Procter & Gamble’s strategy of delivering innovation over discounts is helping it navigate economic uncertainty better than many of its peers. While other companies lose sales to private labels, P&G’s US market share is rising as shoppers opt to pay more for products they perceive to be higher quality. Rather than follow competitors by discounting heavily, P&G is focused on delivering superior products—in addition to messaging that emphasizes the potential cost-savings of using them. That strategy allows it to offer more value to customers (and raise prices) without losing loyalty.
Unilever said its core business grew in Q3 as sales in North America rose for the fifth straight quarter, fueled by demand for new deodorants and beauty products. Unilever’s focus as it restructures reflects a wider industry trend: Companies are expanding their beauty, well-being, and personal care product offerings to meet demand for clean, natural, and sustainable goods and position themselves as lifestyle brands. Earlier this week, Lysol maker Reckitt Benckiser reported rising Q3 sales as consumers bought its self-care and germ-protection products. Unilever will need to keep leaning into premium products and digital engagement to keep up with consumer changes in everyday wellness.
LVMH is reportedly exploring a sale of its 50% stake in Fenty Beauty, according to Reuters. The move comes on the heels of Kering selling its beauty unit to L’Oréal for €4 billion ($4.3 billion)—suggesting that, after years of aggressive expansion, the two luxury conglomerates are taking a more targeted approach to growth. The market for beauty—particularly cosmetics—is showing signs of softening, which could explain LVMH’s desire to sell. But it’s more likely that LVMH is attempting to raise cash ahead of a potential bid for Armani
Consumers’ desire to find “better for you” versions of their favorite products is working in Coca-Cola’s favor. Sales of Coca-Cola Zero Sugar soared 14% YoY in Q2, while Diet Coke sales grew 2%. Reconfiguring CPG portfolios for the MAHA (Make American Healthy Again) and GLP-1 consumer may be less daunting than brands think. Shoppers are extremely receptive at the moment to products with purported health benefits—so rather than rolling out high-protein versions of every product, companies should look for ways to emphasize the health or functional benefits of their existing assortment.
On today’s podcast episode, we discuss what it means to have an authentic relationship with your customer, the benefits of collaborating on loyalty, and how to make folks feel like they are getting the most out of their rewards app. Join our conversation with analyst and guest host, Arielle Feger, GM of CPG Partnerships at Fetch, Carmen Gonzalez-Meister, and Director of Category and Ecommerce Strategy at Nestlé, Nicole Lesinski. Listen everywhere you find podcasts and watch on YouTube and Spotify.
Starbucks is piloting a new rewards initiative called Coffee Loop, which offers customers a free drink after every nine purchases, according to Modern Retail. The invite-only test, hosted on a separate website, aims to reengage customers amid six consecutive quarters of declining US sales. CEO Brian Niccol has criticized the current rewards model as too generic, signaling a push toward simpler, more targeted incentives. While Coffee Loop mirrors the punch-card approach used by smaller cafés, it’s just one part of Starbucks’ broader effort to reignite growth through faster service, refreshed menus, and stronger store experiences.
Kering is selling its beauty business to L’Oréal for €4 billion ($4.3 billion). The move will give Kering a much-needed cash infusion as it carries out a turnaround under new CEO Luca de Meo, while positioning L’Oreal to become a leader in luxury fragrance and beauty. The sale marks a bold first step by de Meo, who has the challenge of revitalizing Kering’s business amid considerable uncertainty in the luxury market. And it is a major strategic move for L’Oréal, positioning it as one of the world’s top producers of luxury fragrances at a time when the category is a driving force behind beauty growth.
90% or more of consumer goods’ decision-makers are using AI technologies, including generative, predictive, and agentic AI, or plan to use them in the next two years, according to a June 2025 survey from Salesforce.
Gen X and millennial women are a key force in the personal care and beauty market. They’re outpacing overall market averages across several core product categories, underscoring their importance for brand growth and retailer strategy.
Albertsons Media Collective, Evan Hovorka, retail media, RMN, commerce media, omnichannel marketing, contextual advertising, data collaboration, clean rooms, LiveRamp Habu, The Trade Desk, Meta, Pinterest, DV360, performance marketing, campaign continuity, retail media standardization, creative innovation, measurement transparency, non-endemic brands, PayPal, digital out-of-home, CTV, shopper experience, brand storytelling, in-store media, performance optimization, KPI-driven campaigns, grocery retail, media maturity, Ad Week New York
Demand for Korean beauty products is soaring, helping buoy industry sales even as growth slows. US shoppers spent $2 billion on K-beauty products in the 12 months ended July, up 37% YoY, per Nielsen data shared with Business Insider. The Hallyu wave shows no signs of ebbing. Korea’s rising cultural influence is being felt on everything from films to music to food, with global spending on Korean cultural exports expected to nearly double by 2030.
Ulta Beauty’s invite-only UB Marketplace is now open to shoppers on the retailer’s website and app. The offering will enable the retailer to offer shoppers a broader, more compelling array of products, particularly in emerging segments like fragrance, men's grooming, and K-beauty.
Domino’s delivered its strongest US same-store sales growth since early 2024, with Q3 sales up 5.2% YoY, driven by its $9.99 “Best Deal Ever” promotion, new menu items, and expanded reach through aggregator platforms like DoorDash. Revenues climbed 6.2% to $1.15 billion, beating expectations, while EPS dipped 2.6% to $4.08. Despite reaffirming its outlook, Domino’s cautioned that macroeconomic headwinds are intensifying. The brand’s fresh marketing push and aggregator expansion signal long-term growth potential, though sustained success hinges on converting new digital customers into loyal repeat buyers.
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.