Give your commercial development a clear direction.

Understand the range and its contribution

We start with the purpose of each product: an introduction to the estate, a wine that encourages repeat purchases, or an offer designed for a particular occasion or channel. Available volumes, vintages, stock and preparation lead times are compared with actual sales. A slower-selling wine may fulfil a useful role; a popular product may absorb considerable resources. The assessment makes these situations visible before suggesting changes.

The economic review distinguishes revenue, discounts, variable production and packaging costs, transport, commissions and channel-specific expenses. Contribution here means net sales less the variable costs included in the agreed scope. It is not net profit: fixed costs and investment still need consideration. We clarify assumptions without prescribing a price or a standard margin.

Select channels rather than simply adding them

In hospitality, commercial relationships, availability, delivery arrangements and the wine’s place on the list require ongoing organisation. For specialist wine retailers, positioning, product knowledge and replenishment terms matter. Direct sales require time for welcoming visitors, order tools and the ability to maintain the relationship after a visit.

For export, the assessment also examines the local partner, logistics responsibilities, payment terms, documentation and destination-market requirements. Regulatory points are checked with appropriate specialists. A suitable channel for one range is not necessarily suitable for every product: the choice depends on volumes, the team and expected contribution.

Move from contacts to repeat purchases

The approach distinguishes five stages: identified prospect, qualified need, offer issued, completed order and observed repeat purchase. For each, we propose the minimum information needed, an owner and a dated next action. Qualification means understanding the contact’s business, needs, distribution capacity and conditions for working together. An address in a spreadsheet is not yet an opportunity.

Negative feedback and unanswered messages are useful too: availability, positioning or timing may explain an obstacle. Tracking distinguishes an offer that needs work from a contact requiring follow-up. After an order, delivery quality and customer feedback prepare the next purchase. The number of approaches alone is therefore not a sufficient measure of commercial development.

Prepare the information and decisions

An incomplete history need not prevent a start. We identify reliable data, information to reconstruct and uncertainties. Sensitive information is shared only with the people who need it for the assignment. Comparable periods and a shared definition of channels help distinguish a change in methodology from a real change in business activity.

• Sales by product and channel, prices and discounts.
• Available costs, stock and preparation capacity.
• Payment terms and existing sales materials.
• Records of prospects, orders and complaints.

Possible deliverables include a range review, a channel comparison, priorities, a sales narrative, opportunity tracking or a dashboard. Contents are agreed before the assignment. The aim is to equip your team with tools it can realistically maintain.