Revenue Growth Management for Consumer Goods
Elevaite automates the analysis behind pricing, promotion, trade terms and mix decisions, so RGM teams start each planning cycle with insight and a recommendation instead of a set of reports to interpret.
Elevaite automates the analysis behind pricing, promotion, trade terms and mix decisions, so RGM teams start each planning cycle with insight and a recommendation instead of a set of reports to interpret.
Automated analysis behind pricing, promotion, trade terms and mix decisions.
Consumer goods businesses, from single-market brands to multinational portfolios.
Assess the team's workflows, prioritise what to automate, prove it in one area, then scale.
Insight and recommendations, plus the working tools that keep producing them.
The challenge
Most consumer goods businesses have invested well in data and in tools. Connecting the two still falls to the RGM team, by hand, every cycle.
Sell-out, consumer panel, EPOS, trade promotion systems and competitor pricing. Each source is useful on its own. Few businesses join them on a common product hierarchy, so nobody sees the full picture at once.
A promotion tool, a price tracker, a mix report and a terms model, each bought separately and each answering one question in isolation. The links between them exist only in someone's head.
The tools produce outputs. Someone then has to read across those outputs, reconcile them and work out what they mean, and that someone sits in the RGM team.
Your most commercially capable people spend the majority of their time pulling analysis together. That leaves too little room for shaping the decision and selling it internally, which is the part that changes the outcome.
The analysis is the constraint, and the judgement is already there. Give the RGM team the right insight at the right point in the cycle and they will make better decisions, more often, across more of the business than they can cover today.
Every pricing and promotion decision ends up on a shelf, priced against everything next to it.
Categories
The four levers apply everywhere in consumer goods. How they behave, and which one holds the most value, changes a great deal by category.
The levers do not weigh the same everywhere. Confectionery lives on impulse and seasonal promotional depth. Pet food turns on subscription economics and pack size loyalty. Cosmetics carries premium price architecture that discounting can damage for years. Spirits sits under duty structures that change what a price move is worth. Every engagement starts from the category, then applies the analysis.
The levers
Every engagement starts from a commercial question. These are the ones RGM teams ask most often.
Competitor pricing and promotional activity, category dynamics and private label encroachment. This sits underneath the four levers as the baseline for every comparison, and leaving it out is the most common reason RGM answers come out wrong.
Method
Most RGM stacks measure each lever in its own tool. The answers look complete. They are wrong in predictable ways.
The four levers form one system. Measured separately, every answer inherits the error from the one before it. Elevaite estimates them together, which is what makes the recommendation reliable.
How it works
Every engagement starts by learning how your RGM team works today, then automates the parts that take the most time and need the least judgement.
Interviews with the people doing the work, and a map of how the analysis gets built. The weekly and cyclical workflows, every data source and tool in use, what connects to what, and what someone rebuilds by hand each time.
Some work suits automation and some does not. Elevaite ranks the opportunities by value at stake against effort to build, so the first thing delivered returns the most, soonest.
One category, retailer or market, built on your data. Narrow enough to deliver quickly and real enough to test properly. Your team runs it through a live planning cycle before anyone commits further.
Once it holds, it extends to more categories, retailers and markets, including those with thinner data and smaller teams, where automated analysis is usually worth the most.
The decisions stay with the people who know the customer, the category and the politics of the negotiation. No model knows what a buyer will accept in March, or which internal conversation has to happen before a price move can land.
What gets automated is the work that comes before that judgement. Assembling the sources, rebuilding the baselines, running the scenarios and identifying what has moved since anyone last looked. Your team arrives at the meeting with a recommendation and the working behind it, rather than three days of assembly still ahead of them.
A senior consultant interrogates and signs off every output. AI does the analytical heavy lifting, and a person owns the recommendation.
Comparison
Consultancies leave a deck behind. Software leaves dashboards that someone still has to interpret. Elevaite leaves a recommendation and the analysis that keeps producing it.
| Traditional strategy firmResource-heavy engagements | ElevaiteSenior RGM specialists | RGM softwareLicensed platforms | |
|---|---|---|---|
| What you receive | A set of slides | Insight and recommendations | Reports and dashboards |
| Who assembles the analysis | A project team, once | Automation, with senior review | Your RGM team, every cycle |
| Category expertise | Generalist | Consumer goods only | Sector agnostic |
| Levers covered | Whatever the scope allowed | All four, estimated together | Usually one per platform |
| What remains afterwards | A deck | Tooling that keeps running | A licence to renew |
Insights
Notes on the commercial questions that decide margin in consumer goods, grounded in published category data.
Pack and price architecture
Own brand now takes 52 per cent of units in the UK. The strategic question is no longer whether the gap matters, but which rungs of your ladder it has already broken.
Read the articleMethod
When a third of branded units sell on deal, an elasticity estimated on raw sales history describes how shoppers respond to discounts, not what they will pay.
Read the articleTrade terms
Trade spend runs at 20 to 30 per cent of gross sales. Few teams can say with confidence which portion of it returns more than it costs.
Read the articleWho you work with
You work directly with the people doing the analysis. There is no engagement team behind them.
Built his career at Mars & Co, leading European FMCG and industrial engagements for large multinationals at C-suite level. Two decades running his own advisory practice since, across commercial strategy, net revenue management and M&A. Clients have included PepsiCo, Diageo, Unilever, Bayer Consumer Healthcare and Birds Eye. A Cambridge engineer by training.
LinkedIn
Six years at Mars & Co leading strategy engagements for global FMCG businesses with revenues from $20bn to $100bn, focused on pricing, net revenue management and commercial strategy. Earlier, four years in transformation consulting at North Highland. Has worked across European, GCC and African markets, including cross-channel trade terms and pack price architecture.
LinkedInIf your RGM team spends more of the week assembling analysis than acting on it, that is the conversation worth having. Send over the question you are trying to answer and Elevaite will come back with an approach.