{"id":469334,"date":"2026-07-23T07:50:57","date_gmt":"2026-07-23T05:50:57","guid":{"rendered":"https:\/\/llyc.global\/?p=469334"},"modified":"2026-07-24T09:58:50","modified_gmt":"2026-07-24T07:58:50","slug":"the-end-of-passive-presence-dual-marketing-and-antifragility-in-the-canned-food-sector","status":"publish","type":"post","link":"https:\/\/llyc.global\/en\/trends\/the-end-of-passive-presence-dual-marketing-and-antifragility-in-the-canned-food-sector\/","title":{"rendered":"The end of passive presence: dual marketing and antifragility in the canned food sector"},"content":{"rendered":"

The food ecosystem is undergoing a silent but profound reconfiguration. There is a false sense of corporate security in executive committees <\/b>that confuses silence with protection. For years, the maxim of avoiding conflicting digital environments operated as an accepted risk management policy in traditional sectors. We now believe that yielding space is yielding control of the corporate narrative. If an organization does not define its own identity, the market, LLMs, and communities will do it in its absence.<\/p>\n

99% of critical conversations about brands occur without the brand itself being present. The collective imaginary is no longer built in communication departments, but rather in the organic sum of interactions, complaints, recommendations of novelties, and user-generated memes. The lesson for senior management is clear: the company’s image does not coincide with the claim of its latest advertising campaign; it is the net balance of what the audience generates around the product. You can read more about this analysis in our publication of Social Matter<\/a>.
\n <\/p>\n

The macroeconomic squeeze on canned goods: inputs and regulation<\/h3>\n

 
\nThe specific analysis of the canned food sector operates today as a perfect laboratory for this vulnerability. Companies in the sector face a transformation scenario where simultaneous geopolitical, regulatory, and market pressures<\/b> converge. The historical model based on volume and the consideration of the product as an undifferentiated commodity is trapped in a squeeze between costs and context<\/b>.<\/p>\n

Instability in the Middle East imposes automatic increases in the costs of critical inputs: the price of diesel, fertilizers, and maritime rates that have doubled on strategic routes crossing the Persian Gulf. This high dependence on volatile raw materials exposes operating margins to severe erosion<\/b>, straining the commercial relationship with large-scale distribution historically oriented towards deflationary pressure.<\/p>\n

Added to this logistical instability is an immediate regulatory tsunami<\/b>. The entry into force of the European Packaging and Packaging Waste Regulation (PPWR) requires the elimination of hazardous substances such as PFAS, the guarantee of minimum percentages of recycled content, and strict adaptation to Extended Producer Responsibility (EPR). The legislation explicitly prohibits common design solutions to date, such as double-walled packaging, false bottoms, or multi-material structures that prevent mechanical recycling. Corporations that continue processing the green regulatory framework as a mere mandatory cost, rather than as a strategic repositioning investment<\/b>, will see their commercial viability<\/b> diminished in periods no longer than eighteen or twenty-four months.<\/p>\n

Managing current complexity does not necessarily imply multiplying proprietary channels, but knowing how to activate aligned third-party voices<\/b> and, above all, structuring a constant listening system<\/b>. Decoding the social tensions of the conversation can influence the brand narrative.
\n <\/p>\n

Dual marketing: we create for humans and for algorithms<\/h3>\n

 
\nArtificial intelligence acts by replicating the human cognitive biases of the market. Registering nearly 33,800,000 monthly questions about food in Spain, the algorithmic query (48%) already surpasses the recommendations of friends and family (47.7%)<\/b>. Furthermore, 52.5% of citizens grant greater trust to an AI ruling than to that of a conventional influencer<\/b>.<\/p>\n

Today we no longer build brands exclusively to move and convince people. We appeal to two parallel audiences<\/b> equipped with different logics: the final consumer, who seeks an authentic connection based on trust, and generative artificial intelligence, which acts as the new massive prescriber<\/b> that decides statistically which products exist on the user’s screen. Quality for people; structure and volume of information for LLMs.<\/b><\/p>\n

Traditional search through lists of links is rapidly losing ground to the synthesized response. Market data indicates that 22% of consumers have already replaced conventional search engines with AI assistants<\/b> on a regular basis. Here emerges the true challenge of brand authority: the battle is no longer about positioning a URL, but about positioning the conceptual and semantic context of the brand<\/b> so that large language models (LLMs) adopt the company’s information as the reliable and official source in their synthesized responses. GEO (Generative Engine Optimization) thus becomes a public relations lever on an algorithmic scale.<\/b><\/p>\n

This synthetic prescriber harshly penalizes the lack of positioning<\/b>: faced with requests strictly oriented towards savings or price in the canned goods category, AI dilutes the manufacturer’s identity and prescribes private labels (store brands) 46.9% of the time. However, when the query elevates to qualitative criteria of origin, sustainability, or functional specificity, the manufacturer brand recovers its hegemony<\/b>, capitalizing on 66.7% of recommendations compared to a marginal 6.8% obtained by the distributor brand.
\n <\/p>\n

From resilience to corporate antifragility<\/h3>\n

 
\nThis scenario radically transforms critical success factors<\/b>. The distributor brand does not arbitrarily steal market share; it simply occupies the space that the manufacturer abandons when resigning to build a compelling reason to be chosen<\/b> and justify its price differential. The mature canned food sector must undergo a profound transition in its corporate culture, abandoning the inertia of three inherited mindsets:<\/p>\n

From the visibility mindset to the memorability mindset:<\/b> Simple presence on the shelf or conventional advertising saturation is insufficient. Real differentiation emerges when capitalizing on specific, high value-added demands<\/b>, such as flexible food routines and the functional foods segment. It is there that the traditional attributes of the high-end canned food sector (such as local roots, technical excellence, and Galician territorial tradition) converge with the needs of the contemporary urban consumer. The goal is to structure notoriety to generate lasting engagement in public conversation.<\/b><\/p>\n

From the resilience mindset to the antifragility mindset:<\/b> Corporate resilience is the ability to design operational and reputational structures that benefit and emerge strengthened from their own vulnerability<\/b>. Transparently explaining the ethical tensions of the global supply chain, or the direct impact of international conflicts on logistical costs, builds an equity of trust<\/b> that protects the organization during the most acute phases of uncertainty.<\/p>\n

From the human mindset to LLM-oriented thinking:<\/b> The corporate narrative must be crisp for people but perfectly structured for synthetic brains<\/b>. Brand audits can no longer be limited to evaluating campaign recall in a human focus group; they must verify how the firm is represented by AI engines<\/b>. Converting the legal obligations of the new packaging regulation or sustainable fishing certificates into digital interaction tools through QR systems and transparent traceability technologies serves a dual purpose: it thrills the conscious consumer and provides dense, structured data to the language models<\/b> that execute the algorithmic recommendation.<\/p>\n

Manufacturer brands in the food sector face a critical window of opportunity to audit their historical positionings<\/b>. The current market does not forgive a lack of definition nor does it tolerate a narrative void<\/b>. Those corporations that embrace the dual transformation of their brands<\/b>, structuring content that feeds the logic of the machines while resolutely betting on human authenticity, will lead the new consumer ecosystem<\/b>. The alternative is digital invisibility and the absolute commoditization of their business model<\/b>.<\/p>\n","protected":false},"excerpt":{"rendered":"

The food ecosystem is undergoing a silent but profound reconfiguration. There is a false sense of corporate security in executive committees that confuses silence with protection. For years, the maxim of avoiding conflicting digital environments operated as an accepted risk management policy in traditional sectors. 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