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Conducting online research in China is unlike anywhere else in the world.

With over 1.1 billion internet users in 2024, China accounts for over a fifth of the global online population. Nearly all of them, over 99%, access the internet via smartphones, making mobile-first behaviour not just common but standard.

Researchers won’t find Google, Facebook, or YouTube. The Great Firewall blocks these platforms. Domestic giants like Baidu, WeChat, and Tmall stand in their place, which dominate search, social interaction, and e-commerce across every tier of Chinese society.

China’s digital economy is expanding with both speed and scale. According to the China Academy of Information and Communications Technology, it reached ¥50.2 trillion in 2024, accounting for nearly 40% of the country’s GDP. That growth has produced a tightly regulated, platform-driven ecosystem where almost every transaction and interaction is digitally mediated, and often monitored.

The implications for research professionals and brands entering China are clear: global tools and templates rarely apply. Access, compliance, and engagement strategies must be localised, legally sound, and platform-specific.

Understanding the Market Research Landscape in China

At first glance, China may appear to be a single, unified market. But researchers who’ve worked on the ground know better. The country’s vast geography, regional economic disparities, and fast-evolving digital behaviour make it anything but monolithic.

One of the first challenges is the platform disconnect. Western tools and social platforms – standard in global research workflows – are largely inaccessible. Google Surveys, Meta’s ad platform, YouTube analytics, and even SurveyMonkey links can break or be blocked entirely. Instead, insights must be gathered through domestic platforms such as Wenjuanxing for surveys, WeChat for micro-panels and intercepts, or Douyin and Xiaohongshu for digital ethnography.

Understanding consumer behaviour within these ecosystems requires fluency in China’s unwritten rules of digital life. These include the importance of influencer-led recommendations, the use of e-wallets and super apps, and the power of social commerce, where shopping is often embedded within live streams or chat threads. Research here doesn’t just measure attitudes or preferences; it often captures behaviour in real time.

Then there are the legal and regulatory dynamics. China’s Personal Information Protection Law (PIPL), which came into effect in 2021, mirrors aspects of Europe’s GDPR but with stricter localisation mandates. Researchers must store data onshore, obtain clear consent, and ensure complete transparency with respondents. Foreign firms conducting surveys without a local license risk heavy penalties or blocks.

Internet access itself is stratified. While national penetration hit over 76% in 2024, rural provinces and lower-tier cities still lag, especially in terms of speed, access to modern platforms, and digital literacy per CNNIC. A panel that works in Shenzhen might fail in Gansu.

In short, market research in China exists at the intersection of tight state oversight, massive digital adoption, and deeply localised behaviours. Without accounting for these dynamics, even well-funded research efforts can fall short, sometimes without realising it.

Define Your Research Objectives and Localise Your Strategy

No matter how sophisticated the tools or how generous the budget, market research in China will fail if the objectives aren’t adapted to local realities. This is where many global teams stumble – by applying Western assumptions to an entirely different cultural and regulatory framework.

Consumer segmentation in China can’t rely on income bands or generational labels alone. Social status is fluid, regional identities matter, and values shift across provinces. A tier-2 city in the East may be more digitally mature than a tier-1 city in the interior. Brands that define their target groups too narrowly or generically risk missing how identity and aspiration play out in Chinese daily life.

Consumer behaviour also looks different in a tightly surveilled digital space. Chinese consumers are more likely to self-censor, avoid specific topics, or express preferences indirectly. Questions that may seem standard in a US or UK survey about media consumption, personal values, or financial habits can backfire if not rephrased to account for local sensitivities. Cultural fluency matters not just in translation but also in tone, structure, and framing.

Even the method of recruitment can alter the reliability of insights. Research respondents in China tend to give more socially desirable answers, especially in group settings. This is rooted in the concept of “face” (mianzi), a powerful social dynamic that influences behaviour in personal and public spheres. Without careful design, your questionnaire might gather politeness rather than truth.

A one-size-fits-all approach to research design is also problematic due to China’s vast geographic and economic divides. What resonates in Shanghai may fall flat in Chongqing, and what succeeds in digital-first Guangdong may underperform in slower-moving provincial markets.

Before any fieldwork begins, market research teams must:

Clarify objectives in the context of China’s regulatory environment
Rework segmentation models to include region, tier classification, and platform usage
Pilot test surveys or interview guides to flag misinterpretations or mistrust
Prepare for multiple iterations: localisation is not a one-time edit

The most effective market research in China begins not with a script but with a reset. It discards assumptions and designs from the ground up, aligned to local behaviors, restrictions, and opportunities.

Choose the Right Market Research Methodologies

Choosing the correct market research methodology in China is a matter of access. With international research tools restricted or blocked, researchers must turn to local platforms, re-engineered workflows, and culturally calibrated approaches that work within China’s digital ecosystem.

Quantitative Research: Mobile, Embedded, and Localised

Online surveys remain a cornerstone of quantitative research, but success depends on domestic platforms. Tools like Wenjuanxing and Sojump are popular alternatives to SurveyMonkey and Qualtrics, offering full integration with WeChat, where Chinese consumers already live, shop, and communicate.

Incentives also look different. Instead of email vouchers, respondents are more likely to engage when rewards are offered via WeChat Pay or Alipay, and when surveys are designed for mobile-first navigation, short, vertical, and touch-friendly.

Researchers should also be cautious about using standard Likert scales or Western question phrasing. Translation is rarely enough. Questions like “How strongly do you agree with this statement?” may confuse or alienate respondents unfamiliar with abstract rating formats. Instead, behavioural prompts (“What do you usually do when…?”) often yield more honest responses.

Tencent’s survey tools account for over 60% of digital survey traffic in China, especially when embedded within WeChat mini-programs.

Source: Tencent internal data and industry reports

Qualitative Research: The Art of Listening Between the Lines

Focus groups, in-depth interviews, and ethnographic research still play a vital role in understanding Chinese consumers, but they require cultural dexterity. Participants may hesitate to share candid opinions in a group setting, especially if their answers could be seen as disloyal, impolite, or out of sync with others.

Skilled moderators trained in local dialects and non-verbal cues are essential. Many Chinese respondents may not openly contradict a brand or state dissatisfaction directly. What’s left unsaid, or said in euphemisms, can be just as meaningful as what’s spoken.

In rural areas and lower-tier cities, face-to-face intercept interviews or home visits may be more effective than digital channels, especially among older demographics with limited app literacy.

Example: A global FMCG brand could run taste tests for new snacks in Shanghai and Chengdu. While Shanghai participants might discuss flavour in marketing terms, Chengdu participants may reference family traditions and mealtime rituals. Both data sets will be valuable, but wildly different in tone and framing.

Platform-Based Research: Where Behaviour Happens

Increasingly, behaviour-based research on Chinese platforms is replacing self-reported data. Tools for social listening on Xiaohongshu, Douyin, and Weibo allow brands to track organic conversations, reviews, and influencer interactions in real time. This method offers rich, unfiltered insights only if researchers understand local slang, memes, and the fast-moving social codes that govern engagement.

Leveraging Live-Streaming and Digital Ethnography

An emerging trend in Chinese market research is the use of live-streaming interviews and digital ethnography. Researchers engage with participants through live video sessions, often via mobile screen sharing, to observe real-time decision-making processes during online shopping experiences. This approach provides insights into how consumers interact with algorithms, peer reviews, and promotional incentives.

Platforms like Douyin (the Chinese version of TikTok) and Kuaishou have popularised live-streaming commerce, where influencers showcase products and interact with viewers in real-time. Brands have adopted similar strategies for research purposes, allowing them to observe authentic consumer behaviours in natural settings.

For instance, during a live-streamed shopping session, a participant might discuss their thought process while choosing between products, revealing factors such as brand perception, price sensitivity, and the influence of peer recommendations. This method offers a richer, more nuanced understanding of consumer behaviour compared to traditional surveys.

Recruit the Right Respondents

Getting the methodology right means little if the respondents don’t reflect the realities of China’s diverse consumer base. With a population that spans rural to hyper-urban, Gen Z to retirees, and everything in between, recruitment is one of the most critical and misunderstood steps in the research process.

Many international brands default to panels based in tier-1 cities like Beijing, Shanghai, or Shenzhen. While these metros offer easy access to digitally fluent, affluent consumers, they represent only a fraction of the Chinese population. Insights gathered here can skew overly optimistic or trend-forward, failing to reflect the slower adoption curves, different aspirations, and practical constraints of consumers in tier-2, 3, and 4 cities.

City-tier segmentation is often a more useful starting point than income or age alone. Lower-tier cities are home to emerging middle-class consumers with different brand loyalties, risk tolerances, and shopping rhythms. Mobile access may be high, but digital behaviour often centres on group chats, community influencers, or price-comparison apps rather than impulse buys or brand storytelling.

Trust is another factor. Chinese respondents are often sceptical of unfamiliar research invitations, especially those that appear to come from foreign entities. Privacy concerns are amplified by growing public awareness of surveillance and data misuse. Clear disclosures, local branding, and appropriate incentives – preferably distributed via WeChat Pay or Alipay – go a long way in building credibility.

Here’s a simplified framework for how to think about respondent targeting:

City Tier	Key Traits	Best-Suited Research Methods
Tier 1	Digitally native, trend-sensitive	App-based surveys, UX testing, livestream ethnography
Tier 2	Aspirational, price-conscious	Mobile ethnography, moderated interviews
Tier 3–4	Family-driven, value-oriented	In-person intercepts, voice-recorded diaries, local moderators

Recruitment also needs to reflect linguistic diversity. Mandarin may be the official language, but dialects like Cantonese, Shanghainese, or Hokkien dominate in certain regions, affecting not just how people speak but also how they think and respond. Ignoring these subtleties risks diluting the quality of the insights.

The goal isn’t just to find willing respondents. It’s to find the right mix of voices that reflect the layers of China’s consumer landscape – urban and rural, old and young, first-time buyers and category loyalists. That mix is what separates data from insight.

Choose the Right Local Partners

Conducting market research in China without the right local partner is like trying to navigate Beijing without a map or a VPN. Between strict data laws, platform-specific tools, and regional business norms, partnerships aren’t optional. They’re foundational.

Under China’s Personal Information Protection Law (PIPL) and related cybersecurity regulations, foreign companies conducting market research must work with licensed local entities. These partners ensure compliance with data localisation rules, obtain the necessary permissions, and help navigate issues like respondent consent and secure data storage. Violating these protocols, even unintentionally, can result in blocked surveys, unusable data, or regulatory penalties.

But regulatory compliance is only part of the equation. The best local partners act as cultural interpreters, not just fieldwork executors. They know which platforms work in different regions. They can flag when a question falls flat or a concept may trigger political sensitivity. They often have pre-established panels or community connections that speed up recruitment without cutting corners.

Key traits to look for in a local research partner in China:

Transparency in methodology, recruitment, and sample quality.
Proven experience in your industry or category.
Strong digital capabilities, including mobile-first survey design and platform integration.
Multilingual moderation, especially for qualitative projects in regional markets.
Regulatory fluency, with up-to-date understanding of evolving compliance requirements.

Let’s say a global home appliance brand selected a local agency based solely on cost. Midway through the project, the agency ran unlicensed online surveys, resulting in platform shutdowns and a complete loss of data. The brand had to restart fieldwork, this time with a vetted partner, which cost both time and credibility.

In China, partnerships are not transactional; they’re relational. A good local agency won’t just execute your brief; they’ll help shape it, localise it, and protect it from avoidable missteps.

Analyze the Data with Local Context in Mind

Collecting data in China is only half the challenge. The other half, often overlooked by global teams, is interpreting that data through the right cultural and behavioural lens. Without context, even clean, well-structured datasets can lead to misleading conclusions.

Start with the basics: consumer expression in China is nuanced. Respondents often avoid direct disagreement or criticism, especially in group settings or formal interviews. This isn’t dishonesty; it’s cultural etiquette. The concept of “saving face” (mianzi) shapes how people share opinions, particularly when discussing sensitive topics like personal finances, government policy, or dissatisfaction with brands. What’s unsaid, or expressed obliquely, can carry more weight than a direct answer.

Quantitative surveys can be similarly distorted if global benchmarks are applied too rigidly. A net promoter score (NPS), for example, may skew artificially high or low depending on how Chinese respondents interpret the scale. A score of 7 might indicate strong satisfaction, not neutrality, because many respondents avoid giving top marks unless truly exceptional service is perceived. Translating scales, expectations, and phrasing without local validation risks entirely misreading consumer sentiment.

Researchers must also consider regional variability. An insight that holds in Hangzhou may fall apart in Harbin. Differences in spending power, brand exposure, education levels, and even platform usage create subtle but significant variations in interpretation. Treating China as a single market often results in data that’s technically correct but strategically useless.

Then there’s the issue of behavioural versus stated preferences. In tightly moderated environments like China’s internet, what consumers do often diverges from what they say. That’s why qualitative research, social listening, and mobile ethnography are vital complements to surveys. They surface the emotional and contextual drivers behind the numbers.

Finally, data storytelling matters. Stakeholders unfamiliar with the Chinese market need more than graphs; they need contextual framing. This might mean pairing survey results with platform usage maps, using participant quotes alongside heatmaps, or explaining why certain choices align with cultural norms.

In China, insight isn’t just about patterns. It’s about perspective.

Key Challenges to Be Aware Of

Conducting market research in China means navigating a minefield of legal, logistical, and cultural complexities. Even seasoned researchers can fall short if they overlook the structural challenges that shape the Chinese research environment.

Strict Data Privacy and Cybersecurity Laws

China’s Personal Information Protection Law (PIPL) and Data Security Law impose strict controls on how data is collected, stored, and transferred. Unlike GDPR, which focuses on user consent, PIPL emphasises data sovereignty, requiring that data collected in China remain within its borders unless specific conditions are met. Cross-border data transfers require government approval and justification.

Cloud storage, survey platforms, and even incentives must comply. A foreign survey tool hosted outside China may be inaccessible or illegal. Researchers must use licensed, in-country platforms and work with authorised local partners to ensure compliance.

The Great Firewall and Platform Restrictions

China’s internet infrastructure is isolated from the global web. Platforms like Google, Facebook, Instagram, YouTube, and even some international survey tools are blocked. Researchers relying on these defaults will see broken links, incomplete responses, or zero reach.

Understanding which local platforms dominate your category – WeChat for lifestyle, JD.com for electronics, Douyin for fashion – is essential for effective targeting and distribution.

Censorship and Sensitivity Triggers

Certain topics are politically or culturally sensitive. Surveys referencing religion, politics, or unapproved health claims can be flagged or blocked entirely. Even innocuous questions can trigger red flags if phrased poorly or translated without nuance.

Keywords are monitored. Platforms may moderate or remove open-ended questions without warning. Local partners can help navigate this, but only if they’re experienced in compliance and crisis management.

Bias in Responses

Chinese respondents often provide socially desirable answers, particularly in group settings or when speaking with foreign researchers. This is amplified by a strong cultural emphasis on harmony and avoiding confrontation.

The result is the overreporting of satisfaction, the underreporting of criticism, and the avoidance of direct disagreement. Without accounting for this bias, insights may appear overly positive or lacking urgency.

Regional Disparities

National statistics mask deep divides. According to the latest figures from the CNNIC, Internet penetration in major cities exceeds 85%, while some rural provinces lag well behind. Income, education, language, and digital fluency vary significantly across regions.

Research that doesn’t account for these differences risks skewing results and missing critical growth markets. A tiered city strategy, and potentially multiple fieldwork approaches, is often necessary.

Language, Dialects, and Double Meanings

Mandarin is the official language, but dozens of dialects are spoken across China, and translation doesn’t guarantee comprehension. Idioms, cultural references, and platform-specific slang all shape how questions are interpreted.

Professional translation is only the starting point. Effective market research in China requires back-translation, pre-testing, and review by native speakers familiar with the region and category.

Even well-designed research can fail if these barriers aren’t acknowledged upfront. The stakes in China are high, but so is the opportunity for brands that navigate these challenges with agility, respect, and local expertise.

Emerging Trends in Chinese Market Research

China’s market research landscape isn’t just evolving; it’s leapfrogging. As technology reshapes how consumers engage, researchers are adopting new tools and approaches that better reflect the speed, scale, and nuance of digital life in China.

Integrated Research Within Super Apps

WeChat has transformed from a messaging tool into a multi-functional ecosystem for shopping, banking, health, and more. Increasingly, research is embedded directly within WeChat mini-programs, enabling surveys, polls, and behavioural tracking to happen seamlessly in the same environment where users transact.

This integration boosts response rates and allows for real-time, contextual insights. For example, gauging user feedback moments after a purchase or app interaction.

Social Listening on Local Platforms

Global sentiment tools like Brandwatch or Talkwalker don’t scrape Chinese platforms like Xiaohongshu, Weibo, or Bilibili. To monitor what Chinese consumers are saying, researchers rely on local social listening tools that can decode hashtags, emojis, slang, and fast-evolving memes.

This form of ethnography has become essential for brands in categories like beauty, fashion, tech, and food, where peer recommendations, micro-influencers, and short-form content drive purchasing decisions.

In beauty, for instance, Xiaohongshu is often a more trusted source than a brand’s official site. Comments, before-and-after photos, and product comparisons offer deep insight into consumer expectations and unspoken needs.

Live-Stream-Based Research

As live commerce explodes, researchers use similar formats to study in-the-moment decisions. Participants join live-streamed product trials or share mobile screens during real-time shopping journeys. This allows moderators to observe how users navigate product detail pages, evaluate reviews, respond to promotions, and decide what to buy or abandon.

These sessions offer a window into algorithm-driven behaviour and allow researchers to identify digital triggers that wouldn’t surface in traditional interviews.

Gamification and Incentivised Micro-Tasks

Younger audiences are more likely to engage when research feels like a game or a challenge. Some brands now use gamified surveys, interactive quizzes, or platform-native rewards (like Douyin points or JD.com discounts) to increase participation and reduce drop-off rates.

Gamification also helps capture emotion or implicit reactions using image-based questions, timed responses, or swipe-to-choose interfaces, making it easier to analyze subconscious preferences.

AI-Driven Insight Generation

Artificial intelligence is increasingly used to clean, categorise, and analyse large volumes of qualitative data. Tools trained on Mandarin and regional dialects can now detect sentiment, group themes, and even flag contradictions in long-form responses or transcripts.

While human moderation remains critical, AI tools reduce turnaround times and help local teams scale research efforts, especially when tracking trends across vast volumes of user-generated content.

These emerging approaches aren’t experimental; they’re fast becoming the standard. In a market defined by innovation, brands that fail to evolve their research strategies risk falling behind the very consumers they’re trying to understand.

Winning with Cultural Intelligence

Success in China isn’t just about size or speed—it’s about understanding the systems, signals, and subtleties that shape how consumers live, decide, and spend. In a market where mobile usage is near universal, foreign platforms are blocked, and behaviours shift rapidly across city tiers, standard global research playbooks won’t cut it.

The most effective market research in China is never plug-and-play. It’s built locally, tested regionally, and interpreted fluently in culture and context. It demands partnerships with in-country experts, compliance with data sovereignty laws, and a deep understanding of what drives decisions on platforms like WeChat, Douyin, and Xiaohongshu.

However, the payoff is significant for brands willing to invest in this level of understanding. China offers not just scale, but a glimpse into the future of how digital behaviour, platform ecosystems, and consumer expectations may evolve globally.

Market research here isn’t just about validating concepts. It’s about uncovering what matters – on the ground, in the feed, and in the moment.

It is undeniable that the China today is a stark difference from the China of recent decades. The rapid pace of change means that research methodologies need to evolve to ensure ways of harvesting insights continue to stay relevant, up to date, and effective. That said for brands, and for market researchers, offline research does continue to provide ways into the cities and allows for the experiential aspect of research to really come to life, particularly if it is ethnographic in nature. ‘Lived experiences’ of consumers are best expressed and understood when offline research is applied. But at the same time, the digital dominance in China presents a real opportunity to leverage this medium as means to communicate and reach the hearts of where consumers are today by speaking their language and connecting with them where they are – their digital world.

FAQ: Market Research in China

Is it legal to conduct market research in China?

Yes, but it must comply with China’s Personal Information Protection Law (PIPL) and the Data Security Law. Foreign companies must work with licensed local research partners and ensure all data collection and storage happens within China, unless otherwise approved.

What platforms can I use for surveys in China?

Global tools like SurveyMonkey and Google Forms are often blocked. Common local platforms include:

Wenjuanxing (问卷星)
Sojump (金数据)
Tencent Questionnaire

These platforms integrate with WeChat and are compliant with Chinese regulations.

How do Chinese consumers typically respond to surveys?

Cultural norms like mianzi (saving face) can lead to socially desirable answers. Surveys should use indirect phrasing, behavioural questions, and localised framing to encourage more authentic responses.

What is the best way to recruit respondents in China?

Recruitment should be regionally tailored:

Use WeChat groups for urban panels.
Work with local community partners in lower-tier cities.
Offer incentives via WeChat Pay or Alipay to boost response rates.

Can I use social listening tools in China?

Yes, but global tools like Brandwatch may not cover Chinese platforms. Use local tools to monitor:

Xiaohongshu (RED) for product reviews and beauty trends
Douyin and Kuaishou for e-commerce behaviour
Weibo for sentiment tracking

Is live-streaming research really used in China?

Yes. Live-stream-based digital ethnography is growing fast. Researchers observe participants via mobile screen share while they browse or shop, offering real-time insight into how decisions are made.

How to conduct online market research in Asia: The Go-To Guide
Interested in understanding how to approach online research across other Asian countries? Download the guide here

Need help navigating China’s complex research terrain? Our Asia-based teams specialise in platform-specific, compliant, and culturally tuned research solutions. Contact us today.

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You’re watching a livestream. A pair of sneakers flash on screen, not as a hard sell, but as part of the host’s outfit. Before the segment ends, you’ve clicked, carted, and checked out, without ever intending to shop.

This is ambient shopping.

In 2025, 69% of consumers report making purchases while doing something else: scrolling through social media, watching content, or listening to a podcast. The shopping journey has diffused into everyday digital moments, becoming less of an event and more of a background behaviour.

What used to be a deliberate act – searching, comparing, deciding – now happens through exposure. Commerce has folded itself into the scroll, the stream, the story.

This isn’t just a shift in attention span. It reflects a new consumer posture, where intent is optional and interaction is often unconscious.

The Context Collapse of Commerce

Shopping no longer requires a shift in mindset. It happens mid-scroll, mid-stream, mid-conversation, folded into the same feed as entertainment, news, and personal updates.

The boundaries that once separated commerce from content have eroded. A beauty tutorial triggers a purchase. A meme account becomes a storefront. Livestream hosts don’t just entertain; they convert.

This is the new consumer environment: one feed, many functions. People don’t open shopping apps with intent. They encounter products passively, in spaces curated for relevance, not retail.

Brand Signal: Amazon x MrBeast
In 2024, Amazon partnered with YouTube creator MrBeast to produce Beast Games, a Prime Video series built around high-stakes, creator-driven competition. While not a direct shoppable integration, the collaboration signals Amazon’s long-game strategy: embedding its brand deeper into entertainment ecosystems where Gen Z and millennial audiences already spend time. As retail and media converge, partnerships like these reflect how commerce can grow ambiently through cultural relevance and presence, not just transactions.

In 2024, social commerce accounted for an estimated 19% of global ecommerce.

Social platforms have adapted fast. TikTok’s algorithm surfaces trending items before users realise they’re in demand. Instagram’s native checkout makes the path from discovery to purchase nearly invisible. Shoppable links, tagged products, and dynamic ads create an ecommerce layer that moves with the user.

There’s no funnel here. Just frictionless moments where curiosity meets convenience.

Designing for the Distracted

In a world of ambient shoppers, attention is fleeting and rarely focused. Products are chosen in seconds, often without sound, sometimes without context. Design has to do more with less.

For brands, this means optimising for recognition, not explanation. Packaging needs to pop on a 6-inch screen mid-scroll. Labels must convey function at a glance. Logos should be legible when compressed into a corner of a carousel ad.

Functionality also shifts. Shoppers aren’t always in a buying mindset, so products that solve immediate needs, such as hydration, energy, skin repair, and comfort, are more likely to convert. In beauty and personal care, this has driven a wave of minimalist formats: stick balms, on-the-go sprays, and single-dose sachets. In food, snackable and resealable dominate.

The sensory layer matters. Swipeable palettes shimmer under livestream lighting, stickers shift colour in motion, and packaging textures mimic velvet or gloss, begging for thumb contact. These cues don’t explain the product; they tempt the finger before the brain can even catch up.

Ambient shopping is designed without a captive audience. Relevance has to surface instantly, or it’s lost.

Ambient Influence – From Intent to Impulse

The traditional path to purchase is dissolving. Search, compare, decide – these steps still exist but no longer happen in sequence. In ambient shopping, influence works in reverse. Exposure comes first. Intent may never form.

Context drives the sale: who shared the product, where it appeared, and what mood the consumer was in. Algorithms precisely track these signals, building behavioural clusters that predict, not prompt, buying moments.

Brand Signal: Sephora’s Instagram Shoppable Posts
Sephora, a global beauty retailer, has effectively utilised Instagram’s shoppable posts to streamline the customer journey from discovery to purchase. Sephora allows users to explore product details and make purchases without leaving the app by integrating product tags into their posts and stories. This strategy has enhanced the shopping experience by reducing friction and meeting consumers where they are most engaged.

A user who lingers on fitness content might be served hydration tablets in the next reel. Someone who pauses on travel vlogs sees compression socks, not because they searched for them, but because the algorithm anticipates utility.

This isn’t personalisation as we knew it. It’s predictive proximity – placing the right product near the right emotion, habit, or setting. Instagram and TikTok deploy dynamic ad creatives that shift based on what users last hovered over, paused on, or bookmarked, even if they never clicked.

Every swipe, scroll, and second becomes part of a real-time model that interprets potential intent from ambient behaviour. That interpretation drives conversion.

The Market Research Mandate

Understanding ambient shoppers requires more than surveys and segmentation models. These consumers may not recall what they bought, let alone why. Intent is ambient, actions are reflexive, and memory is unreliable.

Market research tools—built around conscious decision-making—fall short. What’s needed is continuous visibility into behaviour as it unfolds. Passive metering, in-the-moment mobile intercepts, and digital ethnography are becoming essential to decoding this new mode of commerce.

Brands are replacing static personas with dynamic behavioural profiles, updated in real time through telemetry: app swipes, click paths, video completion rates, and dwell time. This data doesn’t just measure attention; it reveals patterns invisible to the consumer.

Ethnographic insight is also evolving. Researchers now observe not just what people say they do but how they behave when no one’s asking. Ambient commerce, by nature, hides in plain sight. To surface it, insight teams are embedding themselves within ecosystems – gaming platforms, live stream chats, private group DMs – where shopping happens without ever being called shopping.

Why It Matters

Ambient shopping disrupts marketing, product timing, UX, packaging, and platform strategy. Brands that fail to adapt may not only lose relevance; they may simply fade from view.

Brand Signal: MAC Cosmetics

MAC Cosmetics has leaned into AR-powered try-on tools, allowing Instagram users to experiment with lipstick shades in real time. These filters helped turn scroll time into trial time, extending product discovery into personal content streams.

The implication is clear: brands that rely solely on declared data will miss what matters. To serve the ambient shopper, research must become ambient too.

What’s Next: Invisible Interfaces, Voice Commerce, and Haptic Nudges

Shopping is dissolving into digital life. Sometimes that happens in a social feed. But increasingly, it occurs in a voice command, a wearable, a smart mirror, a YouTube scroll, or a fridge notification. The next wave of ambient shopping will be always on, always listening, always ready to act.

These moments are powered by a new layer of frictionless tech, voice-first commerce, smart home replenishment systems, in-car commerce experiences, and ambient computing that adapts to real-time behaviour.

Brand Signal: Walmart’s AI-Powered In-Home
In 2024, Walmart rolled out an AI feature that automatically restocks essentials in customers’ refrigerators based on usage patterns. By integrating replenishment with its InHome delivery service, Walmart has moved purchase decisions from conscious action to predictive automation.

Brand Signal: In-Car Payments Go Mainstream
As of 2024, fourteen global automotive brands offer in-car commerce solutions across fifteen countries. From paying for parking and fuel to ordering food, these systems turn dashboards into checkout counters, merging mobility with purchase convenience.

Smart assistants are already facilitating purchases through simple voice commands. But as they integrate with recommendation engines and personal data ecosystems, they’ll shift from reactive tools to proactive curators. A fridge that restocks based on dietary shifts. A speaker who suggests skincare before seasonal dryness hits. These systems won’t ask what you want. They’ll anticipate what you’ll need, then quietly deliver it, embedded into the devices that already know your routine.

Wearables and haptics will deepen the loop. Wearable-triggered shopping moments are already in play – whether it’s a subtle wrist vibration during a product drop, or biometric signals prompting contextual offers in sync with mood, movement, or health data.

Even ambient environments are joining in. TVs enable one-click buys mid-show, car dashboards suggest pit-stop promotions, and public displays respond to proximity and profile. Shopping doesn’t interrupt the experience; it rides alongside it. It’s not just ecommerce anymore; it’s ambient computing in retail, where the interface fades and the environment itself becomes the point of sale.

The future of retail isn’t about transactions. It’s about presence. The most successful brands will be those that adapt to being everywhere without feeling intrusive.

The Commerce You Don’t See Coming

The most powerful shopping moments no longer look like shopping. They’re quiet, quick, and nearly invisible, tucked between the stories we watch, the songs we stream, the feeds we skim. And yet, they’re redefining how products are discovered, evaluated, and bought.

Brands that chase attention will lose to those that understand absence. Ambient shoppers don’t want to be interrupted. They want relevance to find them – seamlessly, silently, when the moment feels right.

This isn’t about optimising for clicks. It’s about designing ecosystems that respond to presence, not prompts. Shopping becomes part of the atmosphere, not an activity. The opportunity lies not in louder campaigns, but in quieter cues – signals that align with context, emotion, and rhythm.

As digital behaviours blur and physical spaces become interactive, the lines between life and commerce will continue to dissolve. Invisibility, not innovation, will define the winners. The question for brands is no longer how to break through, but how to blend in – with precision, purpose, and a deep understanding of the shopper who never meant to shop.

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Rising inflation and economic uncertainty were expected to put an end to discretionary spending for middle-income households. Instead, consumers are making room for indulgence. Across the US, UK, and Europe, households earning moderate incomes continue to prioritise non-essential purchases at rates far closer to affluent consumers than economic models predicted. McKinsey’s 2024 Global Consumer Sentiment Survey found that 42% of middle-income respondents in developed markets still plan to spend on travel, dining out, and personal care in the next year, just nine percentage points lower than high-income households.

The resilience of discretionary spending in the face of rising costs defies conventional economic assumptions. It is not a case of irrationality or denial. It reflects a shift in how consumers measure value. After years of pandemic-driven disruption, middle-class buyers are increasingly framing small luxuries as essential to emotional well-being, not as reckless spending. An affordable meal out, a short domestic trip, or a new skincare product carries more than monetary worth. It represents normalcy, reward, and agency in an environment where larger financial goals often feel less attainable.

This trend is not a short-term reaction to inflation, nor is it purely sentimental. It is structurally rational behaviour shaped by stress, lifestyle adjustment, and evolving definitions of security. Spending on modest treats provides a sense of control and immediacy when long-term stability—home ownership, retirement savings—feels increasingly out of reach. Consumers are not abandoning caution; they are recalibrating what prudence looks like in real terms.

Understanding this shift is critical for brands, retailers, and policymakers. Indulgence spending among the middle class is not a deviation from rational economic behaviour. It is an adaptation to new realities, where emotional resilience and quality of life have become primary considerations alongside price and necessity.

Tight Budgets, Sharp Choices

The pressure on household budgets is real. Inflation has driven up the cost of essentials—housing, food, energy—leaving less flexibility for discretionary categories. Yet rather than abandoning non-essential purchases altogether, middle-class consumers are reprioritising with striking precision. The pattern is visible across the US, UK, and Europe: subscription services are among the first to be cancelled, big-ticket electronics are postponed, and plans for major home renovations are shelved. But the impulse to carve out space for small luxuries remains intact.

KPMG’s 2024 Middle-Class Financial Priorities report highlights this shift. In a survey of households earning between 75% and 150% of median income, nearly 60% reported cutting back on monthly expenses such as media subscriptions and dining delivery apps. However, the same respondents overwhelmingly indicated an intention to preserve budget for “quality of life” items, including occasional dining out, personal care products, and leisure travel under 500 miles. The data suggests that discretionary spending is not vanishing—it is being filtered through a more selective lens.

A similar rebalancing is evident in Europe. OECD research published earlier this year shows that while the ownership of new vehicles among middle-income households declined by over 8% between 2022 and 2024, spending on local travel, cultural events, and speciality food purchases held steady. In the UK, Deloitte’s 2024 consumer tracker found that middle-income households were 30% more likely to describe smaller, experiential purchases as “essential for well-being” than they were before the pandemic.

The underlying dynamic is a redefinition of value. Consumers are moving away from evaluating purchases solely on cost or prestige. Instead, the metric is experiential reward—whether a purchase delivers emotional uplift, stress relief, or a sense of personal investment. A $50 skincare product or a weekend away is justified not by indulgence for its own sake, but by what it represents: a manageable, affirming investment in quality of life.

This sharpening of priorities is not a retreat from financial responsibility. It is a recalibration. Households are preserving choice and pleasure even as long-term goals grow more distant. The middle-class response to inflation is not to close the wallet entirely, but to spend carefully, reinforcing emotional resilience where it matters most.

Where the Money Is Still Flowing

The resilience of middle-class discretionary spending becomes clearest when looking at where the money continues to move. Small luxuries, particularly those offering immediate personal gratification without long-term financial strain, are absorbing a disproportionate share of discretionary budgets. These are not extravagant purchases but considered indulgences—choices that allow consumers to feel rewarded without incurring future economic risk.

Dining out remains one of the strongest performing sectors. Mastercard SpendingPulse data from early 2024 showed that spending at fast-casual and premium-casual restaurants in the US rose by 8% year-on-year, even as fine dining bookings declined. Consumers are trading down from high-end experiences but refusing to give up the social and emotional value of meals shared outside the home. In the UK, Statista reports that visits to casual dining chains increased by nearly one-fifth compared to 2022 levels, concentrated among households earning £30,000 to £70,000 annually.

Beauty and skincare purchases are following a similar trajectory. McKinsey’s 2024 Global Beauty Survey found that middle-income consumers accounted for nearly half of the growth in skincare sales across Europe and North America, often favouring mid-tier brands offering “clinical-grade” results at accessible prices. Rather than abandoning beauty spending, buyers are shifting toward products that promise tangible outcomes—improved skin health, self-care benefits—over prestige branding. The emphasis is not on conspicuous consumption but on self-affirmation.

Domestic travel, particularly short-haul trips, has also proven remarkably resilient. According to Mastercard’s travel trends report, bookings for domestic leisure trips under 300 miles rose by 12% in the US during the past year, primarily driven by middle-income households. European markets such as France and Germany showed parallel trends, with regional rail and car rental bookings outperforming international air travel. Travel, even scaled down, remains a critical outlet for recreation and stress relief, viewed as a justifiable investment rather than a luxury.

Personal wellness has evolved from a niche concern to a consistent budget item. Deloitte’s 2024 Health and Wellness Tracker found that expenditures on fitness apps, meditation subscriptions, and nutritional supplements rose by nearly 15% among middle-income consumers compared to 2022. Spa treatments and boutique fitness sessions also saw modest but steady gains, especially when bundled into affordable packages. Wellness is increasingly framed not as optional self-indulgence but as proactive health maintenance—a narrative that middle-class consumers embrace even under financial strain.

What ties these sectors together is not mere resilience but strategic prioritisation. Consumers actively choose experiences and products that deliver emotional payoff without undermining longer-term financial goals. Small luxuries have become part of how households navigate financial pressure, balancing restraint with resilience.

How Indulgence Looks Different Around the World

The appetite for small luxuries is global, but its expression varies sharply across markets. Cultural context, inflationary pressure, and recovery patterns from the pandemic shape how and where middle-class consumers indulge.

In the United States, experience is taking precedence over material accumulation. Mastercard’s 2024 SpendingPulse report shows that while retail sales for durable goods have slowed, spending on travel, dining, and entertainment continues to climb. Middle-income households prioritise activities that create memories and offer a sense of immediacy, even as they pull back on home goods and apparel. The pattern reflects a broader recalibration, where the value of money is increasingly measured in lived experience rather than possessions.

The United Kingdom mirrors this behavioural split, though with sharper trade-offs. Ipsos data published earlier this year indicates that middle-income British households are aggressively trading down on everyday essentials—switching to discount supermarkets and delaying home improvements—while deliberately protecting spending on experiential categories. Budget airline bookings, concert attendance, and dining at independent restaurants remain surprisingly resilient. The message is clear: not all spending is negotiable, even under pressure.

In continental Europe, the indulgence lens often narrows toward artisanal quality. In France and Germany, Euromonitor reports that while overall household budgets have tightened, purchases of artisanal food, skincare, and local leisure travel have held steady or even grown modestly. Consumers are not abandoning discretionary spending, but are redirecting it toward smaller, more meaningful pleasures that emphasise craftsmanship, locality, and authenticity.

Southeast Asia presents a different dynamic, driven by digital acceleration and aspirational consumption. In Singapore, Indonesia, and the Philippines, middle-income consumers are investing in affordable upgrades—beauty products, domestic travel, and entry-level tech such as smartphones and wearable devices. According to Bain & Company’s 2024 Southeast Asia Digital Economy Report, there has been a surge in beauty e-commerce, with mid-tier brands seeing the fastest growth among urban middle-class buyers. Here, indulgence is closely tied to self-improvement and digital connectivity rather than traditional luxury markers.

China and India present a distinct dynamic. In China, middle-class consumers focus on premium health, wellness, and education-related services. Mastercard’s 2024 China Consumption Outlook shows strong growth in short domestic leisure travel, boutique fitness memberships, and “new luxury” beauty brands that offer substance over logo appeal. In India, indulgence is often family-centred. Euromonitor data highlights that spending on family experiences—mall outings, cinema, casual dining, and affordable domestic holidays—is being prioritised, even as households economise on electronics and apparel. The middle class is seeking small windows of joy that offer collective, not just individual, payoff.

Across these regions, indulgence spending is far from homogeneous. It is shaped by cultural narratives about success, wellness, and emotional reward. Yet the underlying behaviour is consistent: even under inflationary strain, middle-income consumers are unwilling to surrender the experiences and products that sustain a sense of control, progress, and personal value.

Why Indulgence Feels Necessary, Not Excessive

The persistence of small luxuries in strained economic times is not a matter of consumer irrationality. It is a rational psychological response to prolonged stress, uncertainty, and shifting social norms. For many middle-class households, small indulgences have moved beyond occasional rewards to become a form of emotional maintenance—a way to reassert agency and sustain morale when broader financial goals feel increasingly distant.

Much of this shift can be traced to the post-pandemic “live for today” mindset. After years of deferred plans and disrupted routines, consumers across income levels have shown a greater willingness to prioritise present-day satisfaction. Behavioural economists point to the acceleration of hedonic adaptation—the tendency to return to a baseline level of happiness despite external changes—as a key factor. When future security feels less certain, spending on immediate emotional uplift becomes a practical way to protect mental well-being.

American Psychological Association research on stress-related spending supports this view. A 2024 report found that nearly 60% of middle-income consumers in the US admitted to occasional “treat spending” as a coping mechanism, with the majority framing such purchases not as extravagance, but as essential self-care. Similar patterns emerged in the UK and Singapore, where smaller, experience-driven expenditures were linked to lower reported stress levels in middle-income groups.

Social behaviour further reinforces the normalisation of indulgence. Small splurges—dining out, a weekend getaway, a new skincare regimen—are highly visible on platforms like Instagram and TikTok. Sharing these moments has become part of how consumers construct narratives of resilience and self-investment. The effect is cumulative. What once might have been considered unnecessary spending is now broadly perceived as a reasonable way to manage life’s pressures.

Rather than retreating into austerity, many middle-class consumers are making conscious choices to maintain emotional balance through manageable rewards. In modern economic conditions, where traditional markers of financial progress are harder to achieve, these decisions are not acts of recklessness. They are strategies for preserving stability, dignity, and optimism in everyday life.

Small Luxuries, Big Opportunities

For brands, the persistence of small indulgences offers more than a temporary sales opportunity. It signals a deeper shift in how consumers assign value—one that demands careful strategic recalibration. Positioning products as accessible rewards or emotional enhancers, rather than as markers of status or success, will increasingly define market relevance.

Middle-class consumers are not looking for extravagant gestures. They are seeking personal moments of satisfaction, convenience, or self-expression that fit into constrained budgets. Products that deliver relaxation, confidence, or small affirmations of progress resonate far more than those that lean heavily on traditional luxury cues. In this environment, storytelling around personal value matters more than aspirational branding. A meal kit that saves time and creates family rituals, a skincare serum that represents self-care rather than vanity, a local mini-break that restores mental clarity—these are the narratives gaining traction.

The danger for brands lies in misreading the room. Overemphasising luxury, exclusivity, or aspirational distance risks alienating a consumer base that values relatability and tangible benefit over status. Innovation must centre on affordability without sacrificing the experience of quality. Smart packaging, modular services, and tiered product lines are helping some brands maintain margins while broadening emotional appeal.

Real-time market research is critical to navigating these shifts. Understanding which categories of small luxuries matter most—and how definitions of indulgence vary between regions, income brackets, and life stages—allows brands to tailor offerings with precision. Blanket assumptions about “affordable luxury” no longer hold. The brands that invest in nuanced, behaviour-led insights will be the ones best positioned to capture loyalty in an economy where emotional and financial resilience are increasingly intertwined.

Indulgence in an Age of Restraint

Discretionary spending among middle-income consumers is too often dismissed as irrational, a stubborn refusal to accept economic reality. This view misses the point. Small indulgences are not acts of denial. They are structural adjustments to a world where traditional financial milestones—home ownership, long-term savings, upward mobility—have become harder to secure. Preserving moments of joy, autonomy, and emotional stability has become a rational survival strategy.

Understanding these patterns is critical for anyone forecasting the next phase of consumer behaviour. Micro-indulgence is more than a passing phenomenon. It is a leading indicator of broader consumer sentiment, revealing how confidence, stress, and hope are negotiated at the household level. Brands and policymakers that fail to track these shifts will misread the market, mistaking emotional recalibration for economic irrationality.

At Kadence International, our global research shows that middle-class indulgence is not a short-term reaction to inflationary pressure. It is an embedded behavioural shift, one that will continue to shape spending across sectors well beyond the current cycle. Those who frame their growth strategies around emotional consumption, rather than rigid income segmentation, will be best positioned to capture resilience spending in an economy where financial caution and the pursuit of quality of life are no longer at odds, but deeply intertwined.

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Across the world’s fastest-growing consumer markets, one force is reshaping purchasing behaviour, product design, and service delivery: women. From Jakarta to Los Angeles, women are no longer a niche segment—they’re central to growth itself. In the US and UK, they already influence over three-quarters of consumer spending. In Asia, their economic clout is rising even faster, redrawing the map of modern consumption.

What’s notable isn’t just the scale of that influence—it’s the nature of the change. In emerging markets, women are leapfrogging traditional consumption curves. According to McKinsey, 47% of women in countries like India, Vietnam, and Indonesia say they plan to increase spending on categories tied to personal growth—wellness, education, digital tools—compared to just over one in four women in advanced economies. This isn’t just a response to rising incomes; it reflects shifting expectations about autonomy, quality of life, and long-term self-investment.

From single professionals in China to ageing populations in Japan and Singapore, women are redefining growth on their own terms. They’re fueling demand for high-touch services, longevity-focused health tech, and mobile-first commerce. In Southeast Asia, young women are using digital platforms not just to consume—but to build businesses and financial independence.

This is not a trend. It’s a structural realignment. The She-conomy spans geographies, life stages, and every category of spend. For brands, marketers, and policymakers, the challenge isn’t acknowledgment—it’s action: understanding how women are reshaping demand, and where that momentum is headed next.

Different Markets, One Direction

The rise of female economic power doesn’t follow the same path everywhere—but the momentum is global. In India, government-backed financial inclusion through schemes like Jan Dhan Yojana has enabled more than 300 million citizens—many of them women—to open first-time bank accounts. This structural shift in access is now fueling demand for education, micro-loans, and digital retail across urban and rural markets. Similarly, Indonesia’s regulatory push around e-commerce transparency has helped build consumer trust, enabling a surge in women-led digital businesses on platforms like Tokopedia and Shopee. Nykaa, a beauty marketplace founded by a former investment banker, went public in 2021—marking a milestone in female-focused consumer growth.

Image credit: Proctor & Gamble

Procter & Gamble’s “Always #LikeAGirl” campaign not only redefined adolescent hygiene marketing, but also reshaped its internal product innovation cycle. After the campaign’s success—reaching over 90 million views globally and boosting brand recall by 50 percent—the company invested in localized product design for underserved markets, including pad sizes tailored for Southeast Asian schoolgirls. The initiative drove a double-digit lift in brand penetration across key markets and remains a benchmark in behaviour-led brand transformation.

In China, women are redefining middle-class aspiration. Deloitte’s 2023 research shows that women in Tier 1 and 2 cities are more likely than men to purchase premium goods across skincare, electronics, and wellness. These choices are not about luxury—they’re about control over value. Many are now the primary household spenders, even in dual-income families.

In the US and UK, women already drive the majority of consumer spend—but their influence is evolving. They’re outspending men not just in traditional categories, but also in fintech and auto services. A 2024 NielsenIQ study found their purchase journeys are longer, more research-driven, and shaped by peer networks—prompting brands to rethink UX and communications from the ground up.

Southeast Asia may offer the clearest view of how quickly women’s economic roles are evolving. In markets like Indonesia and Vietnam, digital access has unlocked dual roles: consumer and entrepreneur. Platforms like TikTok Shop and Shopee Live are powering a wave of direct-to-consumer businesses led by women—often without physical storefronts. Bain & Company reports that in mobile-first economies, women now account for a rising share of all digital transactions.

Where Women Are Rewriting the Rules

The impact of female consumers extends well beyond traditional categories like beauty and household goods. The real shift lies in sectors once built with male defaults, where women are now setting new expectations—and rejecting outdated design assumptions.

In personal finance, women are adopting mobile budgeting tools, peer-to-peer lending, and investment platforms at rising rates—especially when these tools align with their financial priorities. In Western markets, platforms like Ellevest and Emma promote financial empowerment. In Asia, the trend is more practical: Indian women using Google Pay or PhonePe may not see themselves as investors, but their steady use of digital finance tools signals growing engagement.

In mobility, safety and accessibility are guiding new design priorities. Ride-hailing platforms across Southeast Asia have introduced women-only drivers, privacy features, and emergency tools as core service offerings. In cities like Bangkok and Jakarta, working women are using these services more frequently, reflecting how tailored features drive adoption, according to Grab’s 2023 regional data.

Health and wellness, once narrowly defined, are now among the most rapidly diversifying sectors for female consumers. Femtech is moving beyond fertility into menopause care, hormone diagnostics, and cycle monitoring. In Singapore and Japan, women over 45 are emerging as key adopters of wearable health tech and at-home diagnostic kits, reflecting both aging demographics and demand for greater autonomy. In Vietnam and the Philippines, startups are addressing affordability and discretion through telehealth platforms and pharmacy access tailored to women across life stages.

These shifts reflect decades of economic, social, and technological change converging in real time. What is different now is visibility. The women’s market is no longer niche—it is investable, influential, and forcing transformation in sectors not traditionally shaped by female demand, including fintech, mobility, and health tech.

Rethinking Design for the Female Majority

Consumer behaviour is evolving faster than the systems built to support it. Despite women driving growth across nearly every sector, many products remain designed around male defaults—whether by oversight or inertia. In fields like automotive, banking, healthcare, and workplace technology, critical design choices still overlook the needs and realities of female users.

Nowhere is this design mismatch clearer than in financial services. Across markets, women tend to value stability, long-term planning, and goal setting over short-term speculation. Yet many platforms still emphasise speed, risk, and accumulation. A 2023 Oliver Wyman survey found that over half of women in Southeast Asia viewed financial products as inaccessible or irrelevant—not because of digital literacy, but because the products failed to reflect their priorities.

Healthcare reveals one of the most persistent blind spots. For decades, male-centric clinical research has left significant gaps in diagnostics and treatment for women. These oversights still shape healthcare delivery and insurance coverage. In Japan and Singapore, women over 50 are among the fastest-growing patient segments, yet services for chronic conditions, menopause, and mobility are often limited or unaffordable. Femtech startups are stepping in, but without the scale or policy support to reach the broader market.

Consumer technology still lags in addressing women’s needs. Smartphones rarely include standard safety features designed with women in mind. Fitness trackers overlook menstrual and hormonal health, and voice assistants often reinforce gender bias. In some markets, this leads to disengagement. In other countries, it fuels innovation: in India and the Philippines, women-led startups are designing platforms from scratch, prioritising safety, affordability, and multifunctionality.

For brands, the challenge is not cosmetic. Designing for women demands more than surface-level updates. It means rethinking assumptions embedded in product development, data models, and leadership itself. As the She-conomy grows, so do the costs of exclusion. Closing the design gap requires leadership accountability—not just marketing rhetoric.

What Not to Do When Marketing to Women

Don’t	Why It Fails
Gendered design shortcuts often alienate modern female consumers who prioritise function over form.	Treating all women as one group ignores differences in age, culture, income, and priorities.
Don’t lead with empowerment clichés	“You go girl” slogans ring hollow if the product lacks practical value or doesn’t solve a real need.
Don’t assume women want pink	Gendered design shortcuts often alienate modern female consumers who prioritize function over form.
Don’t condescend with messaging	Oversimplified language or tone that assumes low knowledge damages trust and credibility.
Don’t rely on stereotypes	Positioning women only as caregivers, beauty-focused, or emotional overlooks their broader influence and aspirations.
Don’t retrofit male-first products	Adapting products originally built for men often leads to poor usability and overlooked needs.
Don’t ignore life stages	Focusing only on young women misses major opportunities among midlife and older female consumers.
Don’t fake inclusion	Representation must go beyond the ad campaign—real credibility comes from leadership, product, and service decisions.

Missing the Market by Missing the Point

The commercial case for investing in women is well established, but execution continues to fall short. Brands still underestimate the complexity of female consumer behaviour—not due to a lack of data, but because of how that data is misread or dismissed. Treating women as a monolith remains one of the costliest errors in modern marketing.

In the US and UK, many campaigns have embraced empowerment messaging while ignoring product relevance, pricing, or usability. Ads that celebrate confidence often fail when paired with offerings that fall short of real needs. The backlash is commercial as much as cultural. A 2023 Deloitte survey found that over one-third of women aged 25 to 45 stopped buying from brands they felt misunderstood them. The figure was even higher in India and Indonesia, where younger women are more likely to switch brands and shape peer behaviour online.

The issue is not intent but misalignment. Many of the fastest-growing brands in women-led markets succeed by focusing on function rather than messaging. In Vietnam, one mobility app gained traction not through slogans, but by addressing concerns raised by female riders—identity checks, well-lit pickup points, and transparent routing. Adoption among working women grew without a single reference to empowerment.

Companies that invest in contextual insight are outperforming. In Japan, a healthcare retailer overhauled store layouts after research showed that women over 60 were avoiding certain aisles due to privacy concerns. The brand responded with discrete consultation areas, improved lighting, and redesigned shelving. Within a year, footfall among older female customers rose by nearly 30 percent.

What Women Want (From Brands)

Need	What It Looks Like in Practice
Relevance	Products designed for real needs, not stereotypes—e.g. femtech beyond fertility, financial tools that reflect life goals.
Usability	Seamless design, not just surface-level inclusion—e.g. ride-hailing safety features, discreet health services.
Affordability	Accessible pricing without sacrificing quality—especially in fast-growing markets like Vietnam and India.
Trust & Transparency	Clear language, evidence-based claims, and no pinkwashing—particularly in health, finance, and wellness.
Representation	Women reflected in design teams, leadership, and brand storytelling—not just the marketing campaign.
Adaptability	Services that shift with her life stage—e.g. elder health tech in Japan, career-focused financial planning in the US.
Privacy & Safety	Built-in protections in tech, mobility, and healthcare—not retrofitted add-ons.
Cultural Relevance	Localized products and services that reflect regional values, needs, and constraints—not one-size-fits-all solutions.

Why Understanding Women Is No Longer Optional

The She-conomy is not a passing phase. It reflects a structural shift in global spending power, accelerating across both developed and emerging markets. The error lies in expecting it to resemble earlier waves of women’s influence, limited to specific categories or life stages. Today, women are shaping not just what gets purchased, but how products are designed, services delivered, and brands evaluated.

At Kadence International, we see this shift firsthand. Our studies show women driving outsized momentum in sectors such as personal finance and tech-enabled healthcare. What stands out is their behavioral precision: women are more selective, more digitally fluent, and more likely to switch brands based on trust, relevance, and values. While many claim to design for women, few engage with the complexity behind that label—spanning income, culture, and lived experience.

This is no longer about targeting a segment—it’s about rethinking how demand itself is defined. Behavioural segmentation, real-time research, and co-creation are no longer strategic extras. They are foundational tools in a consumer economy increasingly shaped by women’s expectations, choices, and values. The companies succeeding are not simply measuring sentiment; they are building systems that evolve with it.

For brands and policymakers, the stakes are no longer theoretical. Designing for yesterday’s consumer while today’s buyer reshapes the rules is a fast path to irrelevance. The She-conomy is not a trend to follow—it is the future to build for. Those who fail to act will not merely fall behind. They will lose the right to be in the conversation.

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In theory, younger consumers should be leading the green economy. Gen Z and millennials routinely rank climate change among their top global concerns, follow sustainability influencers, and expect brands to take a stance on everything from packaging to politics. But in practice, their purchasing behaviour last year tells a different story.

According to McKinsey, the percentage of Gen Z and millennial consumers in Western markets who ranked sustainability as a top purchasing factor dropped noticeably in the first quarter of 2024 compared to the previous year. Willingness to pay more for eco-friendly products, once a defining trait of these generations, is also declining. In fashion and CPG categories in particular, demand for green-labelled products is increasingly conditional on price parity. When faced with economic pressure, even the most vocal proponents of sustainability are defaulting to affordability.

The data mirrors a pattern captured in our Green Brand report: while most consumers say they care about sustainability, fewer are willing to compromise on convenience, performance, or price to act on it. Gen Z respondents across markets still express high levels of environmental concern, but that concern is no longer translating into behaviour when budgets are tight. One of our report’s starkest findings is that even those who consider themselves eco-conscious rarely let that identity drive final purchase decisions unless the value proposition is unmistakable.

This isn’t a retreat from climate concern. It’s a recalibration. As the cost of living continues to rise, the question isn’t whether people care—it’s how much they’re willing to pay to prove it. Brands that built their messaging around values alone now face a harder truth: today, value is back in charge.

Why Price Is Outweighing Principle

There is no shortage of public support for sustainability. In our Green Brand report, concern about environmental issues remains high across generations, especially among Gen Z and millennials. But concern and commitment are diverging—and fast.

While younger consumers continue to express strong interest in climate action, their ability to act on that interest is constrained by more immediate economic realities. High inflation, stagnant wages, and escalating rent costs are forcing difficult trade-offs. The result is a growing gap between intention and execution, particularly when sustainable products carry a higher price tag.

Our research shows that while the majority of consumers globally say sustainability matters to them, few follow through if the greener option costs more. In the UK and US, this drop-off is especially pronounced. A majority of Gen Z respondents in these markets describe themselves as environmentally conscious, but fewer than a third said they would consistently choose a sustainable product if it were more expensive than a conventional alternative. In Southeast Asia, the tension plays out differently.

In countries like Indonesia and Vietnam, younger consumers often express optimism about sustainable living, but price sensitivity remains high. In lower-income urban areas, premium-priced green goods are seen as aspirational but out of reach.

Across regions, the pattern is consistent: concern remains high, but economic pressure is shifting priorities. In many cases, consumers expect brands to absorb the cost of sustainability. Our data reveals that a growing segment of buyers believe it’s the company’s job—not theirs—to make products sustainable without charging more. This expectation is reshaping how value is judged, particularly in categories like food, fashion, and household goods, where switching between brands is easy and driven by price.

What’s fading is the assumption that people will pay more for principles. A rising number of consumers are now treating sustainability as a baseline expectation rather than a bonus feature worth a premium. In doing so, they are redefining the terms of brand trust—placing the burden of responsibility squarely on the supplier, not the shopper.

When Green Marketing Meets Market Reality

For years, brands that positioned themselves as sustainable leaders were seen as future-proof. Marketing strategies emphasised recycled fabrics, low-emissions sourcing, refill programs, and purpose-driven storytelling. But that return is now beginning to stall—particularly as price tags no longer align with consumer priorities.

Fashion is one of the clearest case studies. Mid-market brands that led with environmental credentials—organic cotton, closed-loop production, carbon offsetting—are facing stagnant growth as customers opt for cheaper alternatives with fewer claims and fewer caveats. Some DTC labels that built their reputations on sustainability are quietly shifting messaging away from mission and toward price, discounts, and durability. The signals are subtle: fewer lifestyle montages about purpose, more emphasis on value-per-wear.

In the beauty sector, refillable packaging and clean ingredient lists once helped newer entrants differentiate themselves. But our Green Brand report found that in mature markets, especially the US and UK, those features are no longer enough to justify a higher price. Many consumers now expect sustainable packaging as standard—and increasingly reject the idea of paying extra for it.

This creates a bind. According to the report, more than half of Gen Z and millennials still believe sustainability should be a priority for brands. Yet those same consumers are often unwilling to pay more for products with environmental certifications unless they also deliver a personal, tangible benefit. The disconnect is particularly acute in categories like skincare and cleaning products, where brand responsibility is expected—but the price premium is not tolerated.

A recent McKinsey analysis on consumer sentiment echoes the frustration felt by sustainability-led brands. Many are investing in responsible sourcing and packaging, only to find those efforts do little to influence final purchase decisions. Analysts have described this behavior as part of a growing “green fatigue”—where price and convenience consistently override eco-focused messaging, particularly in sectors like beauty, apparel, and household goods.

Automotive brands are facing their own version of this. While electric vehicle adoption is growing, brands that leaned heavily on sustainability messaging without solving for infrastructure, affordability, or maintenance are struggling to scale. Consumers might support the idea in theory, but without practical solutions, the value case remains unconvincing.

The tension isn’t going away. If anything, it’s becoming sharper. Brands are learning, sometimes reluctantly, that belief in sustainability doesn’t always translate into action. And when value is promised but not delivered, the backlash is quick.

What Consumers Actually Want From Sustainable Brands

The rules have changed. Consumers aren’t walking away from sustainability, but they’re no longer accepting vague virtue signals or price premiums in exchange for loosely defined ethics. The demand now is for relevance, utility, and clarity—sustainability that works for them.

What’s Driving Sustainable Purchase Today:

Priority	Consumer Expectation
Health & Safety	Products must offer tangible benefits—like being toxin-free or allergy-safe—not just eco
Durability	“Buy less, buy better” resonates—if durability equals savings over time
Convenience	Circularity is attractive only if seamless; friction kills follow-through
Local Impact	Locally sourced > carbon offsetting; it feels real, not symbolic

Our Green Brand report found that while seven in ten Gen Z and millennial consumers claim sustainability matters to them, less than one in three will follow through if the greener product comes at a premium. Instead, they reward products that solve real-world problems while aligning with environmental values.

Simon-Kucher’s recent study supports this behavioural gap: among those who rank sustainability as a top-three concern, half admit they only choose green alternatives when pricing is equal or better.

The data also reveals growing scepticism around broad claims. Phrases like eco-friendly or sustainable packaging are now met with caution unless backed by specifics. Consumers are gravitating toward hard metrics—“90% recycled material,” “no microplastics,” or “locally sourced within 100 miles.” Clarity, not idealism, builds trust.

Circular and refillable models remain appealing but require frictionless execution. In our study, Gen Z consumers repeatedly flagged dropout points—confusing signage, inconsistent availability, or unclear value propositions. Euromonitor echoes this, noting that in 2024, the leading barrier to reusable product uptake isn’t cost—it’s complexity.

The expectation has shifted: brands are still expected to lead on sustainability, but the terms have changed. Consumers are asking less about the planet in the abstract and more about how your product fits into their daily life—and whether it’s worth switching for. That’s not disengagement. It’s discernment.

Making Sustainability Make Sense

Some brands are no longer treating sustainability as a message. They’re treating it as a system. The difference shows in performance.

Uniqlo is one of the clearest examples. Its “LifeWear” positioning emphasises longevity and utility over trend. The brand avoids the language of sustainability but delivers it in practice. Consumers aren’t sold on values—they’re sold on fewer purchases, less waste, and more function. The result: Uniqlo consistently ranks high in consumer trust, despite rarely leading with climate or ethics messaging.

In the household category, Seventh Generation has narrowed the price gap with mainstream competitors. Once considered a premium eco-label, it now competes on convenience and cost, not just mission. Refill concentrates and simplified packaging have reduced production costs while giving consumers a product that fits into existing routines. Our Green Brand report notes that this shift toward seamless integration is key to retaining sustainability-conscious buyers who are also budget-conscious.

Southeast Asian retailers are pushing refillable models that require almost no behavioural change. Supermarkets in Thailand and Indonesia offer branded refill stations with clear instructions and price incentives. These programs succeed where others have failed because the decision is built into the shopping experience. Consumers aren’t persuaded by ethics alone. They follow the easier, faster option—if it aligns with their values.

Circularity is gaining ground when positioned as service, not sacrifice. Patagonia’s resale platform, Worn Wear, is growing steadily because the process is simple and familiar. IKEA’s buy-back program lets customers return used furniture for store credit with minimal effort. Both succeed not by appealing to ethics, but by creating easy, cost-effective alternatives to new consumption.

The brands making headway aren’t winning on messaging. They’re winning on design. They’ve stopped asking consumers to make difficult choices. Instead, they’ve made the better choice feel automatic.

The Future of Sustainability Hinges on What Consumers Do Next

The idea that consumers will make sacrifices for sustainability has been overstated. What they’re doing instead is recalibrating. That shift—from saying to choosing, from caring to acting—deserves more attention than most strategy decks allow. Especially now.

The gap between what consumers claim to value and what they actually buy isn’t new. What’s changed is how quickly that gap is shifting, and how unevenly it plays out across categories, price points, and cultures. In some markets, refill stations thrive. In others, they collect dust. The same consumer who buys reusable packaging in one category won’t tolerate it in another. Context matters, friction matters, timing matters. It always has—but brands that succeed now are those that bother to map it.

Market research is not a post-rationalisation tool. It’s what should tell you where your sustainability story breaks down, which claims build trust, and which changes are worth making because the consumer will notice. It reveals where values still win, where value dominates, and where new expectations are quietly forming.

The path forward won’t be defined by idealists or sceptics. It will be shaped by the millions of individual decisions made every day at the shelf, on a screen, or in-store. Brands that understand those decisions in real time—and respond accordingly—will be the ones that make sustainability mean something again.

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In the last year alone, bookings for luxury river cruises by travellers over the age of 65 rose by more than 70%. In Southeast Asia, spa and wellness retreats report that seniors now make up the fastest-growing customer group. And in the United States, recent data shows that older adults are adopting wearable tech at a faster clip than millennials. These aren’t isolated shifts—they’re signals of a broader recalibration underway in global consumption.

For decades, older consumers have been cast in a supporting role: brand loyal, budget conscious, and resistant to change. The stereotype of the frugal retiree—committed to saving, disinterested in trends—has shaped how marketers target, serve, and sometimes overlook the over-65 segment. But the demographic reality has changed, and so have the consumers within it.

Today’s seniors are living longer, staying active, and spending more. In markets like the US and UK, they hold the bulk of wealth and show no hesitation in using it. In Southeast Asia, where ageing populations are rising sharply, many seniors are approaching retirement with more education, financial independence, and an appetite for indulgence than the generation before them. From travel and wellness to personal tech and home upgrades, older consumers are not only participating—they’re leading demand in categories once reserved for younger buyers.

This isn’t a niche. It’s a market-wide shift. As ageing populations expand in both developed and emerging economies, their economic power is no longer confined to healthcare and insurance. It’s influencing the way brands think about experience, design, value, and messaging. Marketers who continue to fixate on youth risk missing one of the most quietly powerful growth segments in the global economy. Because while demographic trends might move slowly, consumer behaviour is already changing, and the brands that recognise it early stand to benefit most.

A New Consumer Class with Global Influence

The global demographic landscape is undergoing a significant transformation. By 2030, individuals aged 65 and older are projected to constitute over 20% of the population in most developed countries, marking a substantial increase from previous decades .

In the United States, baby boomers—those born between 1946 and 1964—hold a dominant financial position. They control approximately 70% of the nation’s disposable income, making them a formidable economic force . This wealth accumulation is attributed to factors such as prolonged careers and favourable investment returns .

Regional Spending Patterns

Japan: With nearly 30% of its population aged 65 or older, Japan faces unique economic challenges and opportunities. The ageing demographic has led to increased demand for healthcare services and age-friendly technologies
Singapore: Retired households in Singapore allocate a significant portion of their expenditures to health and wellness. Studies indicate that these households prioritise recreation and cultural activities, reflecting a desire for active and engaged lifestyles
United Kingdom: In the UK, seniors are playing a pivotal role in preserving and revitalising traditional crafts. The resurgence of interest in heritage crafts, such as cask ale brewing, is partly driven by older consumers who value authenticity and tradition .

Emerging Markets

India: Urban Indian seniors are exhibiting increased consumer confidence. Recent surveys show a rise in sentiment regarding personal finances and investments, suggesting a growing willingness to spend on quality products and services

Vietnam: Vietnamese seniors are among the most optimistic consumers in Southeast Asia. Their positive outlook translates into active participation in the economy, with increased spending on healthcare, leisure, and technology

The Spending Habits That Are Defying Age Expectations

The conventional image of older adults as cautious spenders is increasingly outdated. Recent data reveals that seniors are actively engaging in various sectors, from travel and wellness to home improvements and technology, often outspending younger demographics.

Travel and Leisure

Seniors are embracing travel experiences that prioritise comfort and enrichment. In the UK, luxury rail journeys are booming—Railbookers added nearly one new high-end booking for every two made the year prior. Similarly, wellness tourism added more than $200 billion in a single year—growing by nearly one-third to reach $868 billion in 2023, indicating a growing preference for health-focused travel among older adults.

Wellness and Beauty

The pursuit of health and longevity is driving seniors to invest in wellness products and services. Thailand’s wellness economy expanded by nearly $9 billion in just one year, reaching $40.5 billion in 2023, with older consumers contributing significantly to this surge . The global skincare supplement market also reflects this trend, valued at $2.81 billion in 2023 and projected to reach $5.86 billion by 2032 .

Home and Lifestyle

Ageing in place has become a priority for many seniors, leading to increased spending on home modifications. In the U.S., homeowners spent an average of $13,667 on home improvement projects in 2023, with accessibility and comfort being key motivators . Retailers like Home Depot and Lowe’s have responded by offering products tailored to the needs of older adults, such as ergonomic fixtures and safety enhancements.

Technology Adoption

Contrary to stereotypes, seniors are increasingly adopting smart technologies. AARP reports that nearly 9 in 10 adults over 50 now use smartphones, with two-thirds streaming on smart TVs and one in three engaging with voice assistants at home. This trend underscores the importance of user-friendly technology that caters to the preferences and needs of older consumers.

In category after category, senior preferences are leading—not lagging—market demand. Their choices no longer mirror trends; they initiate them.

Challenging the Utility-Only Narrative

The prevailing notion that older consumers prioritise practicality over pleasure is increasingly being challenged. Increasingly, older consumers are choosing experiences that deliver joy, autonomy, and a sense of identity—not just utility.

Seniors are drawn to luxury not for function alone, but for how it affirms identity. A 2025 study by Bargaoui found that older adults associate luxury consumption with emotional reward and self-worth—a signal that indulgence and aspiration are still core drivers well past middle age.

This shift in consumer behaviour necessitates a reevaluation of product positioning strategies. For instance, hearing aids are increasingly marketed not just as medical devices but as lifestyle enhancers that seamlessly integrate with other technologies. Apple’s approach to product design exemplifies this trend. Features like Voice Control and fall detection are incorporated into devices like the iPhone and Apple Watch, offering functionality that appeals to seniors without overtly targeting them as a separate demographic.

The same logic applies outside of tech. In the UK, older travellers are fueling demand for immersive rail experiences built around comfort, not spectacle. In Southeast Asia, seniors are driving bookings at wellness retreats that blend self-care with cultural depth.

Why the Marketing World Still Prioritises Youth

Despite the growing economic influence of older consumers, advertising strategies continue to disproportionately target younger demographics. This focus persists even as individuals aged 50 and above contribute significantly to consumer spending.

In the United States, consumers over 50 account for more than half of all consumer spending. However, only 5–10% of marketing budgets are allocated to engage this demographic . This disparity is not limited to the U.S.; in the United Kingdom, over-50s represent a third of the population and hold 80% of the nation’s wealth, yet they remain largely invisible in advertising campaigns

Several factors contribute to this imbalance. One is the composition of the advertising industry itself. According to Forbes, only 5% of ad agency employees are over 50, and most do not work in creative departments . This lack of age diversity within agencies can lead to a limited understanding of older consumers’ preferences and needs.

There remains a persistent stereotype that older consumers are less receptive to digital media. Yet data shows adults aged 55 and above now spend over half (54.4%) of their media time online—a shift that challenges the industry’s long-held assumptions.

Neglecting the older demographic not only overlooks a substantial market segment but also poses risks to brand relevance and loyalty. Competitors who recognise and address the needs of older consumers can capture market share and build lasting relationships. The influence of older consumers isn’t coming. It’s already reshaping how value is defined across categories—from beauty to tech to travel. Brands still tethered to a youth-first playbook aren’t just behind the trend—they’re blind to where the momentum has moved.

Meeting Older Consumers Where They Are

A handful of brands are beginning to adjust course—not by singling out older consumers with age-stamped campaigns, but by rethinking product design, messaging, and experience in ways that recognise the influence and expectations of this group.

L’Oréal has expanded its age-inclusive approach beyond token representation. In markets like the UK and Japan, it has invested in research and formulation targeting mature skin, while casting women over 60 in its mainstream campaigns—not in niche “silver” editions. What’s notable is the absence of the patronising tone that once marked age-focused advertising. The positioning is subtle: aspirational without being age-anxious, confident without being corrective.

In travel, companies like Viking and Belmond have seen a surge in demand from older travellers seeking richer, more immersive journeys over fast-paced itineraries. These brands have responded by retooling the product—not just offering mobility-friendly options, but reshaping the tone of travel itself. Longer stays, expert-led local immersion, and a focus on comfort over spectacle have proven to resonate. It’s not age that defines the appeal, but sensibility.

Tech companies have also begun to shift. Apple, as noted, integrates accessibility features across its product suite, yet never markets them explicitly as “senior” tools. Voice commands, larger interfaces, and health tracking appeal to all users, but are particularly beneficial for older ones. This universality is intentional—and effective. In 2023, adoption of the Apple Watch among consumers aged 60 and above increased by more than 25% year over year, according to Counterpoint Research.

In Southeast Asia, telcos and financial platforms are investing in UX overhauls aimed at improving digital fluency for older users. Singtel’s wellness and lifestyle offerings for seniors, for instance, go beyond low-cost data plans to include curated content, concierge services, and simple app layouts tailored to common needs. The pitch isn’t that seniors are less tech-savvy—it’s that good design should accommodate everyone.

These brands succeed not by targeting older consumers differently—but by removing age as a constraint. Their advantage lies in recognising behaviour, not categorising it.

For brands looking to operationalise these insights, the following cheat sheet outlines actionable ways to better engage senior consumers across touchpoints—from UX and messaging to service and product design.

How to Appeal to Senior Consumers

Category	Best Practices
Customer Understanding	– Maintain responsive phone support- Use empathetic, clear communication- Ensure continuity across channels (phone, in-store, digital)- Offer personalised follow-up (call, mail, or email)
UX & Product Design	– Font size ≥ 14–16pt, high contrast text- Simple, intuitive navigation- Large touch zones (≥44x44px)- Screen reader–friendly code- Clear, concise copy without jargon- Progress indicators and confirmation messages- Design with accessibility (WCAG) in mind
Customer Service	– Aspirational, not patronising- Purpose-led (quality, legacy, sustainability)- Emotionally intelligent (family, community, joy)
Marketing Channels	– Email (well-targeted, not overwhelming)- Google Search (strong SEO and PPC)- Facebook (high usage globally among 60+)- YouTube (growing for how-tos, lifestyle)- Traditional media (TV, print) still valuable in key sectors
Messaging & Tone	– Prioritise ergonomic, easy-to-use design- Offer modular or personalized options- Highlight safety, quality, and customer support- Allow for trials or no-commitment use (especially for tech or wellness)
	– Feature active, diverse older adults—not stereotypes
Product & Service	– Prioritise ergonomic, easy-to-use design- Offer modular or personalised options- Highlight safety, quality, and customer support- Allow for trials or no-commitment use (especially for tech or wellness)

Age Is No Longer a Signal of Decline—It’s a Forecast of Opportunity

For decades, brands have treated older consumers as the end point of a lifecycle—an audience to retain, not one to build around. That logic no longer holds. Seniors are not only outliving the systems built to serve them—they are outspending, outpacing, and, increasingly, out-influencing expectations.

They are the early adopters of wellness routines previously marketed to 30-somethings, the repeat buyers of luxury services, and the most consistent upgraders of home technology. Their behaviour is not defined by age, but by intent. And if there’s one insight brands should act on now, it’s this: longevity is no longer just a medical issue. It’s a commercial one.

Their economic power is growing, but their motivations remain misunderstood. Too often, research flattens them into averages, surveys them through outdated assumptions, and overlooks the complexity that defines their choices. This is not just a missed opportunity. It’s a strategic blind spot.

To lead in the decade ahead, brands need to stop asking how to market to older consumers and start asking what they are telling us through the choices they make. That shift—from messaging to meaning—is where research proves its value. Not in confirming what we think we know, but in uncovering the complexity we’ve long overlooked.

In a marketplace increasingly driven by flexibility, aspiration, and self-determination, it may be the oldest consumers who are best positioned to show us what the future looks like. But only if we ask better questions—and actually listen.

Looking to better understand the evolving expectations of senior consumers—or any audience segment reshaping your market? At Kadence International, we help brands uncover the insights that drive results. Through in-depth research across key global markets, we go beyond demographics to decode behaviours, motivations, and emerging opportunities. Let’s start working together today.

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Today, every brand has a dashboard problem.

Real-time data tracks everything. Purchase paths are mapped down to the millisecond. Heatmaps show where consumers hover and hesitate. The real-time analytics market is booming, valued at $25 billion in 2023 and projected to reach $193.71 billion by 2032.

But in the race to be data-led, something is breaking.

Creativity gets boxed in by past behaviour. Brand identity erodes under the weight of what’s trending. Short-term metrics win out over long-term vision.

Now, some of the world’s most ambitious brands are pushing back.

From fashion houses to fintech startups, companies are flipping the script — treating data not as a decision-maker but as a decision-support tool. This is data-informed leadership, where numbers sharpen instincts but never replace them.

Because the brands shaping the future aren’t the ones following the dashboard. They’re the ones willing to look up from it.

This is a real power move. This isn’t about ignoring data. It’s about knowing its place.

When Data Leads, Brands Lose Their Edge

Nowhere is the fallout of being data-led more visible than in marketing departments locked in endless loops of optimisation.

Look at the wave of direct-to-consumer brands that flooded social feeds over the past decade. Fueled by performance marketing metrics – clickthrough rates, conversion percentages, cost-per-acquisition – these companies became masters of the micro-adjustment. Headlines were A/B tested to exhaustion. Product pages shifted based on heatmaps. Ads were churned out by the dozen, tweaked and re-tweaked until only the most clickable version survived.

Yet, many of these brands began to blur into one another – stripped of personality, chasing the same lookalike audiences with the same algorithm-friendly formulas.

Optimising for KPIs without a clear brand compass is how brands lose their edge. The numbers might show what’s working now, but they rarely tell you whether anyone will care about your brand a year from now.

This is the risk brands face when they let data lead: it pulls them toward what’s proven, not what’s possible. It creates echo chambers of past behaviour. And in a market where consumers crave identity, meaning, and human connection, it’s not enough to follow what the dashboard says.

Because the brands that are remembered – the ones people talk about, love, and come back to – don’t just follow patterns. They break them.

Data Can’t Read the Room

Data can tell you what people clicked. It can tell you how long they hovered over a product image. But it can’t tell you what made them laugh at the dinner table. It can’t decode why a slogan fell flat. And it certainly can’t predict the next cultural wave before it hits.

This is where market research proves its value – not as a report card on past behaviour, but as a lens into the emerging culture, unmet needs, and emotional drivers that dashboards can’t track. Qualitative studies, ethnographic research, and in-depth interviews offer what raw analytics can’t: context, nuance, and human stories that decode the why behind the what.

Brands chasing data-led decisions often learn this the hard way. Take Pepsi’s 2017 advertisement featuring Kendall Jenner. The campaign aimed to resonate with younger audiences by aligning with themes of unity and protest – elements that data likely indicated were essential to this demographic. However, the execution was widely criticised for appearing to trivialise serious social justice movements, leading to public backlash and the eventual withdrawal of the ad.

This is where market research proves its value, not as a report card on past behaviour, but as a lens into the emerging culture, unmet needs, and emotional drivers that dashboards can’t track. Qualitative studies, ethnographic research, and in-depth interviews offer what raw analytics can’t: context, nuance, and human stories that decode the why behind the what.

Where performance data might highlight rising engagement on social content using trending slang, a well-run focus group or semiotic analysis could reveal whether that language resonates, or risks alienating the audience by trying too hard. Research would have focused on tone, cultural sensitivity, and perceived authenticity long before backlash hit the feed. It doesn’t just show whether people noticed. It uncovers how they felt and why it matters.

Smart brands are starting to push back — treating data not as gospel but as one of many inputs in a much messier, more human process of understanding what matters to people.

This misstep underscores a critical limitation of data-led strategies: while analytics can highlight trends, they often lack the contextual understanding necessary to navigate complex cultural landscapes. Relying solely on data without human insight can result in messages that miss the mark, alienating the very audiences they intend to engage.

Smart brands are starting to push back – treating data not as gospel but as one of many inputs in a much messier, more human process of understanding what matters to people.

Data-Informed Brands Are Playing the Long Game

Across industries, a quiet shift is happening. The most resilient brands aren’t the ones chasing every data blip — they’re the ones brave enough to zoom out.

Consider Ben & Jerry’s, the iconic ice cream brand known for its bold flavors and unapologetic activism. In 2020, the company launched “Justice ReMix’d,” a limited-edition flavor supporting criminal justice reform. The campaign generated widespread buzz, and sales surged. Customers flooded social media and retail partners with requests to make the flavor permanent.

A data-led strategy might have given in. The metrics were strong, and the demand was obvious. But Ben & Jerry’s made a different call.

They chose to keep it a one-off, not because the numbers weren’t there, but because the long-term brand strategy was. The flavor wasn’t just a bestseller; it was a statement. Part of that impact came from its temporary nature—using ice cream as a cultural spotlight, not just a product.

This is what data-informed decision-making looks like: using numbers to gauge impact, but staying grounded in brand purpose. Sales figures and social metrics mattered, but didn’t override the strategic intent. Ben & Jerry’s understood the difference between what was popular now and what was authentic long term.

It’s the same muscle that other data-informed companies are flexing. They use data to pressure-test their instincts, to spark ideas, to avoid blind spots, but never to replace judgment. They know the difference between reacting and leading.

And in an era where consumers see right through opportunism, playing the long game isn’t just smart. It’s survival.

Case Study: Hugo Boss – Using Data to Guide Creativity, Not Replace It

Background

Hugo Boss, one of the world’s leading fashion brands, faced the same challenge confronting many legacy companies: how to embrace digital transformation without losing its creative edge. Under CEO Daniel Grieder, appointed in 2021, the company set an ambitious goal: to double sales to €4 billion by 2025.

Central to this ambition was a bold shift in strategy: becoming more data-driven while staying brand-led.

What the Hugo Boss Did

As part of its €150 million “Claim 5” strategy, Hugo Boss invested €15 million in a new Digital Campus in Gondomar, Portugal. This hub was designed to harness advanced data analytics across product design, marketing, and sales – creating faster feedback loops and operational efficiency.

But crucially, the company drew a line. Data was used to inform creative teams, not to dictate their decisions.

Designers still led product development based on brand vision and long-term strategy. Data helped validate ideas, identify emerging trends, and sharpen customer insights – but final decisions stayed rooted in brand instinct and creative direction.

Outcome

Hugo Boss’s approach has positioned it as a front-runner among heritage fashion brands navigating digital transformation. By resisting the trap of becoming purely data-led, the brand has maintained its distinct identity while accelerating growth.

Since implementing the strategy, Hugo Boss reported record sales in 2023 and is tracking ahead of its 2025 targets. Industry analysts have cited the company’s ability to blend creativity with smart data use as a key differentiator in a hyper-competitive market.

As CEO Daniel Grieder put it:
“Data can show us what’s happening – but creativity shows us what’s next.”

Product Teams Want Direction, Not Dictation

Inside product teams, the mood is shifting. For all the power of dashboards and predictive models, there’s growing fatigue with treating data like a final answer key.

Data shows you where the traffic is, not where the road should go. If teams only respond to what’s already happening, they’re not innovating; they’re following.

This is why product teams at some of the world’s most agile companies are moving away from absolutist, data-led roadmaps. Instead, they’re asking for directional data – insights that point to opportunity areas without shutting down creative thinking.

Increasingly, product development teams are leaning on market research not just to validate ideas but to shape them early – using consumer co-creation, concept testing, and journey mapping to pressure-test decisions before they go live. Research isn’t the finish line. It’s the starting point for informed creativity.

Consider Fisdom, a leading Indian fintech company. Through extensive UX research, Fisdom discovered that placing the Know Your Customer (KYC) form at the beginning of the signup process was a significant barrier for new users. By moving the KYC step to the end of the signup flow, they reduced friction and saw a notable increase in user completions. This change was guided not just by analytics but by a deeper understanding of user behaviour and preferences.

This kind of data-informed decision-making is harder. It requires teams to accept ambiguity, weigh trade-offs, and trust their understanding of the customer beyond the numbers.

But it’s also where differentiation lives.

In the end, the smartest brands aren’t anti-data. They’re pro-human. They combine what the dashboard says with what market research uncovers – using evidence to sharpen their instincts, not replace them.

Data will always tell you what people did yesterday. Brand instinct decides what they’ll care about tomorrow.

Smart brands know the difference. The rest are just watching the dashboard.

At Kadence International, we help brands turn data into direction. As a global market research agency, we uncover the human insights behind the numbers, helping brands move with confidence, not (just) caution.

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British shoppers are entering a new era of grocery buying – less impulsive, more deliberate, and increasingly shaped by price. Grocery inflation rose to 3.5 percent in March, capping off two years of compounded cost pressure. Supermarket sales have softened, not because people are walking away, but because they’re buying fewer items and skipping anything that doesn’t feel essential.

Essentials are winning, volume is shrinking, and price has become the lead story. This shift isn’t just thrift – it’s agency. After months of rising bills and economic fatigue, shoppers are regaining a sense of control by editing their baskets. That often means skipping branded goods and sticking to private labels.

Discounters are reaping the gains. Aldi’s market share is up to 11 percent, and Lidl is outpacing rivals in sales growth. But this isn’t just about who’s winning – it’s about how. Shoppers aren’t compromising; they’re recalibrating. Value now means quality at the right price, not a badge name. What’s happening isn’t tactical – it’s behavioural.

What distinguishes this period from past inflation spikes is the speed and confidence of the switch. Brand loyalty, long considered a mainstay of British retail, is now a conditional contract. If a supermarket can’t justify its price point – through quality, loyalty perks, or convenience – shoppers will walk.

Retailers are moving fast to keep up: shrinking private-label ranges to what works, tuning promotions, and reframing value as a daily promise. On paper, it looks like a margin problem. In reality, it’s a permanent shift in how households define value – and there’s little reason to think it’ll snap back.

This isn’t a belt-tightening moment. It’s a consumer reorientation. People aren’t just buying less; they’re buying differently. And in doing so, they’re quietly forcing a reset in how the UK grocery industry defines, delivers, and earns loyalty.

Inflation at the Checkout: What’s Really Driving the Shift?

Walk through any UK supermarket right now, and the change isn’t just in the receipt – it’s in the way people are shopping. Labels are read more slowly. Own-brand products are picked up, put back, then chosen again. Familiar items suddenly feel like indulgences.

What’s happening at the checkout isn’t just about price increases. It’s a psychological shift. Shoppers aren’t just spending less – they’re thinking differently. The same budget now feels tighter, not only because of higher prices but because of how those prices are being perceived.

Anchoring is one reason. Consumers aren’t comparing this week’s price to last week’s – they’re comparing it to what they used to pay before “everything got expensive.” That reference point, even if outdated, sticks. When a block of cheese crosses the £3 mark, it doesn’t matter if it’s only a 5p rise – it’s crossed an invisible line. And that line reshapes everything around it.

Mental accounting adds another layer. People are rebalancing invisible budgets in their heads. Spend £2 more on milk, and that £2 has to come from somewhere else. They’re not just making trade-offs – they’re making calculations. Essentials stay, extras go, and even mid-tier items are under scrutiny if there’s a cheaper equivalent close by.

Then there’s price perception. It’s not what something costs – it’s what it feels like it should cost. That’s why a 10% rise might barely dent volume in one category but trigger a collapse in another. It’s not rational, but it’s real – and it’s guiding what goes in the basket.

For retailers and brands, this moment demands more than sharper pricing. It requires fluency in how shoppers frame value. That might mean pricing just below emotional thresholds or structuring offers that signal stability – even when costs are climbing. In this climate, perception can be as powerful as reality.

What does inflation feel like in real terms? The chart below shows just how much everyday items have risen since 2020.

How-inflation-has-impacted-the-everyday-basket-in-the-UK

Brand Erosion in the Era of the Basket Reboot

Brand loyalty isn’t dead – but it’s under review. Across the UK, what once felt automatic is now under scrutiny. Shoppers are looking at familiar labels, hesitating, and reaching for something cheaper – often store-brand, often good enough.

It’s not just trading down. It’s trading out. The basket reset happening now is exposing which brands still hold meaning and which were riding on habit. In categories like cereal, canned goods, and pasta sauces, private label has moved from backup plan to first choice. When shoppers feel squeezed, brand preference isn’t about awareness – it’s about justification.

The most vulnerable brands are the ones that rely on shelf presence and recognition without clearly articulating why they cost more. A fancy label or nostalgic logo doesn’t hold up when the price delta is visible, and the value isn’t. Own-label is no longer the compromise – it’s the baseline.

Supermarkets know this. That’s why they’ve built out three-tiered private label strategies: essential ranges for price-sensitive shoppers, core lines that match national brands on quality, and premium sub-brands designed to compete with legacy products on both taste and packaging. In many cases, they’re winning on all three fronts.

Branded suppliers are feeling the squeeze. Promotions are being pulled. Negotiations are tighter. Some products are being delisted entirely as retailers prioritise margin and private-label growth. Even in higher-margin categories like snacks and beverages, shoppers are experimenting more – and defaulting less.

This moment demands more than marketing. It demands a proposition that holds up under pressure. Brands that offer clear functional benefits – whether that’s health, sustainability, or convenience – still earn a place. But those that relied on emotional inertia are being quietly swapped out, one basket at a time.

The question for consumer goods companies isn’t just how to defend share. It’s how to rebuild relevance. Because if shoppers are open to changing their habits, they’re also open to forgetting the brands that no longer reflect how they want to spend.

Also, read our study on the UK’s Cost of Living Crisis here.

The New Class of Smart Shoppers

Frugality has rebranded itself – and fast. What used to be framed as a necessity or even a source of quiet shame has become a signal of control, intention, and in many cases, pride. The UK’s cost-of-living pressures have given rise to a new kind of grocery shopper: not just cost-conscious, but value-literate.

This isn’t driven solely by economics. It’s cultural. Discount shopping has moved out of the shadows and into the spotlight. TikTok is full of haul videos not from high-end retailers, but from Aldi and Lidl – highlighting bulk buys, dupes, and smart swaps. The tone isn’t apologetic. It’s instructional. Look what I saved. Look how much farther I stretched my budget. There’s a certain confidence in the captions: “You’d be mad to pay more.”

Digital tools have amplified the shift. Couponing, once a paper-based pursuit of extreme savers, has gone mobile and mainstream. Apps like Too Good To Go and supermarket loyalty platforms now offer real-time deals that reward flexibility, not just spending. Younger shoppers – especially millennials with families and Gen Z renters – are building grocery strategies around digital offers and flash pricing. Price matching isn’t a race to the bottom; it’s a form of skill.

What’s changed is the identity that surrounds all this. Saving money used to imply you didn’t have it. Now, it implies you’re informed. Especially among middle-income shoppers, there’s been a quiet erosion of stigma. Being a “deal hunter” no longer contradicts being design-conscious or health-focused. You can buy the store-brand canned tomatoes and still splurge on artisanal olive oil. You can track every penny and still care about the story behind your coffee.

This hybrid mindset – blending thrift and selectivity – is what many legacy brands are still struggling to read. Their customers didn’t disappear. They just rewrote the rules of what makes a product worth paying for.

It’s no longer enough to assume aspiration equals premium. In this landscape, brands have to justify every line of the receipt. They need to speak the language of value – but not just through lower prices. It’s about usefulness, quality, longevity, and emotional return on spend.

Smart shoppers aren’t waiting for brands to get it. They’re building baskets that reflect who they are now – pragmatic, digitally fluent, and empowered by information, not overwhelmed by it. The question isn’t whether this shift will last. It’s whether brands can keep up with customers who’ve stopped equating value with volume – and started defining it for themselves.

Retailers Rewrite the Rules

Retailers have stopped waiting for shoppers to come back to old habits. Instead, they’re adapting to new ones – fast. The traditional promotional cycle, once built around limited-time offers and seasonal spikes, has been replaced by something more fundamental: proving long-term value in real-time.

That shift is showing up everywhere. Tesco’s Clubcard Prices and Sainsbury’s Nectar Prices have moved from reward mechanics to central pricing strategies. What began as a loyalty tactic is now a core part of how these retailers compete with discounters. And it’s not just about price. It’s about visibility. Price tags on shelves now tell a story of what the customer is saving, not just spending.

Even premium grocers are adjusting. Waitrose, long associated with quality-first positioning, has expanded its Essentials range and emphasised value messaging in advertising. Its recent campaigns have spotlighted affordability without abandoning tone, suggesting that smart shopping doesn’t have to mean compromise.

But nowhere is the shift more aggressive than in private label. Across the sector, own-brand lines have become the innovation lab. Aldi and Lidl continue to lead, not just with price, but with product development that mirrors – and sometimes beats – national brands. The battleground isn’t just about matching flavor or format anymore. It’s about convenience, sustainability, and shopper emotion. A well-packaged ready meal that costs less and feels like a small win at the end of a long day? That’s more powerful than a deep discount.

Retailers are also experimenting with format. Smaller footprint stores are popping up in urban areas, designed around the grab-and-go shopper who wants efficiency, not abundance. Meal deals, shoppable recipes, “value hacks” – all of it engineered to speak the new shopper’s language: stretch, save, simplify.

Marketing has evolved in step. Circulars and point-of-sale have been replaced by in-app push notifications, hyper-local personalisation, and digital shelves that highlight time-sensitive offers. Messaging is less about indulgence and more about empowerment. You’re not just saving money; you’re being smart. You’re beating the system.

The result is a retail environment where success no longer comes from a breadth of range or deepest pockets. It comes from relevance – knowing who your customer is today, what trade-offs they’re willing to make, and how to meet them with the right balance of function, emotion, and frictionless value.

Case Study: How Aldi Became the Benchmark for Value With Purpose

Aldi’s rise in the UK has long been tied to price, but its current momentum speaks to something deeper: cultural relevance. While many retailers are reacting to consumer caution, Aldi has anticipated it – shaping not just how people shop but also how they think about spending.

Its private label dominance is no longer just about cost-cutting. Aldi has invested heavily in product development and packaging design that challenges branded equivalents, often earning accolades in blind taste tests. Shoppers aren’t settling – they’re discovering. Categories like wine, ready meals, and snacks now generate loyalty not as substitutes, but as preferred choices.

Where Aldi’s strategy truly stands out is in how it aligns with emerging shopper identity. The brand doesn’t apologise for low prices. It builds pride around them. Recent campaigns have leaned into humor and confidence, casting Aldi customers as smart, in-the-know shoppers rather than bargain hunters. The brand’s “Like Brands. Only Cheaper.” messaging isn’t defensive – it’s disruptive.

In-store, Aldi’s stripped-back format reinforces that every inch of shelf space must earn its keep. The tight range, fast checkout model, and curated promotions reflect a retailer that understands time, budget, and simplicity as core values – not just marketing points.

Aldi isn’t winning by chasing premium. It’s winning by reshaping what premium means in the mind of today’s value-driven consumer.

What Comes Next for Grocery, Brand Building, and British Retail

This isn’t just a cycle – it’s a structural shift. The current realignment in UK grocery is forcing a deeper redefinition of how brands are built, how value is communicated, and what kind of loyalty can actually be sustained in a low-growth, high-scrutiny environment.

The old model – premium equals quality, discount equals compromise – has fractured. What’s rising in its place is a hybrid mindset: shoppers who blend store brands and branded goods, who track savings as a personal KPI, and who want clarity in place of clutter. For brands and retailers, the challenge is no longer just about margin. It’s about meaning.

Products will still matter – but the story around them matters more. Why this? Why now? Why at this price? The brands that survive won’t just be better stocked or better known – they’ll be better understood. That means strategy rooted in real consumer behaviour, not assumptions. It means investing in insight before investing in shelf space.

We’ve entered an era where margins are thinner, decisions faster, and the consumer’s tolerance for noise almost nonexistent. The winners will be those who can decode the mindset behind the spend – what drives trust, what cues value, what kills interest – and adapt before the data shows up in declining sales.

For British retail, this could be a renaissance moment. But it will favor the precise, not the broad. Those who treat their audience as a living, evolving signal – not a static segment – those who invest in listening as much as launching.

Because the real growth ahead won’t come from pushing more into baskets. It will come from knowing what truly earns a place there.

A Market Redefined by Value Will Reshape the Industry

What’s happening in UK grocery right now isn’t a blip. It’s a reset. A recalibration of trust, relevance, and what constitutes a purchase worth making.

For brands, the margin for error has collapsed. Shoppers are not just selective – they’re strategic. They aren’t waiting to be impressed. They’re asking harder questions: Is this worth it? Is this credible? Does it deliver more than just a label?

Retailers that respond with nuance – not just price cuts – are the ones shaping the future. The discounter isn’t the disruptor anymore; it’s the new center of gravity. Traditional grocers that once competed on scale or loyalty must now compete on understanding. That means fewer assumptions, more clarity, and a sharper grasp on how value is perceived – not just priced.

Consumer behaviour isn’t snapping back. Once a shopper has built a new mental model of spending – one grounded in empowerment, not deprivation – it tends to stick. The post-abundance era doesn’t signal a withdrawal from consumption. It signals a new consciousness around it.

Over the next five years, British retail will be defined not by who shouts the loudest but by who listens best. That requires precision, pattern recognition, and real, ongoing intelligence on the evolving expectations of the people pushing the trolleys.

Smart brands won’t just ride this out. They’ll use it to rebuild better – on foundations that reflect today’s shopper, not yesterday’s playbook.

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When wallets tighten, lipstick sales often loosen.

Beauty counters are buzzing across the US and UK – even as consumers pull back on big-ticket splurges like fashion, tech, and travel. Luxury lipsticks, skincare serums, and fragrances are flying off shelves, offering shoppers a small but satisfying escape from financial uncertainty.

It’s a familiar phenomenon with a new edge. Known as the “lipstick effect,” this pattern sees consumers trading down on larger purchases while indulging in little luxuries that deliver an instant emotional lift. But today’s version is shaped not just by economic pressures – but also by a cultural obsession with self-care.

In recent weeks, prestige beauty sales have proven remarkably resilient. According to Circana (formerly NPD Group), the U.S. prestige beauty market experienced an 8% growth in the first half of 2024, reaching $15.3 billion. In the UK, similar trends are playing out, with consumers leaning into beauty rituals to brighten up bleak headlines.

And it’s not just older shoppers who are clinging to old habits. Younger consumers – especially Millennials and Gen Z – drive this feel-good spending, treating beauty buys as affordable wellness investments in anxious times.

Younger Consumers Lead the Way

While beauty spending cuts across generations, younger consumers are shaping what small luxury looks like today.

Millennials and Gen Z – already steeped in self-care culture – keep beauty at the top of their shopping lists, even as they cut back on bigger lifestyle purchases like fashion or tech. For these consumers, beauty buys are less about occasional splurges and more about everyday wellness routines.

Fragrance layering, skincare rituals, and makeup experimentation have become embedded in how younger shoppers navigate stress and self-expression. Beauty products are positioned not just as cosmetics but as affordable tools for relaxation, creativity, and confidence.

Social media continues to fuel this behaviour, turning beauty trends into global moments overnight. Viral skincare products, fragrance hacks, and affordable luxury recommendations constantly shape younger shoppers’ wishlists.

For a generation that values both experience and accessibility, small luxuries in beauty offer the perfect balance – indulgent enough to feel special and practical enough to justify the spend.

How Beauty Retailers Are Responding

Beauty retailers are moving quickly to meet consumers where they are – in search of small luxuries that feel special and attainable.

Premium beauty brands are expanding their ranges of travel-sized products, mini sets, and giftable formats to capture demand from shoppers looking for affordable indulgences. Retailers like Sephora and Ulta Beauty in the US have invested heavily in “trial and discovery” zones, allowing consumers to experiment with high-end skincare, makeup, and fragrance at lower prices.

In the UK, while mass-market chains like Boots may not operate in the luxury segment, they are leaning into accessible self-care with curated beauty edits, exclusive product bundles, and limited-time offers – helping cost-conscious consumers stretch their budgets without sacrificing quality.

Luxury fragrance brands are also innovating, offering layering bars, engraving stations, and bespoke consultation services in flagship stores, creating memorable experiences around smaller purchases.

Online, digital personalisation has become a powerful tool. Beauty retailers are enhancing their platforms with tailored product recommendations, virtual try-ons, and rewards programs designed to keep shoppers engaged between purchases – reinforcing beauty as a repeat treat rather than a rare splurge.

For the industry, this pivot toward small luxuries isn’t just a response to the moment – it’s emerging as a long-term strategy for growth in a market where big-ticket spending remains unpredictable.

Luxury Brands Winning with Small Indulgences

Tom Ford Beauty – Turning Wellness into a Fragrance Success

Image Credit: Escentual
Background

Tom Ford Beauty, under Estée Lauder Companies, is best known for its ultra-luxurious positioning in fragrance and beauty. But as consumer demand shifted toward wellness and self-care, the brand saw an opportunity to evolve its narrative beyond glamour and sensuality.

Strategy

In 2024, Tom Ford Beauty launched Bois Pacifique, a fragrance inspired by founder Tom Ford’s childhood memories of Big Sur, California. The product was positioned within the growing wellness fragrance space – marketed as a calming, nature-inspired scent designed for emotional well-being.

Beyond the product, Estée Lauder doubled down on its ambitions for Tom Ford Beauty following its $2.8 billion brand acquisition in late 2022. The brand leaned on storytelling, innovation, and the strength of its global distribution network to fuel growth.

Outcome

Bois Pacifique is projected to generate $50 million in sales within its first launch year.
Prior to the acquisition, Tom Ford Beauty reported nearly 25% net sales growth in its fiscal year ending June 2022.
Estée Lauder has set an ambitious target for Tom Ford Beauty to reach $1 billion in annual net sales by the end of 2024.

(Sources: Vogue Business, Luxury Tribune)

YSL Beauty – Leveraging Digital Influence for Small Luxury Growth

Image Credit: Fashion Gone Rogue

Background

Yves Saint Laurent (YSL) Beauty, part of L’Oréal Group, is a leading player in prestige beauty with a strong foothold in fragrance, makeup, and skincare. Recognising the power of digital culture – especially among Gen Z and Millennials – YSL Beauty has heavily invested in influencer-driven marketing and social media campaigns.

Strategy

Throughout 2023 and early 2024, YSL Beauty collaborated with high-profile celebrities like Dua Lipa while boosting its presence across TikTok and Instagram. The brand amplified visibility during key moments like Fashion Week, creating shareable content and interactive campaigns that resonated with younger, trend-savvy consumers.

Product innovation also remained at the heart of YSL Beauty’s strategy, with mini-sized offerings and discovery sets crucial to driving trial and engagement.

Outcome

YSL Beauty recorded a 94% surge in Earned Media Value (EMV) between April 2023 and March 2024.
Total impressions increased by 109%, reaching 9.1 billion during the same period.
The brand saw a 314% year-over-year growth in TikTok EMV, underscoring its success in capturing younger audiences on digital platforms.

Why This Trend May Last

What began as a response to economic uncertainty is fast becoming a new consumer habit – and beauty brands are betting it’s here to stay.

Unlike larger discretionary purchases, beauty products deliver instant gratification and emotional value. A new lipstick, a signature scent, or a skincare upgrade offers a quick mood boost — often for the price of a night out or less. In uncertain times, that balance of affordability and emotional return on investment is hard to beat.

The growing cultural emphasis on self-care is also reinforcing this behaviour. For many consumers — especially younger ones — small beauty purchases are no longer occasional splurges but regular acts of personal wellness. A face mask or fragrance isn’t just about appearance — it’s tied to relaxation, routine, and identity.

Even if economic conditions improve, retailers and brands are unlikely to abandon strategies built around accessible luxury. Discovery sets, travel-sized products, and personalised shopping experiences are proving effective at driving loyalty and repeat purchases.

Beauty’s resilience in the face of economic pressures offers a glimpse of how future retail may evolve: not necessarily bigger, but smarter — built on emotional connection, small indulgences, and everyday moments of joy.

For consumers navigating an unpredictable world, the little luxuries may well become the ones that last.

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A bold move into familiar territory – will it pay off?

Chipotle’s announcement to open its first restaurant in the country, which inspired its menu, raises eyebrows and expectations. Partnering with Latin American restaurant operator Alsea, the US-based chain is entering a market where culinary authenticity isn’t a differentiator; it’s the starting point. For Chipotle, this market entry isn’t just about expansion. It’s a litmus test: Can a brand that interprets Mexican cuisine resonate with consumers who live and breathe it?

The answer will depend not just on flavor but also on strategy and whether modern tools like hyper-local research and cultural intelligence can bridge the gap between inspiration and expectation.

Lessons From the First Movers

Chipotle isn’t the first American brand to try its luck in Mexico. In 1992, Taco Bell debuted in the country with ambitions just as bold. It launched with localised menu tweaks and a confident footprint, but the venture didn’t last. The brand ultimately withdrew, not because of a lack of visibility or investment, but because the offering didn’t quite land with local palates.

That chapter is often cited in business schools, but rarely for what it truly was: an early experiment in exporting food culture into a market that didn’t ask for it. The reaction underscored a gap between adaptation and resonance that modern market research now works to close.

Starbucks’ early entry into Australia offers a parallel lesson. Despite its global brand power, the company struggled to gain traction in a country with a deeply rooted, independent coffee culture. The issue wasn’t coffee quality; it was a misread of consumer behavior, expectations, and local identity. Like Taco Bell in Mexico, Starbucks in Australia became a case study in how even the most successful brands can stumble without cultural alignment.

It’s not a failure; it’s a framework, a snapshot of how global ambition once outran local alignment.

The Evolution of Market Entry Strategy

When Taco Bell opened in Mexico City in the early ’90s, global expansion followed a different playbook. Brands leaned on instinct, broad profiling, and the belief that what worked in the US would translate with minimal adjustment.

But exporting a concept doesn’t guarantee acceptance. Back then, cultural nuance often took a back seat to operational scale. Research was high-level. Brands made decisions based on economic opportunity, not emotional alignment.

That’s changed. Today, market entry starts with precision—predictive analytics to map taste profiles, behavioral segmentation to decode subcultures, and AI-powered simulations to test concepts before rollout. Tools like geo-targeted taste testing, cultural immersion labs, and brand mapping techniques that track real-time perception shifts are helping brands decode how products will land before they ever hit shelves.

In Chipotle’s case, these tools offer a sharper perspective on what Mexican consumers want and will not tolerate.

What Chipotle Brings to the Table

Chipotle isn’t entering Mexico as a fast-food chain. It is arriving as a brand that’s always walked a fine line: Mexican-inspired, never quite Mexican. Its menu leans into simplicity—burritos, bowls, and tacos built around a few core ingredients. This model resonated with US consumers seeking customisable, ingredient-forward meals. But in Mexico, where flavor, preparation, and regional identity are sacred, that same simplicity may land very differently.

Chipotle is partnering with Alsea to bridge that gap, a strategic move offering far more than logistics. Alsea operates Starbucks, Domino’s, and Burger King in Mexico. Its distribution networks, real estate expertise, and consumer insight pipelines offer Chipotle a turnkey path to localisation.

This isn’t Chipotle’s first time using a partnership-first approach. In 2023, the brand entered the Middle East through an agreement with Alshaya Group, opening restaurants in Kuwait and the UAE. There, too, Chipotle leaned on a local partner to navigate cultural preferences and consumer habits. The result? A thoughtful, localised rollout that aligned Chipotle’s “real food, responsibly sourced” ethos with regional values.

But even with the right partner, Chipotle must tread carefully. Mexican consumers know their cuisine – and they know when they’re being sold a version of it. For Chipotle, the win won’t come from mimicry. It’s not competing with Mexico’s beloved taquerias; it’s introducing a distinctly Americanised take on Mexican food. The challenge? Making that distinction matter.

It’s still unclear whether Chipotle will localise its menu for the Mexican market or keep its US offerings intact, which is an early test of how much flexibility the brand is willing to show. Will the Mexican consumer see Chipotle as a fresh alternative, or a foreign remix of something they already do better?

Chipotle’s international journey hasn’t been without its challenges. The brand has maintained a limited footprint in the UK, with around 20 locations, primarily in London, serving a niche but loyal customer base. While not a breakout success, its measured expansion offers lessons in pacing, positioning, and the importance of location strategy. That experience appears to have informed a more deliberate and partnership-driven approach in newer markets like the Middle East and now, Mexico.

Chipotle will also enter a market with an established and competitive fast-casual ecosystem. Local players like El Fogoncito and international chains like Carl’s Jr. and Subway already cater to urban consumers with varied prices and menu formats. However, the real competition may come from independent taquerias and fondas, neighborhood staples that offer affordable, regional fare with generational credibility. Chipotle must offer not just quality, but a reason to belong in Mexico’s culinary hierarchy.

Cultural Intelligence as a Competitive Edge

Culture isn’t a box to check—it’s the playing field.

The brands that succeed today don’t just bring a product; they bring a point of view. They understand how they’re seen, how authenticity is defined, and which signals matter. Cultural intelligence is the edge that separates a foreign brand from a familiar one.

For Chipotle, entering Mexico means navigating a minefield of expectations, where a single design choice or flavor decision could spark either loyalty or backlash. What looks neutral on paper can carry deep meaning on the plate.

Urban consumers in Mexico are increasingly drawn to brands that balance tradition with health-consciousness, speed, and sustainability – expectations that Chipotle must meet beyond just flavor.

This is where research evolves from insight to assurance. Ethnographic studies, in-market panels, and social listening help brands anticipate friction points before they go live. Cultural intelligence doesn’t guarantee success, but it’s often the only way to earn a second look in heritage markets.

Chipotle executives remain optimistic. The company points to the country’s familiarity with Chipotle’s ingredients and affinity for fresh food as key reasons for expansion. But that framing may miss the heart of the matter. Mexican consumers don’t reject American chains outright – Starbucks and Domino’s enjoy massive success. What they’re wary of is reinterpretation. When it comes to their culinary heritage, familiarity isn’t enough. It is identity. And that’s sacred ground.

All eyes will be on how Mexican consumers respond, because in markets where food is identity, perception can make or break the plan. Early commentary across Mexican business and food media has ranged from curiosity to skepticism, with some questioning whether Chipotle’s version of “authentic” will resonate or fall flat. That tension may be the most accurate test of the brand’s cultural fluency.

The New Rules of Global Brand Expansion

Chipotle’s Mexico debut isn’t just another store opening; it’s a bellwether moment. In markets steeped in cultural pride, success no longer hinges on menu tweaks or marketing spend. It hinges on mindset. Brands must listen, learn, and adapt before launch and long after the doors open.

Around the world, consumers are demanding transparency, local relevance, and cultural respect. They expect brands to reflect their values, not just satisfy their appetites.

The one-size-fits-all era is over. Whether entering heritage markets like Mexico, culturally complex ones like India, or hyper-digitised ones like South Korea, the strategy must start with ground-level intelligence. Brands need to know who their customers are, what they value, and when they feel seen.

In food-driven markets, that also means understanding how flavors, textures, and even aromas trigger emotional and cultural responses. Sensory research – testing taste profiles, mouthfeel, and multisensory experiences with local audiences – is emerging as a critical tool for brands looking to translate offerings across borders. It’s not just about what’s on the menu, but how it feels, smells, and satisfies in context.

The companies that thrive treat research not as a formality but as their competitive edge. Chipotle’s move into Mexico may be a test, but it could also be the new blueprint for global brand growth.

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Understanding the Market Research Landscape in China

Define Your Research Objectives and Localise Your Strategy

Choose the Right Market Research Methodologies

Quantitative Research: Mobile, Embedded, and Localised

Tencent’s survey tools account for over 60% of digital survey traffic in China, especially when embedded within WeChat mini-programs.

Source: Tencent internal data and industry reports

Qualitative Research: The Art of Listening Between the Lines

Platform-Based Research: Where Behaviour Happens

Leveraging Live-Streaming and Digital Ethnography

Recruit the Right Respondents

Choose the Right Local Partners

Analyze the Data with Local Context in Mind

Key Challenges to Be Aware Of

Strict Data Privacy and Cybersecurity Laws

The Great Firewall and Platform Restrictions

Censorship and Sensitivity Triggers

Bias in Responses

Regional Disparities

Language, Dialects, and Double Meanings

Emerging Trends in Chinese Market Research

Integrated Research Within Super Apps

Social Listening on Local Platforms

Live-Stream-Based Research

Gamification and Incentivised Micro-Tasks

AI-Driven Insight Generation

Winning with Cultural Intelligence

FAQ: Market Research in China

Is it legal to conduct market research in China?

What platforms can I use for surveys in China?

How do Chinese consumers typically respond to surveys?

What is the best way to recruit respondents in China?

Can I use social listening tools in China?

Is live-streaming research really used in China?

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