Hypermarkets have been hugely popular in China; from next to nothing in 1997, there are now 2,400 of them. But the low-hanging fruit has been picked. Not only is the competition tightening, but retail dynamics are changing.

Mexico consumers are conflicted. On the one hand, only 16 percent of those surveyed by McKinsey believed that they were doing better economically; on the other, 48 percent are optimistic about the future.

Many European retailers want to replicate the successful models applied by discount stores, but the results are mixed. Here is how to get it right.

Europe looks like a big and resilient luxury market. But look closer: Most of the growth is coming from Chinese, Japanese and Russia tourists. What are European consumers thinking? And how should the market adapt to these trends?

The dynamics of China’s mobile phone market are changing, in particular the way that people buy their handsets. Who are the likely winners? And losers?

McKinsey takes a keen interest in the luxury market. Here is a sampling of some our most recent in-depth research on the subject.

McKinsey estimates that about 3 million Brazilians can afford luxury goods. Here is how to reach this ambitious and surprisingly youthful market.

Europe is in crisis; the US is in the doldrums; China is worried about a property bubble; India has hit a rough patch. But Brazil is thriving. In the first of two articles on Latin America's largest economy, we look at what makes the middle class tick.

The traditional mom-and-pop grocery store is being displaced by modern trade. What’s driving this change—and what’s next?

Brazil pharmacy retailers have every reason to be optimistic, with strong growth and a surging economy. But there will also be a shakeout. The winners will be those who adapt to three key trends.

American consumers have been using coupons with new enthusiasm. But is this a good thing for companies?

Once dominated by open-air markets and department stores, Russia’s apparel market now features upscale global boutiques. Foreign players will find the market fraught with considerable, but manageable, peril.

The rush to serve India’s growing middle class has concentrated on the cities—but there’s rupees to be made in rural areas too.

What makes Chinese consumers tick? What are they worrying about? How will burgeoning inflation shape their behavior? See the answers to these questions and more in McKinsey's most recent in-depth survey of Chinese shoppers.

Changing consumer preferences and the need for speed are complicating the apparel business along the entire value chain.  Here's how to deal with the most important challenges.

This year's Luxury Consumer Survey addresses three key questions: Can South Korea keep it up? What’s changing? And what do these trends mean for the players in the luxury industry?

Consumer-goods companies in Europe face a fast-changing business environment – and an anxious public. Here’s how to increase your chances to find profitable growth.

New McKinsey research estimates the impact of Internet search in the global economy, pinpointing the sources of value and the beneficiaries.

Do-it-yourself: The phrase does not evoke visions of grandeur or style—but it does rack up euros. Here's the state of the market in Europe's biggest economy.

Chinese consumers want to spend—and they want to save. Here's what business needs to know about how they manage their wallets.

Although they were rocked by the Tohoku earthquake, Japan's luxury consumers are back shopping—but with caution.

Consumers love low prices, but retailers shouldn’t overlook the way shoppers perceive value—both online and in stores.

The company once grew fast. Now CEO Howard Schultz wants it to grow with discipline—in emerging and developed markets alike.

McKinsey's in-depth annual report on the Chinese luxury market reveals two major trends: There are more luxury consumers, and they are more sophisticated.

The Russian economy turned the corner in 2010. Will consumers get back to spending on themselves?

China is already the second-largest apparel market in the world—and there is plenty of room to grow. The keys to winning in this fragmented and diverse market: Understanding, planning and execution.

Now that the consumer-goods sector is no longer a safety play for investors, companies need a new blueprint to generate shareholder value. McKinsey identifies five imperatives.

China consumers are changing the way they shop. here are four ways that smart retailers can capitalize.

To win the Chinese consumer, retailers must master the most traditional kind of marketing: inside the store.

In spite of the different facets and peculiarities of this “fragmented trade,” the opportunities and challenges are similar.