Consumer Packaged Goods (CPG) Keynote Speaker


Consumer packaged goods is being disrupted and changing faster than ever before. For a customized keynote that is energizing, impactful, and actionable – book Kaihan for your next CPG event or conference.


The CPG industry is experiencing dramatic changes and disruptions. The movement to online shopping, digitization, subscription models, Direct to Consumer (DTC), and sustainable and responsible packaging are all top of mind. When change happens there is opportunity to re-imagine business models, re-think how you engage employees, re-evaluate what impact your organization has on the world, and develop creative solutions to complex problems.



Throughout his career as a consultant, keynote speaker, and founder of the Outthinker Strategy Network (an exclusive network of Chief Strategy Officers and Executives from Fortune 500 and private companies with $1B+ revenue), Kaihan Krippendorff has worked with some of the biggest brands in consumer-packaged goods including: Kraft, L’Oreal, Johnson & Johnson, Nestle, Purina, Colgate, Kellogg’s, and Reynold’s Brands.



Selecting the right keynote speaker for your CPG event is one of the most important decisions you will make this year. Content, energy, ability to connect to an audience, and actionability are all important factors to consider. Former McKinsey Consultant, NYU Professor, bestselling author, and globally recognized authority on strategy, growth, and transformation, Kaihan Krippendorff will make your event an undeniable success with a customized CPG keynote that leverages his unique perspective and deep experience in the industry.



The time to act is now. Don’t just be a Thinker. Be an Outthinker.



An active leader in CPG, Kaihan brings deep industry experience, proprietary research, and exclusive insights to every keynote he delivers.


Eric Shinseki


  • Shopping for consumer goods increased by 50 percent in 2020, with the majority of sales occurring in eCommerce channels (Supermarket News, Nielsen).
  • In the year ended September 2020, consumer preference for in-store grocery pickup options increased by 26 percent (Supermarket News, Nielsen).
  • In the year ended November 30, 2020, online food and beverage sales, including grocery and restaurant delivery and pickup options, increased 125 percent to $106B (Bringoz).
  • CPG food and beverage online sales are forecasted to grow into a $103B market by the end of 2021, the largest CPG segment (Supermarket News, NielsenIQ).
  • The CPG industry grew 10.3 percent in 2020, with private-label products (store brand) accounting for 18 percent of that growth (Bloomberg).

Trends in Consumer Packaged Goods (CPG)

Food and Beverage

Digital and Direct-to-Consumer (DTC)

Sustainable and Responsible Packaging

Food and Beverage

  • CPG food and beverage online sales became the largest CPG segment in 2020, and are forecasted to expand to a $103B market at the end of 2021 (Bringoz).  
  • Converting store shoppers into online shoppers could lead to $58B in growth for CPG (Supermarket News, NielsenIQ).  
  • 20 million new customers made CPG purchases online in 2020, doubling the market’s revenue from 2019 (Bringoz).  
  • Constraints from the pandemic have reshaped how people meet, greet, and eat, and delivery and contactless pickup options offer great opportunities for growth.  
  • Given that 83 percent of monthly grocery delivery and pickup users indicate they will make another purchase within 30 days, companies should explore expansion into these services (Supermarket News, Mercatus).  
  • Companies like Instacart and Shipt are capitalizing on a market of consumers who want to order from home by offering comprehensive grocery delivery and pickup services from a variety of grocery stores and retailers (Forbes). 

Digital and Direct-to-Consumer (DTC)

  • The rapid influx of new customers in the online space revealed CPG companies’ need to interact and understand their customers in a more personal way.  
  • Previously, the data they used was reliant on third-party reports from retail stores and eCommerce websites (Bringoz). Now, CPG companies are seeing the value of connecting with their customers directly, creating personalized experiences for them, and obtaining actionable first-party data on consumers in their market.  
  • CPG brands in the direct-to-consumer (DTC) model saw great growth during the pandemic due to their agile digital position which allowed them to meet and exceed consumer demand (The Future of Commerce), while traditional retail struggled.  
  • Large CPG companies are exploring DTC models as ways to test new products and gather data on their customers in a more meaningful way.  
  • Clorox, Unilever, and Nestle have all expanded into digital territory by creating new DTC opportunities to interact with their digital-native customers—such as the Objective Wellness brand from Clorox which targets young, health-minded individuals with natural wellness products (Forbes). 

Sustainable and Responsible Packaging

  • COVID-19 spurred the globe towards a higher focus on health and wellness, and towards a higher awareness of sustainability and responsibility in manufacturing.  
  • CPG companies on the edge are exploring innovative ways to replace plastic in their packaging with more sustainable materials like glass, aluminum, and recyclable paper. These materials, though more costly than plastic to manufacture, are continuously recyclable with little to no loss in quality end-over-end (SLD).  
  • Sixty to seventy percent of consumers are willing to pay more for sustainable packaging, and 52 percent said they would buy more sustainably packaged products if they were priced like conventionally packaged products (McKinsey).  
  • The definitions of eco-friendly packaging can be opaque to consumers, providing opportunities for companies to clarify their impact and provide younger generations the information they desire regarding the products they purchase—a move which can both foster loyalty with customers and positively impact the environment (Fast Company).  
  • Colgate unveiled the world’s first recyclable toothpaste tube in 2019, and plans to move it fully into circulation by 2025, along with a message to build awareness of the “ready-to-recycle” nature of the new packaging (Business Wire). 

The Outthinker 8P framework – opportunities for disruption and innovation in CPG


  • Instacart offers a grocery delivery and pickup service with a variety of options and packages for customers.
  • In addition to groceries, Instacart shoppers can visit locations such as Best Buy, Big Lots, and Sephora based on the requests of customers.
  • Instacart simplifies the ordering process by giving customers the option to pre-select items for shoppers, so that changes can be made independently of customer interaction (Fast Company).
  • The Instacart interface has four access points: customers, shoppers, advertisers, and retailers. Recently, Instacart enhanced advertisers’ ability to engage with their customers directly through the Instacart application, leading to higher sales and increased loyalty (Forbes).
  • Loop is an online platform providing popular goods, like food and makeup, in reusable packaging via a subscription-based service (Fast Company).
  • Loop has partnered with companies and brands like Ulta, Febreze, Crest, and Purina to deliver their products to customers at home; the products are packaged in sustainable, reusable packaging made from aluminum, glass, and plastic (Loop).
  • After picking up empty containers from customers’ households for free, Loop cleans and sanitizes containers to be reused for other deliveries.
  • In order to protect against loss, Loop holds customer deposits until containers are returned and then automatically refunds the deposits. (Loop).
“8Ps” of StrategyOpportunity
for Disruption
Recommended Leverage Points
Position- The farmers, individual and corporate, that you are targeting.

- The need of the agricultural industry that you seek to fill.
3- What technologies do you control that can help you tap into market
segments that you previously thought unreachable?

- What are the potential business alliances you could think about with key players in the segment to serve your customers with integrated solutions? (Serving customers with more integrated solutions example: serving farmers with fertilizers, crop protection and other).
Product- The products you offer, and the characteristics that affect their value to customers.

- The technology you develop for producing those products.
8- What moves are your organization taking to implement Big Data and analytics to your operations? What IoT and blockchain applications can you use?

- What tools and technology could you utilize or develop to improve food quality, traceability, and

- How can you develop a more sustainable production model to accommodate constraints on arable

- What is the future business model needed to serve new differentiated products to your customers?
Promotion- How you connect with farmers and consumers across a variety of locations and industries.
- How to make consumers, producers, and other stakeholders aware of your products and services.
8- How are you connecting your product with individual and corporate farms who could utilize it?
- How could you anticipate market and customer needs to make customers interested in accessing your differentiated products?
PriceHow consumers and other members of the agricultural supply chain pay for access to agricultural products.7- What elements of value comprise your pricing? How do each of those elements satisfy the varying needs of your customers?
Placement- How food products reach consumers. How the technologies, data, and services reach stakeholders in the supply chain.9- What new paths might exist for helping consumers access the food they desire?
- How are you adapting your operations and supply chain to accommodate consumers’ desire for proximity to the food they eat?
- How could you anticipate customer expectation to make products more
accessible to customers/agile supply chain?
- Have you considered urbanization as a part of your growth strategy?
- How your food satisfies the needs and desires of your customer.
- How the services you provide to agribusiness fulfill their needs.
9- Where does your food rate on a taste, appearance, and freshness
- Could the services you provide to companies and farms in the agriculture industry be expanded to meet more needs?
- What senses does your food affect besides hunger? How does your
customer extract value from your food in addition to consumption?
Processes- Guiding your food production operations in a manner cognizant of social pressure.8- How can you manage the supply chain differently to improve traceability and reduce waste?
- How can you innovate systems in production, processing, storing, shipping, retailing, etc.?
- What are new capabilities to increase sustainability (impact on the environment, or ESG) components?
People- The choices you make regarding hiring, organizing, and incentivizing your people and your culture.- How are you leveraging the agricultural experience of your staff bottom-up to achieve your vision?
- How do you anticipate new organizational capabilities needed to perform your future strategy (innovation, exponential technologies needed, agile customer relationship, innovative supply chain)?
- How do you manage your talents to assure suitable development with exposure in the agrifood main challenges/allowing a more sustainable view of the opportunities/cross-sectors?