重要的是人工智能如何在2026年改变当今消费者的价值观报告（英文版）-

WhatmatteΓstotoday’sconsumeΓ2026HowAIistransforming

valueperceptionMakeit

real.Tableofcontents

04Executivesummary07Whoshouldreadthisreportandwhy?30Valueredefined:

wherefairnessandqualityintersectCarefulspending

meetsintentional

indulgenceAI

-

Theconsumer’s

trustedguide0820Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute2026263Conclusion64ReseaΓchmethodology4640Reliabletechbuilds

loyalty

–butwith

boundariesWhatshouldCPR

organizationsdodifferently?Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute20263Whatmatterstotoday’s

consumer

2026ExecutivesummaryAI-enabledshopping,heightenedexpectations

offairnessandtransparency,andmeaningfulhumaninteractionatkeymomentsarereshaping

consumer

decision-making

in

a

new

era

ofempoweredconsumerdecisionmaking.

As

AIbecomesmoredeeplywovenintoeverydaychoices,shoppersarerewritingwhattheyconsideracceptable,valuable,and

worthpaying

for.Expectationsaresharper,toleranceislower,

andthedefinitionofvaluehasexpandedbeyond

price.

Thisreportexploreshow

AI,trust,andemotionarereshapingwhatconsumersperceive

asworththeirtime,money,andattentionFairnessandqualitydefinevalueTransparentprices,consistentpolicies,andclearcommunicationsitalongsidequalityinshapingperceivedvalue.Seventyfourpercent

ofconsumerssaytheywouldswitchbrandsif

theyfoundalowerregularpriceelsewhere,and71percentwouldswitchifpacksizesorproductqualitywerereducedwithoutclearcommunication.Promotionsstillhavepullingpower.Sixtytwopercentsaymoreattractivedeals

canmakethemswitch,while61percentbelievebundlesthatcombineproductswithservicesorwarrantiescreatestrongervalue.Qualitynowcarriesmoreweightthanever,and64percentofconsumersview‘shrinkflation’1

asanunfairpractice.Healthbenefits,‘clean’ingredients,2convenience,anddurabilityguidedecisionsacross

categories,andmanyshoppersarewillingtopay

moreforfasterdeliverywhenitmeaningfullyimprovestheirexperience.Carefulspendingmeetsintentional

indulgenceConsumersarebecomingmoredeliberateabout

howtheysaveandwheretheytreatthemselves.Aroundtwoinfivearechoosinglowercostalternatives,optingforprivatelabel,orbuying

smallerquantitiestomanagebudgets.

Yetthese

choicesstopshortwhenreliabilityisat

stake.Many

have

adopted

a

hybrid

mindset:willing

totradedownincertaincategories,whileretaining

spendinginothers(e.g.,whenprioritizinghealth-relatedaspects).Nearlyfourinfiveavoid

privatelabelsinperformancecriticalcategories.

Promotionalinfluenceisalsobecomingmore71%ofconsumerswouldswitchbrandsifpacksizes

orproductqualitywerereducedwithoutclear

communication.CapgeminiResearchInstitute20264structured.Threeinfourconsumerssaymoney

offdiscountsaremostmotivating,followedby

percentoffandbuyonegetoneoffers.Impulse

restraintisalsoeasing54%saytheyaremaking

fewerimpulsepurchases,downfrom71%last

year,signaling

a

modest

rebound

of‘intentionalindulgence’alongside

persistent

deal-seeking.Trustinchannelsmatters.Twointhreeconsumers

believeecommerceoffersfairprices,withthrift

anddiscountformatsclosebehind.Emotionalrelease

also

plays

a

role.Seven

in

ten

say

smallindulgenceshelpmanagefinancialstress,showingthatvalueblendsrationalsavingswith

emotionalsatisfaction.AI-Theconsumer’strustedguideAI-driventoolsarebecomingcentraltohowshoppersnavigatethemarketplace.ChatbotsarenowwidelyusedforserviceandpersonalizedTechnologicalconveniencewitha

humantouchdrivesloyaltyConsumerswantefficiency,relevance,andemotionalconnectiontocoexist.Sixtythreepercentwantgenerative

AItoprovidehyperpersonalizedcontent,and65percentfeeltechnologyhasreducedstressintheirshopping

routines.

Yethumansupportremainsessential.More

than

seven

in

ten

consumers

value

in

personassistancewhendealingwithcomplexpurchases

orresolvingserviceissues.Preferenceforhuman

assistancehasrisensharply,withseventyfourpercentvaluingsupportduringin-storecustomer

serviceandsixtysixpercentduringthepurchasestage,upfrom54percentand40percentlast

year.

To

win

consumer

loyalty

brands

must

focus

on

fairvalueanddependableexperiencessuchasclearpricing,consistentproductquality,andabalanced

mixofdigitalconvenienceandhumansupport.follow

up,and

agentic

AI

is

moving

into

routinetasks.

Almosthalfofconsumers(52%)usevirtual

assistantsthatautomatere-orderingormealplanningatleastonceaweek,thoughonlyone

in

five

is

willing

to

pay

a

monthly

subscription

oraone-timepayment.Controlremainsessential.Seventysixpercentwanttheabilitytosetclearrulesforwhenanassistantacts.Concernsabout

transparencycontinue,with71percentworriedabouthowgenerative

AIusestheirinformation.Awarenessofsyntheticinfluencersiswidespread

at66percent,

yettrustremainslowat52percent.

Twothirdsofconsumersexpectbrandstodisclose

AIgeneratedadvertising.Socialcommerceisgrowing

quickly,and35percent

have

alreadypurchasedthroughplatformslikeInstagram

orYouTube.Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute20265Optimizeoperationswithseamless

AI:Deploy

AIthatcommunicatesclearly,supportseverydayuse,andcreatesintuitiveexperiencesto

enhancecustomer

journey.Strengthenfeedback

loopsbetween

AIsystemsandoperationssothatpricing,inventoryaccuracy,andcustomerexperience[CX]aremutuallyreinforced.Buildfairness,transparency,andconsistencyintopricing

logic.Leadwithpurposethroughresilienttransformation:Makesustainabilitycentraltothevalueequation.

Ensureresponsible

AIuseacrosstheshopperjourneytobuildlong-termtrust.Reinforce

credibilitythroughopennessabouthow

you

delivervalue,frompromotionmechanicstoAI-supporteddecisions.Redefineloyaltyasatwo-

wayrelationshipthatoffersbothfinancialandemotionalreturns.Whatshouldconsumerproducts

andretail(CPR)organizationsdodifferently?Accelerategrowth

withintelligentengagement:

Positiondigitalassistantasfullengagementchannelsthatinfluencediscovery,evaluation,and

purchasebehaviors,ratherthanasbackgroundutilities.Adaptinteractionstodifferentshopper

preferences,fromfullautonomytoguidedchoices.Designpromotionalhierarchiesthatplaytothestrengthsofeachchannelandarealignedwithshoppers’behaviorinmobile,online,

andstoreenvironments.Pilotanticipatorycommercemodelswithsafeguardsthatprotect

consumercontrol,includingclearpermissions,

easyedits,andtransparenttriggers.Incorporate

emotionaldriversthatdeliverreassurance,ease,

andconfidence.Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute20266Thisreportisdesignedforleadersacrosstheconsumerproductsandretailecosystemwhoare

navigatingrapidlychangingexpectationsaround

value,technology,andtrust.Chiefmarketingofficers,digitalandecommerceheads,loyaltyand

consumerinsightsleads,productexecutives,and

categorymanagerswillfindpracticalguidanceonhow

AI,personalization,andemotionarereshapingconsumerdecisionmaking.Strategy,

pricing,andinnovationteamswillbenefitfrom

understandinghowfairness,dealhierarchies,andanticipatorycommerceinfluenceswitching

behavior

and

long-term

loyalty.Technology

anddataleaderscanusetheseinsightstoprioritize

consumergrade

AI,strengthengovernance,and

designsystemsthatcreateclarityratherthancomplexity.Fororganizationsoperatingacross

physicalanddigitalchannels,thisreportoffers

aclearviewofhowempoweredconsumersevaluatevalueandhowbrandscanrespondwith

experiencesthatfeeltransparent,adaptive,and

human.Whoshouldreadthisreportand

why?Thisreportisthefifthinourannualresearchseries

thatexaminesevolvingconsumerbehaviors.Itisbased

on

findings

from

a

comprehensive

globalsurveyof12,000consumersaged18andoveracross12countries:

Australia,Canada,France,Germany,India,Italy,

Japan,theNetherlands,Spain,Sweden,theUK,andtheUS,andin-depth

interviewswithexecutivesfromconsumerproductsandretailindustries.Seetheresearch

methodologyattheendofthereportformore

detailsontheconsumerssurveyed.Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute20267Valueredefined:wherefairnessandqualityintersect01

Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute20268FiguΓe

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.Inflationfatiguefuelsthequestforfair

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,"InflationandtaΓiffshave

shiftedconsumeΓsWhat

matters

to

today’s

consumer

2026Capgemini

Research

Institute

20269Hereareafewexamplesofstrategiesadoptedbyprominent

retailers:•

Amazonhasunifieditsgroceryprivatelabelsunderthenew

AmazonGrocerybrand,introducingover1,000essential

itemspricedbelow$5.

Asaresult,private-labelsalessurged

15%in2024over

the

previous

year,underscoring

howprivate

label

brands

have

evolved

into

a

structural

hedge

byconsumersagainstpriceinflation.3•

Target

froze2024pricing

on

more

than1,000back-to-schoolessentialsforthe2025season,includingbundlesunder$20.Themovefolloweda4.8%declineinstoretraffic

andwasintendedtorebuildtrustamonginflation-fatigued

shoppers.Complementingthis,Targetrolledout20%storewidediscountsforstudentsandteachers,hopingprice

integrityanddeeppromotionscanreigniteengagementwith

value-drivenconsumers.4•IntheNetherlands,groceryretailer

Jumbostandsoutbyadoptingaflexible,category-specificpackagingdesignrather

thanasingle,uniformprivate-labelidentity.Thisapproachallowsthe

Jumbobrandtoconveyasenseofqualitywhile

remainingaffordableanddelicious.5tovalue-seekingbehavior.

Theyactivelycompare

pricesacrossplatforms,look

for

discountsandloyalty

benefits,andtradedowntoprivatelabelsoraffordablebrands.

Wealsosee

smaller

pack

sizes

gainingtractionand

multi-brand

basketsbecomingcommon.Loyalty

isnow

conditional,drivenby

better

deals,

faster

delivery,and

personalized

rewards.

"NikosBartzoulianos,GroupChiefMarketingOfficeratElectrolux(2024

–2025),remarks,

"Economicuncertaintyand

rising

costs

have

changed

purchase

behavior.

Consumersareholdingontoapplianceslongeranddelayingreplacements

unlesstruly

necessary.

Valueanddurability

havebecomenon-

negotiable;andthisisanotherareawhere

greatbrandsandproductscanmakeadifferencetoconsumerlives.

"Asconsumersremaindiscerning,theyareprioritizingtransparency,efficiency,andvalue.

Almosthalf(49%)arebuyingsmallerpacksizes.

JasonCoan,

VicePresidentOperationsatRelianceTrends,says,

“Customershavemoney

tospend,buttheyaremorediscerning.

Theylook

fordealsand

bettervalue.

Coordinated

setsliketopand

bottomata

sharper

priceare

flyingoff

shelvesbecausetheyoffer

perceivedvalue

comparedtobuyingseparates.

"Wheninflationoreconomicuncertaintyamplifiesconsumer

affordabilityandcorrespondingpricesensitivity,brandloyaltyweakens.Consumerswillincreasinglyprioritizevalueoverfamiliarity,readilyswitchingbrandsiftheyseeafaireralternative.Mostconsumerswillswitchbrandsifcompetitorsofferlowerregularprices(74%)ortheircurrent

brandreducespacksize/productqualitywithoutclearcommunication

rationalizing

this(71%)(see

Figure2).74%ofconsumerswillswitchbrandsifcompetitorsofferlowerregularprices.Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute202610FiguΓe2.Lower

prices

and

reduced

pack

size/qualitywithout

clear

notice

emerge

as

top

drivers

for

switching

brandsMostcompellingΓeasonsfoΓconsumeΓstoswitchbΓandsoΓΓetailstoΓesCompetitoroffers

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%11ConsumersstillpayforwhattheybelieveinTheconsumerpurchasedecision-makingprocessremainsmulti-dimensionalconsideringmultiplefactorsacrossbrand

reputation,pricesensitivity,productshelflife,purchasefrequency,andlevelofpersonalinvolvement.Forlowinvolvementorfrequentlypurchasedproductssuchasgroceries,householdnecessities,andstationeryproducts,

pricepointandconveniencedominate(seeFigure3).Whenitcomestoaspirational,high-involvement,orlong-lifecycleproductssuchasluxurygoods,homeimprovements,

orconsumerelectronics,emotionalalignmentwithbrandvaluesoftenoutweighscostconsiderations.Forinstance,luxurybrandsdistinguishthemselvesthroughexceptionalquality,masterfulcraftsmanship,andrichheritage,notmerelybyprice.LuxuryhousessuchasLouis

Vuitton,Chanel,

Hermès,andGucciareoftencitedascategorybenchmarks;

however,perceivedvalueisanchoredinassurancesoflongevityandserviceratherthan

justbrandstorytelling.6

This,interestingly,alsoholdstrueforbabycareproducts,

whereparentsshowarefusaltocompromiseontheirchild’swellbeing.Consumersareincreasinglyassessingmorethan

justproduct

qualityandprice.Theyscrutinizethereliability,transparency,

andethicalstandardsoftheretailchannelitself.

Aspectssuchassecurepaymentsystems,dataprivacy,productauthenticityprobability,fulfilmentspeedsandfairreturn

policiesstronglyinfluencetrust.PriyankaBhargav,HeadofInsightsandBrandStrategyatFlipkart,concludes,

"Quick

commeΓce

is

no

longeΓa

metΓophenomenon,it’sdemocΓatizingspeedacΓoss/ndia.

Today,

25%

of

quickcommeΓce

spendingcomes

fΓommidtolow-affluentconsumeΓsin

TieΓ2andTieΓ

3

towns.

ThesecustomeΓsaΓewilling

topayalittleextΓafoΓ

fasteΓdeliveΓy,signalingthatconvenience

andimmediacyaΓebecominguniveΓsalexpectations.

"Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute202612FiguΓe3.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

202613FairpricingbuildsbrandcredibilityConsumersaredevelopingaveryclearviewonpricingpracticesthattargetconsumervaluevs.thosethatprioritize

companyprofit.Whilemostconsumersfindvolume-baseddiscounts(80%)and

personalized

coupons

based

on

purchasehistory(70%)veryfair,theyfindpolicieslikedifferentprices

bysaleschannelandshrinkflationashighly

unfair

(see

Figure

4).ShΓinkflation

has

ΓepeΓcussions

foΓ

both

consumeΓsand

bΓands:•

Frequent

shrinkage

acrossmultipleproductlines

increases

overall

spending.

Consumersfeelthey’repayingthe

same

for

less,

which

canerode

trust.

Most

consumers

(59%)notice

whenproduct

sizes

decrease

withoutprice

changes

and

66%

say

they

would

actuallyprefer

a

smallprice

increase

vs.non-signaled

sizereductions.•

While

shrinkflationmayboostmargins

inthe

short

term,

lackof

transparency

can

quickly

erodebrand

credibility

andloyalty.Consumersfrequently

call

out

suchpracticeson

socialmedia,amplifyingreputationaland

commercialrisks.

Suchpracticesmay

alsohaveregulatory

ramifications.Conversely,

consumershave

shown

they

willrewardbrands

who

pass

on

savings

when

costsfall.

Scandinavianfurniture

sellerIKEA

(InterIKEA

+Ingka

Group)promotedthey

were

cutting

prices

due

toreduced

input

costs(such

asrawmaterials

and

transportation

)

andtobe

alignedto

its

business

idea

and

mission

of“affordability”,

a

strategy

thathelps

attract

cost-conscious

customers.

Theresult:

IKEA

grew

operatingprofit

and

saw

visitorratesrise(+4.5%in-store,

+21%

online),highlighting

affordable,transparentpricing

asa

fairness

cue

that

supports

demand

and

trust.766%ofconsumerssaytheywouldactuallypreferasmall

priceincreasevs.non-signaledsizereductions.Whatmatterstotoday’s

consumer

2026CapgeminiResearchInstitute202614FiguΓe4.64%

of

the

consumers

consider

shrinkflation

an

unfair

practice%of

consumeΓs

who

found

following

pΓactices

faiΓoΓunfaiΓVolume-based

discounts-11%

80%70%Personalized

coupons

based

on

my

purchase

history-17%

Member-only

pricing

for

loyalty

programsubscribers-16%

68%Retailers

informing

consumersaboutshrinkflation

by

brands

"Everyday

low

price"with

fewerspecial

promotions-14%

-18%

66%57%Dynamic

pricing

by

time

of

day

or

demand

(e.g.,weekendsvs.weekdays)-45%33%Charging

different

prices

onlinevs.

in-store-51%28%Charging

higher

prices

on

mobileappsvswebsite-55%27%Smaller

packsizes

atsame

price

(shrinkflation)-64%

17%

Fair

Unfair(-)Source:

Capgemini

Research

Institute,

What

matteΓstotoday’sconsumeΓ

2026,

October

2025,

N

=

12,000

consumers.What

matters

to

today’s

consumer

2026Capgemini

Research

Institute

202615Whatmakesaproduct

‘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."I∩Hatio∩

a∩d

tari氏shave

shiftedco∩sumers

to

value-seeki∩9

behavior.They

actively

compare

prices

acrossplatforms,

look

for

discou∩ts

a∩d

loyalty

be∩efits,

a∩d

trade

dow∩

to

private

labels

or

a氏ordable

bra∩ds.

We

also

see

smaller

pack

sizes

9ai∩i∩9tractio∩

a∩dmulti-bra∩d

basketsbecomi∩9

commo∩.Loyalty

is

∩ow

co∩ditio∩al,

drive∩

by

better

deals,

faster

delivery,

a∩d

perso∩alized

rewards."NehaDonaldSeniorDirector

of

Global

Strategy,

Transformation

andInnovation,

PepsiCoCapgeminiResearchInstitute202616FiguΓe5.Product

quality

and

health

benefits

consistently

rank

as

top

purchase

drivers

across

categoriesHowimpoΓtantaΓethefollowingfeatuΓeswhendecidingifapΓoductiswoΓththepΓice?73%66%67%67%68%57%Fresh

produce

Dry

groceries

andfoodsupplies Product

quality

and

durability

Brand

reputation

and

trust

Functional

features

and

performance

Health

benefits

PΓomotional

deals/offeΓs/bundled

offeΓsSource:

Capgemini

Research

Institute,

What

matteΓstotoday’sconsumeΓ

2026,

October

2025,

N

=

12,000

consumers.Household

nec