Ganesh Sankaran

RGM Redefined | The New Series Begins In every industry, one truth quietly defines success. It’s not how much you sell, it’s how smartly you grow. That’s where Revenue Growth Management (RGM) steps in, the art and science of building sustainable, profitable growth. Over the next few weeks, I’m launching a new series called “RGM Redefined” - a deep-dive into how modern organisations (and even startups) can rethink growth models, pricing, and value creation in a world full of storms and structure. Whether you’re selling beverages, subscriptions, or SaaS, Every business today is in the RGM business. What to Expect in This Series? We’ll decode RGM through 10 lenses — from pricing logic to insurgent threats, from tools to timing, from disruption to data. Each post will blend real business stories, industry parallels, and provocative questions — designed to spark curiosity and practical reflection. 👇 What’s in it for YOU? If you’re building a Startup: Learn how insurgents design pricing ladders, premium plays, and customer value pools that challenge giants. If you’re working on the Frontline: Understand how RGM logic shapes pack sizes, promotions, and performance targets — and why your execution defines profitability. If you’re in Middle Management: See how RGM turns chaos into clarity — helping you make smarter trade-offs between volume, margin, and mix. If you’re a Sales Professional: Discover how every deal, discount, or pack decision links back to an RGM lever that can build or break growth. If you’re a Strategy Leader: Explore how RGM aligns portfolio, pricing, and channel design — and how it’s now the real strategy engine behind topline and bottom-line. If you’re a Product Manager: Understand how every feature, pack, or SKU can be positioned across a value ladder to drive incremental contribution. If you’re a Marketer: Learn how RGM and brand strategy intersect — building relevance and realization, emotion and economics. 💬 This series is for everyone who wants to move from: “Chasing growth” → “Designing profitable growth.” So let’s redefine RGM — not as a function, but as a way of thinking, leading, and building. Because in the end, Where structure meets storm, RGM begins. #RGMRedefined #StructureVsStorm #LeadershipInAction #RevenueGrowth #Strategy #Marketing #Sales #StartupMindset #BusinessTransformation

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We’re entering the next era of CPG growth. And every strategy ultimately comes down to five levers: 1. Distribution reach – more outlets, better coverage. 2. Pricing power – charge more per unit. 3. Cost productivity – take cost out, protect margins. 4. Innovation – new products, formats, adjacencies. 5. Brand building – equity, salience, loyalty. Pricing power is tapped out — consumers are trading down. Cost take-out only defends margins — it doesn’t generate growth. Innovation is costly and hit-or-miss — not every new SKU lands. Brand building can’t win without availability — equity without reach is just potential. That leaves distribution — the most underleveraged lever today. Traditional trade still drives 70%+ of sales in many markets. But it’s also the most underserved channel: Fragmented coverage → Millions of mom-and-pop outlets, hard to reach efficiently. Manual ordering → Retailers rely on rep visits or phone calls, leading to lost sales when stock runs out. Inconsistent pricing → No transparency, promotions don’t trickle down. Low visibility → CPGs can’t see what’s selling until it’s too late. High cost-to-serve → Each incremental case sold comes with disproportionate overhead. In short: it’s messy, fragmented, and riddled with structural inefficiencies. Which is exactly why it’s the biggest untapped growth pool — and why eB2B is such a game-changer. That’s the argument I lay out in my article, recently republished by CPGmatters.com → https://lnkd.in/em9S37_B So I’ll ask: which lever do you see as the next untapped source of CPG growth? John Karolefski

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Spinning data to advocate for an industry can be a challenge, and the Gallup Poll data frequently serves as both friend and foe to the #alcohol #beer #craftbeer industry. Both 2024 and 2025 survey results fell outside the long run average of 63% for the poll and margin of error +/- 4 points. Two consecutive years outside the long run trend is troublesome for many in the industry. However, its worth noting that these results are not unprecedented for this survey and relatively small sample size of 1,000 respondents. With a margin of error of +/- 4 points over the past 45 surveys (taken over the past 86 years) that puts the 2025 response in the same range as 18 other surveys over the poll's history. That’s 40% of the time that people have reported “statistically” similar responses for their “occasions to drink alcohol.” There are comparable low responses in 1957-58 and 20 years later the response rate was well above the long run average. The years 1957 and 1958 marked a recession in the U.S. with many economic parallels to 2025. Yet the population of the country was half the size it is today (174 million vs 345 million) with very limited variety and choice for adult beverages as well as minimum drinking age of 18— so maybe not so comparable. There is A LOT of hype, misinformation and spin in the media about surveys and studies related to alcohol consumption. Do these current results signify a challenge for the industry? Yes. Can the industry overcome? If you trust the history, yes. Then again, I can't help but wonder if drinking without an "occasion" for some is statistically different than having to find an "occasion" to drink for others?

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ITC’s playbook for a multi-speed, multi-format, multi-metric world of consumer marketing ~ For marketers and media planners navigating the same terrain, the takeaway is clear, “it’s not about choosing between data and instinct, ATL or q-commerce, reach or relevance—it’s about designing a system that can do it all, without losing sight of the brand’s purpose” https://lnkd.in/gkdBUJ2q

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https://lnkd.in/g3eU3FVw Vinod Khosla recently shared some bold predictions about the next 10–15 years that really got me thinking. While these are my interpretations and I’m open to debate, here’s what stood out the most: • AI Will Transform Almost Every Industry “80% of task-based jobs could be automated in the next 3–5 years.” This means adaptability and rapid learning will be more important than ever — deep, static expertise might no longer be enough. • Generalists and AI-Savvy Professionals Will Win “Learn how to use AI tools… people who do will outperform others.” Specializing narrowly may limit growth; the future belongs to those who can learn broadly and innovate with AI. • The Future Is in AI, Healthcare, Education, Sustainability, and Infrastructure AI-powered personalized healthcare and education could become accessible to all, potentially free or very low cost. • Smaller Cities & Towns Will Rise as Tech Enables Remote Work “Technology will allow more people to live in smaller cities and towns.” We might see a reversal of urbanization with local economies thriving as remote and sustainable work models expand. • Entrepreneurship: Solve ‘Impossible’ Problems with Resilience “Go after ‘impossible’ problems… be ready to fail.” Boldness, persistence, and comfort with uncertainty are essential for lasting success. • Career Strategy for Young Professionals: Adaptability Trumps Everything “What you learn and how fast you adapt matters more than where you start.” Being flexible and continuously reskilling will decide career trajectories more than job titles or initial companies. • India’s IT Sector Must Evolve Beyond Traditional Services “Traditional IT services may decline… big opportunity in solving domestic and global problems.” Innovation and problem-solving should be the new focus. These insights highlight a future where continuous learning, AI fluency, and embracing change are key. I’m curious—do you see it the same way? Or do you think there are parts that might be too optimistic or maybe too cautious? #AI #FutureOfWork #CareerGrowth #Entrepreneurship #Innovation #Adaptability #RemoteWork #Sustainability #TechTrends #IndiaTech #LearningMindset

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🎉 From the desk of FMCG Strategist 🎉 Retail segmentation has changed in India over time - but are we still using the early 2000 playbook in 2026 - GT vs. MT vs. Ecomm?? And we are seeing so many distribution strategies fail. Because the real segmentation today is not by labels like GT vs. MT vs. Ecomm? the real segmentation according to me is: "What behaviour does the outlet show consistently over time?" Here's the new reality.. I implemented this 1st hand in my commercial strategy roles and saw some significant shift in distribution performance: 1. Velocity Outlets - where products "fly" off the shelves **Velocity>format 2. Mission led outlets - Top up stores vs. monthly stock up stores, emergency stores vs. discovery stores, Convenience-first where speed matters more than choice.. **Mission decides assortment 3. Premium / affinity stores - Naturally pulls premium **Premium is the retail behaviour, not a consumer segment here 4. Discount led stores - These stores shape the grammage strategy 5. Influence led stores - Outlets that shape perception, not volumes (boutique, instagrammable ambience) **These outlets sell discovery Retail segmentation is no longer static. It's situational. A kirana near a school behaves differently from a kirana near a corporate park. A supermarket in Indore behaves differently from a supermarket in Mumbai. A q‑commerce dark store behaves differently based on neighbourhood income. Coming soon a "Retail Cheat-sheet 2026"; stay tuned for the next video on my YT channel @fromthedeskofFMCGStrategist as I’m building a list of behavioural indicators that teams can track to design retail strategies grounded in reality — not legacy labels. ✨I am also launching #weekend_insights_workshop — a 1‑hour, power‑packed virtual session on FMCG strategy and commercial insights. Limited seats only! DM me if you want to be on the guest list (nominal cost applicable) #FromthedeskofFMCGStrategist #Strategy #BusinessConsulting #Insights

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"How do we build a culture of data-driven decision making?" I was asked this question by a CPG manufacturer earlier this week. When they asked me, I was immediately reminded of a slide (similar to this one) that I had seen presented a few years ago. For me, you can't begin to build a culture of data-driven decision making until you have three fundamentals in place: 👉 Data Accessibility - every function and role in your organisation needs access to accurate, consistent and comparable data relating to their role. Typically, this means one source of truth, one means of calculation and one common reporting language. 👉 Data Visibility - making sure that all functions, roles and levels can easily see and understand the data that is most relevant to them, when it matters most. There is no sense in one function having data that another needs but can't see. Similarly, there is no benefit to any role having access to data that it does not understand. 👉 Data Actionability - Data is only valuable if it helps make better, smarter, faster decisions that lead to actual, implemented actions. One data point actioned is more valuable than one thousand discussed. Data without action is just noise, so in order to become data-driven, there has to be a cultural default to action. Most manufacturers already have access to more data than they know what to do with. The challenge isn't data availability; it is knowing what to do with it. Too often, I see manufacturers invest in data tools but forget to invest in the culture, processes and ways of working that would make those tools valuable. A data-driven culture isn't about having access to lots of dashboards. It's about trusting the data you have, understanding what the data means and then acting on what the data tells you. The right culture, processes, ways of working and meeting structures are essential to make sure this happens. So, if you are a digital commerce leader, I suggest you stop asking the question "Do we have enough data?" and start asking the question "Are we acting enough on the data we have?" It's a simple mindset shift, but it will make a significant difference to your outcomes. #digitalcommerce #ecommerce #data #datadrivendecisionmaking #actionability

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The Pricing decision :how to do it … “Pricing is not a math exercise. It is a customer value discovery exercise.” Most #CPG brands fail because: •They design a product •Then add cost + margin •Then hope customers pay Winning CPG brands: •Discover what outcome customers want •Price that outcome •Then design the product to fit the price 👉 Pricing comes BEFORE product decisions. #pricing #startup #business #profitable

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Most CPG brands start with a pitch deck. This one started with a fax conversation that turned into a book… And then a brand. The Republic of Tea was born in 1992 from a series of typed correspondences that became a manifesto — a vision for a new kind of tea company. One that infused every part of the business with the values of wellness, ritual, and conscious commerce — even down to how it described itself. 📜 Ministers lead the company. 📬 Embassies are retail partners. 🫖 Customers? They’re Citizens of the Republic. That early philosophy turned into real-world commitments: �� In 2003, they became the first to offer certified Organic tea in the U.S. 📦 Today, they source 400+ teas and herbs from over 80 regions around the globe. 🌱 Now, they’re bringing Regenerative Organic Certified® teas to market — piloting new supply chains and betting on regen as the next chapter. Kristina Tucker joins us this week to unpack how this Republic has grown, and why regen is central to its future. ReGen Brands Podcast #115 is LIVE now on all platforms! Viewing and listening links in the comments! #regenerativeagriculture #regenerativefarming #regenerativefoodsystems #cpg #regenbrands #food #beverage #podcast #sustainability #innovation #entrepreneurship #startups #business

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Unclear messaging can sink great ideas … 𝘢𝘤𝘳𝘰𝘴𝘴 continents. When you’re running operations from Bengaluru to Boston, Hyderabad to LA, even one misaligned instruction on packaging or pricing can trigger delays, rework, or brand confusion. I remember am internal taste-profile memo from our R&D team in India that didn’t translate well in New York, not due to poor intent, but because cultural nuances were overlooked. People interpret communication through their own cultural lens before applying the local context. While it’s impossible to make messaging entirely culture-agnostic, it is possible to make it universally clear. That means keeping language neutral, briefing local leads to add cultural context, and ensuring every directive is both understood and actionable. Clear communication isn’t just about words … it’s about 𝘤𝘰𝘯𝘵𝘦𝘹𝘵, 𝘧𝘦𝘦𝘥𝘣𝘢𝘤𝘬, and 𝘤𝘰𝘯𝘴𝘪𝘴𝘵𝘦𝘯𝘤𝘺. We now rely on playbooks, weekly cross-region syncs, and “𝘭𝘰𝘤𝘢𝘭 𝘷𝘢𝘭𝘪𝘥𝘢𝘵𝘪𝘰𝘯” for all global directives. If you want speed and coherence, invest in clarity every step of the way. Local nuance impacts communications in global teams more than you know. #communication #globalteams #buildingbrands #entrepreneur

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