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消费品包装公司可以从颠覆品牌中学到什么(英)

商贸零售 2026-01-01 麦肯锡 张博卿
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Consumer Packaged Goods PracticeWhat consumer-packaged- goods companies can Disruptor-led growth is reshaping nearly every CPG category. Five disruptionarchetypes—and six defining traits of disruptor brands—offer lessons for byBrian Henstorf,Duncan Miller, andKristi Weaver From the store shelfto the digital aisle, the state of play in the consumer-packaged-goods(CPG) market is being reorganized. CPG growth began to slow dramatically in 2022. Today, inthe categories that account for nearly 85 percent of retail sales value in the sector, growthcontinues to decelerate, and in most categories it’s slowing rapidly. But there is still growth to These brands—defined by their rapid, outsize growth1—are connecting deeply with consumersand reshaping the competitive landscape. While the emergence of smaller brands began beforethe pandemic, their presence has accelerated in the past two to three years. In categoriesranging from salty snacks and beverages to vitamins and supplements, disruptors are Incumbent CPG brands can close the growth gap—but only if they shift their mindset andoperating model. In this article, we identify the tailwinds supporting disruptor brand growth,outline five disruption archetypes across the CPG space, and define the hallmark traits The forces behind disruptor brand growth While category performance varies, the overall trend is clear: Growth across more than 40 CPGcategories has slowed sharply. In most cases, current growth rates are more than two For established players, traditional scale advantages—broad distribution, shelf space, andprocurement leverage—no longer guarantee growth. Although CPG companies have adoptedmore agile ways of working and have experimented with different marketing tactics includingcollaborations and partnerships, innovation cycles are still slow, while the pace of innovation These structural challenges stand in sharp contrast to the environment fueling disruptors. Onone side, consumer behavior is shifting in ways that favor disruptors. According to McKinsey ConsumerWise consumer sentiment research, roughly 37 percent of consumers have tried anew brand in the past three months, and 40 percent say they plan to splurge or treatthemselves soon—often choosing premium, “better for you” options, or those that provide clear On the other side, retail dynamics increasingly support disruptor growth. Retailers are moreopen to onboarding emerging brands because they see the benefits firsthand: They bring higherfoot traffic, renewed category excitement, and valuable insights from early-stage innovation.Onboarding disruptor brands earlier also gives retailers real-time data on consumer response, At the same time, the risk of introducing new entrants has fallen sharply thanks to advances indemand-transfer analytics—models that use historical sales and shopper data to predict howdemand shifts when new brands are added or existing ones are removed. With these tools,retailers can anticipate whether a disruptor will expand, rather than cannibalize, total category Five archetypes of CPG disruption Disruption in CPG falls into five distinct archetypes based on category size, maturity, and thespeed at which innovation occurs: limited disruption, nascent disruption, scaled disruption, Exhibit 1 Across this continuum, incumbents face different challenges—but the warning is consistent:Disruption can happen at any time and in any category. Nobody should stand still. Limited disruption: Incumbents still dominate Approximately 30 percent of the categories remain largely disruption-limited—spaces wherenew entrants exist but have yet to materially influence overall growth. In this segment,incumbents account for more than 90 percent of category expansion, and fewer than one in tenbrands qualify as disruptors. Disruption-limited categories—including dairy, condiments, meat, Nascent disruption: Still subscale, but growing fast In this archetype, emerging brands remain subscale but are building momentum. We are seeingnascent disruption most often in larger, established categories, and more specifically in sweetsnacks and frozen foods. A dozen disruptor brands compete in sweet snacks, and most In frozen foods, over the past five years, disruptors have driven 11 percent of growth. Disruptorssuch as Just Bare (premium frozen chicken), TrüFrü (chocolate-covered frozen fruit), AuthenticMotor City Pizza Co. (Detroit-style frozen pizza), and Rao’s Specialty Foods (pasta sauce and frozen Italian meals)2offer consumers new kinds of convenience and quality that are resonating;since 2019, TrüFrü alone grew its annual revenues 20-fold.3These brands form a healthy Scaled disruption: New players fuel growth As with nascent disruption, scaled disruptors—which include beverages, salty snacks, andrefrigerated foods—are most often seen in larger, established categories (Exhibit 2). Scaleddisruptors capture share with need-based value propositions and innovative formats. Maturedisruptors are f