Retail & consumer, measured where it happens.
Retail management packs are organised by category, which is why nobody can see that a fifth of the range is paying for the rest. Our retail work starts by rebuilding the margin from the ledger (by product, store and basket) and then tests every change on the shelf before asking the whole estate to make it.
S.04 · 8 engagements · 2 published
What is going wrong.
Every category manager has a reason, and the pack cannot show which customers or products are causing it.
The worst-served stores are the least able to say so.
A repricing without a pricing function decays.
What we do about it.
All six servicesRebuild the margin map
Contribution by product, store and basket; two ranges usually exit. Strategy & Growth.
Fix replenishment where it is worst
Rolled out worst-served stores first, so the hard cases prove it. Digital & AI.
Build the function that keeps it true
A pricing team hired with us in the room, running without us in a year. People & Organisation.
On the record in retail & consumer.
Range and pricing strategy at Ostro Retail Group
The margin map showed that a fifth of the range was paying for the rest. The pricing was tested on the shelf before it went in a deck.
+3.4pp
gross margin, twelve months after repricing
Strategy & Growth
Read the case
Commercial operating model at Ostro Retail Group
The pricing work needed a team to keep it true. A year later the team exists, was hired with us in the room, and runs without us.
19
roles hired and running, zero contractors
People & Organisation
Read the caseThe full record
64cases
Every engagement we are allowed to name, each with the figure agreed at the start.
All cases