Consumers focus on value-based spending because price, quality and trust now decide a selection together. In EY's 2020 Future Consumer Index, 53% of consumers said the pandemic changed their values, and 30% fell into the "Affordability first" segment. In 2026, Capgemini found that 74% of 12,000 consumers across 12 countries would switch brands for lower regular prices. A brand that explains what its price buys keeps customers who would otherwise leave.
What is value-based spending?
Value-based spending is the habit of choosing products by weighing price, quality, durability and fit with personal values, instead of choosing on price or brand name alone. A shopper who buys a $90 jacket that lasts five years is spending on value, and so is a shopper who picks a store brand because the label is clear and the return policy is simple.
The phrase covers two different behaviors that brands often confuse. One is careful spending, where a household cuts back to protect its budget. The other is intentional spending, where a household pays more for something it believes in. Capgemini's 2026 consumer report describes both in the same shoppers: consumers trade down in some categories while keeping their spending in others, especially where reliability matters.
What did the 2020 shift change about consumer values?
The 2020 shift moved affordability and health to the front of consumer decisions and made people more committed to their stated values. EY's Future Consumer Index surveyed 14,074 people across 18 countries and found that 53% said the pandemic led them to re-evaluate their values and how they look at life. The largest of its five segments, "Affordability first," held 30% of consumers and wanted to live within their means.
The 2021 version of this post, and a companion post now merged into it, described what that looked like in daily life. People working from home had fewer reasons to go out, so they spent less on average and paid closer attention to where the money went. Many moved toward quality over quantity and toward experiences over objects. Torossian's 2021 reading was that ethically and sustainably made products appealed most to people who wanted to feel connected while apart.
The same posts argued that brands needed to show change, not just describe it. Consumers wanted to see the steps a company took on health, safety, the environment and its employees, along with the results. That advice has aged well, because the 2026 data points the same way.
How do consumers define value in 2026?
Consumers in 2026 define value as a mix of fair pricing, quality and trust, with price alone no longer settling the question. Capgemini's survey of 12,000 consumers found that transparent pricing, consistent policies and clear communication now sit next to quality as top value drivers. Health benefits, clean ingredients and durability guide many decisions, and bundles and warranties raise perceived value.
NielsenIQ's outlook for 2026 adds that consumers are still buying but prioritizing essentials and value over indulgence. Discount, club and value channels keep gaining ground, and retailer brands are treated as first-choice options where quality and innovation are clear. Trust matters across the board: NielsenIQ reports that 97% of consumers say trust in the brand they buy is at least somewhat important.
Brand loyalty is under pressure in some food and beverage categories. A recent EY Future Consumer Index report, covered by Baking Business, found that 35% of consumers say brand considerations no longer play a significant role in their product choices. The same report found that more than 60% still identify brands as important, and that 55% of shoppers switch back to brands after trying private label because of quality, value and reliability.
| Value driver | What consumers look for | Proof a brand can publish |
|---|---|---|
| Price fairness | Clear prices and consistent policies | A plain-language pricing and returns page |
| Quality | Durability, clean ingredients, health benefits | Test results, ingredient lists and warranty terms |
| Trust | A brand that keeps its word | Named executives, recall history and response times |
| Shared values | Visible action on health, safety and sustainability | Dated progress reports with results |
Does value-based spending mean brands must cut prices?
Value-based spending does not require lower prices, but it does require a clear reason for the price. Capgemini states that price alone no longer defines value, and that quality, trust and emotional connection matter more than before. At the same time, 74% of its respondents said they would switch brands for lower regular prices, so a premium brand has to earn its position with evidence.
The practical test is whether a shopper can answer one question in thirty seconds: what do I get for this price that I do not get for less? A product page that lists materials, expected lifespan and warranty terms answers it. A product page that lists adjectives does not. The post on making customers eager covers how to build that interest before the purchase decision.
Cutting prices without a story can backfire, because it teaches customers to wait for the next discount. A brand that holds its price and publishes its reasons gives loyal customers something to repeat to friends, and gives skeptical customers a reason to look twice.
How should communications teams respond to value-conscious customers?
Communications teams should publish evidence of value, listen to real customer conversations, and keep a human face on digital channels. The steps below combine the advice from the earlier posts with the 2026 data.
| Step | Action | Output |
|---|---|---|
| 1. Show the action | Post the steps the company took on health, safety and sustainability, and the results | A dated progress page and matching social posts |
| 2. Listen beyond social media | Hold direct conversations with customers instead of reading only comment threads | A short report of what customers say they value |
| 3. Explain the price | List materials, lifespan, warranty and policies in plain language | A value page for each product line |
| 4. Humanize digital contact | Use video of real shoppers and employees, virtual events and a reachable account | Content that shows people, not logos |
| 5. Earn outside validation | Pitch reporters and reviewers who can confirm the claims | Independent coverage to cite on the site |
Assign each step an owner and a review date so the work does not stall. A value page with no owner goes stale within a season, and an outdated price or warranty term damages trust more than having no page at all.
Step two deserves emphasis. A January 2021 post, now merged into this page, argued that listening should include customer topics beyond the brand itself, such as equality and social justice, and that qualitative findings should be combined with traditional data before a strategy is revised. Customer experience works the same way: the post said brands needed to bring the whole workforce into improving it, which often means breaking up silos.
For step five, earned media supplies the independent credibility that a brand cannot give itself. The media relations pillar explains how to build those relationships. Teams that want to track whether the work changes perception can use the guide to measuring brand perception.
How do AI assistants change the way shoppers compare value?
AI assistants change comparison shopping by answering value questions in one place, using whatever they can read about each brand. Capgemini's 2026 report notes that AI-driven tools are reshaping what shoppers consider acceptable, valuable and worth paying for. A shopper who asks an assistant for the best option at a given price receives a short list, and the brands on that list are the ones with clear, published, consistent facts.
That puts the value page from step three to a second use. The same pricing, materials and warranty details that persuade a human reader give an assistant something exact to quote. The post on how AI engines decide what to cite about a brand explains that selection process in plain terms.
The risk is inconsistency. If a brand's website, retailer listings and press coverage describe the same product with different prices or claims, an assistant has no way to tell which is right. Audit those sources together, and fix the differences before a customer finds them.
How can a brand test whether its value message works?
A brand tests a value message by comparing three of its own numbers before and after the change: return rate, price-related complaints and repeat purchases. Each one moves for a different reason, so read them together.
Illustrative scenario: a mid-priced cookware brand adds a value page that lists materials, expected lifespan and warranty terms, then links it from every product page. Over the next quarter, the team tracks how many support tickets mention price, how many orders are returned, and how many buyers come back within 90 days. If price complaints fall and repeat purchases rise, the page is doing its job. If returns rise, the page is promising more than the product delivers.
What did the 2021 pandemic-era advice get right?
The 2021 advice got the direction right: listen harder, use more than one data source and stay agile. A January 2021 post, now merged into this page, argued that the year would stay unsettled, that old assumptions about customers might no longer hold, and that brands should combine direct conversations with traditional research before revising strategy.
It also advised keeping videos under 60 seconds because of digital fatigue. That tip reflects 2021 platform habits, so test current lengths with your own audience instead of copying the number. The durable part of the advice is the method: gather evidence, change one thing, and measure the result.
Why does the human side still matter?
The human side still matters because shoppers want evidence that real people stand behind a brand. Capgemini found that technology reduces stress for 65% of shoppers, and that human support remains essential for complex purchases. That finding fits the earlier advice to show real shoppers and employees and to keep an approachable presence online.
The same idea runs through the post on the PR power of being a person, which looks at a retailer that answered a customer in public and kept its promise. A value message lands harder when a named person delivers it. A chief executive explaining a price increase in plain words earns more patience than a press release does.
Conclusion: Prove the value before the customer asks
Value-based spending rewards brands that show what their price buys and prove they keep their word. Start with one product line this month. Write the plain-language value page, publish the proof behind each claim, and name the executive who stands behind it. Then check the page against your retailer listings and your latest press coverage, so shoppers and AI assistants read the same story.
Last updated: October 2026.