EY安永：2025年全球消费品行业状况报告：重拾品牌力量（英文版）

Thriving in a changing world by restoring belief in the power of brandsState of Consumer Products Report: reclaiming relevanceNegative Drift andthe risk of irrelevanceContentsDefensive Scale is not the answer Consumer reset:what people want — and how big brands can deliver itChoosing Disruptive Optimism Retail customer reset: how to stay relevant when you’re no longer in charge Capital markets reset:markets want consistent performance INTRODUCTIONFor decades, scale brought success to Consumer Products (CP) companies. They built mass-market brands that people trusted, believed in and even loved. They became part of the fabric of our daily lives, and they did it globally. But the rules have changed — and many big CP companies are facing a relentless drift toward irrelevance. We believe they can thrive again, and this report explores what that will take. At its heart is a simple but urgent choice: continue defending what’s slipping away, or act boldly to rebuild relevance with the three audiences that matter — consumers, customers (retailers) and capital markets. That means restoring belief in your brands, your strategy and your ability to lead, so you can shape your future with confidence. Because in this environment, an optimistic belief in the continuing value of mega-brands is not a by-product of success; it’s the starting point.EXECUTIVE SUMMARYThe Consumer Products industry is at a critical juncture. For decades, scale was the engine of growth — and big CP firms led the way. But the forces that once guaranteed success have weakened. In their place, a tougher landscape has emerged: one where size matters less, and where success lies in reestablishing relevance to consumers, customers and capital markets.In this report, we explore the risks and opportunities facing CP companies as they navigate this new terrain. We begin by examining the industry’s Negative Drift — a gradual but relentless erosion of confidence, both internally and externally. For many firms, decision-making is slowing, innovation is stalling, and belief in the brand’s ability to lead is fading. We then look at the way many companies are responding: by falling back on what we call Defensive Scale. This includes portfolio stretching, investment in owned channels and cost efficiency — moves that aim to preserve position rather than create new value. But the traditional levers of scale and control no longer offer protection. So while understandable, this posture risks reinforcing or even accelerating the slide toward irrelevance. But not all companies are retreating and assuming a defensive posture. Some are acting with what we call Disruptive Optimism — a shift in mindset and business practice that powers bold, focused investment. These companies are simplifying their portfolios; accelerating their investment in technology, so they can modernize their enterprise and make it fit for the future; focusing on growth and productivity; and engaging differently with consumers, their cust