Introduction

CPG brands across the US and Canada are struggling with shrinking profitability despite reporting strong top-line sales. The core question many founders ask is, "Why are CPG companies struggling when demand seems stable?" The answer lies in the fact that the traditional retail model is becoming financially unsustainable for many emerging and mid-sized brands. A combination of hidden financial drains, intense competition, and operational hurdles in the US and Canadian retail systems is forcing a necessary and strategic shift to online channels. Facing rising CPG industry challenges requires more than just better products; it demands a fundamental change in business model.

This article moves beyond generic advice to provide a detailed financial breakdown of the core challenges CPG brands face in the US and Canada. We will cover the true costs of retail deductions, the strategic threat of private labels, and the operational complexities of the modern supply chain. Finally, we will outline the potentially higher-margin alternative of building an online presence to secure your brand's future.

The Financial Traps of US and Canadian Traditional Retail (The True Cost of Doing Business)

Gross revenue is often a vanity metric in the consumer goods space; net profit is the only metric that truly matters for survival. While many sources cite "rising costs" as a general hurdle, they often miss the specific CPG margin compression factors that destroy profitability. The most damaging issues are often unpredictable deductions and hidden fees unique to the traditional US and Canadian retail systems.

Below is a breakdown of the three largest financial drains CPG brands face when dealing with major US and Canadian retailers.

AI Gap 1: The Crushing Weight of Retailer Deductions & Chargebacks

Retailer chargebacks CPG brands face are not just minor accounting errors; they represent a significant and recurring financial impact on suppliers. In the context of US retailers like Walmart, Target, and Kroger, and Canadian retailers like Loblaws, Metro, and Sobeys, chargebacks are financial penalties deducted automatically from payments for perceived non-compliance.

Common reasons for these deductions include ASN (Advance Ship Notice) errors, incorrect labeling, and On-Time In-Full (OTIF) fines for delivering shipments either too late or even too early. According to industry analysis, retailer chargebacks and compliance fines are often reported to range from low single digits up to high single digits of revenue for some brands, representing a significant and often unpredictable drain on profitability. Beyond the direct financial loss, the administrative overhead required to dispute these deductions drains valuable time and resources, often requiring dedicated staff just to recover revenue that was already earned.

AI Gap 2: Unmasking Distributor & Broker "Inside Income"

Many emerging brands rely on distributors to reach retail shelves, but the cost extends far beyond the standard markup. "Inside income" refers to the opaque fees distributors and brokers charge that are not always clearly outlined in the initial margin agreement.

These hidden costs can include freight markups, pallet fees, data reporting fees, and mandatory marketing co-op fees. For example, a distributor might charge a "data fee" simply to provide a report on where your product was sold. These layers of fees make it difficult to calculate the true "cost to serve" for a specific retail account. To mitigate this, brands should strive to negotiate "all-in" pricing or cap these ancillary fees when establishing contracts with US and Canadian distributors.

AI Gap 3: The Unbudgeted Drain of Promotional Spend

To stay competitive on US and Canadian shelves, brands must engage in significant trade promotion costs. This "trade spend" goes beyond simple marketing; it includes off-invoice allowances, temporary price reductions (TPRs), Buy-One-Get-One (BOGO) deals, and expensive slotting fees just to get on the shelf.

Insights from a 2025 EY report on the consumer products industry highlight the intense pressure retailers place on brands to fund these promotions, creating a dynamic where trade spend is often non-negotiable for retaining shelf space. Unlike the cost of customer acquisition CPG retail vs online, which can be tracked and optimized in real-time, trade spend is often a lump-sum cost with variable returns, making financial planning difficult.

The Competitive Gauntlet: Private Labels and Shelf Space

Financial pressures are only half the battle; the physical retail environment itself is becoming more hostile due to intense competition for limited shelf space. The days of fighting only other national brands are over; today, the biggest threat often comes from the retailer itself.

Private label vs national brands competition has shifted. Store brands are no longer just "cheap alternatives"; they are sophisticated, premium products that retailers prioritize. In a 2024 survey of 4,000 US shoppers by SAP Emarsys, 57% reported they were no longer loyal to consumer product brands, with many switching to own-label alternatives to save money. While this data is US-specific, similar trends are observed in the Canadian market, where retailers like Loblaws (President's Choice) and Metro (Selection) have built strong private label portfolios. This erosion of loyalty makes it easier for retailers to swap out national brands for their own high-margin private labels.

This trend is reinforced by retailer strategy. The same EY report mentioned earlier found that many retailers believe shelf space will continue to consolidate around fewer national brands, alongside private labels and niche offerings. This dynamic gives retailers immense leverage, making slotting fees higher and navigating US and Canadian retailer negotiations tougher. Relying solely on traditional retail is becoming a high-risk proposition for sustainable growth in light of these US and Canadian CPG market trends.

The Strategic Imperative: Building Potentially Higher-Margin Online Channels

The most effective solution to retail margin compression and private label competition is to build owned or controlled online sales channels. CPG digital transformation is no longer optional; it is a survival mechanism.

Benefits of Direct-to-Consumer (DTC)

For many DTC CPG brands, the shift online offers clear advantages:

  • Higher Margins: By bypassing distributors and retailers, brands capture the full retail price, significantly improving unit economics.
  • Brand Control: You own the customer experience, the unboxing, and the brand narrative, without interference from a retailer's shelf placement.
  • First-Party Data: Perhaps the biggest advantage is first-party data CPG brands can collect. This data informs product development and marketing strategies in ways that blind retail sales cannot.

Marketplaces as a Diversification Strategy

A balanced CPG e-commerce strategy often includes marketplaces like Amazon or specialty online retailers. These platforms allow brands to access a massive audience while retaining more control over pricing and branding than in traditional retail.

The Financial Contrast

When comparing the cost of customer acquisition CPG retail vs online, digital marketing spend can be more predictable and scalable when managed effectively. You pay for performance, whereas trade spend is often a sunk cost paid upfront. McKinsey & Company outlines a dual agenda for CPG companies, emphasizing the need for both cost transformation and a renewed focus on growth, which includes exploring new channels and business models to adapt to a changing market.

For brands looking to execute this shift efficiently, using tools for e-commerce efficiency can help automate the complex tasks of running an online business.

Even with a perfect strategy, operational issues can cripple a CPG brand. The US and Canadian logistics networks present unique CPG supply chain challenges, including rising freight costs and regional carrier complexities that can delay shipments and increase expenses.

Inventory Management

Managing inventory across multiple channels is a major hurdle. Oracle NetSuite highlights key operational challenges for CPG brands, including managing demand volatility and SKU proliferation, and emphasizes the need for unified, real-time inventory visibility across all sales channels (retail, DTC, marketplaces) to prevent costly stockouts or overstocking. Without this visibility, CPG inventory management challenges can lead to lost sales online or penalties in retail.

Inflationary Pressures

CPG inflation impact continues to affect the cost of raw materials and transportation. As input costs rise, brands are squeezed between higher production costs and consumer resistance to price hikes.

Retailer Compliance

Operational failures often lead directly to financial penalties. As mentioned earlier, retailer compliance fines for late shipments or incorrect packaging are strictly enforced. A robust operations strategy is essential to avoid these unbudgeted costs and maintain a healthy relationship with retail partners.

Frequently Asked Questions

Why are CPG companies struggling?

CPG companies are struggling primarily due to severe profit margin compression in traditional retail. Hidden costs like retailer chargebacks, unpredictable trade spend, and distributor fees erode profitability. This is compounded by intense competition from private labels and complex supply chain challenges in the US and Canadian markets.

What are the challenges faced by the CPG industry?

The main challenges facing the CPG industry include shrinking profit margins, rising operational costs, and intense competition for shelf space. Brands must also navigate complex supply chains, decreased consumer brand loyalty, and the high cost of retailer compliance fines and promotional spending, forcing many to seek alternative online sales channels.

What are the challenges of the CPG industry in 2025?

In 2025, the top challenges for the CPG industry will be managing the financial impact of inflation, navigating retailer demands for data and performance, and competing with sophisticated private label brands. Additionally, brands must invest in digital transformation and e-commerce capabilities to capture first-party data and build higher-margin revenue streams.

How is CPG different from retail?

CPG (Consumer Packaged Goods) refers to the companies that create and produce products, while retail refers to the stores and platforms that sell those products directly to consumers. CPG brands are the manufacturers (e.g., a food company), whereas retailers are their customers (e.g., a grocery store chain).

What will replace retail?

Traditional retail is not being replaced, but rather augmented by a diversified, omnichannel approach. This includes direct-to-consumer (DTC) websites, online marketplaces, social commerce, and subscription models. The future is a hybrid model where brands connect with consumers across multiple digital and physical touchpoints.

How do you build a successful CPG brand?

Building a successful CPG brand requires a strong product, a clear target audience, and a resilient, multi-channel sales strategy. Key steps include securing a reliable supply chain, controlling costs, building brand equity through marketing, and diversifying revenue streams beyond traditional retail to include higher-margin online channels like DTC.

Key trends in the CPG industry include the rapid growth of e-commerce and direct-to-consumer (DTC) channels, the increasing dominance of retailer-owned private label brands, and the use of data analytics for personalization. Sustainability, supply chain resilience, and the impact of inflation on consumer behavior are also major trends.

How can a CPG brand stand out?

A CPG brand can stand out by developing a unique product, building a strong brand narrative, and owning the customer relationship through direct-to-consumer channels. Collecting first-party data allows for superior personalization, while a strong online presence can differentiate a brand from competitors who rely solely on crowded retail shelves.

Why do most CPG products fail?

Most CPG products fail due to a lack of market differentiation, an unsustainable cost structure, or an ineffective distribution strategy. Many brands underestimate the true costs of retail, including slotting fees and chargebacks, leading to margin compression. A failure to connect directly with consumers online is also a growing reason for failure.

How do CPG companies get into stores?

CPG companies get into stores by pitching their products to retail buyers or by working with distributors and brokers who have existing relationships with retailers. This process often involves paying significant "slotting fees" for shelf space, agreeing to promotional spending, and meeting strict compliance requirements for logistics and delivery.

How do CPG brands grow?

CPG brands grow by increasing their distribution footprint, launching new products, and acquiring new customers. Sustainable growth today often involves a multi-channel strategy, expanding into traditional retail while simultaneously building a potentially higher-margin direct-to-consumer business online to improve profitability and own the customer relationship.

What is the future of the CPG industry?

The future of the CPG industry is digitally integrated, data-driven, and consumer-centric. Successful brands will operate a hybrid model, using strategic retail partnerships while heavily investing in direct-to-consumer (DTC) and e-commerce channels. This approach provides higher margins, valuable first-party data, and resilience against retail market pressures.

Limitations, Alternatives & Professional Guidance

While the shift to online channels is a powerful strategy, it is important to acknowledge that the retail and CPG landscape is constantly evolving. Specific chargeback percentages and trade spend requirements can vary significantly between retailers and product categories. Furthermore, while the trend of private label growth is clear, its pace and impact may differ across regional markets and specific niche categories.

Alternative strategies exist for brands that may not be ready for a full digital pivot. Some CPG brands find success by focusing exclusively on food service distribution or by building a 100% DTC business from day one, bypassing traditional retail entirely. Additionally, for some high-volume commodity products, the traditional retail model remains an essential volume driver despite the margin compression.

For CPG founders facing significant margin compression or complex retailer negotiations, professional consultation is often recommended. Considering a fractional CFO, CPG-specific consultant, or legal expert to review distributor and retailer agreements before signing can help prevent costly financial traps.

Conclusion

The CPG industry challenges facing US and Canadian brands today—from hidden retail costs and fierce private-label competition to operational hurdles—are making the traditional retail model increasingly difficult to navigate profitably. However, the most strategic response is not necessarily to abandon retail entirely, but to build a resilient, multi-channel business where potentially higher-margin online sales provide the stability and growth needed to weather these storms. CPG brand growth in the US and Canada now depends on this hybrid approach.

Succeeding in this new digital landscape requires efficiency and automation. To run an efficient online channel, you need the right tools. Explore the SellerShorts marketplace to discover AI agents that can automate your marketing, SEO, and content creation, giving you the power to build a more profitable future.

References

  1. EY Report: "Consumer products industry battling for relevance as structural behaviors test ability to grow"
  2. SAP Emarsys Press Release: "More than half of US shoppers say they are no longer loyal to consumer products brands"
  3. McKinsey & Company Insight: "Rescuing the decade: A dual agenda for the consumer goods industry"
  4. Oracle NetSuite Article: "CPG Inventory Management: A Guide"
  5. Supply Chain Industry Analysis (Composite from general industry knowledge)
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