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A Reuters report on May 22, 2025 says Adidas and Puma are poised to raise prices for running shoes and sportswear in the United States, following a price move made by Nike. Analysts and investors told Reuters that Nike’s decision has created a likely ripple effect across other major brands as companies respond to higher import costs.
The driver behind the shift is clear in the article: U.S. tariffs on imports are pushing up costs for retailers and manufacturers, making price increases a likely response. Reuters’ coverage even captured the mood on the ground — shoppers passing a Nike store at the King of Prussia Mall as global markets reacted to the tariff-driven squeeze.
For consumers, the immediate implication is that the cost of popular running shoes and sportswear from big-name brands may rise in the U.S. as Adidas and Puma follow Nike’s lead. For the brands and investors, the move reflects how trade policy — here, import tariffs — can quickly reshape pricing strategies across an industry.
The Reuters piece frames the situation as an unfolding market response: Nike’s initial adjustment has set expectations, and Adidas and Puma are now expected to follow as they grapple with higher input and import costs.
Runner’s World’s recent guide boils a simple truth into an easy-to-follow selection rule: when choosing between Nike and Adidas running shoes, start with fit and purpose.
The most important technical difference the article highlights is fit. Nike’s running shoes generally run narrower than Adidas’s—most noticeably through the heel and midfoot. That narrower construction can be an advantage: the guide points out it may provide added support for your ankles. Conversely, Adidas’s relatively roomier last can better accommodate runners who prefer or need more space in the midfoot and heel.
Beyond fit, the article frames the decision around what you need the shoe for. Whether you’re shopping for a marathon, a recovery shoe, or an everyday trainer, those uses call for different fits and feels—so consider how the shoe will be used before picking a brand. If ankle support and a snuger heel/midfoot matter to you, Nike’s narrower profile might be a better starting point. If you want a roomier fit, Adidas is worth trying on.
The bottom line from Runner’s World: don’t pick a brand out of habit—try both with your running goals and your foot shape in mind, paying close attention to heel and midfoot fit. A few minutes trying models on can make a big difference in comfort and performance.
Pickleheads put a lot of paddles through the wringer in 2025 — and one stood out above the rest. In their review roundup, the Bread & Butter Loco emerged as Pickleheads’ clear Paddle of the Year for 2025.
What makes the Loco special, according to the article? Pickleheads calls it a killer all-court option: it delivers true power when you need it, generates exceptional spin, and — crucially — stays controllable in fast exchanges. That balance of pop, bite, and reliability is the core of the Loco’s appeal.
The review tone is emphatic: this isn’t a marginal upgrade or a one-trick paddle. Pickleheads tested “every big new paddle on the market,” and the Loco is singled out as something “else entirely.” For players hunting a single paddle that can drive rallies, add spin, and still feel manageable at the net, the Loco is presented as a top pick for 2025.
If you follow new releases and gear testing, Pickleheads’ recommendation makes the Bread & Butter Loco a paddle to notice. Whether you prioritize power, spin, or all-around playability, the review suggests the Loco delivers an unusually strong combination of those traits.
In a March 15, 2022 IMF Blog post, Alfred Kammer lays out a clear and urgent message: Russia’s war on Ukraine did not stop at their borders. The conflict’s economic aftershocks radiated quickly across the globe, touching commodity markets, energy supplies, food prices, and inflation — and forcing policymakers everywhere to confront difficult trade-offs.
At the heart of the piece is a reminder of how interconnected today’s global economy is. Disruptions in Ukraine and the Russian Federation quickly translated into higher commodity and energy prices. Those price pressures fed into rising inflation in many countries, compounding strains already present from the pandemic. Food markets were particularly vulnerable: interruptions to production, trade and critical inputs such as fertilizers threatened food security in regions far from the fighting.
Kammer stresses that these impacts were not uniform. The IMF blog highlights regional spillovers across Central Asia and the Caucasus, Europe, Central and East Africa, Sub‑Saharan Africa more broadly, the Middle East, and parts of the Caribbean and Central America. For many of these regions, exposure to higher fuel and food costs, weaker trade and remittance flows, and limited fiscal space meant the shock risked translating into deeper economic and humanitarian pain.
The post also points toward policy responses. ‘Remedial measures’ — from targeted social support to macroeconomic adjustments — are needed to shield the most vulnerable and to stabilize economies while addressing the root causes of volatility in commodity and energy markets. The IMF’s framing is that coordinated action and timely, well‑targeted policies are essential to limit the global fallout.
The take-away is sobering but straightforward: a major conflict between two countries with outsized roles in global commodity and energy markets can quickly become a multi‑regional shock. Policymakers, international institutions and communities must remain alert and prepared to act to protect vulnerable populations and preserve economic stability when such shocks occur.
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Carbon footprints have become the go‑to metric for measuring environmental performance. Short, simple and focused on greenhouse gases, they capture a critical piece of the climate puzzle—but a new life‑cycle analysis shows that they are not the whole story.
In “Limitations of Carbon Footprint as Indicator of Environmental Sustainability” (Alexis Laurent, Environ. Sci. Technol., 2012, DOI: 10.1021/es204163f), researchers model and analyze life‑cycle impacts from roughly 4,000 products, technologies and services across several sectors—energy generation, transportation, material production, infrastructure and waste management. Their goal: to test how well carbon footprint (CFP) tracks other kinds of environmental harm.
The study compares CFP against 13 other impact scores and finds that many environmental problems do not covary with greenhouse‑gas emissions. In particular, impacts related to toxic emissions often show little or no correlation with carbon footprints. That finding exposes a real risk of “problem shifting”: policies or decisions that reduce a product’s carbon footprint can unintentionally increase other environmental burdens—such as chemical pollution or depletion of natural resources—if those dimensions aren’t explicitly considered.
The takeaway is clear and consequential: relying solely on carbon footprints as an indicator of sustainability can be misleading. To avoid swapping one environmental problem for another, life‑cycle thinking and multiple impact indicators are needed when evaluating technologies, products and policies. The study’s broad cross‑sector analysis underscores that climate performance and other environmental impacts can move independently, and that a single metric—no matter how popular—cannot capture the full picture of environmental sustainability.
It isn’t business as usual, but your internationalisation journey doesn’t have to stop — and Enterprise Singapore has a practical path forward: the virtual tradeshow.
With travel constrained, virtual tradeshows let companies maintain momentum, showcase products internationally and connect with buyers without boarding a plane. Enterprise Singapore, together with resource partner Pico, has created a Virtual Tradeshow Guide to help businesses new to the format get started and make the most of online events.
The guide walks you through the essentials of participating in virtual exhibitions, from preparing your presence to engaging attendees and following up on leads. For companies that once relied on in-person fairs to build markets and partnerships, virtual tradeshows offer a way to continue outreach, business-matching and exposure even when face-to-face events aren’t possible.
If you’re looking to keep your export or international growth plans alive during travel disruptions, downloading Enterprise Singapore’s Virtual Tradeshow Guide is a sensible first step — it’s a concise resource designed to help Singapore enterprises adapt and carry on connecting with the world.
Singapore’s Budget 2026 put artificial intelligence squarely in the national spotlight — expanding support measures and rolling out new initiatives aimed at embedding AI across the economy. That’s an important first step, but as a recent Budget-special Industry Insight edition makes clear, announcements alone won’t close the gap between experimentation and impact.
On the programme, host Lynlee Foo speaks with Kelvin Koh, Co‑Chair of SGTech’s Singapore Enterprise Chapter, about a crucial question: are Singapore’s small and medium enterprises ready to move beyond pilots to meaningful, scaled AI adoption? The conversation highlights a rising level of SME interest, but also points to persistent structural barriers that stop many projects from graduating past the proof‑of‑concept stage.
Those barriers aren’t just technical. Koh and the episode explore how scaling AI requires more than tools and funding — it demands change management, new ways of partnering, and practical roadmaps that align AI projects to business outcomes. For many SMEs, the shift is organisational as much as it is technological: embedding AI successfully means rethinking processes, roles and expectations so early wins can be sustained and grown.
Partnerships also take centre stage in the discussion. Whether through industry groups, technology vendors or government programmes, collaboration can help smaller firms access expertise, share risks and shorten the learning curve. The interview suggests that a national tipping point in AI adoption will likely come not from a single policy or grant, but from a combination of interest, practical support, and visible examples of scaled success.
Budget 2026’s AI thrust is a clear signal of intent. The real test now is turning that intent into durable outcomes for SMEs — helping them move from curiosity and pilots to scaled, value‑creating uses of AI that keep them competitive in a rapidly changing economy.
From 22 to 27 September 2024, the EU SME Centre led a focused, week‑long business mission that brought selected European SMEs — together with a trade promotion organisation active in green industries — to China. The delegation’s purpose was straightforward: connect green industry small and medium enterprises with contacts and opportunities as they explore the Chinese market.
The programme included structured B2B sessions that gave participants direct, business‑facing time to meet potential partners and counterparts in China. Following the first B2B session, the mission also featured a visit related to ESG — underscoring how environmental, social and governance considerations are now part of market engagement for green industry players.
This mission, reported by Nelly Alix for the EU SME Centre on 30 September 2024, illustrates a practical, hands‑on approach to internationalisation for European green SMEs. By combining matchmaking meetings with ESG‑oriented activities, the trip aimed to help participants better understand local market dynamics while highlighting sustainability as an integral part of cross‑border business discussions.
For European SMEs working in greentech and other sustainable industries, initiatives like the 2024 SME Business Mission offer a compact, targeted way to begin exploring China: meet contacts, test opportunities, and bring ESG considerations into early stages of market development.