Index & growth
Competitor set
The set is a client decision, not ours — every index, gap and diagnosis below is computed against exactly these brands. Pick the target to index against, and the multiple you are chasing.
Index table
Read like a Nielsen index: 100 = level with the target. Above 100 we are ahead on that measure, below 100 we are behind. The last column is what the number would have to become to hit the multiple selected above — and it says so plainly when that is arithmetically impossible.
Where the growth is coming from
Value growth splits into two parts that need completely different responses: volume — selling more units, usually by being in more places — and price/mix. A brand growing on price is one discount away from flat.
Where they are and we are not
Every tracked city, sized by category value and coloured by who leads it. This is the target competitor's footprint against ours — the question "where are they winning" answered before "why".
Named city targets
"Beat them in Jalandhar" is a real instruction, so it gets a real screen. Every city the target leads, ranked by what closing the gap is worth, with the size of the gap in points and in rupees.
The target
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Why they are ahead — decomposed
The same precedence ladder the executive summary uses, run in reverse. Each rung is charged once, measured after the rung above it has been repaired, so the parts add to the whole gap instead of overlapping.
Promotion calendar — us against the set
Twenty-six weeks of observed shelf discounting, by brand and by region. Cell darkness is depth. What matters is not any single week but the pattern: where they went unanswered, and where we spent against each other.
Unanswered weeks
Weeks the target promoted at depth and we did not respond anywhere in the region, with what it cost in share.