In the first nine months of 2025, U.S. merger activity surged by 10 percent compared to the prior year, marking a significant rebound after a prolonged period of regulatory uncertainty under the Biden administration.

With the steady stream of “Merger Monday” announcements, it's easy to perceive corporate consolidation as an abstract phenomenon. Yet, mergers and acquisitions extend beyond the realm of Wall Street bankers and corporate attorneys; they profoundly impact everyday Americans.

However, not every merger is designed with the public good in mind. Some consolidations reduce competition and enhance market power, ultimately leaving consumers at a disadvantage.

Conversely, others unite complementary businesses in a manner that sparks efficiencies, drives innovation, and enables companies to compete effectively on a global scale.

The crucial task for policymakers and the general public is to discern beneficial consolidations from those that could be detrimental.

Fortunately, this task has become easier as we move away from the antitrust absolutism era under Chair Lina Khan, during which corporate size was often viewed warily, and deals were critiqued through an ideological rather than an economic lens.

Thankfully, the regulatory pendulum has swung back toward objective, evidence-based evaluations, allowing free markets to operate while maintaining essential oversight.

This shift is significant, as thoughtful mergers represent one of the few remaining strategies for American companies to combat inflationary pressures and enhance domestic supply chain resilience.

A prime illustration of this concept is Kimberly-Clark’s acquisition of Kenvue, the consumer health spinoff from Johnson & Johnson. Announced in November, this merger merges Kimberly-Clark’s household essentials—brands like Kleenex, Huggies, and Cottonelle—with Kenvue’s science-driven health offerings, including Tylenol, Listerine, and Neutrogena.

Both companies emphasize that this union will create an expanded array of health and wellness products catering to consumers “at every stage of life.”

From a competitive perspective, this merger serves as a textbook example of a complementary consolidation. The companies operate mainly in adjacent categories rather than directly competing ones.

As a result, consumers won’t face a reduction in choices at their local stores, nor will competitors be eliminated. Instead, the merger’s primary advantages stem from scale efficiencies—especially in logistics and distribution.

Many of these products already travel through the same warehouses, trucks, pharmacies, and grocery stores. Streamlining these networks minimizes redundancy and lowers per-unit costs, which can be passed on to consumers in the form of more stable prices.

History provides insightful parallels. Some of the most enduring consumer brands in the American market emerged from mergers initially met with skepticism, only to be validated by positive consumer outcomes. Take, for instance, Procter & Gamble's acquisition of Gillette in 2005.

Critics warned that the deal would entrench corporate monopolies; however, it combined complementary product lines, expanded R&D capabilities at scale, and enhanced global distribution—all while maintaining competition across consumer categories.

Similarly, the merger of Exxon and Mobil raised eyebrows initially but ultimately demonstrated how greater scale can bolster efficiency, capital discipline, and supply stability, resulting in tangible benefits for consumers.

These cases reveal a consistent theme: when mergers foster sustained investment rather than mere short-term consolidation, consumer welfare typically improves.

This same principle applies to the Kimberly-Clark–Kenvue deal, as both research and development and competitive dynamics will be scrutinized in assessing its viability.

The potential benefits here are substantial. Kimberly-Clark has projected roughly $2 billion in merger-driven cost synergies within the United States.

These savings are not just theoretical; they can be reinvested into upgrading manufacturing capabilities, driving product innovation, and expanding domestic facilities.

With headquarters and research centers distributed across Texas, New Jersey, Pennsylvania, Ohio, and South Carolina, the merged entity is incentivized to strengthen its U.S. presence—bolstering job creation and capital investment, especially amid growing concerns about offshoring and supply-chain vulnerabilities.

This context is crucial, particularly within the realm of global competition. The consumer health and household goods sectors are increasingly dominated by large multinational corporations.

If American firms are inhibited from achieving efficient scale at home, they risk lagging behind foreign competitors, further tying U.S. families to overseas production for essential goods.

Strong domestic manufacturers act as safeguards against global disruptions, ensuring that decisions regarding diapers, medicines, and hygiene products are made within our own borders.

For Main Street, the implications are clear. After enduring years of inflation affecting essential goods, households are seeking relief wherever possible.

Well-structured mergers that reduce operational costs and streamline supply chains can alleviate potential price spikes on daily necessities—freeing up household budgets to address other escalating expenses, like energy and housing.

This is not just a theoretical advantage; it translates directly to the experiences families have at the checkout counter.

In an era where many prominent mergers have rightfully raised alarms concerning excessive market concentration, the Kimberly-Clark–Kenvue transaction serves as a reminder that mergers can still align with public interests.

When regulators enforce clear, objective standards, and when companies pursue partnerships prioritizing efficiency over mere market dominance, mergers and acquisitions can serve as a stabilizing force in our economy rather than a disruptive one.

For American consumers weary of inflation and persistent shortages, this is a lesson well worth remembering.

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Peter Morici is an economist and emeritus business professor at the University of Maryland, and a national columnist.