Inflation

Reframing brand spending as a vital long-term investment helps companies build the resilience they will need when a downturn hits.

Agile principles can enhance the performance of marketing organizations––as long as companies apply the principles flexibly rather than adhering strictly to agile methodology.

The longer the threats of inflation, recession, and disruption persist, the more B2B companies will need to use a wider range of pricing options to maintain strong financial performance.

Business leaders have long wanted to make pricing simpler, more rewarding, and less frustrating. BCG’s Strategic Pricing Hexagon consolidates disparate pricing ideas into one master structure.

Rather than see B2B inflation as a dire threat, companies should view it as an ideal opportunity to make long-overdue changes to pricing practices. The attention of senior leaders will never be more focused on pricing than it is right now.

Consumer packaged goods companies have many options for balancing volume and profit in a downturn, but they need the right tools to make the changes stick.

In this edition of BCG's Executive Perspectives, we examine the turbulent forces that are bearing down on business leaders today, so that they can understand where opportunities exist amid the uncertainty.

Uncertainty over the war, the pandemic, inflation, and the economy is forcing consumers to focus more of their spending on essentials and less on discretionary expenses.

This recently enacted legislation is likely to have profound, far-reaching effects on energy systems, supply chains, industries, trade, and beyond—both within the US and across the globe.

BCG’s latest research finds investors increasingly bearish on the economy and the stock market—and they want businesses to focus on both liquidity and long-term advantage.

Maybe, but that doesn’t mean it’s time to panic.

Policymakers are engaged in a delicate balancing act. Executives should focus on four priorities as they navigate macroeconomic risks.

Higher inflation means higher stress and insecurity. Can we lower one without the other? Listen to the American Metamorphosis podcast.

Charging different prices is often fairer than charging everyone the same price. Companies should take steps to educate customers and win their support for this approach.

Today’s economy is battered by idiosyncratic stress, geopolitical conflict, and extreme uncertainty. What needs to be done?

Companies should stay flexible, reassessing their outlooks and tactics as events unfold. Nevertheless, there are clear dos and don’ts that all executives should heed amid the uncertainty.

Philipp Carlsson-Szlezak, BCG’s global chief economist, is concerned about inflation but not yet willing to say the world is in a new era of constantly spiraling prices and collapsing asset prices.

Inflation is hitting many fiber companies hard in multiple ways. In order to maximize revenue, a comprehensive understanding of customer segments is necessary for go-to-market differentiation.

Overwhelming consumers with elaborate promotions, discounts, coupons, and loyalty rewards can weaken consumer loyalty, tarnish brand reputation, and suppress new revenue opportunities. Instead, retailers should adopt a streamlined, customer-centric approach.

Those who tackle inflation strategically can protect their businesses and customers while building competitive advantage. Here’s what it will take.

Industry players will have to make bold moves—related to pricing, portfolios, and offers—and adopt a precise change management strategy to weather the current volatility.

Brands have a powerful opportunity to increase the bottom line in an uncertain economic environment. Here’s how.