凯捷研究院-今天重要的是什么；消费者2026

What

matters

totoday’s

consumer2026HowAI

is

transforming

value

perceptionMakeit

real.Tableofcontents

04Executivesummary07Whoshouldreadthisreportandwhy?30Valueredefined:

wherefairnessandqualityintersectCarefulspending

meetsintentional

indulgenceAI

-

Theconsumer’s

trustedguide0820What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

2026263Conclusion64Research

methodology4640Reliabletechbuilds

loyalty

–butwith

boundariesWhatshouldCPR

organizationsdodifferently?What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

20263What

matters

to

today’s

consumer

2026ExecutivesummaryAI-enabledshopping,

heightenedexpectations

of

fairnessand

transparency,and

meaningfulhuman

interactionat

key

momentsare

reshaping

consumer

decision-making

ina

new

era

ofempowered

consumer

decision

making.AsAIbecomes

more

deeplywoven

into

everydaychoices,shoppersare

rewritingwhat

theyconsideracceptable,valuable,andworth

paying

for.

Expectationsaresharper,

tolerance

is

lower,

and

thedefinitionofvalue

hasexpanded

beyond

price.This

report

explores

howAI,

trust,andemotionare

reshapingwhatconsumers

perceive

asworth

their

time,

money,andattentionFairnessandqualitydefinevalueTransparent

prices,

consistent

policies,andclear

communicationsitalongsidequality

inshaping

perceivedvalue.Seventy

four

percent

ofconsumerssay

theywouldswitch

brands

if

they

founda

lower

regular

priceelsewhere,and

71

percentwouldswitch

if

packsizesorproductqualitywere

reducedwithoutclearcommunication.

Promotionsstill

have

pullingpower.Sixty

two

percentsay

moreattractive

deals

can

make

themswitch,while

61

percent

believebundles

thatcombine

productswithservicesorwarrantiescreatestrongervalue.

Quality

nowcarries

moreweight

than

ever,and

64

percentofconsumersview‘shrinkflation’1

asan

unfairpractice.

Health

benefits,‘clean’

ingredients,2convenience,anddurabilityguide

decisions

across

categories,and

manyshoppersarewilling

to

pay

more

for

fasterdeliverywhen

it

meaningfullyimproves

theirexperience.Carefulspendingmeetsintentional

indulgenceConsumersare

becoming

moredeliberateabout

how

theysaveandwhere

they

treat

themselves.Around

two

in

fivearechoosing

lower

costalternatives,opting

for

private

label,or

buying

smaller

quantities

to

manage

budgets.Yet

these

choicesstopshortwhen

reliability

isat

stake.Many

haveadopteda

hybrid

mindset:willing

to

tradedown

incertaincategories,while

retaining

spending

in

others

(e.g.,when

prioritizinghealth-relatedaspects).

Nearly

four

in

fiveavoid

private

labels

in

performancecriticalcategories.

Promotional

influence

isalso

becoming

more71%ofconsumerswouldswitch

brands

if

packsizes

or

productqualitywere

reducedwithoutclear

communication.Capgemini

Research

Institute

20264structured.Three

in

fourconsumerssay

money

offdiscountsare

most

motivating,

followed

by

percentoffand

buyone

get

one

offers.

Impulse

restraint

isalso

easing

54%say

theyare

making

fewer

impulse

purchases,down

from

71%

last

year,signalinga

modest

reboundof

‘intentional

indulgence’alongside

persistentdeal-seeking.Trust

in

channels

matters.Two

in

three

consumers

believeecommerceoffers

fair

prices,with

thrift

and

discount

formats

close

behind.

Emotionalreleasealso

playsa

role.Seven

in

ten

say

small

indulgences

help

manage

financialstress,showing

thatvalue

blends

rationalsavingswith

emotionalsatisfaction.AI-Theconsumer’strustedguideAI-driven

toolsare

becomingcentral

to

howshoppers

navigate

the

marketplace.

Chatbotsare

nowwidely

used

forserviceand

personalizedTechnologicalconveniencewitha

humantouchdrivesloyaltyConsumerswantefficiency,

relevance,andemotionalconnection

tocoexist.Sixty

threepercentwantgenerativeAI

to

provide

hyperpersonalizedcontent,and

65

percent

feeltechnology

has

reducedstress

in

theirshopping

routines.Yet

humansupport

remainsessential.More

thanseven

in

ten

consumersvalue

in

person

assistancewhendealingwithcomplex

purchases

or

resolvingservice

issues.

Preference

for

human

assistance

has

risensharply,withseventy

fourpercentvaluingsupportduring

in-storecustomer

serviceandsixtysix

percent

during

the

purchasestage,

up

from

54

percent

and40percent

last

year.

Towin

consumer

loyalty

brands

must

focus

on

fair

valueanddependableexperiences

such

as

clearpricing,

consistent

product

quality,anda

balanced

mix

ofdigitalconvenienceand

human

support.follow

up,andagenticAI

is

moving

into

routinetasks.Almost

half

of

consumers(52%)

use

virtualassistants

thatautomate

re-orderingor

mealplanningat

least

onceaweek,

though

only

one

in

five

iswilling

to

paya

monthlysubscription

or

a

one-time

payment.

Control

remains

essential.Seventysix

percentwant

theability

toset

clearrules

forwhenanassistantacts.

Concerns

about

transparencycontinue,with

71

percentworriedabout

howgenerativeAI

uses

their

information.Awarenessofsynthetic

influencers

iswidespreadat

66percent,yet

trust

remains

low

at

52

percent.

Two

thirds

ofconsumersexpect

brands

todisclose

AI

generatedadvertising.Social

commerce

isgrowing

quickly,and

35

percent

havealready

purchased

through

platforms

like

Instagramor

YouTube.What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

20265Optimizeoperationswithseamless

AI:DeployAI

that

communicates

clearly,supportseveryday

use,andcreates

intuitiveexperiences

to

enhancecustomer

journey.Strengthen

feedback

loops

betweenAIsystemsandoperations

sothat

pricing,

inventoryaccuracy,and

customerexperience

[CX]are

mutually

reinforced.

Buildfairness,

transparency,and

consistency

into

pricinglogic.Leadwithpurposethroughresilienttransformation:Makesustainabilitycentral

to

thevalueequation.

Ensure

responsibleAI

useacross

theshopperjourney

to

build

long-term

trust.

Reinforce

credibility

throughopennessabout

howyou

delivervalue,

from

promotion

mechanics

toAI-supported

decisions.

Redefine

loyaltyasa

two-

way

relationship

thatoffers

both

financialandemotional

returns.Whatshouldconsumerproducts

andretail(CPR)organizationsdodifferently?Accelerategrowth

withintelligentengagement:

Positiondigitalassistantas

full

engagementchannels

that

influence

discovery,

evaluation,and

purchase

behaviors,

rather

thanas

backgroundutilities.Adapt

interactions

todifferentshopper

preferences,

from

fullautonomy

toguidedchoices.

Design

promotional

hierarchies

thatplay

to

thestrengths

ofeachchannel

and

arealignedwithshoppers’

behavior

in

mobile,online,

andstoreenvironments.

Pilotanticipatorycommerce

modelswithsafeguards

that

protect

consumercontrol,

includingclear

permissions,

easyedits,and

transparent

triggers.

Incorporate

emotionaldrivers

thatdeliver

reassurance,ease,

andconfidence.What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

20266Thisreportis

desi9∩ed

for

leaders

across

theco∩sumerproducts

a∩dretail

ecosystem

who

are

∩avi9ati∩9rapidly

cha∩9i∩9

expectatio∩s

arou∩d

value,tech∩olo9y,

a∩dtrust.

Chief

marketi∩9o代cers,di9ital

a∩d

ecommerceheads,loyalty

a∩d

co∩sumeri∩si9htsleads,

product

executives,

a∩d

cate9oryma∩a9ers

willfi∩dpractical

9uida∩ceo∩how

AI,perso∩alizatio∩,

a∩d

emotio∩

arereshapi∩9

co∩sumer

decisio∩maki∩9.

Strate9y,

prici∩9,

a∩di∩∩ovatio∩teams

willbe∩efitfrom

u∩dersta∩di∩9howfair∩ess,

dealhierarchies,a∩d

a∩ticipatory

commercei∩Hue∩ce

switchi∩9behavior

a∩d

lo∩9-term

loyalty.

Tech∩olo9y

a∩d

dataleaders

ca∩use

these

i∩si9hts

toprioritize

co∩sumer

9rade

AI,

stre∩9the∩

9over∩a∩ce,

a∩d

desi9∩

systemsthat

create

clarityrathertha∩complexity.For

or9a∩izatio∩s

operati∩9

across

physical

a∩d

di9ital

cha∩∩els,thisreport

o氏ers

a

clear

view

ofhow

empowered

co∩sumersevaluate

value

a∩d

how

bra∩ds

ca∩respo∩d

withexperie∩cesthatfeel

tra∩spare∩t,

adaptive,a∩dhuma∩

.Whoshould

readthisreportand

why?Thisreportis

the

fifth

i∩

our

a∩∩ual

research

series

that

exami∩es

evolvi∩9

co∩sumerbehaviors.Itisbased

o∩fi∩di∩9s

from

a

comprehe∩sive

9lobalsurvey

of12,000

co∩sumers

a9ed18

a∩d

overacross12

cou∩tries:

Australia,Ca∩ada,Fra∩ce,Germa∩y,I∩dia,Italy,

Japa∩,the

Netherla∩ds,Spai∩,

Swede∩,theUK,

a∩dtheUS,

a∩di∩-depth

i∩terviews

with

executivesfrom

co∩sumerproducts

a∩dretaili∩dustries.

See

the

research

methodolo9y

atthe

e∩d

ofthe

report

for

more

details

o∩the

co∩sumers

surveyed.Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute20267Valueredefined:wherefairnessandqualityintersect01

What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

20268FiguΓe

1.Most

consumeΓs

continue

to

look

foΓ

the

best

deals

and

cut

back

on

non-essentials%of

respondents

who

agree

with

the

following

statementsIamspending

more

timesearching

online

to

find

deals

and

discountsIam

cutting

back

on

non-essential

items

(e.g.,

electronics,

plants,

toys,

dining

out)58%54%64%62%69%66%67%62%

November2022

November2023

November

2024

October2025SouΓce:

Capgemini

ReseaΓch

lnstitute,

What

matteΓstotoday’sconsumeΓ

2026,

OctobeΓ

2025,

N

=

6,000

consumeΓs;

WhatmatteΓstotoday’sconsumeΓ2025,

NovembeΓ

2024,

N

=

12,000;

WhatmatteΓstotoday’sconsumeΓ2024,NovembeΓ

2023,

N

=

11,681;

What

matteΓstotoday’sconsumeΓ

2023,

NovembeΓ

2022,

N

=

11,300

consumeΓs.ln

today’s

maΓketplace,

customeΓs

demand

moΓe

than

justcompetitive

pΓicing–they

expect

tΓanspaΓency,

ethicalpΓactices,and

uncompΓomised

quality

at

eveΓy

stage

oftheiΓshopping

jouΓney.

Redefiningvalue

means

cΓeatingexpeΓiences

wheΓe

faiΓness

in

pΓicing,

policies,

and

tΓeatmentseamlessly

aligns

with

supeΓioΓ

pΓoduct

and

seΓvicestandaΓds.This

conveΓgence

builds

tΓust,stΓengthens

loyalty,and

tΓansfoΓms

tΓansactions

into

lasting

Γelationships,ensuΓing

bΓands

deliveΓ

not

just

pΓoducts,but

genuine

value.InHationfatiguefuelsthequestforfair

valueConsumeΓs

aΓeweaΓy

of

peΓsistent

pΓice

incΓeases.

But

thisΓuns

deepeΓ,

to

an

undeΓlying

fΓustΓation

with

diminishingpuΓchasing

poweΓand

financial

unceΓtainty.

lnflation

fatigue

is

dΓivinga

behavioΓalshift.With

inflation

beginning

to

fall,we

see

some

signs

that

consumeΓs

aΓe

beginning

to

ΓelaxtheiΓ

dΓive

foΓvalue,

but

peΓcentagesstill

Γemain

high.ConsumeΓs

continue

tospend

moΓe

timeseaΓching

onlinefoΓ

the

best

deals

(62%

in

OctobeΓ

2025,

compaΓable

to

64%in

NovembeΓ

2024)and

cutting

back

on

non-essential

items(62%

in

OctobeΓ

2025;see

FiguΓe

1).

Neha

Donald,SenioΓDiΓectoΓ

of

Global

StΓategy,TΓansfoΓmation

and

lnnovationat

PepsiCo,

says,"/nflationandtaΓifshave

shiftedconsumeΓsWhat

matters

to

today’s

consumer

2026Capgemini

Research

Institute

20269Herearea

fewexamplesof

strategies

adopted

by

prominent

retailers:•Amazon

has

unified

its

grocery

private

labels

under

thenewAmazon

Grocery

brand,

introducingover

1,000essential

items

priced

below

$5.Asa

result,

private-labelsalessurged

15%

in

2024

over

the

previous

year,underscoring

howprivate

label

brands

have

evolved

intoastructural

hedge

by

consumersagainst

price

inflation.3•Target

froze

2024

pricing

on

more

than

1,000

back-to-schoolessentials

for

the

2025season,

including

bundlesunder

$20.The

move

followed

a4.8%

decline

in

store

trafficandwas

intended

to

rebuild

trustamong

inflation-fatigued

shoppers.

Complementing

this,Target

rolledout

20%storewidediscounts

forstudentsand

teachers,

hoping

price

integrityanddeep

promotionscan

reigniteengagement

with

value-drivenconsumers.4•In

the

Netherlands,

grocery

retailerJumbostands

out

byadoptinga

flexible,category-specific

packagingdesign

rather

thanasingle,

uniform

private-label

identity.Thisapproachallows

theJumbo

brand

toconveyasenseof

quality

while

remainingaffordableand

delicious.5tovalue-seekingbehavior.

Theyactivelycompare

pricesacrossplatforms,look

for

discountsandloyalty

benefits,andtradedowntoprivatelabelsorafordablebrands.

Wealsosee

smaller

pack

sizes

gainingtractionand

multi-brand

basketsbecomingcommon.Loyalty

isnow

conditional,drivenby

better

deals,

faster

delivery,and

personalized

rewards.

"Nikos

Bartzoulianos,

Group

Chief

Marketing

OfficeratElectrolux

(2024–

2025),

remarks,"Economicuncertaintyand

rising

costs

have

changed

purchase

behavior.

Consumersareholdingontoapplianceslongeranddelayingreplacements

unlesstruly

necessary.

Valueanddurability

havebecomenon-

negotiable;andthisisanotherareawhere

greatbrandsandproductscanmakeadiferencetoconsumerlives.

"As

consumers

remain

discerning,

theyare

prioritizingtransparency,

efficiency,and

value.Almost

half

(49%)are

buyingsmaller

packsizes.Jason

Coan,Vice

PresidentOperations

at

RelianceTrends,

says,“Customershavemoney

tospend,buttheyaremorediscerning.

Theylook

fordealsand

bettervalue.

Coordinated

setsliketopand

bottomata

sharper

priceare

flyingof

shelvesbecausethey

ofer

perceivedvalue

comparedtobuyingseparates.

"When

inflationoreconomic

uncertaintyamplifiesconsumer

affordabilityandcorresponding

pricesensitivity,

brandloyaltyweakens.

Consumerswill

increasingly

prioritizevalue

over

familiarity,

readilyswitching

brands

if

theyseea

faireralternative.

Mostconsumerswillswitch

brands

ifcompetitorsoffer

lower

regular

prices

(74%)or

theircurrent

brand

reduces

packsize/productqualitywithoutclearcommunication

rationalizing

this(71%)(see

Figure

2).74%ofconsumerswillswitch

brands

ifcompetitorsoffer

lower

regular

prices.What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

202610FiguΓe2.Lower

prices

and

reduced

pack

size/qualitywithout

clear

notice

emerge

as

top

drivers

for

switching

brandsMostcompellingreasonsforconsumerstoswitchbrandsorretailstoresCompetitoroffers

lower

regular

priceMy

brand

reduced

packsize/qualitywithout

clear

noticeCompetitor

brandoffers

better/highervalue

loyaltyprogram

in

termsof

benefitsCompetitoroffersa

better

promotionBundlevalue

(product+service/warranty)Competitor

brandoffers

betteroverallexperienceConsumer

reviewsSource:

Capgemini

Research

Institute,

What

matteΓstotoday’sconsumeΓ

2026,

October

2025,

N

=

12,000

consumers.62%61%61%61%What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

202674%71%65%11ConsumersstillpayforwhattheybelieveinThe

consumer

purchase

decision-making

process

remainsmulti-dimensionalconsidering

multiple

factorsacross

brand

reputation,

pricesensitivity,

productshelf

life,

purchasefrequency,and

level

of

personal

involvement.

For

lowinvolvementor

frequently

purchased

productssuchasgroceries,

household

necessities,andstationery

products,

price

pointand

convenience

dominate

(see

Figure

3).When

it

comes

toaspirational,

high-involvement,

or

long-lifecycle

productssuchas

luxurygoods,

home

improvements,

orconsumerelectronics,emotionalalignmentwith

brandvaluesoftenoutweighscostconsiderations.

For

instance,luxury

brandsdistinguish

themselves

throughexceptionalquality,

masterful

craftsmanship,and

rich

heritage,

notmerely

by

price.

Luxury

housessuchas

LouisVuitton,

Chanel,

Hermès,and

Gucciare

often

citedascategory

benchmarks;

however,

perceivedvalue

isanchored

inassurancesoflongevityandservice

rather

than

just

brandstorytelling.6

This,

interestingly,also

holds

true

for

baby

care

products,

where

parentsshowa

refusal

tocompromiseon

theirchild’swellbeing.Consumersare

increasinglyassessing

more

than

just

product

qualityand

price.Theyscrutinize

the

reliability,

transparency,

andethicalstandardsof

the

retailchannel

itself.Aspectssuchassecure

paymentsystems,

data

privacy,

productauthenticity

probability,

fulfilmentspeedsand

fair

return

policiesstrongly

influence

trust.Priyanka

Bhargav,

Head

of

Insightsand

BrandStrategyatFlipkart,

concludes,"QuickcommeΓceisnolongeΓametΓophenomenon,it’sdemocΓatizingspeedacΓoss/ndia.

Today,

25%

of

quickcommeΓce

spendingcomes

fΓommidtolow-affluentconsumeΓsin

TieΓ2andTieΓ

3

towns.

ThesecustomeΓsaΓewilling

topayalittleextΓafoΓ

fasteΓdeliveΓy,signalingthatconvenience

andimmediacyaΓebecominguniveΓsalexpectations.

"What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

202612FiguΓe3.Price

takes

precedence

for

low-involvement

or

frequently

purchased

productsCategorieswhere

price

takesprecedenceFresh

produceLuxury

productsSubscription

modelready-to-eat

meal

kitsApparel

and

accessoriesHome

improvementsFurniture

andand

DIY

supplieshome

décorConsumer

electronicsPersonal

care

productsSource:

Capgemini

Research

Institute,

What

matteΓstotoday’sconsumeΓ

2026,

October

2025,

N

=

12,000

consumers.Categorieswhere

priceand

brandare

equallyimportantCategorieswhere

brand

takesprecedenceCategorieswhereeither

brandor

pricetakes

precedencedependingon

thecontextHealth

and

beautyproductsStationery,

school

and

officesuppliesBaby

care

products(including

baby

formula

and

diapers)Dry

groceries

and

food

suppliesHousehold

necessities

(e.g.,

cleaning

products)What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

202613FairpricingbuildsbrandcredibilityConsumersaredevelopingavery

clearview

on

pricingpractices

that

targetconsumervaluevs.

those

that

prioritize

company

profit.While

mostconsumers

findvolume-baseddiscounts

(80%)and

personalizedcoupons

basedon

purchase

history

(70%)very

fair,

they

find

policies

like

different

pricesby

sales

channel

and

shrinkflation

as

highly

unfair(see

Figure4).Shrinkflation

has

repercussions

for

both

consumersand

brands:•Frequentshrinkageacrossmultipleproductlinesincreasesoverallspending.Consumersfeelthey’repayingthesameforless,

whichcanerodetrust.Mostconsumers(59%)notice

whenproductsizes

decrease

withoutpricechangesand66%saythey

wouldactuallypreferasmallpriceincrease

vs.non-signaledsizereductions.•

Whileshrinkflationmayboostmarginsintheshortterm,lackoftransparencycanquicklyerodebrandcredibilityandloyalty.Consumersfrequentlycalloutsuchpracticesonsocialmedia,amplifyingreputationalandcommercialrisks.Suchpracticesmay

alsohaveregulatoryramifications.Conversely,consumershaveshownthey

willrewardbrands

who

passonsavings

whencostsfall.ScandinavianfurnituresellerIKEA

(InterIKEA+IngkaGroup)promotedthey

werecuttingpricesduetoreducedinputcosts(suchasrawmaterialsandtransportation

)

andtobealignedtoitsbusinessideaandmissionof

“affordability”,

astrategythathelpsattractcost-consciouscustomers.

Theresult:

IKEAgrewoperatingprofitandsaw

visitorratesrise(+4.5%in-store,+21%online),highlightingaffordable,transparentpricingasafairnesscuethatsupportsdemandandtrust.766%ofconsumerssay

theywouldactually

prefer

a

small

price

increasevs.

non-signaledsize

reductions.What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

202614FiguΓe4.64%

ofthe

consumers

consider

shrinkflation

anunfairpractice%ofconsumerswhofoundfollowingpracticesfairorunfairVolume-based

discounts-11%

80%70%Personalized

couponsbased

onmypurchasehistory-17%

Member-onlypricingforloyaltyprogram

subscribers-16%

68%Retailersi∩formi∩9co∩sumers

about

shri∩kHatio∩bybra∩ds

"Everydaylowprice"

withfewer

special

promotions-14%

-18%

66%57%Dynamicpricingbytime

of

day

or

demand(e.g.,

weekends

vs.

weekdays)-45%33%Char9i∩9di氏ere∩tpriceso∩li∩e

vs.i∩-store-51%28%Charginghigherprices

onmobile

apps

vs

website-55%27%Smaller

pack

sizes

at

same

price(shri∩kHatio∩)-64%

17%

Fair

Unfair(-)Source:

CapgeminiResearchInstitute,What

matteΓstotoday’sconsumeΓ

2026,

October

2025,N

=12,000

consumers.Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute202615Whatmakesaproduct

‘worthit?’Consumers

consistently

rank

product

quality

and

durability

asthe

most

important

factor

in

determining

whether

a

purchase

isworthwhile

(see

Figure

5).

In

fresh

produce,

74%

of

consumers

cite

quality

as

a

top

driver,

followed

by

73%

in

dry

groceries

and

72%in

household

necessities.

Functional

performance

is

also

highlysignificant,

especially

in

categories

such

as

personal

care

(71%).

Thisfocus

on

tangible

product

value

shows

that

consumers

aren’t

just

bargain-hunting,

they

seek

reliable,

high-performing

essentials.L’Oréal,

a

global

leader

in

beauty

and

personal

care,

drivesinnovation

through

extensive

research,

delivering

high-quality,long-lasting

products

across

skincare,

haircare,

and

cosmetics.Consumers

arepaying

attentiontothe

origin

and

qualitiesof

ingredients

and

components.Infreshproduce,

69%

ofconsumers

sayhealthbenefits

are

atop

factor,

and

68%prioritize

clean

ornatural

ingredients.

Thispatternholdsacross

dry

groceries(67%health,66%

clean

ingredients)

and

personal

care(70%health,66%

clean

ingredients).Launched

in

2019,

The

Whole

TruthFoodshasrapidly

earned

itsplace

as

one

ofIndia’smosttrusted

clean-labelfood

companies,building

aloyal

community

ofhealth-conscious

consumersthroughthree

coreprinciples

of

ingredienttransparency,with

every

componentlistedupfront

withnofine

print;

cleanWhatmatterstotoday’s

consumer

2026formulationfreefromrefined

sugar,preservatives,

palm

oil,

and

artificialflavors;

andprioritizingrealnutrition

knowledge

over

aggressive

salestactics.8

NehaDonaldfromPepsicoadds,

“Thereisalargeconsumer

shiftinFMCG,especiallyfood

and

beverage.

Consumersnowwanthealthier

productsand

functional

portfolios.

GenZ

ishighly

inclinedtowardssustainabilityandtransparency,soit’snolonger

justabout

selling

a

productit’sabout

sellinga

storythatresonateswith

valueslike

cleanlabelsand

responsible

sourcing.

”While

quality

and

health

considerations

remain

dominant,convenience

emerges

asa

critical

secondary

driver.

In

freshproduce,

65%

of

consumers

cite

factors

like

delivery

speed

or

store

proximity

as

significant.

This

indicates

that

ease

of

access

and

time-

saving

options

(e.g.,

pre-cut,

ready-to-eat

formats,

fast

delivery)

canenhance

perceived

value,

especially

when

combined

with

quality."InHation

and

tari阡s

have

shiftedconsumers

to

value-seekin9

behavior.They