2026年消费品现状报告_重塑价值_人工智能时代的销售与营销_35页_6mb

Summary of Reclaiming Relevance: Sales and Marketing in an AI World

Core Content

This report from EY, Reclaiming Relevance: Sales and Marketing in an AI World, explores how Consumer Products (CP) companies must adapt their sales and marketing strategies to thrive in an increasingly AI-driven market. It highlights the transformation of the industry landscape, where algorithms and platforms now play a central role in shaping consumer behavior and demand. The report emphasizes that traditional operating models are no longer sufficient, and that companies must rethink how they make commercial decisions to remain relevant.

Main Viewpoints

• The AI-driven environment is already here: Retailers are using AI to guide, educate and make decisions for consumers, significantly altering how products are discovered, recommended and selected.
• Relevance is shifting: Companies must now compete not only for consumer attention but also for selection by AI-driven systems, which are increasingly mediating purchasing decisions.
• Optimization is not enough: While optimizing pricing, promotion, media and supply can improve performance, it is not enough to create real advantage. Integration across these functions is key.
• The Optimization Trap: Many companies are improving individual functions but failing to connect them, leading to a "Decision Gap" where insights do not translate into effective actions.
• System-level governance is critical: Brand is no longer just a marketing output; it is a financial asset shaped by the entire system. Companies must align their strategies with the logic of AI and platform ecosystems.
• The role of data is evolving: Retailers have access to richer, proprietary data, giving them more control over consumer decisions. Suppliers must adapt to this new dynamic.
• Confidence vs. readiness: Larger companies have more confidence in key capabilities, but this does not always equate to readiness to influence algorithmic decisions or integrate effectively with platforms.
• The need for a unified growth engine: Sales and marketing teams must move beyond siloed operations and adopt a more integrated approach to decision-making and execution.

Key Information

The New Competitive Landscape

• Retailers are becoming platforms: They control traffic, data and monetization through digital ecosystems and retail media networks.
• Consumer behavior is changing: Many consumers are delegating purchasing decisions to AI, which shapes product discovery, recommendation and selection.
• Algorithms are influencing demand: AI agents are making decisions on behalf of consumers, reducing the need for traditional campaigns or negotiations.

The Optimization Trap

• Silos and fragmented data: Companies are improving individual functions but not connecting them, leading to inefficiencies and missed opportunities.
• Legacy systems hinder progress: Many are refining old processes rather than redesigning for the future, which is essential for real differentiation.
• Impact of misalignment: A lack of integration results in a growing mismatch between decision-making speed and market requirements, often manifesting as data inaccessibility and slow response times.

The Path to Connected Decision-Making

• End-to-end accountability: Companies must move from siloed functions to an integrated growth engine where decisions are aligned across sales, marketing, supply and retail relationships.
• AI integration is crucial: Tools powered by AI can support faster, more consistent decision-making and improve alignment with platform logic.
• Case Study: Asahi Europe & International: By building a more integrated approach to decision-making and using AI-enabled tools, Asahi achieved faster analysis and better customer engagement.

Challenges and Opportunities

• Limited implementation of key capabilities: Only a small percentage of companies are effectively implementing capabilities like AI-driven optimization, data integration and automated recommendations.
• Confidence vs. action: While larger companies show higher confidence in key capabilities, the ability to influence algorithmic recommendations remains a major challenge.
• The role of the CFO: The CFO must play a more active role in aligning brand strategy with financial discipline, as brand is no longer just a marketing cost.

Implications for CP Companies

• Redesign operating models: Companies must rethink how they make commercial decisions, how trade-offs are governed, and how they align with platform ecosystems.
• Build trusted product signals: To be selected by AI agents, brands must ensure their signals are consistent, valuable and aligned with consumer and platform needs.
• Adapt to the NAVI environment: Nonlinear, accelerated, volatile and interconnected, this environment requires a shift in mindset and strategy.

Conclusion

The report underscores that in an AI-driven world, the future of sales and marketing in the Consumer Products industry lies in system-driven, integrated decision-making. Companies that can align their strategies with the logic of AI and platforms will not only survive but thrive, while those that remain anchored in legacy models risk being outpaced by more agile and data-savvy competitors.