CPG is not one decision-space. A brand manager at a large filer and a founder of a premium independent sit on opposite sides of the same shelf, and share exactly one decision between them. Two briefs, each written for the seat that signs, $495 each.
Eleven of twelve large CPG filers publish exactly how exposed they are to one retailer. Not one of the twelve publishes how exposed it is to one brand.
Two acquirers in the entire 2024–2026 window disclosed a multiple. PepsiCo paid $1.95bn for poppi and $1.2bn for Siete and published no revenue for either.
The segmentation follows position relative to distribution rather than product category. A beverage brand manager and a snack brand manager face the same six decisions and differ only in the evidence; splitting there would produce the same brief six times. The one decision that runs parallel across both briefs is concentration — retailer and SKU exposure — because it is the one the filings sometimes disclose, which makes the answer checkable rather than argued.
The catalogue briefs answer the decisions a category shares. A custom brief answers yours: one decision, one decision-maker, your market, with the question and what would prove it wrong registered before any data is pulled. See the custom brief →
Licensing. A brief is sold for use inside the buying organization — read it, quote it internally, build on it in your own planning. It may not be resold, published in full, or redistributed outside your organization. Quoting a figure externally is fine with attribution to CULT+MATH and the as-of date.