This sponsored article by Fetch will explore AI in the consumer goods sector.
Albertsons’ Q3 results reflected shoppers’ growing focus on value, with customers trading down to private labels, smaller packages, and coupons. The company beat top- and bottom-line expectations and raised its full-year outlook, crediting its multi-pronged value strategy that includes expanded store brands, smarter loyalty rewards, and improved app tools. CEO Susan Morris emphasized efforts to enhance ecommerce efficiency and personalization, while Albertsons announced $750 million in additional share buybacks. As consumers tighten budgets, the retailer’s emphasis on affordability, convenience, and digital engagement positions it well for steady growth and stronger customer loyalty.
At Philadelphia’s 1682 conference, Coca-Cola’s Benny Lee and Hershey’s Andy Hunt shared how two of the world’s oldest CPG brands are transforming retail through creativity, data, and AI. Coca-Cola is evolving from selling beverages to designing experiences—using AI to power global design systems and create immersive in-store storytelling through products like Y3000. Hershey’s is closing the gap between physical and digital by embedding data into every stage of retail, from aisle feedback to retail media KPIs. Both executives envision the store of the future as dynamic, data-driven, and human-led—where AI supports storytelling, not automation.
PepsiCo is scrambling to overhaul its portfolio in response to pressure from the “Make America Healthy Again” movement and activist investor Elliott Investment Management. CPG giants like PepsiCo are having a difficult time staying current with the rapidly shifting food landscape. Food trends are emerging faster than ever, while few last the test of time—making it challenging for brands to determine where to focus their resources. As the trend cycle speeds up, CPGs must be nimble to avoid losing share. Selling off non-core assets and splitting up could help reduce organizational bloat, but companies must also prioritize innovation to ensure they can stay relevant as demand shifts.
Domino’s and Pizza Hut have both unveiled brand refreshes designed to modernize their images while maintaining customer familiarity. Domino’s introduced its first major update in 13 years, featuring a brighter logo, redesigned uniforms, packaging, signage, and a new jingle performed by country artist Shaboozey. Pizza Hut refined its classic red roof logo with a streamlined, all-red look. While Domino’s update comes amid rising sales, Pizza Hut’s follows a period of decline. Together, their moves reflect how timely design updates can redefine consumer expectations and keep legacy brands feeling current in a competitive market.
Amazon is closing four Fresh supermarkets in Southern California, following earlier shutdowns and a UK conversion of all Fresh stores into Whole Foods locations, signaling potential retreat from its mass-market grocery experiment. Despite Fresh’s struggles, CEO Andy Jassy remains bullish on grocery, focusing on expanding same-day delivery and launching the low-cost Amazon Grocery line to attract inflation-hit shoppers. Yet Amazon’s limited physical footprint—far smaller than Walmart’s or Kroger’s—continues to hinder its offline ambitions. While digital efforts show promise, the company still lacks a cohesive grocery formula without a major acquisition.
The US beer industry is experiencing a rare downturn after years of steady growth, with overall sales down 1.2% and craft beer slipping 3.9% year over year. Constellation Brands has been hit particularly hard as inflation and immigration pressures strain Hispanic consumers, a key market for its Mexican beer portfolio. Sales of Modelo, Corona, Pacifico, and Victoria have all fallen, but new products like Corona Sunbrew and Corona Non-Alcoholic are gaining momentum. To stay competitive, breweries are learning that agility, innovation, and responsiveness to shifting tastes are now essential for long-term growth.
Prescription drug prices along with other healthcare costs like hospital services and nursing homes, are growing faster than overall inflation, but slower than consumer costs like housing, food, and coffee, per GoodRx Research’s latest data. Pharma marketers need to use empathy to connect with the growing group of underinsured consumers. They should be transparent about prices and acknowledge the frustration consumers feel around the complexity of the US healthcare and insurance system. Proactively highlight help offered for consumers like financial assistance, savings tools, and patient support programs.
Starbucks and Target tapped into the buzz around the release of Taylor Swift’s latest album, “The Life of a Showgirl,” to help fuel their turnaround. The stakes are high for both companies as they struggle to get customers excited about their offerings. At the same time, the question for both Starbucks and Target is whether they can turn the short-term bump into lasting growth.
Drone delivery is finally taking flight in the US, with major quick-service chains launching pilot programs to test airborne burrito and chicken deliveries. Uber Eats and Flytrex plan drone pilots by late 2025, while Dave’s Hot Chicken, Chipotle, and GoTo Foods are running tests across California and Texas with partners like Matternet, Zipline, and Wing. Looser regulations and better tech are driving momentum, though most efforts remain small-scale. Still, even if drone delivery doesn’t revolutionize logistics, the buzz positions these brands as forward-thinking innovators gaining valuable PR lift.
Walmart will remove artificial dyes and 30 other food additives from its private-label products by the beginning of 2027. Its changes follow similar pledges by other manufacturers including Kraft and General Mills. Walmart shoppers prioritize price above all’ top priority is price, but that doesn’t mean they’re not concerned about health and wellness—they just may not be able to afford premium-priced health foods.. Walmart’s decision to remove certain food additives from its private-label changes is an opportunity to bridge that gap and deliver healthier food at budget-friendly prices.
Beauty brands are expanding their fragrance offerings to serve younger consumers who are flocking to premium and mass-market scents even as they cut back on other purchases. The fragrance market is also expanding into new product categories and looking to drive eco-friendly innovation. Companies that win on this crowded battlefield will be those willing to innovate boldly for Gen Z consumers, who crave novelty and personalization. Beauty retailers can respond to this opportunity by hosting in-store or virtual workshops on scent layering—or offering AI tools to help build their fragrance collections.
Conagra beat Q1 earnings and sales expectations, but ongoing headwinds from tariffs, inflation, and shifting consumer behavior weighed on results. Net sales fell 5.8% year-over-year to $2.63 billion, while adjusted EPS dropped 26.4% to 39 cents, still ahead of forecasts. Snack sales showed mixed performance, with Slim Jim and David sunflower seeds gaining but Boomchickapop and Duncan Hines slipping due to promotion timing and higher cocoa costs. With consumers trading down to store brands, Conagra faces pressure to balance price hikes with value-driven strategies that reinforce loyalty and protect market share.
Whole Foods has cut prices on more than a quarter of its products in the past year, including over 1,000 private-label items, its chief merchandising and marketing officer said at Groceryshop, per Modern Retail. Weekly promotions and deals tied to specific days reinforce the value push. The retailer needs to prove that “premium” and “value” aren’t mutually exclusive. By doubling down on price investments, amplifying Prime-member discounts, and leaning into convenient, high-quality prepared foods, the grocer can reframe itself as both aspirational and accessible.
DoorDash unveiled a host of features designed to make its services stickier for both businesses and customers. DoorDash’s fulfillment updates position the platform as a stronger partner for the many retailers trying to keep pace with Amazon and Walmart on delivery speed. At the same time, the company’s latest features show the pressures of competing with Uber and Instacart, both of which are adding more retailers to their platforms while courting customers with broader perks.
Uber Eats will offer customers weekly discounts on fresh groceries in markets worldwide as it looks to become a top destination for grocery shopping. Fierce competition between Uber and other delivery platforms, as well as Amazon and Walmart, is making grocery delivery more affordable, which is in turn driving online grocery adoption. By offering weekly discounts, Uber is hoping to turn occasional shoppers into regulars—and grow its small share of grocery spending into a much larger one.
Starbucks said it would lay off about 900 workers and close 1% of its US and Canada stores—including its flagship Seattle Roastery—as part of a $1 billion restructuring plan. Turning Starbucks around was always going to take time, due to its sheer size as well as the magnitude of its problems. Niccol’s strategy banks on restoring the chain’s reputation for stellar customer service—an advantage that could help it stand out in a space increasingly oriented toward convenience. But the company remains vulnerable to upstarts like 7 Brew and Dutch Bros that are more tuned into beverage trends.
Aldi will put its name on every private label product it stocks—over 90% of its assortment—as part of the largest packaging refresh in company history. Aldi’s decision to stamp its name across nearly every product it sells reflects a fundamental shift in how shoppers perceive private labels. Once primarily chosen for their price point, private labels are now drawing consumers with quality, variety, and attractive packaging.