Power consumption: how to build preference in 2026

The subject is no longer simply emerging.

It became: deserve the expense.

In a tense economic climate, every euro counts — for consumers as well as for marketing departments.

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A French context under lasting tension

The level of distrust is reaching a peak.

According to the study Ipsos — What Worries the World 2025, only 8 to 10% of French people believe that the country is going in the right direction. A record over ten years.

Even though confidence in personal finances rebounded slightly in early 2026, there is still strong pressure on non-essential spending.

The signals are clear:

• E-commerce fell by -1.1% in order volume in 2025 (Comarketing-News)
• The categories perceived as useful or functional increase when the superfluous recedes. For example, on the consumer side, in January 2026, there was a 20% decrease in snacks and a 3.5% increase in foods to cook (Source).

Impulsive purchases give way to planned spending.

It is not a collapse in consumption.

It is a consumption under control.

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More rational trade-offs... but still emotional

According to the study McKinsey — State of the Consumer 2025, Gen Z do not find themselves financially stable, but continue to do “crazy things”, in particular by reducing quantities or optimizing their choices.

The expense does not go away.

It is becoming selective.

McKinsey talks about a new value equation:

Money + time + effort invested vs real experience + perceived usefulness + sense of belonging

In sport and entertainment, the community dimension reinforces this logic:

According to Kantar (study How community is redefining Media & Creative in 2025), 86% of fans use to feel part of a community and 70% say they are more likely to buy from a brand that collaborates genuinely with their sports or gaming world.

Fandom reduces perceived risk. It turns a transaction into belonging.

Value needs to be demonstrated and validated, not just promised.

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Demonstrated value: a structural requirement

Demonstrated value is not about “saying more.”

It consists of align what the brand says, does, and measures.

In a context of constant arbitration, three dimensions take on particular importance: branding, full funnel coherence and the ability to objectify performance.

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1. Branding as a stabilizer in times of uncertainty

We identified it as a key trend based on major marketing studies on 2026 forecasts in this article [link to be added].

The importance of brand image is confirmed. When the consumer hesitates, the brand acts as a point of reference.

A clear and consistent brand:

• reduces the perceived risk
• simplifies the decision,
• justifies a price positioning,
• protects against dependence on permanent promotions.

In an environment where trust is fragile, coherence becomes a strategic asset.

Each point of contact contributes to building or weakening this credibility.

Demonstrated value starts with consistency.

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2. Full funnel consistency as a response to arbitration

In times of fiscal tension, there is a strong temptation to focus only on short-term performance.

However, a more rational consumer does not convert instantly.

He observes, compares, verifies.

A coherent system across the entire funnel allows:

• to establish legitimacy (reputation),
• to foster consideration (content, SEO, social proof),
• to support the decision (activation, retargeting),
• to extend the relationship (loyalty, community).

Value is not based on an isolated conversion point, but in the continuity of the experience.

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3. Measurement as internal and external evidence

In a climate of increased demand, performance must be objectifiable.

Because today only 3% of European companies can justify more than 50% of their marketing expenses according to McKinsey, *State of Marketing Europe 2026. *We can also note that 40% of CEOs doubt the effectiveness of marketing. (source: Gartner study)

Data and tracking are no longer just media optimization tools.

They participate in demonstrating:

• the effectiveness of investments,
• the contribution of branding to performance,
• the points of friction in the course,
• profitability over time.

Demonstrated value is also a subject of internal credibility:

it makes it possible to arbitrate, adjust and justify strategic choices.

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Conclusion: towards more responsible marketing

In 2026, consumers are looking for no less emotion.

He is looking for more consistency.

In a market under pressure:

• trust is becoming fragile,
• the decision is getting slower,
• the comparison is becoming systematic.

The brands that will resist will not be the ones that promise more.

They will be those who sustainably align their positioning, their experience, their discourse,

and their measured performance.

The demonstrated value is not a cyclical trend.

It is the logical evolution of a market where every choice, on the consumer side as well as on the brand side, must now be justified.