Growth ambitions become coverage, availability and shelf execution.
Mmaiga Casper Holdings works with manufacturers and distributors to turn commercial strategy into a route-to-market model that actually reaches the outlet - and into the routines that keep it reaching, week after week.
Every square is an outlet in a territory. The job is moving the outlined ones to filled - profitably, and without breaking cost-to-serve.
Five handovers between the factory and the shopper
Growth is lost at the handovers, not in the strategy deck. We diagnose each one, fix the weakest, and leave behind a routine that holds it.
Manufacturer
Commercial plan, targets, trade investment and the numbers behind them.
Distributor
Territory design, stockholding, margin structure and sales-force productivity.
Wholesale
Channel pricing, leakage control and the rules that stop channels cannibalising.
Retail
Coverage, call frequency, SKU penetration, visibility and merchandising.
Shopper
The product is on shelf, in stock, priced right and worth picking up.
Six ways we work with a commercial team
Open any one to see what it covers and examples of the work.
Commercial strategy & growth
Clear growth priorities, targets and an execution plan tied to the company's ambition.
Examples
- Growth model by channel, category and territory
- Integrated Commercial Planning (ICP) calendar
- Target setting and quota allocation
- 90–180 day execution roadmap
Regional beverage manufacturer
Growth plan had no territory logic. Rebuilt targets bottom-up from outlet universe and call capacity.
Targets accepted by all 6 regionsPersonal care importer
Set a two-year commercial plan with a quarterly ICP cycle linking demand, supply and trade spend.
Forecast accuracy up quarter on quarter
Route-to-market & distribution
RTM design or redesign across distributors, wholesale, retail and last-mile delivery.
Examples
- Outlet universe mapping and territory redesign
- Distributor selection, margins and terms
- Journey plans, call frequency, cost-to-serve
- Last-mile and van-sales models
FMCG food manufacturer
Redrew 12 overlapping territories into balanced routes with fixed call cycles and load plans.
Coverage and drop size both improvedDistributor network review
Assessed stockholding and margin health across appointed distributors; retired and replaced the weakest.
Lower cost-to-serve per case
Customer & channel development
Segment customers and channels, win new outlets and lift SKU penetration in the ones you have.
Examples
- Channel segmentation and outlet classification
- New customer acquisition programmes
- Key account plans and Joint Business Planning
- Channel-specific pricing and trade terms
Modern trade key accounts
Built JBP scorecards with two national retailers covering listings, promo calendar and share of shelf.
Joint plans signed for the yearTraditional trade drive
Structured acquisition drive for unserved dukas in peri-urban routes with a simple onboarding offer.
New active outlets added per route
Category & portfolio growth
Assortment, pricing, visibility, merchandising and SKU productivity, worked as one lever.
Examples
- Assortment by outlet type - must-stock lists
- Price-pack architecture review
- Visibility and merchandising standards
- SKU rationalisation and productivity
Price-pack architecture
Reviewed pack sizes against shopper price points and rebuilt the entry-pack proposition.
Clearer ladder from entry to bulk packMust-stock list rollout
Defined a five-SKU must-stock list per outlet grade and trained the field team to sell it.
Higher lines per outlet
Commercial performance & profitability
Dashboards and review routines that make forecasting, margin and trade spend visible weekly.
Examples
- Weekly and monthly commercial review rhythm
- Sales-force effectiveness dashboards
- Customer and SKU profitability views
- Trade investment tracking and ROI
Commercial dashboard build
One page per region: coverage, strike rate, drop size, stock cover and spend against plan.
Weekly review cut to 45 minutesCustomer profitability review
Ranked accounts by true contribution after discounts, listing fees and delivery cost.
Loss-making terms renegotiated
Business transformation & kaizen
Find the commercial bottleneck, simplify the process and make the improvement stick.
Examples
- Process mapping of order-to-delivery
- Bottleneck and waste identification
- Standard work and accountability routines
- Capability building and field coaching
Order-to-delivery cycle
Mapped every step from order capture to delivery and removed three duplicate approvals.
Shorter order cycle timeField capability programme
Coached supervisors on in-market work-withs, using a single call quality checklist.
Standard adopted across the teamFarmer's Breeze
Our distribution business line: pet food, and appointed distribution of Farmer's Choice products in Kenya. The same discipline, applied to our own shelf.
Dog food
Daily-feed range for household and working dogs, sold by the pack or by the bale for kennels.
Farmer's Choice distribution
Appointed distribution of Farmer's Choice products to retail, butcheries and food service.
Stockist supply
Trade terms, delivery schedule and merchandising support for shops carrying the range.
Start with a diagnostic
A focused commercial and RTM diagnostic: understand the business, find the growth constraints, and leave with a prioritised 90–180 day roadmap.
- Emailbusiness@mmaigacasper.com
- WhatsApp+254 722 798 694
- Office line+254 736 798 694
- Based inNairobi, Kenya