Revya ranks your promos on what they returned last time, prices every channel at true cost to serve, and reads the deductions the retailer took afterward. The deal sheet is the plan. The remittance is what happened.
A trade promotion plan is a list of what you agreed to fund. It is not a list of what came off your check. Between the two sit the chargebacks billed under authorizations you never signed, the promos that kept billing after they ended, the spoils and fill-rate fines that show up on the same remittance, and the everyday-price program nobody remembered to switch off.
Most TPM software never sees any of that, because it never reads the remittance. So the ROI it reports is the ROI of the plan, and the plan is always right about itself.
Revya started on the deductions side. The promo planner sits on top of the same system that matches every deduction to what caused it. That's the whole difference, and it's why the cost numbers here don't need an asterisk.
Trade promotion effectiveness comes down to one question: how many cases did this promo sell that wouldn't have sold anyway, and what did each of them cost? Revya answers it from your own history and ranks the calendar by the result.
What that retailer sold you in the weeks before the promo, from scan or shipment data. Not a category average, not a guess from a broker.
The lift a promo like this one produced last time, minus the cases it pulled from your other SKUs. A promo that moved 1,000 cases and stole 350 from the flavor next to it moved 650.
Incremental cases times what a case actually costs to land at that customer. Two promos with the same lift rank differently when one ships to a DC across the country.
Every promo on the calendar gets an expected stores, cases and revenue. Sort by return and the calendar tells you what to run again and what to quietly drop.
When a retailer's history is too thin to build a baseline, the planner says so and leaves the field for you to fill. An honest blank beats an invented number that ranks a promo you never should have run.
A channel that looks like your best account on the deal sheet can be your worst once the remittance is in. Revya builds the cost from four places and gives you one margin per channel.
Not list. What it costs to get a case to that account, which changes with freight, DC and pack.
Spend as a share of what you planned to sell that account, so a channel that eats 17% of its own revenue in promos shows up next to one at 7%.
Spoils, fill-rate fines, reclaim credits, chargebacks with no authorization behind them. These come off the check, not the deal sheet, and they belong in the cost.
One number per channel that a finance lead can put in front of a sales lead without an asterisk.
Number three is the part other tools skip. It's also usually the biggest surprise. For how deductions eat into margin retailer by retailer, read per-retailer profitability after deductions.
You put a promo on the calendar: retailer, dates, mechanic, funding. The planner comes back with expected stores, expected cases and expected revenue for that window, built from the ranking above. If you know something the history doesn't, you type over any of the three and the plan uses your number.
As the promo runs, the deductions side matches the retailer's chargebacks back to the promo they claim to belong to. Lines that match roll up as actual spend. Lines that don't match anything, or claim a rate you never agreed, go to dispute. Plan and actual sit in the same view, so the gap between what you funded and what you paid for is a number, not a feeling.
At the end of the year you have a calendar where every promo carries what it was supposed to do, what it did, and what it really cost. That's the input the next plan should have been built from all along.
Planning, funding and measuring the money a brand spends to get a retailer to promote its products: off-invoice discounts, scan-backs, ads, slotting, displays. In CPG it's usually the second largest line on the P&L after cost of goods, and the one with the least reliable numbers behind it.
Management is the calendar, the funding and the accounting. Optimization is deciding which promos to run again and which to drop, based on what past ones returned. Most tools do the first. The second only works if you have clean history of what each promo actually cost, including the deductions that came off the check afterward.
Incremental cases, not gross. Take the cases sold during the promo, subtract what would have sold anyway, subtract the cannibalization from your other SKUs, then price the remainder at delivered cost and compare it to what the promo cost you. Revya does that math from scan history and ranks the results.
The margin on a channel after everything that channel actually charges you. The deal sheet is one input. The others are the delivered case cost for that customer, the trade spend as a share of what you planned to sell them, and the spoils, fees and chargebacks that came off the remittance. Those last ones only show up if the same system reads your deductions.
No, the planner stands on its own. But the cost to serve numbers get honest when deductions are in the same system, because that's where the retailer tells you what they really took. Brands running both see spend they never planned for.
Your promo calendar, scan or shipment history by retailer, and your case costs. If you're on UNFI or KeHE the remittances and backup files fill in the actuals. When a retailer's history is too thin to estimate a baseline, Revya says so rather than inventing one.
We'll show you which promos on it returned the least, and how much the retailer took that the plan never saw.
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