Understanding Today’s Paradoxical Consumer Behavior and What It Means for Businesses
The modern consumer landscape has become a complex puzzle that challenges traditional retail wisdom. Currently, we’re witnessing unprecedented paradoxes: consumers spend more time alone and online yet distrust digital influencers as their least trusted source of information. Generation Z shows financial insecurity yet willingly splurges on experiences and micromoments. Shoppers trade down to smaller pack sizes while simultaneously seeking premium experiences.
These contradictions aren’t random—they represent a fundamental shift in how consumers allocate their most precious resources: time, attention, and money. Drawing from McKinsey’s ConsumerWise research covering over 25,000 consumers across 18 countries, combined with emerging data from financial institutions and retail analytics firms, this comprehensive analysis reveals five critical trends reshaping consumer behavior and provides actionable strategies for businesses navigating this new reality.
The Isolation Economy: More Time Alone and Online
The Permanent Shift in Daily Habits
The pandemic didn’t just temporarily change how we live—it permanently rewired our daily routines. Consumers globally report having an extra three hours of free time per week, and nearly all of this time is being spent online and alone across various activities from hobbies and fitness to shopping (McKinsey ConsumerWise Survey, 2025). This isn’t a temporary adjustment; it’s the new baseline for human behavior.
Eighty percent of surveyed consumers shopped online in the last month, making digital presence not just important but essential for brand survival (McKinsey ConsumerWise Survey, 2025). The implications extend far beyond simply having an e-commerce website. Consumers now expect seamless, frictionless digital experiences that mirror the convenience they’ve grown accustomed to during lockdowns.
The Demand for Immediate Gratification
The shift toward online and isolated activities has fundamentally altered consumer expectations around speed and convenience. Food delivery has seen approximately 20 percent annual growth over the five years since the pandemic, transforming what was once a niche service into a mainstream expectation. This explosion reflects a broader trend: consumers want what they want, when they want it, with minimal friction.
Analysis of North American retail brands shows clicks increased 18% and orders rose 12% year-over-year, yet consumer spending grew just 0.4%, signaling that people are browsing more, researching longer, and purchasing with greater intention (Impact.com Market Research, 2025). The disconnect between engagement and expenditure reveals a new consumer reality—they’re not buying less, they’re buying more deliberately.
Geographic Variations in Digital Adoption
While the trend toward online shopping is global, regional differences persist. In the United States, over half of all shopping journeys now start online, with global retail e-commerce sales projected to reach $6.9 trillion in 2024 and $8.1 trillion by 2026 (VML Future Shopper Report, 2025). However, growth is strongest in emerging markets like Southeast Asia, India, and Latin America due to mobile-first adoption and expanding logistics networks.
In the United Kingdom specifically, sustainability is a major factor in spending habits, with organic product sales up 16% between Q1 2023 and Q3 2024, demonstrating that British consumers are particularly focused on eco-conscious goods purchased through digital channels (GWI Consumer Spending Trends, 2025).
Strategic Imperatives for Brands
Meet Consumers Where They Are: This goes beyond having a mobile-responsive website. Brands need to think about gamifying loyalty programs, whether through direct-to-consumer companies or brick-and-mortar retailers, making achieving the next level of status feel like a game with points, leaderboards, and badges.
Reduce Friction Everywhere: Every extra click, every confusing navigation element, every unnecessary form field represents a potential abandonment point. The rise of one-click checkout, digital wallets, and Buy Now Pay Later options is reducing abandonment rates, making frictionless payments a competitive necessity rather than a nice-to-have feature.
Leverage Omnichannel Strategy: While there’s growing online-only shopping, the majority of shopping remains omnichannel, with discovery or participation online but purchasing in-store. 75% of shoppers use both digital and physical touchpoints on the same customer journey, requiring brands to create seamless experiences across all channels.
The Trust Paradox: Social Media Influence vs. Social Media Trust
The Declining Credibility of Influencers
Here’s one of the most striking paradoxes in modern consumer behavior: consumers increasingly discover and research products on social media, yet social media—particularly influencers—is the least trusted source of information for consumers worldwide across age and income groups, with the exception of China.
This distrust isn’t unfounded. Consumers increasingly know that many influencers are paid, and they believe many influencers aren’t even real, with many images in beauty and fashion being AI-generated. The result is a fundamental disconnect between where consumers spend time and who they actually trust.
The Rapid Evolution of Digital Trust
The trust landscape is shifting quickly. Just a year ago, social media was a more trusted source of information for many consumers, showing how rapidly these numbers are moving. The rise of AI has led to a lot of content being created about which younger consumers have inherent skepticism.
Social media use is no longer reserved for younger generations, with 33 percent of Gen Xers surveyed across Europe and the United States on TikTok, while 35 percent of baby boomers in those regions report being on Instagram. This broad adoption across age groups doesn’t translate to broad trust, creating unique challenges for marketers trying to reach diverse demographics.
The Resurgence of Traditional Media
Perhaps ironically, traditional media is a much more trusted source than social media, making another look at traditional media channels critically important. This doesn’t mean abandoning digital—it means creating a more balanced, strategically allocated marketing mix that acknowledges where real influence and trust actually exist.
Marketing Budget Reallocation Strategies
Marketers’ budgets haven’t caught up with where consumers’ heads are at, suggesting the need for more granular research to understand ROI of digital spend and potentially shifting some away from social media. Key considerations include:
Measure True ROI: Digital is a closed loop, so marketers can know whether their digital marketing is working or not, encouraging more granular research. Use attribution modeling to understand which channels truly drive conversions versus which simply capture last-click credit.
Diversify Beyond Influencers: What has shifted is consumers’ trust in influencers on social media as a source of truth about products they buy, while social commerce remains critically important. Focus on user-generated content, customer reviews, and authentic testimonials rather than paid influencer partnerships.
Invest in Experiential Tactics: In-store promotions and experiential ways for consumers to touch, see, and feel products remain very important in an omnichannel world. Gen Z’s Holiday Outlook survey shows a 10-point rise in how many plan to shop in-store more frequently, up from 27% in 2024 to 37% this year, primarily to touch and see products.
Generation Z: The Paradox Generation
Financial Insecurity Meets Splurge Mentality
Generation Z represents perhaps the most contradictory consumer segment in modern retail history. Gen Z’s average age is now 22, ranging from 15 to 29, with a 45 percent increase in those married and 23 percent increase in those with children since last year, plus 19 percent now in decision-making roles at work (McKinsey State of the Consumer, 2025). They’re rapidly gaining both spending power and life responsibilities.
Yet their financial position is precarious. Half of surveyed US Gen Z consumers state they don’t have enough money saved to support their lifestyle for more than one month, yet they still prioritize spending (McKinsey State of the Consumer Market Survey, 2025). Over half (55%) don’t have enough emergency savings to cover three months of expenses, and 35% report their total monthly spending is higher than expected (Bank of America Better Money Habits Study, 2025).
Despite—or perhaps because of—this insecurity, across 18 countries surveyed, 65 percent of Gen Zers on average say they’re willing to splurge in categories that matter to them, with Gen Z being the highest-splurging generation in every single country (McKinsey ConsumerWise Survey, 2025). In India, this number reaches 85 percent, while even in more conservative South Korea, it’s 50 percent.
The Experience Economy and Microindulgences
Gen Z is investing heavily in experiences rather than things, shifting away from areas previous generations considered big investments like home purchases. They’re willing to pay for the cup of coffee that brings them joy at the beginning of the day or invest in nutrition, which they view as important.
Travel, dining, and entertainment are where disposable income goes, with 30% of Gen Z outside China turning to social media for travel inspiration, including domestic trips, and over a quarter having reserved a domestic vacation online in the past 3-6 months. Gen Z are also more likely than other generations to travel solo when they find a destination they love.
This focus on experiences extends to physical products as well. In China’s sweet indulgences category, companies growing fastest among Gen Zers are those whose products are worthy of being shared on social media, with Gen Z willing to spend double for confections that are beautiful and presented as an experience they want to post and share.
Regional Variations in Gen Z Behavior
United States: Gen Z cut overall spending by 13% between January and April 2025, particularly in apparel, accessories and electronics, planning to slash holiday spending by 23% this year. Yet they still plan to spend an average of $1,357 during the holiday season, showing they’re reallocating rather than eliminating spending.
China: Only 8 percent of Chinese Gen Z consumers report not having enough savings for more than a month, compared to 50% in the US, suggesting dramatically different financial security levels. 40 percent of Chinese Gen Zers use buy-now-pay-later services, the highest rate globally.
United Kingdom and Germany: 35 percent of Gen Z consumers in these markets state they don’t have enough savings to support their lifestyle for more than one month, falling between US and Chinese levels.
Category-Specific Insights for Gen Z
Nutrition and Wellness: Unlike earlier generations among whom topics like organic and natural emerged most prominently, for Gen Z it’s protein that matters most, showing the trend takes a different shape. Brands should focus messaging on specific functional benefits rather than broad wellness claims.
Digital Payments: Mobile banking, digital wallets, and Buy Now Pay Later aren’t just nice-to-haves for Gen Z—they’re the norm, with Gen Z expecting seamless, cashless transactions. More than one-quarter of surveyed Gen Z respondents report using buy-now-pay-later services, particularly prevalent in China (40%), India (38%), UAE (36%), and Australia (35%).
Secondhand Shopping: Gen Zers are much more likely to purchase items secondhand in response to economic pressures, seven percentage points higher than the average across age groups. 63% of Gen Z plan to shop for vintage or upcycled products during holidays, and 82% plan to purchase less expensive alternatives or “dupes”.
Gaming and Digital Content: Gen Z are 36% more likely to have purchased an in-game item using microtransactions, 31% more likely to have bought a game add-on or DLC, and 33% more likely to buy video games from online stores or digital platforms, showing their comfort with digital-first purchases.
Strategic Approaches for Capturing Gen Z
Financial Optimism Despite Challenges: 39% of Gen Z respondents said their household is better off than a year ago, and 59% think their household financial situation will be better by the end of 2025, representing the most optimistic generation. This forward-looking mindset means brands that can connect with their optimism and deliver product traits they crave will capture spending now and reap rewards as they mature.
Brand Agnosticism: Gen Z isn’t inherently brand loyal—they’re brand agnostic until given a reason to commit, with 59% preferring known brands but 41% willing to buy less expensive private-label alternatives and 49% wanting customized products. Brands must earn loyalty through relevance, values alignment, and authentic engagement.
AI Engagement: Gen Z uses AI more than other generations—they’re skeptical of it but also aware and engaged with it, with some brands using AI tools to interface with consumers and reach Gen Z effectively. This represents an opportunity for innovative customer service, product discovery, and personalized experiences.
Local Brands and Domestic Preferences: The Deglobalization of Consumption
The Growing Appeal of Local Production
Buying local matters to 47 percent of surveyed consumers globally, rising to 52 percent in the EU-5 countries. It’s important to clarify that “local” in this context doesn’t mean the farmer’s market on the corner—when researchers say local purchases, they mean domestic brands.
This trend reflects multiple underlying drivers. One is certainly tariffs: wanting a secure supply of products without worrying about whether major price changes might be ahead. With trade tensions between major economies and increasing protectionist policies, consumers are hedging their bets by choosing domestic alternatives when possible.
Regional Variations in Local Preference
The preference for local brands varies significantly by geography and is often driven by different motivations:
European Union: In EU countries, the local preference is strongest, driven by sustainability concerns, supply chain security, and a cultural emphasis on supporting domestic economies. UK consumers particularly want local, eco-conscious goods, with authenticity mattering more than ever.
United States: American consumers are increasingly concerned about tariff-induced price increases. Consumption shows resilience as unemployment remains low and consumers buy ahead of tariff-related price increases, suggesting proactive purchasing decisions based on policy expectations.
Emerging Markets: In many developing economies, the preference for local brands is often price-driven, with domestic alternatives offering better value than imported premium brands while supporting local economies.
Strategic Implications for Brands
Promote Domestic Production: Companies are promoting domestically or locally made products as a key strategy. This requires transparent communication about where and how products are made, emphasizing local supply chains, domestic jobs, and reduced environmental impact from transportation.
M&A for Market Access: This trend is informing M&A strategies, as companies consider partnerships or acquisitions that create access for products within a country’s borders. Rather than fighting tariffs and trade barriers, companies are increasingly choosing to acquire local presence.
Regionalized Product Lines: Consider developing region-specific products that incorporate local ingredients, design sensibilities, or cultural preferences. This approach can command premium pricing while addressing the desire for domestic alternatives.
The Evolving Value Equation: Trading Down While Trading Up
The New Definition of Value
Two of the top three concerns consumers are discussing are related to prices and inflation, driving consumers to define value in a new way. But this isn’t simple price sensitivity—it’s a sophisticated rebalancing act where consumers simultaneously trade down in some categories to enable splurging in others.
Trade-Down Behaviors and Patterns
Trade-down behavior continues, with the top way consumers trade down being purchasing the same product but in a smaller size or lower quantity, which differs from the 2008 economic downturn when buying private labels was the top trade-down method. This preference for “preserving behavior but at a lower absolute price point” reveals that consumers are trying to maintain lifestyle quality while managing budgets.
Three-quarters of consumers said they traded down in the first quarter of 2025, though baby boomers and high-income consumers traded down less frequently than in the previous quarter. Generational differences in trade-down behavior are stark: Baby boomers are most likely to cut back on nonessential spending, 12 percentage points higher than average, possibly choosing to abide by usual purchasing patterns despite inflation worries.
Cross-Category Trade-Offs
One of the most interesting new trends is this trade-off across categories as opposed to just within categories, with consumers for the first time saying they traded down on essential items to enable splurging on discretionary items. This represents a fundamental shift in consumer psychology—they’re willing to compromise on necessities to afford the experiences and products that bring them joy.
Shoppers are drawn to off-price and thrift stores not just for cheap prices but because they want to feel the experience warranted the money spent when they walk out. Uniqueness and sustainability are important to high-end shoppers, with consumers willing to shop a wide variety of retailers to curate the perfect assortment.
The Channel-Shifting Consumer
Consumers are changing the channels in which they shop, creating complex shopping journeys that blend multiple formats. Placer.ai reported steady increases in visits to off-price retailers and thrift stores at the expense of traditional clothing stores, while simultaneously, premium experiences and luxury resale markets are thriving.
Higher engagement with controlled spending shows the difference between click growth (18%) and spending growth (0.4%), driven by more purchases at lower price points rather than impulse buying. This deliberate approach extends the purchase journey, with consumers taking more time to validate that purchases deliver genuine value.
Spending Outlook by Income Level
High-Income Consumers: Significantly more high-income millennials (63%) planned to splurge compared to the previous quarter, particularly on travel and jewelry. Upper-income groups can weather economic uncertainty more easily, though they’re not immune to value-seeking behavior.
Middle and Lower-Income Consumers: Lower and middle-income consumers tend to be more vulnerable to economic pressures, being first to feel labor market cooling impacts, potentially negatively affected by proposed tax reductions affecting programs like SNAP and Medicaid, and more exposed to tariff-induced price increases.
Regional Economic Sentiment: Economic concerns are front and center globally, with 50% of consumers expressing negative feelings about their country’s economy and 62% worried about inflation. However, in the last year, there’s been a continued shift toward the more financially secure end of the spectrum, with 27% of surveyed consumers either unimpacted or thriving financially compared to 21% in 2023.
Revenue Growth Management Imperatives
Revenue growth management is an important consideration, particularly in thinking about price-pack architecture, channel strategy, and the overall dynamic ability to reach consumers with a price point that reflects the value they see in the product. Key tactical considerations include:
Price-Pack Architecture: Develop a range of package sizes and price points that allow consumers to maintain brand loyalty while managing budgets. The success of smaller pack sizes proves consumers want to “trade down to stay with the brand” rather than switching entirely to cheaper alternatives.
Promotional Strategy: Consumers are not only intrigued by but have come to expect a hybrid approach to delivering value for money, creating new opportunities for companies that recognize this shift. Consider bundle offers, tiered loyalty rewards, and dynamic pricing that rewards commitment without feeling like manipulation.
Channel Optimization: Brands need to strategically manage their marketplace presence, show up where consumers seek value, and ensure sale and promotional tactics drive real value. This might mean different pricing strategies for discount retailers versus premium channels.
Omnichannel Evolution: Unified Commerce as the New Standard
Beyond Omnichannel to Unified Commerce
The conversation has shifted from “multichannel” to “omnichannel” and now to “unified commerce.” 2025 will mark a sea change in unified commerce implementation, which integrates all business technology, data, and platforms into a single view of the customer.
While everyone is talking about omnichannel, hardly anyone is delivering it well, with customer expectations continuing to change at pace while most retailers struggle to integrate channels, data, and operations. The gap between consumer expectations and retailer capabilities represents both a massive challenge and an enormous opportunity.
The Changing Nature of Shopping Journeys
Just 15 years ago, the average consumer needed only two touch points when buying a product; these days that can exceed 50, spanning online and offline channels. 93% of shoppers planned to mix digital and physical channels during the holiday season, making hybrid experiences the norm rather than the exception.
U.S. households are making more frequent shopping trips, but the nature of trips is evolving, with a 2% increase in both fill-in trips (4-11 items) and stock-up trips (12+ items) online compared to last year. While spearfishing (1-3 items) still accounts for 57% of online trips in the U.S., this share decreased by nearly 2% as fill-in and stock-up trips grow.
Buy Online, Pick Up In-Store (BOPIS) Adoption
2024’s Omnichannel Report found that 78.3% of retail chains in the Top 1000 Database offered BOPIS to customers, up from 73.3% three years prior. 30% of Gen Z Edible customers preferred visiting physical stores, emboldening the company to open new stores in 2025 even as it expands digital options, with demand increasing 10% among Gen Z post-pandemic.
This trend reflects a broader insight: Services like BOPIS offer the perfect blend of speed and convenience, allowing shoppers to browse and purchase products at their leisure then pick them up in-store. The efficiency appeals to time-constrained consumers while the in-store pickup often leads to additional impulse purchases.
Mobile Commerce Dominance
Mobile commerce will continue to dominate into 2025, with smartphones remaining the preferred shopping tool worldwide, and the share of mobile commerce in all ecommerce expected to reach 62% in 2027. QR codes, augmented reality, and application-based loyalty programs are bridging the gap between digital and physical worlds, all through mobile phones.
Adobe Analytics data shows traffic to U.S. e-commerce websites from generative AI sources was up 1,200% at the beginning of 2025 compared to six months earlier, with AI-driven e-commerce traffic doubling every two months since September. AI-driven traffic resulted in 8% higher engagement, with consumers lingering on pages longer and browsing 12% more pages.
Social Commerce Integration
Insider Intelligence estimates that 110.4 million people will shop via social channels in 2025, with platforms like TikTok, Instagram, and Facebook becoming strong drivers of commerce. In 2024, 75% of TikTok dollar sales came from health and beauty, with Gen Z spending in this category rapidly increasing year over year.
43% of Gen Z expect to use social media to discover gifts during holidays compared to 30% overall, also using it to research (39% vs 27%) and compare items before purchasing (32% vs 22%). However, as discussed earlier, this discovery-oriented usage doesn’t translate to trust in influencer recommendations.
Returns and Reverse Logistics
76% of consumers consider free returns a key factor in deciding where to shop, and more than two-thirds of retailers say they’re prioritizing upgrading returns capabilities within six months. Buy online, return in-store (BORIS) accounted for 50% of online purchase returns in 2023, totaling $123 billion, while encouraging foot traffic to physical storefronts.
Almost half of all returns occur because customers found the received product didn’t match the description, pointing to potential product feed management problems that brands must address through better imagery, descriptions, and sizing information.
Geographic Differences in Omnichannel Maturity
United States: Only 17% of surveyed modern retailers rate their unified commerce capabilities as mature, but 38% are advancing unified commerce initiatives in 2025. Retailers achieving high unified commerce maturity report 27% lower fulfillment costs and 18% reduced cart abandonment rates.
Asia-Pacific: This region leads in mobile-first shopping and social commerce integration, with particularly advanced capabilities in China, South Korea, and Singapore. Live shopping and integrated payment systems within social apps are more mature than in Western markets.
Europe: European markets show strong adoption of sustainable delivery options, local pickup points, and cross-border shopping capabilities, reflecting both environmental concerns and the complexity of multi-country logistics within the EU.
Strategic Imperatives for 2025 and Beyond
Get Even Closer to the Consumer
Consumer sentiment is no longer neatly aligned with consumer spending, making simple methods for predicting consumer behavior insufficient. Companies need to develop a true 360-degree view of their customers, integrating:
- Spending data: Not just what consumers buy, but when, where, how, and why
- Foot traffic data: Physical movement patterns revealing category switching and shopping journey complexity
- Digital data: Online behavior, time spent, search patterns, and engagement metrics
- Sentiment data: Surveys, social listening, and qualitative research revealing emotional drivers
Nuances matter tremendously, with different drivers of confidence including macroeconomic factors and pricing inflation, causing people to react differently. Generational, geographic, and psychographic segmentation is essential for predicting behavior accurately.
Portfolio Shaping and Strategic M&A
Portfolio shaping is important, whether that’s M&A or divestiture, reshaping portfolios to lean into places where there is growth by geography, consumer segment, and category. This might mean:
- Acquiring local brands in key markets to gain domestic credibility
- Divesting legacy brands that don’t resonate with younger consumers
- Building capabilities in high-growth categories like wellness, experiences, and sustainable products
- Entering new geographic markets where demographic trends are favorable
Technology and AI Investment
Rewiring tech capabilities to support these trends is critical, with AI showing up importantly in innovation and marketing, enabling faster product concept development, accelerated time-to-market, improved marketing content creation, and better marketing ROI understanding.
AI is moving from novelty to necessity, powering product recommendations, predictive fulfillment, and hyper-relevant content. Companies should prioritize AI investments in:
- Personalization engines: Delivering individualized experiences at scale
- Predictive analytics: Forecasting demand, optimizing inventory, and anticipating trends
- Content generation: Creating marketing materials, product descriptions, and customer communications
- Customer service: Chatbots, virtual assistants, and automated support systems
Revenue Growth Management Excellence
Focus on three key pillars:
Price-Pack Architecture: Develop sophisticated product portfolios with multiple price points and package sizes allowing consumers to maintain brand relationships while managing budgets. The shift toward smaller pack sizes rather than private label switching represents an opportunity for brands to retain customers through difficult economic periods.
Channel Strategy: Consumers are changing the channels in which they shop, requiring dynamic strategies that optimize presence and pricing across discount retailers, premium outlets, direct-to-consumer channels, and online marketplaces.
Promotional Effectiveness: Move beyond spray-and-pray discounting toward targeted promotions that drive genuine value for consumers while protecting margins. Brands are investing in the research phase, with content review partners now capturing the largest commission share (26%) as companies support longer consideration periods.
Build Authentic Brand Connections
In an era of declining trust in traditional marketing channels, authenticity becomes the ultimate differentiator. This means:
- Values alignment: Gen Z expects brands to demonstrate commitment to sustainability and social responsibility without passing costs onto consumers
- Transparency: Clear communication about sourcing, production, pricing, and business practices
- Community building: Creating spaces for customers to connect with each other and the brand
- User-generated content: Leveraging authentic customer voices rather than paid influencers
Conclusion: Thriving in the Age of Paradox
The consumer landscape of 2025 defies simple categorization. Shoppers are simultaneously isolated and hyperconnected, financially anxious yet willing to splurge, distrustful of digital influence yet spending hours online, and trading down on essentials while trading up on experiences. These aren’t contradictions to be resolved—they’re the new reality to be navigated.
Success in this environment requires moving beyond traditional demographic segmentation toward understanding the complex motivations, occasions, and value equations that drive each purchase decision. It demands investment in unified commerce platforms that deliver seamless experiences across dozens of touchpoints. It necessitates sophisticated revenue growth management that optimizes price, pack, and promotion across categories and channels.
Most importantly, it requires humility—acknowledging that consumer behavior is evolving faster than ever before, and that continuous learning, testing, and adaptation are not just best practices but survival imperatives.
Growth in U.S. consumer spending is likely to weaken to 3.7% in 2025 from 5.7% in 2024, with consumption likely to cool more visibly among lower and middle-income consumers. Yet within this overall slowdown lie pockets of significant opportunity for brands that can decode the paradoxes, meet consumers where they are, and deliver genuine value in ways that matter.
The brands that will thrive aren’t those with the biggest marketing budgets or the most aggressive growth plans. They’re the ones that invest in understanding their customers at a granular level, build flexible capabilities that can adapt to rapid change, and create authentic connections that transcend transactional relationships. In short, they’re the brands that recognize the consumer paradoxes of 2025 not as problems to be solved but as opportunities to be seized.
For businesses seeking to navigate these complex consumer trends, the path forward requires investment in data analytics capabilities, unified commerce platforms, and agile organizational structures that can respond quickly to shifting consumer preferences. The companies that can bridge the gap between consumer sentiment and spending behavior, authentic digital presence and offline experiences, and premium quality and accessible pricing will be positioned to capture disproportionate growth in an increasingly competitive marketplace.
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