Black Friday has ceased to be just a date marked by discounts and has become established as a moment that reveals the operational, strategic, and technological maturity of Brazilian companies. It is a point of tension that exposes advances and weaknesses, and that shows, in practice, how brands and consumers have evolved in recent years. Even in a still unequal scenario in terms of structure and digitalization, the period has become a great field of observation on behavior, efficiency, and decision-making.
One of the most relevant trends is the growth of live commerce. It has strengthened especially among categories more sensitive to demonstration, such as beauty, fashion, electronics, and home goods. Although not yet a widespread practice, it has ceased to be a one-off action and has become a complement to conversion strategies in more digitally mature companies. During Black Friday, the format gains even more strength because it combines live demonstration, immediate interaction, a sense of urgency, and an experience that is often more engaging than traditional browsing. Even when operated with a limited structure, live commerce provides rich data on interest, recurring questions, and moments of greatest engagement, allowing for real adjustments to the commercial strategy.
The date has also become a true laboratory for companies that have already advanced in the use of technology. More responsive chatbots, recommendation mechanisms, navigation adjustments, checkout tests, and hybrid cross-channel experiences are validated in a context of extreme traffic. This is not a reality for all Brazilian retail, but it represents a clear sign of maturity: those who have already taken significant steps use Black Friday to understand where their operation withstands the pressure and where it still needs to evolve.
Brazilian consumer behavior, in turn, has transformed significantly. Black Friday increasingly influences the act of waiting. Consumers postpone important purchases, research for longer, and monitor prices more methodically. This change profoundly alters the dynamics of the quarter, as it generates pent-up demand and requires brands to carefully plan their assortment, margins, and inventory. Consumer expectations have become part of pricing and commercial strategy.
It is precisely in this context that a silent and extremely relevant change emerges: the consumer has begun to question the real value of products. Instead of looking only at the price, they observe the brand's consistency throughout the year. When they find very significant differences between the price charged on Black Friday and the price in other months, they wonder if the full price really represents what they are getting. This questioning does not stem solely from the search for opportunities, but from a more mature perception of value, positioning, and consistency. They understand that price is an indicator of positioning and begin to demand that the value logic makes sense all year round. This reflection affects their relationship with certain categories and brands, influences their loyalty, and increases the tendency to postpone decisions until periods when they believe they are facing the "true price."
This phenomenon also changes behavior throughout the year. Consumers develop the habit of comparing more, deciding later, and looking for signs of consistency before making higher-value purchases. They develop a more critical understanding of promotional cycles, identify patterns, and adjust their decision timing. This movement puts pressure on companies to rethink their pricing strategies beyond November and reinforces the importance of more coherent, transparent, and well-structured policies.
Inventory management remains one of the most sensitive pillars of the event. Stockouts have an immediate impact on reputation, and excess inventory compromises cash flow. More mature companies already adopt predictive models that combine historical data, demand signals, and trends. However, a large part of the market still works with hybrid models, where the combination of technology and commercial analysis is fundamental. Inventory accuracy continues to be a significant challenge and directly influences the consumer experience during peak sales periods.
In logistics, progress is also gradual. Some brands are already testing smaller regional structures to gain speed, but the predominant scenario remains based on strengthening teams, more intensive use of physical store inventory, dark stores, and specialized last-mile partnerships. Full inventory integration and advanced automation are still practices restricted to a few players with a high level of operational maturity. Even so, there is a growing trend towards regionalization and operational adjustments that seek to shorten distances and increase service speed.
The commercial strategy has also undergone transformations. The most advanced companies utilize personalization, exclusive conditions for loyal customers, incentives for advance purchases, and dynamic adjustments according to the actual demand behavior. Although this is not yet the reality of the entire market, this direction demonstrates a search for greater efficiency and the preservation of margins in a period of intense competition.
When all these elements are considered together, it becomes clear that Brazilian Black Friday has evolved into a strategic ecosystem that combines behavior, data, operations, and technology. The event showcases companies' ability to plan consistently, deeply understand their consumers, operate efficiently, and deliver value in a way that aligns with their positioning. It's not just a big sale, but a moment of truth that reveals maturity, coherence, and competitiveness.
Understanding Black Friday from this perspective is essential to seeing the Brazilian retail sector in its true complexity. The sector advances at different paces, faces significant challenges, and continuously learns from its own cycles. Competitiveness today lies not only in the discount offered, but in the ability to consistently build value over time and transform the event into learning, intelligence, and long-term relationships.
Lyana Bittencourt , CEO of the BITTENCOURT Group – a consultancy specializing in the development, expansion, and management of business networks and franchises.

