CAGNY 2025: The consumer has changed. Who has adapted?

Anticipating Insights from Global Consumer Products Companies at CAGNY 2025

As I prepare to attend the CAGNY conference in Orlando with my colleagues Robert Holston and Marie Bos Burns next week, I find myself reflecting on the significant changes the Consumer Products industry has undergone since my last CAGNY in February 2020. It feels like 2025 is truly the first year of the new normal post-pandemic and all the disruptions we've faced.

Who is playing to win, and who is playing not to lose?

The past few years have been a whirlwind of challenges and transformations for Global Consumer Products companies. From navigating supply chain disruptions to adapting to shifting consumer behaviors, the resilience and innovation displayed by the industry has been remarkable. At CAGNY 2025, I’m eager to hear how companies are transforming to thrive in this new landscape.

In particular I want to see who can truly execute a growth agenda given all the headwinds in the sector and who is able to maximize their scale.? Companies have been talking about the changing consumer and channel environment for 15 years. The consumer has changed. Who has adapted?? ?Additionally, I’m keen to learn how companies are de-risking all of the geopolitical volatility, including potential tariff changes, regulations and supply chain disruptions.

Who can deliver relevant value to Investors (and Consumers)?

Consumer products companies continue to provide an attractive steady stream of free cash-flow and dividends. But in today's competitive landscape, delivering value to investors requires a delicate balance between volume growth, pricing, and maintaining healthy margins and profits. Which companies will demonstrate their ability to grow not just through increased sales volumes but also through strategic pricing that enhances profitability without alienating consumers? This balance is crucial in an environment where cost pressures and economic uncertainties are ever-present, and other industries offer greater investor returns.

Who will grow the market vs. just defending share?

Innovation and M&A will be pivotal. ?It’s relatively easy to acquire shelf space for innovation; but whose innovation is so meaningful that consumer demand keeps it there? I want to see companies demonstrating they can leverage their scale by rapidly scaling real innovation -either organic or through acquisition.? I’m looking to understand who needs to make strategic acquisitions that can provide access to new capabilities, markets, customers and consumer segments. Conversely, who is willing to make the hard choices to dispose of brands or categories where they cannot achieve competitive advantage and sacrifice the cash they generate to instead refocus resources on areas with much higher potential. And potentially which fast growing firms may themselves be acquisition targets.

Who truly has control of their Supply Chain?

It doesn’t matter how effective your product is, if its not on the right shelf in the right channel at the right time, shoppers can’t buy it. ?I’m looking forward to seeing who can demonstrate they have the demand sensing and supply chain agility to navigate the complexities of domestic and ?global supply chains. The disruptions of the past few years have highlighted the need for greater agility and resilience. ?I expect to hear about strategies for mitigating tariff risks, diversifying (or securing critical) supply sources, and leveraging technology to enhance supply chain visibility and efficiency. With volumes under pressure in many subsectors, who can make the brave choices to keep their manufacturing full, or explore more asset-light models?

Rise of AI? Demise of Sustainability?

Another critical area of focus will be how companies are truly delivering value from AI, versus merely exploring pilots and use cases. The 4th industrial revolution demands that every company has a digital core, and I want to hear about the tangible benefits being realized from AI implementations. Lastly, I’m curious to see where sustainability will be on the agenda, given the need to deliver results while maintaining a commitment to social and environmental responsibility. Many companies I speak to are using much more pragmatic language; focused on embedding sustainability in their strategies as the impact and opportunities are critical to long-term business success.

Looking Forward

The importance of competitive advantage cannot be overstated. Companies that can clearly articulate and demonstrate their unique strengths and how they leverage these to create value will stand out. Whether it's through superior supply chain management, a well-positioned portfolio of high equity brands, or innovative product offerings, showcasing these advantages will be key to gaining investor confidence. I look forward to an engaging and insightful CAGNY 2025 and am excited to share my learnings and takeaways with all of you.

What are you most interested in hearing about at CAGNY 2025? Share your thoughts in the comments below!