Consumer goods has been creating value for decades. Yet geopolitical and regulatory volatility, structural pressure on margins, channels that keep shifting in format and in weight, and a consumer who demands transparency and purpose force companies to reorient quickly. In parallel, technological change is redefining the basis of competition at high speed.
Most companies do not need more tools or more pilots: they already hold the decisive asset (data, methods, models and, above all, the judgment of their best professionals), but it sits trapped in silos, in trials that never scale and in specific individuals. Exponential technologies make it possible to change that paradigm: they connect what already exists, make it accessible and turn it into decisions at the speed the market demands.
That is the thread running through everything we do in the sector: a single business and technology team works with the client from the design of the strategy through to execution at the point of sale, and turns the judgment of the best into a company asset.
Prioritize to grow
Growth starts by deciding where yes and, above all, where no. We define where to compete: which brands, categories, customers and channels to prioritize, with what proposition and what value model. We quantify where the value sits and how much of it can be captured, and translate that into a plan with targets, owners and a timeline, executable from day one.
Switching on the growth engine
In many companies, RGM is more an inheritance from the past than a decision made in the present. We break the inertia and realign the five RGM levers (price, promotion, assortment and mix, pack architecture and trade terms) with the strategic view of channel and brand to reignite growth. We identify where the value is and guide decision-making with solutions tailored to the characteristics of each channel: they simulate every decision before it is executed, measure ex post what worked and pinpoint the causes of any deviations. RGM stops being an annual theoretical exercise and becomes a continuous engine of growth and margin.
Reaching the market without burning margin
Margin is decided in the last mile, and inherited decisions eat into it delivery by delivery. We design the optimal route-to-market model: we maximize revenue and optimize cost to serve. Starting from demand, we define the optimal drop size by point of sale, visit and SKU, redesign routes and adjust visit and delivery frequencies. The data the new model generates feeds back into marketing and channel activation decisions. And our analytics platforms stay running at the client, turning insights into action.
The store is the brand's shop window. We define micro-segmented strategies based on the characteristics of the stores and their shoppers (optimal assortment, visibility and activations: mechanics, frequencies, logic) and we make sure they are genuinely complied with in store. We lead pilots where innovations are validated before scaling them across the whole network. Execution stops being the hole through which growth escapes: every point of sale amplifies the experience and lifts rate of sale.
Much of the sales team's time goes on tasks that do not sell. We make sure every visit focuses on the activities that genuinely add value: we design portfolios, size and deploy the sales force, set targets and service levels, identify capabilities and define incentives aligned with the strategy. Our solutions bring the company's models and intelligence into the field, freeing sales reps from administrative tasks and supporting them on the highest-value ones.
When know-how lives in a few people, performance scatters. We extract the know-how of the best (sales reps, key accounts, planners) and crystallize it into prescriptive models and agents that take on the low-value tasks to free up time, support decision-making and make it possible to scale that judgment across the whole organization. Knowledge no longer depends on who happens to be there: the judgment of the best becomes a company asset that improves with every decision.
Do you work in this sector?
Share your challenge and we'll show you how we'd tackle it