The future of the CPG landscape and how to navigate it – an interview with Globalpraxis leadership
Globalpraxis’ Jean-Paul Evrard, managing partner and founder, and Philippe Marmara, senior partner and senior vice president, answer questions about the future of the CPG industry.
1. How do you see the CPG landscape evolving over the next 5–10 years?
Jean-Paul:
The CPG industry is entering a period of structural change. Consumers are becoming more selective, which will strengthen brands with clear value propositions and weaken those that lack distinction. Retailers and private labels will continue to raise their game, intensifying competition. At the same time, route-to-market models will need to become far more precise – driven by granular insights, smarter pricing, and omnichannel execution. And sustainability will evolve from a communication pillar to an operational obligation. Overall, it will be a decade where clarity, discipline, and excellence in execution matter more than ever.
Philippe:
Over the next 5–10 years, the boundaries of the CPG world will blur even further. Consumer decisions will increasingly be shaped by digital ecosystems, AI-powered recommendations, and influencers – meaning loyalty will be earned in new ways. Supply chains will have to become more resilient and diversified to cope with volatility. And product development will accelerate thanks to data and rapid experimentation. Companies that can integrate technology, understand micro-trends, and act quickly will define the next wave of growth.
2. Which emerging trends will have the most transformative impact on businesses and consumers?
Jean-Paul:
Three major trends stand out. First, consumers want more personalized solutions – products, prices, and experiences tailored to their specific needs. Second, value is being redefined: Shoppers are looking for the “right” value, not simply the lowest price, and they switch brands much faster. Third, sustainability is becoming a system-level requirement, influencing packaging choices, sourcing strategies, and even product margins. These trends will force companies to rethink how they build relevance and responsibility at the same time.
Philippe:
AI-driven discovery is transforming how consumers find products, evaluate them, and make choices. Hyper-localization is another powerful trend – people want offerings that reflect their culture, their community, or their tribe lifestyle. And the merging of physical and digital journeys means that the classic channel distinctions no longer matter. Businesses will need to orchestrate a seamless end-to-end experience, from online inspiration to in-store purchase. These shifts will challenge traditional CPG models and reward those who adapt rapidly.
3. How is Globalpraxis positioning itself to anticipate and lead these industry changes?
Jean-Paul:
We’ve strengthened our core capabilities in analytics, revenue growth management, and route-to-market design. Clients need sharper insights and faster decision cycles, so we’ve built tools and methodologies that turn data into action at a market, channel, and even outlet level. We’re also working in more collaborative and agile ways – co-creating solutions alongside client teams, testing ideas in real time, and focusing on measurable impact. Our goal is to help clients navigate complexity with clarity and confidence.
Philippe:
We’re fully integrating AI and simulation capabilities into our strategic and operational work, allowing clients to model scenarios and make decisions with much more precision. We’ve also reinforced our expertise in transformation – helping organizations adopt new ways of working that support agility and continuous learning. And we are strengthening our global reach while deepening local insights, because industry shifts don’t happen uniformly across markets. This combination enables us to anticipate what’s coming and guide clients through it effectively.
4. Innovation is key to staying ahead. How do you define innovation at Globalpraxis?
Jean-Paul:
For us, innovation is about finding smarter ways to solve clients’ most persistent challenges. It’s not about novelty for its own sake; it’s about solutions that can be executed and scaled across markets. Whether through more granular insights, redesigned commercial models, or new operating approaches, innovation must deliver tangible business value. We focus on practical, actionable innovation – ideas that clients can take ownership of and that generate sustainable results.
Philippe:
We define innovation as the combination of insight, creativity, and disciplined execution. It starts with questioning assumptions and reframing the problem. Then we draw on field learnings, analytics, and market signals to shape new solutions. And finally, we test and refine those solutions to make sure they work in the real world. Innovation at Globalpraxis is not a separate activity – it’s embedded in how we think, how we build strategies, and how we help clients grow.
