Consumer products companies have entered this year with something we haven’t seen in a while: cautious optimism. That optimism—tempered by economic complexity, uneven consumer behavior and evolving regulatory expectations—emerged in presentations and conversations coming out of the recent ICR Conference 2026 and reflects broader trends we’re watching across the sector.
What is unmistakable is that companies balancing resilience with intentional growth will position themselves ahead of the curve. Below are themes poised to shape the consumer products landscape in the year ahead.
The consumer is holding up
Despite concerns heading into the holiday season, many consumer businesses reported outcomes toward the better end of the spectrum, driven by surprising strength in consumer spending. Even in the face of lingering inflation, elevated costs and general economic unease, certain consumer segments continue to power demand, giving retailers and brands a firmer footing than anticipated. And despite recent data showing a drop in sentiment, retail businesses continue to see resilient spending among consumers.
A key trend we’re seeing is the intensifying competition for the middle-income consumer. Conversations highlighted this group as the true battleground for growth—not the top or bottom ends of the K-shaped economy.
This year companies will need to refine product architectures, pricing strategies and channel approaches that reinforce value while maintaining quality and relevance. This is less about discounting and more about delivering products that feel worth it. To reinforce value, many brands are testing fresh ways to connect with consumers—from AI tools that guide product and brand discovery to new digital environments designed to make the experience feel more intuitive and relevant.
Proactive growth strategies: M&A, market expansion and global reach
One of the strongest signals for the coming year is a shift toward proactive growth strategies. Many mid‑market and private companies are openly discussing mergers and acquisitions not as an opportunistic tool but as an intentional path to growth, whether to expand customer reach, diversify product lines or strengthen competitive standing.
We’re also seeing renewed focus on strategic partnerships and ecosystem expansion, where companies look for ways to collaborate across sectors and markets to accelerate growth. Likewise, interest in global expansion continues to rise as brands explore new international opportunities for both revenue growth and supply chain diversification.
These moves correspond with another key trend: companies seeking smarter operational models that balance efficiency with long‑term scalability. Organizations looking to 2026 as a growth year are already evaluating market entry strategies, partnership structures and M&A pipelines to get ahead of shifting consumer and competitive dynamics.
Trade and regulatory unpredictability
Trade policy remains one of the most unpredictable variables heading into 2026. While many companies expressed some comfort with the current environment, most acknowledged that volatility hasn’t gone anywhere. Businesses that have invested in flexible supply chains and adaptive operating models are better prepared to weather new tariff actions or geopolitical disruptions as they emerge.
A broader industry trend here is the increasing emphasis on building structural resilience, from supplier diversification to improved visibility and transparency. Companies continue turning toward digital tools and data‑enabled risk management to strengthen their agility and reduce vulnerability.
Organizations preparing for 2026 should revisit trade‑risk protocols, assess dependencies and ensure supply chain strategies are calibrated to handle rapid shifts without compromising customer experience.
AI adoption is diverging
AI adoption across consumer products remains highly varied. Among some ICR presenters and attendees, AI barely surfaced as a topic. But among others—particularly large, digitally mature retailers—we saw highly practical AI use cases tied to consumer experiences, digital personalization and operational improvements.
This reflects a likely key trend across the market: a widening gap between organizations deploying AI today and those still laying the foundational groundwork. Larger organizations are embedding AI into customer journeys and decision-making workflows. Meanwhile, some midmarket companies are still focused on building the data infrastructure and internal capabilities required for future AI deployment.
If businesses aren’t actively transforming their data into a strategic asset, they’re already behind. In 2026, we expect to see more companies investing in architecture, governance and analytics talent, not just tools, to unlock AI’s full value.
Looking ahead
Across all these themes, companies are signaling a renewed sense of forward momentum. Those that have invested in resilience—stronger supply chains, operational discipline, data and digital capabilities, and thoughtful growth strategies—are entering 2026 with confidence.
The mandate for the year ahead is clear: stay proactive, stay data‑driven and stay flexible. Companies that can anticipate rather than react, and invest in capabilities that support long‑term agility, will be best positioned to convert today’s cautious optimism into tomorrow’s sustainable growth.
For more, check out our outlooks for the following sectors: consumer goods, food and beverage, and retail and restaurant.
