Six sprints, all inside food and beverage companies.
Promotions, inventory, service processes and market entry, for companies from €1B to €7B. Every figure on this page comes from one of those six.
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You promote every month. Nobody here has ever built the model that says which ones worked.
The campaign calendar is set from experience because the analysis has never been done. POS, competitor and financial data all exist, in four different places.
Joining them into a promotion investment model is a once-in-a-career build for a commercial team. We build them most months.
None of that is a failure of your people. It is work that has never had an owner, because everyone who could do it already has a job.
Six sprints. Filter by the question they answered.
Each one is a published case study. Client size is described, never named. The line at the foot of each card is the fieldwork actually done.
Showing all 6
Building Data-Driven Promotion Investment Guidelines
Optimising Customer Service Processes
Optimising Inventory Planning for Coffee Trade
Building a Unified Supply Chain Process Framework
Evaluating Retail Flavouring Market Opportunities
Snacking Industry Growth Pathway Analysis
The part that does not fit in a slide
Conclusions are easy to quote. These are the inputs. Each figure below is published on the case study it came from.
Three numbers, and what each one is
Of campaign value identified
From 1,500+ SKUs assessed, with a maximum campaign ROI of 87% found in the historical data. Opportunity identified, not banked.A €2B European branded food company.Addressable market identified
For a company expanding its raw pellet business, on 12 countries assessed and 4 workshops. Market identified, not revenue won.A €1B food and beverage company.Service level designed
Three Baltic warehouses consolidated into one regional hub, with a 97% service level designed and 10% waste reduction potential on short shelf life stock. Designed and potential, not measured.A €1B global coffee and food company.In their words
“The work of the team was important in increasing the level of awareness and urgency on the selected subject internally.”
“I have to say that from quality perspective team exceeded all targets. Fast, intense, “Sprint Manner” way of working showed well its power.”
“I have completed 23 years in the industry and I’m not that easily impressed but I must say astonished by the result you have here.”
Where else we have run this
Same team, same eight to ten weeks, different industry.
Ask the promotion question you have never had the analyst hours to answer.
One question, one sprint team, eight to ten weeks at a fixed price, and the model is yours at the end.
One senior analyst and two juniors. We have run this six times for food and beverage companies, so the first two weeks are not spent learning what a trade term is.
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