Art Ash

Where some see disruptive threat, the wise see a chance to lead. In an era where consumer staples companies face significant challenges—from value chain disintermediation to rapidly changing consumer expectations—the need for strategic innovation has never been greater. The sector’s performance has struggled to keep pace with other industries over the past five years. In our latest analysis, Brian Hindo, Claudia Pardo and I delve into the disruptions reshaping the consumer staples sector. We spotlight how five companies are not just navigating but leading through these turbulent times, crafting strategic moves that yield outsized returns. Curious about what makes these companies successful where others see barriers? Interested in how they are redefining the consumer experience? Dive into our new report to uncover how these leaders are turning potential threats into opportunities.

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Provocative piece from EY Consumer / Retail thought leaders, Steven Bailey, Isaac Krakovsky and Tony Guerrero on the importance of retailers rethinking their omnichannel strategies, particularly in light of increasing expectations from consumers and the ability for those same consumers to interact with retailers in numerous ways. Connecting with consumers in real time with the right message to create moments that matter is critical for consumer products companies and retailers alike. When consumers are choosier about who they listen to, brands and retailers must strive to appeal to and engage them in new ways to stay relevant. Steven, Isaac and Tony lay out a number of core foundational imperatives for retailers to consider -- and while many have made strides in some of these areas more work remains. #EY #Consumer #Retail #ConsumerEngagement #BrandStrategy

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What does it take to create value in the intensely competitive retail industry—especially if you’re not a big retailer? Our recent analysis of more than 280 publicly traded retailers reveals that, through bold action and disciplined execution, retailers of all sizes can become high-performing value creators—and can even move from the bottom quartile to the top quartile. Check out our latest article, "Retail’s outperformers: Lessons in value creation" for a blueprint on how retail executives can realize the full potential of their businesses, regardless of their starting point.

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What does it take to create value in the intensely competitive retail industry—especially if you’re not a big retailer? Our recent analysis of more than 280 publicly traded retailers reveals that, through bold action and disciplined execution, retailers of all sizes can become high-performing value creators—and can even move from the bottom quartile to the top quartile. Check out our latest article, "Retail’s outperformers: Lessons in value creation" for a blueprint on how retail executives can realize the full potential of their businesses, regardless of their starting point.

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What does it take to create value in the intensely competitive retail industry—especially if you’re not a big retailer? Our recent analysis of more than 280 publicly traded retailers reveals that, through bold action and disciplined execution, retailers of all sizes can become high-performing value creators—and can even move from the bottom quartile to the top quartile. Check out our latest article, "Retail’s outperformers: Lessons in value creation" for a blueprint on how retail executives can realize the full potential of their businesses, regardless of their starting point.

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We interviewed 19 CPG CEOs to identify lessons on navigating uncertainty. Discover actionable insights on four essential themes in our latest white paper. #consumer #CPG

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We interviewed 19 CPG CEOs to identify lessons on navigating uncertainty. Discover actionable insights on four essential themes in our latest white paper. #consumer #CPG

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The decline in household penetration and volume for many #CPG brands highlights the need for a new approach to #demandgeneration. By leveraging end-to-end consumer insights and reimagining operating models, companies can create seamless, integrated experiences that drive growth. Learn how to stay competitive in our latest article:

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The decline in household penetration and volume for many #CPG brands highlights the need for a new approach to #demandgeneration. By leveraging end-to-end consumer insights and reimagining operating models, companies can create seamless, integrated experiences that drive growth. Learn how to stay competitive in our latest article:

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For decades, consumer goods companies have thrived on ultra-processed foods, but rising healthcare costs and changing consumer attitudes are forcing a shift. How to meet the demand for healthier options here > https://owy.mn/3OvYNzn #Health #Wellness #ConsumerGoods

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The customer may always be right—but retailers who can’t keep pace with constantly changing expectations won’t hold on to their customers for long. Today’s consumer landscape is anything but predictable, and the AlixPartners 2024 Consumer Sentiment Index proves it. We surveyed 9,000 shoppers across nine major fashion sectors, and the message is clear: consumer preferences aren’t just evolving—they’re diverging dramatically across demographics. Consumers are back in stores but increasingly frustrated. Inconsistent pricing, poor service, and inventory shortages are undermining the experience, and they’re clear about what they want: reliable service, quality products, and seamless access. Are the brands stepping up? Take a sneak peek of the findings below, and you can download the full report here: https://lnkd.in/exZ4pQB4 A huge thanks to the AlixPartners team for making this possible, especially Sonia Lapinsky, Sabrina Shintani, Lisa B., and Abby Sattler.

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I'm thrilled to share the successful collaboration between Accenture and Bricorama in the rollout of the pAInt platform—a transformative achievement discussed in our recent publication, "The Empowered Consumer." This initiative underscores our dedication to setting new standards in consumer innovation with state-of-the-art technology.  As a respected name in the home improvement sector, Bricorama has enhanced the shopping experience for its customers through the adoption of generative AI. Leveraging the Azure OpenAI Service, the pAInt platform provides tailored recommendations, automating the selection of paint colors and quantities to suit individual tastes.  Our involvement in this project highlights Accenture's role at the forefront of implementing groundbreaking technologies that respond to and anticipate the shifting demands of consumers. This partnership not only showcases retail innovation but also serves as a blueprint for future advancements across various consumer sectors, reinforcing our leadership in AI-driven transformation. Read more here: https://lnkd.in/eWkyiQYP #Innovation #CustomerExperience #TheEmpoweredConsumer #AIinRetail

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Join me tomorrow as I'll be speaking at the fall edition of #SJSummits! I'll be talking about the biggest concerns on the minds of consumers (hint: it's not just the economy), and giving a sneak peak at Kearney Consumer Institute's (#KCI) impending report on the state of the consumer to be released later this week. Sourcing Journal

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Great summary of my speech last week at #SJSummits where I helped the attendees get inside the mind of the consumer. A few key points to summarize, and thank you to Kearney colleague Katie Thomas for collaborating on these insights (next post will be with her full report): 1. Consumers are stressed about their wallets and their ability to get a job should they lose theirs, and while most of us know inflation has ebbed and wage growth has actually outpaced it + the US unemployment rate is very low, the lingering effect of inflation and the feelings about the state of the economy will take many more months to wane 2. Economic security isn't the only thing they are worried about, and they hold many concerns in their minds simultaneously. They are worried about geopolitics and government, health, education, the environment, food, and technology, and they have to weigh all of these things when making purchase decisions 3. They are facing tensions in their daily lives when it comes to making buying decisions. These tensions involve things such as wanting a lot of choice, but being overloaded by the choices (i.e., paradox of choice). They want control over what they buy, but they also expect curation from who they buy from (relates to last statement). They have access to a wealth of information about what they are buying, but sometimes are driven to purchase by their feelings rather than using those facts (e.g., buying fast fashion because it is cheap but they feel its harmful to the environment, avoiding alcohol because it's bad for their bodies but having no problem injecting botox, a toxin, into their faces)

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In the intensely competitive world of retail, how can smaller players create value? We've analyzed over 280 publicly traded retailers and the clear takeaway from our analysis: scale is not destiny. Subsector dynamics notwithstanding, a retailer has ample control over its value creation trajectory. Retailers of any size, if they make bold moves, can become top-tier value creators—even if they’ve historically underperformed. Read our latest article, "Retail’s outperformers: Lessons in value creation," to learn how retail executives can unlock their businesses' full potential, no matter where they begin.

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In the intensely competitive world of retail, how can smaller players create value? We've analyzed over 280 publicly traded retailers and the clear takeaway from our analysis: scale is not destiny. Subsector dynamics notwithstanding, a retailer has ample control over its value creation trajectory. Retailers of any size, if they make bold moves, can become top-tier value creators—even if they’ve historically underperformed. Read our latest article, "Retail’s outperformers: Lessons in value creation," to learn how retail executives can unlock their businesses' full potential, no matter where they begin.

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According to a recent Bain survey, 63% of consumers base their buying decisions on the loyalty programs they participate in. Yet, for every successful program, there are a dozen underperforming ones delivering a low return on investment. How can companies redesign their loyalty strategies to drive meaningful engagement and profitable growth? My colleagues Maureen Burns, Andrew Pierce, and Basma Abdel Motaal share insights in Harvard Business Review on modern techniques for building loyalty programs that truly work. https://bit.ly/3MPemBe

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According to a recent Bain survey, 63% of consumers base their buying decisions on the loyalty programs they participate in. Yet, for every successful program, there are a dozen underperforming ones delivering a low return on investment. How can companies redesign their loyalty strategies to drive meaningful engagement and profitable growth? My colleagues Maureen Burns, Andrew Pierce, and Basma Abdel Motaal share insights in Harvard Business Review on modern techniques for building loyalty programs that truly work. https://bit.ly/3TtKfD2

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