactions in real time, identify suspicious patterns and act preventively in the face of anomalous behaviors.

“Antelligent automation allows you to detect risks with greater accuracy and reduce false positives that often bar legitimate purchases and affect the” consumer experience, explains Ligia Lopes, CEO of Teros, data-driven intelligent automation platform, which complements: “In addition, we optimize operational resources by taking repetitive tasks out of the hands of teams, redirecting the focus to strategic” decisions.

For example, fraud using bots is increasingly common in limited product launches. By automating the purchase process, these software can acquire large volumes of items before real customers have access to them, creating a parallel and unfair market.By Pix scams often involve manipulating vouchers or false claims of error to obtain a refund after receiving the product.

Another benefit of automation is integration with anti-fraud systems based on biometrics and digital behavior. These solutions increase the level of verification of transactions, helping to block sophisticated attacks such as phishing or account intrusions, which would not be easily detected by traditional” methods, says Ligia. 

In the Open Finance environment, integrated automation has also brought significant gains in terms of agility and customization, according to Lopes. The possibility of integrating banking data with management systems allows you to perform real-time reconciliations, automate financial reports and offer services such as credit or insurance during checkout.

“Although there is no single solution to the problem of fraud, the combination of technology and strategy is the most promising way. The digitization of consumption requires a proactive posture of companies and automating is no longer an option, but a necessity for those who want to remain competitive, safe and relevant in the” market, concludes the CEO of Teros. 

Retail Revolution: From Multichannel to Unified Commerce

Fernando Moulin
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Retail Revolution: From Multichannel to Unified Commerce

Historically, retail has evolved significantly over the last hundred years.From the emergence of the first physical stores, which operated independently and without the need for integration between units, to the current scenario dominated by digitalization and integration in real time, the sector faces technological and behavioral transformations that have radically changed the consumer experience.

In the early days of retail, physical stores functioned in isolation. Each unit had its own control of inventory, customer service and management. The main focus was on the local consumer experience. Such simplicity, however, became unsustainable with the growth of retail chains, societies and increasingly complex relationships between brands and consumers.

The arrival of integrated management systems in the early 90s, such as ERPs (Enterprise Resource Planning), was the first step towards centralizing operations, enabling a new era of scalability for the business.

In addition, with the advent of new channels, such as telephone, email and digital platforms, retail began to operate in a more complex environment. Multichannel emerged as a response to this diversification of touch points, allowing consumers to interact with the brand in different ways and through multiple points of service and contact.

In practice, multichannel enabled consumers to buy online and withdraw in store, or even seek after-sales solutions on channels such as WhatsApp and social networks. Recent data show that 50% of consumers prefer to solve after-sales problems through WhatsApp, highlighting the importance of offering agile, convenient options that dialogue directly with the consumer.

However, while efficient, multichannel often fails to deliver an integrated experience. Operations across different channels often do not talk to each other, resulting in frustrations for the consumer and operational challenges for companies.

Unified Commerce: full integration

In this scenario, Unified Commerce emerges as the natural evolution of multichannel, offering an integrated and centralized approach that unites data, inventory, logistics and customer service in a single orchestration system.The goal is to deliver a fluid and real-time experience to the consumer, regardless of the channel used.

Unified Commerce is not just about connecting sales channels. It is necessary to integrate the entire chain of operations, from inventory to delivery logistics, using advanced technologies such as Artificial Intelligence and Big Data to anticipate needs and customize interactions. The concept meets the expectation of consumers for frictionless experiences, where there are no barriers between the physical and the digital. It is an evolution, made possible by technology, of the concept of omnichannelness, so talked about but always implemented with great difficulty by companies.

Who is leading this revolution?

Several retailers have already adopted Unified Commerce as a core strategy. Examples include:

Walmart: the retail giant has invested heavily in technology to integrate its online and physical operation, enabling customers to buy from anywhere and receive products quickly and efficiently.

Amazonwhile traditionally a digital platform, the company is expanding its physical footprint with initiatives like Amazon Go, where data and technology integration eliminates queues and simplifies the shopping experience.

Luiza Magazine: in Brazil, Magalu is an example of how full integration can benefit the customer. The company uses systems that connect inventory, logistics and service, allowing the consumer to choose where and how to receive the products.

Challenges and opportunities

The implementation of Unified Commerce, however, is not simple.It involves technical challenges such as the integration of legacy systems, and strategic ones such as training teams to operate in a highly connected environment.In addition, it requires significant investments in technology and infrastructure, changes in incentive and reward mechanisms of commercial teams, putting the customer “de fact” at the center of management, and much more.

On the other hand, the benefits are clear. Companies that adopt Unified Commerce are able to better meet the demands of modern consumers, increasing loyalty and boosting operational efficiency.In an increasingly competitive market, this can be a decisive differential.

Therefore, the transition from multichannel to Unified Commerce represents a revolution in retail. More than technological change, it is the cultural transformation that puts the consumer at the center of all operations. Companies that embrace this change will be better prepared to compete in a scenario where customer experience is the most valuable currency. Total integration is not a differential, but a necessity for those who want to remain relevant in the current market.

Market Day: Event Strengthens Small Businesses and Boosts Local Economy

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Market Day: Event Strengthens Small Businesses and Boosts Local Economy

Market Day returns to Esporte Clube Pinheiros on April 25th, 26th, and 27th, bringing together approximately 150 small entrepreneurs in a collaborative event that fosters connections, drives business, and values conscious consumption. Curated by Beatriz Rio Branco, Daniela Vianna (Thoth Incubadora de Experiências), and Renata Batochio (The Bazaar), the initiative has become a crucial space for entrepreneurs to boost their sales and expand their network.

Market Day is a very special event for me, as it was where I launched my brand into the market and I've always been very well received. Furthermore, it's held at the club where I'm a member, which makes it even more meaningful. It's like being part of a large family. For small brands like mine, this visibility is essential. I work with a curated selection of national wines from small producers and family wineries, and each product has a unique story. Sales increase significantly during the event, and many customers continue to buy afterward, further driving my business. — Déa Vianna, CEO of DV Vinhos

Aimed at both members and non-members of the Club, Market Day attracts a qualified and engaged audience interested in discovering and consuming fashion, gastronomy, accessories, fitness, children's products, décor, lifestyle, homewear, table settings, and much more. Furthermore, five NGOs are invited to participate free of charge, amplifying the event's social impact. In the last Christmas edition, the event welcomed over 7,500 visitors, reaffirming its role in the creative economy and the strengthening of small businesses.

Participating in Market Day is always a joy for me. It's a chance to catch up with friends, make great sales, and strengthen my brand. Since I don't have a physical store, this event is essential, allowing me to invite my São Paulo clients to see the products in person. Furthermore, Market Day represents a 40% increase in my monthly revenue. With each edition, I see the event become more complete and the results consistently positive for my brand. Juliana Solano, Partner & Owner/Designer of Jous by Juju Solano

The space also features the Wellness Area, a dedicated area for exhibitors and visitors, offering free experiences such as quick massages, consultations with oracles, meditation, self-care, makeup application, and even flash tattoos. This area also houses service providers, allowing professionals to promote their brands and increase their visibility.

Being part of Market Day is amazing because it connects us with our customers and opens opportunities for new ones. In an increasingly digital market, we believe in the importance of in-person contact, allowing them to feel the fabrics and get to know the brand up close. During the event, we sell around 60 to 70 pieces, which positively impacts our revenue. Flavia Mesquita, CEO of Outfit Bag

Market Day is not just a commercial event, but a growth platform for entrepreneurs, providing real opportunities for networking, learning, and brand strengthening. With a comprehensive structure and impeccable organization, the fair stands out as one of the leading events in the sector, driving the economy and encouraging entrepreneurship.

Being at Market Day is a crucial opportunity for me and my handcrafted jewelry brand. Besides bringing my jewelry closer to people, Market Day represents a valuable moment of exchange and learning. Entrepreneurship can be a lonely path, and events like this are true oases – a space where small brands gain voice, visibility, and support. This experience goes far beyond sales: it's about connection, inspiration, and growth. – Amanda Tartik, jewelry designer.

Market Day is an incredible event for us, one of the best we've been to, with impeccable organization. Beyond the sales, we were able to win over new clients and strengthen our brand presence among a largely active audience. On average, we sold approximately 200 pieces during the event, which has a significant impact on our revenue. What we like most about Market Day is that it goes beyond simply showcasing products; it's a positive experience for both exhibitors and the public, thanks to the organizers' care in making everything special. Tatiana and Cristiane, partners at Fitcouture.

Even with production in China, luxury brands maintain prestige based on reputation and symbology

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Even with production in China, luxury brands maintain prestige based on reputation and symbology

The recent exhibition of Chinese suppliers responsible for manufacturing products of major luxury brands has not shaken the prestige of the most traditional brands in the market. Despite revelations about the origin of their goods, names like Hermes and Louis Vuitton continue to preserve the symbolic value they carry for decades. The central reason is the positioning built over time, long before social networks shape the perception of value.

The debate has gained new proportions in recent weeks after the Hermes group, founded in 1837, overtook the LVMH conglomerate for the first time in market value, becoming the largest luxury group in the world Fashion Business, Hermes' market value reached US$ 247 billion after LVMH delivered below expectations for the first quarter of 2025. The 5% drop in sales of leather goods and accessories and a 11% pullback in Asia (excluding Japan) contributed to the French giant's performance decline.

The strength of belonging

For branding experts, the consumer public of luxury brands is not essentially interested in production costs or the location of factories.“Hermes customers do not buy a bag for the material or the place where it was made, but for the meaning it carries”, he says Carolina Lara, specialist in strategic communication and branding and founder of Lara Strategic Visibility“It is a matter of belonging, of narrative. These brands sell cultural symbols, not just products.”

This perception is not the result of social networking strategies or paid traffic. The positioning of consolidated brands was built on consistent narratives, reinforced in renowned publications such as The New York Times, Financial Times and Le Monde's. They are decades of presence in news reports, special articles and business notebooks, in addition to fashion, which solidified its image before the public.

Meanwhile, emerging or lesser-known companies try to compensate for the absence of history with aggressive paid traffic campaigns on social networks.“There is a clear difference between brands appearing on outlets like CNN Examination or See, where news coverage demands credibility, and those that limit their presence to” sponsored ads, compares Lara. “The former build reputation; the latter, depend on constant investment to maintain relevance

On-demand business model

Hermes, in particular, adopts a strategy that further reinforces its symbolic value: on-demand production. Unlike conglomerates that need to scale their operations to various market segments, the French brand maintains its restricted supply, creating purposeful scarcity to sustain the aura of exclusivity. This practice allows the company to operate with high profit margins, while avoiding problems such as inventory surpluses or liquidations, common in other brands.

When you have a model based on high demand and low supply, it not only maintains the desire for the brand, but also controls the consumption cycle”, explains Lara.“No need for discounts or promotions, which preserves the perceived value.”

The geopolitics of luxury

The current scenario also reflects a peculiar geopolitical dynamic. Luxury consumption in Asia, excluding Japan, has shown double-digit retraction, while markets such as the United States and Europe show greater resilience.

On the other hand, LVMH, with its diversified portfolio of 75 brands in six distinct segments: fashion, beauty, jewelry, wines, among others, feels the impact of global crises more sharply. Exposure to the international market, although it offers diversification of revenues, also increases risk in times of economic volatility.

Despite Hermes' current leadership, industry analysts point out that the dispute remains fierce. Bernard Arnault, CEO of LVMH, maintains a stake in Hermes, with 2% of the share capital under the control of the Arnault family.This shows that even outside the momentary podium, the LVMH group closely follows the competitor's movements.

In times of social networking, where image building often comes down to boosters and paid traffic, traditional luxury brands demonstrate that reputation and symbolic value are still irreplaceable assets.

The dispute between Hermes and LVMH remains open, but one thing is certain: luxury, more than ever, is beyond the product 'O.E., it is above all a well-told story.

Digital transformation in 2025: maturity levels and five technologies indispensable for generating tangible results

Luciana Miranda
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Digital transformation in 2025: maturity levels and five technologies indispensable for generating tangible results

Digital transformation is often seen as the ultimate destination for technology use, but in reality this is an ongoing process for businesses. 

In 2025, this process should be considered even more strategically, because corporate success depends not only on the adoption of the technology, but on the maturity with which it is used (either starting to digitize processes or already exploring the resources of Artificial Intelligence).

According to the “AI Index 2025” report by HAI, Stanford, Brazil has been highlighted by the annual growth in hiring professionals specialized in Artificial Intelligence: (217%). Therefore, it is recognized as one of the leading countries in the training of graduates in Information and Communication Technologies (ICT).

In addition, the second edition of the Digital Transformation Index Brazil (ITDBr) showed that companies are advancing in this direction, with digital maturity rising from 3.3 in 2023 to 3.7 in 2024. However, the study pointed out that cultural and structural barriers still limit a more comprehensive evolution.

It is a scenario that reinforces the urgency to accelerate the process of technological innovation so that digital maturity levels are transformed into tangible competitive advantage. 

Understand your digital stage to act accurately

Digital maturity is a three-stage journey, and understanding each stage is critical to mapping appropriate technologies, directing investments, and setting priorities that will maximize business impact.

  • Initial stage: with fragmented processes and low digitization, it is time to create a technological base, with basic automation and integration in the IT structure.
  • Intermediate stage: with partial digitization and limited integration between areas, the focus should be on connecting systems with more efficient operational flows.
  • Advanced stage: organizations use real-time data, Artificial Intelligence, Big Data and automation, prioritizing continuous innovation and personalized experiences for customers.

Five essential technologies for 2025

This year, some technologies are emerging as pillars of competitiveness for companies at different levels of digital maturity.The five technologies in evidence for a strategy successfully executed are:

  1. Artificial Intelligence: a study released by the Center for Management and Strategic Studies (CGEE) highlighted Brazil as one of the main centers of Artificial Intelligence in Latin America, with 144 research units working in sectors such as science, energy and agriculture. AI is fundamental to analyze large amounts of data, predict demands, customize service and automate critical activities.
  2. 5G: in Brazil, there is great potential for growth from 5G. An Opensignal report, with evaluation in 137 countries, showed that Brazil is the third place in average download speed in 5G. More than that: it was ahead of first-world countries such as the United States, Japan and Germany. 5G allows real-time decision making through Internet of Things (IoT) resources and connected experiences, improving performance in various sectors of the economy.
  3. Cloud computing: migrating data to the cloud extends flexibility by adapting resources on demand and eliminating the need for high hardware investments and infrastructure maintenance. 
  4. Intelligent automation: redefines processes by going beyond the execution of repetitive tasks, optimizing operational flows and allowing assertiveness according to the Core business of the company. 
  5. Advanced cybersecurity: according to EY, 90% of identity breaches occur by human error, and to reverse these risks, companies must invest in cybersecurity training programs.

Digital asset protection ensures regulatory compliance in a scenario of growing cyber threats.The implementation of security policies is mandatory to ensure the integrity of the operation and business, avoiding financial and reputational damage.

These five technologies, when integrated with intelligence, not only optimize operations, but also drive differentiation of companies in their respective markets.

The use of technology requires objective criteria

For real results, each of these technologies must prioritize impact and strategic alignment. 

Therefore, adopting new technologies without planning involved is a mistake. It is essential to define how each technology is used, according to the criteria:

  • Company port: large organizations demand robust and customized solutions, while smaller companies benefit from modular and agile tools such as Software as a Service (SaaS).
  • Return on Investment (ROI) tangible: every investment in technology must deliver measurable value. Otherwise, value ceases to be investment and becomes “gasto”.
  • Integration with existing systems: avoiding operational disruption during integration is essential to strengthening productivity.
  • Scalability: solutions must keep pace with the growth of the company, without requiring constant reinvestment.

Regardless of the maturity stage, these criteria are the foundation for sustainable digital growth, benefiting companies with greater operational efficiency, data-driven decision making, and strengthening the innovation-driven organizational culture.

The proof of the importance of these benefits is in a McKinsey report, which concluded that companies with continuous investments in innovation, even in periods of uncertainty, tend to outperform their competitors. The differentials for this overcoming are the involvement of professionals and the correct use of infrastructure, intellectual property and customer relationships in identifying new market opportunities.

Technology and people: the indispensable combination of digital transformation

Finally, it is worth reinforcing: digital transformation is not just about tools. It is about people. It is the synergy between technology, processes and talents that generates results from these tools. 

By putting people at the center of digital strategy, companies become more resilient, adaptable and ready to act in a market that requires constant adaptations and reinventions.

In 2025, digital transformation remains an imperative. The question is: is your company just keeping up, or are you ready to lead?

Eye of Sauron: the real culprit behind the suffering of generations Z and Alpha

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Eye of Sauron: the real culprit behind the suffering of generations Z and Alpha

Within the universe of The Lord of the Rings, the 'Eye of Sauron' symbolizes Sauron's constant vigilance, absolute power, and oppression over all of Middle-earth. It is described as an all-seeing, flaming eye, representing the villain's menacing presence and desire for total control. All researchers and professionals working with and on the internet agree that much has changed since it became ubiquitous among adults, children, and adolescents. But they diverge into two camps: are smartphones and social media the Eye of Sauron simply because they exist, and do we need to regulate their use? Or, does any technology have an impact on our culture, and can this impact cause behavior to be fundamentally dysfunctional? In this article, I attempt to share both arguments and give voice to a less popular thesis: technology is agnostic; what we do—or don't do—with it is what matters. 

Recently, especially after the publication of Jonathan Haidt's book "The Anxious Generation," alarmism has spread among parents and educators, who have identified a culprit for the ills afflicting Generations Z (1997 to 2009) and Alpha (2010 to 2024): smartphones. Haidt believes the mere presence of smartphones in a given location, coupled with the indiscriminate use of social media, is responsible for the rise in psychiatric illnesses. To support his conclusions, he cites data from the American College Health Association: since 2008, the number of adolescents diagnosed with a mental illness has increased from 201 to 451.

As a researcher and professor of the digital world, I view these numbers with suspicion because children throughout history have grown up under greater threats than the presence of a smartphone. And we don't even need to travel back in time to find these children: after the October 7, 2023, attacks in Israel, among children and adolescents who had direct contact with the Internet, the prevalence of mental disorders increased from 171 to 301. 

I'm concerned that, in Brazil and around the world, we're creating laws to ban smartphone access based on a moral panic that apparently doesn't stand up to even the slightest scrutiny. In any case, the digital world has had an impact on our lives; that's undeniable, but allow me to propose an alternative hypothesis: that it's our culture, aided by smartphones, that's changing adolescent behavior. 

Smartphones, which, surprisingly, have been around since 1994, only became popular in 2007, with the release of the first iPhone. If they've been around for so long, why are teenagers only now feeling their impact? Haidt blames social media and fast mobile internet. I and other researchers, like the Italian Alberto Acerbi, have a different opinion: it's the culture, stupid!

With smartphones, anyone has become a journalist, or, in today's jargon, a "content producer." This means that no matter where we are or what we do, there will always be an evil, red eye of Sauron watching us. This would be fine if surveillance were the only problem. The problem is that this all-seeing eye also cancels, humiliates, and shames. 

Imagine a teenager trying to win over his first girlfriend: there's always the risk of rejection. This is normal, but today, anyone who tries to approach another person, online or in real life, risks being humiliated and canceled in the public square of the internet. A simple print screen can make an 18-year-old boy the laughingstock of the four corners of the world. 

The best content ever produced by this cancellation frenzy that the internet has brought to light is Monica Lewinsky's TED Talk. Yes, that one, “I didn’t have sex with that woman”In it, the most hated woman of 1997 talks about not only her own, but also the experiences of many people who were metaphorically lynched in the digital public square. And the solution to this? A new culture, a culture of tolerance and grace on the internet, in which things like the previous screenshot would be ignored by us, a behavior declassé, vulgar. 

What about the mental health crisis? Are teenagers really sicker? According to the World Economic Forum, teenagers are delaying their entry into adulthood.

My hypothesis is that, out of fear of humiliation and cancellation, teenagers aren't getting their driver's licenses, aren't going out in public, and are remaining infantilized for longer. Because the prospect of going out into the world, whether digital or real, presents a real social risk, for which their minds aren't prepared. In fact, no one is. 

What surprises me most about the prohibitive zeal, both from Haidt and from Brazilian and foreign legislators who have singled out smartphones as the source of all evil, is that Haidt has written repeatedly about how a culture that makes public humiliation its hobby cannot be healthy. He calls this scheme, present in the theory of cognitive behavioral therapy, mind reading, and we are left to assume other people's worst intentions. 

To overcome this behavior, this culture we have today—which I have to agree is highly dysfunctional—Haidt himself suggests a more generous stance that assumes good intentions in others' actions and words. This approach helps reduce unnecessary conflict and promotes healthier interactions, especially in polarized environments. By challenging these automatic assumptions, we can transform the eye of Sauron into more empathetic and tolerant eyes, as well as build more rational communication. Online and in real life, without having to prohibit anything. 

(*) Lilian Carvalho has a PhD in Marketing and is coordinator of the Center for Digital Marketing Studies at FGV/EAESP and founder of Método Lumière

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