Ask the Collective

#marstons#distribution#listings#route-to-market

What are the practical challenges and steps for getting a product listing with Marstons, especially after their Carlsberg merger?

Members report significant friction in securing Marstons listings, particularly since the Carlsberg merger. The core problem is a circular referral process with no clear owner. **The Marstons/CUK runaround:** Members describe being bounced between Marstons and Carlsberg UK (CUK)—Marstons directs you to CUK to handle the listing request, while CUK says Marstons needs to request the product. This creates a stalled process where neither party takes responsibility, and getting movement has proven difficult over months or years. **Local pub group angle:** One member noted that if your local pub group is tied to Marstons, you cannot get shelf space without a formal listing. Asking the pub group directly to connect you with their Marstons contact may help, but this depends on the relationship. **Contact recommendation:** Members mention **Helen at Hells Belles** as a useful contact for navigating this process, though specific details on her role were not provided in the discussion. **Caveats:** The post-Carlsberg merger appears to have made the process *worse*, not better. Multiple members have been stuck in the circular loop for "a couple of years" with no resolution. There is no clear workaround reported—persistence and a direct contact seem to be the only tactics mentioned.

#distributors#payment-terms#route-to-market#cash-flow

What are the current payment reliability and account strength of major wine and spirits distributors like Enotria and Venus after recent restructuring?

Payment reliability and account base strength vary significantly among major distributors post-restructuring. **Enotria** — Members consistently report serious payment issues. Feedback ranges from "need a lot of chasing" to "absolutely TERRIBLE TERRIBLE payers," and this has been a chronic issue for years. The distributor has undergone multiple restructurings and refinancing cycles. Their account base has changed substantially since they moved away from being a composite supplier, reducing their range and focusing on selective profitable growth. While still considered a valuable supplier by some, working with them requires careful management of terms to minimise supply disruption. Changes in ownership may improve the situation. **Venus** — Described as a reliable option with a solid account base. A Venus listing makes products available to Booker ontrade/catering channels (a positive), though it does not extend to Tesco, which operates entirely separate buying teams and does not migrate Venus products into their systems. **General approach** — Rather than relying on a distributor's team to sell your brand, members recommend basing any listing decision on your target accounts and working backwards from the bar. Distributors have competing priorities and incentives favour larger players, so expect to drive volume through your own sales activity. Opening up route to market is valuable subject to commercial terms.

#wholesale#distributors#route-to-market#volume-requirements

What should we expect when pitching products to major wholesale distributors, and what strategies work best for getting listings?

Getting wholesale distributor listings requires meeting high volume forecasts and persistence through a lengthy approval process. **Key requirements and expectations:** - Major national operators now demand immediate volume commitment — distributors view stock as cash and are focused on range rationalisation post-COVID - Expect minimum forecast requirements of 3–5 cases per week per SKU or per site, even for smaller initial listings; some high-profile operators have regional autonomy and still push back on these minimums - **Specialty** is known for requesting particularly high forecasts compared to other wholesalers - The approval process is lengthy — members report 2+ weeks of back-and-forth negotiation just to secure a 3-SKU listing - Even with strong credentials (e.g., 15 sites with 5+ cases minimum per week), distributors may still resist listing **Practical tactics:** - Members recommend doing significant leg work yourself rather than relying solely on distributors' internal processes — some have enlisted their accountants to handle sign-off and final calculations - Networking within the community can help: members share useful contacts via direct message - Be prepared for a protracted negotiation; one member noted "that was tough!" and it took considerable effort to eventually secure listings **Caveats:** Members emphasise that distributor relationships are competitive and unpredictable post-COVID. If a relationship sours, rebuilding trust takes time. The landscape remains volatile — members are watching whether R&D claim structure changes will shift wholesale pricing practices.

#supermarket-margins#route-to-market#discount-retailers

What margin do discount supermarkets like Lidl and Aldi typically offer compared to conventional supermarkets?

Discount supermarkets offer significantly lower margins than conventional supermarket channels. Members report: - **Lidl/Aldi margins**: typically 10–12% on spirits - **Conventional supermarkets**: usually 25%+ on standard products, rising to 30% on super-premium spirits - **Mixers**: notably tighter at 40–48% (members noted this with frustration) - **Ex-duty spirits**: may reach north of 50%, but this is category-dependent The consensus is that discount channels require accepting substantially lower margins (roughly half those of traditional supermarkets) in exchange for volume potential. One member noted they were checking feasibility ("just want to see if we can make it stack up"), suggesting profitability requires careful cost analysis before committing.

#distributor-margins#route-to-market#pricing

What margins do drinks distributors typically expect, and which distributors offer competitive rates?

Distributor margin expectations in the drinks industry typically range from 23–30%, with 23% appearing increasingly common. **Cotswold Fayre** and **Jumpstart** have both quoted 23% to members; one distributor quoted 30%. Members report that margin percentage alone isn't the deciding factor—distributor efficiency, responsiveness, and ease of working relationship matter significantly. Members who accepted 23% margins from **Cotswold Fayre** and worked with them from January onwards reported they were "much better to deal with and more efficient than others that have asked for more," making them "worth a punt." **Jumpstart** has also been described as "quite good" to work with. The consensus is to negotiate and compare not just on margin percentage but on operational support and reliability.

#wholesalers#route-to-market#distributor-selection#indie-spirits

What's the best approach to choosing wholesalers and distributors for an independent spirits brand, and should strategy differ between different wholesaler types?

There is no truly 'proactive' wholesaler for indie spirits brands—even niche players like **Cotswold Fayre** work with huge catalogues and won't actively push your product. The key is to flip the strategy: base wholesaler listings on your target accounts (bars, restaurants, retailers where you think the brand fits), then drive demand yourself through your sales team to pull volume through the wholesaler. Don't rely on the wholesaler's sales force—their incentives and priorities favour larger suppliers. **Specific wholesalers mentioned:** - **Cotswold Fayre** — seen as indie-friendly but still requires you to generate demand; you may get some direct business luck but shouldn't expect proactive selling - **Enotria** — has reduced their range significantly and shifted away from being a composite supplier to focus on selective profitable growth. They have a changed account base since that pivot. **Critical caveat**: members reported they are "absolutely TERRIBLE" payers with a history of requiring close chasing. Work with them only on careful proforma terms or very managed arrangements to minimise supply disruption. - **Venus** (post-takeover) — members raised concerns that listing with them post-acquisition risks product being pushed into Tesco or Bookers without your control **Core principle:** Work backwards from the bar. Identify where your brand belongs, then ensure the wholesaler can supply that route. Opening up route-to-market via a wholesaler is helpful for availability, provided commercial terms work for you.

#ankor#online-sales-channels#marketplace-viability#route-to-market

Is the Ankor online marketplace a viable sales channel for emerging drinks brands?

Members report that Ankor has not delivered the results its sales projections suggested. The marketplace appears saturated and has struggled to convert traffic into sales. **Key feedback:** - **Ankor marketplace** — Members who reached out to existing sellers were told they "haven't made a sale on it yet" and described Ankor as "pretty punchy with projections but haven't lived up to it." The platform is perceived as "pretty saturated." - **Market saturation** — Multiple members flagged that Ankor looks overstocked with competing brands, which may explain low conversion rates. - **Recent decline** — There is anecdotal suggestion that Ankor "has lost a lot of people recently," indicating possible erosion of seller confidence. **Caveats:** This feedback is based on second-hand reports from sellers already on the platform rather than direct sales data. One member was in the process of setting up, so real-time results may vary. The consensus leans towards caution rather than outright dismissal.

#distribution#contracts#importer-terms#route-to-market

What key terms should be included in importer and distributor contracts to protect the brand and ensure performance?

Members have learned through experience that distribution contracts need specific commercial and performance clauses to work effectively. Here's what the community recommends including: **Core commercial terms:** - **Volume by channel** — clarify expected sales volume across different retail/hospitality channels - **KPIs** — define measurable key performance indicators for the distributor - **Support matrix** — specify cash support (per bottle) for each volume bracket to incentivise performance - **Payment terms** — members recommend 45 days from invoice as standard **Contract duration and exit clauses:** - **3-year deal structure** with early termination rights if targets are missed - **Acquisition clause** — if the distributor is acquired, they either let you see out the contract or pay 6–9 months of gross margin as compensation **Performance protections:** - **Minimum sales obligations** — one member successfully negotiated a mid-term renegotiation including minimum performance/sales targets. When the distributor fell ~5,500 9L cases behind forecast, they exercised this clause to secure overdue POs. This is hard to get in initially but valuable if you can. **Contract complexity varies:** Members report ranges from very short informal agreements (used for some export markets with no formal contract) through mid-length documents, to 50-page contracts that took 6 months to negotiate. The detail needed depends on market importance and distributor track record. **Warning:** Members have experienced significant disputes with underperforming distributors. Building in performance clauses and clear KPIs from the start—rather than trying to renegotiate mid-term—helps avoid costly legal conflict. One member described a "very heated legal dialogue" with a key-market distributor; proactive contract design can prevent this.

#distribution#tipple#alcohol-platforms#route-to-market

What is the experience of using Tipple as an alcohol distribution platform, and should we consider it?

Members have mixed and cautious experiences with Tipple as a distribution platform. **Tipple** offers good margins and reliable P&P to European markets, making it viable if you have sufficient demand. However, several significant concerns emerged: - **Operational challenges**: One member reported it consumed significant time and ultimately didn't work out due to poor setup and setup communication from Tipple's side; another found similar issues and advised caution, particularly early on. - **Distributor conflicts**: If you already have existing distributors in your market, Tipple can create complications and may not be worth pursuing. - **Compliance and liability concerns**: Members raised serious worries about whether taxes and duties are being paid correctly under local laws, and the risk that non-compliance could expose you legally. - **Alternative consideration**: Some members mentioned **BeMakers** as a more established alternative with a similar model (with reference to Arbikie using it), though feedback on BeMakers was also negative ("Not great at all"). **Caveats**: Tipple may have improved since some of these experiences. While Diageo is rumoured to use them, this is unconfirmed. The main risks centre on operational execution, legal/tax compliance, and potential conflicts with your existing distribution network. Members recommend speaking directly with those who have tried it before committing.

#route-to-market#retail#distribution#prospecting

Where can I find a comprehensive list of UK independent retailers (bottle shops, wine shops, delis) to target for distribution?

Members identified two main approaches: **BOWIMI** — A tool with Google integration that can identify and compile bottle shops, wine shops, delis, farm shops and similar independent retailers. Members reported positive experiences and recommend reaching out directly for a demonstration of how it works. **Collaborative Google Drive** — Members suggested creating a shared spreadsheet within the community where members could collectively build and maintain a retailer database, including contact names, estimated sales volumes, and brands already stocked. This approach would leverage collective knowledge across the group. Note: Members were enthusiastic about having access to a comprehensive list, suggesting this is a genuine gap in the market. BOWIMI appears to be the most concrete solution available, though it's unclear whether it's a free or paid service or how complete its coverage is.

#hospitality-tender#procurement#portfolio-competition#pricing-strategy

How do major UK hospitality groups evaluate tender bids for spirits and wine, and what strategies should independent suppliers use when competing?

Major hospitality tender processes in the UK are heavily dominated by portfolio players. Portfolio suppliers (particularly **Diageo**, **Pernod** and **Bacardi**) win the vast majority of contracts—members report they secure "99% of the time." Evaluation criteria vary, but some tenders are assessed purely on price first; however, **sustainability credentials** and responsibility messaging are increasingly important to large bar groups, alongside retro incentives and listing fees. **What members have observed in practice:** - **Price compression is intense.** One member successfully negotiated Seven Tails XO brandy down from £26 to £18 per bottle by coordinating margin reductions across supplier, importer and route-to-market partner—and still lost the contract to a portfolio incumbent (Martel/Pernod). - **Backhanders and incentives are common.** Members report wholesalers soliciting and offering 15% backhanders to secure contracts pre-tender completion, and note the need to match or exceed these incentive offers (e.g., 16% retro) in future bids. - **Sustainability messaging matters, but money talks.** Large groups (e.g. bar groups moving to large formats in spirits, cans or premix) publicly emphasize sustainability, but acknowledge that "big brand money" and Diageo/Pernod deals will capture the lion's share of business. - **Tender timelines are tight.** Intent to bid deadlines (e.g., 14th) precede actual bid submission by two weeks (e.g., 28th); missing these dates excludes you entirely. - **Portfolio scope is significant.** Members reference tenders covering 8,000+ bottles across multiple locations (e.g., London and Manchester for a single brand). **Caveats:** Members describe some national tender processes as "Kafkaesque time waste," and note that independent suppliers face structural disadvantages against portfolio players backed by major distributors and established relationships with hospitality groups.

#distributor-relations#customer-data#route-to-market#gdpr

How do you obtain customer account lists from major UK drinks distributors like Hills Prospect, Nectar, and Enotria & Coe?

Major distributors do not share their full customer base details with brand owners due to GDPR restrictions and commercial confidentiality. However, members have found partial workarounds: **Official approach:** Contact the distributor's sales team directly in your region (e.g. London) and build relationships to encourage "pull-through" sales activity—this is time-consuming but appears to be the only legitimate route. **Partial lists:** Some members have obtained incomplete account lists from **Hills Prospect** and **Nectar** (one member reported a Nectar list of 200–300 accounts), though these are fragmented and not geographically comprehensive. **Information swaps:** Members occasionally trade or share partial lists they've accumulated, though the value and coverage varies. **Caveats:** Distributors have "clamped down even more" on data sharing in recent years due to GDPR compliance and training. Expecting full customer lists (around 10,000 sites) from a single distributor is unrealistic. If you do obtain lists, you're fortunate—many members report getting nothing from major distributors despite requests.

#distribution#collaboration#route-to-market#collective-strategy

How can Kindred members develop a shared distribution infrastructure and collaborative approach to route-to-market strategy?

Members see strong potential for a collective distribution model that pools knowledge and resources across the group. The concept addresses fragmented individual strategies and could unlock real synergies. **Key opportunities identified:** - **Shared portfolio approach** — Balancing multiple brands across core spirit categories to create stronger market presence - **Consolidated logistics** — Pooling shipments and distribution infrastructure to reduce individual costs - **Collaborative trade show attendance** — Joint representation at international events to share booth costs and visibility - **Shared ambassador funding** — Financing brand ambassadors in core export markets jointly rather than individually - **Joint marketing collaboration** — Coordinating promotional efforts across brands to amplify reach **Current status:** Members recognise the concept as one "a lot of us have considered" and that "a portfolio makes us stronger." The group has discussed how this cluster model could ensure each portfolio is balanced across categories. Interest exists in moving from abstract discussion to practical planning, with members indicating willingness to "have a chat about how we might start such a process and pool some ideas." **Framing note:** Members see the Kindred group's existing collaboration strength ("the spirit collab is so good in this group") as evidence that formalising distribution infrastructure could work. This moves beyond informal knowledge-sharing into structured commercial infrastructure.

Logistics & Export3 discussions

What are the key requirements and considerations for exporting spirits to Canada?

Exporting to Canada is complex and similar to Nordic markets. Labelling requirements are strict and members recommend using an additional acetate label to ensure compliance. **Key routes to market:** - **Provincial government distribution** — In some provinces (e.g. Alberta), spirits are stored and distributed by the provincial government after import, which affects pricing and margins - **LCBO (Ontario)** — The largest volume opportunity but requires an importer with pricing expertise; LCBO listings typically take 1–2 years to secure - **Easier entry provinces** — Alberta, Saskatchewan, and Nova Scotia are faster to break into than other provinces - **Private importers** — An alternative route, but requires an importer who understands local pricing dynamics and margin expectations (margins are described as "somewhat low") **Critical considerations:** - Work with an importer who understands Canadian pricing structures and provincial government relationships, as this significantly impacts route-to-market success - Factor in longer timelines for major provincial listings (especially LCBO in Ontario) - Budget for labelling compliance with additional acetate labels to meet Canadian requirements

#canada#export#labelling#route-to-market

#costco#pricing-margins#route-to-market#retail

What are Costco UK's pricing model and margin structure, and how does it compare to traditional supermarkets?

Costco UK operates on a fixed, low-margin model fundamentally different from traditional supermarkets. Members report **a maximum margin of 10–14% added to cost price** across all products—significantly lower than standard retail. This is the defining feature of their business model and applies consistently. Key characteristics: - **Membership-only access** — prices are not advertised outside stores; membership gates the customer base - **Volume-focused** — members have achieved strong volume sales (e.g., 3–4K cases/month at peak for spirits brands) - **Price monitoring risk** — the major retailers actively watch Costco prices, so if you supply multiple retailers, pricing misalignment can "come back to bite" you and trigger issues with other stockists - **International expansion possible** — members have successfully done Costco international pieces alongside UK sales The low fixed margin means Costco is a cash-and-carry/discount model, not a traditional supermarket. Success here depends on volume: the tight margin only works if you can shift significant quantity. Be cautious if you already supply major multiples, as Costco's prices may undercut them and create channel conflict.

#distributors#route-to-market#b2b-sales

Which are the major UK drinks distributors and wholesalers to approach for distribution?

Members shared a mix of established distributors and specialist wholesalers worth approaching. The Grocer publishes an annual ranking of top wholesalers (the 2023 "Big 30" list is available via The Grocer); this is a useful reference point for market mapping. Specific distributors members mentioned include: - **Proof** — listed as a major player - **Mangrove** — noted as a top distributor - **Cask** — established wholesaler - **Marussia** — key operator - **Speciality Brands** — sector-focused distributor - **Ten Locks** — drinks-specific wholesaler - **Love Drinks** — specialist distributor - **Paragon** — additional major distributor One member indicated they have a full list with contact details and expressed willingness to share. The consensus is that consolidation in the distribution market is ongoing, so timing outreach soon is advisable if seeking new distribution partnerships.

Sales, Marketing & PR3 discussions

Which trade shows should a premium drinks producer prioritise for reaching food-led pub buyers?

Trade shows are typically slow-burn lead generators rather than immediate sales drivers, but can build valuable awareness and contacts in the target market. **Key recommendation:** - **Northern Restaurant and Bar Show (NRB)** — endorsed by members as the strongest choice for this segment. The 2025 show is adding a dedicated Lunch element for the first time, which aligns well with pubs focused on Sunday lunch occasions and guest experience. **Strategic approach:** - Consider prioritising trade shows run by your existing RTM (route-to-market) partners. Members with suppliers like Venus, Amathus, Dayla and Hills Prospect noted this approach is more focused for 2025. - Potential for collaboration with complementary spirit brands at shows (e.g., gin and vodka producers for Bloody Mary/cocktail positioning). **Caveats:** - Expect shows to generate awareness and contacts over time rather than immediate orders from the booth. - Members recommend treating trade show participation as part of a longer-term customer development strategy.

#trade-shows#b2b-sales#pub-buyers#route-to-market

#netherlands#distribution#non-alcoholic spirits#route-to-market

Which distributors in the Netherlands work with smaller and emerging non-alcoholic spirits brands?

Members recommended two distributors with experience working with smaller, emerging drinks brands in the non-alcoholic category: - **Wonderful Drinks** — suggested as a viable partner for emerging non-alc spirits brands - **Salud Distribution** — also mentioned as an option for smaller brands in this space Members noted that non-alcoholic spirits are still a relatively new category for most Dutch distributors, so availability of specialist partners may be limited. One member flagged a recent acquisition in the sector (Pernod's purchase of The Whisky Exchange) and suggested checking whether procurement changes at major distributors might affect availability and partner relationships, though specific impacts were not detailed in the discussion.

#amazon#australia#e-commerce#route-to-market

What is the most cost-effective approach to setting up and managing sales on Amazon Australia?

Members report that Amazon Australia represents a growing opportunity, with online sales now around 14% of the channel mix and increasing steadily, particularly given Australia's high urbanization and consumer preference for convenience. However, the market opportunity varies significantly by category and brand positioning. **Setup and Implementation:** - Members have received quotes around **£1,500** for Amazon Australia setup, though alternatives may exist - The setup process typically requires specific skillsets; members recommend connecting within the Kindred network to find people with Australia e-commerce experience rather than outsourcing to generic agencies - **Amber Beverage** was mentioned as an established importer in Australia handling spirits/liqueurs on the channel **Key Considerations:** - Market size varies by category—while online is growing fast, some importers report it remains a smaller opportunity relative to other channels, so evaluate fit before investing heavily - Strong local representation and category-specific expertise matter; importers who aren't set up for e-commerce may underestimate the channel's potential - Members suggest validating opportunity size with your specific Australian importer or distributor before committing resources The community consensus is that Amazon Australia is worth monitoring and gradual setup, but not as an urgent priority for all brands. Connect with fellow Kindreds who have boots on the ground in Australia before making investment decisions.

#route-to-market#distribution#sales#on-trade

Can I sell directly to venue chains like Drinks Club, or must I work through a distributor?

Venue chains typically prefer to consolidate orders through recommended distributors rather than open direct accounts with multiple small brands, but direct sales are possible if demand is significant enough. **Distribution route:** Members report that **Tortuga Logistics** is Drinks Club's recommended supplier for small and new brands. They consolidate orders to reduce the venue's supplier base, which is a pressure many wholesalers face. However, this doesn't lock you out of direct sales—if you can demonstrate strong demand, venues can be persuaded to buy direct (as some wholesalers do for larger brands). **Key requirement for any route:** Whether you go direct or through a distributor like Tortuga, you still need your own sales person or team to actively sell the product in. The distributor handles logistics consolidation, not the sales effort. **Practical next step:** If a venue specifies a preferred distributor, you can still work with that distributor as your sales channel. Build demand through your own sales activity, and once you've proven volume, renegotiate direct supply if needed.

#uk market#distribution#importers#route-to-market

What are realistic expectations for an imported spirit brand's performance in the UK market, and what alternative distribution models should owners consider if their current importer underperforms?

The UK market for imported spirits is currently very challenging due to Brexit, cost-of-living pressures, and an increasingly pay-to-play retail environment. Even award-winning products with strong international track records often underperform in the UK on trade. **Current market realities:** - On-trade penetration is slow and difficult to achieve, even after years of effort. Securing placement in major retailers (Waitrose, big-box chains) has proven exceptionally hard for many brands. - E-commerce (especially Amazon UK with paid ad support in peak seasons) often outperforms traditional on-trade channels. - High retainer fees combined with low commissions can make UK operations unprofitable, even with decent brand credentials (94-point ratings, awards, 10+ country presence). **Alternative distribution models members recommend:** - **Tortuga** — A logistics-focused distributor model where they handle warehousing and fulfillment while you retain better margins and recruit your own sales team. Potentially cheaper than traditional retainer models and provides access to online retailers. - **Cask, Paragon, and Proof Drinks** — Members suggested exploring no-retainer partnership options with these established distributors (run by recognised figures in the community). - **Direct distributor negotiation** — Rather than accepting a "devil you know" arrangement, negotiate away from retainer-based fees toward commission-only or hybrid models with distributors genuinely aligned to your brand. - **Own UK entity setup** — Setting up your own importing company and sales operation was mentioned as an option, though it carries significant operational overhead for a remote brand owner. **Key caveats:** - Finding an alternate importer in difficult market conditions is challenging; the above contacts represent rare, more flexible options. - Even strong brands should set realistic expectations: volume on-trade wins are rare right now. E-commerce and selective high-end on-trade placements may be the realistic ceiling. - If the UK cannot be profitable under current conditions, focusing resources on stronger performing markets may be the more sensible business decision.

#us-expansion#importers#route-to-market#logistics

What is the best route for setting up a US importer to sell direct to a nationwide customer when distributor routes aren't viable?

For direct-to-customer sales in the US, members recommend using a technical importer service rather than attempting direct import yourself. **Park Street** — The main recommendation from the community. They provide full-service import and distribution services, handling all necessary compliance and logistics to sell onto US distributors and customers. Contact Harry Kohlman and Chris Mehringer (owners). Website: https://www.parkstreet.com/ (note: requires login access; reach out directly to discuss your specific needs). Members have successfully used this route for nationwide customer setups. This approach outsources the regulatory complexity and operational overhead of becoming a licensed importer yourself.

#distribution#germany#imports#route-to-market

Where can I find reliable importers or distributors in Germany?

Members recommend reaching out directly to those with existing German distribution networks. The most practical next step is to **contact members with prospect lists** — one member offered to share a curated list of potential import partners via DM, noting that the best fit depends on your product category (spirits, non-alcoholic, etc.). Members also highlight the value of personal recommendations within the Kindred network, with several vouching for specific contacts' reliability.

#mexico#distribution#importers#route-to-market

Who are the recommended importers and distributors for drinks brands entering the Mexico market?

Members recommend reaching out to key contacts in the Mexican distribution space. **Amin Azil** is highlighted as a rising star distributor worth having a conversation with. **Stobbs** is mentioned as among the best in the business for distribution. Members also note that a compiled list of distributors with notes is available through direct contact within the community—reaching out to those who've already made introductions can accelerate the process. The recommendation is to start with direct conversations rather than cold outreach.

#retail#distribution#buyer-contacts#route-to-market

What are the key contacts and processes for getting products into major retail venues?

Getting products into major retail chains requires identifying the right buyer and, in some cases, working through established distributors. Here's what members have shared about specific venues: - **Citizen M** — No longer has a dedicated on-site buyer; Amsterdam is now running procurement. If you're already working with **Enotria** (their distributor), communicate through Leo who handles the Citizen M account. - **Tennents (C&C)** — Contact via phone on 0845 601 5959. - **Selfridges (food hall/booze)** — Neil McDonald is the wine, beer and spirits buyer (recently appointed). There isn't a separate buyer for alcohol; it goes through the same person as other food hall categories. **Key tactic:** If a retailer uses a distributor (like Enotria), routing orders through the distributor's contact is more effective than approaching the retailer directly, especially if buyer contact details have become outdated. **Caveat:** Buyer contacts and responsibilities can shift; members recommend verifying current information before outreach, as roles change frequently.

#b2b-marketplace#distribution#route-to-market#retailers

Which B2B marketplace platforms should drinks producers consider for reaching distributors and retailers?

Members are exploring B2B marketplace platforms as a distribution channel, with **Ankorstore** and **Faire** emerging as the main options under consideration. **Ankorstore** — A Dutch platform that has been operating for years as a physical stock mover. They claim to promote products to approximately 130,000 retailers across Europe and the UK. However, members note this may be less suitable for producers selling on EXW (Ex Works) terms or through importers, as margin erosion becomes a concern when products are already imported. The platform appears product-led and skews towards French and German producers. **Faire** — Noted as "getting traction in the UK" and worth exploring as an alternative. Members recommend treating these as one option among several B2B marketplaces currently in circulation, and to weigh them against each other based on your specific supply model (direct sales vs. EXW/importer arrangements) and margin requirements.

#retail-listings#route-to-market#timelines

What is the typical timeline for getting new products listed on major online retailers like Ocado?

Getting listings on major online retailers can be a lengthy and frustratingly slow process. Members report that **Ocado** submissions can take significantly longer than expected—one member shared that their submission had been in progress for **9 months**. Multiple members confirmed similar experiences with slow processing timelines, though they noted that progress does eventually happen in incremental steps. The retailer has experienced staffing changes which have impacted turnaround times, though things are expected to improve. Members are also exploring **Travel Retail** as an alternative route to market, which may offer different listing timelines and processes.

#distribution#sales-brokers#route-to-market#partnerships

Which UK sales brokers and distribution agencies are currently accepting new drinks brands?

The market for sales representation is tight, but there are a few options to explore. **Current capacity:** - **Glass Half Full** and **Nightcap Brands** are both at capacity and not taking on new brands at the moment. **Active leads:** - **Liana** — contact David Wood; they may be looking for another brand. Capacity depends on the product category, the brand's sales ambitions and achievability, and whether there's a conflict with existing clients. They're open to initial conversations. - **Nightcap Brands** — despite being at capacity, Ciaran at nightcapbrands@nightcapbrands.com is willing to have exploratory conversations if your brand fits their portfolio. **What to note:** Members specifically distinguished between distributors (like Mangrove) and sales brokers/agencies that provide "commercial feet on street" representation. The brokers mentioned operate on a different model—they're selective about category fit, market ambitions, and client conflicts rather than simply buying stock. Contact them directly rather than assuming availability; initial conversations are worth having even if they're officially full.

Sales, Marketing & PR2 discussions

What is the best strategy for approaching venue tenders and venue selection to improve success rates?

Venue tendering success depends on timing, communication, and persistence. Most venues using platforms like EzTenda are looking for new and exciting products but have limited capacity to proactively engage with every brand—so your approach matters significantly. **Key tactics for tender success:** - **Proactive contact before cold calling** — When you submit a bid, immediately follow up with a message that includes your email and phone number, and ask for a meeting rather than cold calling blind. This respects their time while establishing direct contact. - **Chase confidently after closure** — Once a tender has officially closed and you've already sent your contact details with a bid, you have full permission to follow up aggressively with calls, emails, and phone contact. Venues expect and accept follow-up at this stage. - **Avoid contact during the open tender period** — Do not cold call, visit, or chase venues while tenders are still open or before you've placed a bid. This is counterproductive and annoying for venue staff managing multiple submissions. - **Use intermediaries when helpful** — If you're struggling with feedback or updates on outstanding tenders, venue contacts or tender administrators can sometimes provide updates or facilitate your follow-up. **Venue selection factors:** - Research venues actively tendering on EzTenda and similar platforms; these are actively seeking new suppliers. - Tailor your submission to venue type and positioning (e.g., casual food-hall concepts like Pop Brixton may have different price/category requirements than fine dining). - Ensure your brand deck is ready to send quickly when venues express interest. **Common frustration:** Several members reported having 8+ closed tenders with no feedback from venue owners. This is normal; follow up anyway once the tender is officially closed.

#venue-tendering#sales-strategy#route-to-market#b2b-sales