Roughly two-thirds (64%) of Gen Z consumers have cut spending in the past year due to higher living costs, according to an April Ipsos survey for Bank of America.Uncertainty is beginning to shape Gen Z’s purchasing decisions. Brands will need to work harder to earn their dollars—possibly by appealing to the generation’s tendency to shop for emotional relief.

More Amazon Prime shoppers purchase groceries from Walmart than from the ecommerce retailer, according to Coresight Research data reported by Grocery Dive. While grocery is a hugely important category for Amazon to conquer, its efforts so far have been hampered by a complex ecosystem. The retailer’s attempts to unify that system could result in a more seamless experience for shoppers, while its fast delivery capabilities could make it a more appealing place to shop for perishables.

Quick-service restaurants (QSRs) are no longer seen primarily as budget-friendly dining. Just 14% of consumers view them as a good value, while nearly a quarter (23%) now consider them a treat or reward, per consumer insights platform Zappi. That’s a notable shift for a category long associated with affordability. That helps explain why nearly a third (31%) of US adults have cut back spending on fast food. As inflation erodes fast food’s traditional value proposition, QSRs must sharpen their brand strategy or risk alienating diners. Brands that lean into indulgence and novelty can help position meals as a “treat,” while doubling down on affordability with compelling promotions and budget-friendly meal deals can reengage price-sensitive consumers.

A key inflation gauge that excludes food and energy prices picked up in July, suggesting tariff-related cost increases are being passed along to consumers. Core CPI, which strips out energy and food, rose 3.1% YoY, up from 2.9% in June. On a monthly basis, that closely watched measure rose 0.3%, the highest increase since January and up from June’s 0.2% advance. Retailers and producers are exhausting their early strategies to shield consumers and will need to plan for sustained cost pressures. Some strategies retailers can take on include negotiating with suppliers on cost-cutting measures or the use of lower-cost materials, exploring investments in onshoring production to avoid tariffs, and increasing D2C sales in a bid to improve profit margins.

Swiss footwear company On posted raised its full-year sales and gross margin outlook, citing broad-based geographical strength as Gen Z consumers scoop up its premium-priced athletic shoes.

Companies are beginning to feel the sting of anti-US boycotts. Anti-US sentiment is especially visible in Canada, where consumers are directing more spending to local retailers and brands—and making fewer visits south of the border. Still, while Canadians are using boycotts to push back against US trade policy, there are few signs elsewhere that anti-American sentiment is driving shoppers away from US brands.

Cutting back is easier said than done. 72% of consumers made an unplanned discretionary purchase in the past month—even as 69% say they intend to cut back or maintain current levels of nonessential spending, per an Optimum Retailing consumer survey. Tried-and-true strategies like spotlighting limited-time deals, using eye-catching displays, and cross-merchandising essentials with related products continue to drive results—even when shoppers say they’re cutting back.

Saks Global has yet to make good on its pledge to resume payments to vendors, per Retail Dive, despite CEO Marc Metrick’s promise to tackle overdue balances starting in July. Saks’ acquisition of Neiman Marcus is looking increasingly like a costly misstep. The current environment is unfavorable to both luxury and department stores, as shoppers prioritize retailers and goods that deliver value. With numerous headwinds working against it, Saks will need to find a way to woo big spenders and reassure vendors—and investors—that it has the funds to cover its obligations.

Target’s protracted slump is hurting employee morale as workers worry the retailer is falling behind. Roughly half of respondents to a companywide survey don’t think Target is making necessary changes to compete effectively, The Wall Street Journal reported, while 40% said they lack confidence in the retailer’s future. After 10 quarters of flat or declining sales, Target is in dire need of a shakeup.

Live Nation expects 2025 to be another record year for concertgoing, as global tours from superstars like Oasis, Coldplay, and Beyoncé fuel attendance and ticket sales. While it may seem counterintuitive for concert demand to be so strong even as other areas of discretionary spending, like travel and restaurant meals, falter, it’s clear that a sizable number of consumers view entertainment as a necessary splurge in an era of uncertainty. That could help give the US hospitality industry a much-needed boost as it grapples with declining international demand.

The trend: Major chains like Claire’s, Kroger, and At Home are shuttering locations in response to mounting cost pressures, shifting consumer behaviors, and overextended store networks. Our take: Retail’s physical footprint is undergoing a recalibration. Store closures aren’t just about poor performance—they’re a reflection of deeper structural shifts: Tariffs are reshaping sourcing, pricing, and profitability. Consumers are moving toward value and digital-first channels. Legacy formats—like mall stores—are losing relevance. Retailers that can’t adapt to these changes quickly are finding themselves on increasingly shaky ground.

The challenge: Sweetgreen is feeling the squeeze. Macroeconomic headwinds—especially in major urban markets—are prompting more cost-conscious consumers to think twice before splurging on a salad. After a second straight quarter of weak performance, the chain slashed its same-store sales guidance from flat to down between 4% and 6% for the year. Our take: With value top of mind for many consumers, Sweetgreen needs to do more than tweak pricing or portion sizes; it must convince customers that its offering is worth the premium pricing. Without a clearer value narrative, it risks losing relevance in an increasingly budget-conscious dining landscape.

The RealReal is upbeat about its prospects as tariffs and the uncertain environment boost resale’s appeal. While the company is not yet profitable, it is winning over more shoppers who see the circular economy as an opportunity to snag a good deal on luxury merchandise. Demand for resale is accelerating as consumers look for ways to escape tariffs and find better deals—not to mention shop more sustainably. While shoppers worried about saving money are unlikely to patronize a luxury-focused resale platform, The RealReal is in a good position to win spending from aspirational customers who are interested in luxury but are otherwise unwilling—or unable—to pay retail prices.

The news: Seven & i Holdings is making a bold expansion push to modernize 7-Eleven and better align with evolving consumer expectations. Our take: Convenience stores face an array of challenges, from slowing growth to rising competition across brick-and-mortar and ecommerce. That’s why Seven & i’s push toward larger-format stores, fresh food offerings, and strategic expansion is a bold attempt to reposition 7-Eleven in North America. That won’t be easy. But if the brand can deliver on food quality and reimagine the in-store experience, it has a real shot at winning over a new generation of consumers.

The news: Instacart’s efforts to win over more cost-conscious consumers and its growing suite of enterprise and advertising solutions helped the company handily beat Q2 expectations. Coming on the heels of record quarters for DoorDash and Uber, Instacart’s strong results point to resilient demand for delivery services in an otherwise challenging consumer environment. Instacart’s strong Q2 shows that the company is well-equipped to manage any slowdown in US digital grocery sales—as well as fend off growing competition from Uber and DoorDash. The surge in orders will be particularly reassuring to advertisers, particularly the many CPGs looking to increase marketing spend.

Ralph Lauren posted higher-than-expected quarterly results and raised its full-year revenue outlook, though it warned that tariffs could pressure consumer spending in the second half. Amid economic uncertainty, Ralph Lauren’s performance highlights the resilience of brands that sit at the intersection of aspiration and accessibility. The company appears better positioned than some of its luxury peers to weather volatility. Its quarterly results offer a blueprint for its retail peers, showing the value of a diversified supply chain and brand equity over aggressive discounting and heavy dependence on a single market.

High tariffs have become an unavoidable part of doing business in the US following the implementation of President Donald Trump’s sweeping reciprocal duties. Retailers are slowly becoming resigned to the fact that higher tariffs are here to stay—for now. But their ability to minimize business disruption is severely hampered by the fact that new tariffs can be imposed at any time, which could immediately turn any attempts to adjust sourcing into sunk costs. As e.l.f. Beauty CEO Tarang Amin told CNBC, “It’s the uncertainty around the tariffs that make things more difficult.”

The pivot: Warby Parker launched as a direct-to-consumer (D2C) disruptor with a compelling pitch: It would ship up to five frames to consumers’ homes for free, allowing them five days to try them on. But like many of the most-visited digitally native D2C brands, the eyewear company has evolved beyond its online model to include brick-and-mortar stores. With 300 stores and plans to open 45 more this year, including five Target shop-in-shops, the company is sunsetting its home try-on program in favor of in-person visits or its virtual try-on tool. Our take: Retiring its hallmark try-on program marks a pivotal moment in Warby Parker’s evolution from digital upstart to well-established national brand. While the move risks losing some home try-on loyalists, redirecting those dollars toward targeted brand-building and customer acquisition initiatives will likely yield stronger long-term returns.

Michael Kors owner Capri credited a sequential improvement in demand for its better-than-expected quarter and upgraded FY forecast. In an otherwise difficult quarter for luxury, Capri’s bullishness stands out. But it has a lot of work to do to revive its brands—particularly Michael Kors, which, following the sale of Versace, now accounts for nearly 70% of revenues.

The news: McDonald’s delivered strong Q2 results that topped analysts’ expectations, signaling a rebound in its core US market. Our take: McDonald’s regained its footing in Q2 after posting its steepest same-store sales drop since the pandemic. While rivals like Yum Brands and Chipotle struggled with consumer pullback, McDonald’s played to its strengths by leaning into value, nostalgia, and limited-time promotions.