In the 2026 negotiations, 55% of Ilec members agreed to a pay cut, even though they needed an average pay increase of +3%. With a net profit of €3.50 for every €100 in sales, a food manufacturer can no longer afford a poorly justified price increase or a poorly calibrated promotion. The shelf price is set by the retailer, but everything that goes into producing the product upstream is driven by data.
White paper
The price on the shelf doesn't belong to you. But the data does.
This white paper shows how a consumer goods brand leverages the factors it can control—pricing and negotiated net prices, promotional plans, product lines, and package sizes—in the face of private-label competition, while also monitoring the actual prices charged by each retailer. Verified figures from 2024 to 2026 (NielsenIQ, Ilec, Observatoire des négociations commerciales, ANIA, Banque de France, Simon-Kucher).
By downloading it, you will discover
- Why a poorly negotiated price point carries more weight than most cost-saving plans, when there is a profit of €3.50 for every €100 in sales
- How to Prepare Your Terms and Conditions of Sale Using Scenarios for Volume and Margin Growth, Ahead of the New 2027 Schedule
- How to measure the actual profit from a promotion, after adjusting for early purchases, transfers between stores, and cannibalization
- How to Build a Clear Product Line Priced by the Kilogram to Compete with Private-Label Brands, Including Promotional Bundles
- How to track the actual prices charged by each retailer and allocate decision-making responsibilities among sales, marketing, finance, and pricing
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