Retail deal planning, with the order-by date for every deal
Pipeline puts open retail deals into the demand plan. Each deal shows the week you have to order to make the launch, and the cash at risk if the deal falls through.
One deal record for sales and planning
Every deal is one object with two lenses: sales sees the account, stage, and value; planning sees doors, fill orders, and weekly demand. No re-keying between a CRM and a spreadsheet. Change the deal and the demand changes with it.
When to commit cash to a deal
The decision window does the risk-buy calculation: order by week 29 to make the week 38 launch, three weeks before the buyer decides. If you buy and the deal falls through: $82K committed, and about nine weeks to sell it through at current velocity. You make the call with both numbers in front of you.
Full volume, labelled as not yet approved
A 100,000-unit deal at 50% confidence is not a 50,000-unit order. Probability-weighting belongs in sales reporting, not production planning. Deals overlay the Master Plan at full volume, marked as not yet approved, so planners see the real size of what might land.
Demand shaped like a retail launch
A retail launch is not a smooth ramp. It is a fill spike, a quiet period while shelves sell down, then a replenishment run rate. Planster explodes each deal into that shape, per channel, SKU, and week — the same grid your plan and your suppliers run on.
A record for every retailer
Door counts, rolling velocity, the products they carry, and the buyer’s contact details, kept with the deal instead of in someone’s phone. Per-store demand and last year’s numbers sit alongside, so you can tell real growth from more doors.
Deals enter the plan only when approved
Deal stage and plan inclusion are separate decisions. Adding a deal’s demand to the Master Plan is always an explicit human approval, and large deals are flagged for a planner’s review first.
What the agent does with pipeline
Every night
When the pipeline and the plan drift apart — a deal marked won that nobody added to the plan, an order-by date coming up on a deal still open — that is a ranked row in tomorrow morning’s list.
What it can’t do
It cannot add a deal to the plan, change a deal’s stage, or commit cash against one. Each of those is a human decision, recorded with that person’s name.
Example: ordering before a national retailer decides
Take a national rollout in the pipeline: 10,000 doors, launch in September, buyer decision in August. Production lead time means ordering in July, weeks before the buyer decides. Planster shows the whole decision in one panel: order by week 29 to make the week 38 launch, and if the deal is lost, $82K committed and about nine weeks to sell it through. The team makes the call with both numbers in front of them.
How it fits together
Every capability runs on the same demand forecast, so each one makes the others more useful.
Master Plan
Approved deals become versioned demand in your Master Plan, with the same cost preview and roll-back as any other scenario.
Explore Master PlanDemand planningRetail planning
The doors, facings, and per-retailer velocity a deal explodes into, kept as real retailer records.
Explore Retail planningPlan retail launches in one system
Book a demo and bring your most complicated rollout.