Win the basket and protect the margin.
Shoppers still hunt for value, private label keeps gaining ground and retailers negotiate harder every year. We help brands and retailers grow net revenue by choosing where to win, designing offers for how people shop now and deciding which trade and channel investments earn their keep.
Explore cases
2026 growth agenda
Rebuild the price-pack ladder for a value-seeking shopper and a retailer alert to shrinkflation. Use demand models to read price elasticity by channel and store cluster, and test entry packs, premium tiers and promotional depth together against a baseline.
Compete with private label on value, not only on price. Find the occasions and price points where a brand recruits buyers, and remove the products that duplicate demand already on shelf.
Tie rebates to measurable commitments such as listings, availability, shelf space and data sharing. Prepare each negotiation around the account’s economics, including international buying alliances that negotiate across borders.
Compare direct, distributor and marketplace economics. Treat retail media as trade spend: fund it where it brings new buyers, and judge it on incremental sales rather than attributed sales.
Market context: NIQ · Consumer Outlook: Guide to 2026
Cases
Category management
A health and beauty retailer was losing margin in its largest categories while suppliers held the stronger negotiating position.
Work. We redefined the category management strategy and the buying approach, then led supplier negotiations for three major categories.
Result. Margin in those categories improved by ten percentage points.
Key accounts
Historic agreements created inconsistencies between accounts, and inherited rebates did little to reward future growth.
Work. We led commercial teams through trade-term redesign and renegotiation. Incentives were tied to actions that grow the partnership, such as wider distribution or category development.
Deliverable. A revised terms framework and a basis for account-by-account negotiation.
Retail network economics
Some 1,500 supermarkets run by 700 independent owners depended on a single wholesaler for supply, pricing and promotions.
Work. We led the negotiation with the wholesaler on behalf of the owners, and redefined price, promotion and range strategies across the network.
Deliverable. New terms and a commercial model that improved the economics of the independent stores.
Pricing and mix
A brand needs a more accessible entry price without giving away margin on its core range.
Approach. Compare pack sizes and price points by channel. Model which buyers would trade down from a larger pack, which would be new to the brand and whether the economics work for the retailer.
Test. Trial the new ladder in comparable stores and read net revenue, repeat purchase and cannibalisation together.
Contact
Tell us about the category, account or pricing decision on your desk.
contact@ingenio.be