Revenue Growth Management
Revenue grows. Margin holds.
Price and pack, promotion and trade investment, portfolio and mix, customer economics — planned in one place, simulated against the accepted plan, and approved with the full P&L in view.
500ml PET UK Grocery list +2.5% vs accepted plan FY27
- Units
- −1.9%
- Revenue
- +0.9%
- Gross profit
- +2.6%
- Share
- −0.2pp
Gross profit walk P09–P13 FY27
Net +2.6% range +1.8 to +3.4 gross profit vs the accepted plan
- Price & pack
- Realized price, units
- Promotion & trade investment
- Lift, payback
- Portfolio & mix
- Revenue, margin mix
- Customer & channel economics
- Net revenue, gross profit
One commercial P&L
Commercial levers
Price, promotion, pack and mix answer to one P&L.
Six working analyses from one connected picture of your market — each one answerable in chat, each one carrying its range.
Six analyses drawn from the same market picture. A price response curve for the 500ml PET pack marks the recommended move at plus 2.5 percent, worth 2.6 percent of gross profit. A promotion decomposition for the P05 event separates baseline, lift, substitution and spend to a net of 64 thousand. A pack ladder plots price per litre across 330ml, 500ml, 1.25 litre and 1.5 litre and marks a 31 percent gap at the break. A mix frontier plots revenue against margin with the chosen mix marked. A customer profit and loss bridge runs net revenue to gross profit at 34.1 percent, with trade investment as the largest deduction. A forecast fan runs actuals into forecast with a range of plus or minus 4.2 percent at period 13.
-
Price response · 500ml PET
+2.6% gross profit at list +2.5%
-
Promo incrementality · P05 event
+64k net after spend
-
Pack ladder · price per litre
1.25L closes the ladder
-
Mix shift · revenue vs margin
+1.8% gross profit, chosen mix
-
Customer P&L · grocery accounts
34.1% gross profit of net revenue
-
Forecast range · FY26
±4.2% range at P13
Two promotion reviews drawn on the same four-column skeleton at the same scale, each against its own baseline drawn as the zero line. The multibuy two-for event in period 5 starts from a baseline of 1.42 million: lift adds 310 thousand, substitution takes back 71 thousand, trade investment costs 175 thousand, leaving 64 thousand of net gross profit — a payback of 1.21 times on 310 thousand of spend. The 30 percent depth event in period 3 starts from a baseline of 1.38 million: lift adds 191 thousand, substitution takes back 148 thousand, trade investment costs 132 thousand, leaving net gross profit 89 thousand below baseline — a payback of 0.68 times on 280 thousand of spend. Both are measured on sell-out to period 8 FY26.
Event A · multibuy 2-for · P05
1.21
- Spend
- 310k
- Incremental revenue
- +412k
- Net gross profit
- +64k
- Payback
- 1.21×
Event B · depth −30% · P03
0.68
- Spend
- 280k
- Incremental revenue
- +268k
- Net gross profit
- −89k
- Payback
- 0.68×
Measured against each event’s own baseline sell-out to P08 FY26 same scale, same columns
Promotion & trade investment
Trade investment that proves its return.
- Every event is planned and read the same way: baseline, lift, substitution, spend — and the gross profit left after all four.
- The same decomposition runs before commitment and after the event, so the plan and the review use one method.
- Payback is stated against the event’s own spend, with its range — never a bare percentage.
Price & pack
Set the price you can defend.
- The recommendation arrives as a sentence you can act on — the price it moves from, the price it moves to, and what that costs and returns.
- Behind it, the method: the response curve fitted per pack from your own market, where the volume goes across your portfolio and the competition, and the objective with its weights — open, named, adjustable.
- Guardrails are part of the recommendation, not a caveat: share floor, private-label gap, margin floor — each one checked and shown.
Pricing 500ml PET review
Raise Arlo Iced Tea 500ml PET in UK Grocery.
- Objective in force
- Maximize gross profit, share held within 0.5pp
- Returns
- +2.6% gross profit, range +1.8 to +3.4
- Costs
- 1.9% of units — 38% of them stay in the portfolio
Objective: gross profit 50 share 30 volume 10 price perception 10
- 1.53 recommended, corridor 1.51–1.56
- Private-label gap cap
- Share floor
Fitted on 96 weeks of sell-out list price, £
- Share floor 0.5pp Pass
- Private-label gap 25% Pass
- Margin floor 34% Pass
Pack architecture · Arlo iced tea, UK Grocery
vs accepted plan FY27
| Pack | List | Role | Status |
|---|---|---|---|
| 330ml can | 1.09 | Entry | On plan |
| 500ml PET | 1.53 | Mainline | Repriced |
| 1.0L PET | 1.99 | Volume | Delist P10 |
| 1.25L PET | Volume | New | |
| 1.5L PET | 2.49 | Volume | On plan |
of the volume stays in the portfolio
- Revenue
- +1.2%
- Gross profit
- +1.8%
- 330ml +9%
- 500ml +4%
- 1.25L new
- Competition 21%
- Category 17%
Portfolio & mix
Portfolio moves with the volume shifts already counted.
- Introduce, resize or delist a pack and the plan shows where every unit goes — retained by your portfolio, ceded to competitors, or lost to the category — before anything ships.
- The approved move does not end at the meeting: a Molsaro Agent follows sell-out against the plan and reports variance to the owner, period by period.
The same follow-through runs for price and promotion moves.
-
Your systems12
SAP S/4HANA, Snowflake, sell-out feeds, price lists, promotion calendar
-
One market picture8,400
Your range and your competitors’, one hierarchy, agreed definitions
-
The working4
Forecast with ranges, demand response, simulation, P&L
-
The decision1
A recommendation with its sources, its owner and its approval
Missing something? Molsaro says what, and what connecting it unlocks.
Sources & method
Every recommendation names what it stands on.
- Answers draw on the sources you connect — named on the answer, with when they last updated.
- One agreed picture of the market: your products and your competitors’, one hierarchy, one set of definitions.
- When something needed is missing — cost data, a market feed — Molsaro says so and asks for the connection instead of guessing.
- A person approves anything that changes a plan.
Working session
Bring a decision you’re facing this quarter.
A working session on your own categories: one price, promotion, pack or mix decision, taken through the full economics with your team in the room.
Revenue Growth Management
Revenue grows. Margin holds.
Price and pack, promotion and trade investment, portfolio and mix, customer economics — planned in one place, simulated against the accepted plan, and approved with the full P&L in view.
500ml PET UK Grocery list +2.5% vs accepted plan FY27
- Units
- −1.9%
- Revenue
- +0.9%
- Gross profit
- +2.6%
- Share
- −0.2pp
Gross profit walk P09–P13 FY27
Net +2.6% range +1.8 to +3.4 gross profit vs the accepted plan
- Price & pack
- Realized price, units
- Promotion & trade investment
- Lift, payback
- Portfolio & mix
- Revenue, margin mix
- Customer & channel economics
- Net revenue, gross profit
One commercial P&L
Commercial levers
Price, promotion, pack and mix answer to one P&L.
Six working analyses from one connected picture of your market — each one answerable in chat, each one carrying its range.
Six analyses drawn from the same market picture. A price response curve for the 500ml PET pack marks the recommended move at plus 2.5 percent, worth 2.6 percent of gross profit. A promotion decomposition for the P05 event separates baseline, lift, substitution and spend to a net of 64 thousand. A pack ladder plots price per litre across 330ml, 500ml, 1.25 litre and 1.5 litre and marks a 31 percent gap at the break. A mix frontier plots revenue against margin with the chosen mix marked. A customer profit and loss bridge runs net revenue to gross profit at 34.1 percent, with trade investment as the largest deduction. A forecast fan runs actuals into forecast with a range of plus or minus 4.2 percent at period 13.
-
Price response · 500ml PET
+2.6% gross profit at list +2.5%
-
Promo incrementality · P05 event
+64k net after spend
-
Pack ladder · price per litre
1.25L closes the ladder
-
Mix shift · revenue vs margin
+1.8% gross profit, chosen mix
-
Customer P&L · grocery accounts
34.1% gross profit of net revenue
-
Forecast range · FY26
±4.2% range at P13
Two promotion reviews drawn on the same four-column skeleton at the same scale, each against its own baseline drawn as the zero line. The multibuy two-for event in period 5 starts from a baseline of 1.42 million: lift adds 310 thousand, substitution takes back 71 thousand, trade investment costs 175 thousand, leaving 64 thousand of net gross profit — a payback of 1.21 times on 310 thousand of spend. The 30 percent depth event in period 3 starts from a baseline of 1.38 million: lift adds 191 thousand, substitution takes back 148 thousand, trade investment costs 132 thousand, leaving net gross profit 89 thousand below baseline — a payback of 0.68 times on 280 thousand of spend. Both are measured on sell-out to period 8 FY26.
Event A · multibuy 2-for · P05
1.21
- Spend
- 310k
- Incremental revenue
- +412k
- Net gross profit
- +64k
- Payback
- 1.21×
Event B · depth −30% · P03
0.68
- Spend
- 280k
- Incremental revenue
- +268k
- Net gross profit
- −89k
- Payback
- 0.68×
Measured against each event’s own baseline sell-out to P08 FY26 same scale, same columns
Promotion & trade investment
Trade investment that proves its return.
- Every event is planned and read the same way: baseline, lift, substitution, spend — and the gross profit left after all four.
- The same decomposition runs before commitment and after the event, so the plan and the review use one method.
- Payback is stated against the event’s own spend, with its range — never a bare percentage.
Price & pack
Set the price you can defend.
- The recommendation arrives as a sentence you can act on — the price it moves from, the price it moves to, and what that costs and returns.
- Behind it, the method: the response curve fitted per pack from your own market, where the volume goes across your portfolio and the competition, and the objective with its weights — open, named, adjustable.
- Guardrails are part of the recommendation, not a caveat: share floor, private-label gap, margin floor — each one checked and shown.
Pricing 500ml PET review
Raise Arlo Iced Tea 500ml PET in UK Grocery.
- Objective in force
- Maximize gross profit, share held within 0.5pp
- Returns
- +2.6% gross profit, range +1.8 to +3.4
- Costs
- 1.9% of units — 38% of them stay in the portfolio
Objective: gross profit 50 share 30 volume 10 price perception 10
- 1.53 recommended, corridor 1.51–1.56
- Private-label gap cap
- Share floor
Fitted on 96 weeks of sell-out list price, £
- Share floor 0.5pp Pass
- Private-label gap 25% Pass
- Margin floor 34% Pass
Pack architecture · Arlo iced tea, UK Grocery
vs accepted plan FY27
| Pack | List | Role | Status |
|---|---|---|---|
| 330ml can | 1.09 | Entry | On plan |
| 500ml PET | 1.53 | Mainline | Repriced |
| 1.0L PET | 1.99 | Volume | Delist P10 |
| 1.25L PET | Volume | New | |
| 1.5L PET | 2.49 | Volume | On plan |
of the volume stays in the portfolio
- Revenue
- +1.2%
- Gross profit
- +1.8%
- 330ml +9%
- 500ml +4%
- 1.25L new
- Competition 21%
- Category 17%
Portfolio & mix
Portfolio moves with the volume shifts already counted.
- Introduce, resize or delist a pack and the plan shows where every unit goes — retained by your portfolio, ceded to competitors, or lost to the category — before anything ships.
- The approved move does not end at the meeting: a Molsaro Agent follows sell-out against the plan and reports variance to the owner, period by period.
The same follow-through runs for price and promotion moves.
-
Your systems12
SAP S/4HANA, Snowflake, sell-out feeds, price lists, promotion calendar
-
One market picture8,400
Your range and your competitors’, one hierarchy, agreed definitions
-
The working4
Forecast with ranges, demand response, simulation, P&L
-
The decision1
A recommendation with its sources, its owner and its approval
Missing something? Molsaro says what, and what connecting it unlocks.
Sources & method
Every recommendation names what it stands on.
- Answers draw on the sources you connect — named on the answer, with when they last updated.
- One agreed picture of the market: your products and your competitors’, one hierarchy, one set of definitions.
- When something needed is missing — cost data, a market feed — Molsaro says so and asks for the connection instead of guessing.
- A person approves anything that changes a plan.
Working session
Bring a decision you’re facing this quarter.
A working session on your own categories: one price, promotion, pack or mix decision, taken through the full economics with your team in the room.