The relevance of this study stems from the accelerated digitalisation of the food retail sector, the growing share of e-commerce channels, and the need for strategic management of product category development amid shifting consumer demand. The aim of the study was to develop and justify a cascading approach to the strategic analysis of growing product categories in online food retail, based on the integration of portfolio models and SWOT analysis to enhance the soundness of strategic management decisions. A cascade approach was used for the strategic assessment, combining the BCG and GE/McKinsey portfolio models with SWOT analysis, as well as methods of structural analysis, analysis of online sales dynamics, calculation of compound annual growth rates (CAGR) and the share of product categories in the e-commerce structure. The research was based on statistical data from the international platform Statista for the period 2018-2024. The results of the study indicate uneven development across product segments in the food e-commerce sector and allow for the identification of categories with the most stable growth dynamics and structural strengthening of their positions in the digital channel. In particular, it has been established that the highest average annual growth rates are demonstrated by the categories “bread and cereal products” (24.07%), “confectionery and snacks” (21.01%), “semi-prepared foods” (21.08%) and “meat” (over 20%), confirming the emergence of high-demand segments in online trade. It was shown that the effectiveness of e-commerce development in the food sector depends on a combination of demand factors, logistics infrastructure, digital services and the specific storage and transport requirements of different product groups. Portfolio analysis using the BCG model revealed the presence of “stars”, “question marks” and “cash cows”, whilst the GE/McKinsey matrix confirmed varying levels of market attractiveness and competitive position across individual product segments. A SWOT analysis identified key drivers of growth (rising online demand, digitalisation of services) and constraints (logistics costs, price volatility, regulatory barriers). The proposed approach enables a shift from quantitative diagnosis of product category dynamics to the formulation of differentiated strategic directions for their development and can be used to justify business strategies and government policies supporting the digital transformation of the food market

digital commerce; food market; portfolio evaluation; competitive advantages; digital sales channels; management decisions; strategic planning