๐๐ ๐ฒ๐จ๐ฎ๐ซ ๐๐ซ๐๐ง๐ ๐๐ข๐ฌ๐๐ฉ๐ฉ๐๐๐ซ๐๐ ๐ญ๐จ๐ฆ๐จ๐ซ๐ซ๐จ๐ฐ, ๐ฐ๐จ๐ฎ๐ฅ๐ ๐๏ฟฝ
By Tanugrewal ยท November 13, 2026 ยท Curated by George's Blog
๐๐ ๐ฒ๐จ๐ฎ๐ซ ๐๐ซ๐๐ง๐ ๐๐ข๐ฌ๐๐ฉ๐ฉ๐๐๐ซ๐๐ ๐ญ๐จ๐ฆ๐จ๐ซ๐ซ๐จ๐ฐ, ๐ฐ๐จ๐ฎ๐ฅ๐ ๐๐จ๐ง๐ฌ๐ฎ๐ฆ๐๐ซ๐ฌ ๐ฆ๐ข๐ฌ๐ฌ ๐ข๐ญ, ๐จ๐ซ ๐ฌ๐ข๐ฆ๐ฉ๐ฅ๐ฒ ๐ซ๐๐ฉ๐ฅ๐๐๐ ๐ข๐ญ?
Itโs a question I believe every CPG leader should be asking.
We spend enormous resources on innovation, brand building, distribution and driving market share. But how often do we ask whether weโre creating something consumers genuinely value?
The latest CPG trends, from private-label growth and consumer polarization to AI-driven commerce, point to an uncomfortable reality:
๐๐๐ข๐ง๐ ๐ค๐ง๐จ๐ฐ๐ง ๐ข๐ฌ ๐ง๐จ๐ญ ๐ญ๐ก๐ ๐ฌ๐๐ฆ๐ ๐๐ฌ ๐๐๐ข๐ง๐ ๐ฉ๐ซ๐๐๐๐ซ๐ซ๐๐. ๐๐ง๐ ๐๐๐ข๐ง๐ ๐๐ฏ๐๐ข๐ฅ๐๐๐ฅ๐ ๐ข๐ฌ ๐ง๐จ๐ญ ๐ญ๐ก๐ ๐ฌ๐๐ฆ๐ ๐๐ฌ ๐๐๐ข๐ง๐ ๐ข๐ง๐๐ข๐ฌ๐ฉ๐๐ง๐ฌ๐๐๐ฅ๐.
Having worked across challenger brands and established category leaders, Iโve learned that sustainable growth isnโt just about getting consumers to buy. Itโs about giving them a compelling reason to choose you, again and again.
Perhaps the most important question for CPG leaders isnโt โHow do we grow our brand?โ
Itโs โWhat would consumers lose if our brand no longer existed?โ
The answer might tell us more about our future growth than any market-share report.