The latest tariff announcement adds yet another layer of price pressure for consumer packaging goods brands. As import costs rise, these brands face two main options. Increase the price or adjust the size and quality of the product. Both strategies risk undermining consumer perceptions of price and value, especially as more shoppers today struggle to reduce their purchasing power.
Therefore, it is important to understand how CPG brands track value perceptions from prices in real time and perceive the value they are getting at the price they are being asked to pay. And that means knowing which early warning signs to monitor, which signals to prioritize, and where the biggest vulnerabilities are.
Monitor value perceptions from price
Tariff-driven price increases and product adjustments are not abstract risks. They have imminent consequences about how consumers perceive the value of their brand. Today, that perception directly affects loyalty, purchasing intent, and the likelihood of switching to a competitive or low-cost alternative. And with prolonged inflationary pressures still place emphasis on household finances, shoppers are wondering faster than ever if a product is worth the price.
Recent consumer sentiment data confirm this. A dataset of over 408,000 feedback records for 700 personal care products (toothpaste, soap, deodorizer and other items increased price and value concerns by 5.2% in April 2025 compared to April 2024.
Regarding snacks, a data set of over 263,000 consumer feedback records for 1,305 food snack products, including chips, cookies, pretzels, candies and chocolates – increased by 11.3% in relative price and value references in April 2025 and April 2025.
Also: How Nike plans to navigate the impact of the $1 billion tariff
Discretionary categories tell a more keen story. A recent dataset covering 441,000 consumer feedback records for 93 electronic products, including noise-cancelling headphones and smart speakers, saw an increase in price/value mentions of 56.3% year-on-year in April 2025.
Overall, there are clear winners and losers in this environment. Brands with insulated supply chains, pricing flexibility, or strong domestic sourcing are suitable for weather tariff-driven disruptions. But the real differentiator is how brands monitor and respond in real-time the shift in consumer perceptions from price to value. Unlike the power of the macroeconomics and tariff rates, this is a factor that brands can actively manage, and those that move quickly to perceptual risks are far better for navigating future volatility.
