The Continued Bifurcation of Consumers and Why We Should Worry

It’s earnings season, and publicly traded companies are conducting their quarterly earnings calls. As usual, Q3 2025 is filled with good news and bad news. While the estimated GDP growth rate was a fairly robust 4%, a lot of companies, especially those that rely on consumer purchasing power, are starting to feel the impact of a bifurcated economy where higher wage earners continue to spend, but lower wage earners continue to struggle.

As a leader in the design, development, and delivery of Business Acumen training programs, I pay special attention to these trends because they influence how we teach financial literacy and best-practice business decision-making. The pattern we’re seeing isn’t just about numbers; it’s about how leaders interpret and act on those numbers.

The evidence of a “K-shaped economy” is everywhere — an economic pattern where recovery splits into two paths: one rising and one falling. In this kind of economy, wealthier consumers and premium brands continue to grow, while lower-income households and value brands struggle to keep up. McDonald’s has revived its Extra Value Meals to recapture budget-conscious diners. Mondelez is watching value-seeking consumers trade down from Oreos to discount brands. Meanwhile, American Express, Delta, and Ford are reporting record demand from their premium customers. The top half of the “K” is driving luxury and high-margin growth, while the lower half is cutting back on everything from restaurants to household snacks.

In this environment, business leaders must think and act differently as we close out 2025 and prepare for 2026. Based on our research and observations, here are five key actions to take right now:

1) Reassess Your Value Proposition by Income Tier

Consumer behavior has split into two distinct paths: affluent customers are seeking premium, high-margin experiences, while lower-income consumers are trading down or walking away entirely. Leaders must develop dual value propositions that address both realities. That may mean introducing lower-cost bundles for price-sensitive buyers while elevating personalization and exclusivity for premium segments. The key is not to default to discounting, but to design smarter differentiation.

2) Manage for Margin, Not Just Volume

In a bifurcated market, the pursuit of volume alone can destroy profitability. Companies like Delta and Ford are succeeding because they understand mix management—focusing on products and customers that sustain higher margins even if total units fall. This requires disciplined decision-making rooted in business acumen: understanding the relationship between pricing, cost of goods, and contribution margin, and aligning resources toward the most profitable opportunities.

3) Build Flexibility into Cost Structures

Volatility in consumer demand, supply chains, and labor markets is widening. This is the time for leaders to understand the financial mechanics of fixed vs. variable costs and how to model different scenarios. Those who can flex their cost base through smarter sourcing, automation, and modular staffing will preserve agility when the market shifts again. In business acumen terms, it’s about maintaining operating leverage without becoming overleveraged.

4) Focus on Employee and Consumer Financial Literacy

The bifurcation isn’t just external, it’s also internal! Within many organizations, hourly and salaried employees are experiencing vastly different financial realities. Leaders who invest in financial literacy and business acumen training can help close this gap. A workforce that understands how money is made, where value is created, and how their decisions impact results is far better equipped to navigate uncertainty and control costs.

As wealth, rather than income, becomes the main driver of stability, short-term decision-making becomes dangerous. Leaders should protect cash flow, yes, but not at the expense of future growth. This is the moment to rebalance the portfolio: sustain investments in innovation, brand equity, and digital capabilities that position the business for the eventual recovery of the lower half of the K.

A Summary Thought

Economic bifurcation is not just an external risk; it’s a leadership test. Great leaders will recognize the structural shifts taking place and respond with thoughtful strategy, financial discipline, and empathy for both their employees and customers. At Advantexe, we believe that strong business acumen, understanding how money flows, how decisions ripple through a P&L, and how markets evolve, is the key skill for navigating what’s next.

The economy may be K-shaped, but your leadership doesn’t have to be.