By: Dave Slowik, EVP, CPG, Platforms, TV at Circana In the last few years, connected TVs (CTVs) and streaming devices have revolutionized how people consume content and how marketers track and collect data. This will continue to present opportunities and challenges for marketers in 2025 as they navigate new business models, harness the power of AI, and create immersive experiences. To stay ahead of the curve in the coming year, we’ve identified five trends marketers should keep their eyes on.   1. Increased competition in streaming services and the emergence of new platforms Marketers must adapt as streaming reshapes content consumption. Emerging platforms and technologies aim to refine and revolutionize content delivery. With growing competition among streaming services, expect businesses to introduce new models that merge traditional TV and over-the-top (OTT) offerings to stay ahead. Marketers need to focus on how platforms use data to enhance content recommendations and target audiences more effectively. Innovations merging linear TV with on-demand streaming will redefine media buying’s future. Additionally, live TV integration with streaming services could reshape hybrid models, significantly affecting how TV upfronts are structured and altering ad-buying strategies across traditional and digital platforms. 2. AI and advanced data-driven advertising AI will continue to fuel more personalized, real-time marketing, and marketers can expect to see new AI-powered tools and integrations that optimize the creative process, ad placement, and audience segmentation. AI’s ability to analyze large amounts of data and predict consumer behavior should result in more impactful ad campaigns and greater targeting accuracy. For TV upfronts and new front strategies, marketers should look for AI tools that power dynamic, real-time ad delivery and personalization across various platforms. The ability to integrate AI into TV and digital advertising lets marketers reach more specific audience segments, improve ROI, and maximize ad-spend effectiveness. 3. More opportunities to offer immersive experiences   Immersive technologies like augmented reality, virtual reality, and mixed reality could help redefine advertising this year. For marketers, that means exciting opportunities to craft engaging, interactive ad experiences that go beyond conventional formats. For TV upfront and new front strategies, immersive technologies could pave the way for ads that allow consumers to interact with the brand in new ways. Imagine a commercial where viewers can explore a product in 3D or participate in an interactive storyline. These technologies could change the advertising landscape, creating more engaging and memorable experiences. 4. Consumers increasingly empowered to protect their data privacy Connected devices, including CTVs, are collecting increasingly sophisticated data and employing advanced tracking technologies. As these devices gather extensive personal information about consumers, such as their viewing habits, app usage, and even voice data, the industry should anticipate updated privacy policy implementation and technologies designed to empower consumers to protect their data privacy. With awareness and regulatory scrutiny growing, consumers, policymakers, networks, and platforms will increasingly prioritize privacy protection for CTVs and other connected devices. 5. Growing consumer demand for sustainability and social responsibility in marketing Consumers will continue to prioritize sustainability, so marketers will need to look for innovations and frameworks that align their advertising strategies with ethical and environmental goals. This includes new platforms and technologies that support energy-efficient advertising and sustainable practices in content creation and distribution. It’s particularly important to focus on reducing advertising waste, which will require minimizing the resources used in ad production and delivery and ensuring ads reach the right audience without unnecessary repetition. As consumers demand more transparency and accountability from brands, marketers will need to communicate their sustainability efforts effectively and hold themselves accountable for sustainable advertising methods. They should integrate messages about sustainability into ads and adopt eco-friendly technologies to minimize advertising campaigns’ environmental impact. The next year will be pivotal as marketers adapt to unprecedented technological changes and an unpredictable streaming environment. By preparing for what are shaping up to be important trends, marketers can design innovative campaigns that captivate audiences and deliver high-impact, measurable results. Do you have any questions for Circana? Email  GrowthInsights@circana.com .

By Jonathan Dizney, Senior Marketing Mix Director and Yeimy Garcia-Smith, SVP Global Measurement As advertisers finalize their Upfront/NewFront planning there’s real urgency to make data-driven decisions about where to allocate their budgets. With TV advertising dollars shifting between linear TV and other formats, marketers have to ask themselves an important question: Is our investment delivering results? While streaming and digital platforms continue to grow — a Circana study shows 75% of U.S. households now subscribe to an ad-supported subscription video on demand (SVOD) service — linear TV remains a critical part of the marketing mix. To better understand how marketers can maximize their impact across channels, Circana tracked TV spend across hundreds of global marketing mix models. The findings were clear:  Linear TV offers unique benefits that remain highly relevant in today’s fragmented media landscape. These insights underscore the significance of linear TV and provide actionable strategies for marketers to seamlessly integrate it into their overall investment approach. Benefits of Linear TV Advertising in 2025 Linear TV efficiently absorbs marketing spending . Typically, marketers must invest more than $1million per linear TV campaign, especially for large sporting events. Circana’s recent report on successful sports advertising strategies shows the high levels of investment are justified by the significant reach and impact linear TV can achieve. The ability to reach a broad audience through a single channel makes linear TV an efficient medium for large-scale campaigns.  Linear TV consistently delivers results . The predictability and reliability of linear TV make it a cornerstone for many marketing strategies. Unlike digital platforms where ad performance can be highly variable, linear TV can offer a stable and consistent platform. This consistency is particularly valuable for brands looking to maintain a steady presence in the market and build long-term relationships with their audiences. Linear TV helps build longer-term equity . TV can linger in the consumer’s decision-making process for weeks, but the impact of most digital media can be measured in days. TV has one of the largest half-lives among advertising channels, meaning it has a greater impact on sales over a longer period, which is important for building brand equity. The extended half-life of linear TV ads means their sales impact can be seen long after the initial airing, contributing to sustained brand awareness and customer loyalty. The high production value associated with TV ads also enhances brand perception and credibility. Linear TV drives strong ROI for brands . Circana’s marketing mix benchmark data shows linear TV return on investment (ROI) benchmarks are around $0.91; most other digital platforms are closer to $1. This means linear TV is a cost-effective channel, thanks to its extensive reach and long-term benefits. And combining high reach and long-term impact can lead to cumulative benefits that enhance campaigns.  Linear TV complements other advertising channels. Circana studies have shown integrating linear TV with other types of TV, such as streaming and addressable TV, can enhance campaigns. One Circana case study found 4.3% in synergies, the incremental sales generated when media drivers run concurrently, between portfolio mix, using both television and digital contributions. An integrated, multichannel approach allows brands to use each platform’s strengths to achieve reach and improve results. How to Incorporate Linear TV into Your Marketing Mix Strategy Linear TV will continue to be an important part of the advertising landscape, but given how quickly media is changing , marketers need to be strategic in how they approach it. Effective campaigns require a balance of investments in linear and other types of TV . Here are four practical tips to make it work effectively.  Inform and track TV advertising investment decisions  For a brand with an annual marketing budget exceeding $5 million, conducting a marketing mix analysis can be valuable. The analysis might reveal reallocating a portion of the budget from linear TV to digital streaming platforms could enhance overall ROI. The marketing mix model could suggest optimal flighting patterns, such as increasing ad spend during peak viewing times on digital platforms while maintaining a steady presence on linear TV. This approach ensures that the brand’s advertising spend is distributed efficiently across TV types. Adopt a phased approach to shifting TV spend . Rather than moving on quickly from linear TV, brands should consider a phased approach. This strategy allows them to gradually transition to other TV types while still benefiting from the volume contribution and half-life of linear TV. For example, a brand might start by reallocating 20% of its linear TV budget to digital streaming platforms in the first quarter, monitor performance and audience engagement, and adjust as needed. In the second quarter, the brand could increase the shift to 40%, continuing to analyze results and optimize its strategy. By the end of the year, the brand might have transitioned 60% of its TV spend to digital formats, while still maintaining a presence on linear TV to benefit from its reach and longevity. Measure the long-term impact of running TV year over year . Traditional media, like TV, often have longer half-lives than digital media. By maintaining a consistent presence on linear TV, brands can build cumulative effects that enhance long-term brand equity and sales. We recommend brands use a marketing mix vendor that offers a long-term marketing mix, between two to five years, to measure the short- and long-term ROI for TV and all other media tactics.  Adopt lift measurement to refine TV advertising execution. Marketing mix models provide essential insights into TV’s overall performance, but lift measurement enables marketers to refine execution at a more granular level. We recommend using a lift solution that captures ad exposure files and links them to household-level loyalty card data. Linking ad exposure data to verified household-level purchase data in lift measurement provides a more precise understanding of how TV drives incremental sales. This level of insight is what allows brands to optimize their TV strategies with confidence. Instead of just confirming that TV works, lift analyses can help answer key questions such as: Which TV creative delivers the highest impact?  What audience segments drive the most sales lift? (e.g., household age, income, presence of children)  Which dayparts generate the strongest results?  What frequency levels maximize lift without oversaturation?  How does TV resonate across different consumer demographics , including multicultural audiences ?  Linear TV continues to play a vital role in a balanced marketing strategy. By using advanced lift measurement solutions that connect ad exposure data to verified purchase data, marketers can go beyond surface-level insights to fine-tune their linear TV campaigns and enhance their impact. This approach helps brands make smarter investment decisions, improve creative and audience strategies, and ensure every TV dollar generates measurable results. Frequently Asked Questions About Linear TV Advertising Strategies What is linear TV advertising? The term “linear TV” is used to describe traditional television programming. With the advent of streaming services or SVOD, consumers engage with video content in many ways. Linear TV advertising strategies are aimed at traditional television programming through satellite or cable.  What are the differences between linear, connected, and over the top TV systems?  When talking about electronics, linear TV refers to televisions that receive programming via cable or satellite only. Connected TVs or CTVs are connected to the internet which allows the television to stream digital content via SVOD platforms. Over-the-top refers to televisions that get all their content exclusively via the internet and do not have traditional cable or satellite TV in any capacity.  What are upfront and newfront TV advertising strategies?  TV upfront refers to the annual period when TV networks and advertisers negotiate year-long deals. NewFronts refer to NewFronts Marketplace, which is a time during the year when content creators, platforms, and digital media companies share their upcoming content and potential advertising opportunities. Together, these terms refer to the seasonal time of the year when advertisers and content creators (both traditional and streaming) collaborate to plan year-long advertising strategies.  What are the differences between linear TV advertising and advertising on streaming?  Linear TV advertising involves understanding when users are likely watching a specific program. For example, a major part of linear TV advertising strategy is “prime time” or the time slots where viewers are most likely to watch television. Because streaming services are on-demand entertainment, advertisements can be tailored based on user data and audience segmentation, and there is less concern about when an advertisement will be played.  Is linear TV advertising still effective?  A common question companies have is how best to distribute their marketing budgets across different platforms. The prevalence of SVOD services can sometimes lead some companies to think linear TV is no longer relevant or effective. Data tells a different story, though. Linear TV is still effective, but changes in consumers’ media consumption should be considered when planning marketing campaigns. The biggest factor is how you understand your audience and its various segments. If you know who you are trying to reach, you can more accurately plan advertising strategies and effectively measure their impact on your target audience.

By: Sally Lyons Wyatt, Global EVP & Chief Advisor, Consumer Goods & Foodservice Insights Circana’s Key Takeaways Retailers and brands should offer both in-store and online education to SNAP shoppers to help them with ideas for recipes, shopping lists, and budget friendly meals. Beyond major holidays, retailers can create themed promotions, streamlined meal kits, and targeted deals for everyday occasions to help SNAP households save money  While SNAP shoppers are loyal to name brands, there’s an opportunity to combine private and brand name product deals to maximize value. Consumers who receive Supplemental Nutrition Assistance Program (SNAP) benefits wield tremendous spending power at retail and are a critically important segment to food and beverage brands. Approximately 18% of U.S. households used SNAP in 2024, and those households spent 26% more on CPG food and beverage than non-SNAP households. However, there are signs that SNAP households feel inflation’s effects more acutely than non-SNAP households. Indicators include: Across all CPG, foodservice, and non-food consumables categories, we see SNAP households’ contribution to marketplace spending down about 5 percentage points versus a year ago. While SNAP households continue to outspend non-SNAP households across all CPG products, in terms of dollars, units, and trips, their household spending levels stagnated in a year when all other consumers increased their spending.   SNAP shoppers make 22% more total trips than non-SNAP shoppers. Three ways to market to SNAP consumers in 2025 Retailers and brands evolve their efforts to reach SNAP shoppers by offering delivery services and providing more program information on retailer websites and apps, but they can – and should – do more. We’ve identified three ways retailers and brands can continue their efforts to deliver on value for these resilient shoppers. Offer in-store and online education. Retailers and CPG brands have a wealth of educational resources from the government and within their own organizations with which to create educational materials for shoppers. The U.S. Department of Agriculture (which administers SNAP) has an extensive library of resources to help SNAP recipients shop for healthy food on a budget. Many retailers and brands are using these materials well, giving shoppers helpful advice and guidance. But they need to keep going and get even more creative. Retailers and CPG brands can integrate these materials with services provided by the nutritionists and dieticians on their own payrolls to develop recipes, shopping lists, and meal ideas shoppers can access in stores or online.  Make meals more affordable year-round. Ahead of Thanksgiving, retailers pull out all the stops to make sure shoppers know about all the sales and promotions aimed at helping them save money when cooking their holiday meals. Holiday promos often include an estimated cost per person to help shoppers justify the cost of ingredients on the spot. Stores and brands push out text messages, emails, direct mail, flyers, TV and radio commercials, and more, with information about sale items, recipes, shopping and cooking tips, and meal suggestions to make shoppers’ lives easier during a busy time of year. Category and occasion managers work across categories and departments, looping products from the perimeter, produce, and center of store into promotions, to make it easier to find sale items and streamline the shopping trip. What if retailers were able bring the same kitchen-sink approach to smaller occasions throughout the year? That would require putting themselves in the midframe of the SNAP shopper who looks to a retailer for help with dinner occasions, snack occasions, or smaller celebrations like birthdays. Other occasions could be themed meals, like one-pan or sheet-pan dinners, or other time-saving scenarios. Tactics could include creating displays that have all the items needed for the occasion in one spot, like retailers already have for meal kits.  Promote occasion deals with private and name brands . While SNAP shoppers are trending up with private brands, they still contribute more to many brand names than non-SNAP consumers. We found SNAP consumers remain more loyal to name brands:  81% of SNAP dollars are spent on name brands. Given these shoppers’ preference for name brands, retailers can give shoppers deals with name brands and private brands to maximize the basket and potentially maximize profit. This could include running promotions on private brand pasta, private brand ground beef, and name brand marinara sauce, which would allow shoppers to realize value while continuing to demonstrate loyalty to their favorite brands. Many retailers already offer these types of deals, but we don’t see them applied consistently across retailers, brands, and channels. It’s important to keep in mind that SNAP shoppers are not a static, unchanging population bloc. The SNAP program is designed be a short-term safety net to assist a household as they navigate their way to self-sufficiency. The solutions and strategies brands and retailers adopt to engage them should be flexible and as varied as the shoppers themselves. Want to learn more about SNAP shoppers? Check out our on-demand webinar, Understanding the Resilience of SNAP Shoppers , and stay tuned for our upcoming podcast. Do you have any questions for Circana? Get in touch with us at  GrowthInsights@circana.com .

By Jonna Parker, Team Lead, Fresh Foods Group Circana’s Key Takeaways During a period of disruption, upgrading to weekly data deliveries during an affected period can help organizations act faster and with less guesswork about where and how consumers are responding. Understanding how much volume is driven by different kinds of consumers will be a clue to how fast (and how hard) it will be to recover. Brands should review co-purchase and switching data before, during, and after a disruptive event to update their knowledge of their own products. As the pandemic faded into the rearview mirror and U.S. consumers grappled with two years of historic inflation, 2024 was to be the year grocery retailers and manufacturers got back to normal. But the summer and early fall brought disruptive events in the form of headline-dominating food safety issues and the threat of a dock workers’ strike . An issue with deli meat left cases empty in some of the highest-volume U.S. retail chains in late July, and news of the pending strike in October led people to hoard toilet paper . Significant supply chain disruptions – whether caused by a strike, a recall, or a viral video-induced influx of consumer demand – can happen at any time to anyone in the retail food industry. While it’s impossible to be fully prepared for these kinds of disruptions, there are questions manufacturers and retailers need to ask themselves during a disruption to help them move from a reactive posture to a proactive one. The answers to these questions will help determine what the disruption means for consumers, and it will help manufacturers and retailers identify strategies to regain or even increase sales. Strategy 1: Look at the most current and detailed market sales data for the affected period. We always recommend manufacturers monitor their volume data on a weekly basis, rather than waiting for slow, high-level monthly or quarterly updates. When major supply chain disruptions occur, organizations need access to the latest granular data about market dynamics. Point-of-sale data is now available eight days after period close, even in fresh and random-weight categories. During a period of unprecedented disruption, upgrading to weekly data deliveries can help organizations act faster and minimize guesswork about where and how consumers respond. Strategy 2: Categorize your shopper types and understand how they impact your products’ volume. How does your product’s volume change based on different types of shoppers, such as new, lost, retained, and whether they are heavy, medium, or light users? It’s critically important for manufacturers to understand what’s happening to their volume – including knowing their products’ heavy, medium, and light consumers – before and after a disruptive event. Understanding how much volume each consumer type drives will be a clue about how fast (and how difficult) it will be to recover. For example, in the spring and summer preceding the U.S. deli meat disruption, the service deli industry was already trending lower in pounds and dollar sales versus the prior year. At the time, few realized more shoppers were leaving deli meat than were entering the category.  Diagnosing the category’s retention and buy rate problem prior to the emergency of food safety concerns signaled that recovering to pre-disruption pounds would take more than just getting product back on shelf. It will require a longer-term effort to earn back the heaviest buyers’ trust and assure them the category still offers value.  Source: Circana, Integrated Fresh Scan Panel, 9/12/21-10/6/24  Strategy 3: Consider how grocery supply chain disruptions are impacting other products. Disruptions to demand don’t just affect the item at the center – they also affect companion items and behaviors related to how that item is consumed or used. Brands shouldn’t assume they know with what other products their consumers use their product, what else they buy in the same basket, or products for which they are substituting. Instead, they should review co-purchase and switching data before, during, and after an event to update their knowledge of their own products.  For example, many thought deli’s loss would be a gain for packaged lunchmeat in the meat department, but at Circana, we knew very few packaged lunchmeat buyers also buy deli meat. The two spaces have very little overlap in the same trip and retailer. When deli meat was disrupted, it might’ve been easy to assume consumers would view these products interchangeably, but behavior and switching data told a different story. Source: Circana, Integrated Fresh Scan Panel, for the 4 weeks ending Oct. 8, 2024 vs. a year ago When a major disruption impacts a category or a retailer, many organizations opt to just weather the storm and adjust their strategies as events unfold. But organizations that proactively monitor their new, lost, and retained consumers, their volume data, and consumer switching behaviors can respond quicker and, in some cases, recover their costs.  Do you have any questions for Circana? Email GrowthInsights@circana.com .   Want to be prepared for the next disruption? Consider Circana’s Liquid Data Go™ to bring the power of big data insights to any size company or budget. Request your free trial today!

Key Takeaways People are shopping and eating differently — for reasons that don’t uniformly apply. You need to show up for different consumers in different ways. Affordability and convenience matter more than ever. Price and promotions may drive traffic, but relevance wins loyalty. The fight for future market share starts now. Staying relevant 365 days a year means taking a full 360-degree view of consumers, demographically and beyond. Here’s a scenario that might sound familiar: Every New Year’s Eve, people resolve to eat better and exercise more. Grocery carts are loaded with fresh fruits and vegetables. Lapsed fitness memberships are reactivated. However, weeks later, that same produce is still languishing in the crisper drawer of the fridge, and those memberships go dormant again. It’s a dance many U.S. consumers do every year. But one key thing is changing . At the grocery store at least, relevance now trumps aspiration. Consumers are less willing to squander their diminished buying power on perimeter items they won’t eat or can’t use conveniently. Traditional pricing and promotional strategies likely won’t change their minds. Now’s the time to pivot and respond. A deep dive into Circana’s proprietary data reveals what drives spending decisions in fresh right now. Here’s what you need to know. 1. Consumers no longer behave the way they used to . In 2023, 86% of annual eating occasions in the U.S. were still sourced from retail. How consumers shop for fresh today — and what they buy — boils down to one thing: what they eat . And what they eat depends much less on generic pricing and promotion strategies and much more on questions like: How easy is it to find what I need ? How long will this take me to prepare ? Can I use all of this ? Do I even like it ? Notably, it also depends on their age. Consider this: Consumers, especially those in Gen Z and millennial households, are leaning into less prep and less involved meals for dinner. Along with that, those same households are snacking more than three times a day , offering significant opportunities for fresh foods that are not always in consideration. How to win : Understand that fresh shoppers are not a monolith and leverage that to your advantage. Capture and keep shoppers by aligning your product mix to their desire for quality, convenience, and ease of purchase. Focus on making it easier to solve for the occasion, whether it’s the main meal or snack time. This leads me into a specific element of shifting consumer behavior I explicitly want to call out: 2. The “big shop” has left the building. Just-in-time shopping has replaced it. Consumers only buy the fresh they need, only when they need it — no more, no less. Why? To mitigate inflation and waste. This is one reason cost-sensitive consumers, particularly young millennial families, have shifted their fresh shopping toward less traditional channels. Since 2019, we’ve seen a shift of three full percentage points from traditional grocery share of fresh to mass, club, and specialty retailers. Discovery of quality products and positive shopping experiences have helped these channels retain their growing share of fresh foods. How to win : Volume is soft , but trips are up, and people still need to eat. Relevance is key. How can you redefine value in the face of inflation? Think multi-dimensionally beyond price. Quality, experience, and convenience all matter when retaining your place on the grocery list or bringing people into your store. 3. Relevance is relative. Being “the freshest” no longer wins, especially in younger households. Similarly, pricing and promotions may entice shoppers through the door, but if the overall experience doesn’t resonate, it may be their last visit. How to win : Be curious about consumer wants and needs . What are they asking for? How can you provide it? The most successful retailers and suppliers will use data to segment and gain insight into their consumers. Then, they will transform this insight into tailored solutions that span product mix and format and draw people in with the right messages via the right media at the right time. The bottom line Retailers and suppliers must work a little harder to define value, capture loyalty, and maintain relevance. We’re here to help. Watch our February Top Trends in Fresh webinar: Seizing the Opportunity in How We Shop and Eat Today . And stay tuned for our May webinar, where we’ll discuss how to activate and tailor to key customer segments using generational and other demographic insights. Questions? Email me!

Spain and Italy continue to lead FMCG recovery in Europe, overtaking sluggish markets in Germany and France National brands fight back against private label dominance through innovation and strategic pricing Beverages and confectionery decline as health trends reshape choices London, May 8, 2025  – Europe's FMCG market grew by 1.9% in value over the year, reaching €680 billion in the 12 months to December 2024. This was driven primarily by strong consumer demand for chilled, fresh, and ambient food categories, despite ongoing macroeconomic uncertainty and inflationary pressures, reveals Circana’s latest biannual Demand Signals report. The biannual report, which analyses point-of-sale data from Europe's six largest grocery markets (France, UK, Germany, Italy, Spain, Netherlands), and tracks performance across over 230 FMCG categories and one million SKUs, indicates significant shifts in consumer spending, with a marked preference for essential and convenience-focused products.  Notably, chilled and fresh food segments achieved strong performance, growing 2.2% in unit sales to 84.5Bn units, while ambient foods increased by 0.8% to 89.1Bn units, collectively adding €7.5 billion in absolute value growth year-on-year. Despite some signs of growth, there’s a note of caution as FMCG faces renewed uncertainty following a promising recovery in 2024. While nearly one-third of categories shifted from decline to growth and another 28% continued to grow, increasing economic pressures could stall momentum. Shoppers are becoming more selective, spending more on essentials, which grew by 1.6%, while cutting back on non-essential items, which declined by the same margin, as they look to better manage their budgets. Ananda Roy, SVP Thought Leadership Europe, Circana , commented: "The FMCG sector is demonstrating resilience in the face of continued economic turbulence. Consumers across Europe are prioritising value and convenience, prompting brands and retailers to rapidly adapt their product portfolios and promotional strategies." Private labels, which previously surged amid inflationary pressures and reached nearly 47% of FMCG unit sales, some 143Bn units, now face increasing competition from national brands. Through targeted promotions, product innovation, and smaller pack sizes, brands have regained ground, reversing some private label gains observed over the past few years. Roy  added: "National brands are fighting back against private labels, offering consumers differentiated value through innovation, sustainability, and enhanced product experiences. Private labels must now recalibrate to sustain their growth trajectory." Conscious consumers reshape spending amid inflation pressure Shoppers today are looking for more than just a good deal, they want versatile products that fit their lifestyle and are better for the environment. In fact, 68% prefer products that can adapt to different needs and occasions. Physical availability is also key, as over half of shoppers will look for a product again on their next trip, but many won’t go out of their way if it’s not there. Just as important is the product experience as 64% of dissatisfied trialists say they wouldn’t buy the product again, highlighting how trust and quality are essential for long-term success. Southern Europe leads FMCG value sales growth Spain and Italy are leading FMCG value sales growth in Europe. Spain's market grew by 4.9% , reaching €99 billion  in the 12 months to December 2024, driven by strong domestic demand and growth in chilled and fresh food categories (based on POS data). Italy rose 2.3% in value sales, driven by ambient food and drinks, while the UK grew moderately at 2% as convenience trends returned. The 3-year compound annual growth rate (CAGR) in unit sales to December 2024 shows a decline in Germany (-0.5%), France, and the Netherlands (both -0.8%), reflecting ongoing economic uncertainty and low consumer confidence. Health trends reshape choices as alcohol and confectionery sales drop Alcohol unit sales dropped -1.5% vs year ago, while Drinks showed small growth at 0.1% as consumers shift to healthier choices. Confectionery and baby food unit sales also declined (–1.0% and –2.2%) due to health trends and post-pandemic demographics. (POS ending December 2024). Non-edible FMCG categories are seeing a slow and uneven recovery, with only a few areas returning to growth. Beauty in Personal Care rose by 0.9% in unit sales, boosted by strong demand in the 13 weeks leading up to Christmas. Household grew by 0.6%, driven by increased sales of detergents and laundry aids. Growth was supported by new product launches and heavy promotional activity. Private label strategies have become more nuanced, with shifts observed across various European markets. Spain and Germany maintained strong private label penetration (49% and 43% value share of market, respectively), though recent momentum has slowed. France experienced modest growth in private label share, whereas the UK and Italy stabilised, reflecting intensified competition from national brands.

CHICAGO — Jan. 21, 2025 — Circana™ , a leading advisor on the complexity of consumer behavior, today announced the launch of the fourth cohort of its Diversity Advantage Program (DAP). Designed to empower minority- and women-owned businesses, the program provides access to valuable consumer data, expert coaching, and consulting services to help these businesses achieve growth and long-term success. The fourth cohort of the DAP includes 18 businesses within the consumer packaged goods and general merchandise industries, marking a total of 81 participants known as “DAPers” since the program inception. Each DAPer gains free access to Circana’s Liquid Data Go™ platform and Liquid Data Collaborate™ platforms, as well as legal support and exclusive DAP Masterclass Workshops that focus on training for essential business soft skills and knowledge. “The results we’ve seen diverse-owned businesses achieve through DAP over the past four years inspire us and make us proud to collaborate with them on their growth journeys,” said Boris Oglesby, executive vice president and practice leader, Circana. “Each DAPer brings a unique story and ambition, and supporting them in breaking barriers and reaching their goals is a privilege. We’re excited to welcome this new cohort and look forward to all they will accomplish.” New participants in Circana’s Diversity Advantage Program include: Azteca Bakeries BeautyStat Carmichael’s Honey Fashion Fair Luv Yu Bakery Mas Panadas Michele’s Granola Mingle Mocktails MyTagAlongs Nilo Brands Painterland Sisters RollinGreens Sanzo Seattle Chocolate Company Shaw’s Ice Cream St. Jean’s Cannery Superfoodio Tayion Collection As the program enters its fourth year, DAP is supported by more than 225 Circana employees in the United States, Canada, and the United Kingdom, who contribute over 15,000 hours annually to support participants. The program is strengthened by collaboration with additional retailer partners, including Sobey’s Canada, Kohl’s, and Macy’s. Circana selects program participants from businesses accredited by the Women’s Business Enterprise National Council and the National Minority Suppliers Development Council, as well as those recommended by retailers with their own diversity supplier programs. To be eligible to participate in Circana’s Diversity Advantage Program , companies must have annual sales between $1 million and $25 million and can be recommended by a participating retailer. For more details about the program and information on how to apply, interested parties can contact DAP@circana.com .

CHICAGO – May 1, 2025   –   Circana LLC today announced that Cara Pratt will join its executive leadership team as President, Global Retail and Media, effective May 27, 2025. In this newly created role, Pratt will drive Circana’s retail and media strategies. Pratt’s principal focus will be deepening Circana’s position as a strategic growth partner to retailers with an evolved service model, strengthened retail media network partnerships and enhanced capabilities. Pratt will also lead the company’s media strategies, leveraging the industry’s most comprehensive data, science and technology to improve advertising effectiveness.  Cara Pratt will join Circana's executive leadership team as President, Global Retail and Media, effective May 27, 2025 “We are delighted to welcome Cara to Circana’s leadership team,” said Stuart Aitken, Circana President and CEO. “Cara joining underscores the immense opportunity we see for our retail and media businesses, and our commitment to delivering innovative growth and media solutions that best serve our retail partners. Cara brings proven innovation and expertise, and we’re excited to partner with her and our clients to improve their business outcomes.”   “Retail and media are evolving rapidly, and our clients need to stay ahead,” added Jeremy Allen, Circana Chief Commercial Officer. “Cara’s deep knowledge and forward-thinking approach will strengthen our ability to deliver impactful results and help our clients navigate an increasingly dynamic and competitive landscape.”   Pratt brings two decades of expertise that will further position Circana as a leader in delivering innovative retail and media solutions that drive measurable value for retailers, brands, and consumers. Pratt joins Circana from 84.51°, the retail data science, insights and media company and wholly owned subsidiary of Kroger, where she serves as SVP, Media, Insights and Loyalty, overseeing Kroger’s integrated retail media, consumer insights and loyalty marketing business. Pratt was instrumental in the creation of Kroger Precision Marketing to connect media exposure with in-store sales, creating a more effective media landscape for brands and elevating the consumer shopping experience. Earlier in her career, Pratt served as a Retail Client Solutions Executive at Circana predecessor, IRI. Pratt also spent more than a decade at dunnhumby, where she held multiple senior roles, including SVP, Specialty Retail and Sector Expansion, before joining IRI.   “Circana is poised to revolutionize the retail and media landscape as a strategic growth partner delivering impactful insights and trusted advisory counsel,” said Pratt. “As a former employee and partner, I have a distinct appreciation for Circana’s unparalleled data, science, and technology. I am honored to join the company and look forward to influencing retail decision-making and helping the retail ecosystem win in today’s dynamic operating environment.”

The cost of everything from an oil change to new tires is being put under the budget microscope CHICAGO, Apr. 23, 2025  – The U.S. consumer is looking ways to stretch their spending, which presents a range of opportunities for the retail automotive aftermarket. Vehicles on the road in the U.S. are aging as consumers continue to avoid the rising price tag associated with a new, or newer used, car. Recent data reveals that aftermarket consumers are taking on both do-it-yourself (DIY) and trade-down behaviors when it comes to their automobile maintenance and repairs, according to Circana, LLC .  “There are 20 million more vehicles in the aftermarket ‘sweet spot’ — those beyond their original warranty — than there were in 2020,” said Nathan Shipley, automotive industry analyst for Circana . “Older cars mean more maintenance activity, but the cost of that maintenance can add up fast, leading consumers to find ways to save, including taking on some of it themselves.” Higher-income households, earning $100K or more annually, have driven the largest growth in the DIY retail aftermarket in recent years. Initially, this trend stemmed from increased free time during the pandemic, as consumers undertook their own maintenance or worked on personal projects like cars, boats, and ATVs. More recently, the growth reflects a shift from do-it-for-me (DIFM) to DIY. According to a February 2025 Circana consumer survey, 29% of consumers reported switching from having a professional change their automobile’s oil to doing it themselves to save money. Retail sales are reflecting this behavior, with motor oil and filters growing in unit sales demand for the past two years. Trade-down behaviors are increasingly evident across retail, and as prices rise, those behaviors are hitting the retail aftermarket. Tires, cleaning products, and wiper blades were most cited by consumers as product categories with higher prices that caused them to trade down to a different brand to save money. According to Circana’s tire sales data, the lowest-priced tier 4 tires surpassed the unit share of tier 1 brands in 2024, marking a significant behavioral shift. The average price of a tire in 2024 was nearly 50% higher than in 2019, and a tier 1 tire now has a price averaging $113 above that of a tier 4 tire. “Looking ahead, the factors influencing the current auto aftermarket shifts will not stop or turn around quickly, even if in-office work accelerates or new car demand picks back up,” Shipley adds. “Marketers in the aftermarket need to find ways to deliver and convey real value to the consumer, or risk losing out on this period of significant opportunity.”

On-demand Webinar This webinar, hosted in partnership with SNAC International, focuses on the recent performance of the U.S. snacking industry and the keys to future snacking success. Sally Lyons Wyatt, Executive Vice President and Practice Leader, Client Insights, looks at how snacking trends are changing post-pandemic and the key generational shifts driving the future of snacking. Speakers: Christine Cochran, President & CEO, SNAC International Sally Lyons Wyatt, Executive Vice President and Practice Leader, Client Insights, Circana

On-demand Webinar This webinar, hosted in partnership with firstmovr and Profitero, reveals how to overcome disparate data and measurements to unlock your brand’s omnichannel potential and increase your sales and share. Use our new OmniGrowth Playbook to drive profitable growth through holistic omnichannel strategies. Move beyond blind basics to activate the power of unique, integrated insights. Measure your business with the right balance of leading and lagging metrics. Review category case studies and best practices for activation. Speakers: Anne Zybowski, Vice President, E-Commerce, Digital Shelf, Circana Chris Perry, Chief Learning Officer and Co-founder, firstmovr Andrew Pearl, Vice President, Industry Insights, Profitero

14% of Millennial e-commerce shopping trips are stock-up trips. How can you harness this insight? Find out in this installment of our OmniGrowth webinar series, designed to unlock your brand’s potential and boost your sales and share. We’ve partnered with industry experts from firstmovr to provide you with the latest tools and insights to make the most of the omnichannel universe. This session explores: The latest omnichannel sales and consumer behavior trends to capitalize on marketplace opportunities How to develop proficiency in omnichannel analytics and identify online causal levers to drive and prioritize action New omniconsumer trends and their impact on loyalty through channel switching behavior Tips and strategies for integrating the omnichannel playbook approach into your 2025 strategic plans to unlock growth This webinar series is dedicated to empowering brands to thrive in the evolving omnichannel landscape. Set your brand apart with holistic strategy, activation techniques, and digital shelf causal insights. Speakers: Anne Zybowski , Vice President, E-Commerce, Digital Shelf, Circana Oskar Kaszbuski , Founder and Chief Growth Officer, firstmovr

The fresh foods landscape is more complex than ever, with shoppers making 10 more trips to the store than pre-pandemic to a wider array of stores. When fresh foods are ubiquitous well beyond grocery stores, how can retailers and manufacturers set themselves apart? In this webinar, Circana and FMI will dive deep into the latest food and beverage trends to unlock difference-maker opportunities that meet consumers’ fresh-food needs in unique and breakthrough impactful ways. We reveal our market outlook for the holiday season and uncover ways fresh retailers and manufacturers can separate themselves from the rest of the pack in 2024 and beyond. This session explores: The latest sales performance and shopper behaviors. Perspectives from our experts on the holiday season, new year, and beyond. Actions to differentiate from an increasingly crowded pack by understanding the competitive landscape for market share. A deeper understanding of the consumer groups with future opportunities (demographics, psychographics) and the importance of targeting vs broad general marketing. Why this year’s successes will not be enough to win and stand out in the future. Speakers: Jonna Parker, Principal, Fresh Center of Excellence, Circana Kelly Krumholz, Client Insights Consultant, Fresh Foods Consumer Specialist, Circana Rick Stein, Vice President, Fresh Foods, FMI Webinar no longer available.

On-demand Webinar Consumers continue to spend their dollars on frozen foods, but how and what they buy and prepare has changed. In this webinar, Circana dives deep into these shifts and reveals how they vary across life stage and dayparts. This session will discuss and explain: The latest frozen food trends and innovation Brick and mortar vs. e-commerce trends The top 10 frozen subcategories for each daypart How fresh and frozen interact across subcategories and in baskets Consumer frozen preferences by age and the top health and wellness trends by category Speakers: Sally Lyons Wyatt, Executive Vice President and Practice Leader, Client Insights, Circana This webinar is no longer available