The engine

Doors × facings × velocity. Not a percentage of the total.

Retail demand gets built from the things that actually drive it — how many doors, how many facings, how fast it moves in each one — tracked per retailer rather than as a share of a blended number.

Every retailer is a record

Door count, rolling velocity, the products they carry, and the buyer’s contact details, kept with the account instead of in someone’s phone and someone else’s inbox.

Real growth or just more doors

Per-store demand and last year’s numbers sit next to the current plan. Volume up 30% because velocity improved and volume up 30% because you added 200 doors are two completely different businesses, and only one of them is repeatable.

Planned separately from DTC

Retail does not behave like your webstore and does not get forecast like it. It is planned as its own channel and then netted against the same inventory pool as everything else.

Overnight

What the agent does with retail planning

Every night

When the retail plan and what is actually happening drift apart — a won deal nobody promoted, a retailer running well outside its usual velocity — that becomes a ranked item in the next morning’s digest.

What it can’t do

It cannot change a door count, a velocity, or a retailer record. Those come from you and from what your retailers tell you.

The 30% that was not growth

A snack brand read a 30% retail increase as momentum and planned the next year against it. The door count had gone up 34% in the same period, which means per-store velocity had gone slightly backwards. Planned bottoms-up, that is visible in the plan rather than in a post-mortem after the reorder never comes.

Plan retail the way retail works

Bring your door counts and per-retailer velocity and see the bottoms-up plan.