1、A New Dawn for the CPG Industry#FutureReadyThe consumer is deadChinese live streamer Li Jiaqi sold$1.7B of merchandise in a single 12-hour livestream.On average,five new CPG brands have launched every week in the past decade.Within 20 years,half of the S&P 500 will be new.The ever-increasing pace of

2、 change is stunning and companies are struggling to keep up with leapfrogging consumer expectations.At the same time,technology continues to rewrite the rules of business and reimagine the possible.Consumer goods companies seeking to build todays best-in-class capabilities will have fallen behind by

3、 the time the future arrives.At the heart of this change is the human being.The human condition continues to change at an ever-increasing pace.Technology and large-scale cultural forces fundamentally alter how people live,work,and play and,most crucially for CPG brands how we seek to satisfy needs r

4、anging from the most basic to the aspirational.The pandemic only accelerated those long-term trends.Today,people are re-entering the world with a set of permanently altered priorities and habits.Long live people1#FutureReadyOur Human NeedsHolistic Health&WellbeingDoing Real GoodVirtual(Re)creationBe

5、coming My Best MeI will continue to68%Shop more health consciously67%Spend more time on self-care and mental wellbeing59%Exercise more53%Use technology to access health care(e.g.,telemedicine)Plan to learn new skills or complete education online50%Are exploring new sources of income50%Even before C-

6、19,sustainably marketed brands Grew 7.1x faster than conventional products and continue to grow during pandemicOnly 16%of market share,but 55%of market growthPrice premium of 39.5%and increasing And,85%of individuals consider indulgence an important factor for healthHave purchased a physical good in

7、 a virtual world42%Metaverse for all ages:58%of Gen Z,61%of Millennials,53%of Gen X,and 34%of Boomersare interested in virtual livingSource:Accenture ResearchThese shifting habits,paired with the rapid advances in technology and the emergence of new disruptions like the metaverse,represent an inflec

8、tion point.By putting real people at the center of their thinking and embracing the potential of new technologies,CPGs have the opportunity to redefine the industry.Copyright 2022 Accenture.All rights reserved.4#FutureReadyWelcome to the new era of innovation powered by humansDisruption is increasin

9、gly driven by new business models predicated on human and other kinds of data,opening the door to new sources of growth.Data-led business models and engagement will not only differentiate brands,but also provide insight that drives new and continuous innovation.LOrals CEO,Nicolas Hieronimusmade the

10、following statement in his speech during CAGNY 2021:Its a virtuous cycle where we know what the consumer wants and at the same time,we feed our laboratories and our R&I with this consumer data that will allow them to invent future products.More than ever,individuals not companies are the ones who ow

11、n and architect the brand.And existing business models prove that consumers expect to be active participants at every stage:as investors through platforms like Indiegogo;as manufacturers with at-home options like Bartesian;and as creators,marketers and sellers through platforms like Etsy.This shift

12、is creating a tidal wave of innovation and increased competition.On average,five new CPG brands have been launched every week for the past decade,often with new business models that defy the conventional wisdom about what CPGs provide.Cest qui le Patron,a dairy company in France,actively involves co

13、nsumers in the co-development of the product and business model by giving each individual consumer the opportunity to vote on a variety of strategic decisions,including product design,production and even supplier compensation.This unusual consumer engagement has propelled the business to the No.4 da

14、iry brand in France.32These changes in human behavior are far from the only challenges threatening the industrys long-term prospects for growth.Competition among deep-pocketed incumbents continues to be fierce.Margins are increasingly under pressure as advertising,raw materials and other costs conti

15、nue to rise.Equally threatening is the continuing proliferation of channels and engagement models,with both traditional and online players increasing their span of control over end users.Pioneers like Alibaba reinvent retail through an ever-increasing array of services and platforms with massive imp

16、act.A single Alibaba Taobao live-streamer,Li Jiaqi,sold$1.7B(USD)of product in one 12-hour span during Singles Day 2021.Fifty-three percent of US consumers begin their product searches on Amazon,and Amazon generated over$30B in ad revenue in 2021,with 32%growth in Q4.Even traditional retailers such

17、as Walmart,Kroger and Tesco are monetizing their shopper insights to create new services such as retail media and data services that they can sell to brands to increase profits.The high cost of selling through digital channels,and the complexity of managing brands across so many of them,is forcing C

18、PGs to spend more just to sell the same products.#FutureReadyBetween a rock and a hard placeCPGs have a choice.They can be relegated to being simply the makers of products.Or they can rethink roles and relationships,reaffirming their critical place in the lives of human beings and shaping the future

19、 of commerce in this industry.Source:Accenture Research#FutureReadyProliferating consumer&customer commerce modelsAll these factors represent existential threats to the industry.As other players capture a larger and larger share of consumer attention,CPG leaders are asking:What should my role be?7#F

20、utureReadyUnlocking 360 ValueIn the past,investors saw CPGs as the providers of slow growth and reliable returns.Increasingly,investors are asking for more,and pressing companies to look at new sources of growth while also demonstrating resilience and responsibility.Financial success is not enough.T

21、oday,CPG companies need to embrace what we call 360 Value.This means looking beyond short-term financials to understand what generates enduring long-term,sustainable value in a world where people are more empowered than ever to choose the companies with whom they engage.A 360 Value approach balances

22、 short and long-term gains and simultaneously fulfills a range of objectives,from financial return to customer loyalty to employee wellbeing and diversity&inclusion to our footprint on the planet.Importantly,leaders must start to think of these as interrelated priorities,and not simple tradeoffs.Sus

23、tainability is a good example,where companies can generate outsized financial return by doing the right thing.Even in the midst of the turmoil created by the pandemic,60%of individuals told us they were making more sustainable and ethical choices.Analysis of Nielsen data by the NYU Stern Center for

24、Sustainable Business found that sustainably marketed products grew 7.1x faster than conventional products and garnered a 40%price premium.Investors,too,are demanding that companies act.Blackrocks CEO,Larry Fink,continues to highlight that“climate risk is investment risk”and that“climate transition i

25、s a historic investment opportunity.”He predicted that this would be represented in securities pricing,and in his 2021 Letter to CEOs,Fink pointed out that resulting capital reallocation against this opportunity actually accelerated during the pandemic.Breaking free of any legacy mindset or operatin

26、g model takes time,particularly for large organizations.This includes the long-established approach for achieving industry dominance.Historically,CPGs have focused on winning by targeting current industry best practices.But given the rate at which technology and consumer habits are evolving,what is“

27、best-in-class”will have changed by the time the company gets there.Thus,we encourage CPGs to take a cue from hockey great Wayne Gretzky:Future Ready CPGs make the leap to mastering emerging capabilities in the areas where they must win before the puck is out of reach.8The path forward#FutureReadySka

28、te to where the puck is going,not to where it is.“Future Ready CPGs will be a new breed of human-led,data-fuelledbusinesses,able to effortlessly reimagine,grow and endlessly reengineer themselves.With 360 Value as their North Star,these companies will have the visibility across their value chain and

29、 the flexible manufacturing capabilities to put real human beings with all their complexity,contradictions and unpredictable shifts in taste at the heart of everything they do.The transformation to being Future Ready begins when companies learn to incorporate humans as active participants in forging

30、 and defining their brands.The story is simple,and yet profound.Future Ready CPGs will:We have defined 12 Future Ready Characteristics that will be essential to CPG success within the next five years.#FutureReadyCreating the Future Ready CPGSeek and scale new growth,redefining the industry and their

31、 growth potential Create and deliver winning experiences,co-created with people and flexibly delivered as the partner of choice with customers and across the value chain Power their people so they can be human agents of new growth Unlock value through seamless,dynamic investment of resources Embrace

32、 sustainable purpose,integrated in their strategy,delivered through their offerings and executed through their operating modelThe CPG Company of the Future:12 CharacteristicsNo company today is fully proficient in any single characteristic much less across all 12 and you should not seek to be the ma

33、ster of all.By assessing their organizations capabilities against each of these characteristics today,leaders can set priorities for change that will drive the highest value for their organization tomorrow.#FutureReadySustainable&Responsible businessDeliver Winning Customer ExperiencesPower your Peo

34、pleUnlock ValueSeek and Scale New GrowthThe Characteristics of a Future Ready CPGCopyright 2022 Accenture.All rights reserved.1112The ways in which CPG companies identify and realize new growth opportunities are overdue for change.They need to move from thinking about the“total addressable market”(a

35、s defined by existing CPG categories)to the“total addressable problem”(as defined by human needs).The old pathways to innovation are not enough;people are demanding holistic solutions.If we are to seize these unconventional and superbly valuable opportunities,we must embrace new business models,disr

36、uptors and innovations from outside the industry.Seek and Scale New GrowthCopyright 2022 Accenture.All rights reserved.12Seek and Scale New Growth13Future Ready CPGs will be“human first”,collaborating with individuals as co-creators and integrating human needs and preferences into every part of thei

37、r process from R&D to marketing to sales and delivering seamless,relevant experiences for consumers and customers across channels.Create&Deliver Winning Consumer&Customer ExperiencesCopyright 2022 Accenture.All rights reserved.13Deliver Winning Customer Experiences14For any company,executing on stra

38、tegy comes down to people and executives increasingly express concern about their ability to recruit,develop and retain the intrapreneurial,flexible and future-skilled talent they need.Future Ready companies will work to empower and align their people around their organizational purpose,with the ski

39、lls,insights and technology that enable democratized decision-making and unbelievable productivity.Power Your PeopleCopyright 2022 Accenture.All rights reserved.14Power your PeopleFuture Ready CPGs will focus on a more comprehensive definition of value,continually allocating and reallocating resourc

40、es to meet consumer demand and maximize ROI beyond financials.Unlock ValueCopyright 2022 Accenture.All rights reserved.15Unlock ValueSustainable and Responsible BusinessDo well by doing goodSustainability is an overarching commitment that will inform every aspect of the Future Ready CPG,and must be

41、embedded in every one of the other characteristics.Todays piecemeal approach to investing in change does not meet the rapidly rising expectations of consumers,and often leads to accusations of greenwashing.Tomorrows leading companies will understand that sustainability drives long-term growth and vi

42、ability.Copyright 2022 Accenture.All rights reserved.16Sustainable&Responsible businessCopyright 2022 Accenture.All rights reserved.17Copyright 2022 Accenture.All rights reserved.17#FutureReadyNext stepsThough Future Ready CPGs will demonstrate proficiency in all 12 characteristics,not all should ex

43、pect to achieve world-class status in every characteristic in the near term.These characteristics are meant to help leaders forge a clear view of the long-term strategy for their company against which they can execute over the next five to seven years.Once aligned on a vision,CPGs should assess the

44、maturity of their organization against the 12 characteristics and identify the organizational,operational and cultural obstacles to delivering ambitious net new growth in the near-term and beyond.This will make clear which areas to prioritize to drive the highest value for their organization.No indu

45、stry can survive in a state of perpetual catch-up.However,too many CPGs,preoccupied with short-term value and mired in a legacy mindset,have fallen behind,while what is considered“best-in-class”continues to advance by leaps and bounds.These 12 characteristics provide a roadmap to building a flexible

46、,Future Ready business that can constantly reinvent itself to align with consumer expectations and better compete with younger,more nimble entrants.With that roadmap in hand,your organization can invest in the technological solutions,organizational capabilities and human factors it needs to achieve

47、Future Ready status.As your organization embarks on these changes,you must recognize the dependencies among the characteristics.For example,creating and delivering human-driven experiences will become easier when you commit to full value chain business planning,just as flexible intelligent manufactu

48、ring and fulfillment will be difficult to achieve without committing to fluid workforce management.As you make progress against each of these principles and characteristics,your organizations definition of value will change for the better,with less emphasis on short-term financials and a better alig

49、nment with 360 value.This is a formidable challenge that requires leaders who are focused but flexible and eager to embrace non-traditional paths.Above all,leaders must maintain a vision of 360 value that places human beings,with all their complexity and contradictions,at the heart of the entire org

50、anization,animating employees at every level and setting a course for perpetual growth.#FutureReadyCopyright 2022 Accenture.All rights reserved.19How to get startedEvaluate your organizations overall strategy and determine your current performance and level of aspiration against the 12 Characteristi

51、cs including those you will prioritize to create competitive differentiation.1Align your leadership on the prioritized characteristics,and the timeline for achieving competency in those areas.2Review your portfolio and transformation plan.Ensure you have initiatives in place to achieve Future Ready

52、status and that they are complementary and interconnected.Outline and regularly update your transition roadmap.3Valuate your organizations ecosystem to determine whether you have the necessary partnerships and resources to achieve competency in the characteristics you have prioritizedand those beyon

53、d.Be clear about which partnerships you lack and devise a plan for creating those working relationships.4Make the pursuit of Future Ready status an ongoing part of your overall business strategy.Internalize the understanding that achieving Future Ready status requires the adoption of a new way of th

54、inking,operating and actingboth today and well into the future.5#FutureReadyAccenture Analysis;Global data.LOral Finance:Presentation by Jean-Paul Agon and Nicolas Hieronimus at the CAGNY conference(loreal-)How millions of French shoppers are rejecting cut-price capitalism”,Jon Henley,The Guardian,D

55、ecember,2019,https:/ Healthworks:19 startups looking for AI-solutions in healthcareHow Iris Nova Is Growing Through Data and Technology(How It Works|Volition BeautyCoca-Cola and Wabi:revolutionary plan for local shops()https:/www.techcircle.in/2018/10/15/how-beverages-maker-paperboat-is-using-analyt

56、ics-to-personalise-consumer-tastesCNN-Breaking News,Latest News and VideosAlibabas Xunxi Technology Brings New Manufacturing Model to Factories|Alizilahttps:/ Hershey Company at CAGNY 2021,17th February Tech Enabled Consumer Product Company|AterianThe Method to their Success()How Method Is Disruptin

57、g The Monochrome Cleaning Scene Through Colour And Design|The Drum617References:18Oliver WrightSenior Managing Director,Consumer Goods Global LKaren Fang GrantManaging Director,Global Research Lead-Industry Networks&PAccenture is a global professional services company with lead

58、ing capabilities in digital,cloud and security.Combining unmatched experience and specialized skills across more than 40 industries,we offer Strategy and Consulting,Interactive,Technology and Operations servicesall powered by the worlds largest network of Advanced Technology and Intelligent Operatio

59、ns centers.Our 699,000 people deliver on the promise of technology and human ingenuity every day,serving clients in more than 120 countries.We embrace the power of change to create value and shared success for our clients,people,shareholders,partners and communities.Visit us at This content is provi

60、ded for general information purposes and is not intended to be used in place of consultation with our professional advisors.This document refers to marks owned by third parties.All such third-party marks are the property of their respective owners.No sponsorship,endorsement or approval of this conte

61、nt by the owners of such marks is intended,expressed or implied.Copyright 2022 Accenture.All rights reserved.Accenture and its logo are trademarks of Accenture.Sam HolmesManaging Director,Consumer Goods&SGuerric de TernayManagement Consulting Principal,European Innovation Lead Software&PAuthors:Abou

62、t AccentureAccenture Research creates thought leadership about the most pressing business issues organizations face.Combining innovative research techniques,such as data science led analysis,with a deep understanding of industry and technology,our team of 300 researchers in 20 countries publish hundreds of reports,articles and points of view every year.Our thought-provoking research developed with world leading organizations helps our clients embrace change,create value,and deliver on the power of technology and human ingenuity.About Accenture Research