Shoppers Call Out Inflation Excuses as Brand Trust and Pricing Power Erode

Author

Michael Stanisz

Managing Partner

3 minute read | September 9, 2026

Summary

A new survey shows U.S. shoppers are increasingly skeptical of consumer packaged goods price increases, with many believing inflation is being used to justify hikes beyond rising costs.

The backlash is affecting brand loyalty, grocery purchasing and household finances—raising the stakes for companies relying on pricing to protect margins.

Key takeaways

85% of surveyed consumers believe brands and retailers often use inflation to raise prices more than necessary.
67% say higher prices have changed how they view previously preferred brands.
56% have stopped buying from brands they once purchased.
Groceries are the category most associated with uncontrolled prices and shrinkflation.
Transparent, evidence-based pricing is becoming central to customer retention.

Consumer tolerance depends on the value story

The Omnisend survey of 1,075 U.S. consumers found that shoppers are not rejecting every price increase. They are more accepting when companies can connect higher prices to better product quality, improved employee wages or increased ingredient and material costs.

That distinction matters for pricing leaders. A price change supported by clear evidence and a credible customer benefit is more defensible than an increase explained only by broad references to inflation. Revenue Management Labs’ pricing work emphasizes this same practical link between strategy, market context and execution: companies need to understand which margin levers customers will accept before changes reach the shelf.

Shrinkflation is intensifying the backlash

Groceries are the clearest pressure point. About 89% of respondents said they had encountered shrinkflation—smaller products sold at the same price—while 59% said they notice it regularly. Nearly one-third called it the most unfair form of price increase, and 30% described grocery costs as out of control.

For CPG companies, the issue is not simply package architecture or list price. Consumers evaluate the total exchange: quantity, quality, availability and price. Pricing teams should use customer and transaction data to identify where a pack-size change may trigger disproportionate dissatisfaction, then test alternatives before rollout. AI can support faster pattern detection, but experienced pricing practitioners remain essential to interpreting the results and choosing an executable response.

Household financial pressure is changing shopping behavior

The survey also points to a weakening consumer safety net. Roughly one-third of respondents reported using credit to cover essential expenses, while others borrowed from family or friends, used buy now, pay later services or drew on savings intended for other purposes.

That pressure makes shoppers more willing to switch brands, trade down or delay purchases. It also means pricing decisions can have consequences beyond near-term volume. Leaders should monitor indicators such as repeat rates, private-label substitution, promotional dependence and customer complaints alongside revenue and margin.

Trust requires proof, not slogans

Brands were not consumers’ only target. Respondents placed greater blame on government, tariffs and Congress than on companies themselves. Still, that does not remove the commercial risk: shoppers experience economic conditions through receipts, product sizes and shelf prices.

Rebuilding confidence requires a disciplined pricing governance model. Companies should document cost movements, quantify the customer value behind each increase, communicate changes plainly and measure adoption after implementation. Customized models that reflect a company’s products, channels, data quality and commercial team can help distinguish necessary increases from avoidable ones—and produce recommendations that hold up in the boardroom and in the field.

For CPG executives, the survey is a warning that pricing power is inseparable from credibility. In a strained household economy, transparent decisions may not eliminate resistance, but they can preserve trust, loyalty and the long-term value of the brand.