Wei Lin Wong

Chicago-based Kraft Heinz made an excellent choice in appointing one of the most experienced and successful global CPG leaders, Steve Cahillane, as its new CEO. Cahillane previously served as CEO of Chicago-based Kellanova and brings deep industry expertise and proven leadership to the role. In 2026, Kraft Heinz plans to split into two companies, temporarily named "Global Taste Elevation" and "North American Grocery". Global Taste Elevation, led then by Cahillane, will include the faster-growing sauces, spreads, and seasonings portfolio, featuring iconic brands such as Heinz, Philadelphia, and Kraft Mac & Cheese. North American Grocery will house legacy brands including Oscar Mayer, Kraft Singles, and Lunchables. The objective of this strategic separation is to increase speed to market, reduce complexity, and strengthen proximity to customers. Cahillane is a longtime Chicago resident and advocate for the city, having graduated from Northwestern University. In his first remarks following the announcement, he reaffirmed Kraft Heinz’s commitment to Chicago. Congratulations, Steve! Please read here the Chicago Tribune coverage by Robert Channick here: https://lnkd.in/gUvbH7hc

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And even more price cuts. Two marquee names - General Mills and PepsiCo lowering prices. Gen Mills led the way last year and have seen volume uptick ... albeit with lower profits. PepsiCo moves imminent. So is this a good idea? The answer, as usual, is it depends :) 1. If the volume growth is truly being driven by category (re)growth and lapsed consumers are coming back (the sub $100k income households the article talks about), then the move might make sense long term. 2. If growth came from share switching away from other brands and private label, there could be a race to the bottom with everyone worse off. So what is it? We'll find out once we see competitors move. https://lnkd.in/ed9X-kcC #pricingstrategy #growth

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Growth in #cpg feels harder today not because ambition is lacking, but because many of the old playbooks no longer travel well across markets. In "After the sugar rush: a new path to CPG #growth," we argue that the next surge of growth requires more than incremental tweaks - it calls for a clearer view of where growth really comes from, and how different market #archetypes demand different answers Global CPG priorities have stark implications in #AsiaPacific. Many APAC markets combine rapid #demand growth with fragmented channels, uneven data, and very local #execution realities. The opportunity isn't to import developed-market #RGM models wholesale, but rather to adapt them - pairing global discipline with local judgment, and #analytics with on-the-ground #commercial instincts. Grateful to have co-written this with my PwC US Consumer Markets colleagues Alison Furman, Carla DeSantis, Samrat Sharma, Shub Goswami and Sudhanshu Shekhar. Have a read: https://lnkd.in/gEbEmC5B 🙌 Curious to hear how others are seeing CPG growth #strategies evolve globally, and across Asia Pacific #pwc #consumermarkets #commercialexcellence #asiapacific

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Sad day in CPG. Del Monte Foods Files for Bankruptcy After more than a century as a household name, Del Monte Foods has filed for Chapter 11 bankruptcy protection. The filing comes amid mounting financial pressure, including rising operational costs, shifting consumer preferences, and an inability to modernize fast enough to compete in today’s dynamic CPG market. So What happened? Del Monte’s core product categories (canned fruits, vegetables, and processed staples) have lost traction in an era where fresh, organic, and ready-to-eat alternatives dominate grocery shelves. Combine that with inflationary pressures on logistics and commodities, and the brand was already on the back foot. What is the real issue? A lack of agility. While newer brands flooded the market with innovation, bold flavor profiles, and direct-to-consumer strategies, it feels Del Monte struggled to evolve. I assume legacy systems, aging brand perception, and slow go-to-market cycles left them unable to capitalize on the shifts that are now defining modern food consumption. Now What’s next? Del Monte will likely seek to restructure debt and sell off non-core assets. But more importantly, this signals yet another major inflection point in the CPG space: modernize or be left behind. Brands that want to survive in today’s food landscape need to embrace innovation at every level. From product development to brand identity to supply chain to customer experience. Nostalgia won't earn loyalty unless you stay relevant. Would love to hear thoughts from others: What does this say about the future of legacy brands? Is reinvention, innovation or pivoting possible for companies with this much historical weight? ⚡

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There are a lot of questions swirling on what’s going to happen in CPG as the consumer reacts to the administration’s actions. Things to consider: 1. The vast majority of consumers have already positioned themselves as strategically as possible over the past two years. Many don’t have anywhere else to go within the category. If the variables below weren’t in play, I’d say we were in our new baseline. 2. The exception is going to be those with spending power - they’ve been propping everything up. They will be most impacted by a market correction, but the market will also react most aggressively to their behavior. 3. Remember, if those in 2 are half of spending right now, roughly every 1% of pullback from them is worth .5%. It’ll only take a 4% pullback to turn consumption flat (assuming the other 70% stat flat). 4. Blessing and curse - a lot of that behavior is likely going to be a reduction in service/experience spending, which could help in-home. The curse side is the overall business impact it’ll have and how that could flow out to jobs. 5. Now Tariffs - the question isn’t if it’ll impact certain products. It will. The question is how will consumers redistribute spending. If they’re half of buy a tariff impacted item, will they pull from another one? Only way to get to this…you have to ask them now and track it over time. If you wait a couple of months, you’re going to find yourself in a situation where you’re trying to react to a rapidly changing environment. Not ideal. 6. MAHA - Same as above. Almost every category is at risk if subsidies get modified based on categories covered. Even if you sell a product not covered with SNAP, if a consumer can’t use those benefits for something they buy weekly…those dollars are being redistributed. —————— I strongly believe every company should be assessing these things today. Talk to your consumers…get an idea of what they want to do with the information they have today. It could be the highest ROI research you’ve ever done, and the difference in your business performance tomorrow.

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Kraft Heinz shared aggressive category pivots in 1Q25. Here's how emerging brands should position themselves based on their latest earnings report: Kraft Heinz’s latest earnings call shared they’re doubling down where demand is growing and cutting back where it isn’t. For emerging CPG brands, this is a real-time map of where consumer demand is heading: 𝟭. 𝗥𝗲𝗮𝗱𝘆-𝘁𝗼-𝗘𝗮𝘁 𝗠𝗲𝗮𝗹𝘀: 𝗪𝗶𝗻𝗻𝗶𝗻𝗴 𝘃𝗶𝗮 𝗖𝗼𝗻𝘃𝗲𝗻𝗶𝗲𝗻𝗰𝗲 Kraft is leaning into the ready-to-eat (RTE) meal category, even as inflation squeezes consumer wallets. Emerging brands should prioritize grab-and-go solutions that balance quality with convenience. Shelf stability and premium meal kits are prime opportunities. 𝟮. 𝗦𝗮𝘂𝗰𝗲𝘀 & 𝗖𝗼𝗻𝗱𝗶𝗺𝗲𝗻𝘁𝘀: 𝗗𝗼𝘂𝗯𝗹𝗶𝗻𝗴 𝗗𝗼𝘄𝗻 𝗼𝗻 𝗣𝗮𝗻𝘁𝗿𝘆 𝗦𝘁𝗮𝗽𝗹𝗲𝘀 Kraft is pumping resources into its "Taste Elevation" platforms, focusing on sauces and condiments. Implication: Pantry staples with high consumption frequency are a hedge against economic downturns. Emerging brands need to differentiate with bold flavors, clean labels, and packaging that resonates with younger consumers. -- Kraft Heinz isn’t just reacting; they’re reshaping entire categories with offensive investment. What other categories should Kraft look into further for growth?

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What happens when a legacy CPG giant like PepsiCo acquires a fast-growing disruptor like Poppi? It’s a blueprint for the future of FMCG. PepsiCo has spent years evolving its portfolio, shifting toward healthier, functional, and better-for-you options. From acquiring Siete Family Foods to Sabra Dipping Company, and now Poppi, they’re doubling down on what today’s consumers want: ✅ Functional Ingredients: Poppi taps into the gut health boom, projected to reach $72B+ globally by 2032 (Source: Market Research Future® (MRFR)). Consumers aren’t just looking for hydration—they want drinks that boost immunity, digestion, and energy. ✅ Premiumization of Soda: Traditional soda sales have declined by 12% in the last decade, while functional and prebiotic sodas are growing 35% YoY (Source: Beverage Digest). Brands like Poppi prove that consumers will pay a premium for added health benefits. ✅ The Power of Challenger Brands: Nearly 60% of Gen Z & Millennials say they trust emerging brands more than Big CPG (Source: McKinsey & Company). PepsiCo knows the future belongs to brands that feel authentic, mission-driven, and community-led. So, The “Big Food vs. Challenger Brand” battle is over-it’s now about collaboration. Legacy brands need disruptors to stay relevant. Health & wellness aren’t trends-they’re becoming industry standards. If a brand isn’t innovating in functional benefits, it’s already falling behind. The next wave of acquisitions? Expect strategic buys in functional beverages, gut health, and personalized nutrition. This is just the beginning. Are Big CPGs moving fast enough to keep up with evolving consumer demands? #FMCG #PepsiCo #Poppi #GutHealth #ConsumerTrends #MergersAndAcquisitions #FoodAndBeverage

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Emerging CPG brands – are you reading the room? The recent M&A spike tells you a lot about what strategic acquirers want. The wave of high-profile portfolio reshaping across Big CPG includes every M&A flavor imaginable – divestitures, spins, and strategic acquisition in addition to the usual emerging brand deals. It might look like each player is doing something different. But zoom out, and you’ll see a common theme: portfolio logic is now more valued than portfolio scale. The starting point is different, but the strategies are converging. Big companies are not looking for more brands. They want the right ones in the right spaces. A focused, logical, synergistic portfolio is the strategic intent everywhere I turn. Mars buys Kellanova to focus on snacking. Campbell’s buys Sovos to focus on meals. Ferrero buys WK Kellogg to focus on the US market. Unilever spins off ice cream to focus on personal care. Pepsico buys Poppi and Siete to enhance their snacks/drinks focus. General Mills buys pet and sells yogurt. Nestle may sell waters. Kraft Heinz splits. You see the pattern. So, what does it mean?  My crystal ball isn’t uniquely clairvoyant, but like a good lobbyist, I cover both sides of the aisle.  If I ran an emerging brand targeting a strategic exit, here’s what I’d be thinking about: 1. Growth plus Strategic Fit. CPG acquirers want brands that align with their long-term bets – whether that’s health, beverage, pet, snacking, or something else. If you don’t clearly fit the strategy, topline performance alone won’t get it done. Do you know who your best buyer is? Are you making moves with them in mind? 2. Profitability matters. Nobody’s buying growth with a bad business model anymore. Favorable unit economics, attractive structural margins, a credible path to profitability – these will all dramatically increase your exit odds at a price you’ll like. Pricing, productivity, trade efficiency, admin discipline – they aren’t just for big companies anymore. Are you paying enough attention to these metrics? 3. Brand expandability. No, please don’t indiscriminantly plant flags all over the store, but do a little work to understand where your brand can go. It’s a due diligence must-learn for any strategic. Because a $100M brand that only works for one product isn’t likely to be the next $1B portfolio anchor (unless the category is $10B plus). Do you know if your brand can do more than it is right now? Fast growth alone isn’t enough. Emerging brands need to build with strategic clarity, operational discipline, and an identity strong enough to matter in someone else’s portfolio. Of course, building a business so good you don’t want to sell it is still the best answer of all. Wondering where you might fit in today’s M&A landscape? If the answer is not obvious, David Clark and I can help you build the right plan. www.refraim.net https://lnkd.in/g-g3v-na

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Circana’s December 2025 insights unpack how macroeconomic factors are influencing volume, pricing, and demand across Food & Beverage and Non-Food CPG. From easing food price growth to muted holiday shopping pressure on Non-Food categories, this update highlights where momentum is building, and where it’s slowing. Dive into the full update to see what these trends mean for the weeks ahead.

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PepsiCo’s acquisition of Poppi, the prebiotic soda brand, is a clear signal of the company’s evolving strategy. This deal underscores Pepsi’s commitment to expanding its portfolio beyond traditional soft drinks and tapping into the growing health-conscious consumer base. There are many positives: 1. Diversification into Functional Beverages – With consumers increasingly prioritizing gut health and wellness, Poppi gives Pepsi a strong foothold in the functional beverage market. 2. Expanding Market Reach – Poppi’s success with Gen Z and health-focused millennials provides Pepsi with a fresh audience that may not engage with its legacy brands. 3. Strong DTC & E-Commerce Play – Poppi has built significant momentum through digital channels, something Pepsi can leverage for greater omnichannel success. But you can see some challenges that Pepsi will face: 1. Brand Integration Risks – Maintaining Poppi’s authenticity while scaling under a corporate giant will be a delicate balance. Pepsi will need to ensure that the brand’s identity doesn’t get diluted. 2. Competition & Category Growth – The functional soda space is still evolving, with brands like Olipop competing for the same health-conscious consumers. Pepsi will need to drive market expansion, not just brand growth. 3. Shifting Consumer Perceptions – Pepsi is known for its sugary sodas. How effectively it convinces consumers that it’s serious about health and wellness will impact long-term success. This move reflects a deeper shift in PepsiCo’s approach. While the company has long invested in better-for-you brands, acquiring Poppi suggests a more aggressive stance toward disrupting the functional beverage space. Instead of building a competitor from scratch, Pepsi is acquiring an already established and loved brand. This is more than just a business deal—it’s a strategic pivot that signals Pepsi’s recognition that the future of beverages lies beyond traditional soda. The question is: will they nurture Poppi’s authenticity or assimilate it into their larger ecosystem? All thoughts, inputs. counter arguments are most welcome #BusinessStrategy #MergersAndAcquisitions #CorporateStrategy #BrandManagement #MarketTrends #BeverageIndustry #CPG #FoodAndBeverage #HealthAndWellness

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Last week we hosted 15 Execs from around the Consumer Goods industry at our bi-annual Customer Advisory Board in Chicago. As a recap, Justin Lintz and I wanted to share some key themes we heard: 1) Rethinking RGM around total investment in customers 2) Consumer-Facing AI: Activating your brand assets with AI across the consumer journey. I would have loved to have AI when I was managing Reese's Puffs 3) AI in your Route To Market - People are rethinking how they serve the customer. I used to drive my company issued 🚘 30K miles a year when I was in the field. AI would have saved me a ton of time and helped me interact with more customers.

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Another month, another set of (somewhat) major headlines in CPG 👇🏼 In June's RecorNews update, we cover the surprising (but strategic) C&S Wholesale Grocers + SpartanNash merger, updates from both Kroger and Albertsons Companies, and a few signals for where the industry is headed next: 🛒 C&S to acquire SpartanNash — reshaping scale and efficiency in wholesale, making the combined a much more competitive entity. 📉 Grocery share leakage continues as trade wars loom and value-driven channels win price-conscious consumers. 🧀 Kraft Heinz ditches artificial dyes by 2027 (RIP neon Mac & Cheese 🙏 ). 📈 Albertsons announces leadership changes, expands media network, and accelerates centralization via ‘Category Excellence’ strategy 🔍 Kroger sharpens focus on digital profitability, private label, and strategic store closures — all signs of a more disciplined and ROI-driven approach. For my fellow CPG folks, staying plugged in is critical, especially as the industry continues to shift — and RecorNews is built to do exactly that: keep you up to speed on what’s moving and why it matters. 📬 If you want this straight-to-the-point update in your inbox monthly, shoot me a message or comment below and I’ll get you added to the list. #CPG #RetailNews #Kroger #Albertsons #RecorNews #Leadership #Ecommerce #PrivateLabel #FoodIndustry

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