The news: Seven & i Holdings is making a bold expansion push to modernize 7-Eleven and better align with evolving consumer expectations. Our take: Convenience stores face an array of challenges, from slowing growth to rising competition across brick-and-mortar and ecommerce. That’s why Seven & i’s push toward larger-format stores, fresh food offerings, and strategic expansion is a bold attempt to reposition 7-Eleven in North America. That won’t be easy. But if the brand can deliver on food quality and reimagine the in-store experience, it has a real shot at winning over a new generation of consumers.
The news: Instacart’s efforts to win over more cost-conscious consumers and its growing suite of enterprise and advertising solutions helped the company handily beat Q2 expectations. Coming on the heels of record quarters for DoorDash and Uber, Instacart’s strong results point to resilient demand for delivery services in an otherwise challenging consumer environment. Instacart’s strong Q2 shows that the company is well-equipped to manage any slowdown in US digital grocery sales—as well as fend off growing competition from Uber and DoorDash. The surge in orders will be particularly reassuring to advertisers, particularly the many CPGs looking to increase marketing spend.
The news: McDonald’s delivered strong Q2 results that topped analysts’ expectations, signaling a rebound in its core US market. Our take: McDonald’s regained its footing in Q2 after posting its steepest same-store sales drop since the pandemic. While rivals like Yum Brands and Chipotle struggled with consumer pullback, McDonald’s played to its strengths by leaning into value, nostalgia, and limited-time promotions.
Demand for food delivery strengthened in Q2, DoorDash and Uber said, as more customers become used to ordering restaurant meals and groceries online. Order frequency on Uber’s delivery platform reached all-time highs during the quarter, CEO Dara Khosrowshahi said in prepared remarks, while volumes and profitability for the unit also hit record levels. Delivery bookings jumped 20% YoY, while revenues surged 25%. DoorDash also broke records, with total orders (up 20% YoY), marketplace GOV (up 23%), and revenues (up 25%) all surpassing previous quarterly highs. Food delivery is one area that is so far immune to uncertainty—a sign that consumers are increasingly wedded to services that offer convenience, and are willing to pay a premium (or at least a membership fee) to get food and other goods delivered quickly to their doors.
The news: Yum Brands Q2 earnings and revenues fell short of analysts’ expectations. Our take: Despite Yum Brands’ efforts to sharpen its value proposition, economic uncertainty still took a bite out of its performance. Consumers are thinking twice about where and when they eat out amid growing concerns over tariffs and a weakening labor market. That caution is hitting nearly every quick-service chain, from Chipotle to McDonald’s, and Yum Brands isn’t immune.
Ulta Beauty is tapping into trends like Korean beauty and wellness to stay relevant with younger consumers while Pop Mart has created viral excitement around its collectibles through smart digital marketing and gamification. In addition, Urban Outfitters has launched a back-to-school dorm makeover contest and Away Luggage is enhancing the travel experience with a giveaway. Here are the eight most interesting retailers and brands from last month, as ranked on our “Behind the Numbers” podcast.
The gap between retail’s most and least digitized categories will grow even wider.
9 in 10 Americans (93%) plan to cook at home as much or more in the next 12 months compared with the previous year, according to HelloFresh’s State of Home Cooking report. That shift is as much due to financial considerations as it is to a general desire among consumers to eat healthier. The shift to eating at home creates a prime opportunity for meal kit providers like Hello Fresh, provided they can make the case to consumers that their menus offer value for money—while also satisfying their seemingly-unquenchable desire for protein.To that end, these companies could highlight their budget-friendly options, as well as put the nutritional value of their meals front-and-center, while emphasizing the convenience that such kits provide.
The playbook: Amid mounting pressure across the grocery sector, Publix and Sprouts Farmers Market are gaining ground by leaning on four core pillars—each executed with their own twist: A sharp focus on value Convenient, high-quality prepared food options Loyalty programs that drive repeat visits Disciplined, strategic expansion The formula is working: In the most recent quarter, Publix’s revenues grew 7.0% YoY and its same-store sales rose 6.0%. Sprouts delivered even stronger results, with revenues up 17.2% and same-store sales jumping 10.2%. Our take: Publix and Sprouts show that even in a tough retail climate, disciplined execution on fundamentals still pays off. By doubling down on value, convenience, loyalty, and strategic expansion, both are positioning themselves for durable growth in a category where shopping habits tend to stick. Their clear, consistent playbook is helping them gain ground while many competitors stand still.
The trend: Protein is having a moment. Some 44% of US consumers—and 51% of Gen Z and millennials—are actively trying to boost their intake, turning protein into a must-have across categories. Our take: Protein-rich, better-for-you products are proving to be a rare bright spot amid a challenging consumer landscape. Shoppers—especially younger, health-conscious ones—are still willing to pay a premium when the nutritional value feels worth it. For CPG brands and foodservice chains, protein is a high-impact lever to drive growth and relevance. But sustaining that momentum requires more than a nutrition label. If the taste, format, or experience falls flat or feels like a gimmick, consumers won’t hesitate to walk away.
Consumer goods giants Kraft Heinz and Unilever are moving to stimulate demand in a challenging sales climate by increasing marketing spending on their most popular products. Both companies are betting on marketing to spur demand and improve brand equity in a slower-growth climate. But the question is whether stepped-up marketing will be enough to overcome rising consumer caution, particularly in categories like snacks and personal care, where purchases are more discretionary in a tariff-driven environment. Increased investments in promotions could pressure margins in coming quarters.
As tariffs push prices up, consumers are reevaluating their brand loyalties—and many are walking away for good. What once felt like long-term relationships are now being tested by sticker shock, with even high-income shoppers turning to discount retailers and finding satisfaction in switching.
North America was a bright spot for L’Oréal’s otherwise mixed Q2. Like-for-like sales in the region rose 8.3% YoY, more than twice the consensus estimate of 4%. L’Oréal’s bullishness about the health of the beauty sector is decidedly at odds with some of its peers. That doesn’t mean its optimism is entirely misplaced: L’Oréal is better positioned than its peers to capitalize on the beauty ecommerce boom, while its local manufacturing model significantly reduces its exposure to tariffs.
The news: Consumer packaged goods (CPG) marketers plan to hop on the AI train and scale up their retail, social, and connected TV (CTV) ad spending, but challenges around audience and data fragmentation remain. Nearly two-thirds (62%) of CPG marketers expect to increase their retail media spending in the second half of 2025, per MediaOcean’s 2025 H2 Market Report, compared with 59% for social platforms and 55% for CTV. Our take: Using creative AI tools like one recently added to YouTube Shorts to resize and retarget content for different social platforms can maximize campaign reach. CPGs are huge advertisers, and when they pivot, they can influence the entire market. Broader marketers should follow their lead not only in spending but by immediately testing AI tools in high-impact internal areas like CTV creative or retail copy optimization.
Procter & Gamble is hedging its bets as it grapples with higher costs related to tariffs and “stressed” consumers. The CPG company expects organic growth between 0% and 4% this year—a notably wider range than it usually forecasts, underscoring the uncertainty it (along with the rest of the CPG and retail industries) faces. Uncertainty is the byword for this year. While consumer sentiment is recovering, financial pressures, particularly on low-income households, remain—and are likely to intensify as tariffs boost inflation and the “Big Beautiful Bill” curbs buying power. Regardless of which way sentiment is headed, there is no question that tariffs are reshaping consumers’ purchasing decisions.
The situation: Despite logging a sixth consecutive quarter of negative comps in FY Q3, CEO Brian Niccol—who famously steered Chipotle out of its food‑safety crisis—said Starbucks’ turnaround is running ahead of schedule. Our take: While it’s encouraging to see Starbucks take some small steps in a positive direction, the road is still steep. Consumers remain price‑sensitive, agile rivals in the US and China are taking multiple paths to steal share (both value‑led and trend‑driven), and commodity costs are rising. To break out of its sales slump, Starbucks must execute on four fronts: Make service faster and better. The chain needs to speed up service without sacrificing the high-touch hospitality that Niccol is seeking. Find ways to differentiate. It’s easy to roll out new offerings, but it's hard to develop unique beverages that consumers will clamor for rather than recoil at (who can forget Starbucks’ Oleato line of olive oil-infused drinks?). Lean on technology. Refreshing Starbucks’ Rewards program and revamping its app are proven tools to drive occasional customers back into its stores. Stabilize China. Price cuts may lift traffic, but Starbucks needs to balance volume gains against margin erosion and fend off lower‑priced competitors such as Luckin. Nailing these pillars—speed, product innovation, tech‑powered engagement, and a calibrated China play—will determine whether early green shoots turn into sustained growth.
The trend: While rising cost-consciousness is causing consumers to think twice before indulging in a burrito, they’re still saying yes to a splurge-worthy drink. Beverages have emerged as one of the hottest growth categories in US foodservice, offering quick-service restaurants (QSRs) a high-margin way to boost traffic and ticket sizes amid inflation fatigue. Sales at beverage- and snack-focused chains surged 9.6% in 2024—the largest annual growth of any restaurant category, according to Technomic data cited by The Wall Street Journal. For comparison, burger chains—despite generating more total sales—grew just 1.4% over the same period. Our take: The beverage boom is fueled by novelty, shifting habits, and the hunt for higher margins. Consumers are stressed. Amid economic uncertainty, nearly half (44%) of consumers turn to comfort or junk food to cope—and specialty drinks offer a relatively affordable way to indulge without breaking the bank. They crave novelty. Limited-time drinks with bold flavors, bright colors, and TikTok appeal are strong traffic drivers, especially among Gen Z, who are eager to try what’s new while it lasts. Younger consumers are drinking less alcohol. As Gen Z and millennials cut back on alcohol, drinks like iced coffees, chillers, and fruity refreshers are filling the social gap with fun, flavorful alternatives. Chains are chasing margins. Beverages typically carry higher profit margins than food and are often (but not always) operationally easier to tweak. Adding a new syrup or topping is simpler than introducing a new entrée, making drinks an efficient way to drive both sales and excitement.
As more consumers start GLP-1 treatments, some CPG brands must work harder to stay in shopping carts. As many GLP-1 users eat less and change their diets, it opens new challenges and opportunities for retailers and marketers.
Chipotle lowered its FY sales forecast after same-store sales fell more than expected in Q2, marking the second-straight quarter of declining traffic as wary consumers think twice about dining out. Chipotle’s Q2 struggles clearly show that consumers are becoming much pickier about where they choose to spend their money. The vast array of meal deals available in the QSR marketplace means Chipotle can no longer compete on value alone—making menu innovation and limited-time offerings even more necessary to drive traffic.
The news: Coca-Cola and PepsiCo are expanding their portfolios by leaning into better-for-you trends and ingredient transparency. Our take: Even with Coca-Cola and PepsiCo’s massive brand equity, they face the same fundamental challenge as all CPG brands: competing against private labels offering innovative flavors at lower prices, and better-for-you upstarts chip away at brand loyalty. While ingredients like cane sugar and prebiotics may not sway every shopper, they appeal to increasingly fragmented consumer preferences. Expect more targeted innovations as soda makers try to balance nostalgia with modern demands for wellness, transparency, and functional benefits.