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President Trump sent a letter to South Korea last week threatening to levy a tariff of 25% on Korean products imported to the United States starting on August 1 unless the two countries arrive at a trade deal. More than 3% of all U.S. imports come from Korea, including cars and electronics. For some consumers, though, the more pressing question is how these tariffs are going to impact their skincare regimen. Korea has among the most advanced and innovative beauty sectors in the world, exporting $10.2 billion in makeup and skincare products globally. Korean brands helped invent BB creams, which combine hydration with foundation; lightweight sunscreens that don’t leave any residue; and treatments that help you achieve “glass skin,” a complexion so luminous it looks like its made of glass. Some of the hottest beauty brands in the U.S. are Korean, including Sulwhasoo, Laneige, Innisfree, and Dr.Jart+. So consumers are understandably alarmed about what will happen if the tariffs kick in. When Trump first threatened tariffs on South Korea in April, CBS reported that some Americans were panic-buying K-beauty products. But experts believe we don’t need to go into a full-blown panic just yet. Sarah Jindal, a beauty analyst at Mintel who has studied the Korean beauty market for years, says beauty brands have high margins, which means they should be able to absorb some of the price increases from tariffs. Moreover, since Korean beauty brands are often cheaper than comparable U.S. brands, even if prices do increase, the products are likely to remain affordable. (For instance, an Innisfree sheet mask costs $2.50; SK-II’s sheet masks are $15. Laneige’s hyaluronic moisturizer costs $38; Dr. Barbara Sturm’s costs $110.) “K-beauty products are known for having high-quality, effective ingredients at a very good price,” says Jindal. “I believe they will be very resilient to the tariffs.” Visitors enter the KINTEX exhibition hall for the 2023 K-Beauty Expo in Goyang City, South Korea. [Photo: Chris Jung/NurPhoto/Getty Images] How Korea Became The Worlds Beauty Lab It’s no accident that Korean beauty has become world famous, says Jennifer Carlsson, a beauty brand expert and founder of Mintoiro, a beauty consulting firm. “In Korea, there’s a very high standard for beauty, and how you look can impact your opportunities in work and life,” she says, pointing out that facial surgeries are very common in the country. “People spend a lot of time and money taking care of their skin because it has a material impact on their outcomes.” Some surveys suggest that Koreans spend the most per capita on beauty than any other country, at $493 per year. As a result, there are hundreds of brands competing to create effective new products. There’s a thriving landscape of chemists and innovation labs that supply brands, and there are many local factories that produce the products. “The sophistication of these Korean factories exceeds the factories in China or the U.S.,” says Jindal. “The rest of the world just doesn’t have their technology.” Carlsson, who has a database of 20,000 global beauty brands, says Korean consumers have an appetite for newness, so beauty brands are always popping up. They tend to be creative not just with their formulations but also with their beautiful packaging and marketing. Given how the South Korean market is relatively small, with a population of just over 50 million, successful brands are eager to enter international markets to keep growing. Korean brands have courted many Asian countries, including China and Singapore, as well as Europe. But according to Jindal, the U.S. is their holy grail. “It’s a lot of work breaking into different European countries,” says Jindal. “But the U.S. has a very large, wealthy population that loves beauty. Brands that break into the U.S. market will see immediate growth.” This is why K-beauty brands have spent the past decade making a concerted effort to reach U.S. consumers by targeting them on TikTok and Instagram and vying to get into retailers like Ulta and Sephora. Now, even as tariffs loom on the horizon, Jindal says it’s unlikely these brands will stop trying to reach Americans. “This is just too lucrative a market for them,” she says. A wall of Korean skincare products in San Francisco [Photo: Carlos Avila Gonzalez/The San Francisco Chronicle/Getty Images] Tariff Stress Korean brands that export products to the U.S. are concerned about tariffs. But unlike manufacturers of cars and electronics, beauty brands tend to have more wiggle room in adjusting their pricing. According to Carlsson, manufacturing costs typically make up only 10% of the price of a beauty product. A full 50% to 70% goes to the retailer, while the rest goes to packaging, shipping, and advertising. This means that brands may be able to absorb some of the tariffs, rather than passing them on to consumers Jindal points out that part of K-beauty’s appeal is how affordable it is. In Korea, there is intense competition among beauty brands, which has driven down prices. To maintain the quality of their products, Korean brands have found ways to manufacture more efficiently and at scale. Jindal believes that K-beauty brands might even be able to grow their market share in the U.S. if there is a period of economic instability here. While overall inflation in the U.S. has remained relatively tame so far, economists warn that prices are beginning to rise. This is partly because companies are raising their prices as they cope with tariffs. In this environment, consumers are likely to “trade down” on their beauty products. “For luxury beauty fans, this might mean buying more K-beauty, since they can often get similar results for less money,” says Jindal. Still, the broader feeling of economic uncertainty could have an impact on the beauty industry as a whole, particularly if consumers feel the sting of inflation. “Brands aren’t likely to take risks on new, innovative products,” Jindal says. “They’re more likely to focus on tried-and-true products that they know will sell. So this means we’re probably going to see less creativity and innovation overall.” This is likely to be true for K-beauty brands, as well. So while there’s a good chance we’ll still have access to affordable Korean beauty over the next few months and years, we’re probably not going to see as many exciting new innovations.
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E-Commerce
The internet wasnt born wholeit came together from parts. Most know of ARPANET, the internets most famous precursor, but it was always limited strictly to government use. It was NSFNET that brought many networks together, and the internet that we use today is almost NSFNET itself. Almost, but not quite: in 1995, the government that had raised the internet from its infancy gave it a firm shove out the door. Call it a graduation, or a coming of age. I think of it as the internet getting its first real job. In the early 1980s, the National Science Foundation sought to establish the United States as a leader in scientific computing. The plan required a fleet of supercomputers that researchers could readily use, a difficult feat when the computers routinely cost more than the buildings that housed them. Business computing had solved similar problems with time-sharing and remote terminals, and ARPANET had demonstrated that terminals could be connected to computers across the country using a packet-switching network. This story is part of 1995 Week, where well revisit some of the most interesting, unexpected, and confounding developments in tech 30 years ago. The Computer Science Network, or CSNET, was the NSFs first foray into wide area networking. It connected universities that didnt have defense contracts and, as a result, had been left out of ARPANET. With dozens of sites, CSNET was much smaller than ARPANET but proved that a group of universities could share computing resources. When the NSF funded five cutting-edge supercomputing centers in 1985, it planned to make them available to users over a similar network. The problem was that big computers invited big data: CSNET just wasnt fast enough for interactive work with large data sets, and it was falling further behind as traffic doubled about every two weeks. After a sluggish 56 Kbps pilot effort (about a thousand times slower than todays common broadband connections), the NSF contracted the University of Michigan to develop an all-new replacement based on MERITa Michigan inter-university network that had already started to expand its high-speed digital telephone and geostationary satellite links into other states. In 1987, the MERIT team brought on IBM and upstart long-distance carrier MCI, freshly invigorated by the antitrust breakup of their principal competitor and truly feeling their oats. They worked at a breakneck pace. In under a year, NSFNET connected the supercomputing centers and a half dozen regional networks at blistering T1 speeds: 1.5 Mbpsan almost 28-fold increase. Just after 8 p.m. on June 30, 1988, Hans-Werner Braun, the projects co-principal investigator, sent an email to the NSFNET mailing list to announce these new high-capacity linksamong the fastest long-distance computer connections ever deployedwith typical scientific understatement: The NSFnet Backbone has reached a state where we would like to more officially let operational traffic on. [Image: reivax/Flickr] Brauns email received little notice at the time, the NSF wrote in a 2008 announcement. But those simple words announced the birth of the modern Internet. NSFNET was a runaway success. Besides its massive capacity, the network maintained an open door for interconnection. Overseas academic computer networks established peer connections with NSFNET, and in 1989 the federal government opened two Federal Internet Exchanges that routed traffic between NSFNET, ARPANET, and other government networks. The superior speed of NSFNET meant that these exchanges served mostly to bring NSFNET to federal users, and ARPANETs fate was sealed. The military network, birthplace of many internet technologies, was deemed obsolete and decommissioned the next year. At the turn of the 1990s, NSFNET had become the Internet: the unified backbone by which regional and institutional networks came together. NSFNET never stopped growing. It was a remarkable problem: at every stage, NSFNET traffic grew faster than anticipated. During 1989 alone, traffic increased by five times. The state of the art T1 links were overwhelmed, demanding a 1991 upgrade to 45 Mbps T3 connections. To manage the rapidly expanding infrastructure, the original NSFNET partners formed Advanced Network and Services (ANS). ANS was an independent nonprofit that could be called the first backbone ISP, the service provider that service providers themselves connected to. [Image: Merit Network, Inc., NCSA, and the National Science Foundation/Wikimedia Commons] The popularity of this new communications system was not limited to government and academia. Private industry took note as well. During the 1980s, online services had sprouted: companies like CompuServe, PlayNet, and AOL that are often considered early ISPs but were, in fact, something else. Online services, for both businesses and consumers, were walled gardens. They descended from time-sharing systems that connected users to a single computer, providing only a curated experience of software provided by the online service itself. The internet, in the tradition of ARPANET and especially NSFNET, was very different. It was a collection of truly independent networks, autonomous systems, with the freedom to communicate across geographical and organizational boundaries. It could feel like chaos, but it also fostered innovation. The internet offered possibilities that the online services never could. Douglas Van Houweling, director of the MERIT office, called NSFNETs university origin he only community that understands that great things can happen when no ones in charge. At first, it was contractors who took their business to the internet. ARPANET had always been strictly for government business, but still, companies with the privilege of ARPANET connections found it hard not to use them for other work. Despite prohibitions, ARPANET users exchanged personal messages, coordinated visits, and even distributed the first spam. NSFNETs much wider scope, welcoming anyone with a nexus to research or education, naturally invited users to push the limits further. Douglas Van Houweling [Photo: ImaginingtheInternet/Wikimedia Commons] Besides, the commercial internet was starting to form. CERN engineer Tim Berners-Lee had invented HTML and, along with it, the World Wide Web. In 1993, NCSAone of the same NSF supercomputing centers that NSFNET was built to connectreleased Mosaic, the first popular web browser. Early private ISPs, companies like PSINet and Cerfnet, started out as regional academic networks (New York and Californias). There was obvious business interest, and for cash-strapped academic networks paying customers were hard to turn down. NSFNET went into business on its own, with ANS establishing its own for-profit commercial subsidiary called ANS CO+RE. The term internet backbone still finds use today, but in a less literal sense. NSFNET truly was the spine of the early 1990s internet, the only interconnection between otherwise disparate networks. It facilitated the internets growth, but it also became a gatekeeper: NSF funding came with the condition that it be used for research and education. NSFNET had always kept a somewhat liberal attitude towards its users online activities, but the growth of outright for-profit networks made the conflict between academia and commerce impossible to ignore. Several commercial ISPs established their own exchange, an option for business traffic to bypass NSFNET, but it couldnt provide the level of connectivity that NSFNET did. Besides, ANS itself opposed fragmentation of the internet and refused to support direct interconnection between other ISPs. In 1992, a series of NSFNET policy changes and an act of Congress opened the door to business traffic on a more formal basis, but the damage was done. A divide had formed between the internet as an academic venture and the internet as a business, a divide that was only deepened by mistrust between upstart internet businesses and incumbent providers ANS, IBM, and MCI. The network was not the only place that cracks formed. Dating back to ARPANET, a database called the Domain Name System maintained a mapping between numeric addresses and more human-friendly names. While DNS was somewhat distributed, it required a central organization to maintain the top level of the hierarchy. There had been different databases for different networks, but consolidation onto NSFNET required unifying the name system as well. By 1993, all of the former name registries had contracted the work to a single company called Network Solutions. At first, Network Solutions benefited from the same federal largesse as NSFNET. Registry services were funded by government contracts and free to users. Requests came faster and faster, though, and the database grew larger and larger. In 1995, Network Solutions joined the ranks of the defense industrial complex with an acquisition by SAIC. Along with the new owner came new terms: SAIC negotiated an amendment to the NSF contracts that, for the first time, introduced a fee to register a domain name. Claiming a name on the internet would run $100 per two years. By then, commercial ISPs had proliferated. Despite policy changes, NSFNET remained less enthusiastic about commercial users than academic ones. Besides, traffic hadnt stopped growing, and improved routing technologies meant the network could scale across multiple routes. The internet became competitive. MCI, benefiting from their experience operating NSFNET links, had built its own backbone network. Sprint, never far behind MCI, had one too. ANS reorganized their assets, placing much of their backbone infrastructure under their commercial operations. Government support of the increasingly profit-driven internet seemed unwise and, ultimately, unnecessary. In April of 1995, the internet changed: NSF shut down the NSFNET backbone. The government funded, academically motivated core of the internet was replaced by a haphazard but thriving interconnection of commercial ventures. ANS, now somewhat lost for purpose, stepped out into the new world of internet industry and sold its infrastructure to AOL. Network Solutions became embroiled in a monopoly controversy that saw DNS reorganized into a system of competitive private registrars. Modems became standard equipment on newly popular personal computers, and millions of Americans dialed into a commercial ISP. We built communities, businesses, and the shape of the 21st century over infrastructure that had been, just years before, a collection of universities with an NSF grant. The internet, born in the 1960s, spent its young adult years in the university. It learned a lot: the policies, the protocols, the basic shape of the internet, all solidified under the tutelage of research institutions and the NSF. And then, the internet graduated. It went out, got a job, and found its own way. Just where that way leads, were still finding out.
Category:
E-Commerce
To help American visitors feel more welcome in Canada at time when relations are strained, one local tourism office is playing Canada nice. In a 30-second spot, a tourist shown checking in at a hotel front desk tells the receptionist he doesn’t speak French and sheepishly admits, “I’m American.” For a split second, a close-up shot of the receptionist clicking a red button underneath the desk might make viewers wonder if she’s calling security, given the state of U.S.-Canada relations. But no, she’s simply opening the front desk countertop so she can go and give the man a friendly embrace. “Come hug it out in Eastern Townships” is the ad’s closing tagline. Tourism Eastern Townships is a tourism office for a region in Quebec that’s an hour’s drive from Montreal, and the region is especially reliant on U.S. visitors since it borders Maine, New Hampshire, and Vermont. President Donald Trump’s tariffs on Canadian imports and calls for making Canada a state, though, haven’t been good for business. Travel from the U.S. to Canada by automobile is down by 10.4%, according to data from Statistics Canada, the Canadian government’s statistical office, meaning the supply of U.S. visitors to the region that it once could count on for reliable day or weekend trips is drying up. “Americans were actually, literally calling our hotels and attractions asking, Am I still welcome? Are people going to be nice to us if we come? Are we going to be served in English?” Tourism Eastern Townships director of visitor services Catherine Carignan-Lavasseur told the Canadian news network CTV News. Those calls from Americans “sparked a red flag,” according to Carignan-Lavasseur, since U.S. tourists represent 6% of visitors to the region. The ad was meant to welcome them back. “The ad is a warm, humorous 30-second ad, but its also truly an invitation,” she said. Trump’s antagonistic stance toward Canada has inspired a defensive “elbows up” response that’s shown up in Canadian consumer brand marketing and political messaging, but it goes against the stereotype of Canadians being unusually nice. While defensiveness and defiance might work well in politics, trade wars, and dealing with Trump, it’s bad for tourism, so Tourism Eastern Townships is trying an opposite approach. For Americans considering a trip to Eastern Townships, the tourism office’s hugging ad arrives like a generous helping of warm Canadian maple syrup or a surprise Justin Bieber album at the end of a long week. While politics and borders divide us, a hug is universal. And by using an embrace to tell American tourists that they’re invited, the spot makes sure the message needs no translation. Visitors are welcome.
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E-Commerce
When I entered the workforce, we sent documents by fax. Everyone had a landline. If you needed to do research, you went to the librarywith actual books. Today, many of my younger colleagues would be unfamiliar with these relics of office life. Gen Z, the newest generation in the workforce, grew up with smartphones in their hands. Theyre accustomed to instant information, digital communication, and a world shaped by remote work, flexibility, and purpose-driven careers. Meaningful diversity isnt just an aspiration for them; its an expectation. But Gen Z is also anxious. Studies show theyre more pessimistic about their futures than any other generation. The rise of AI only heightens that anxiety, especially as automated tools increasingly take over entry-level tasks like research, scheduling, and document review. The onus is on leaders to bridge the gap between the strengths Gen Z brings and the foundational skills they need to build. Here are a few strategies for harnessing Gen Zs digital expertise while supporting their long-term career growth. Let them lead digital initiatives At my company, we promote an automation-first mindset. Employees are encouraged to carve out time to discover new tools and integrate them into their workflows. While optimizing systems might seem like a management responsibility, theres no reason to exclude young employees from this process. In fact, theyre ideal candidates to evaluate and experiment with emerging tech tools. For starters, theyre digital natives. Some studies suggest Gen Z employees are up to 43% more productive when using collaborative digital tools compared to more traditional communication forms like email. Even more compelling: giving entry-level employees access to AI tools yields a higher return on investment. Research from the MIT Sloan School of Management found that new and lower-skilled workers see the biggest productivity gains from working with AI. This approach doesnt just build future-ready skillsit lifts performance across the organization. Invite them to shape your brand story Gen Z employees are natural content creators. For better or worse, many of them move through the world already thinking in grids, captions, and potential for virality. Professionally, they tend to see themselves less as loyal to a single company and more as evolving personal brands. That instinctive sense of branding can be a major asset for companies, especially when it comes to creating engaging content. This is the generation that reimagined the résumé as a short-form video. And in many cases, that makes perfect sense. Wouldnt a viral TikTok showcase your skills as a social media manager better than a bulleted list of job experiences? Companies should be tapping into this native fluency and involving Gen Z employees in content creation, not as an afterthought, but as first-line collaborators. At my company, newer employees are deeply involved in the brainstorming process for social media initiatives. Even if senior team members shape the execution, some of our most successful campaigns have started with their ideas. Make mentorship a two-way street While AI and automation are eliminating much of the busywork from entry-level roles, they can’t replace the value of human mentorship, especially when it comes to developing soft skills. In an increasingly remote, digital-first work environment, those informal mentor relationships are at risk of fading. Its up to leaders to ensure they dont. These relationships dont have to be one-way. Peer mentorship can be a two-way dialogue that benefits both parties. More experienced employees can offer guidance on communication, conflict resolution, and navigating workplace dynamicsskills that arent easily taught online. For example, how do you approach a colleague about a recurring conflict without harming your work relationship? Anyone whos worked in a team long enough knows: things run more smoothly when personal tensions are low. At the same time, Gen Z workers can bring their older colleagues up to speed on emerging tools, platforms, and digital shortcuts. These symbiotic teaching relationships are especially important in the age of AI: executives estimate that up to 40% of their workforce will need to be reskilled over the next three yearsand not just Gen Z. In the end, fostering a culture of shared learning across roles and generations benefits the growth and future-readiness of individuals and teams alike.
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E-Commerce
Of all the social media platforms chasing users and flooding the internet with content, Nextdoor has always been a bit of an oddball. Rather than offering Instagram-style influence or Twitter-style followers or even Facebook-style endless engagement, Nextdoor has been focused on the earnest goal of connecting neighbors with each other. Since its founding in 2011, Nextdoor’s purpose has been to be the digital window through which people can better interact with their own neighbors and neighborhoods, online and in real life. Today, Nextdoor is relaunching and unveiling a comprehensive redesign that positions it to actually make that possible. The new Nextdoor is moving away from its message-board past toward a more informative offering of geographically relevant real-time alerts, local news from vetted publishers, and a more accessible pool of neighborhood knowledge undergirded by artificial intelligence. The type of stuff you may have seen on Nextdoor over the past 14 yearsnotices about lost or found pets, questions about whether or not anyone else’s power is out, that cranky neighbor who posts a bit too oftenwill largely be replaced by a feed of information that prioritizes relevance and utility. It’s the first major update to the platform since its founding. Internally, Nextdoor executives are calling this a relaunch of both the product and the company as a whole. [Image: courtesy Nextdoor] Founder returns The relaunch of Nextdoor has been in the works since last fall, a few months after founder Nirav Tolia returned to the role of CEO after five years away from the day-to-day operations of the company. Tolia tells Fast Company that he came back to Nextdoor with a renewed enthusiasm for its mission of connecting neighbors, but also a clearer view of how the platform had struggled to meet its main goal. “The potential of the Nextdoor idea had not been realized by the existing product,” Tolia says. “And the reason for that is that it’s a very hard problem. Local word of mouth, which is really what Nextdoor is all about, is one of the last things remaining to be digitized.” That challenge hasn’t stopped Nextdoor from continuing to grow, however. According to the company’s end-of-2024 report, weekly active users of the platform grew 10% year over year, to 46.1 million in the fourth quarter, and the company made $247.3 million in revenue in 2024, up 13% from 2023. Despite these positive numbers, Tolia sees room for improvement. Others see the relaunch as a defining moment for the company . . . and a gamble. “Our biggest challenge with the existing Nextdoor is that the content is not high-quality enough, it’s not timely enough, and it’s not comprehensive enough,” Tolia says. That’s led the company to move away from solely user-generated content to more of a user-augmented content approach, supported by geotargeted news and alert feeds from credible outside sources. For the relaunch, Nextdoor has partnered with 3,500 news outlets to provide feeds of local news, and the platform will also automatically load real-time alerts from more than 5,000 local public safety, emergency, and utility agencies. [Image: courtesy Nextdoor] It’s also integrating AI into one of the more quintessential parts of the Nextdoor experience, which is neighbors seeking or providing information about local services, businesses, and events. The new AI-backed search feature draws from 14 years’ worth of posts to answer user questions on things like restaurant recommendations, contractors, and family-friendly activities. Rather than just asking a question in the form of a post and hoping for a useful response, users can ask their question in the search field and get instant results. Speeding up this feedback loop is a key part of making Nextdoor more useful to people, Tolia says. Combining neighborhood knowledge and word-of-mouth recommendations with vetted information about news and local events could make Nextdoor into what Tolia calls a “first-screen app.” New user experience, new user behavior A change this big requires users to shift how they interact with Nextdoor. Ahead of the relaunch project getting started, Tolia hired Georg Petschnigg as Nextdoor’s chief design officer. A seasoned user experience designer, Petschnigg is best known for his time as head of product design at The New York Times, where he led a comprehensive redesign of the newspaper’s app. For Nextdoor, he’s bringing a news-centric sensibility and a focus on getting people the information they want as quickly as possible. [Image: courtesy Nextdoor] Given Nextdoor’s focus on neighborhoods, the main entry point for content on the platform is the user’s location, which gets prominent placement in the top-left corner of the new Nextdoor app. “The most important thing we want to signal is that this is about your neighborhood,” Petschnigg says. [Image: courtesy Nextdoor] A tap in that upper-left corner takes users to a neighborhood map, which displays real-time alerts in the area, including extreme weather, fires, power outages, and police activity. If something important is happening that directly affects a user or their location, like a public safety emergency or a power outage, that information will be displayed automatically on a user’s home screen. [Image: courtesy Nextdoor] Other times, the home screen will be a mix of local news and posts from neighbors, all geotargeted for specific relevance in a given location. “Up until now, neighbors had to report on what’s happening, and they will do that,” Petschnigg says. “But being able to bring in these verified information sources really supercharges the dynamic on the platform.” To spur active engagement, users can comment on the news items in this main feed. To try to avoid the cesspool that user comments sections can become, Nextdoor is using AI to create prompt questions that direct users to add their own reactions or information about the news shown in the feed. “We want to encourage the habit to discuss the news or advance the news,” Petschnigg says. It’s unusual for a design to put news and user commentary all on the same level, Petschnigg says, but he’s hoping the focus on new stories that are relevant to a given neighborhood will become a starting point for deeper information sharing. “We’re hearing people saying they are interested in the news, but also that the conversation around the news is important,” he adds. “Framing news as information that exists to serve a community is really, really important, and we want to do that right off the bat.” [Image: courtesy Nextdoor] The other parts of the relaunched Nextdoor platform can be accessed by a simple floating navigation area at the bottom of the screenan approach that’s the basis of Apple’s recently announced Liquid Glass user interface. Petschnigg says Nextdoor’s UX was in the works long before Apple made this reveal, but the similarities are validating. “We started understanding that if you want to have a user interface that lets the content breathe, you need to pare back the footprint of your navigational elements,” he says. [Image: courtesy Nextdoor] The floating navigation bar makes the home screen and its news feed, the search function, and local recommendations (or “faves”) the three most important parts of the new Nextdoor. This user interface, and the platform’s emphasis on bringing in reliable and vetted information sources, will redirect Nextdoor from being a free-for-all message board into something more deliberately informative. Focusing on the localthrough alerts, geotargeted news, and an AI-assisted knowledge bankis the way Tolia thinks Nextdoor can stand out from other social media platforms. “There are only about a dozen apps that we rely on every single day. The fact that none of those dozen apps is related to our local life is just kind of mind-boggling to me,” Tolia says. “Given that 30% of Americans are now working from home, where we live is more important than it’s ever been. So I think our opportunity is bigger than it’s ever been as well.”
Category:
E-Commerce
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