Commerce Riff with Sri & PVSB - July 21, 2026

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0:51Sri: That's salesforce.com slash consumer goods. It's July 21st, 2026, and this is the Commerce Riff brought to you by the CPG Guys. Ten minutes of the news stories that matter in commerce this week. I'm your co-host, PBSB. I'm joined, as always, by Papa Entourage, the father of pop stars, co-founder of Think Blue Consulting. Sri, you're back from vacation. You adjusting to life back in the work world?

1:19PVSB: Yeah, it's a week now from our big, big, big event with Cornell University. A first of its kind. We moved away from retail media to omnicommerce media. We're bringing something very special, which is building a live AI agent. So this is going to be epic. And we're less than five business days away.

1:37Sri: Hard to believe. Looking forward to it and our little sojourn up to Cooperstown to get the week kicked off. That'll be fun, too. All right. Four stories this week, the cut right to the heart of what every CPG brand and retailer is navigating right now. A beverage exclusive built for repeat visits. A brutal verdict from Wall Street on the entire packaged food category. Warehouse Club doubling down on the thing that keeps members coming back. And another round of executive turnover at the world's most elite retailer. Let's get to it. Let's start on the beverage aisle because Kroger just did what Kroger does best right now.

2:12Sri: and it's a playbook every retailer should be watching. Kroger has teased a new Coca-Cola exclusive limited time offer, Sprite and Tea Peach, caffeine-free twist on the classic lemon-lime soda blended with peach tea flavor. It's launching in both regular and zero-sugar versions across the entire Kroger family of chains and nowhere else. No confirmed launch date yet, but the Food for Less listing says July, so it should be hitting shelves any day now. This is not a one-off. Kroger has been on an exclusivity tear. 7-Up Endless Summer, Strawberry Watermelon Last Summer, a Mandarin Orange 7-Up Earlier This Year, Ghost Energy Drinks, Swicey Peeps, a KBBQ Red Baron Pizza, a Sprite Vanilla Frost as a two-year running holiday exclusive.

3:02Sri: This is a deliberate strategy, not a coincidence, Sri. Here's why it matters. Kroger is not the cheapest place to shop. Consumer Reports data puts Kroger's prices about 14.8 % higher than Walmart. Ouch. New CEO Greg Foran has been direct about that gap, telling advisors on the Q1 call that promotions have gotten too complicated and Kroger's price position hasn't kept pace. His stated goal isn't to win on price. It's to be, in his words, more competitive, more consistent, and easier for customers to understand. So that the more shoppers choose Kroger more often because the value and the experience are clear.

3:41Sri: What's our lens? Well, when a retailer can't win the price fight, exclusivity becomes the traffic driver. Limited time, retail exclusive flavors are cheap to execute. Create urgency and give shoppers a reason to choose Kroger over Walmart or Costco. That has nothing to do with the unit price. For CBG and beverage partners, this is a growing menu of co-branded innovation and retail media opportunity. But it also means Kroger is going to keep asking for exclusivity as a condition of partnership. Brands need a point of view on which retailers earn access to their innovation pipeline first. Sri, over to you.

4:17PVSB: Now for the story that every package food executive really needs to read once, but twice. because the Wall Street Journal's hard on the street column this week delivered about as harsh a verdict on big food as Wall Street has given in years. And it's not like we've been shouting about it from the top of our lungs here. On the CPG guys, the headline is blunt. America's biggest food companies have tried everything. Price outs, marketing pushes, protein bolted onto everything from Cheerios to goldfish. And it hasn't really made much of a debt. Profits are falling at flagship names like General Mills and Kraft Heinz.

4:54PVSB: Management keeps blaming a strained consumer and promising things will improve. The market has reached a harsher verdict though. These businesses are actually shrinking and they don't know how to stop it. Big food stocks are now trading at their widest discount to the broad market in at least two decades. And dividend yields have climbed to unsustainable levels indeed. The journal lays out why this is structural and not cyclical. GLP-1s are the most visible driver. More than one in 10 American adults now take a GLP-1. And that number keeps inching up, pushing consumers towards protein, fresh ingredients, cleaner labels, and away from the ultra-processed and store staples that built these companies.

5:35PVSB: Layer on the K-shaped economy of fluent shoppers are trading up to smaller, better-few brands, while low-income households squeezed further by snap cuts, trading down to private label. Even U.S. population growth, historically a reliable tailwind for these companies, has slowed to a crawl as immigration enforcement tightens by the day. As one analyst put it, an advantage this group could always count on is now gone. The numbers back it up. General Motors' organic sales fell 2 % in fiscal 26, and the company's guiding to another year of flat to declining sales at best. Cutting prices even when it hurts, earnings just show the bleeding.

6:13PVSB: ConAgra halved its dividend last week and guided to a steep earnings decline than Wall Street had expected. Kraft Heinz and Campbells are under similar pressure. ConAgra now trades at about 9.8 times forward earnings, a 60 % discount to the S &P 500, while General Mills, Campbells, and Kraft Heinz sit around 11 to 12 times. Each has lost 50 to 70 % of its value over the past decade, while the S &P more than tripled. And here's a new pressure point. The Iran conflict is pushing oil, fertilizer, packaging, resin, and freight costs higher and higher. In 2021, food makers passed those cuts straight through to stimulus-flush shoppers.

6:53PVSB: This time, analysts expect Walmart and Spears to refuse to accept it. I can really vouch that's going to happen through my own experiences. Because retailers now have real leverage to their own private label, which sits at roughly 24 % of grocery unit share overall and higher still at the retailers that matter most 31 % at Walmart, 34 % at Costco. When shoppers are stretched, retailers push food companies harder on price, leaving them to choose between losing volume or losing margin. The CPG lens, according to us here on the CPG guys, this isn't a call to wait out a soft patch. The fixes the journal points to real brand investment like General Mills' fresh brew buffalo dog line, bigger structural booths like McCormick's tie-up with Unilever's food business or take private deals to escape public market pressure.

7:41PVSB: They all take years in capital that's heavily create deaths, high payout ratios. Companies don't have much room for them in their P &L. If you sell into this channel, the retail media and trade spend conversation with these manufacturers in the back of the year is going to be a conversation about survival economics, not growth economics. But I'll tell you something, Peter. Senior executives, you fumble the ball on retail media in the first place, and overall omni-commerce. You own this.

8:09Sri: Sri, in as many as two weeks, I've seen the emergence of two new conferences targeting CPG companies focused around GLP-1 strategy. This is a big deal. Everyone is scrambling to figure out what to do. We saw the canary in a coal mine a couple of years ago when our friend Bob Nolan first came to us at Cagney. He did it again this year. He was ahead of the curve. Everyone else is playing catch-up. All right, let's shift to Costco because the retailer is doing something it has never done before, building gas stations that aren't attached to a warehouse club at all. For the Wall Street Journal, Costco opened its first standalone gas station last month in Southern California, a mile or two from the nearest warehouse with the second plan for Honolulu.

8:54Sri: CFO Gary Millerchip was candid about why. Members want faster checkouts and bigger parking lots, and the gas stations attached to warehouses are getting too congested. imagine that in this very high gas price era. In some cases, the easiest real estate fix isn't more pumps on site. It's a standalone station nearby that still carries the same member-only discount pricing. The demand is real. Costco gas sales are higher than they've ever been. The five weeks ending in mid-May were the highest gas sales weeks in company history. And CEO Ron Vacris says the high price sensitivity driving those volumes brought many members to a Costco gas station for the very first time.

9:40Sri: That matters beyond fuel margin because Miller Chip and Vacris both note that members who fill up at Costco tend to spend more overall. Gas is a proven traffic and basket driver, not a side business. It's part of a broader real estate rethink at Costco, which has struggled to find land for new full-size warehouses. Vertical stores built alongside housing developments are another experiment, but gas is the one of the clearest read-through. Last week, Costco's stock dipped slightly after July net sales growth of 10.6 % came in below the 13.7 % posted in the prior period. A deceleration executives attributed partly to easing gas prices back to the crisis in the Gulf, understanding just how much fuel is now woven into Costco's growth strategy.

10:33Sri: Our lens, well, Costco is treating gas as its own strategic lever for membership value and traffic independent of the core warehouse footprint, and it's willing to break from its own playbook to protect it. That's a signal of how aggressively Costco intends to defend share and wallet and renewal rates as the case-shaped consumer story plays out. For CPG suppliers, it's also a reminder that Costco's traffic engine keeps getting more resilient, which is exactly why in-club media and treasure hunt placement there remain some of the highest value real estate in retail. Sri, close this out, would you?

11:12PVSB: All right. We've got news from more executive shuffles at none other than Walmart. That's what we'll close the week on this week because the leadership churn at the top of the world's largest retailer doesn't seem to be slowing down a lick. The Wall Street Journal reports that Kieran Shanahan, chief operating officer for Walmart U.S., is leaving the role this week, according to an internal memo. He will be succeeded by Kyle Kinnard, currently COO of Walmart International, with Juan Galaraga picking up part of Kinnard's international responsibilities.

11:45Sri: Shannon will stay on as an advisor throughout the end of Walmart's

11:47PVSB: fiscal year, 2027 January. But this is not an isolated move. If you've been following us, you've heard all the recent executive changes in the last three, four months. It follows Tom Ward's departure as CEO of Sam's Club. Cedric Clark's exit in May as head of U.S. Store Ops, a position that, by the way, still hasn't been filled. All of this comes after John Furner took over as Walmart's company-wide CEO earlier this year and installed the new CEO across all three major business units, US, International, and Sam's Club. The bench continues to look like it's being reshuffled months later. And then on top of that, the timing is what makes this a big CPG story and not just an org chart shuffled story.

12:32PVSB: The shuffle is landing right as investors are bracing for a grocery pricing warrior. Walmart said earlier this month it would lower prices on thousands of items. And Kroger, as we just discussed, has been highlighting its own price cuts. New leadership at the operating realm of Walmart US arrived exactly when the pricing playbook for the back half of the year is actually currently being written, and I would say for fiscal 27. The CPG guy's point of view is pretty straightforward. Every CPG brand category team with a Walmart desk should expect their day-to-day relationships to keep shifting through the rest of the year.

13:07PVSB: That turnover is landing in the exact moment, cost, and margin conversations are intensifying. Those price cuts are coming to CPG vendors now, or very shortly in the fall. And if you're thinking JBP, JVC, joint value creation is the only way to go. New CEOs typically mean fresh scrutiny on vendor scorecards, trade terms, category resets. This is the moment to make sure your Walmart account team has indeed had a direct line into where the new leadership priorities are heading, not just where the org chart used to

13:38Sri: point and make sure you learn and follow. Look for the CPG guys to make their next appearance in Northwest Arkansas, the 16th and 17th of September during the Walmart Data Ventures Inspire event. That's a wrap on this week's Commerce Riff. A quick reminder to catch up on our recent episodes. We've had a couple of great conversations you don't want to miss. Walmart Plus is Deepak Mani and our eMarketer panel from Cannes featuring our friend Sarah Marzano from eMarketer, Liz Roche from Albertsons Media Collective, Flywheels Claudia Johnson, Shweta Bardwaj from Bain & Company, and Goodway Group's Angela Myers.

14:13Sri: Both of these are essential listening for anyone thinking about how commerce, media, and technology are converging. Links in the show notes. If anything we covered today sparks a thought, drop in the comments. We read them all. And if you're not following us on LinkedIn, Instagram, TikTok, Facebook, and YouTube, but not MySpace, well, now's the time. We'll see you next week.

14:56Sri: any specific product or entity does not constitute an endorsement or recommendation by CPG Guys LLC. The views expressed by guests are their own, and their appearance on the program does not imply an endorsement of them or any entity they represent. The views expressed by CPG Guys LLC do not represent the views of their employers or the entity they represent. CPG Guys LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential, or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we present in this podcast.