Reimagining the Consumption Economy

Changing consumer demand, evolving business models and uncertainty in the wider economy are reshaping the choices facing FMCG companies. The opening session will introduce “Reimagining the Consumption Economy” through a theme presentation on consumption / macroeconomic trends. It will examine the sources of growth, how these are likely to evolve, and the trade-offs between growth and profitability. These perspectives will frame the day’s discussions: diagnosing changes in demand and supply-side costs and risk, exploring responses through business models, portfolios and channels, and identifying the capabilities and leadership priorities that will shape the industry’s response.

Demand growth and supply-side uncertainty present a mixed picture for FMCG leaders. A short set-up presentation will frame the trends, followed by a CEO panel examining what has driven demand and whether that momentum can continue. On the demand side, the discussion will cover the divergence between rural and urban markets and the balance between premium versus value. Panellists will share how these patterns are playing out across their businesses and shaping expectations for consumption. The panel will also assess commodity prices and geopolitics, examining the implications on costs and supply-side risks.

Traditional FMCG companies and direct-to-consumer (D2C) brands face different choices in pursuing their next stage of development. A short set-up will examine where growth is coming from globally and in India, before a panel explores the options open to each model. The discussion will address incubation and acquisition: when to build a new business, when to acquire one, and the implications of either approach for the business. It will examine these choices from the perspectives of traditional and D2C players, comparing the rationale behind different routes and how companies can match their approach to the opportunities emerging in the market.

Portfolio transformation involves interrelated choices, and the path a company takes depends on its starting position. Through two to three company stories followed by discussion, this session will explore different approaches to reshaping an FMCG portfolio. Illustrative choices include building around themes such as health, indulgence and personalisation; focusing on premium or value, for example in a regional business; or entering new spaces. The discussion will examine the rationale behind each approach and how individual choices come together across the portfolio. The company experiences will provide a basis for comparing different paths to transformation.

Digital and physical channels influence how consumers encounter brands as well as how their purchases are fulfilled. A short set-up will frame these roles, followed by a panel on using these channels to drive FMCG growth. The discussion will examine approaches to demand generation and fulfilment in each channel, connecting consumer discovery and engagement with purchase and fulfilment. It will consider how these activities work together across the consumer journey and how companies can approach channel choices end to end. The focus will be on the different roles channels can play, rather than a debate about quick commerce versus general trade.

Learning from AI at scale in other industries can help FMCG leaders assess what the technology could mean for their businesses. A short set-up will introduce cross-industry experiences, followed by a panel exploring where AI has created value and what it has taken to scale its use. The conversation will examine practical implementation lessons, including what has worked, what has proved difficult and what these experiences suggest for consumer businesses. Discussions on AI would focus on measurable business outcomes, including productivity, consumer insights, marketing effectiveness and supply-chain optimisation.

Volatility puts leadership judgement, priorities and trade-offs to the test. This closing conversation with senior FMCG leaders will bring together the day’s themes against a changing macroeconomic and geopolitical backdrop. The discussion will connect shifts in demand and supply-side risk with the choices explored on business models, portfolios, channels and enabling capabilities. Drawing on their experience, leaders will examine how priorities change as conditions evolve, what can be learnt from previous periods of uncertainty, and where a different response is needed. The focus will be on the decisions leadership teams face: what to retain, what to rethink and where to act.