Molson Coors has named 24-year veteran Rahul Goyal as its next CEO, tapping a leader with deep experience across IT, finance, and strategy, as well as a track record of diversifying beyond beer through partnerships with Coca-Cola and acquisitions in the non-alcohol space. Goyal takes the helm at a turbulent time, with alcohol consumption in the U.S. at historic lows and health concerns driving more consumers away from drinking. Political and economic pressures further complicate the outlook, leaving Molson Coors with seasoned leadership but an uncertain path forward in a challenging market.
Netflix has struck a global marketing deal with AB InBev spanning programming sponsorships, live events like NFL Christmas Day games and the Women’s World Cup, and even beer packaging featuring Netflix IP. For AB InBev, aligning beer with Netflix viewing occasions connects drinking culture to shared entertainment rituals. More than a sponsorship, the deal positions both brands as co-authors of cultural moments across sports, shows, and global viewing events.
Industry KPI data from Placer.ai reveals a clear divide in retail foot traffic trends. Essentials-focused merchants and dollar stores are maintaining growth while discretionary-heavy sectors like department stores and housing-related chains fall behind. Understanding foot traffic trends is critical for brands and retailers to understand where growth—and risk—will lie in the coming months. Necessities will keep grocers and discounters in demand, while discretionary-focused chains must offer value, cut prices, and explore adjacent business lines—such as off-price formats or supply services—to keep sales coming.
Gap, Reformation, Balenciaga, and Alo Yoga are expanding into new categories to futureproof their businesses amid uncertainty. As spending trends shift, fashion companies are trying to shift with them. Pushing into resilient categories like beauty and jewelry may look promising on paper, but success is not assured. Brands face considerable competition from companies with more experience, and convincing customers that new offerings deliver quality and value can be a challenge.
Nearly 9 in 10 US adults (88%) are stressed about grocery prices—including 53% who say food costs are a major source of stress—according to a July AP-NORC Center for Public Affairs Research survey. This news comes as food prices continue to go up. The US Consumer Price Index for food increased 0.5% in August MoM. Grocery prices, as measured by the food-at-home index, rose 0.6% from July and were up 2.7% YoY. Grocery stores may be the most visible flashpoint for consumers’ financial stress, but the ripple effects extend far beyond food. The financial strain is prompting fundamental shifts in how people shop, which all retailers will need to watch closely in the back half of the year.
Beauty companies are rapidly diversifying beyond traditional sales channels to adapt to changing consumer behaviors and seize opportunities made possible by ecommerce, social platforms, and digital tools. This push is designed to forge closer, more direct connections with shoppers. Selling through multiple channels is no longer a choice in beauty. Consumers now shop across apps, websites, social media and stores, and brands that don’t meet them where they are will lose out. Still, distribution alone won’t set brands apart. Beauty companies that win will offer technology like AR try-ons, use their physical stores as hubs where people can gather for makeup classes and to sample products, and sell through external retailers while also beefing up their own direct channels.
A real-world study on Novo Nordisk’s obesity drug showed patients had significantly reduced “food noise,” which are persistent, unwanted thoughts about eating. Novo surveyed 550 US adults taking Wegovy for weight loss for at least four months. Food brands are already adapting to the weight-loss trend by adding new products tailored to GLP-1 users and right-sizing portions. We detail this in our “Impact of Weight Loss Drugs 2025” report. But there are more opportunities for GLP-1 drugmakers and food companies to partner. We could see GLP-1 friendly grocery lists curated by nutrition experts and integrated into platforms like Instacart or Uber Eats, for example. Or collaborations with ready-made meal companies like Factor or Daily Harvest, which already offer GLP-1 options.
Retailers are expanding their footprint on college campuses. PacSun and Bath & Body Works are among the brands looking to boost recognition and build long-term loyalty. With Gen Z's spending power projected to reach $12 trillion by 2030, brands are smart to meet these consumers where they are. By making their products convenient to college students, retailers increase the odds that those shoppers will give them a try—and potentially form lifelong brand connections.
Aldi plans to invest £1.6 billion ($2 billion) in the UK over the next two years as it looks to take advantage of shoppers’ “demand for discount” and cement its position as one of the country’s largest grocers. Aldi and other discount grocers are shaking up the supermarket landscape, both in the UK and US, through their rapid expansion and array of affordable—and more exciting—products. Their success gives competitors a blueprint to keep shoppers from trading down. That includes investing in a tiered selection of private-label products, lowering prices where possible, and satisfying consumers’ desire for at-home indulgences.
Amazon’s push into fresh grocery delivery is more of an opportunity than a threat for Instacart, according to CEO Chris Roger. But while Instacart is right to see enterprise opportunities from chains worried about Amazon’s grocery expansion, it is also vulnerable to the retailer’s encroachment on its turf and similar efforts from Uber, DoorDash, and Walmart.
Kroger raised its full-year core sales outlook for the second time in 2025, now expecting same-store sales growth of 2.7% to 3.4%, as demand for low-cost essentials remains strong among budget-conscious shoppers. The grocer’s Q2 results topped expectations for comparable sales and earnings, supported by growth in fresh food, ecommerce, and pharmacy, though total revenue narrowly missed analyst estimates. Following the collapse of its Albertsons merger, Kroger has prioritized profitability through store closures, job cuts, and online margin improvements while doubling down on private labels, promotions, and value-driven initiatives to defend market share against discount rivals like Aldi, Lidl, and Trader Joe’s.
RaceTrac will acquire sandwich chain Potbelly in a $566 million cash deal expected to close in Q4, with both brands continuing to operate separately. The acquisition boosts RaceTrac’s foodservice offerings at a time when convenience-store meals are driving growth, accounting for nearly 28% of in-store sales in 2024. For Potbelly, going private could accelerate its ambitious plan to expand to 2,000 shops while avoiding public market pressures. The move is a strategic play in the convenience-store foodservice arms race, positioning RaceTrac against competitors like 7-Eleven and Wawa in the battle for meal-focused customers.
Magnum Ice Cream is optimistic about boosting growth and profitability following its planned split from Unilever, projecting 3%–5% organic sales growth from 2026 and steady margin expansion. With a 21% share of the global ice cream market and a €500 million cost-savings initiative, the company is well-positioned to leverage shifting consumer preferences. Magnum plans to appeal to GLP-1 users by marketing its products as calorie-efficient, higher-protein snacks while also reducing sugar and additives. By narrowing its focus, Magnum joins other CPG players in streamlining operations to stay competitive against rising private-label alternatives.
Value-focused grocers are aggressively expanding as cost-conscious consumers seek affordable options, with Aldi set to open 225 US stores in 2025, Trader Joe’s adding 41, and Lidl continuing steady growth in key metro areas. Inflation pressures and lingering COVID-era costs are fueling a surge in private-label demand, which grew 4.4% year over year compared with 1.1% for national brands. These chains’ differentiated private-label strategies are driving above-average foot traffic, underscoring their appeal. The takeaway for competitors is clear: prioritize value while building unique private-label lines that strengthen margins and deepen customer loyalty.
AI means something different to every retailer—and their level of adoption reflects that range.
Old Navy is venturing deeper into beauty. The Gap Inc. unit will begin selling its own branded beauty products this fall, alongside an expanded selection of items from brands like e.l.f. and Mario Badescu, per The Wall Street Journal. Old Navy’s beauty expansion is a bold bet, given the enormous number of brands already in the market and the increasing ranks of retailers hoping to benefit from resilient beauty demand.
From Rare Beauty’s scented billboards and Walmart’s truck tours to Dick’s Sporting Goods’ in-house production studios, here’s what the eight most interesting retailers from August have been up to, as ranked on our “Behind the Numbers” podcast.
Kraft Heinz will split into two companies, spinning off its slower-growing grocery unit—home to Oscar Mayer, Kraft Singles, and Lunchables. The remaining business will focus on faster-growing products such as Heinz ketchup, Philadelphia cream cheese, and Kraft Mac & Cheese, along with its sauces and condiments. Kraft Heinz’s breakup shows the risks of CPG megamergers, especially given how quickly consumers’ tastes can change. Once prominent brands like Lunchables and Kraft Singles are rapidly losing value as more shoppers avoid ultra-processed foods and artificial dyes, while the company’s bloat has made it challenging to stay current with food trends.
The news: McDonald’s will reintroduce Extra Value Meals on September 8. The combo meals will deliver about 15% savings compared with buying items separately. Our take: While McDonald’s delivered better-than-expected results in Q2, including 2.5% same-store sales growth, most of its gains came from higher prices. To build momentum, the brand must shift consumer perception, not just raise prices. Bringing back the Extra Value Meal is a step in that direction.
Consumer packaged goods (CPG) companies are in turmoil as shifting food trends, cuts to government benefits, and inflation challenge their share of grocery spending, while organizational headwinds compound the pressures. The strain is forcing bold actions and inviting scrutiny. Kraft Heinz’s breakup makes clear that size and brand recognition alone are not enough to ensure consistent growth—even for a company whose portfolio contains such household staples as Kraft Mac & Cheese and Heinz ketchup. While cost cutting is paramount as tariffs add millions to companies’ operating costs, CPGs must balance efficiencies with product innovation to recover some of the sales lost to private labels.