2022年影響CPG企業(yè)的三大消費(fèi)者趨勢(shì)（英）-Mastercard

TRENDSREPORT

TRENDSREPORT

MARCH2022

ThreeconsumertrendsimpactingCPGcompaniesin2022

THREECONSUMERTRENDSIMPACTINGCPGCOMPANIESIN20221

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Inmanyways,livinginapandemicthelasttwoyearshasputahyper-focusonconsumers–how,what,whereandwhytheybuy.

The“greatreset”inthelasttwoyearssparkedarecalibrationofourpriorities,valuesandbehaviors,andwithitcamethe“greatrewire,”anaccelerationoftechnologyadoption,aswellasenhancedinnovationandinfinitepossibilities.

Giventheseshifts,howwilltheCPGindustryattractnewconsumersandkeepexistingconsumersengaged?Severaltrendswillimpacthowcompaniesnavigate2022,includingquicklyevolvingconsumerneedsandlastingeffectsfromtheacceleratedshifttodigitaland–consequently-newtacticsforbuildingloyaltyandreimaginingconvenience.

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Evolvingconsumerneeds

“Theonlythingcertainisuncertainty.”

Thatholdsespeciallytrueforconsumerneedsandpreferences,makinglifeforanyCPGcompanymorechallengingthanever.The“greatreset”wascoinedbytheWorldEconomicForumtodeclarethatthere’snogoingbacktothewaythingswerepre-pandemic.

Oneofthemostsignificantchangeswasthemassiveandswiftadoptionofdigital.Bythesummerof2020,justafewmonthsafterthestartoftheglobalpandemic,thepercentageofretailhappeningonlinehadacceleratedforward2-3years

.1

Consumerandbusinessadoptionofdigitalandothernewtechnologyprovidedflexibilitythatwefullyembracedinhowwework,play,learnandshop.

Butthere’salsoaconsiderableamountofconfusionanduncertaintyamongconsumersinhowtheyviewtheirowngreatreset.Ourbrainsweren’twiredtohandlesomuchuncertaintyandchange,accordingtoexperts,andsomeconsumersexpressconcernaboutre-enteringsociety.Thegreatresetalsoincludedthegreatresignationaspeoplereexaminedtheircareersandlifegoals.

THREECONSUMERTRENDSIMPACTINGCPGCOMPANIESIN2022

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Twotrendsearningastarringrolearetheheightenedneedforsafetyandconvenience.Retailershaverespondedaccordingly,findinginnovativewaystogeteverydayproductstoconsumersinlow-touchways.Forexample,bringingagasstationconveniencestoreouttothepump,asCircleKdidintheUSandCanada,soconsumersdon’thavetocomeindoorstobuyasnackordrink.Orstaff-freegrocerystoressuchasSainsbury’sSmartShop,TescoGetGoandAmazonFresh,whicharetrialingintheUK.

TheseshiftingtrendsandevolvingshoppinghabitsmakeitallthatmoreimportantforCPGcompaniestostayclosertotheconsumer.Companieshaveaskedthefollowingquestionsforyears,buttheanswersarenowshiftingandseemlesscertain,whichonlyacceleratestheneedfordataandconsumerinsights.

?Whoisbuyingmyproduct?

?Wherearetheybuyingit?

?Whyaretheybuyingit?

?Whatelsearetheybuying?

?Whereelsearetheyshopping?

?Howmucharetheypaying?

?Howprice-sensitivearethey?

?Whatistheirpathtopurchase?

?Whataremynewcross-sellopportunities?

?Whatnewproductsshouldwelaunchtosatisfychangingconsumerneeds?

?HowshouldIshiftmydistributionstrategy?

?HowdoIbetterpredictdemand?

?HowdoIpredicteconomictrendsandincorporatethemintoourpricingstrategy?

Andthelistgoeson.

CPGsrequireasingleplatformencompassingawealthofdatafrommacrotoitem-level.Thiswillbekeytodeliveringsophisticatedandpredictiveinsights,longitudinalcustomerviews,crossretailercomparisonsandmoresophisticatedshoppersegmentsforoptimizedtargeting.

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Capitalizingonaccelerateddigitization

Theshifttoane-conomyhasbeenaboonforcompaniesabletocapturethedigitalwave.

Forexample,

P&Greported

thatitse-commercesaleswereup35%YoYin2021andnowrepresent$10billioninannualsales(equivalentto14%oftotalsales).

TheacceleratedshifttodigitalprovidesCPGsane-commercescalingopportunityandisakeydriverofthemomentumbehinddirect-to-consumer(DTC)strategies.Also,withmillennialsandGen-Zslookingforashoppingexperiencethatfeelsmorepersonalandconnectedtothebrand,DTCismoreimportantthanever.

ManyCPGcompanieshaveestablished(oracquired)theirownDTCchannelsandbrands,includingPepsiCoandMars.Thischannelprovidesmorerobustconsumerinsights,openingthedoorformorepersonalizedoffersandmessaging,allowingCPGstoforgethosecloserconnectionstoconsumers,whichhasalwaysbeenachallenge.

THREECONSUMERTRENDSIMPACTINGCPGCOMPANIESIN20225

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Duringthepandemic,PepsiCointroducedtwonewDTCsites—PantrySandS,whereconsumerscanorderspecializedbundlesofPepsibrandslikeQuaker,GatoradeandSunChips.Inaddition,Ssellsthecompany’sFrito-Layproducts.M&M’s,ownedbyMars,wasrecognizedin2021byForresterforhavingthebest-in-classDTCwebsiteamongCPGcompanies.ConsumerscandesigntheirownM&M’sandordergiftsets.

OnlinemarketplacesalsohaveakeyroletoplayinmanyDTCstrategies.Theirexistingscalemakesthemanextremelyattractivechannel,butofcoursethiscomeswithlesscontrolthananownedDTCchannel.ThetrickforCPGcompaniesisoptimizingtheirstrategiesforeachmarketplace,whichmayhavedifferentwaysofofferingproductstoconsumers,suchaspremiumsearchpositionsorongoingsubscriptionplans.Marketplacesfocusedonaparticularcountryorregionwillalsohavenuancesintheirmarketingandconsumerengagement.

Subscriptionshavealsorocketed.Globally,there’sbeenasignificantriseine-commercesubscriptions,suchaswineclubs,mealkits,petfood,weeklygrocerydeliveryandclothing.Nearly88%ofcountriesacross32marketssawasurgeinsubscriptionservicesin2021comparedtothepreviousyear,accordingtotheMastercardEconomicsInstitute’s“

EconomicOutlook2022

”report.Cloud-basedcomputing,whichallowsforaseamlesspaymentsexperience,hasbeenakeyenablerforthesubscriptioneconomy’sgrowth,resultinginarisingnumberofnewbusinessesandconsumerinterest.

SubscriptionsofferCPGcompaniesanotherwaytoreachconsumerswithuniqueservicesbasedonnicheneedsandpreferences,suchassustainabilityandproductstheycan’tfindinstores.Forexample,laundrysubscriptionboxesthatoffermoresustainableproductsandrefillsthatcutdownonpackaging.Othershaveseensuccesswithsubscriptionsforsnacksfromaroundtheworldoruniquepettoysandfood.

FindinginnovativestrategiestoconnectmoredirectlywithshoppersiskeyforCPGbrandsasconsumersgetmorecomfortablerelyingondigitalchannelsforabroadrangeofneeds.Andtherangeofchannelsavailabletoconnectiscontinuouslyevolving.Forexample,noonewouldhaveguessedfiveyearsagothatmarketingbudgetswouldbeallocatedtoinfluencersandshoppingthroughlivestreams.Aswecontinuetomoveintothefuture,testingtheimpactofthesenewsaleschannelswillbeimportantforCPGcompaniestooptimizemarketingbudgetsandcapitalizeonevolvingshoppingtrends.

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Uptheanteonloyalty

85%

ofadultssaythey’rewilling

totakepersonalactionto

combatenvironmentaland

sustainabilitychallenges

62%

sayit’snowmore

importantthatcompanies

behaveinsustainableand

eco-friendlyways

E-commercegivesconsumerstheabilitytoshoparoundmoreeasily,comparepricesandtrynewproducts.

But,asaresult,loyaltyinthedigitalecosystemiswildlymorechallenging,requiringsellerstoleveragehyper-personalizationwithsophisticatedtoolsandtactics.

Consumersarehitwithdigitalmessagesfrombrandseverysecondoftheday,whetherthey’recheckingemailorscrollingsocialmediafeeds.Butwithoutasenseofconnectiontothatbrandorhighlyrelevantandtimelymessages,thatdigitalcommunicationoftengetsignored.Hyper-personalizationmeanstailoringeveryinteractiontotheconsumers’needsandpreferencesacrossdigitalandnon-digitalchannels.Aloyaltyprogram,suchasNikeMembership,thatgoesbeyondrewardsbyofferingcustomizableproducts,earlyaccesstonewreleases,andaccesstoliveexperiences,encouragescustomerstoseamlesslytransitionbetweendigitalandnon-digitalinteractions.

Hyper-personalizationalsomeansconnectingwithconsumersonsharedvalues.Thegreatresetinspiredmorepurposefulbuying,whereacompany’svaluesplayabiggerroleinwhatconsumerschoosetobuy,evenifitmeanspayingmore.Globally,85%ofadultssaythey’rewilling

THREECONSUMERTRENDSIMPACTINGCPGCOMPANIESIN2022

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74%

Saidtheyhaveenrolled

inatleastoneCPG

loyaltyprogram,with

foodandbeverages

rankingthehighest

72%

Saidtheirparticipation

inloyaltyprogramshas

resultedinincremental

CPGpurchases

totakepersonalactiontocombatenvironmentalandsustainabilitychallenges.And62%sayit’snowmoreimportantthatcompaniesbehaveinsustainableandeco-friendlyways.Forexample,P&G’s“It’sOurHome”campaigntriestoreachclimate-consciousconsumerswithadsthatencouragechangestoourdailyroutines,suchasturningoffthewaterwhilebrushingourteeth.

Inadditiontoconnectedvalues,theconsumerappetiteforloyaltyprogramswithrelevantincentiveshasheldsteady.Inasurveyof2,200USconsumersin2021by

Loyalty360andPrizeLogic

,74%saidtheyhaveenrolledinatleastoneCPGloyaltyprogram,withfoodandbeveragesrankingthehighest.Consumerswhojointheprogramsareprimarilydrivenbytheincentivestheyoffer,and72%saidtheirparticipationinloyaltyprogramshasresultedinincrementalCPGpurchases.

Forexample,consumershavebeendrawntoloyaltyprogramslikeAnheuser-Busch’s

MyCoolerRewards

.Consumersaccumulatepointsforproductpurchasesandredeemthemforcertainitems.

RedBull

,knownforitsonlinesportscontent,rewardsitsloyaltyprogrammembersforwatchingandreadingcontent,makingpurchasesandotheractivities.Thosepointscanbeusedforeverythingfromproductdiscountstoexperienceslikefactorytoursanddesigningaracinghelmet.

Consumersaredrivenbyincentivesanduniqueexperiencesthatnaturallytiebacktotheirownvalues.Loyaltyprogramsthatspeaktothoseuniquepreferenceswillwinthemostlong-termcustomers.LoyaltyandengagementsolutionslikeMastercard’sSessionMenablemarketerstobuildengagingloyaltyprogramsandpersonalizedcustomerexperiences.

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APartingWord

Theseconsumertrendswillcontinuetoevolve,heighteningtheimportanceofhavingtherightinsightstocontinueinnovatinganddevelopingtherightstrategiesforgettingclosertotoday’sevolvingconsumer.Thisisespeciallyimportantasthepandemicwanesandcompetitiononlycontinuestoexpand.

TolearnmoreabouthowMastercardhelpsCPGcompaniesaroundtheworld,reachouttoyourMastercardrepresentativeoroneoftheseexperts.

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