Discover how Revology Analytics propels mid-market businesses to sustainable, profitable growth by building advanced, in-house Revenue Growth Analytics & Management (RGM) capabilities—fast.
Our senior expert-led, hands-on approach ensures you own the tools, insights, strategy and processes needed to thrive long-term.
Gain exclusive access to the latest insights from over 150 commercial leaders on the state of Revenue Growth Analytics in 2025, based on our expanded Revenue Growth Analytics Maturity Scorecard™.
Discover how Revology Analytics propels mid-market businesses to sustainable, profitable growth by building advanced, in-house Revenue Growth Analytics & Management (RGM) capabilities—fast.
Our senior expert-led, hands-on approach ensures you own the tools, insights, strategy and processes needed to thrive long-term.
Gain exclusive access to the latest insights from over 150 commercial leaders on the state of Revenue Growth Analytics in 2025, based on our expanded Revenue Growth Analytics Maturity Scorecard™.
Client Background
The Client, a privately owned premium pet food & pet products multinational company, sells under a portfolio of leading Pet brands primarily to cat / dog, aquatics, reptile and durables such as pet furniture, toys, and feeding devices
Primary markets span the large economies of North America and
Europe, with strong channels in Big Box Retail, Ecommerce & Club
Chaotic, Bazaar-like Pricing With No Strategy
The Client’s didn’t have a well defined MSRP list and various price lists for larger customers had no clear connection to each other or central strategy. MAP pricing was spotty and outdated.
All but the largest customers seemed to have price lists with separately negotiated discounts, often submitted by an individual sales rep
Head of Sales seemed alone in knowing the price lists location & contents.
Turnaround Situation
The US division / market, worth 9 digits in revenue, had been loss making for years under poor management.
A new GM had been brought in to reset and turn around the business, and damaged or neglected relationships with retailers.
Sales were declining. This appeared to limit potential for price increases, resulting in apparent “no win” situation.
Sprawl in SKU Portfolio and Customer Base
Client’s product portfolio had a very long tail, with thousands of SKUs that didn’t generate enough sales to be profitable.
Client served countless smallish customers out of the same warehouses as its key accounts, generating operational challenges + high costs-to-serve
Client was considering moving to a distributor model and in talks with large pet products distributors
No Pricing Strategy -> Reactive & Defensive
Nearly all pricing resided with the head of Sales, much of it reactively managed in “old school” Excel sprawl. There was virtually no process, with limited bandwidth available for each pricing decision. Most “pricing” was merely saying “yes” to retailers. The fear of losing sales resulted in “forgetting” the true cost to serve and selling unprofitably.
SKU and Customer Sprawl Complexity
The sheer count of (customer x SKU) combinations presented daunting deterrence from any data-driven approach, or initiative to establish MSRP and MAP price points. The bandwidth cost to “analyze” was wearing out the entire management team, while $ ops costs were a big drain on the bottom line.
Lack of Analytics & Pricing Tools
The company had no central repository of pricing data or tools to generate a “one-source-of truth” analysis of pricing decisions, or how they performed. Excel sheets had no version control, no data audit trail, and were insight-deprived, often hardcoded numbers.
Challenges In Executive Alignment and Emotional Pricing Decisions
The trust from HQ was low after division had lost money for years. The CEO routinely got sucked into tactical, reactive pricing “debates” sometimes on just a few SKUs for one Customer. Everyone was “involved” in even routine pricing decisions.
Revology and EBITDA Catalyst assisted Client in reset of Pricing strategy, deep SKU rationalization, and negotiating pricing as it shifted to a distribution 2-step sales model.
Quantitative and Stakeholder Deep Dive
We conducted a comprehensive analysis of the client’s transactional data and detailed interviews with key stakeholders.
Analytical Tools & Financial Impact Model
We built customized analytical tools in R, Tableau & Excel to educate all pricing, SKU and customer rationalization decisions, quickly adopted as one-source-of-truth based on auditable data from central HQ data team.
Effected SKU Rationalization of 1,000+ SKUs
We created framework for quantitative economic and strategic analysis of the rationalization decisions, recommending a deep list of SKUs to discontinue
Price List Strategy Reset and Calibration
We worked with the management team to create a new list of MSRPs based on value and competitive analysis of SKUs driving 90% of revenue. We then recommended channel, customer and customer x category adjustment percentages to generate “waterfall” of price lists applicable to each customer.
Distribution Model Pricing
We advised Client on both strategy and execution / negotiations with a leading Pet distributor, with deep insights on SKU-level margin economics and sharing of the profit pool across Client Distributor-Retailer-End Customer value chain.
Rebates and Terms Leakage
We advised Client to scrap various unconditional or poorly configured Rebates and to use new, targeted rebates and Terms “give-gets” to win the gaps in pricing negotiations
Revenue & Margin Growth:
New MSRPs and Key Account price lists with analytical framework to win more margin $
Client won 3+% of margin in negotiations with distributor that will also expand Revenue by 50%+ on over 30% of total Revenue
Shaved 2-3% of revenue in unproductive rebates and poorly administered Terms concessions
Give-Gets Pricing Execution Training:
Trained Client’s entire team to grow a new negotiating backbone, with CEO using our slides to evangelize
Recommended establishing new pricing function, schedule of governance & approvals, and a pricing “Operating system” cadence of activities
Portfolio & Customer Rationalization:
Eliminated 1,000+ unproductive SKUs and migrated 90%+ of customers by count to distribution.
Dramatic reduction in cost to serve, complexity, and obstacles to manage pricing.
Enabled Client to redirect management time and energy to creating value for customers and new product innovation
Analytics Tools Evolution:
We built tools for repeatable, reliable, once-source-of-truth analysis and visualization in R, Tableau and Excel
Developed Excel tools that meet Client’s management team where they are at, but with rigor to serve in future pricing exercises to analyze what-if scenarios
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