February 12, 2019
June 30, 2019
July 21-22, 2019
Lot of times, we assume and think that buying is easy. But, buying can be as important as selling. Building a wine portfolio that generates profit, and helps your sales team sell with ease is a big challenge. Big brands do not want to go with a small wine distributor and boutique brands are not what retailers will buy easily. Sometimes it is true that a couple of wine brands can steer you towards growth. Learn How to Build A Wine Portfolio that helps you grow profitably and sustain the business.
Hiring is one of the biggest challenges that a new wine distributor or even an old one faces. Lot of wine companies would want to hire the sales team on a commission basis and that does not bring a strong commitment from the sales team. The main reason is that sales people do not make enough money in selling a new wine portfolio, they need good brands to help them get more sales and again it comes back to building a wine portfolio that is also a good sell. If your wines are NOT moving, your sales reps will leave eventually as they need to make money. Thus your focus should not only be in making sure your wine distribution business is profitable but also that your sales reps are hitting their numbers. If they are happy, they will stay. If they stay, your retail accounts will get good service. If your retail accounts get good service, they will give you a chance and buy your 'unknown' brands.
AR has become a problem for wine distributors. In their startup months, many owners will surely face the heat and do 'deals' and give better terms to their buyers. This results in bad AR management and also affects your reputation. The retail community will soon realize that you are offering great terms and that you will do anything to get a sale. Beware:this will hit you hard on your face. Always grow on the right principles -- it is vital. Your sales team must understand that rules are rules and your retailers must know that once they buy it is their product and they must pay within 30 days. Your focus as a distributor should be to make sure that either your accounts staff or you call them on the 31st day reminding them about their dues. AR is a slow killer. Things will look good when you are making numbers, but if you find yourself in a position where you are not paying your sales reps on time or even your wine suppliers on time, that is a problem.
If sales reps are the face of your business, the driver and delivery team is 'the business'. Wine distribution is a service business and the most important part in the business is making sure that your customers get the 'right product' at the 'right time' in the 'right way' with the 'right attitude'. We will explain in detail here... Drivers need to receive good training about perfection and they need to understand why they are so important. Your customer (retailer) will see 2 people in your company more than you. Their sales team and their driver. Many small businesses have sales reps complaining about their drivers and drivers complaining about sales reps. Both are right. Sometimes, sales reps 'push their brand' so hard and convince the 'wife' or one business partner for example and when the delivery goes out, the husband refuses it. The driver is not a salesperson so he/she should not be expected to explain the basis of the sale to the retailer or call their sales rep at that moment to clarify the situation. These kinds of problems happen on a daily basis and it all comes down to the 'relationship' the salesperson has with the retailers. I have had drivers complain on an ongoing basis about a few salespersons (and mostly about the top salespeople!). Getting your delivery team to understand how hard it is to sell is vital. They need to understand that they are NOT delivering Pepsi or Bud Light, no one 'needs' their brand, so it really helps if they 'handle the delivery with care'. Good drivers and delivery will make your life easy, so always hire drivers with some patience and sales skills and you will save yourself some returns.
Budget for 'support' in your pricing. Support is vital. Tastings are a great way to help your retailer bring in new product and a great way to build brands. Learn from the beer distributors, they have mastered the craft of merchandising - they decorate their customers' store as if they are showcasing jewels.
The USA Beer Ratings competition was introduced by Beverage Trade Network which organizes beer events worldwide. The competition aims to recognize, reward and promote beer brands that are created to identify with and target a specific beer drinker. The competition works on three major criteria; quality, packaging and value for money. For any brand to earn its space on a retailer’s shelf or a restaurant’s beer list, they must be marketable and consumer driven and not just produced in the general hope it can find enough people willing to sell and buy it. This approach of USA Beer Ratings makes the competition different from other beer competitions.
Enter your beers into 2019 USA Beer Ratings before 12 February 2019 to avail Super Early Bird Pricing. Enter Here.