Changing Consumer Values: Building a Competitive Proposition
Understanding shifts in consumer values lies at the heart of survival for many retail and consumer brands. Successive waves of disruption have permanently altered much of the landscape, with the rise of digital, the shift to online, a global pandemic and geopolitical tensions all forcing changes in ways that were once unimaginable.
Our latest report, Changing consumer values: Building a competitive proposition, contains data-driven insights developed from nationally representative consumer panel surveys comprising over 5,250 households across France, Germany, Italy, Spain, Switzerland, UAE and the U.K. Our key findings cover:
• Defining value and the five consumer archetypes - The consumer value proposition
• Megatrends shaping change in consumer values - Flight to value as cost-of-living rises
- Consumer values differ by category and channel
- Environmental, sustainability and governance (ESG) and the conscious consumer
• The evolution of consumer values and how retailers and consumer brands must urgently react
- Defining a strong value proposition
- Redefining customer experiences
- Evolving operating models
- Flexible supply chains
- Data, insights and personalisation
To better understand the future of physical space in U.K. retail A&M has partnered with Retail Economics to provide new data-backed insights into the ‘perfect storm’ sweeping through the industry.
Global professional services firm Alvarez & Marsal (A&M) announces today the appointment of Anna Kahn as Managing Director in its Consumer & Retail team, within its EMEA Corporate Transformation Services practice.
The creative disruption being generated by artificial intelligence (AI), geopolitical turmoil, and competition from Chinese corporates increasingly moving up the value chain, is presenting both opportunities and challenges. Shareholders will be looking for European corporates to capitalise on the opportunities and mitigate the challenges.
Managing Director Richard Holt explains why an aligned operating model is critical to resilience and long-term value creation. He outlines practical questions and levers boards can use to clarify where value is created, build operational agility at scale, and strengthen capital engagement strategies and investor communication.
A&M Managing Director David Podolsky was featured in a new Fortune article, breaks down why turnarounds are so pivotal and how leaders can move sooner, not later.
