EY refers to the global organisation, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.
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Consumer Products
Consumers are evolving faster than ever – what they buy, how they buy it, and who they buy it from are all in play.
Our latest thinking
Should your business shrink to grow?
Explore how simplifying your business can unlock greater profitability amidst rising costs and consumer pressures. Learn strategies for sustainable growth.
What it takes to maintain brand relevance in an era of endless choice
Brands face pressure as consumer habits change. EY Future Consumer Index shows CPG must focus on relevance and differentiation. Learn more.
The return of consumer confidence in Australia: Are we there yet?
Latest EY Future Consumer Index data shows a ray of light between the dark clouds of Australian consumer attitudes.
Tune into how consumers feel to navigate the uncertainty
The 14th wave of the Future Consumer Index explores how cost of living pressures affect different aspects of Australian lives and the resulting shifts in behaviour.
How to reach the independent consumer: the art of persuasion
Consumer products companies and retailers must find better ways to influence and engage the independent consumer. Learn more.
How to balance the CPG, retail and consumer relationship
Why the changing dynamic in the CPG and retail relationship, means consumer-centricity is more important than ever to stay relevant. Find out more.
How GenAI changes the way CPG and retail operate — and consumers too
As generative AI for business takes-off so do generative AI business use cases for retail and CPG. But GenAI will change consumer behavior too. Learn more.
Optimizing business costs for high CPG growth: A strategic approach
CPG leaders can make targeted cost cuts to build resilience, navigate economic realities and ensure future brand growth. Read to learn more.
Why consumer brands must look beyond Black Friday
Wave 13 of the Future Consumer Index explores the downshift in consumer spend and how brands and retailers must look beyond the current sales events to set up for a stronger 2024.
EY Future Consumer Index: when talk turns into action, be set for change
Brands must now choose sustainable packaging materials to keep goods fresh, but no solution comes without risk, investment or new partners. Learn more.
If you could meet tomorrow’s consumers today, what would you ask?
Using generative AI personas to bring to life tomorrow’s consumers today, we’re helping businesses shape preferable futures and stay relevant. Find out more.
How to serve consumers who rely on tech, but don’t trust tech
Our global research shows how digital is transforming the consumer and why relationships shaped by trust, respect and value are critical. Learn more.
Do you need a new digital path to reach the new digital customer?
Customers are changing faster than enterprises can track them. Organizations need to become more data-centric to catch up. Learn more.
Future Consumer Index: Five consumer types you need to understand
The 11th wave of the global study explores the emerging priorities that will shape future consumption patterns. Learn more.
How will the metaverse change our behavior as it reshapes experiences?
The potential impacts of the metaverse on human behavior are yet unknown, but behavioral economics can help us explore the possibilities. Find out more.
How to build supply chains that balance efficiency with resiliency
Amid the pandemic, IWS and end-to-end integration delivered supply chain resilience and growth.
Three priorities for accelerating your operating model transformation
Consumer products leaders must prioritize capabilities development as they seek to transform their operating models for the future. Learn how.
How a beverage company added refreshment to its supply chain
A lack of global integration led to wasted time, effort and money in drink production and warehousing. Thinking big produced big savings.
Is your operating model trailblazing or trail-gazing?
Consumer products leaders know they must transform their operating models. But are they transforming for today or tomorrow? Find out more.
Case studies
How GenAI is empowering talent at a PE-backed consumer brand
By using GenAI to remove routine tasks, a global consumer brand is harnessing the creativity of its employees and utilizing their time better.
How a cosmetics giant’s transformation strategy is unlocking value
Shiseido, the largest Japanese beauty company, is reimagining its functions, processes and systems to create a global operating model. Learn more.
How a frozen-foods powerhouse kept their cool on the way to being #1
A supply chain transformation helped a frozen-foods company keep up with demand throughout the pandemic and set the table for future growth. Learn more.
How to launch a sustainable direct-to-consumer business in no time
The Innovation and Experience Design practice at EY helped a Swiss cooperative identify a market niche and launch an entirely new business. Learn more.
How EY can help
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EY-Parthenon teams can help your business identify and implement consumer strategies relevant now as well as in the future. Find out more.
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EY Studio+ helps organizations build differentiated experiences that adapt with customers and drive sustainable long-term value. Read more on studio.ey.com.
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EY teams collaborate, co-create and innovate with our category-leading organizations to drive transformation, performance and growth.
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EY’s Operating model transformation can help consumer goods companies optimize today’s business while building the models of tomorrow. Learn more.
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The EY-Shopify Alliance team can help your business activate and scale e-commerce to increase the potential of online commerce. Learn more.
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Discover how EY's Smart Factory platform embeds manufacturing excellence by arming the shopfloor with dynamic predictive data analytics, virtual reality & AI.
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Supply Chain Reinvention helps clients effect a fundamental change in their performance to support sales growth, become more cost-competitive, minimize risk and improve operational resilience.
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