An Insight into Campari Group

Founded in 1860, Campari Group is a publicly traded, Italian-headquartered beverage company specialising in premium spirits. With a global presence in over 190 countries and a workforce of approximately 5,000 employees, the Group reported a revenue of $3.3 billion in the twelve months ending March 2025. Its diverse portfolio includes iconic brands such as Aperol, Campari, Espolon, Courvoisier, SKYY Vodka, and Wild Turkey. Campari Group is headquartered in Sesto San Giovanni, Milan, and is recognised as one of the world’s leading players in the branded spirits industry.

Introduction:

In today’s dynamic and competitive market, Revenue Growth Management (RGM) is no longer a luxury but a necessity. At Campari Group Argentina, our journey with RGM has been about curiosity, collaboration, and continuous evolution. It all started when RGM was not even a word in our dictionary, but our internal FP&A thinking was going beyond traditional planning.

Sometimes, you just receive top-down input, and an implementation at the global level comes from your Company. Sometimes, it is just naturally happening internally from a small group of people with an exploratory eagerness to bring things to the next level.

Questions like, “Are we spending our money efficiently?” “Is this portfolio as optimised as it can be?” or “How efficient is our customer and channel mix?” appeared in our meetings with Sales, Trade Marketing, etc.

Almost at the same time, Campari Group established RGM as a stand-alone team for the first time and presented to the whole organisation its “reasons to exist,” first findings, and roadmap for the official launch across the Legal Entities over the next years.

From our FP&A team in Argentina, we saw its potential early on and proactively asked to be included in the initial assessments. Although our market is not one of the largest within the Group, fortunately, we were selected due to our humble and hungry approach, which marked the beginning of a transformative learning experience.

First Takeaways

Donʼt wait for your boss or Company to tell you what the next step is; take the initiative.
Doesnʼt need to be perfect, but if itʼs a new beginning, embrace it and be bold.

Starting the Development Journey

Working side by side with the Italian RGM team, we began to plant the first seeds of knowledge, diving into tools like ideal pricing and promotional efficiency. 

But we didn’t want this to be just another one-off project. We made it our mission to nurture a revenue management culture within the organisation, to make every line of RGM thought in our usual way of approaching business.

Year 1 – Laying the Foundation

In the first year, our focus was on awareness, education, and early experimentation. 

There was a time when we proactively engaged with the global RGM team, focusing on the four pillars of RGM — Price Pack Architecture, Trade Management, Promotions, and Customer & Channel Mix.

What we did:

• Formed cross-functional working cells with clear objectives across FP&A, Sales, Trade Marketing, and Supply Chain.
• Introduced core RGM concepts such as Price Pack Architecture, promotional efficiency, and ideal pricing.
• Identified quick wins to demonstrate value early on and build internal momentum.
• Created internal visibility through regular updates and shared learnings to foster buy-in.

Year 2 – Scaling Capabilities and Regional Synergy

The second year was about deepening capabilities and aligning regionally. We moved from experimentation to structure, embedding RGM into our working methods.

What we did:

• Appointed a dedicated FP&A resource to lead RGM efforts and ensure continuity.
• Established regional collaboration routines with other Latin American markets to share tools, frameworks, and best practices.
• Developed custom dashboards and analytics to track RGM KPIs and support decision-making.

Regional alignment accelerates learning and builds consistency across markets.

Year 3 – Embedded RGM into the Business DNA

Today, RGM is no longer a project. It has become a mindset. The focus shifted to sustainability, automation, and cultural integration.

What we did:

• Embedded RGM into daily decision-making across pricing, promotions, and investment allocation.
• Conversations moved from volume to value, and from spend to efficiency.
• Continued to invest in training and capability-building to keep the momentum alive.

True transformation happens when RGM becomes how the business thinks, not just what it does.

What We Have Got

Today, we have a structured process to evaluate commercial and marketing agreements before and after execution, ensuring a positive ROI and learnings from real performance to refine our targets by investment objective. The experience and know-how we continue to acquire help us define our golden rules, which strengthen our decision-making processes. 

As a result, we are becoming increasingly efficient in investing and growing profitably.

We've developed simulators that empower our commercial teams to face negotiations better prepared while ensuring we use our resources optimum. We also hold strategic quarterly meetings led by our P&RG department with key decision makers to generate actionable insights across our four RGM pillars. These meetings lead to concrete tasks that our Commercial FP&A team follows up on, turning ideas into impact. 

In short, we’ve built a team, a way of working, and ultimately a mindset that actively seeks out and delivers profitable growth opportunities.

Conclusions

The results go beyond numbers.

We’ve seen a cultural shift, and we are now an organisation where conversations are even more centred around profitability, ideal mix, and the efficiency of our investments and channels. This evolution has empowered teams to make smarter, more strategic decisions based on data, always with the topline growth in mind.

This journey has shown us the power of collaboration, the importance of curiosity, and the impact of building capabilities across teams. I am incredibly proud of what we have achieved together and excited for what is next.

To those considering a similar path: start small, stay curious, and never underestimate the power of cross-functional teamwork!

Key Takeaways for Finance Leaders

1. Take the initiative — don’t wait around for someone to tell you what the next step is.
2. It doesn’t have to be perfect — what matters is getting started.
3. Ask the tough questions — for us, it began with: Are we growing the right way?
4. Trust is everything — especially across teams. Build it early.
5. Shift the mindset — from chasing volume to driving value and, ultimately, margin.
6. Finance has a bigger role to play — not just measuring growth, but helping to shape it.