It is increasingly evident that consumption patterns are no longer merely temporary responses to periods of crisis. Consumer behavior has undergone a structural transformation and, in many cases, an irreversible one. Disruption is no longer the exception. It is the new normal. 

According to McKinsey, consumers have become more selective, conscious, and self-reliant. There is a growing demand for convenience, authenticity, and experiences that reflect personal values. This reality cuts across different markets and generations. 

One of the clearest signs of this evolution is the emphasis on autonomy. According to the Global Consumer Trends Report, 68% of consumers value the ability to independently manage their health, finances, and lifestyle. 

Environmental and social awareness has also become deeply rooted. A study by Global Banking & Finance Review found that 88% of consumers expect brands to be transparent in both their practices and communication, and 74% identify greenwashing as a deterrent to purchasing. These expectations are particularly strong among Generation Z, who do not hesitate to abandon brands that fail to reflect their values. 

Naturally, wellness has become an integral part of the modern consumer’s identity. According to Euromonitor, more than 50% of consumers believe they will be healthier within the next five years. This expectation is supported by the increased use of personal health-monitoring technology and a growing demand for functional products that combine nutrition, longevity, and pleasure. 

At the same time, the rise of social commerce has contributed to reshaping how consumers discover and purchase products. It is estimated that over 60% of digital purchases are influenced by social media, particularly platforms like TikTok and Instagram. In fact, the link between content, entertainment, and consumption has never been so direct and so powerful. 

There is also a paradigm shift in brand preferences. Private labels and so-called “dupes” — more affordable alternatives to premium products — have been gaining momentum. Private-label food retail brands now represent roughly $300 billion globally, driven by consumers who are increasingly mindful of cost-benefit ratios. 

The demand for flexible payment options, such as the “Buy Now, Pay Later” (BNPL) model, has also become widespread, especially among younger consumers with lower financial stability. While these solutions offer convenience, they also present new ethical and financial challenges for brands. 

In short, consumer behavior cannot and should not be generalized given the multidimensionality of preferences, but it is safe to say that today’s consumer is more informed, more demanding, and more strategic. They choose based on values, but also on price. They expect innovation, but demand simplicity. They want personalization and reject intrusion. Loyalty is increasingly volatile, and power now lies with the consumer. 

Faced with this scenario, brands must act with both agility and depth. Investing in active listening (powered by data and AI), restructuring portfolios based on real value, and strengthening personalization are essential steps. More than ever, understanding the consumer is not an advantage — it is a condition for survival in a constantly reinvented market. 

 

Pedro Celeste, Professor at CATÓLICA-LISBON