Le nouveau consommateur à l’ère du coronavirus

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Le coronavirus COVID-19 étend sa portée dans le monde, laissant derrière lui un sillage de mort et de destruction. Les gouvernements exhortent les gens à pratiquer la distanciation sociale et à se laver les mains. Les gens restent chez eux pendant que les entreprises ferment. L’Amérique a mis en place un plan d’aide d’un billion de dollars. Ses détails semblent une fois de plus pointer du doigt le socialisme pour Wall Street. Cela prend la forme de plans de sauvetage et d’un plan insignifiant de soutien au revenu pour les travailleurs pauvres. Il n'y a pas grand-chose à gagner pour Main Street.

Génération C

En ces temps inhabituels, la génération C émerge, une nouvelle force formidable dans la culture de consommation. La « Gen C » se compose de personnes qui se soucient de la création, de la conservation, de la connexion et de la communauté. Cette classification n'est pas une tranche d'âge. Il s'agit plutôt d'un état d'esprit et d'une attitude définis par des caractéristiques clés. Le public principal de YouTube est dans une large mesure la génération C. Quatre-vingts pour cent de ce public sont des milléniaux.

Il est essentiel de prêter attention à cette génération. C’est un baromètre de l’effet du coronavirus sur les marchés. Il est également important de noter que le consumérisme a changé à mesure que nous adoptons la « nouvelle normalité ».

The New Consumer in the Age of Coronavirus: How Leading Brands Are Capturing Permanent Behavioral Shifts

The pandemic compressed a decade of consumer change into eighteen months. Habits formed under lockdown have hardened into preferences, and the brands reading them correctly are gaining share that will not return to incumbents.

The new consumer in the age of coronavirus is not the same shopper who paused, then resumed. Category loyalty fractured. Channel preference shifted. Price sensitivity recalibrated against new definitions of value. The winners treated the disruption as a permanent reset, not a temporary deviation, and rebuilt their assortment, pricing, and shopper journey analytics accordingly.

Why Category Loyalty Fractured and What Replaced It

Stockouts during the early waves forced trial of substitute brands across grocery, household, and personal care. A meaningful portion of those substitutions stuck. Procter and Gamble, Unilever, and Reckitt all reported share gains in categories where private label expanded shelf presence, and share losses where smaller challengers like Method, Seventh Generation, and Native captured first-time buyers through DTC and Amazon.

The mechanism is not preference change. It is habit formation under constraint. Once a household runs through three cycles of a substitute and finds it acceptable, the cognitive cost of switching back exceeds the perceived gain. This is why promotional lift measurement on legacy SKUs has weakened in pantry-stocking categories, and why assortment rationalization decisions made on pre-pandemic velocity data have systematically underweighted emerging challengers.

SIS International Research, drawing on shopper journey work across North American and European grocery and personal care categories, finds that the brands recovering fastest treated the first reopening cycle as a re-acquisition window rather than a return to baseline, deploying targeted sampling, loyalty reactivation, and shelf adjacency changes within twelve weeks rather than twelve months.

The Channel Shift That Reset Trade Spend Economics

E-commerce penetration in CPG categories that had stalled for a decade jumped in a quarter. Click-and-collect, instant delivery through Instacart and Gopuff, and the rise of marketplace-led discovery on Amazon and Walmart.com restructured how trade spend produces lift. Endcap and feature pricing remain effective in physical stores, but a growing share of category decisions now happens in a search bar.

This has direct implications for category management optimization. Search visibility, ratings volume, and sponsored placement on retailer media networks now compete with traditional slotting fees for the same trade dollar. Brands that ported their physical-shelf playbook into digital aisles without recalibrating have seen DTC channel economics deteriorate even as topline e-commerce revenue grew.

The directional reset:

Source: SIS International Research

How Value Redefined Itself Beyond Price

The new consumer trades down on some categories and up on others within the same shopping trip. Households cutting discretionary spend on apparel through TJX and Ross simultaneously increased premium spending on at-home coffee through Nespresso, on cookware through Le Creuset and Made In, and on skincare through Drunk Elephant and The Ordinary. Price sensitivity is not uniform. It is rotated by perceived role.

The practitioner read on this is that traditional price elasticity models calibrated on pre-pandemic baskets misprice both directions. Promotional depth on premium home categories destroys margin without lifting volume. Price holds on commodity categories surrender share to private label faster than the model predicts. Reworking elasticity by redefined household role is the harder, more valuable exercise.

In structured consumer focus groups and ethnographic research conducted by SIS across U.S., U.K., and East Asian households, the strongest predictor of category-level willingness to pay was not income recovery but the consumer’s reframing of the home as workplace, gym, restaurant, and entertainment venue, with each role unlocking a distinct premium tier.

The Health and Wellness Reframe That Created New Categories

Immunity, mental wellness, sleep, and indoor air quality moved from niche to mainstream. Dyson and Molekule built air purifier categories that did not exist at scale. Calm and Headspace converted free trial into paid subscription at rates that pre-pandemic forecasts dismissed. Olipop, Poppi, and Liquid Death created functional beverage segments that took shelf from legacy soda.

The pattern is not health awareness in the abstract. It is the consumer’s willingness to pay for products that signal control over an environment that felt uncontrollable. This is functional ingredient positioning at the cultural level, and it explains why clean label consumer perception now drives reformulation decisions in categories that previously competed on flavor alone.

What the Best Brands Are Doing Differently

The conventional response to a demand shock is to wait for normalization, hold pricing, and protect distribution. The brands gaining durable share did the opposite. They re-segmented their consumer base using post-pandemic behavior rather than pre-pandemic demographics. They invested in retailer media and first-party data infrastructure ahead of competitors. They accelerated SKU rationalization rather than defending the long tail.

Nestlé’s portfolio pruning, PepsiCo’s accelerated push into functional and zero-sugar, and L’Oréal’s e-commerce restructuring all reflect the same underlying judgment: the consumer who emerged from the pandemic is a different segmentation problem, not the same consumer with adjusted preferences.

Based on SIS International’s competitive intelligence and B2B expert interviews with category leaders across CPG, beauty, and durables, the firms that rebuilt their consumer segmentation models within the first eighteen months of disruption are now operating with a two-to-three year analytical lead over competitors still using legacy frameworks.

The SIS Reset Framework for the New Consumer

A practical lens for evaluating where a brand stands:

• Re-acquire: Identify lapsed buyers who substituted during disruption. Quantify the share at risk of permanent loss.
• Re-segment: Rebuild consumer segments on post-pandemic behavior, not pre-pandemic demographics.
• Re-price: Recalibrate elasticity by household role, not by category average.
• Re-channel: Reweight trade spend toward retailer media, search visibility, and first-party data.
• Re-launch: Use concept-product fit testing and CLT methodologies to validate reformulations against the new consumer’s value frame.

The Decision in Front of Leadership

The new consumer in the age of coronavirus is not a temporary persona. The behavioral shifts in channel, category role, and value definition have stabilized into the operating environment for the next decade. The brands that read this correctly are converting disruption into structural advantage. The question for leadership is not whether to respond, but whether the segmentation, pricing, and channel models in use today reflect the consumer who exists now or the one who existed before.

À propos de SIS International

SIS International propose des recherches quantitatives, qualitatives et stratégiques. Nous fournissons des données, des outils, des stratégies, des rapports et des informations pour la prise de décision. Nous menons également des entretiens, des enquêtes, des groupes de discussion et d’autres méthodes et approches d’études de marché. Contactez nous pour votre prochain projet d'étude de marché.