Primary sales hide secondary reality
Dispatch numbers are visible and shelf movement is not, so the business optimises the number it can see rather than the one that matters.
Who we work with
FMCG brands
Distribution is in place. Movement is not.
You have distributors, you have outlets, and primary sales look reasonable. What nobody can say with confidence is how much of that stock is actually moving, and which part of the channel is responsible when it does not.
Where it usually breaks
Four constraints this category keeps running into.
Trade spend is not treated as margin
Schemes, damages, returns and freight get handled as separate line items rather than as part of what the product actually earns.
Expansion covers for underperformance
Adding outlets is easier than fixing outlets, so the footprint grows while the average outlet quietly gets weaker.
Channel accountability is personal, not structural
Partners are managed through relationships held by the founder, which works until the number of partners exceeds what one person can hold.
Where to start
The diagnostics that usually apply first.
Shipped Is Not The Same As SoldSell-Through DiagnosticIs my product actually selling, or just sitting in the channel?Read the diagnosticRevenue That Surprises, Then DisappointsRevenue & Margin DiagnosticWhy does revenue feel inconsistent even when the business is active?Read the diagnosticGrowing Without Knowing The Real CostFinancial Clarity DiagnosticWhat does this product actually cost me to make and sell?Read the diagnostic
From this category
Durvaa brought strong execution clarity to our market expansion and product launch initiatives. Their structured approach to channel planning, geographic prioritization, and cross-functional coordination helped us manage complexity across multiple moving parts. What stood out was a practical understanding of how market realities differ across regions — and the ability to plan accordingly.
Working with Durvaa helped us build a clear go-to-market approach for our product — moving from an agri supply chain background into a consumer-facing market required a different kind of thinking. Their structured approach to channel strategy, market entry sequencing, and execution planning made that transition significantly more navigable.
If distribution is in place and movement is not, the first question is which part of the channel is actually responsible. That is a diagnostic, not a guess.
Start
Start with a free 30-minute consultation.
A focused introductory conversation about your business, your category and what is actually holding growth back.