That's what Retail+ by tapestry is worth in a typical Australian grocery store. Built from inputs you already know: revenue, gross margin, labour cost.
A modelled estimate, not a guarantee. The figure above is the middle of three scenarios that span A$27.5k to A$181.4k per store, per year, depending on how your stores are running today. Every assumption is in the methodology below.
The value doesn't come from one big change. It comes from three smaller ones, working at the same time, across every store you run.
Most of the impact comes from margin protection. Small basis-point wins compound fast across A$30m of revenue per store, and they're usually the ones hiding in plain sight without daily visibility. This is where the model moves most.
Sales you'd otherwise miss come back through faster, smarter execution. Issues get spotted and fixed earlier in the day, not at the end of the quarter.
Every exception becomes a clear task or list, closed with proof. The team spends less time chasing reports and more time on the floor.
Move the four sliders and the three scenarios update live, using the same model behind this report. Nothing here is sent anywhere or stored. The methodology that drives every number sits in the accordion below.
As an example, take a six-store grocery group, A$28m average store revenue, 26% gross margin, running the Moderate scenario. Here's what the model says
Run the calculator above with your own numbers, or book a demo and we'll walk through the model with your actual stores.
By the time you spot a problem, a promo that's not set up, stock that's missing, a category drifting, you've already lost sales and margin. Retail+ closes the loop in real time.
The numbers on this page are model outputs, not promises. They're indicative of what's realistic given the assumptions exposed below. The only way to know what Retail+ is worth in your business is to run it.
Every assumption on this page is sensitivity-tested and grounded in published research. You can pull it apart in the methodology below. But the easier way to find out what Retail+ is worth in your business is to put your actual numbers in front of us.
A 30-minute demo is free. We'll walk through the model with your stores, show you where Retail+ catches the gaps in your business today, and what they're costing. No prep, no commitment, no spreadsheet to fill in beforehand.
A finance-ready model, in full. Every assumption, mechanism, sensitivity test and citation behind the v2 figures.
v2 (May 2026) reflects a methodology review of v1 (Jan 2026). Five corrections; the model is otherwise unchanged. v1 remains available for traceability.
| Change | Type | Detail |
|---|---|---|
| 01 | Arithmetic — 10-year cumulative + NPV corrected | v1 deducted the subscription twice at the 10-year line. v2 applies the 9.0× adoption multiplier directly to Net annual value. Moderate 10-year: A$902,595 → A$906,795. |
| 02 | Framing — payback rewritten against actual cost | v1's 8.3 commentary framed payback against a hypothetical A$30k per store cost while the numbers used A$4,200. v2 is consistent throughout. Moderate payback typo (0.05 → 0.50 months) corrected. |
| 03 | Sourcing — ECR citation tightened to verifiable | v1 cited "ECR Blue Book on OOS". 250+ Blue Books exist. v2 cites Optimal Shelf Availability: Increasing Shopper Satisfaction at the Moment of Truth (ECR Europe & Roland Berger, 2003) directly. |
| 04 | Scoping — supplier CM moved out of headline | The A$5k / A$15k / A$40k supplier contribution figures are modelled placeholders without a cited source. v2 publishes two ranges: a core range (excluding supplier CM) for external claims, plus a "with supplier CM" range for planning conversations. |
| 05 | NPV disclosure — 10% noted as better AU grocery WACC | v1 used 8%. v2 retains 8% for continuity but notes 10% is more appropriate for AU independent grocery WACC. Six academic citations verified. |
Retail+ concentrates value in five retailer levers:
Using an assumed A$30m revenue per store, the model estimates annual per-store value:
The core range is the figure to use in external claims. The full range is appropriate for internal planning conversations where supplier data monetisation is on the table.
Retail+ matters because it compresses the loop from "spot" → "diagnose" → "act" → "confirm" using live analytics plus execution tooling (tasks & lists), with Hank enabling analyst-like Q&A against live performance patterns.
| Role | Retailer decision-makers (CEO/Owner, CFO, COO, Commercial/Category leaders) |
|---|---|
| Version | v2.0 — methodology review; supersedes v1.0 (Jan 2026). Five corrections; see What changed in v2. |
| Feature list | Features Homepage + Retail+ feature descriptions |
| Date | 13 May 2026 |
| Confidence score | 63 / 100 (unchanged from v1; the v2 changes are arithmetic and sourcing, not envelope-shifting) |
| v1 archive | EconomicImpactReportV1.html — retained for traceability |
Three scenarios (Conservative / Moderate / Aggressive) representing differences in data readiness, adoption cadence, execution discipline, and (optionally) supplier participation.
Across retailers, the recurring constraints are remarkably consistent.
When insight arrives weekly or monthly, issues have already leaked sales and margin. Retail+ shortens that latency to hours.
Good decisions don't pay if store execution is inconsistent. Tasks + Lists explicitly target "nothing slips through the cracks".
Small basis-point improvements applied to a large sales base become material profit. Margin bps is the dominant sensitivity.
The opportunity is usually capacity unlock - better prioritisation, faster "truth checks", less ad-hoc reporting. Not headcount reduction.
Retailers want clearer, data-backed joint business planning - and optionally to convert reporting burden into governed supplier-paid access.
Retail+ includes - at the time of writing:
| Feature | Operational benefit | Measurement type |
|---|---|---|
| Real-time analytics | Faster detection of drift; earlier correction of leakage; one version of truth. | Time-to-insight; variance recovery rate |
| Search & scan | Truth in seconds, in aisle and in supplier meetings. Less analyst dependency. | Time per query; reporting hours avoided |
| Home screen | Prioritisation and exception management - top / bottom / tasks / metrics. | Daily review time; actions / insight |
| Tasks | Converts insight to accountable execution. Audit trail. Reduces slippage. | Completion %; time-to-close |
| Lists | Standardises workflows: delists, promos, stocktakes, gap checks. | Promo readiness; rework rate |
| Basket analytics | Improves "profit per trip" - attach, bundles, promo profitability. | Basket value / margin / profit |
| Spaces (Pro) | Improves sales / GP density by reallocating space to higher-return bays. | GP per sqm; endcap ROI |
| Data trading | Optional, governed supplier-paid access. New high-margin contribution line. | Supplier uptake; contribution margin |
| Hank (bounded Q&A) | Reduces friction to answer core trading questions. Increases decision cadence. | Query cycle time; actions / answer |
| Benefit cluster | Primary lever | How value shows up |
|---|---|---|
| Faster exception detection | Sales uplift, margin gain, hours returned | Reduce time-to-correct leaks; expand review cadence; improve mix / promo decisions sooner. |
| Execution reliability | Sales protection, risk avoidance, hours returned | Fewer missed promos, ticketing errors, delayed fixes; less rework. |
| Basket-quality optimisation | Sales uplift, margin gain | Improve attach & bundles. Avoid "discount-only" promos. Lift GP per trip. |
| Space optimisation | Sales uplift, margin gain | Allocate space to higher-return bays / endcaps. Improve profit density. |
| Supplier monetisation | Supplier contribution margin | Sell governed insight access. Convert reporting burden into subscription-like contribution. |
| Variable | Value | Confidence |
|---|---|---|
| Revenue per store | A$30,000,000 / year | High |
| Retail+ subscription | A$350 / store / month (A$4,200 / year) | High |
| Baseline GM% | 27% (sensitivity 25–30%) — Coles FY25 27.4%, Woolworths Aus Food 28.6%; midpoint | Medium |
| Labour cost / hr (fully loaded) | A$35 / hr (sensitivity A$32–A$40) — Award + 12% super (ATO from 1 Jul 2025) + on-costs | Medium |
| Overlap haircut | 15% of (GP sales uplift + GP margin gain) — portfolio-level tier per workflow EIR methodology | Medium |
| Discount rate (NPV) | 8% placeholder — v2 note: 10% is more appropriate for Australian independent grocery WACC. Replace with your actual WACC. | Medium |
| Adoption ramp (10 yrs) | Y1 40%, Y2 70%, Y3 90%, Y4–10 100% (sum multiplier 9.0×) | Med–Low |
| Supplier CM (lever 5) | A$5k / A$15k / A$40k per store — modelled placeholder, no cited evidence base. v2 treats as optional upside, not headline. | Low |
| Driver | Conservative | Moderate | Aggressive |
|---|---|---|---|
| Sales uplift (% of revenue) | 0.20% | 0.50% | 1.00% |
| Margin gain (bps on total sales) | +5 bps | +15 bps | +30 bps |
| Hours saved weekly | 4 hrs | 8 hrs | 12 hrs |
| Hours capture factor | 30% | 50% | 70% |
| Compliance / risk avoided (EV) | A$3k/yr | A$10k/yr | A$25k/yr |
| Supplier contribution margin (optional) | A$5k/yr | A$15k/yr | A$40k/yr |
We quantify five impact areas (annual, per store):
R = A$30,000,000; GM = 27%; labour = A$35/hr; overlap haircut = 15%. v2 publishes core and full ranges.
| Impact area | Conservative | Moderate | Aggressive |
|---|---|---|---|
| Incremental sales (revenue) | 60,000 | 150,000 | 300,000 |
| GP from sales uplift | 16,200 | 40,500 | 81,000 |
| GP from margin gain | 15,000 | 45,000 | 90,000 |
| Less: overlap haircut (15%) | (4,680) | (12,825) | (25,650) |
| Captured hours returned value | 2,184 | 7,280 | 15,288 |
| Compliance / risk avoided (EV) | 3,000 | 10,000 | 25,000 |
| Subtotal — core gross value (excl. supplier CM) | 31,704 | 89,955 | 185,638 |
| Less: Retail+ subscription (A$4,200/yr) | (4,200) | (4,200) | (4,200) |
| Net annual value / store (core) — external claim figure | 27,504 | 85,755 | 181,438 |
| Optional: supplier contribution margin (lever 5) | 5,000 | 15,000 | 40,000 |
| Net annual value / store (with supplier CM) | 32,504 | 100,755 | 221,438 |
Using R = 30m, GM = 27%, overlap haircut k = 15%.
Key takeaway: the model is most sensitive to margin basis points, then sales uplift, then supplier CM, then hours returned.
Base Moderate Net (with supplier CM) = A$100,755 / store / year. The supplier CM row is the swing between full and core.
| Change | New Net total | Delta |
|---|---|---|
| Margin gain 15 bps → 20 bps | 113,505 | +12,750 |
| Sales uplift 0.50% → 0.60% | 107,640 | +6,885 |
| Hours saved 8 → 10 hrs/wk | 102,575 | +1,820 |
| Hours saved 8 → 6 hrs/wk | 98,935 | −1,820 |
| Capture 50% → 30% | 97,843 | −2,912 |
| Overlap haircut 15% → 20% | 96,480 | −4,275 |
| Sales uplift 0.50% → 0.40% | 93,870 | −6,885 |
| Risk avoided 10k → 0 | 90,755 | −10,000 |
| Margin gain 15 bps → 10 bps | 88,005 | −12,750 |
| Supplier CM 15k → 0 (= core range) | 85,755 | −15,000 |
At Moderate sales uplift = 0.50%: at GM = 25%, GP from sales uplift = A$37,500 (vs A$40,500 at 27%). Modest impact relative to margin bps sensitivity.
Net of Retail+ subscription, with supplier CM included. For core figures (excl. supplier CM), multiply per-store by Conservative A$27,504 / Moderate A$85,755 / Aggressive A$181,438.
| Stores | Conservative | Moderate | Aggressive |
|---|---|---|---|
| 1 | A$32,504 | A$100,755 | A$221,438 |
| 5 | A$162,520 | A$503,775 | A$1.11m |
| 10 | A$325,040 | A$1.01m | A$2.21m |
| 20 | A$650,080 | A$2.02m | A$4.43m |
| 100 | A$3.25m | A$10.08m | A$22.14m |
| 1,000 | A$32.50m | A$100.76m | A$221.44m |
Adoption ramp: Y1 40%, Y2 70%, Y3 90%, Y4–10 100% (sum factor 9.0×). v2 correction: the subscription is netted year-by-year inside Net annual value, so the 9.0× multiplier scales Net directly. v1 deducted the subscription a second time at the 10-yr line; v2 figures below are slightly higher as a result.
At 100 stores (NPV @ 8%, illustrative): Conservative A$18.91m · Moderate A$58.62m · Aggressive A$128.83m. NPV note: 8% is the placeholder retained from v1; 10% is more appropriate for Australian independent grocery WACC — using 10% reduces NPV by ~10% versus the figures above.
Retail+ subscription cost is A$350 per store per month (A$4,200 per year per store). All figures in this section use that A$4,200 cost — v2 corrects the v1 commentary, which mixed a hypothetical A$30k/store cost into its narrative.
| Conservative | Moderate | Aggressive | |
|---|---|---|---|
| Annual benefit / store (core, excl. supplier CM) | A$27.5k | A$85.8k | A$181.4k |
| Annual benefit / store (with supplier CM) | A$32.5k | A$100.7k | A$221.4k |
| Payback period (with supplier CM) | ~1.6 months | ~0.5 months (v1 typo: 0.05) | ~0.2 months |
| Payback period (core) | ~1.8 months | ~0.6 months | ~0.3 months |
| Benefit-to-cost multiple (with supplier CM) | ~8.7× | ~25.0× | ~53.7× |
| Benefit-to-cost multiple (core) | ~7.5× | ~21.4× | ~44.2× |
Sales uplift and margin gain can overlap (mix, availability, promo effects).
Dashboards without behaviour change yield little.
Hours returned may not convert directly to cash.
Commercial upside depends on supplier appetite and governance.
Some features are explicitly marked "coming soon".
Benchmarks are used as plausibility bounds — headroom and mechanism support — not as guarantees. All six academic citations were verified in May 2026 as part of the v2 methodology review.
Firms adopting data-driven decision-making show 5–6% higher productivity and output. Supports the directional case that data-driven retailers outperform.
The foundational European OSA study. Reports OOS rates of 7–10% across European retail and establishes the five-lever framework for OSA improvement (replenishment, merchandising, inventory accuracy, promotion management, ordering systems). v2 correction: v1 cited "ECR Blue Book on OOS, 2003" — ECR has published 250+ Blue Books; v2 cites the specific report by name.
Global average OOS rate 8.3%; European average 8.6%. Some OOS converts to truly lost sales — supports conservative recapture assumptions.
65% of inventory records are inaccurate. Justifies tooling that closes the execution loop — tasks, lists, photo-proof close-out.
Execution failures are common and profit-damaging. Supports the case that decision tools alone are insufficient — the loop must close.
Shelf customisation produced 4% gains; product reorganisation produced 5–6% changes. Supports the Spaces (Pro) mechanism.
Average shelf-space elasticity = 0.17. Quantifies the space-to-sales response that underpins Spaces Pro.
Calibrates GM% for scaling uplift to GP$. Midpoint 27% applied as baseline.
Informs the A$35/hr fully-loaded labour rate.
The specific A$5k / A$15k / A$40k quantums used in the supplier CM line are modelled placeholders, not from a cited source. v2 publishes supplier CM as optional upside rather than part of the core headline for this reason.
| Feature | Sales uplift | Margin gain | Hours returned | Risk avoided | Supplier CM |
|---|---|---|---|---|---|
| Real-time analytics | ✓ | ✓ | ✓ | ✓ | indirect |
| Search & scan | ✓ | ✓ | ✓ | ✓ | indirect |
| Home screen | ✓ | ✓ | ✓ | ✓ | - |
| Tasks | ✓ | ✓ | ✓ | ✓ | - |
| Lists | ✓ | ✓ | ✓ | ✓ | - |
| Basket analytics | ✓ | ✓ | - | - | - |
| Spaces (Pro) | ✓ | ✓ | - | - | - |
| Data trading | - | - | ✓ | ✓ | ✓ |
| Hank (bounded Q&A) | ✓ | ✓ | ✓ | ✓ | - |
The role reports produce the following per-store annual ranges. This consolidated model sits within the envelope and uses an explicit overlap haircut + hours-capture factor for conservatism.
| Role report | Conservative | Moderate | Aggressive |
|---|---|---|---|
| CEO / Owner | 24,820 | 59,050 | 119,100 |
| CFO | 40,780 | 109,685 | 227,090 |
| COO | 27,830 | 92,950 | 201,820 |
| Buying Manager | 39,440 | 117,500 | 242,400 |
| Category Manager | 58,600 | 169,340 | 342,040 |
| This consolidated retailer model (Net, with supplier CM) | 32,504 | 100,755 | 221,438 |
| This consolidated retailer model (Net, core only) | 27,504 | 85,755 | 181,438 |