GLP-1 drugs, such as Ozempic, reduce craving. According to Andy WardLaw of MMR research, marketing managers now work harder to create emotional connections rather than depend on immediate temptations.
The food and beverage industry is just before the earthquake change, and time is approaching to adapt. The rapid rise in semi-concrete GLP-1 drugs such as Ozempic changes consumer behavior, reduces craving, and reconstructs grocery habits at surprising speeds. There is a risk that traditional indulgence is no longer a major driving force, but a brand that does not act in the world now.
Studies have shown that GLP-1 users have greatly reduced craving for not only snacks and processed foods but also all kinds of impulse-oriented consumption. Latest studies have found that this drug can go beyond food, including alcohol, drugs, smoking and obsessive -compulsive shopping.
In common? GLP-1 drugs weaken the compensation paths of the brain and fundamentally change the way that consumers interact with products that are immediately dependent on immediate satisfaction.
Do you want to go deeper? Ask the drum
A consumer from a consumer named Brodie interviewed by MMR Research has received a clear warning. I would not just enjoy a meal, so I had to literally force me to eat at a particular point all day. ”
The impact on grocery shopping is not denied. Brodie said, “One of the great things is that my grocery bill has decreased significantly. “I go to the store and do nothing. I do not shop food as processed foods. I just eat fresh fruits, vegetables and protein. ”
Another consumer, IAN, reversed this feeling. So make shopping easier and more control. ”
Curve consumption
Andrew Wardlaw, the best idea of MMR Research, said, “You can expect a measured impact on the sales of groceries in 2025. “But this is just the beginning.”
Evidence that GLP-1 drugs reduce the risk of 42 health conditions, including heart attacks and Alzheimers, are increasing the likelihood of adopting the government. Beyond weight loss and diabetes, the outlook for GLP-1 prescription is practical. And with it, the possibility of long -term structural consumption reduction.
If the government begins to prescribe GLP-1 with a cost-effective public health strategy, the problem is as follows. What is the food and beverage company that depends on the high impulsive high compensation consumption? The industry should be pivot immediately.
Manufacturers can no longer afford to depend on immediate senses. Over the past 40 years, the industry has relied on consumer ‘likes’ and ‘overall opinions’ as major success indicators. But in a world where the vast bunch of population is suppressed, it will no longer be sustainable.
According to a study by Professor David Thomson, the founder of MMR, consumers do not make a decision based on what they like. Instead, two basic compensation channels are adopted.
Channel 1 is now immediate sensitivity that is being directly threatened by GLP-1. And Channel 2 is a deeper emotional resonance, a new battlefield in the industry.
Wardlaw said, “As an industry, we were excellent for optimizing Channel 1. “But there is a vast network of emotional needs, except for what you like. Consumers are adventurous and socially connected, are attracted to products that make you feel desire. This motive is not about taste, but about identity. ”
If Channel 1 is interrupted, the manufacturer must urgently strengthen Channel 2. This means designing a product that utilizes emotional drivers and creating the offering that consumers want. It is not an immediate pleasure, but a way to feel.
Time
Beyond the GLP-1 confusion, reducing the dependence on immediate satisfaction can be insulated from a backlash against high-treatment foods for food and beverage manufacturers. Historically, a company that designed the product for maximum resistance is now facing an investigation to contribute to excessive consumption. By moving to a deeper emotional connection, the brand can match the evolving health environment and consumer expectations.
The future is clear. Adaptation is no longer an option. A company that survives the GLP-1 Revolution will be a company that reconstructs rewards, is undesirable, and accommodates fundamental changes in forming new emotional relationships with consumers. The industry must act now before it is too late.
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