Brands trying to get on retail shelves—or stay there—have likely heard this a hundred (or maybe thousand) times: “Consumers care about value.”
Sure… but what does that actually mean nowadays?
At this year’s Summer Fancy Food Show in New York City, one session stood out for how directly it tackled that question, pulling back the curtain on what brands are actually doing to grow in retail right now—and where they’re still falling short.
Entitled “Value Wins: Launching, Messaging, and Selling in a Cautious Economy,” the panel brought together voices in the CPG space—Ashlie Winson-Jones (Social Nature), JJ Schlangen (UNFI), and moderator Benji Fitts (SPINS)—to discuss what it really takes to launch, message, and grow when shoppers are cautious, retailers are selective, and promotional effectiveness is under scrutiny.
Promotions are back (but execution needs work)
After a pandemic-era pause, brands are once again leaning into larger promotional budgets, Schlangen said. But many are frustrated by the execution gap.
According to Datasembly stats shared during the session, 84% of CPGs believe they can improve their promotion execution.
Just only 16% of companies say they’re “satisfied” with how they manage trade promotions, and 24% even report being extremely dissatisfied. (Yikes.)
These numbers suggest that even if planning is solid, in-store execution is breaking down. Deductions, compliance, field reporting… it all becomes a bit riskier when you don’t have real visibility or the right people in place.
Schlangen described how plans made in spreadsheets often fall apart at the shelf level.
“You can agree on a spreadsheet that you sent to your buyer six months ago,” he said. But when you get into the real world—when it comes down to the execution—things can go awry, he explained.
It’s not just about running a promo, either. It’s about making sure it’s set up correctly, priced accurately, and supported on the ground. That often means coordinating with a patchwork of brokers, retail reps, and field marketers. In turn, tools that help manage and track these moving parts are becoming essential for brands that want promotions to actually perform.
Loyalty is shakier than you might think
Consumers aren’t necessarily switching where they shop, but they’re much more open to switching what they buy inside those stores.
“Now, more than ever, brand loyalty is at risk,” said Winson-Jones.
She added that consumers are often most motivated by a discount—but not all discounts are created equal. A BOGO might work well for drinks, while a straight percentage off may be better suited for center-store/shelf-stable products.
“A BOGO for a drink is probably going to work better than for a shampoo,” she said.
Still, the panelists stressed that price only gets you so far. Once you’ve won the placement, you have to deliver, of course.
“It’s all about delivering on your product,” Fitts said. “Be consistently good. If you can do that, you’re in a good position. Taste and quality are king.”
Field teams make the difference between ‘try’ and ‘buy’
In addition to discounts, Winson-Jones noted the power of in-store experiences. This is especially true for newer or lesser-known brands.
An in-store demo or sample, for example, can help turn a browser into a buyer.
“People want to go in and touch and look at things in stores,” she said. “That’s a whole base you might not be tapping into.”
Especially as more consumers actively “digitally detox,” she added, physical presence and tactile experience matter more.
Getting the right people to represent your brand—those who are trained, informed, and aligned with your messaging—can be just as important as any trade spend. For newer brands without large field teams, tapping into flexible or part-time talent models can help close that gap.
Understand the new value equation
When consumers say they want value, they’re not just talking about price. They’re also evaluating what the product offers them—nutritionally, emotionally, functionally, etc.—but these specific trends are ever-changing.
According to the panelists, attributes driving purchases in 2025 include:
- Clean ingredients
- High protein
- No seed oils
- Low or no sugar
- Functional benefits (especially relevant to GLP-1 users)
By contrast, health trends like keto-friendly, gluten-free, and dairy-free options are taking more of a back seat, the panelists said.
Schlangen urged brands to get specific: “Make your value prop known. Make sure consumers understand why they should be paying more for your item.”
Promotions bring them in, but tracking keeps them coming back
Executing a promotion is only the first step. Measuring its performance is what turns it into a growth strategy, the panelists explained.
“You want to be able to see the data and understand the ROI on your promotion,” said Schlangen. “Having good measurement tools is very important.”
Going back to the execution problem, brands don’t always know whether a campaign that looked good in a deck is actually working at the store level.
From endcap set-up to coupon compliance, even small issues can derail an otherwise well-designed promotion. That’s why retail operations and field marketing are essential for sales support, as well as quality control.
Price strategy: sharpen, track, and communicate
As retailers increasingly scrutinize price increases, brands should expect to show up prepared.
“If you want to apply for a price increase, it could be a 90-day lead time,” Schlangen warned.
And retailers want details: Are you dealing with hefty ingredient costs? New tariffs? Be ready to explain “why” at the consumer level.
“These retailers are all battling one another,” he added. “They don’t want to be seen as the one who raises prices.”
According to recommendations presented at the session by SPINS, to stay competitive and trusted during price-sensitive times, brands should cultivate these “three P’s” habits:
- When it comes to promotions, sharpen your execution, and make sure you audit the results.
- Be familiar with your competitors’ pricing, and review it often.
- Know your price increase protocols, understand your supply chains inside and out, and be honest with your retailers.
Know when to bring in support
Underscoring the importance of timing when you’re building your retail infrastructure, Schlangen noted, “Brokers are extremely important in the food industry, especially when you’re starting out. Get engaged early.”
His rule of thumb: Bring on a distributor around the 50-door mark. And don’t underestimate the value of partners who help you understand performance at the shelf level.
“A broker opens doors,” added Fitts. “A data provider tells you what’s going out the front door.”
Final word: don’t overcomplicate things
Fitts jokingly left the audience with simplified advice: “Make tasty stuff, put it on sale sometimes, and you’ll be fine.”
Of course, simple doesn’t always mean easy. But in a category where every dollar and data point matters, keeping the focus on taste, value, and execution may be the most effective growth strategy of all.
Need help managing the teams that bring your brand to life in stores?
AllWork helps brands in major retailers launch and scale their presence by making it easier to manage and pay field teams, reps, and brokers—all in one platform. Learn more here.
