And what about 2025?
Once again, we are sharing our predictions for the key trends we believe will shape technology, marketing and, ultimately, brand strategy throughout 2025.
This is the second year we have shared our predictions in this format. We launched the initiative last year, and you can revisit our 2024 forecasts here.
Last year, we highlighted the following key trends:
From a societal perspective
1- An increasingly strained economy: a trend that has been evident throughout the past 12 months, both in Spain and across Europe. The European economy is struggling to compete with Asia’s rapid growth and the strength of the US market. Europe is still searching for its place in the world, and this uncertainty is making it increasingly difficult for businesses operating within the region to grow.
2- Consumers are being pushed to their financial limits: the loss of purchasing power is undeniable, and governments have had to continue introducing subsidies and support measures to soften the impact. Even so, private-label brands continue to gain ground, low-cost options are becoming increasingly attractive, household budgets are under growing pressure, and housing costs remain a major source of financial strain.
3- We are becoming increasingly accustomed to job insecurity: although unemployment has remained relatively under control, the quality of employment has not improved. Temporary work has simply been repackaged under different contractual arrangements, self-employed professionals are under growing pressure, and working conditions often remain poor—particularly when compared with the increasingly demanding requirements placed on candidates.
4- All of this is contributing to the radicalisation of political views: a look at recent elections in Spain, across Europe and around the world reveals a growing sense of social and political tension, creating fertile ground for more extreme positions—particularly those on the far right.
5- Falsehood is becoming normalised: as AI continues to evolve and become embedded in our everyday lives, we are increasingly having to live with uncertainty over what is actually true. It is no longer just about biased media or influencers promoting an unrealistic version of life; we are also becoming increasingly dependent on algorithms to shape what we see, believe and understand.
6- Consumers are becoming increasingly emotionally charged: protests and public demonstrations have been a defining feature of the year, driven by issues ranging from civil rights and housing to major events, gender-based violence and growing frustration with the political establishment. People are less willing to accept top-down decisions without question and increasingly expect their voices to be heard.
From a technological perspective
a. AI: this has been a year of relentless developments in artificial intelligence. We are already hearing about a second wave—agentic AI—even though many organisations have yet to fully adopt the first generation or are still struggling to understand how it can create meaningful value in their businesses and everyday operations.
b. Hybrid reality: this has been one of the year’s biggest disappointments compared with initial expectations. Despite continued investment from major technology companies, devices designed to blend the physical and digital worlds have failed to gain real traction. There has been progress in certain niche applications, but widespread consumer adoption remains a long way off.
c. Web3: another major disappointment of the year. It was once expected to thrive alongside the metaverse—which has still failed to establish itself as a solid mainstream ecosystem—and NFTs, whose value and relevance have largely collapsed. Crypto banking continues to evolve, but with more concerns than clear benefits, particularly around complexity, practical applications and the growing security risks involved. The vision of a truly decentralised online world increasingly feels like exactly that: a utopia.
And what about 2025?
So, once again, we are taking the plunge with And What About 2025?, sharing our perspective on the social, economic and technological trends that will shape the future of marketing, communication, brands and businesses.
From a societal perspective
Trend no. 1 — Europe is losing momentum: In 2024, we highlighted an increasingly strained and polarised economic environment. In 2025, we expect to see Europe lose further ground against the world’s other major economies.
At a time when technology—and AI in particular—is advancing at extraordinary speed, Europe has adopted a clearly cautious approach, focused primarily on regulation and legislation. This contrasts sharply with the more open and innovation-driven model pursued by the United States, which is likely to become even more pronounced under Donald Trump, as well as with Asian markets, where the priority remains development, production and rapid progress.
We are not suggesting that Europe’s approach is necessarily wrong. Technology needs to be regulated, and AI even more so—particularly when it comes to ethics and automated decision-making. The problem is that Europe often behaves as though it were a single, fully aligned market when, in reality, it is not. There is still a considerable gap between policy and implementation: too much bureaucracy, slow decision-making and, ultimately, inconsistent execution shaped by the interests of individual countries.
Meanwhile, the United States and China continue to move forward with confidence in a global economy that cannot easily be contained by regulatory borders.
This will weigh heavily on Europe’s competitiveness, slowing down both industrial development and investment. The likely response will be to introduce economic barriers through tariffs and sanctions, but that would only address the symptoms—not the underlying problem.
Trend no. 2 — Being sustainable is no longer a differentiator: Over the past few years, we have seen a wave of new businesses built around a simple claim: that their product or service was eco-friendly or sustainable—and that this alone would be enough to set them apart.
Initially, many of these propositions appealed to consumers and gained some traction. Today, however, the reality is very different:
-The market has become overcrowded, with too many companies offering very similar propositions.
-Many brands lack a genuinely distinctive value proposition beyond the “eco” label.
-Traditional players have also embraced sustainability, reducing the competitive advantage once enjoyed by newer brands.
-Margins are often tight and further squeezed by the additional costs involved in delivering on sustainability promises.
-Investment in these projects is slowing, as the “eco” label is no longer enough to sell an idea on its own.
-Consumers have become more sceptical. Telling them that a product is “saving the planet” is no longer sufficient.
-And at a time when household budgets are under pressure, many consumers are simply unwilling to pay a premium.
Ultimately, sustainability needs to be part of the value proposition, but it cannot be the entire proposition. It is increasingly becoming an expected attribute—one that, sooner or later, most companies will incorporate in one form or another.
As a result, many of the businesses that have emerged in recent years are likely to disappear, particularly those that lack the scale, differentiation or strategic value required to survive or become attractive acquisition targets.
Trend no. 3 — Specialisation as a key differentiator: In a global market evolving at extraordinary speed, businesses are increasingly faced with only two real strategic options:
-Compete through scale: but only if they have the resources and a sufficiently large market to support it. Scale matters because today’s competitive environment demands speed, and moving quickly requires significant investment.
-Compete through specialisation: identify a clear niche, define a strong proposition and develop it with care and consistency. This inevitably requires a highly disciplined cost structure, as the addressable market is smaller and specialisation can place additional pressure on margins.
In 2025, we expect to see further growth in niche businesses seeking to move away from the crowded motorway of generalist offerings by providing something genuinely different: more exclusive, more accessible, more distinctive or truly unique.
Because remaining stuck in the middle, with no clear scale advantage and no meaningful specialisation, is becoming a fast track to irrelevance.
Trend no. 4 — The rise of ultra initiatives: In 2024, we described a tense and polarised world, with consumers becoming increasingly emotionally charged. One response to this environment has been the gradual but steady emergence of more radical initiatives.
These projects deliberately push boundaries. They explore the unexpected through disruptive approaches that may not always be highly profitable, but are distinctive enough to attract attention, spark conversation and mobilise consumers.
They are typically niche ventures aimed at highly engaged early adopters.
They are not trying to win over society as a whole. In fact, broader approval is often irrelevant, as long as their community identifies with the proposition. That sense of belonging becomes part of the brand itself.
For established companies, adopting this kind of approach is extremely difficult, both because of credibility issues and their natural aversion to risk. And that is precisely where the opportunity lies for new players.
However, these projects must remain true to their communities. Diluting their identity in pursuit of greater market share or short-term profitability can quickly undermine the very reason people supported them in the first place.
Authenticity—and a certain degree of purism—is essential.
Trend no. 5 — Playing it safe makes you invisible: We live in a world saturated with messages, not only from brands but also from influencers, trusted circles and countless other voices. At the same time, we are dealing with an overwhelming mix of information and misinformation.
In this environment, staying neutral does not protect a brand—it simply makes it invisible. Consumers increasingly expect brands to have a point of view, even if they do not always agree with it.
That inevitably means accepting that it is impossible to please everyone. Brands need to learn how to live with criticism, detractors and haters.
Not long ago, the prevailing idea was: “Let people talk about me—but only positively.” Today, the attitude is closer to: “Let them talk about me, whether positively or negatively—as long as they are talking.”
Brands need a voice and, above all, an opinion. Neutral, overly cautious or relentlessly upbeat messaging rarely makes a real impact. And when a brand tries to present itself as something it is not, consumers eventually see through it.
So brands need a clear voice, preferably a recognisable face, and above all, a consistent message that aligns with who they are and what they stand for.
Trend no. 6 — The rise of the empowered, demanding consumer: Consumers can access almost anything they want with a single click or tap. It no longer matters where they are or where the provider is located: almost everything is within reach.
This gives them an unprecedented degree of freedom, limited mainly by their own preferences, habits and willingness to engage with the available channels.
As a result, building loyalty and maintaining a long-term relationship with consumers is becoming exponentially more difficult—as well as more expensive.
Unlimited access to alternatives also makes consumers more demanding and less tolerant of poor experiences. They are less likely to remain loyal to a brand, yet at the same time expect brands to work much harder to earn that loyalty.
Simply meeting a need is no longer enough. Companies must build genuine customer relationship models, adapted to different types of consumers according to their needs, level of maturity, context and individual characteristics.
Otherwise, they risk becoming trapped in a constant cycle of retaining customers through price or continually acquiring new ones because they have failed to generate meaningful loyalty and repeat business.
Trend no. 7 — Where have my buyers and followers gone? As we highlighted in the previous trend, brands are moving into an environment of constant customer churn, with consumers continually exploring new alternatives. And why would they not, when switching barriers are so low?
This will push customer acquisition and attraction costs even higher, placing further pressure on margins.
At the same time, channels that were once considered reliable—such as influencer marketing—are beginning to lose some of their effectiveness. The market is overcrowded, many influencers have only a superficial relationship with the brands they promote, which undermines credibility, and the quality of execution is often poor. In many cases, they focus more on promoting themselves than on the brand paying for the campaign.
Brands will therefore face an increasingly challenging landscape: higher acquisition costs, fewer dependable sources of new customers and a growing need to invest in their existing customer base by building stronger, more consistent relationship models.
Trend no. 8 — Everyday luxuries and small pleasures: Consumers’ finances will remain under pressure, particularly for those living in Europe.
At the same time, this will coexist with a growing desire to create a clearer balance between professional and personal life—to enjoy everyday moments, even if in ways that are more closely aligned with economic reality.
This will continue to fuel the rise of small luxuries and everyday pleasures: products and experiences that make people feel different or special without requiring a significant financial commitment.
Their appeal becomes even stronger when they are easy to share, because we live in a society where enjoying an experience is often almost as important as showing our community that we are enjoying it.
We expect to see a growing number of accessible experiences and small indulgences designed to make consumers feel unique while remaining within reach of a broad range of budgets.
Trend no. 9 — The loneliness dilemma: Human beings are social by nature. We need contact and connection with others.
Yet social and economic changes are driving a steady rise in the number of people living alone and managing their day-to-day lives independently. In Spain, more than 25% of households are now made up of just one person.
This creates two different opportunities for brands. First, they need to adapt their products and services to consumers who increasingly enjoy and purchase them alone. Second, there is growing demand for solutions that help people overcome isolation and create meaningful connections. This is an increasingly significant consumer group that brands can no longer treat as an exception. It requires a genuinely differentiated approach.
And this is not simply about dating—a market that is already highly developed, although not always particularly well served. It is also about helping people connect through shared interests, create new forms of companionship and spend time with others without triggering the feeling that they may be making their lives unnecessarily complicated.
From a technological perspective
Trend no. 10 — Living between reality and fiction: It is often claimed that more than 75% of the content we see on social media is now created or altered digitally. Whether we like it or not, that proportion is only likely to increase.
As consumers, we will have to learn to navigate a world in which genuinely verifiable content—whether created by humans or machines—coexists with material that is entirely fictional.
Add to this the increasingly blurred boundary between online and offline experiences, and the result is a complex environment that may leave many consumers uncertain, overwhelmed or even unable to act.
We will need to become accustomed to voice cloning, manipulated images and content generated from data associated with our own identities. This marks the beginning of life inside a new kind of consumer Matrix—one for which we are not yet fully prepared.
For brands, this will be a major challenge. Distrust and uncertainty create friction and can ultimately discourage consumption. Companies will therefore need to develop strategies that reinforce authenticity, build a sense of proximity and make it easier for consumers to verify that the people, messages and experiences they encounter genuinely come from the brand.
Trend no. 11 — The rise of questionable knowledge: Having greater access to information does not necessarily mean that we are becoming more knowledgeable.
That is precisely the situation we are now facing: a constant flood of information from countless sources, all contributing to an increasingly blurred and fragmented version of reality.
AI adds another layer of complexity. It no longer simply gives us access to information; it increasingly attempts to construct a single, definitive version of the truth—and, if we allow it, to make decisions on our behalf based on that version.
We may therefore be entering one of the greatest periods of misinformation and declining understanding in history, despite having more access to data than ever before. One key difference compared with previous eras is that we no longer feel the need to internalise knowledge. Instead, we increasingly rely on disposable, on-demand information: used to answer an immediate need and then quickly forgotten.
This shift is likely to affect society’s cultural depth, critical-thinking skills and creative capacity.
Trend no. 12 — From online behavioural data to real-world insight: With the rise of the internet, brands became obsessed with understanding consumers through their online behaviour and the data they shared—whether knowingly or indirectly—across different digital channels.
However, regulation has gradually placed tighter restrictions on this approach. At the same time, consumers have become more cautious and far less willing to hand over their personal information.
Add to this the need for brands to build closer relationships with customers, the increasingly omnichannel nature of consumer behaviour and the expectation of a seamless experience regardless of the channel. Consumers are far more complex than a series of clicks, searches and completed forms. As a result, brands will need to develop new ways of understanding people in the physical world.
The ability to capture emotions, concerns and biometric signals, and to observe how products and services are actually experienced and used, could become a significant competitive advantage. However, this insight will only create value if brands can translate it into credible relationship models that deliver clear and meaningful benefits to the consumer.
Because whether the interaction takes place online or offline, consumers are not naïve—even when our behaviour occasionally suggests otherwise—and they will not give up their data without receiving something worthwhile in return.
Trend no. 13 — Living with digital overload and exhaustion: We did not want to close this list of trends without addressing two increasingly common phenomena:
-Acute digital overload: the pressure to adopt every new technology, platform and tool.
-Digital exhaustion: the fatigue caused by constantly having to keep up with an ever-expanding digital ecosystem.
The two are closely connected, and we are already seeing their effects in our day-to-day work. We expect both to become even more prominent throughout 2025.
On the one hand, businesses and brands increasingly feel compelled to implement every technological innovation and countless new tools, often without clearly understanding what they are for, what value they deliver or how to use them effectively.
This creates what we might call the “champagne effect”: an initial rush of excitement followed by disappointment. Over time, this also generates distrust, while the fear of falling behind remains firmly in place.
On the other hand, both brands and consumers are experiencing growing digital fatigue. People are tired of having to be present across every channel and constantly adopt every new platform, solution and alternative entering the market. As a result, we are beginning to see a growing number of consumers turning away from technology altogether, exhausted by the pressure to remain permanently connected and up to date.
These are the 13 trends that we at The Brain Mixers believe will shape 2025. Do you agree? Are there any others you think we have missed? We would love to hear your thoughts 😉
And if you would like to explore these trends with us through And What About 2025?—and understand how your business or brand can take advantage of them or minimise their potential impact—we would be delighted to help. Simply get in touch, and we will support you throughout the process.
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