Advantage Solutions Inc. · NASDAQ:ADV
Advantage Solutions — Investor Presentation (October 2026)
47 slides from Advantage Solutions's investor presentation, October 2026
Slide 1: 2026 Outlook Survey
2026 Outlook Survey ADV Industry Outlook Internal Presentation
Slide 2: About the 2026 Outlook Survey
About the 2026 Outlook Survey I NT ER NA L ON L Y Research only Advantage can produce, built to be shared with clients and customers CONTEXT FOR THE OUTLOOK SURVEY HOW TO USE THIS Our position at the nexus of manufacturers Share the insights. Review the detailed survey Research only and retailers gi
Slide 3: Four themes shape the 2026 outlook
Four themes shape the 2026 outlook A new divide on trade funding; value shopper, AI and labor trends continue MARGIN & PRICING VALUE SHOPPER AI ADOPTION LABOR & TALENT 1 2 3 4 Manufacturers and Value shopper trends AI adoption is steady-but- In-store labor challenges retailers are starting to contin
Slide 4: Topics
Topics 1 Margin Pressure & Pricing Costs, price increases, tariffs, margin levers 2 Competing for the Value Shopper Channel shift, private label, what shoppers value 3 AI Adoption, Governance & ROI Adoption, guardrails, proof of value 4 Labor & Talent Where labor gaps hit and what they cost 5 Lookin
Slide 5: Executive Summary
Executive Summary Shared pressures are creating different priorities for retailers and manufacturers The 2026 Advantage Outlook Survey points to continued margin pressure alongside changes in where shoppers spend and what they expect. Retailers and manufacturers share a need for profitable growth, b
Slide 6: Executive Summary (cont.)
Executive Summary (cont.) 2 Affordability is essential, but the shopping experience also influences choice. Both groups identify affordability as shoppers’ leading priority, but 50% of retailers cite ease of shopping, compared with 26% of manufacturers. Advantage’s 2026 Shopper Study adds an importa
Slide 7: Recommended Actions
Recommended Actions Joint plans should connect efficiency efforts with changing shopping demand Agree on the economics of growth. Evaluate pricing, promotions and assortment decisions using shared measures of incremental sales and profitability. Identify where spending can become more productive and
Slide 8: Margin & Pricing
01 M ARG IN P R ES S UR E & P R ICIN G Margin & Pricing
Slide 9: 55% of Manufacturers took a price increase; retailers push back
55% of Manufacturers took a price increase; retailers push back, often asking for more support Nearly all retailers negotiate supplier increases, 70% require trade support and about half report delisting SKUs. M: Which of the following responses did you receive upon increasing prices? Select all tha
Slide 10: More retailers than manufacturers expect to raise pricing in response to tariffs
More retailers than manufacturers expect to raise pricing in response to tariffs. Planned increases extend across tiers. Raising value prices could force more shoppers to move spending elsewhere (channel shifting). How do you anticipate new tariffs will impact your pricing strategies over the next 1
Slide 11: Manufacturers face cost pressure; retailers face a shift to lower-margin channels
Manufacturers face cost pressure; retailers face a shift to lower- margin channels Both point to freight as a top-3 driver. Which of the following are the biggest drivers of margin pressure on your business over the next 12 months? Select up to 3. MANUFACTURERS RETAILERS Raw materials / inputs 62% C
Slide 12: Cost pressure is more pronounced for food manufacturers
Cost pressure is more pronounced for food manufacturers Non-food manufacturers are nearly twice as likely to cite private label pressure – a concern as retailers prioritize growing their own brands. Which of the following are the biggest drivers of margin pressure on your business over the next 12 m
Slide 13: Most expect margin pressure to last through 2027 or longer
Most expect margin pressure to last through 2027 or longer About two-thirds expect prolonged pressure, including nearly four in ten who see no end in sight. How long do you expect the current margin pressure to persist? MANUFACTURERS RETAILERS Peaked and easing 0% Peaked and easing 0% Through 2026 7
Slide 14: Retailers focus on private label and assortment; manufacturers target costs and spending
Retailers focus on private label and assortment; manufacturers target costs and spending Trade spending could become a sticking point: manufacturers plan cuts while retailers ask for more. Which margin recovery levers are you actively pulling over the next 12 months? Select all that apply. MANUFACTU
Slide 15: Protecting margins will require closer alignment between manufacturers and retailers
Protecting margins will require closer alignment between manufacturers and retailers With channel shift already a leading retailer concern, pricing and cost decisions also need to account for how shoppers may respond. WHAT WE’RE HEARING RECOMMENDED ACTIONS Margin pressure is Manufacturers and retail
Slide 16: Value Shopper
02 CO MP E T ING F O R T HE VALU E S HO PP E R Value Shopper
Slide 17: Smaller baskets and fewer trips put pressure on retailers
Smaller baskets and fewer trips put pressure on retailers as shoppers spread spending across stores Manufacturers feel pressure through promotions and lower priced alternatives, adding tension as they look to reduce trade spending. Which of the following shopper behaviors are posing the greatest cha
Slide 18: Online shopping growth leads for non-food manufacturers, promotions for food
Online shopping growth leads shopper posed challenges for non-food manufacturers, while promotions lead for food Trading down is a shared concern, while fewer trips and smaller baskets feature more prominently among non-food manufacturers. Which of the following shopper behaviors are posing the grea
Slide 19: Losing shoppers to discount and club formats is a major concern for retailers
Losing shoppers to discount and club formats is a major concern for retailers Manufacturers report lower concern; helping retail partners retain trips and spending important for joint growth planning. How concerned are you about shopper channel shifting to club, discount, and dollar formats over the
Slide 20: Retailers are using loyalty, value and assortment to compete for shoppers
Retailers are using loyalty, value and assortment to compete for shoppers Retail media and shopper marketing lead manufacturers’ strategy, offering an opportunity to align brand investment with retailers’ shopper retention efforts. What strategies are you deploying in response to channel shifting? S
Slide 21: Price and quality perception lead views of private label competitiveness
Price and quality perception lead both groups’ view of private label’s growing competitiveness Retailers point to innovation speed three times as often as brands. How do you see private label becoming more competitive? Select up to 2. MANUFACTURERS RETAILERS Price gap widening 46% Better quality per
Slide 22: Retailers take a broader approach to value through pricing, packs and assortment
Retailers take a broader approach to value through pricing, packs and assortment Value pricing tops both lists, but retailers will focus on smaller entry-point packs and multi-pack value. How are you rethinking pack and price architecture to attract the value shopper? Select all that apply. MANUFACT
Slide 23: Manufacturers and retailers see affordability as shoppers' top priority
Manufacturers and retailers see affordability as shoppers’ top priority Retailers place greater importance on ease of shopping, which was the #1 reason shoppers choose a retailer, surpassing everyday low price, in our ADV 2026 Shopper Study. Which attributes do you believe are most important to shop
Slide 24: Retailers and manufacturers share a focus on value, but approach competition differently
Retailers and manufacturers share a focus on value, but approach shopper competition differently Align channel, assortment, pack, pricing and marketing decision with what shoppers value on each trip. WHAT WE’RE HEARING RECOMMENDED ACTIONS Retailers seek Align manufacturer pack and price offering wit
Slide 25: AI, Governance & ROI
03 AI ADOPTION , GOVERN ANCE & ROI AI, Governance & ROI
Slide 26: Retailers are further along in AI adoption than manufacturers
Retailers are further along in AI adoption than manufacturers Neither group reports reaching the stage of automated decision-making. Which best describes your organization's current level of AI adoption? MANUFACTURERS RETAILERS Exploring 28% Exploring 14% Piloting 55% Piloting 41% Scaling 8% Scaling
Slide 27: An AI maturity gap separates retailers and manufacturers
An AI maturity gap separates retailers and manufacturers Roughly half of retailers report scaling, embedded or automated use in several areas, while no manufacturer use case exceeds 22% at those stages of adoption. What is your organization's current AI adoption level for each of the following use c
Slide 28: Retailers also lead in putting AI governance in place
Retailers also lead in putting AI governance in place Review of AI outputs and vendor disclosure requirements remain uncommon across both groups. Which of the following AI governance practices does your organization have in place today? Select all that apply. MANUFACTURERS RETAILERS Training / accep
Slide 29: Non-food manufacturers are more likely to assign AI governance ownership
Non-food manufacturers are more likely to assign AI governance ownership Non-food manufacturers are also more likely to specify which AI platforms employees can use. Which of the following AI governance practices does your organization have in place today? Select all that apply. FOOD BRANDS NON-FOOD
Slide 30: AI is delivering results, but meaningful gains remain limited
AI is delivering results, but meaningful gains remain limited Similar share report benefits that are hard to size or confined to isolated use cases. In the past 12 months, has AI delivered measurable efficiencies or growth for your business? MANUFACTURERS RETAILERS Yes, meaningful 8% Yes, meaningful
Slide 31: AI's strongest value differs across manufacturers and retailers
AI’s strongest value differs across manufacturers and retailers Among respondents reporting value, employee productivity is the only use case that shows up in both groups’ top three. Where has AI delivered the most measurable value in your business to date? Select up to 3. Asked only of respondents
Slide 32: Manufacturers need AI expertise; retailers face technology hurdles
Manufacturers need AI expertise; retailers face technology hurdles Data privacy and security rank among the top two barriers for both groups. What are the biggest barriers preventing broader AI adoption in your organization? Select up to 2. MANUFACTURERS RETAILERS Lack of expertise 34% Data privacy
Slide 33: An AI confidence gap accompanies the maturity gap
An AI confidence gap accompanies the maturity gap Both groups see potential for AI to create competitive advantage, but retailers express much stronger conviction. How confident are you that AI will create meaningful competitive advantage for your organization over the next three years? MANUFACTURER
Slide 34: AI maturity and confidence differ; turning adoption into value is a shared priority
AI maturity and confidence differ; turning adoption into measurable value is a shared priority Clear business priorities, consistent governance and evidence of results can guide the next phase of AI adoption. WHAT WE’RE HEARING RECOMMENDED ACTIONS Retailers lead in AI Retailers more often report sca
Slide 35: Labor & Talent
04 RECRUITING AND RETENTION Labor & Talent
Slide 36: Labor constraints hit manufacturing operations and everyday store execution
Labor constraints hit manufacturing operations and everyday store execution Retailers report pressure across the shopping experience – from stocked shelves to checkout and customer service. Which operational areas are most affected by current labor constraints? Select all that apply. MANUFACTURERS R
Slide 37: Food manufacturers report greater labor pressure in manufacturing
Food manufacturers report greater labor pressure in manufacturing Non-food manufacturers are more likely to report category management constrains, point to a different support need. Which operational areas are most affected by current labor constraints? Select all that apply. FOOD BRANDS NON-FOOD BR
Slide 38: Labor constraints have different causes across operations
Labor constraints have different causes across operations Hiring and retention lead manufacturing operations, order fulfillment, e-commerce/ pickup and store appearance; heavier workloads lead retailers’ on-shelf availability and fresh/ perimeter. For each operational area in which you identified la
Slide 39: Labor challenges affect sales and the shopping experience
Labor challenges affect sales and the shopping experience Retailers’ staffing challenges put ease of shopping and store conditions under pressure – top two reasons for choosing where to shop in ADV 2026 Shopper Study Which business outcomes are most affected by your organization's labor challenges?
Slide 40: Manufacturers prioritize selective hiring; retailers prioritize retention
Manufacturers prioritize selective hiring; retailers prioritize retention Retailers more often prioritize labor reallocation and automation, consistent with their more advanced AI adoption. What is your primary talent strategy over the next 12 months? MANUFACTURERS RETAILERS Increase hiring 10% Incr
Slide 41: Labor constraints pressure operations, execution and sales
Labor constraints pressure operations, execution and sales Manufacturers and retailers face different staffing challenges, with consequences for product availability and the shopper experience. WHAT WE’RE HEARING RECOMMENDED ACTIONS Manufacturers Evaluate opportunities to reduce the labor face labor
Slide 42: Looking Ahead
05 THE NEXT 12-24 MONTHS Looking Ahead
Slide 43: Channel shifting and value-seeking expected to have greatest business impact
Channel shifting and value-seeking are expected to have the greatest business impact For manufacturers, tariff and pricing volatility is a close second. Looking ahead 12-24 months, which factor do you believe will have the greatest impact on your business? MANUFACTURERS RETAILERS Channel shift / val
Slide 44: Manufacturers build, retailers serve
Manufacturers build, retailers serve Operations, innovation and efficiency lead manufacturers’ preparation, while customer and store experience is the most common retailer action. What is the single biggest action your organization is taking right now to prepare for the next 12-24 months? Directiona
Slide 45: Advantage Capabilities
06 WHERE ADV H ELPS Advantage Capabilities
Slide 46: Where we can help today
Where we can help today • On-Shelf Availability & Retail Execution • Flexible Labor & Staffing Optimization • Private Brand Development • Category Management, Augmented with AI • In-store Events, Sampling & Demonstrations • Retail Media & Personalization • RGM & Trade/ Tariff Alignment • Supply Chai
Slide 47: Advantage Solutions
Advan Solutions.. \We keep commerce and life moving
Advantage Solutions — Investor Presentation (October 2026) on 6ix