Price-led
1.5L +3.5%, 1L +3.5% — the gap to the multipack widens
- Share
- −0.7pt
- Gross profit
- +€1.2M
Consumer Goods
Grow volume and profit in the same plan.
Molsaro values price, pack, assortment, distribution and promotion against one P&L, shows what each one is worth and how precisely, and produces the plan and the customer story that follow.
- One plan across the levers, not five plans in five cycles.
- What each move is worth is separated out, so you can see where the money comes from.
- Scored against the plan you already accepted, over the same twelve months.
- A named person approves it. Nothing commits itself.
“We need three points of gross margin next year without losing share in the multipack. What should we move?”
Rivelle Sparkling soft drinks Northern Europe
+€1.9M gross profit, and 0.4 points of share.
- Price & pack
- 1.5L list price +3.5%
- Distribution
- 330ml can into convenience, 41% → 63% weighted
- Assortment
- 750ml glass delisted in discount; 61% of its volume moves to the 1L
- Promotion
- 4×330 multipack, 9 → 7 events, depth held at 25%
Performance drivers
Explain every point of volume you gained or lost.
- Category demand, competitor activity, your price, your promotion, your distribution and seasonality are each valued separately, in units, over your latest closed twelve months.
- What no driver explains is stated as its own quantity rather than folded quietly into the others.
- Where the data behind a driver is thinner, the driver says so beside its number.
- Own and competitor performance are read from one register, so the category view and your view never disagree.
Price-pack architecture
Set a price and pack ladder that grows revenue and holds share.
Around sixty ladder options, scored on share and on gross profit after trade spend and cost of goods, against the plan you already accepted.
Vertical bars show the range each option’s gross profit is expected to land in. Option C’s crosses zero.
Assortment and distribution
Turn distribution gaps into volume.
- Weighted distribution is read by pack and by channel, so a gap is a number you can act on rather than an impression from the field.
- What you list is valued against what it takes from the packs already there, in the same run — so incremental volume is separated from volume that would have sold anyway.
- Volume released by a delisted pack is redistributed across the packs that remain, rather than assumed lost.
- What results is the assortment case you take into the category review.
-
330ml can, convenience
Weighted distribution 41% → 63% +€0.8M
-
750ml glass, discount
Delisted · 61% of its volume moves to the 1L −€0.3M
-
1.5L bottle
Price index 96 → 99 after the ladder move
Trade promotion
Put trade spend behind the promotions that return it.
- Each event is read against that pack’s own baseline, so lift and incremental volume are separated from volume that would have sold anyway.
- Volume pulled from your other packs is counted as pulled, not as gained.
- Depth, frequency and mechanic are valued separately, so a calendar can be cut without cutting the events that work.
- What you release is either reinvested behind the events that return more, or held.
Trade calendar Rivelle Northern Europe 12 months from P7 2026
Seven events instead of nine. +€0.5M gross profit.
| Trade spend | Gross profit per € | |
|---|---|---|
| Last year, 9 events | €4.1M | €1.14 |
| Next year, 7 events | €3.8M | €1.35 |
| The two removed | €0.9M | €0.42 |
Joint business planning
Build a joint business plan your customer will sign.
- The customer’s share of the plan is separated out: what you are asking for, what it is worth to the category, and what it is worth to you.
- The category argument and your own gross profit sit side by side, so the ask is judged on both.
- Kelmar’s measured performance over the last twelve weeks sits beside what the plan projects.
- The plan leaves as a deck, a workbook and a summary, prepared by Account Strategy Dossier and reviewed by the person who owns the account.
Joint business plan Kelmar 12 months from P7 2026
Category value +€0.9M. Our gross profit +€0.6M.
- List the 330ml can in convenience
- weighted distribution 38% → 71%
- Feature the 4×330 in weeks 32 and 45
- two events, from three, depth 25%
- Range the 1.5L across the estate
- price index 96 → 99
Measured, last 12 weeks
- Kelmar category value
- +2.1%
- Our share in Kelmar
- 18.4%
- Kelmar JBP.pptx
- Plan detail.xlsx
- Summary.pdf
See it on your own categories.
We run your own categories through the same work you have just read: the drivers behind last year, the ladder options, the distribution you are missing, the events that are returning, and what a customer plan built on them looks like.
-
Performance drivers
why last year landed where it did
-
Price-pack
the ladder options and what they cost
-
Distribution
where you are not listed and what it is worth
-
Trade promotion
which events are returning
-
Joint business plan
what one customer’s plan would look like
Consumer Goods
Grow volume and profit in the same plan.
Molsaro values price, pack, assortment, distribution and promotion against one P&L, shows what each one is worth and how precisely, and produces the plan and the customer story that follow.
- One plan across the levers, not five plans in five cycles.
- What each move is worth is separated out, so you can see where the money comes from.
- Scored against the plan you already accepted, over the same twelve months.
- A named person approves it. Nothing commits itself.
“We need three points of gross margin next year without losing share in the multipack. What should we move?”
Rivelle Sparkling soft drinks Northern Europe
+€1.9M gross profit, and 0.4 points of share.
- Price & pack
- 1.5L list price +3.5%
- Distribution
- 330ml can into convenience, 41% → 63% weighted
- Assortment
- 750ml glass delisted in discount; 61% of its volume moves to the 1L
- Promotion
- 4×330 multipack, 9 → 7 events, depth held at 25%
Performance drivers
Explain every point of volume you gained or lost.
- Category demand, competitor activity, your price, your promotion, your distribution and seasonality are each valued separately, in units, over your latest closed twelve months.
- What no driver explains is stated as its own quantity rather than folded quietly into the others.
- Where the data behind a driver is thinner, the driver says so beside its number.
- Own and competitor performance are read from one register, so the category view and your view never disagree.
Price-pack architecture
Set a price and pack ladder that grows revenue and holds share.
Around sixty ladder options, scored on share and on gross profit after trade spend and cost of goods, against the plan you already accepted.
Vertical bars show the range each option’s gross profit is expected to land in. Option C’s crosses zero.
Assortment and distribution
Turn distribution gaps into volume.
- Weighted distribution is read by pack and by channel, so a gap is a number you can act on rather than an impression from the field.
- What you list is valued against what it takes from the packs already there, in the same run — so incremental volume is separated from volume that would have sold anyway.
- Volume released by a delisted pack is redistributed across the packs that remain, rather than assumed lost.
- What results is the assortment case you take into the category review.
-
330ml can, convenience
Weighted distribution 41% → 63% +€0.8M
-
750ml glass, discount
Delisted · 61% of its volume moves to the 1L −€0.3M
-
1.5L bottle
Price index 96 → 99 after the ladder move
Trade promotion
Put trade spend behind the promotions that return it.
- Each event is read against that pack’s own baseline, so lift and incremental volume are separated from volume that would have sold anyway.
- Volume pulled from your other packs is counted as pulled, not as gained.
- Depth, frequency and mechanic are valued separately, so a calendar can be cut without cutting the events that work.
- What you release is either reinvested behind the events that return more, or held.
Trade calendar Rivelle Northern Europe 12 months from P7 2026
Seven events instead of nine. +€0.5M gross profit.
| Trade spend | Gross profit per € | |
|---|---|---|
| Last year, 9 events | €4.1M | €1.14 |
| Next year, 7 events | €3.8M | €1.35 |
| The two removed | €0.9M | €0.42 |
Joint business planning
Build a joint business plan your customer will sign.
- The customer’s share of the plan is separated out: what you are asking for, what it is worth to the category, and what it is worth to you.
- The category argument and your own gross profit sit side by side, so the ask is judged on both.
- Kelmar’s measured performance over the last twelve weeks sits beside what the plan projects.
- The plan leaves as a deck, a workbook and a summary, prepared by Account Strategy Dossier and reviewed by the person who owns the account.
Joint business plan Kelmar 12 months from P7 2026
Category value +€0.9M. Our gross profit +€0.6M.
- List the 330ml can in convenience
- weighted distribution 38% → 71%
- Feature the 4×330 in weeks 32 and 45
- two events, from three, depth 25%
- Range the 1.5L across the estate
- price index 96 → 99
Measured, last 12 weeks
- Kelmar category value
- +2.1%
- Our share in Kelmar
- 18.4%
- Kelmar JBP.pptx
- Plan detail.xlsx
- Summary.pdf
See it on your own categories.
We run your own categories through the same work you have just read: the drivers behind last year, the ladder options, the distribution you are missing, the events that are returning, and what a customer plan built on them looks like.
-
Performance drivers
why last year landed where it did
-
Price-pack
the ladder options and what they cost
-
Distribution
where you are not listed and what it is worth
-
Trade promotion
which events are returning
-
Joint business plan
what one customer’s plan would look like