Article
86% of Collaborating Companies Saw Higher Sales. Most Still Aren't Collaborating.
Deloitte surveyed 45 retail and 45 CPG leaders: 73% report increased commercial collaboration, and 86% of those saw higher sales as a result. The same research names the two specific barriers still blocking most companies from capturing that value.
- Published
- August 9, 2024
- Updated
- June 18, 2026
- Reading time
- 7 min

2026 updated analysis
What changed since the original article
This page keeps the original Transformidy article as the canonical record and leads with the current interpretation, source notes, and Revenue Unknown framing.
The Finding and Its Actual Scope
The methodology disclosure matters here more than it usually does, because so much of the partnership and collaboration content circulating online cites statistics with no traceable source at all. A 90-respondent survey, evenly split between retail and CPG leaders, is a modest sample. It is directional industry signal, useful and specific, rather than a universal, precisely generalizable statistic. Reading it honestly means holding both facts: the finding is real and worth taking seriously, and it describes 90 leaders' experience, not the entire retail-CPG ecosystem.
Within that scope, the finding is genuinely notable. Nearly nine in ten companies that increased commercial collaboration also saw higher sales as a direct, attributed result, a strong enough correlation that Deloitte's own framing treats collaboration as a meaningful lever, not a marginal one, for the roughly a quarter of leaders surveyed who have not yet increased it.
Companies reporting increased collaboration, and the share of those seeing higher sales as a result
Goal misalignment and insufficient data sharing are named as the barriers still limiting broader adoption.
The Two Named Barriers
What makes Deloitte's research more useful than a typical partnership-statistics roundup is that it does not stop at the favorable headline number. The research explicitly names what is still blocking broader adoption: goal misalignment between partners, and insufficient data sharing. Both are structural, organizational problems, not a matter of one side simply being unwilling to collaborate.
Goal misalignment means two partnering organizations are optimizing for different outcomes, one chasing volume, the other chasing margin, or one prioritizing brand visibility while the other prioritizes direct sales conversion, without those goals being reconciled before the partnership launches. Insufficient data sharing means even well-intentioned partners cannot see the information that would let them jointly optimize the collaboration, each side operating with only half the picture.
Both barriers are directly addressable, which is the useful part. A company does not need a new partner or a bigger marketing budget to fix goal misalignment; it needs an explicit, documented agreement on what success means for both sides before the partnership launches. It does not need new technology to fix insufficient data sharing in every case; it needs a specific agreement about what performance data gets shared, how often, and in what format. Naming the barrier this specifically is what separates Deloitte's finding from a generic "partnerships are good" statistic.
Believing in Partnership vs. Fixing the Two Named Barriers
One is a general strategic commitment. The other is two specific, auditable fixes.
General commitment: deciding partnerships matter and pursuing more of them without addressing underlying friction, a pattern likely to produce the same misalignment and data-sharing gaps Deloitte's research identifies. Targeted fix: explicitly aligning success metrics with a partner before launch, and establishing a defined data-sharing agreement, directly addressing the two barriers separating companies that see sales gains from those that do not.
The Leadership Move
The structural choice for leadership evaluating a partnership strategy is whether to treat "we should collaborate more" as sufficient direction, or to specifically address the two barriers Deloitte's research ties directly to whether that collaboration converts into sales.
- Ownership
Commercial and partnership leadership own the responsibility to establish explicit, documented goal alignment and a defined data-sharing agreement before launching a new collaboration, rather than treating those as details to work out informally after the partnership begins.
- Tradeoff
Upfront alignment and data-sharing negotiation take real time and can slow a partnership's launch. The tradeoff against skipping that work is landing among the meaningful share of companies whose collaboration efforts do not convert into the sales gains Deloitte's data shows for the 86% who did address these issues, whether deliberately or by fortunate default.
- Human consequence
Teams working inside a misaligned or data-starved partnership experience real friction, duplicated effort, conflicting priorities, and unclear success criteria, distinct from the frustration of a partnership that simply underperforms for external market reasons.
Next Move
If you are launching a new commercial partnership: Document explicit, shared success metrics and a specific data-sharing agreement with your partner before launch, directly addressing the two barriers Deloitte's research names.
If you already have active partnerships that are underperforming: Audit each one specifically for goal misalignment or data-sharing gaps before assuming the partnership concept itself, rather than its execution, is the problem.
FAQ
What did Deloitte's survey find about retail and CPG commercial collaboration?
Deloitte's 2026 Consumer Products Outlook, drawing on a June 2025 survey of 45 US retail leaders and 45 consumer packaged goods leaders, found that 73% of companies report increased commercial collaboration, and 86% of those companies report increased sales as a direct result.
What is stopping the remaining companies from collaborating more?
Deloitte's research identifies goal misalignment between partners and insufficient data sharing as specific, persistent barriers, even among companies actively pursuing collaboration. The report frames these as structural obstacles rather than simply a lack of will to partner.
Is a 45-and-45 leader sample size a strong basis for this finding?
It is a modest, transparently disclosed sample, 45 retail leaders and 45 CPG leaders surveyed in the US in June 2025, useful as a directional industry signal rather than a definitive, universal statistic. The specific methodology disclosure is itself a point in the research's favor compared to many undated, unsourced partnership statistics circulating elsewhere.
What should a business take from the gap between 73% collaborating and 86% of those seeing gains?
That the upside from commercial collaboration is real and measured, but that most of the potential value sits behind two specific, nameable barriers, goal misalignment and data-sharing gaps, that a company can actually audit and address directly, rather than treating partnership success as a matter of general effort or luck.
Sources & References
Original article archive
Original article published August 9, 2024: "Understanding The Best Types Of Partnerships". Preserved here for provenance, historical context, and citation continuity.
In the rapidly evolving business landscape, brand partnerships have become a cornerstone strategy for companies aiming to expand business opportunities and build longer and stronger customer relationships. This insight delves into how various companies are leveraging partnerships to create new revenue streams, enhance market presence, and drive future growth.
Understanding Brand Partnerships
Brand partnership is a strategic collaboration between two or more brands that combine their strengths to achieve mutual goals, such as increasing brand awareness, entering new markets, or enhancing customer experiences. These partnerships can take various forms, ranging from co-branded products to shared marketing campaigns, and they often result in innovative solutions that benefit all parties involved. The effectiveness of a brand partnership depends on the compatibility of the brands, their shared target audience, and the alignment of their goals.
Types of Brand Partnerships Based on Risk and Reward
Brand partnerships can be categorized based on the level of risk and reward involved. The risk may relate to the potential for reputational damage, financial loss, or market misalignment, while the reward typically involves increased brand visibility, customer acquisition, and revenue growth. Here are some common types of brand partnerships:
Product Placement
Risk Level: Low
Reward Level: High
Example: Aston Martin and James Bond (Automotive and Entertainment)
Description: Product placement involves integrating a brand’s product into a movie, TV show, or other media content. The risk is low, as the brand is simply providing the product for exposure. The reward can be high if the placement resonates with the audience and enhances the brand's image. Aston Martin’s association with the James Bond franchise is an iconic example, where the cars are prominently featured in the films, boosting the brand’s luxury image and desirability.

Co-Branding
Risk Level: Medium
Reward Level: High
Example: Nike and Apple (Tech and Sportswear)
Description: Co-branding involves two brands working together to create a new product or service that carries both brand names. The risk is moderate because both brands are equally invested in the success of the product. The reward is often high, as co-branded products can attract customers from both brands, enhancing visibility and sales. For example, Nike and Apple collaborated to create the Nike+ line, integrating Apple’s technology into Nike’s products, resulting in a highly successful partnership that appealed to fitness enthusiasts. There are also many co-branding opportunities between credit card and travel companies (e.g., Air Canada and Mastercard)
Joint Ventures
Risk Level: High
Reward Level: High
Example: Air France, KLM, Virgin Atlantic and Delta Air Lines (Travel)
Description: In a joint venture, two or more brands create a separate entity to pursue a specific business opportunity. This type of partnership involves significant financial investment and risk, but the potential rewards are substantial. An example is the partnership between Air France, KLM, Virgin Atlantic and Delta Air Lines, where the companies combined resources to offer enhanced travel experiences.
This joint venture allowed them to share costs, expand revenue (more than $US13 billion in 2020), expand their route networks to more than 375 destinations between Europe, United Kingdom, and the United States, and offer more benefits to customers, though the risk was considerable due to the large financial stakes involved.

Sponsorships
Risk Level: Low
Reward Level: Medium
Example: Coca-Cola and the Olympics (Beverage and Sports)
Description: Sponsorships involve a brand supporting an event, organization, or individual financially or through the provision of products and services in exchange for brand exposure. The risk is generally low, as the brand is not directly involved in the event's outcome. The reward can be substantial in terms of brand visibility and association with positive values. Coca-Cola’s long-standing sponsorship of the Olympics is a prime example, where the brand gains significant global exposure and reinforces its image as a supporter of sports and healthy living.
Licensing Agreements
Risk Level: Medium
Reward Level: Medium
Example: Nintendo and McDonald's (Entertainment and Fast Food)
Description: In a licensing agreement, one brand allows another to use its intellectual property (such as logos, characters, or trademarks) in exchange for a fee. The risk is medium, as the licensing brand has less control over how its intellectual property is used, but the reward can be significant if the partnership enhances brand recognition and revenue. A well-known example is the partnership between Nintendo and McDonald's, where McDonald’s offered Happy Meals with Nintendo-themed toys, benefiting both brands by attracting families and increasing sales.
Affiliate Marketing
Risk Level: Low
Reward Level: Low to Medium
Example: Amazon Associates Program (E-commerce and Various Industries)
Description: Affiliate marketing is a performance-based partnership where one brand (the affiliate) promotes another brand’s products or services in exchange for a commission on sales. The risk is low since the affiliate only earns rewards based on performance, but the potential reward is also limited. Amazon’s Associates Program is a prominent example, where content creators and influencers earn commissions by promoting Amazon products. While the risk is minimal, the reward depends on the success of the marketing efforts.
Go In-depth With Retail And Partnerships
The Pace for Innovation and Adaptability
The pace of change in retail has accelerated beyond the ability of many brands to keep up. With the rollout of 5G and AI tools, innovation and transformation will continue to surge. Building an effective multichannel ecosystem that offers a diverse range of products and services is crucial for retaining customers and competing with giants like Costco and Rogers Communication.
However, this requires time, money, and resources. Brand partnerships offer a viable solution by helping retailers meet customer expectations and drive loyalty without overburdening their resources. They are seen as the future of revenue generation, enabling partners to innovate and adapt more rapidly than they could alone.
Expanding Product Categories and Customer Base
Big-box retailers are increasingly partnering with smaller, established companies to enhance their online and offline ecosystems and attract more shoppers. For example, Loblaws group integrated its NoFrills products into Shoppers Drug Mart locations. Amazon included its products at Whole Foods stores in the United States. These cross integration and partnerships improve diversify of product offerings and tap into new customer segments, driving revenue growth, and reinforcing customer loyalty.
Accelerating Technological Integration
Partnerships can facilitate digital transformation more swiftly and efficiently by sharing the costs and expertise needed to integrate new tech-driven systems. For instance, Microsoft invested into OpenAI and adopted the latter's AI technology into its technology stack including Windows, Office, and chatbot.
This collaboration allows Microsoft to enhance its technological infrastructure without straining its in-house teams. By partnering with technology leaders, retailers can stay ahead of the curve, implementing cutting-edge solutions that drive first adopter advantages, potential revenue growth and improve customer experiences. Being a first mover would also invite risks.
Achieving Essential Status During Crises
Outages highlighted the importance of being classified as "essential." Companies that didn't meet this criterion faced significant revenue drops due to reduced traffic from physical or online presence. The Microsoft/CrowdStrike outage showed that partnerships need to be evaluated regularly if they offer essential presence. Otherwise, service continuity could be impact leading to service degradation and lost in revenue as in the case with Delta Air Lines.
Leveraging The Online Onsite Benefits
Direct-to-consumer (DTC) brands have thrived in the e-commerce landscape, but their reliance on digital channels has presented challenges. High fulfillment and shipping costs, coupled with the absence of physical stores, have eroded profit margins and customer loyalty.
Strategic partnerships with shopping centers, department stores, and convenience stores offer a solution. By establishing pick-up and return locations within these physical spaces, DTC brands can significantly reduce last-mile delivery expenses. Moreover, creating showrooming experiences within these retail environments allows brands to expand their reach, engage with customers offline, and capitalize on the higher spending habits of multichannel shoppers.This omnichannel approach provides a tangible brand presence without the substantial investment required for standalone stores.
Sharing Staffing Resources
Direct-to-consumer brands often struggle to provide adequate in-person customer support due to their online-only business model. Partnerships with established retailers can be a game-changer. Creating dedicated brand spaces within stores like Best Buy, Walmart, and Target can tap into the retailers' existing staff to offer a range of services. This includes in-store pickup, curbside delivery, and expert product advice.
By sharing resources, brands can significantly enhance the customer experience without the substantial investment required to build and operate their own retail footprint. This collaborative approach allows for increased brand visibility, expanded customer reach, and improved customer satisfaction, ultimately driving sales and loyalty.
Transform For The Better
Brand partnerships are a powerful tool for generating revenue and expanding market reach across various industries. By understanding the different types of partnerships and the associated risks and rewards, brands can strategically choose collaborations that align with their goals and capabilities. Whether through co-branding, joint ventures, or sponsorships, these partnerships can drive innovation, increase brand loyalty, and create new opportunities for growth in an increasingly competitive market.
How Can We Help?
Transformidy is available to assist in helping you understand partnerships and how your company’s experience strategy can effectively build them for improved engagement, satisfaction, and business growth.
Contact us or set up a 30 minute complimentary consultation for more information on our services, insights, or showcases. We look forward to hearing from you.
FAQ
What did Deloitte's survey find about retail and CPG commercial collaboration?
Deloitte's 2026 Consumer Products Outlook, drawing on a June 2025 survey of 45 US retail leaders and 45 consumer packaged goods leaders, found that 73% of companies report increased commercial collaboration, and 86% of those companies report increased sales as a direct result.
What is stopping the remaining companies from collaborating more?
Deloitte's research identifies goal misalignment between partners and insufficient data sharing as specific, persistent barriers, even among companies actively pursuing collaboration. The report frames these as structural obstacles rather than simply a lack of will to partner.
Is a 45-and-45 leader sample size a strong basis for this finding?
It is a modest, transparently disclosed sample, 45 retail leaders and 45 CPG leaders surveyed in the US in June 2025, useful as a directional industry signal rather than a definitive, universal statistic. The specific methodology disclosure is itself a point in the research's favor compared to many undated, unsourced partnership statistics circulating elsewhere.
What should a business take from the gap between 73% collaborating and 86% of those seeing gains?
That the upside from commercial collaboration is real and measured, but that most of the potential value sits behind two specific, nameable barriers, goal misalignment and data-sharing gaps, that a company can actually audit and address directly, rather than treating partnership success as a matter of general effort or luck.
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