Free Webinar
Achieving the Triple Win in RGM
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Why pricing decisions that optimize one party keep destroying value for the whole system
When Everyone Optimizes and No One Wins
In most CPG organisations, Revenue Growth Management still operates as a set of locally optimised decisions. Manufacturers optimise net price. Retailers optimise shelf margin. Shoppers absorb the outcome. The result is not intentional value destruction, but structurally predictable underperformance.
This session reframes that problem. Rather than treating RGM as a negotiation over slices of a fixed pie, it examines how pricing, portfolio, and promotional decisions change the size of the pie itself, and why most organizations struggle to act on that insight at scale.
What You'll Learn
- Why manufacturer–retailer pricing dynamics consistently underperform at scale
A clear explanation of how independent margin optimization between manufacturers and retailers leads to structurally suboptimal outcomes, even when both parties believe they are making rational decisions. The session unpacks why this dynamic persists year after year and why it limits total value creation. - How the “triple win” reframes RGM from negotiation to system optimization
Rather than treating RGM as a zero-sum discussion about margin split, the session shows how manufacturers and retailers can expand the total value pool first - before debating allocation - by understanding where inefficiencies sit across the value chain. - Why price changes alone rarely deliver sustainable shopper value
A grounded discussion of why, for single products, price increases almost always reduce shopper benefit, and why expecting price-only actions to satisfy shoppers, retailers, and manufacturers simultaneously is usually unrealistic. - How portfolio and pack architecture create more value than pricing ever can
The session demonstrates why changes to portfolio structure, as new formats, pack sizes, or products, are the most reliable way to improve shopper value while also growing revenue and profit for manufacturers and retailers. - What differentiated, SKU-level RGM decisions look like in practice
Using a realistic portfolio example, the session illustrates why triple-win outcomes require highly differentiated actions across SKUs rather than uniform price moves, and how those decisions affect volume, revenue, and profitability across all parties.
Meet the Speakers
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Ingo ReinhardtCo-founder and Managing Director at Buynomics |
Before Buynomics, Ingo was a Senior Director with Simon-Kucher & Partners, a global leader in pricing. He holds a Ph.D. in Management from the University of Cologne and Master's degrees in Management and Mathematics. Ingo was a PostDoc at the University of Oxford and published in the Strategic Management Journal.
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Tim SchneiderHead of Sales Engineering at Buynomics |
Tim is the Head of Sales Engineering at Buynomics. Prior to joining Buynomics, Tim worked at Boston Consulting Group's industrial goods practice in the UK, Saudi Arabia, and Germany.
Session Highlights
Why manufacturer–retailer relationships mirror a prisoner’s dilemma [09:35]
A conceptual but practical explanation of how independent optimisation leads both parties to worse outcomes than coordinated decision-making, even when objectives appear aligned.
Reaching the efficient frontier matters more than splitting the profit [15:29]
Most organisations focus on negotiating margin share before they have maximised total value. The session explains why finding the efficient frontier is the real strategic challenge in RGM.
Why shopper benefit and price optimisation are fundamentally misaligned [21:17]
A clear breakdown of why shopper benefit decreases as prices rise, and why this makes triple-win pricing outcomes structurally rare for individual products.
How increasing shopper value requires shifting the demand curve, not moving along it [22:26]
The session shows why portfolio decisions, rather than price changes, are the primary lever for increasing shopper value without eroding manufacturer or retailer performance.
What triple-win execution looks like across a real portfolio [29:32]
A detailed walkthrough of how different price and product scenarios perform across retailer revenue, manufacturer revenue, and shopper volume, revealing why only a small subset qualify as true triple-win outcomes.
Why uniform price moves fail in complex portfolios [30:24]
An explicit demonstration of how blanket price increases or decreases hide critical SKU-level dynamics and prevent organisations from identifying viable triple-win strategies.
How portfolio extensions can unlock growth across all three parties [31:53]
An example showing how introducing a new pack format can increase total category volume, improve manufacturer and retailer revenue, and create additional shopper value—despite internal cannibalisation.
How transparency strengthens manufacturer–retailer negotiations [33:04]
The session highlights how quantifying impact across manufacturers, retailers, and shoppers transforms negotiations from positional debates into evidence-based discussions.
Q&A
Retailers often use key brands as traffic drivers rather than profit centres. How does that affect triple-win logic?
When retailers optimise a category for store traffic rather than category profit, classic RGM optimisation breaks down. These strategic roles need to be made explicit, because value is being created outside the category P&L. In those cases, triple-win decisions require transparency on the broader basket and store impact rather than category margins alone. [39:41]
How do you account for shopper value if it cannot be measured directly?
The session uses volume, units sold, and market share as practical proxies for shopper value. The underlying assumption is that if shoppers buy more, they perceive higher value for money. While imperfect, this approach allows shopper impact to be incorporated into real RGM decisions. [35:36]
Is it realistic to expect joint optimisation given power imbalances between manufacturers and retailers?
Power imbalances affect how value is split, not whether value exists. The first priority is reaching the efficient frontier through better coordination. Only once that value is created does power determine how it is allocated. [15:29]
Why can price optimisation alone rarely deliver a triple win?
For individual products, shopper benefit almost always declines as prices increase. This makes it structurally difficult for price-only actions to improve outcomes for shoppers, retailers, and manufacturers at the same time. [21:17]
Where do portfolio decisions outperform pricing in RGM impact?
Portfolio changes shift the demand curve rather than moving along it. New pack sizes, formats, or products can increase total category value while still supporting manufacturer and retailer economics. This is where triple-win outcomes are most consistently found. [22:26]
How does increased transparency change retailer negotiations?
Transparency allows manufacturers to move discussions away from margin recovery toward category value creation. When retailer, manufacturer, and shopper impact are quantified together, negotiations become evidence-based rather than positional. [33:04]