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.

Demand for food delivery strengthened in Q2, DoorDash and Uber said, as more customers become used to ordering restaurant meals and groceries online. Order frequency on Uber’s delivery platform reached all-time highs during the quarter, CEO Dara Khosrowshahi said in prepared remarks, while volumes and profitability for the unit also hit record levels. Delivery bookings jumped 20% YoY, while revenues surged 25%. DoorDash also broke records, with total orders (up 20% YoY), marketplace GOV (up 23%), and revenues (up 25%) all surpassing previous quarterly highs. Food delivery is one area that is so far immune to uncertainty—a sign that consumers are increasingly wedded to services that offer convenience, and are willing to pay a premium (or at least a membership fee) to get food and other goods delivered quickly to their doors.

The results: The US toy industry returned to growth in the first half of 2025 after a flat 2024 and a sales decline in 2023, per a new report from Circana. Dollar sales rose 6% YoY, and unit sales increased 3%. The average selling price also climbed 3%, its first meaningful increase after three years of stagnation. Our take: The toy industry is at a crossroads. While Hasbro and Mattel have both raised their full-year outlooks, short-term risks—from tariffs to economic anxiety—are building. If those pressures persist, the category’s recovery could quickly stall. To stay resilient, brands should double down on the strongest demand drivers: licensed IP and the fast-growing “kidult” segment.

China is taking more decisive steps to encourage domestic consumption and rein in price wars that are fueling deflation and straining trade relations. Beijing said it would allocate an additional RMB 69 billion ($9.6 billion) to its consumer goods trade-in program starting in October, bringing the total funds issued this year to RMB 300 billion ($41.87 billion). At the same time, the government plans to “address disorderly competition among enterprises” and more closely scrutinize overcapacity in key industries, according to a Politburo statement. Addressing both issues—domestic consumption and damaging price wars—are key to China’s ability to weather higher tariffs and expand its influence on a global stage. But that’s easier said than done.

Coach plans to open more than 20 of its Coach Coffee Shops in retail and outlet stores this year, per Business of Fashion. There’s a reason so many luxury brands are turning to hospitality concepts: They are an excellent way to get shoppers through the door, and to keep them spending—even if it’s just on a cup of coffee or branded baseball cap.

The result: Mercado Libre’s ad business is gaining speed—and shows no signs of slowing. Retail media revenues jumped 59% YoY on a currency-neutral basis in Q2. Our take: Mercado Libre’s retail media engine is firing on all cylinders, providing high-margin fuel to support key growth levers like free shipping and brand marketing. But while advertising can help offset those costs, it can’t carry the full weight—especially as broader profitability shows signs of strain. “Mercado Libre’s first-mover advantage laid the foundation for its retail media dominance in Latin America, but its real edge lies in continued ad innovation,” said EMARKETER principal analyst Matteo Ceurvels, pointing to new offsite offerings like the Display Extended Network and a deeper push into CTV.

The news: Yum Brands Q2 earnings and revenues fell short of analysts’ expectations. Our take: Despite Yum Brands’ efforts to sharpen its value proposition, economic uncertainty still took a bite out of its performance. Consumers are thinking twice about where and when they eat out amid growing concerns over tariffs and a weakening labor market. That caution is hitting nearly every quick-service chain, from Chipotle to McDonald’s, and Yum Brands isn’t immune.

9 in 10 Americans (93%) plan to cook at home as much or more in the next 12 months compared with the previous year, according to HelloFresh’s State of Home Cooking report. That shift is as much due to financial considerations as it is to a general desire among consumers to eat healthier. The shift to eating at home creates a prime opportunity for meal kit providers like Hello Fresh, provided they can make the case to consumers that their menus offer value for money—while also satisfying their seemingly-unquenchable desire for protein.To that end, these companies could highlight their budget-friendly options, as well as put the nutritional value of their meals front-and-center, while emphasizing the convenience that such kits provide.

The results: In a home furnishings market that Wayfair CEO Niraj Shah describes as “flat to down low-single digits” and “bumping along the bottom,” Wayfair stood out. Excluding its exit from the German market, the company posted its strongest growth since 2021 and returned to profitability. Our take: While many home-related retailers are stuck in neutral amid a sluggish housing market, Wayfair is gaining traction. Its success shows that a willingness to test, learn, and iterate can help retailers stand out in an otherwise stagnant category.

Starbucks will rely on kiosks to shorten wait times at high-traffic locations like airports and hospitals, per a Bloomberg report. For all Starbucks’ talk about building the community coffeehouse, it recognizes that service, speed, and reliability are integral to keeping customers engaged with the brand. While there are other pillars the company needs to execute to complete its turnaround, being able to deliver efficient service when it’s needed most will bolster its reputation for reliability and encourage more frequent visits.

The playbook: Amid mounting pressure across the grocery sector, Publix and Sprouts Farmers Market are gaining ground by leaning on four core pillars—each executed with their own twist: A sharp focus on value Convenient, high-quality prepared food options Loyalty programs that drive repeat visits Disciplined, strategic expansion The formula is working: In the most recent quarter, Publix’s revenues grew 7.0% YoY and its same-store sales rose 6.0%. Sprouts delivered even stronger results, with revenues up 17.2% and same-store sales jumping 10.2%. Our take: Publix and Sprouts show that even in a tough retail climate, disciplined execution on fundamentals still pays off. By doubling down on value, convenience, loyalty, and strategic expansion, both are positioning themselves for durable growth in a category where shopping habits tend to stick. Their clear, consistent playbook is helping them gain ground while many competitors stand still.

Airbnb may launch a loyalty program at some point, chief business officer Dave Stephenson told Bloomberg. The company has all the ingredients “that would make a compelling loyalty program,” he said—especially following the launch of Airbnb’s services and experiences booking platform. While it’s hardly surprising that Airbnb, a company that has thoroughly disrupted the travel industry, would be reluctant to copy its competitors’ approach to loyalty, there is something to be said for simplicity. What worked for Amazon may not translate as well to Airbnb, given the number of competing platforms that offer similar services—and the fact that most of what it offers is highly discretionary.

The trend: Protein is having a moment. Some 44% of US consumers—and 51% of Gen Z and millennials—are actively trying to boost their intake, turning protein into a must-have across categories. Our take: Protein-rich, better-for-you products are proving to be a rare bright spot amid a challenging consumer landscape. Shoppers—especially younger, health-conscious ones—are still willing to pay a premium when the nutritional value feels worth it. For CPG brands and foodservice chains, protein is a high-impact lever to drive growth and relevance. But sustaining that momentum requires more than a nutrition label. If the taste, format, or experience falls flat or feels like a gimmick, consumers won’t hesitate to walk away.