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1、BodyBullet Second Bullet IntroSubheading 1 SUBHEADING 2HEADING 1HEADING 2Notes Spending,DisruptedAlixPartners 2025 Global Consumer OutlookDecember 2024The global consumer spending landscape is more complex than ever as we prepare to enter 2025.Businesses and consumers alike continue to grapple with

2、the aftershocks of the past few years,marked by significant disruption driven by economic and geopolitical shifts.The persistent impacts of legacy inflation remain a key driver of consumer sentiment in many regions,as elevated costs of goods and interest rates show little signs of easing in certain

3、markets.While economic policies such as the increase in the U.K.National Minimum Wage and National Living Wage may bring short-term relief for some,they also present the risk of reigniting inflationary pressures for others.Concurrently,the consumer ecosystem evolves at a rapid pace.Digital technolog

4、ies,AI-enhanced shopping experiences,and sustainability priorities are reshaping how consumers think and act.This report examines the global consumer spending outlook for 2025,leveraging insights from more than 15,000 consumers.Will spending patterns continue to be suppressed after a muted 2024?If s

5、o,why?And how will consumers keep their finances under control?In answering these questions,we aim to equip business leaders with actionable insights to stay ahead in this dynamic environment.Spending,Disrupted:AlixPartners 2025 Global Consumer Outlook2We hope you find this report valuable.If youd l

6、ike to explore further consumer analysis from our data set by country,sector,or consumer demographic,our authors are available to discuss the findings in more detail.About this studyResearch for Spending,Disrupted:AlixPartners 2025 Global Consumer Outlook was conducted between September and October

7、2024.Survey respondents comprised 15,434 consumers from nine countriesChina,France,Germany,Italy,Saudi Arabia,Switzerland,United Arab Emirates,the U.K.and the U.S.Introduction 20%20%40%60%80%100%FranceGermanyU.K.SwitzerlandU.S.ItalySaudi ArabiaChinaU.A.E.Global spending intentions for 2025Globally,a

8、 cautious and prudent outlook prevails,though not without pockets of optimism.31%of consumers are planning further spending cuts,although a considerable 47%plan to maintain their current spending levels.Just 19%say they will spend more,equivalent to a net intention for reduced spending of 12 percent

9、age points(ppt).Spending is trending downwards in the U.S.and Europe;consumers in the Middle East and China display more optimism.In the U.S.and Europe,consumers continue to show restraint in spending plans,with more than one third of consumers intending to cut back,while in the Middle East,we see a

10、 relatively balanced outlook.An anticipated 10 percentage point net increase towards spending more in China appears more positive still,yet this should be contextualized by the impact of inflationary pressures(particularly groceries)and low levels of optimism for the future(unattainable property pri

11、ces,for example)inspiring spending on more immediate gratification.3Figure 1:Global spending intentions by country for 202512025 Net Score(ppt)2024 Net Score(ppt)-30-37-20-26-20-24-17-25-16N/A-15-280+2+10N/A+13+2Spending,Disrupted:AlixPartners 2025 Global Consumer Outlook-12 pptsEuropean consumers20

12、23 report recap:What did consumers tell us they would do this year?45%of consumers aged 55 and over said they would spend less in 202433%of 18-to 24-year-olds said they would spend more in 2024,the highest percentage of any age groupOnly 15%would spend less on groceries36%would spend less in 2024 th

13、an 202341%would spend about the same21%would spend moreAnticipated global net consumer intent for reduced spending in 2025are most likely to say they will spend less in 2025(net)1.Not applicable option for consumers from China not displayed(10.4%).Much lessLessThe sameMoreMuch more40%said they would

14、 spend less on out-of-home entertainment,dining out,travel,or non-food itemsEuropean consumers are most likely to say they will spend less in 2025(net).Consumers in China are most likely to spend more.Figure 2:Global spending intentions by region for 2025net score(ppt)146%ChinaNet score(ppt)EuropeNe

15、t score(ppt)U.S.Net score(ppt)Spending,Disrupted:AlixPartners 2025 Global Consumer OutlookThe outlook in the Middle East diverges from the Wests spending contraction,with more positive sentiment among consumers in Saudi Arabia and the U.A.E.Consumers spending intentions here for 2025 display a 6 ppt

16、 net positive trend towards spending more,in contrast with their U.S.and European counterparts.This positivity is driven by a more positive macroeconomic outlook,and a lesser inclination or perceived necessity to save.This manifests in increased anticipated spending across all sectors,particularly g

17、roceries and clothing,fueled not only by inflationary pressures but also premium purchases and a general optimistic willingness to spend.Dining out has become more common in the region,especially in Saudi Arabia,reflected by an increase in planned spending on restaurants,bars,and entertainment outsi

18、de the home.The post-pandemic desire to travel also lingers,although Saudi Arabian consumers indicate some tendency toward local staycations due to an expanding tourism offering and its relative affordability.Despite the regions overall growth narrative,consumption bifurcation remains prevalent.As d

19、iscount retailers increasingly penetrate the market,some consumers are trading down to more affordable retailers and value brands,particularly in groceries.There are profitability challenges for some companies in the region,coupled with reports of reduced investments and rationalized operations.This

20、 has yet to affect consumer sentiment,though that may adjust next year.2025 N/A2024 2025 2024-28N/A2024 2025 1.Not applicable option for consumers from China not displayed(10.4%).-21-16Middle EastNet score(ppt)+22025 2024+6+10-30+30LessMoreRegional spotlight:Middle East5Figure 3:Global spending inte

21、ntions by age for 2025net score(ppt)125-3418-24+6+835-44-6Figure 4:Global spending intentions by income for 2025(%)1521451339185017351447238Much lessLessThe sameMoreMuch moreHigh incomeMedium incomeLow incomeSpending,Disrupted:AlixPartners 2025 Global Consumer Outlook2025 2024-22025 2024-142025 2024

22、-765+-362025 2024-3545-54-162025 2024-2455-64-232025 2024-33Demographic spending intentions for 2025Younger consumers(1834 age group)display a readiness to spend morethough perhaps a greater share of a relatively smaller budgetwhereas the 55+age group is most likely to spend less.31%of high-income c

23、onsumers also expect to increase their spending in 2025,particularly on travel and leisure,contrasted with only 16%of low-income consumers.Companies focused on premiumization must strike the right balance,while base-level stores should be mindful of strategies to retain the customer groups that are

24、trading down.-36 pptConsumers aged over 65 are most likely to say they will spend less(net)in 2025+8 ppt18-to 24-year-old consumers are most likely to say they will spend more(net)-40+40LessMore1.2024 net score excludes China and U.S.Figure 4:Category spending intentions by region for 2025Grocery ho

25、lds firm,though inflation dictates it is harder to spend lessIn retail,the emphasis is on essentials.Only 15%of consumers say they will spend less on groceries globally.Across every country,age group,and income bracket,this is consistent:more than 80%of consumers expect to spend the same or more on

26、groceries in 2025.This reflects how difficult it has become for consumers to reduce spend on essentials,given the impacts of inflation in the past two years.Discretionary activities will therefore be fighting the greater battle for wallet share,as trade-offs are made beyond the essentials.GroceriesT

27、ravelRestaurantsNon-food retailOut-of-home entertainmentMuch moreMoreThe sameLessMuch lessMuch moreMoreThe sameLessMuch lessMuch moreMoreThe sameLessMuch lessMuch moreMoreThe sameLessMuch lessMuch moreMoreThe sameLessMuch less10%25%Key:EuropeU.S.Non-food retail is at risk33%of consumers plan to spen

28、d less on non-food retail in 2025,while only 16%plan to spend more.With discretionary spending under pressure,theres a need for retailers to reinforce their value propositions and innovate in terms of loyalty programs and personalized offers to cater to cost-conscious consumers.Spending,Disrupted:Al

29、ixPartners 2025 Global Consumer Outlook62025 +19 2024 +5 Category spending intentions for 2025Middle EastChina33%of consumers plan to spend less on non-food retail in 2025Groceriessee the biggest global net swing towards spending more in 2025(net+19 ppts),but only a 3 ppt net rise in EuropeNet Score

30、(ppt)2025 +2 2024 -8 Net Score(ppt)2025-8 2024-18 Net Score(ppt)2025-7 2024-22 Net Score(ppt)2025-17 2024 -24 Net Score(ppt)Travel anticipates consistent spending levels versus 2024While 31%of consumers globally plan to spend less on travel,a notable 28%plan to spend more.Younger and high-income con

31、sumers lead the charge in trip spending activity,yet businesses must be attentive to ongoing caution among middle-income groups.31%of consumers globally plan to spend less on travel and holidays in 2025,but 28%say theyll spend moreDining out faces a mixed forecast by regionGlobally,34%of consumers p

32、lan to spend less on eating out,and only 19%plan to spend more.This picture differs by region,with greater optimism in the Middle East and China,where a third of consumers from the U.A.E.,Saudi Arabia,and China indicate they will spend more on dining out.France leads the way on potential cutbacks in

33、 this area,followed by the U.S.,Germany,and Switzerland.Lastly,younger and higher-income groups appear more likely to spend more on dining out.34%of consumers globally plan to spend less on dining out;just 19%plan to spend moreA similar picture for entertainment out of homeEntertainment operators al

34、so face uncertainty by region.34%of consumers globally plan to spend less on entertainment outside the home,versus 19%who plan to spend morea 15 ppt swing towards reducing spend.We see greater optimism in the Middle East and China.41%of U.A.E.consumers intend to spend more on entertainment outside t

35、he home,followed by 33%of consumers in Saudi Arabia and 28%in China.Younger and high-income individuals are also more likely to drive demand for this category.34%of consumers globally plan to spend less on out-of-home entertainment in 2025;only 19%plan to spend more7Spending,Disrupted:AlixPartners 2

36、025 Global Consumer Outlook8Six reasons why consumers will spend less in 2025 1.Less money to spendConsumers are tightening their wallets primarily due to reduced disposable income.The impacts of inflation and economic policies mean many simply have less money to spend compared to previous years.Acr

37、oss all categories globally,this is the leading reason behind spending cutbacks.Understanding the balance of necessity,value,and customer experience will be crucial for companies navigating this complex spending landscape.Spending,Disrupted:AlixPartners 2025 Global Consumer OutlookFigure 5b:Why will

38、 consumers reduce spend on non-food retail?(%of responses)Figure 5c:Why will consumers reduce spend on travel and holidays?(%of responses)372817108I have less money to spendI am prioritizing spend in other areasI want to use more second-hand/rental productsMy family situation has changedOther4319131

39、087I have less money to spendI am prioritizing spend in other areasI dont believe Im getting enough valueI want to reduce my carbon footprintMy family situation has changedOtherFigure 5a:Why will consumers reduce spend on dining out?(%of responses)3719181575I have less money to spendI am trying to b

40、e healthierI am prioritizing spend in other areasI dont believe Im getting enough valueMy family situation has changedOtherFigure%totals may not add up to 100%due to rounding9Spending,Disrupted:AlixPartners 2025 Global Consumer Outlook2.Prioritizing spending in other areasAdditional motivations incl

41、ude the need to reprioritize spending.Consumers indicate that this trade-off scenario may be felt most keenly in non-food retail.Globally,for those spending less on non-food retail in 2025,after“having less money to spend than before”(37%of responses),“prioritizing spending in other areas”was the se

42、cond most common reason(28%of responses).For younger consumers(18-24),high-income consumers,and those in China,prioritizing other areas is the top reason for reduced non-food retail spend,surpassing income constraints with 32%,38%,and 33%of responses,respectively.4.Not seeing enough value for the co

43、stAs consumers reprioritize spending,perceived value becomes critical.Consumers are most sensitive to perceived value in leisure activities:15%of responses for those reducing spend in dining out cited insufficient value,followed by entertainment(13%),and travel and holidays(13%).3.The availability o

44、f media options at home Globally,the most common reason for consumers spending less on entertainment outside of the home was having less money to spend(36%of responses),followed by“I can watch movies,sport matches,etc.at home”(22%of responses).Furthermore,“at-home entertainment”was the top reason pr

45、ovided by consumers planning to reduce spending on out-of-home entertainment in China,the U.A.E.,and Saudi Arabia(26%,25%,and 24%of responses,respectively),ahead of having less money to spend.5.Efforts to lead a healthier lifestyle or consume less alcoholGlobally,the top reason for reduced spending

46、on dining out was financial constraints(37%of responses from a multiple-choice question),followed by health motivations(19%),and reprioritizing spending(18%).Regionally,in China,the U.A.E.,and Saudi Arabia,health motives topped the list for cutting dining expenses(33%,29%,and 25%of responses,respect

47、ively),surpassing financial constraints.Younger consumers(18-24)also cited health reasons over financial constraints(27%versus 22%of responses).For over 55s,health motivations were not a primary driver for cutting dining out expenses:46%of responses cited less disposable income,followed by value con

48、cerns(16%).Figure 5d:Why will consumers reduce spend on out-of-home entertainment?(%of responses)3622171365I have less money to spendI can watch movies and sports from homeI am prioritizing spend in other areasI dont believe Im getting enough valueMy family situation has changedOtherFigure%totals ma

49、y not add up to 100%due to rounding10Spending,Disrupted:AlixPartners 2025 Global Consumer Outlook6.Minimizing food waste For groceries,one of the primary reasons for reduced spending is minimizing food waste(23%of responses),second only to less disposable income(43%).Reducing food waste is a particu

50、lar priority for younger consumers(26%of responses from 18-34-year-olds)and high-income consumers(28%).In China,food waste is less of a concern:the top two reasons for reducing grocery spending in this country are reprioritizing spend and reduced disposable income.Figure 5e:Why will consumers reduce

51、 spend on groceries?(%of responses)432317115I have less money to spendI want to reduce the food I throw awayI am prioritizing spend in other areasMy family situation has changedOtherFigure%totals may not add up to 100%due to rounding11Spending,Disrupted:AlixPartners 2025 Global Consumer OutlookHow w

52、ill consumers spend less?Consumer spending predictions carry a caveat for any organization and are therefore cautionary when considering the potential upside.Macroeconomic developments in 2025 could also drive further behavioral shifts in either direction.For example,a U.S.consumer pulse survey cond

53、ucted by AlixPartners post-election revealed a 14 ppt net positive shift towards spending more in 2025,versus the U.S.-specific data in this global report.However,additional insight into how consumers plan to manage their budgets offers more concrete foresight,helping consumer-facing businesses refi

54、ne operating models to respond to these trends.12Figure 6a:How will consumers reduce spend on groceries?(%of responses)Figure 6b:How will consumers reduce spend on non-food retail?(%of responses)Figure 6c:How will consumers reduce spend on travel and holidays?(%of responses)Spending,Disrupted:AlixPa

55、rtners 2025 Global Consumer Outlook191615141410102I will better plan my grocery shopping,avoid buying on impulseI will buy products on promotion more oftenI will switch to cheaper product alternatives within a product categoryI will switch to less expensive retailers,e.g.discountersI will do grocery

56、 shopping less oftenI will avoid buying certain product categories,e.g.meatI will buy more written-off products close to their expiry dateOther211514141211112I will avoid buying certain product categories,e.g.those I dont really needI will better plan my shopping,to avoid buying on impulseI will sho

57、p less oftenI will buy products on promotion more oftenI will switch to less expensive retailers,e.g.discountersI will switch to cheaper product alternatives within a product categoryI recently made purchases and dont need any moreOther23151210997554I will stay at home more during my time offI will

58、reduce the number of tripsI will travel less farI will look for discounts,last-minute offers,etc.I will travel domestically rather than going abroadI will stay at less expensive accommodation,e.g.hotels,rental homes,etc.I will reduce the length of the tripOtherI will use an alternative method of tra

59、nsportI will look for a package holiday rather than a tailored holidayFigure%totals may not add up to 100%due to rounding3021101096553I will eat more at homeI will reduce the number of times I dine out at restaurantsI will reduce the number of times I go to the pub or barI will buy less frequently o

60、n-the-go,e.g.fast foodI will reduce the number of times I order delivery from restaurantsI will dine out at or order delivery from less expensive restaurantsI will order less expensive meals/beverages when eating out or ordering deliveryI will reduce the number of items ordered,e.g.beverages,sides,e

61、tc.Other13Spending,Disrupted:AlixPartners 2025 Global Consumer OutlookFigure 6d:How will consumers reduce spend on dining out?(%of responses)Figure 6e:How will consumers reduce spend on out-of-home entertainment?(%of responses)3819139876I will stay at home more for entertainmentI will reduce trips t

62、o the theatre,shows,theme parks or sports matchesI will choose cheaper entertainment events and venuesI will buy tickets earlier,to profit from cheaper prices/early bird discountsI will spend less when at the theatre,shows,theme parks,or sports matchesI will buy cheaper seats at the theatre,shows,th

63、eme parks,or sports matchesOtherFigure%totals may not add up to 100%due to rounding142.Staying at homethe new going out?With frequency of travel,dining,and out-of-home entertainment being carefully controlled,consumers stay-at-home set-ups inversely contribute to the solid grocery spending expectati

64、ons for 2025.Furthermore,the availability of myriad entertainment options at home via streaming subscription services for movies,TV,and sports brings further comfort and convenience to a phenomenon catalyzed by the pandemic,and a general societal shift to more of a“DIY”culture in financially-constra

65、ined times.4.Is travel now non-discretionary?The number of trips may tighten overall,but travel experiences remain high on the agenda for constrained consumers in 2025.Younger consumers are less likely to stay at home than their older counterparts,though they will be more mindful of ways to manage s

66、pending when travellingexploring package holidays and more budget-friendly accommodation,for example.Consumers aged 55+will stay at home more but are less likely to replicate these cost-saving behaviors.Shaped,once again,by the pandemic,holidays could now almost be considered non-discretionary,altho

67、ugh the expense of the experience is.Spending,Disrupted:AlixPartners 2025 Global Consumer OutlookWe see four key themes emerging across this sector data1.A compromise on frequency of experience,but not on qualityGlobally,consumers who are planning to spend less in 2025 tell us that they plan to do s

68、o by staying at home more,reducing the number of trips to restaurants,bars,or entertainment venues,and curtailing the frequency of holiday travel.However,when they do venture out,the likelihood of trading down on quality of venue,food items ordered,or travel destination,is small.3.Bifurcation in gro

69、cery and non-food retailWhile consumers may resist budgetary compromises when committing to out-of-home experiences,this dynamic in grocery and non-food retail is more pronounced.Choosing cheaper product alternatives or switching to cheaper retailers altogether are heavy considerations for consumers

70、 looking to spend less in 2025.The“barbell”combination of shopping for lower-priced essentials alongside more premium treats is not new,but has exacerbated,creating continued challenges for the“middle ground”that is struggling to compete on price and/or quality,and perceived value as a result.15Spen

71、ding,Disrupted:AlixPartners 2025 Global Consumer OutlookThe wish list:If consumers had more income in 2025,how would they spend it?Should consumers find themselves with increased financial resources in 2025,their primary inclination will either be to indulge in more travel or save the additional fun

72、ds.Nearly a third of consumers globally29%express a desire to allocate extra money toward travel and holidays,while 28%prefer to save the surplus.Only 14%would consider spending the extra money on groceries,while a minority would spend more on non-food retail(9%),entertainment outside the home(9%)or

73、 eating out(6%).By region,U.S.consumers show the strongest tendency to save any extra income,with 38%planning to bank any additional funds.In contrast,consumers in Italy are most inclined to prioritize spending on travel,with 44%aiming to channel any excess disposable income toward holidays.When exa

74、mining income levels,lower-income consumers demonstrate only a slight preference for saving over traveling,with 29%opting to save as opposed to 26%opting to spend on travel.Higher-income individuals are much more disposed to use any surplus for travel;34%would spend it in this way,compared to 23%who

75、 would save.would spend more on travel and holidayswould save the extra moneywould spend more on eating outThe travelers:European consumers,high-income consumers,younger consumersThe savers:U.S.consumers,low-income consumers,older consumers 29%28%6%of high-income consumers would spend more on travel

76、 and holidaysof consumers from Italy would spend more on travel and holidays,followed by 30%from France and Switzerlandof 18-34-year-old consumers would spend more on travel and holidays34%44%28%of U.S.consumers would save any extra moneyof low-income consumers would save any extra money,although 26

77、%would spend more on travelof 55+year-old consumers would save any extra money38%29%34%Globally:16GroceriesTravel/holidaysDining outOut-of-home entertainmentNon-food retailOther sectorsSave and not spend itU.S.2117469438U.K.1328679335Germany1229786731France1430598330Switzerland1230689529Saudi Arabia

78、122381311527China172891013122U.A.E.182610139320Italy9445810519Figure 7a:If consumers had more money to spend in 2025,what would be their priorities,by country?(%)Figure 7b:If consumers had more money to spend in 2025,what would be their priorities,by age?(%)GroceriesTravel/holidaysDining outOut-of-h

79、ome entertainmentNon-food retailOther sectorsSave and not spend it65+123154653755-64132966943145-541730571042835-4414287111042725-3415298111032318-24162681312421Spending,Disrupted:AlixPartners 2025 Global Consumer OutlookFigure 7c:If consumers had more money to spend in 2025,what would be their prio

80、rities,by income?(%)GroceriesTravel/holidaysDining outOut-of-home entertainmentNon-food retailOther sectorsSave and not spend itLow16267810429Medium1432799425High123471010323Figure%totals may not add up to 100%due to rounding17Spending,Disrupted:AlixPartners 2025 Global Consumer OutlookRetail and Co

81、nsumer Products The bifurcation in retail has seen mainstream brands losing out for some timeprice pushes and“shrinkflation”strategies have moved more consumers to private labels for a largely comparable product experience,though this is not ideal for retailers.In large European markets,the players

82、gaining market share are the value players and the discounters,with a similar picture in the Middle East.In the latter region,consumers may well display propensity to spend more across all categories,yet it is the emergence of discounters that is disrupting this market and giving other retail player

83、s cause for concern.Specific responses will vary by retailer,but a consistent mantra must be to stay true to a brands value proposition,pricing,and assortment.While entry price ranges may be appropriate in certain product areas,care must be taken not to overweight this activity and compromise on ove

84、rall range.For high-end retailers,meanwhile,the focus should be centered more on experience and convenience.Retailers must truly understand their customer segments and what value means to them,alongside their relative buying power by demographic group.They must organize their operating model around

85、the activities that add this value and look to shed those that dont,maintaining relevancy alongside operational efficiency.Price matters,but it is only one part of the picture.Consumers desire for value goes beyond buying cheaphappiness and satisfaction are also critical in shaping purchasing decisi

86、ons,influenced by the perceived benefits relative to cost.Clear communication of product benefits,emphasis on unique selling points,and exceptional customer service will all enhance customer perception and appreciation.More tactically speaking,in anticipation of reduced consumer spending,supply chai

87、n and inventory strategies should be refined,with a focus on reducing waste,improving demand forecasting,and diversifying supplier networks to mitigate potential supply disruptions.In the U.S.particularly,the impact of tariffs will make inventory planning a vital activity to master,providing retaile

88、rs with enhanced agility if they can manage this position dynamically with a robust network of suppliers.How can companies respond?18Spending,Disrupted:AlixPartners 2025 Global Consumer OutlookRestaurants,Hospitality,Travel and Leisure Cost-consciousness and price-sensitivity have increased signific

89、antly in the past 24 months,and many consumers are now limited further in their capacity to accept the elevated cost of travel and out-of-home experiences.For operators,this creates challenges on multiple frontshow do they optimize their models for revenue,occupancy,and profitability?If operating co

90、nditions point towards further price increases,the first consideration must be how much of that you can take on yourself before passing on to the consumer.Staffing levels,viable days and hours of trading,and possibly landlord rental agreements,for example,should all be scrutinized to control overhea

91、d costs and maintain competitiveness in the market,driving demand and maintaining customer loyalty for the long term.Your“four walls”have to be managed effectively and efficientlybe it the shape or size of outlets or how you are responding to consumer demandsfor example in accommodating takeaway,dri

92、ve-through,or delivery capabilities in dining set-ups.Doubling down on what you do welland consistently executing on itis also critical,irrespective of your price point in the market and the demographic you serve.Operators must be able to create experiences for consumers across income brackets,which

93、 wont necessarily relate to being the cheapest,but more what you stand for as a brand and the quality of your product or service.Leveraging these strengths in opportunistic areasfor example,marketing to local consumers keen on“staycations”to fill capacity,or within dining subcategories where traffic

94、 will continue to be an issue in 2025 for many.While the majority of those who expect to reduce entertainment spend in 2025 plan to do so through fewer visits,there is an opportunity for entertainment companies to better cater to 18-34-year-old consumers to drive footfall.New or improved seasonal of

95、ferings,partnerships with popular celebrities and characters,and expanded limited-time offers can help to capture this traffic and spend from this age demographic.In travel,where consumers are less likely to trade downeven if they do travel less frequentlyoperators must seek to secure customer loyal

96、ty during times of financial constraint by emphasizing the quality of service and creating value-added offerings that resonate with travelers.Loyalty programs that offer meaningful rewards and incentives in the shape of discounts on future trips or upgradesas well as insightful consumer data for tra

97、vel companiesshould focus on recognizing and appreciating repeat customers,solidifying a sense of belonging and exclusivity.How can companies respond?2024 AlixPartners,LLPABOUT USFor more than 40 years,AlixPartners has helped businesses around the world respond quickly and decisively to their most c

98、ritical challengescircumstances as diverse as urgent performance improvement,accelerated transformation,complex restructuring and riskmitigation.These are the moments when everything is on the line a sudden shift in the market,an unexpected performance decline,a time-sensitive deal,a fork-in-the-roa

99、d decision.But itsnot what we do that makesa difference,itshow we do it.Tackling situations when time is of the essence is part of our DNA so we adopt an action-oriented approach at all times.We work in small,highlyqualified teams with specific industry and functional expertise,and we operate at pac

100、e,moving quickly from analysis to implementation.We standshoulder to shoulder with our clientsuntilthe job is done,and onlymeasure our successin termsof the results we deliver.Our approach enables us to help our clients confront and overcome truly future-defining challenges.We partner with you to ma

101、ke the right decisionsand take theright actions.And we are right by yourside.Whenit reallymatters.The opinions expressed are those of the authors and do not necessarily reflect the views of AlixPartners,LLP,its affiliates,or any of its or their respective professionals or clients.This article Spendi

102、ng,Disrupted:AlixPartners 2025 Global Consumer Outlook(“Article”)was prepared by AlixPartners,LLP(“AlixPartners”)for general information and distribution on a strictly confidential and non-reliance basis.No one in possession of this Article may rely on any portion of this Article.This Article may be

103、 based,in whole or in part,on projections or forecasts of future events.A forecast,by its nature,is speculative and includes estimates and assumptions which may prove to be wrong.Actual results may,and frequently do,differ from those projected or forecast.The information in this Article reflects con

104、ditions and our views as of this date,all of which are subject to change.We undertake no obligation to update or provide any revisions to the Article.This Article is the property of AlixPartners,and neither the Article nor any of its contents may be copied,used,or distributed to any third party with

105、out the prior written consent of AlixPartners.FOR MORE INFORMATION CONTACT:Dave BassukGlobal Lead,Retail+1 917 679 Matt ClarkEMEA Lead,Retail+44 794 773 Adam WernerGlobal Co-Lead,Hospitality,Travel&Leisure+1 312 286 Beatrix MorathGlobal Co-Lead,Hospitality,Travel&Leisure+41 792 869 Andrew CsicsilaAm

106、ericas Lead,Consumer Products+1 734 620 Andy SearleEMEA Lead,Consumer Products+44 792 015 Hisham Abdul Khalek,Partner&Managing DirectorOlivier Abtan,Partner&Managing DirectorSteve Braude,Partner&Managing DirectorRandy Burt,Partner&Managing DirectorNordal Cavadini,Partner&Managing DirectorMarco Ecche

107、li,Partner&Managing DirectorBryan Eshelman,Partner&Managing DirectorEsther Liesenberg,Partner&Managing DirectorKarl Nader,Partner&Managing DirectorOlivier Salomon,Partner&Managing DirectorEtienne Sebaux,Partner&Managing DirectorLorenzo Novella,PartnerTJ Wommack,PartnerGawel Adamek,DirectorMeghan Hayward,DirectorCraig Rachel,DirectorTaylor Ceithaml,Senior Vice PresidentCONTRIBUTIONS FROM: