Forced paths: trends and decisions in 2026

This article is available for reading in Trade magazin 2026/02-03

1. Cybersecurity is the new frontline: the FMCG sector is particularly vulnerable, as integrated supply chains, automated ordering systems and digital customer relationships mean that a single cyberattack can cause business disruption, loss of trust and serious financial damage. The focus is increasingly shifting to prevention.

Decision points for global retail in 2026: cybersecurity, retail media, AI

2. Retail media comes of age: by 2026 real sales growth will be more difficult worldwide, while on the cost side operations and asset maintenance will remain a persistent burden. In this situation retail media will become a strategic focus as a low-asset, high-value-added opportunity for growth and improved results.

3. AI as an engine of operations: AI is spreading rapidly around the world because it simultaneously improves operational efficiency, the online and in-store customer experience, and profitability. Key applications include inventory and supply management. Related to this is personalised marketing, which supports conversion with more relevant offers and more effective targeting.

4. Health takes on a new role: the topic of health is taking on new importance in retail: not only is it being reinforced by a more conscious consumer focus, but also by the fact that traditional healthcare systems in many countries have become overburdened, driving demand towards alternative channels. In this environment the potential role of retail is expanding.

5. Changing consumer demographics: by 2026 demographic and cultural changes will directly shape retail offerings and the in-store experience. Migration, global travel and social media are exposing consumers, especially younger ones, to more international flavours, cuisines and lifestyles, by this strengthening diversity expectations.

Two diverging trajectories: neighbourhood top‑up stores and convenience formats optimised for immediate consumption are growing in parallel

6. Convenience is splitting in two: the convenience channel is reaching a turning point and – owing to changing consumer habits and different shopping missions – it is evolving along two distinct models. One track is that of neighbourhood convenience stores with a community focus, often operated by larger supermarket chains. The other direction is taken by specialised convenience players, sometimes linked to motor fuel retail.

7. Battling waste is becoming important: in 2026 sustainability will enter a more pragmatic phase in global food and FMCG retail. In the short term, retailers are concentrating on measures that cut costs, improve efficiency and support regulatory compliance. In this context cutting down on waste – especially food waste – becomes both an economic and an operational issue.