What we already observed at the end of 2024 remains true: uncertainty, limited growth momentum, and structural shifts are shaping the European packaging industry. But even if the overall picture remains challenging, there are segments that are sending out slightly positive signals. In our review and outlook, we look not only at the uncertainties, but also at tailwinds, growth levers, new customer acquisition, recipes for success, and sensible next steps. Because one thing is clear: there will continue to be winners – and decisions that make a difference.
The European packaging industry is confronted with a market caught between stagnation, uncertainty, and the need for new growth models. For many years, companies were able to rely on robust consumption, stable supply chains, and reliable customer demand. That seems to be increasingly a matter of the past.
The latest available market figures – which are naturally always delayed and reflect the status of 2024 at the end of 2025 – clearly confirm this trend. Even though the industry has long been in the middle of the next cycle, the figures very clearly reflect a structural development that poses major challenges for the sector.
We take a look at four key aspects that are shaping the industry and recommend ways and measures to be successful in 2026 despite all the adversities.
An industry without significant tailwinds
The latest production figures for packaging materials are once again lower, confirming a pattern that has been evident for months. Unsurprisingly, the total volume of packaging production has also declined over the year. Although there are individual materials that are recording slight increases, the majority are in negative territory. Taken together, these changes result in a market that is generating hardly any organic growth.
- Plastics with minimal volume growth but declining value
- Paper and cardboard with a significant decline in volume
- Glass with further declining volumes
- Aluminum slightly above previous year
- Steel with a significant decline
This trend is confirmed by similar developments in other industries in Europe. Most economies are growing at only a rate in the single digits. Real private consumption, long a reliable anchor of demand, has been declining for years. Many industries that require packaging are struggling with their own structural issues. This reduces the automatic demand effect that used to be a reliable basis for the packaging industry.
The dominant theme: uncertainty
In addition to stagnation, uncertainty is one of the dominant market factors. Companies of all sizes report a planning situation characterized by geopolitical tensions, volatile cost structures, and increasingly complex regulatory requirements. Investments are being delayed, market entries postponed, and budgets allocated more cautiously.
On top of that, potential growth markets such as the US and China are no longer providing strong impetus with the same reliability. This means another pillar that companies have been able to lean on for a long time is disappearing.
Familiar growth levers no longer work
For years, the dominant growth strategy of many companies was to expand business with existing customers. This model worked well for a long time, but is now reaching its limits. In a market that is not growing, existing customer relationships are losing their scaling effect. More of the same does not lead to any significant progress.
At the same time, a dangerous dependence on a few established accounts is emerging. As soon as these stall or are hit by uncertainty themselves, the company immediately loses momentum. As a result, the industry is undergoing a significant change: growth no longer comes from deepening existing relationships, but from winning new customers.
The role change from farmer to hunter is no longer an optional trend, but a structural change.
Why new customers are so difficult to win
Despite awareness of the need for new business relationships, many companies find this difficult.
Typical bottlenecks are
- a lack of focus on specific, suitable target industries,
- insufficient insight into market potential and customer needs,
- positioning that is not clearly differentiated enough,
- Unstructured or fragmented approaches to business development, as well as
- limited resources, which are usually already tied up in day-to-day business.
Many companies want to take action, but fail to create the organizational and strategic conditions necessary to bring movement to the market.
What successful companies do differently
Companies that grow even in the difficult environment described above, do not do so by chance. They follow a few clear principles that make all the difference.
Clear positioning
A precise, credible, and differentiating market position creates the basis for convincing new customers. It defines why a provider is relevant and in which areas it offers real added value.
Consistent segmentation
Growth occurs where supply and market are a good match. Successful companies systematically analyze industries, applications, and customer groups and prioritize those segments in which they see realistic and attractive opportunities.
Structured business development processes
Acquiring new customers is not the result of random individual activities. What is needed are clear responsibilities, fixed routines, measurable goals, and a coordinated approach that combines strategy and operational action.
Business model paradigm: Market-oriented activation
From initial contact to content, arguments, and campaigns, as well as sales tools, innovation, and products: those who tailor their business specifically to the needs, requirements, and developments of specific market segments achieve greater impact with their market activities.
Looking ahead to 2026: Preparing for a challenging environment
In the coming year, the market will again not deliver any significant growth on its own. Companies must therefore carefully control which market segments they target, which messages they send, and how they actively exploit opportunities. The ability to acquire new customers quickly and systematically will become a decisive competitive advantage.
Those who want to be successful in 2026 are aligning their companies today and ensuring
- clear priorities,
- close market orientation,
- a structured approach,
- clear responsibilities, and
- strong differentiation.
Conclusion
The packaging industry continues to face a challenging market environment. Low growth momentum, changing consumption patterns, and high uncertainty make it necessary to question established strategies. Growth no longer happens automatically, but through targeted, focused, and well-structured activity.
Companies that sharpen their position today, segment markets, create clear structures, and anchor business development as a key success factor will be the winners in the coming years. In a phase of weak external momentum, a company’s own agility will determine who comes out on top.
We are happy to support you with our expertise and experience.
