INDUSTRY · FMCG & CONSUMER GOODS
Commercial analytics built for the speed of FMCG.
Demand volatility, trade promo ROI, SKU proliferation, margin pressure. Your category managers, commercial finance, and supply chain teams are fighting the same battle with different data. We give them one analytics backbone — and 2–5 points of margin back.
Seven problems we've solved across European FMCG:
01
Demand forecasting that misses peaks by 20%+ and gets overruled by sales every cycle
02
Trade promo ROI that no one can actually calculate — so 30–40% of A&P spend is flying blind
03
Price pack architecture that hasn’t been reviewed in 5 years — while competitors’ has
04
SKU tails that are 40% of count and 3% of revenue, eating complexity cost nobody tracks
05
NPD launches that hit 12-month volumes in month 4 and stock out — then crash
06
EDLP vs Hi-Lo decisions made by gut, not data, across regions with different shopper behavior
07
Category captain reviews where the retailer has better data than you do
What we deliver
Demand Forecasting & Sensing
SKU × store × week forecasts. Probabilistic, not point. Incorporates promo calendar, competitor prices, weather, and macro signals.
Trade Promo ROI & Optimization
Promo effectiveness attribution. Baseline rebuild. Cannibalization analysis. A&P reallocation toward winning mechanics.
Pricing & Pack Architecture
Price pack review. Price elasticity modeling. EDLP vs Hi-Lo analysis by channel and shopper. Competitor monitoring.
SKU Rationalization
Long-tail analysis by revenue, margin, complexity cost, strategic role. Delist candidates with risk assessment.
NPD Demand Planning
Analog-based forecasting for new launches. Trial/repeat modeling. Capacity planning for month 1–12.
Category Management Analytics
Shopper data analysis. Retailer-ready category reviews. Assortment optimization
recommendations.
FEATURED CASE STUDY · FMCG · EU
Trade promo ROI rebuilt — 4 points of margin recovered
A €280M industrial distributor operating across twelve European countries had what its CEO called “a margin problem he could not point at.” Gross margin had drifted down 0.4 points per quarter for five quarters straight. The drift was small enough that no individual quarter’s decline triggered an alarm. Cumulatively it represented €4M of annualised margin loss with another €4M of trajectory if nothing changed.
Your FMCG P&L has 2–5 points of margin hiding in it.
We quantify exactly where — and the 90-day path to capture it.