Product & Category Management

Build the most profitable version of your portfolio.

Molsaro shows how every product really performs — growth, margin, mix, incrementality — and models what each launch, pack change, price move, or exit would do to the whole portfolio.

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Portfolio · 52 weeks

EUR 214.0m

Gross profit +2.6%

Portfolio review — Sparkling beverages · 48 products

Objective: grow gross profit · hold shopper reach

+4.1%

Gross profit

At 12% fewer products · 92% of volume retained

Six of the portfolio's 48 products, with growth, margin, the reason, and the recommended action.
Product Growth Margin Reason Action
Citrus Sparkling · 330ml can +8.4% 38.2% Highest incremental reach in the range Grow
Berry Sparkling · 330ml can +11.2% 36.8% Winning the under-35 occasion Grow
Citrus Sparkling · 1L bottle +2.1% 34.0% Carries the family shop Hold
Ginger Sparkling · 750ml −4.6% 29.4% Priced above its tier, trial too thin to hold it Fix price
Citrus Zero · 1.5L multipack −9.8% 24.1% Duplicates the 1L multipack · 84% shared buyers Exit
Elderflower Sparkling · 250ml glass −12.4% 21.6% No incremental reach, 9 weeks of cover Exit

42 further products ranked on the same measures

A portfolio review of 48 sparkling beverage products against the objective of growing gross profit while holding shopper reach. The recommended set lifts gross profit by 4.1% with 12% fewer products, retaining 92% of the volume. Six products are shown: two to grow, one to hold, one to fix on price, and two to exit.

Expected range

+3.4% to +4.8%

Portfolio review · Product Lead Approved

The product lifecycle

Optimize every stage of the product lifecycle — from business case to exit.

  • New product case

    The demand a launch can win, what it cannibalizes, and the economics at launch pricing.

  • Launch

    The volume trajectory a launch must hit — and its actual trajectory, tracked against the plan.

  • In-market

    Price, pack, and promotion moves modeled at product level before you make them.

  • Tail & exit

    The products whose sales, margin, and incrementality no longer justify their complexity — and where their volume would go.

Profit drivers

See the true profitability of every product — and what drives it.

Portfolio performance by product and brand — growth, share, margin, and mix — with the movements explained, not just plotted.

  • Gross profit attributed to the drivers you manage: price, volume, mix, promotion, new products, exits
  • The market around the portfolio in the same picture — category size, growth, and competitor moves
  • Every product measured on the same basis, so the tail has nowhere to hide

Gross-profit contribution by product

48 products · last 52 weeks · EUR 68.5m

12 products carry 81% of gross profit

6 products consume it

Highest contribution

What moved gross profit — 52 weeks, EUR m

  • 66.8Prior year
  • +1.9Volume
  • +2.4Price
  • +0.8Mix
  • −1.7Promotion
  • +1.1New products
  • −0.8Exits
  • −2.0Input costs
  • 68.5Current

Input costs is the balancing factor — every other driver is a decision you own.

Two figures. First, gross-profit contribution ranked across all 48 products: twelve products carry 81% of the portfolio's 68.5 million euro gross profit, a long tail contributes the remainder, and the final six products are gross-profit negative. Second, a waterfall of what moved gross profit over 52 weeks, from 66.8 million euros to 68.5: volume plus 1.9, price plus 2.4, mix plus 0.8, promotion minus 1.7, new products plus 1.1, exits minus 0.8, and input costs minus 2.0 as the balancing factor.

Portfolio scenarios

See the full impact of every portfolio move before you make it.

Three complete scenarios, one baseline, one objective. Molsaro projects each scenario's revenue, profit, and unit consequences — with expected ranges, guardrails, and where exited volume would go — and recommends the strongest.

Product Management Decision Intelligence | Molsaro MARGIN GUARDRAIL — 31.5% FLOOR Current portfolio C B A RECOMMENDED −1% 0 +1% +2% +3% +4% PORTFOLIO REVENUE GROWTH +2.0pp +1.0pp 0 −1.0pp GROSS-MARGIN IMPACT
Three scenarios plotted against portfolio revenue growth on the horizontal axis and gross-margin impact on the vertical. Scenario A, rationalize the tail, sits top left: revenue down 0.3% but margin up 1.4 percentage points; it is ringed as the recommendation. Scenario B, restage the core, sits in the middle at plus 1.8% revenue and plus 0.3 points of margin. Scenario C, extend the range, reaches the highest revenue growth at plus 3.4% but falls 0.6 points of margin, inside the shaded zone below the 31.5% margin guardrail floor. Each scenario carries an expected range around its expected value.
  • A Recommended

    Rationalize the tail

    6 exits · volume redeployed to core

    Gross profit
    +4.1%
    Range
    +3.4% to +4.8%
    Revenue
    −0.3%
    Margin
    +1.4pp

    92% of exited volume retained by the core range

    Margin and reach guardrails held

  • B

    Restage the core

    2 price moves · 1 pack change

    Gross profit
    +2.6%
    Range
    +1.4% to +3.8%
    Revenue
    +1.8%
    Margin
    +0.3pp

    Keeps all 48 products in the range

    Margin and reach guardrails held

  • C

    Extend the range

    2 launches · 1 expansion

    Gross profit
    +1.2%
    Range
    −0.4% to +2.8%
    Revenue
    +3.4%
    Margin
    −0.6pp

    Adds 3 products and 9 weeks of working capital

    Margin falls to 31.4%, below the 31.5% floor

One baseline, one objective, the same guardrails on every scenario — and a named owner on the one you adopt.

Launch tracking

Botanical Sparkling · 330ml can

Week 14 of 52

Product Management Decision Intelligence | Molsaro

Actual

Plan

Expected range

Cumulative volume, weeks from launch

Behind plan

41% ACV

Distribution · plan 48%

Ahead of plan

1.12×

Velocity per point of distribution

The gap is distribution, not demand — and it is week 14, not the annual review.

A launch-tracking display standing on a dark luminous floor shows the Botanical Sparkling 330ml can at week 14 of 52. The actual cumulative volume build runs below the plan curve and below its expected range. Two readings explain the gap: distribution has reached 41% ACV against a plan of 48%, while velocity is running at 1.12 times plan per point of distribution. The shortfall is distribution, not consumer demand.

Launch performance

Know early whether a launch will hit its plan.

Every launch is tracked against the trajectory its business case promised — distribution, velocity, and share — so a shortfall shows while you can still act on it.

  • The gap is broken into its causes, so you know whether to fix distribution, price, or the proposition
  • When the trajectory diverges, the same models quantify the response before you fund it
  • Smart Monitors and Innovation Radar watch competitor launches in your categories the same way

The deliverable

Turn every recommendation into a business case leadership can approve.

The case carries its numbers — the demand a launch can win, what it cannibalizes, the economics at launch pricing — and the source behind each one.

  • For exits, the same rigor: sales, margin, incrementality, and where the volume would go
  • When the story goes to a retail partner, it lands as a category growth plan
  • Exports where the conversation happens, with the reasoning attached
  • SKU AnalyzerWorks the product economics
  • Pack StrategistWorks the pack-price ladder
  • Cannibalization CheckValidates where the volume comes from
  • Launch TrackerFollows every launch against its plan

New product case

Botanical Sparkling · 330ml can

EUR 1.5m gross profit in year one — 78% of it incremental.

  1. 01Demand and source of volume
  2. 02Economics at launch pricing
  3. 03Portfolio fit
  4. 04Expected trajectory

Expected trajectory

Year-one volume
3.8m units
Net revenue
EUR 4.2m
Incremental
78%
Distribution by wk 26
62% ACV

Every number traces to the model or the source it came from.

PDF
A new product business case for the Botanical Sparkling 330ml can, worth 1.5 million euros of gross profit in year one with 78% of that volume incremental to the portfolio. The case covers demand and source of volume, economics at launch pricing, portfolio fit, and the expected trajectory: 3.8 million units and 4.2 million euros of net revenue in year one, reaching 62% ACV distribution by week 26. It exports as a PDF.

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