stores

The molecule that stores the sun for years and releases heat just when you need it

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In winter, raising the blinds to take advantage of the light and heat of the sun in the central hours of the day is a good idea to heat the house while saving on heating. Of course, as the afternoon passes and night falls, goodbye to the sun and its heat. From an energy point of view, it would be fantastic to be able to store the sun in a bottle to release its heat when needed. Something like this has occurred to a research team from the University of California in Santa Barbara, which has published its research in Science: a molecule that captures sunlight, stores it for years without loss, and releases it on demand. No plugs or batteries. Professor Grace Han’s group has synthesized a modified organic molecule inspired by DNA. It is called pyrimidone and is capable of capturing solar energy, storing it in chemical bonds and releasing it as heat in a controlled and reversible manner. In short, as if it were a battery. Context. The analogy of the bottled sun is for practical purposes one of the great problems of solar energy: the issue is not so much capturing it, but rather storing it because obviously there is not always enough sun to satisfy demand. And conventional batteries degrade, are heavy, carry inherent management risks, and are expensive (although now they are below minimums). What Han’s team is proposing is not new: molecular thermal storage, known as “MOST” for short, has been researched for years. However, until now no system had managed to combine competitive energy densities with release temperatures sufficient for real practical application. Why is it important. Because this research breaks two essential barriers that make MOST increasingly closer to being a reality: It has an energy density of more than 1.6 megajoules per kilogram, almost double the energy density of a standard lithium-ion battery. It releases enough heat to be able to boil water under ambient conditions. It is also soluble in water, which makes it potentially compatible with circulation systems in solar collectors. These properties open the door to uses such as domestic heating and domestic hot water (DHW), areas without an electrical grid or systems integrated into roofs. How it works. It is important to highlight that despite the analogies with solar energy, its mechanism is completely different from that of photovoltaic cells. Come on, it does not convert light into electricity, but rather it transforms it into chemical energy that it stores in its chemical bonds. The molecule, which was designed with computational modeling thinking about reducing it as much as possible, works as if it were a spring: upon absorbing ultraviolet light it undergoes a reversible change in its shape, passing into a high-energy state. The molecule can remain stable in that state for years until an external stimulus causes it to relax, releasing the accumulated heat. As Han Nguyen detailslead author of the article, “the concept is reusable and recyclable.” From Barcelona to California. The fact that the MOST have been in the laboratory for a long time is so true that in 2024 a team from the Polytechnic University of Catalonia published a paper in Joule on a hybrid device that integrated a MOST system directly into a silicon photovoltaic cell. The idea is that organic molecules (composed of carbon, hydrogen, oxygen, fluorine and nitrogen) act on the one hand by storing energy and on the other, as an optical filter and cooling agent for the solar cell. The molecules absorb the UV photons that silicon does not use well, cool the cell and store that surplus as chemical energy. Thus, the solar cell generates more electricity and nothing is wasted: the system achieved a solar utilization efficiency of 14.9% and a record of 2.3% in MOST storage. Yes, but. That two independent studies separated in time work on the MOST shows that this technology is more than a mere laboratory concept: it is getting closer to having real applications. Of course, like any other innovation, it faces the challenge of scalability and costs, essential for eventual industrial deployment. In Xataka | Plastic solar panels have always been more of a dream than reality: China has just changed that In Xataka | Spain has just plugged in more batteries in one month than in three years: this is the plan to save our cheaper energy Cover | POT

Carrefour is going to open 750 stores in Spain in the next four years. But not as we know them

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Carrefour has announced 750 openings in Spain and not because business is going especially well. He has announced them because the model that made him great (the suburban hypermarket) has been losing steam for a while. This strategic plan until 2030 is, above all, an adaptation to the reality of the modern consumer. The background. Carrefour was one of those who popularized a way of shopping that dominated the retail European for a time: the hypermarket. A huge area on the outskirts, with free parking and the idea of ​​having everything under one roof. Saturday shopping as a family ritual. That model worked while life revolved around cars and rigid schedules. But habits have been changing, and with them the business. The contrast. The 750 planned openings are not hypermarkets. They are mainly small-format, urban convenience stores (Carrefour Express), many operated by franchisees. The kind of place where you walk in on the way home, grab what’s missing, and in ten minutes you’re done. Not where you spend much more time filling a car. In Spain, the only format that grew in 2024 was precisely this: 62 new Express stores compared to zero net openings in hypermarkets and large supermarkets. Yes, but. Growing in convenience is easier to announce than to execute. The margin per square meter is lower, the competition is intense, from Dia to the regional chains; and the franchise model involves relying on third parties to maintain standards. Alexandre Bompard, CEO of Carrefour, has admitted that part of the growth will come through acquisitions, because the Spanish market “is fragmented.” In other words: you have to buy to gain scale, and that costs money and time. Meanwhile, Lidl, with almost a 7% share, threatens to take second position from Carrefour in the Spanish market, where the French group has lost 0.7 points in a year and stands at 9%. Very far in any case from Mercadona. The big question. What is done with the 206 hypermarkets that Carrefour has in Spain? The plan talks about converting up to 10% of its surface towards growth categories, such as pets, personal care or financial services. It is a reasonable solution, but it patches the format more than transforms it. Carrefour’s real bet is to build a parallel business to the hypermarket, smaller and more urban, that grows while the large one stabilizes. If you succeed, you will have read the moment correctly. If not, you will have spent a lot of money chasing rivals who already have an advantage. In Xataka | Mercadona has a rival in its absolute dominance of supermarkets: the “ultra low-cost” of PrimaPrix and Sqrups Featured image | Carrefour

Amazon Go and Amazon Fresh stores seemed like the future of commerce. Now they all close

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Amazon has announced the definitive closure of its 57 Amazon Fresh stores and its 15 Amazon Go establishmentsending a decade of experiments to reinvent physical shopping. Fresh They were classic supermarkets, but with technological touches. Go They were stores without cashiers where you entered, took products and left: sensors and cameras charged you automatically. The only staff was the replacement staff. Why is it important. This is Amazon’s most visible failure in its attempt to move its e-commerce dominance to the physical world. A company that has made a success of selling everything online has not been able to sell basic products in physical stores while being profitable. The context. Go opened in 2018, Fresh in 2020. Both represented the futuristic vision of retail: cutting-edge technology, extreme automation and a clear obsession with eliminating friction. Amazon has admitted that it “has not created a distinctive customer experience with the right economic model.” An elegant way of saying that they have not found enough clients willing to pay the extra cost of all that innovation. Yes, but. Amazon is not abandoning the food sector. Now it’s going to convert some locations into Whole Foods, the chain he bought in 2017. Whole Foods has more than 550 stores, has grown 40% in sales and will open one hundred new stores. In addition, Amazon is also already delivering food at home in 5,000 cities in the United States. Between the lines. These closures say a lot about the impressive technology that these stores had: not even it can compensate for a mediocre proposal. Amazon Go eliminated queues, but perhaps that did not solve much if its real competitors did not have a problem there. Of course, “Just Walk Out” technology now operates in 360 third-party stores and more than 40 Amazon fulfillment centers. As is often the case, innovation survives where it makes economic sense. The failure of Go and Fresh was seen coming for a long time. The pattern. History repeats itself. Amazon has closed physical bookstores, stores pop-up and now also these concepts. Each closing tells the same story: mastering online does not make you a good offline seller. Especially if you aim for profitability. Bezos built his empire by eliminating intermediaries and friction at Amazon, but the physical supermarket has friction for a few reasons: people want to touch the fruit, compare products, decide on the fly… Human behavior cannot always be improved by algorithmic efficiency. Go deeper. The failure contrasts with that of other technological giants that in one way or another have managed to dominate the retail. Apple dominates its stores because it sells an experience, not just its products. And Tesla controls its points of sale because the electric car requires a certain evangelization. Amazon tried to apply its e-commerce formula (full automation, speed, elimination of staff) to a business that simply has other dynamics. A supermarket is not a logistics warehouse. And not even an entire Amazon, with all its resources, can impose its vision of the future if the customer does not buy it. In Xataka | I have decided to become independent from all US technology and embrace European technology. This is how I’m getting it Featured image | Simon Bak

We have been relying on the Nutri-Score in stores for years. Science believes that its real impact is zero

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He Nutriscore what we can see in some foods born with an ambitious promise: simplify the nutritional complexity of products into a code of easy to understand colors to know if a food is healthy or not. However, what on paper seemed like the definitive solution against obesity and poor diet is facing a much grayer scientific reality. His dark side. Although the idea seemed quite good, the reality is that new scientific reviews are setting off alarm bells. The conclusion being drawn is quite clear: the real impact on the shopping basket is minimal and the algorithm categorizes foods that are essential as something very bad. A good gap. One of the strongest arguments in favor of Nutri-Score comes from studies conducted in controlled environments, i.e. a laboratory. But what happens when we go down to the real, everyday world? This is what they wanted to analyze in a recent narrative reviewwhich evaluates consumer behavior in physical supermarkets and throws cold water on the system. And with this food color coding, the data shows that the improvement in the nutritional score of the purchase is only 2.5%. That is to say, it has hardly been noticed that a person begins to eat much more appropriate foods with this color code. Something that quite disagrees with the laboratory results that predicted that the effect was going to be much better. The real victim. The fact that some people’s shopping baskets have improved a little is the motivation that some producers of these foods have to change their ingredients to achieve a better Nutri-Score. as seen on Eroski. But this does not mean that citizens have changed the way they shop. The great blind spot. The fiercest criticism from the scientific field, highlighted by organizations such as the Puleva Nutrition Instituteis the omission of micronutrients. The current algorithm focuses almost exclusively on macronutrients, which are fat, sugars and proteins, but forgets other points that are fundamental. One of these points are vitamins and minerals, which are logically essential for the body, especially because some of them must be taken as they are not produced by the body. But polyphenols or bioactive compounds also stand out, which are essential antioxidants that can prevent chronic diseases. Unfair penalty. The system that is implemented right now also penalizes foods for their total fat content without differentiating whether they are healthy, something that has led to putting a bad score for olive oil. A paradoxical situation. The study from the University of Granada wanted to see the same thing about soluble cocoa to highlight these large discrepancies that force us to question Nutri-score. The result of the research team indicates that while pure cocoas with a higher bioactive profile can receive low grades such as C or D. But, on the other hand, others ultra-processed products with additives They achieve better scores, even A, simply by adjusting their sugar or fiber levels, without necessarily being healthier. Trying to correct it. The scientific community is no stranger to this problem and logically when something goes wrong you want to fix it to make it fit reality and that it truly fulfills the objective with which it was created. In fact, recent updates have already tried to correct the algorithm to better treat vegetable oils and nuts and penalize ultra-processed foods more strongly. However, the validations insist that, although there is an association between scores and macronutrientsthere remain huge gaps with comprehensive dietary guidelines. And we must keep in mind that the Nutri-Score measures “isolated nutrients” but not the overall quality of the food. ¿Where are we going? Science seems to indicate that the Nutri-Score is a useful but overly simplistic tool. By trying to condense health into a letter, nuances are lost that really make a difference in longevity and disease prevention. Although the algorithm is being refined to better align with European recommendations, the risk of the consumer blindly trusting an “A” for a processed product versus a “C” for a natural food remains present. Images | Franki Chamaki In Xataka | Ozempic’s “great rebound”, in figures: science reveals that the weight returns four times faster than with a diet

IKEA has had to close seven large stores in China. It is the symptom of a much more important trend

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The real estate market was the great economic engine in China, but currently it is plunged into a deep crisis from which it does not seem that it will come out soon. Houses are not sold and, consequently, not as much furniture is sold either. If we add to this an increasingly strong online market and competitors with very aggressive prices, it is not surprising that IKEA is not doing very well. Seven fewer stores. IKEA China has announced which will close seven of its stores on February 2. These are seven large stores, known as ‘blue box’, located in Shanghai, Guangzhou, Tianjin, Nantong, Xuzhou, Ningbo and Zhejiang. After the closure, there will be 34 more operational stores in the country. Change of strategy. IKEA emphasizes that “we will move from large-scale expansion to focused development.” Its strategy is to move away from large stores and focus on local commerce. They plan to open ten small stores in the next two years, starting with the Dongguan store scheduled for next February. This strategy contrasts with the one they are following in other countries like the United Kingdom either USAwhere what they are closing are some small stores opened after the pandemic. Competence. As we said, the Chinese real estate crisis is one of the reasons why sales have fallen, but not the only one. The Swedish giant faces other difficulties, such as the emergence of new local competitors that offer Much lower prices and much faster deliveries. In this context, it makes sense that IKEA wants to focus on small stores and strengthen its online channel. In fact, recently They opened a store on JD.com. Online presence. In statements to South China Morning Posteconomist Fan Xinyu, attributes the closure to “a highly developed online sales market in China, a trend that has reduced the survival margin of physical points of sale.” It is estimated that in 2024 in China They delivered 5,400 packets per secondmaking it the largest online marketplace in the world. In this sense, we can say that in China it is more common to place an order online than to go to a large store such as IKEA. IKEA China. The Swedish company opened its doors in China in 1998 and went on to open 41 large stores. The company has not published financial data, but China continues to be among the ten markets where they sell the most. According to ReutersChina accounts for 3.5% of all IKEA global sales. Image | Wikipedia In Xataka | The founder of Ikea was one of the richest men on the planet, but his most famous trick is available to everyone

is putting them in front of stores

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There are those who are clear that, not soon, robots will be like current smartphones: we will all have one. There is not enough time for prices to become as democratized as to get to that pointbut if there is a country that has taken the lead when it comes to push humanoid roboticsthat’s China. And the Hobbs W1 is the latest example: a humanoid robot with a human face, and hands capable of doing fine motor work. And they have already put it to work. Hobbs W1. A far cry from Star Wars robots and closer to the uncanny valley. Hobbs W1 still looks like a robot, but the fact that they have given it a face and a body with an absurdly stylized female silhouette is a declaration of intent: they want us to feel “comfortable” with their presence. Very low on the evolutionary scale of robots are those tray holder (or Sardinator) with faces that look like emojis and cat ears: the Hobbs W1 has no legsbut it does have a face, upper joints and a screen. They are tools that are used to give instructions to people. Because Hobbs W1 is already working and those responsible, the Pekingese Noetix Roboticsthey point to a very clear segment: commercial spaces where you can guide clients, answer questions and perform reception tasks. great players. Noetix is ​​one of the many – many – Chinese startups that the country itself is promoting. The strategy of China is to become a robotics power (technological, in general, especially promoted by the ‘Delete A’ plan), and although there are many companies, we can now talk about very prominent names. Hobbs W1 It is estimated that Unitree, UBTECH and AgiBot they control practically the humanoid robot market in China. It is still a small market, but these three companies are looking to position themselves as soon as possible. Its key is the ability to manufacture at scale, but also specialization: Unitree may be the best known name. The most direct comparison would be with Boston Dynamics, since it has its ‘robodog’ – the Unitree Go2 – and its humanoid, the G1. Unitree is already selling units to end customers. In fact, you can buy that Go2 on Amazon. UBTECH has the Walker S1, a robot focused more on professional use. It is the one that directly seeks to replace humans on assembly lines and, in fact, it is already working in one of the plants Geely -manufacturer of electric cars-. AgiBot It is the third in contention. Instead of being specific, it has specialized in being multiplatform and going to volume so that they can do tasks in different sectors. It has humanoid robots from its X series, but also much more specialized ones from the A and G series (although they also give them faces to humanize them. Image: Unitree. Muscle and brain. These companies are closely linked to the development of another of China’s priorities, lto artificial intelligencebut there is a fourth that stands out for its focus. It’s Galbot, and he’s taken a less conventional route. Instead of focusing on promoting their robots as mountebanks or capable of lift heavy weights in factoriesGalbot has developed multimodal AI models with one thing very clear in mind: that they can now care for humans in the real world. When we talk about topics of this type, it is always difficult to know to what extent it is smoke, promises or there is someone with the controls behind the scenes. In the case of Galbot and his G1I can say that, although slow, it works. It already serves a store of just 10 m² in Beijing and you can order drinks perfectly. There is no human nearby and the company plans to expand with more than a hundred automated stores throughout the rest of Beijing, Shanghai and Shenzhen. From the laboratory to the store. Therefore, the Hobbs W1 is just one more of those humanoid robots that China has already put to work. And the truth is that it contrasts with what we see in the West. We have been talking about robotics for many years, but the proper names were different. China has arrived later in this racebut it has managed to position itself as the country to beat. And the reason is your approach. While Tesla promises to have “many” Optimus and Boston Dynamics continues to show his Atlas performing jumpsChinese robots are already in stores, but also walking through the subway supplying the 7 Eleven either extinguishing fires with real firefighters. The vast majority of the startups that are starring in the conversation have been created in the last two years and make it clear that the country is very interested in leading the sector. It’s not only to show off. And it may not just be a strategy to demonstrate technological muscle. we come it counting for months: China faces a future with many more elderly and, as a consequence, much less labor. Have a tremendous rate of youth unemploymentbut even so in the medium term the country faces a dramatic demographic contraction. Putting the elderly to work It’s an option –also in Japan-, but at a certain moment, and with a low birth ratehaving only the elderly work is not an option. That’s where the country’s strategy comes into play: leading the conversation in roboticsattract talent and, in addition, develop robots that can fill that job hole that is anticipated in a few years. Stepping on the accelerator. In whatever way and for whatever reason, it is clear that both the country and the startups are in a hurry. HE they estimate 800 humanoid robots sold in 2024 compared to more than 4,000 in 2025. By 2045, the projection is that they will have more than 100 million operational units with a market of 1.4 billion dollars. And the main advantage is that economy of scale, the national push and being able to access key elements in the … Read more

30 years ago a young Chinese man set up an ice cream stand. Now he leads an emporium with more stores than McDonald’s

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It’s hard to believe in a world dominated by big brands and multinationals, but there is a hospitality chain with more stores than McDonald’s and Starbucks that you’ve probably never heard of. His name is Mixue (Mìxuě Bīngchéng) was founded in the late 90s by a university student from Zhenghou, China, and today it is considered the largest food and beverage chain in the world. This is how it is recognized, for example, by the magazine TIMEwhich has included it in your listing of the 100 most influential companies of 2025. It is estimated that it has more than 46,000 stores spread throughout Asia, Australia, the Middle East and South America, a vast network of stores offering a menu based on ice creams, smoothies, coffees, traditional teas and bubble teas. Bigger than McDonald’s? Yes, if we talk about the number of establishments. The benefits already they are something else. While McDonald’s boasts of having more than 43,000 restaurants spread across more than a hundred countries and Starbucks managed 40,576 stores At the end of the first quarter of fiscal year 2025, Mixue surpasses (and quite comfortably) both figures. A few months ago the magazine TIME assured that the chain has more than 45,000 spread mainly throughout mainland China, although it also operates in other regions. Do you have so many stores? Yeah. Fortune calculate which exceeds 46,000 points of sale throughout Asia, Austria, the Middle East and South America. Other sources speak of more storesraising the total network to 53,000 points selling. Beyond these dancing numbers, one thing is clear: Mixue is normally considered the food and beverage chain with a greater deployment of establishments in the world. In addition, its branch network continues to expand to good If in the West its brand is less known to us than McDonald’s or Starbucks, it is because (despite the international jump that has given in recent years) most of the Mixue stores they remain focused in China. The firm also has another handicap that helps understand its global expansion: while in the case of Starbucks more than 50% of the stores are in the hands of the company itself, in Mixue practically all They operate through franchises. What is your story? Mixue’s is the typical story of improvement and accelerated growth that gives shine to the classes of coaching business. The father of the company is Zhang Hongchao, who laid its foundation almost 30 years ago from scratch. Your story starts in 1997in Zhengzhou, when Zhang, then a university student, managed to get his grandmother to lend him 3,000 yuan ($420) to set up a small slushie and soft drink stand. Despite the challenges that were encountered along the way (and some other business failure), Zhang moved forward, managed to adapt to the changes in Zhenghou, reinvested in machinery and found the key to creating a million-dollar business. Sam Tang account that his first success came in 2006, when he launched ice creams for one yuan. In 2014, its brand already had 1,000 stores. In 2020 there were 10,000. And how has it succeeded? The big question. Mixue’s business model has several clear characteristics. The first, its commercial approach. The chain basically sells ice cream. soft servesmoothies, tea drinks and bubble teasalthough in your menu coffee and Fortune assures which in the future plans to expand its offering with beer. The other great features of your menu are the affordable priceswith ice creams for less than one euro. Other peculiarities of the company are its commitment to dominate the supply chainits commitment to a clearly identifiable brand thanks to symbols such as its mascot (Snow King) and, above all, an expansion through franchises. In a report from a few months ago the company itself recognizes that almost all of its stores (99%) are opened and operate through franchises. Mixue is responsible for supervising businesses, choosing locations, decoration and assessing the capacity of the staff. For her, the business is not so much in the fee that those stores then pay as in the equipment, merchandise and packaging that she sells to them. And the future? It doesn’t look bad. In spring the company went public in Hong Kong and managed to raise nearly 450 million of dollars, starring in one of its best premieres of the first half of 2025. The company seems willing also to get into the powerful (and disputed) US market. According to precise Fortuneduring the first half of the year the company reached a revenue volume of 2,000 million dollars (40% more than in 2024) with profits of 370 million. Despite its humble origins, its founder and his brother now manage a fortune of billions of dollars. Images | Choo Yut Shing (Flickr) 1 and 2 and Jeremy Thompson (Flickr) In Xataka | One of the biggest wine critics is French and has toured China. There is no good news for French wine

When is Black Friday 2025 and which stores have already started their discounts

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November is the month in which the Black Fridayone of the biggest sales campaigns of the year, so sometimes it is very good to wait for this important date to buy that product that we have been waiting for so long for the price to drop. But… when will it be celebrated this year? Key dates for Black Friday 2025 The date of Black Friday usually varies each year because it depends on Thanksgiving Day in the United States, which is celebrated on the fourth Thursday in November. That is why the 2025 campaign will be held next November 28although as we mentioned before it is expected that throughout the week we will see many offers until the arrival of Cyber ​​Monday. Stores that advance their offers Some stores did not want to wait to next November 28 to launch some pre-Black Friday offers. At the moment, not many stores have gone ahead, but if we are looking for something specific and it is on sale, it is interesting to mention that both The English Court as PcComponents, fnac, Powerplanet either Dyson They are already offering previous discounts. MediaMarkt is celebrating his campaign Black Weeksand will end next Thursday, so we still have a few days to take advantage of the numerous discounts the store offers. amazon will kick off a few days before, and we finally know when: next November 20th it will begin launching pre-Black Friday deals. Tips to take advantage of it During Black Friday, and throughout the week including the weekend, we can find numerous offers on all types of products. Of course, discounts on devices cannot be missed; such as mobiles, gaming laptops or Amazon devices like Kindle either fire tv. As advice, From Xataka we will once again be covering the entire week of Black Friday offerslooking for the best deals on all types of devices. We will not only focus on mobile phones, but on any other technological and entertainment product that is interesting for what it is and its price. Some of the links in this article are affiliated and may provide a benefit to Xataka. In case of non-availability, offers may vary. Image | BiZkettE1 in freepik In Xataka | Best handheld vacuum cleaners: which one to buy and 6 + 1 recommended models from just over 30 euros In Xataka | The best mobile phones for less than 300 euros (2025). The opinion of Xataka experts

Convenience stores were an emblem of Japan. Until the demographic crisis has revealed the dark side of opening 24 hours

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The stores japanese convenienceknown as konbini, are not simple shops where you buy fast food or basic products, they are a deep part of the social fabric of the country. Its success is measured not only in numbers (more than 55,000 establishments spread across the 47 prefectures) but in the way in which they accompany daily life: they allow you to pay bills, send packages, print documents, buy tickets for shows, resolve unforeseen events, take refuge in case of emergency or simply take a break in them. And now that the country doesn’t stop agingthe stores are mortally wounded. The konbini. Let’s think that, in urban neighborhoods, rural towns or isolated coastal areas, these establishments have become the minimum infrastructure indispensable where there used to be post offices, banks or small family businesses that have now disappeared. The store, therefore, is not just a business: it is a safe space, open and available 24 hours a day, an emotional and logistical support point that has shaped the Japanese daily rhythm and has captivated even to millions of touristswho find in these establishments a mix of efficiency, warmth and aesthetic thoroughness that is difficult to replicate. Efficiency and expansion. I remembered the new york times in summer that the development of the Japanese konbini has been the result of an evolution of decades. Since 7-Eleven opened your first store In Japan in 1974, the combination of non-stop hours, quality fresh food (onigiri, bentō, noodles, seasonal desserts) and integrated services made the model a unique phenomenon. For many residents, these stores are literally the closest store, the most accessible ATM, the place to go when something is missing or something happens. The associated image is one of precision: perfectly organized shelves, impeccable coffee machines, attentive employees, continually renewed food and a sense of total availability. From Japan to the world. This internal success was projected outwards, so that 7-Eleven, today Japanese owned, is the largest retail chain on the planet, and global expansion plans aim mainly to North America. The konbini became an exportable image of Japan: efficient, friendly, reliable. The hidden reverse. But not everything shined the same. one piece from the Financial Times has revealed that behind that facade of functional perfection A franchise system is under increasingly intense tensions. Japan agesthe active population is decreasing and small businesses are experiencing increasing difficulties to hire staff. The model requires stores open 24 hours a day, seven days a week, and the pressure not to close falls squarely on the owners. He Akiko’s case and her husband, a 7-Eleven manager who worked without a day’s rest for six months until dying by suicide, starkly revealed the human price of this silent perfection. And more. It was not an isolated case: a labor inspection recognized the relationship between death and overwork, but the root of the problem is structural. Franchisees must deliver between 40% and 70% of gross profit to the parent company, which reduces their margin and exposes them to absorbing personnel, overtime and unforeseen charges. Visible efficiency therefore has an invisible cost. The crisis of the model. Faced with the problem, the chains 7-Eleven, FamilyMart and Lawson have tried make schedules more flexibleintroduce automatic checkouts, ordering systems assisted by AI and robots cleaning to reduce the need for labor. But none of these measures solve the main equation: fewer available workers and more opening hours supported by fewer people. Domestic consumption is also not growing as before, which limits the owners’ ability to increase payrolls. As minimum wages rise, margins narrow even more. many managers they work for free for dozens of hours to keep their stores open. Some they confess that, in the current state, closing would be a more rational option than continuing to operate. The fragility of the system thus becomes visible: if there are no new franchisees willing to take over, the model can collapse. Adaptation or goodbye. The response of the companies points towards a profound transformation of the model. 7-Eleven study contracts renewed from 2027, possibly moving towards the “mega-franchise” model, where the same owner manages multiple stores and distributes human resources between them. However, this implies a concentration of the business and could further displace the small independent owners who historically defined the konbini as a community space. The central question is whether the konbini will continue to be a connected capillary network to the territory or whether it will become a centralized corporate system, more profitable but less close. The great dilemma. If you will, the konbini was born as proximity symbol and frictionless service, and became part of emotional memory from Japan: open places when everything else is closed, spaces where the daily routine has a friendly pause. But that same ideal has been held for decades by people whose efforts they have become invisible beneath the surface of efficiency. Today, the system faces a limit that is not technological, but human. The future of the konbini will depend on whether Japan manages to rebalance the contract between the community, the company and those who keep the doors open at any time, 365 days a year. If it manages to adapt without sacrificing those who support it, it will continue to be an intimate and essential institution. If not, it could become the emblem of a society that knew how to take care of every detail… except for the people who made it possible. Image | Pexels, Japanexperterna, Shankar S. In Xataka | While half the planet aspires to retire, in Japan the opposite is true: 100-year-olds who only want to work In Xataka | The aging population and a poor pension system have a new symbol in Japan: grandmothers are rented

The new iPad Pro and MacBook Pro with M5 chip are now on sale and you can buy them in these stores

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Last week Apple presented two new MacBook Pro and iPad modelswhose main novelty, compared to previous generations, is the integration of M5 chip. Although they could already be reserved, both devices officially go on sale today. We tell you the stores where you can get them and the prices at which they are available. Apple Macbook Pro 14” M5 Cpu 10, Gpu 10, 16gb Ram, 512gb SSD Silver The price could vary. We earn commission from these links Apple iPad Pro 11″ (M5) 256 GB The price could vary. We earn commission from these links MacBook Pro M5 He MacBook Pro M5 is available at an official price of 1,829 euros in its 14-inch version and with 512 GB and from 2,829 euros in its 16-inch version, although it is only for sale in the official Apple store. At MediaMarkt, you can get it even 100 euros cheaper, if you take advantage of the “-€100 buyback” promotion with which they give you that amount for your old MacBook. This new high-end laptop from Apple, the MacBook Pro M5 It has a 14-inch Liquid Retina macOS 26 operating system and its battery offers up to 16 hours of navigation. Comes with WiFi 6E, Bluetooth 5.3, 3.5mm jack, MagSafe 3 charging port, HDMI, card slot and three ports Thunderbolt 4 (USB-C). Apple Macbook Pro 14” M5 Cpu 10, Gpu 10, 16gb Ram, 512gb SSD Silver The price could vary. We earn commission from these links iPad Pro The other Apple device that can be purchased from today is the iPad Pro M5. It is available from 1,039 euros at PcComponentes, in its 11-inch and 256 GB version or from 1,449 euros (on MediaMarkt), in its 13-inch version with 256 GB. In both versions (11 and 13 inches), this iPad Pro M5 has a Super Retina XDR OLED display with resolution of 2,420 x 1,668 pixels. Both its rear and front cameras are 12 MP and its battery offers up to 10 hours of navigation. It works under the iPadOS 26 operating system. In the connectivity section, it comes with WiFi 7, Bluetooth 6USB-C 4 Thunderbolt and also integrates four studio-quality speakers. Apple iPad Pro 11″ (M5) 256 GB The price could vary. We earn commission from these links Apple iPad Pro 13″ (M5) 256 GB The price could vary. We earn commission from these links Some accessories that may interest you for these two devices tomtoc 360° Briefcase Case for New 14″ MacBook Pro M5 The price could vary. We earn commission from these links ESR iPad Pro 11 Inch Case (M5/M4) The price could vary. We earn commission from these links Some of the links in this article are affiliated and may provide a benefit to Xataka. In case of non-availability, offers may vary. Images | Fran León and Apple In Xataka | MacBook Air Vs MacBook Pro: we explain which one to choose In Xataka | Which iPad to buy. Analysis of Apple’s tablet catalog with recommendations based on use and budget

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