Enterprise Intelligence

Everything your company knows, connected to the decision at hand.

Molsaro connects your performance data, institutional knowledge, owned research, plans and past decisions into one permission-aware business context — so the next question starts from what the company has already established, not from a blank page.

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Price architecture · Brand X · Grocery · United Kingdom · FY27 H1

Hold the 500ml shelf price. Take the increase on the four-pack.

Expected net revenue effect

+2.1%

Against the accepted plan
Five sources · one restricted

Owned research

Shopper price sensitivity

62%

Notice a move above 4% · FY26 Q3

Institutional knowledge

Price architecture guideline v4

“No pack crosses £2.50 at shelf.”

Approved FY26

Performance data

Weekly sell-out and shelf price

P01–P09 FY27 · 3 accounts

Plans and commitments

Promotion calendar, H1

  • Multibuy
  • Feature
  • Display

Committed

Finance only

Customer margin by account

Outside your access

Decisions and outcomes

FY26 Q3 pack-price decision

Expected
+1.2%
Measured
+1.5%

Closed · measured

Six sources the company already owns — a weekly sell-out and shelf-price chart, an H1 promotion calendar, the price architecture guideline stating that no pack crosses two pounds fifty at shelf, a shopper price sensitivity finding, and the measured result of the previous pack-price decision — send fine lines up into a single decision that holds the 500ml shelf price and takes the increase on the four-pack, for an expected net revenue effect of plus 2.1 per cent against the accepted plan. A sixth source, customer margin by account, is restricted to Finance and its line stops short.

Inside the company

You already own the answer.

It is spread across five kinds of system, owned by five different teams, and nobody has time to assemble it before the meeting. Molsaro connects all five and keeps them connected.

  • Performance data

    Shipments, sales, price, promotion, distribution, cost and margin, at the grain your systems actually record them.

    52 weeks of sell-out by SKU and account

  • Institutional knowledge

    Category and brand strategy, playbooks, guidelines, and the documents that explain how this business is run.

    Price architecture guideline, v4

  • Owned research

    The consumer, shopper, customer and market studies you commissioned, still searchable when the next question needs them.

    Shopper price sensitivity, FY26 Q3

  • Plans and commitments

    Calendars, budgets, allocations, and the scenarios a team has already adopted.

    H1 promotion calendar, committed

  • Decisions and outcomes

    What was chosen, what it rested on, and what it returned once it was measured.

    FY26 Q3 pack-price decision, +1.5%

Competitor, category, consumer and market signals from outside the company arrive through Market Intelligence.

One decision, end to end

One connected context, one recommendation you can defend.

Ask about a brand, a customer, a channel or a market. Molsaro resolves the question to your own entities and period, weighs the options against the plan you already accepted, checks them against the guardrails you already set, and writes a recommendation with every source and figure attached to it.

Scope
Resolved to your commercial entities — this brand, these SKUs, that customer, that market — not to a keyword match.
Access
What a person is not permitted to see never enters their answer, and the answer says where it narrowed.
Control
Molsaro proposes; a person commits. Nothing consequential happens without that step.

Decision memo

Price architecture · Brand X, 4 SKUs · 3 grocery accounts · United Kingdom · FY27 H1

Recommendation

Hold the 500ml shelf price. Take the increase on the four-pack instead.

The four-pack absorbs the same revenue without moving any pack over the £2.50 shelf ceiling, which the 500ml route breaks in two of the three accounts.

Expected effect
+2.1%
Range
+1.4% to +2.8%
Guardrail
Held in all 3 accounts

The case, against the accepted plan

  1. Four-pack price-pack ratio Recommended

    +2.1% Ceiling held in all 3

  2. 500ml shelf price, +4%

    +2.0% Ceiling crossed in 2 of 3

  3. Hold both — accepted plan

    Reference case No change

Expected effect on net revenue, against the accepted H1 plan

What it rests on

  1. 1 Weekly sell-out, price and promotion P01–P09 FY27 · weekly · sales system
  2. 2 Price architecture guideline v4 Approved FY26 · category strategy
  3. 3 Shopper price sensitivity Fielded FY26 Q3 · insights
  4. 4 Promotion calendar, H1 Committed · planning
  5. 5 FY26 Q3 pack-price decision and its result Closed · +1.5% measured
  6. 6 Customer margin by account Restricted to Finance · not used

Net revenue = gross sales − trade spend − returns

  1. Proposed 08:41
  2. Reviewed by the Revenue Growth Management lead
  3. Committed to the H1 plan
  4. Expected outcome attached
A decision memo for price architecture on Brand X across four SKUs and three grocery accounts in the United Kingdom for FY27 H1. It recommends holding the 500ml shelf price and taking the increase on the four-pack. Against the accepted plan, the four-pack route returns an expected plus 2.1 per cent of net revenue with a range of plus 1.4 to plus 2.8 and holds the two pounds fifty ceiling in all three accounts; a 4 per cent move on the 500ml returns plus 2.0 per cent but crosses the ceiling in two of the three accounts; holding both is the reference case. The memo cites five sources with their periods and owners, records that a sixth, customer margin by account, is restricted to Finance and was not used, and closes with a rail showing the recommendation proposed, reviewed by the Revenue Growth Management lead, committed to the H1 plan, and its expected outcome attached.

Four questions, one context

Every commercial team reports the same net revenue.

Revenue Growth Management, Finance, key account teams and Insights ask completely different questions, and each answer names the sources it drew on. They agree because every one of them resolved to the same brands, the same period and the same definition.

  • Revenue Growth Management

    Where can we take price next half without losing the account?

    The four-pack carries the increase in all three accounts; the 500ml crosses the shelf ceiling in two of them.

    From performance data, plans and commitments

  • Finance

    Which of last year’s commitments actually returned what we booked?

    Eleven of fourteen are measured and running 0.3 points ahead of plan. Three are still open.

    From plans and commitments, decisions and outcomes

  • Key account sales

    What has this customer been promised, and what did it deliver?

    Distribution on four lines was promised for H1; three listed, one deferred at the review that agreed it.

    From performance data, decisions and outcomes

  • Insights & market research

    What do we already know about this shopper before we commission more?

    Nine studies cover the segment since FY24. Two answer the brief already; the gap is worth fielding.

    From owned research, institutional knowledge

Enterprise Intelligence and Market Intelligence are the two halves of Molsaro’s Enterprise & Market Intelligence pillar: what the company knows, and what the market is doing.

  • Enterprise Graph The entities, hierarchies and relationships your context resolves to.
  • Market Intelligence Competitor, category, customer, consumer and market signals from outside the company.
  • Hybrid Research Deep investigation that tests a claim and produces a deliverable you can act on.

Cumulative measured effect, three decisions closed

+4.8%

Net revenue · FY27 to date · United Kingdom

Running measured total

  1. Price architecture

    FY27 Q1

    Expected+2.1

    Measured+2.6

  2. Promotion depth

    FY27 Q2

    Expected+0.8

    Measured+0.5

  3. Assortment review

    FY27 Q2

    Expected+1.4

    Measured+1.7

  4. Launch support

    FY27 Q3

    Expected+1.9

    MeasuredPending

  5. Channel mix

    FY27 Q4

    Expected+0.6

    MeasuredInsufficient data

Decision record

Price architecture, FY27 H1

Scope
Brand X, 4 SKUs, 3 accounts, grocery, UK
Guardrails
Shelf price below £2.50; no delist risk
Scenario adopted
Price-pack ratio, four-pack
Discussion
6 comments, 3 functions
A ledger of five decisions across FY27. Price architecture in Q1 was expected to return plus 2.1 per cent and measured plus 2.6. Promotion depth in Q2 was expected to return plus 0.8 and measured plus 0.5. Assortment review in Q2 was expected to return plus 1.4 and measured plus 1.7. Launch support in Q3 was expected to return plus 1.9 and is still pending. Channel mix in Q4 was expected to return plus 0.6 and has insufficient data to measure. The running measured total across the three closed decisions is plus 4.8 per cent of net revenue.

Organizational memory

Compound what the company learns from every decision.

Molsaro keeps the decision — its scope, the sources behind it, the guardrails set and the scenario adopted — alongside what it was expected to deliver and what it actually returned once the period closed. The next team to face the question starts from that record.

  • An adopted plan carries the outcome it was expected to produce, and Molsaro measures the actual against it using the same baseline method.
  • An outcome states its own condition — measured, still pending, or not enough data yet. Nothing is estimated to close the gap.
  • Saved work stays where the team can find it, at personal, shared or organization-wide visibility.
  • The projection, forecast and demand model behind a commitment stay attached to it, so a later team can see exactly what was assumed.

Get started

Start with the decision you are making this quarter.

In a working session we connect a sample of your performance data, documents and research, resolve it to your own brands, customers and markets, and work one decision you are making right now through to a recommendation.

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