It is difficult to obtain strong data on trade, but Wine Business Solutions believes that she has found her position in this sector by analyzing how different wine distributors accumulate when it comes to getting their wine on the lists of main drinks of restaurants and bars throughout the country, as explains its managers Peter Makatamni.
After having wine in 45 countries operating as a lead manager of the brand and global marketing director of brands such as Freixenet (Spain), Wilonel, and what is now a Foley Nabaleh Group in New Zealand, I hope that I have a fair idea of what the brand manager at the distribution partner company should search for. Many of that experience that I must appreciate to export management in Freixnet, which, a day, was recognized among the best in the world in what they did.
Peter Makatamni uses his experience in working with major wine brands to assess the quality of different distributors
This is what our research on trade was designed in the first place. We do not stop in countries, regions, product categories, wine share of menus, average prices, etc. This is now our twelfth annual poll, which gives us approximately a million lists, in total, as a database capable of using it in the long -term analysis of customers.
In our UK UK poll alone, there were slightly less than 6000 brands. This has increased by 9 % in the past year, as it reflects, even at these times, the growing development, complexity and overcrowding in this “great British wine market”, which is the real “Litmus” of wine marks in the world.
We evaluate the best 30 distributors and their competitive strategies.
We do this in six out of seven of the largest importers of wine, as well as Australia and New Zealand. Surely unexpectedly, the main reports customers are the main distributors, importers and brand houses. We have designed the report for suppliers, however, to some extent, people who need a tactical advantage in negotiations between suppliers and less distributors are the ones who buy them. (It is somewhat similar to how our best consultant customers need less help).
Another feature that we have, in terms of helping buyers distributors for the report, is that most distributors have little clarity of what importers and distributors do in other markets. In copying their direct competitors, they may not necessarily use the best available strategy.
We have always been a great admirer by Birmman, for example, who have made a strong performance again in our 2021 report, who behave and behave like the role of the leading brand that is the majority of leading companies in the market in most other markets. They are almost alone, in terms of their business operation model, in the United Kingdom.
What are we looking for?
To be a good distributor on trade, I think you need to cover all these steps:
1 strong wallet
You must first have a strong wallet enough to be able to attract attention. Most of them fail because they simply do not put enough work in understanding what it means.
2 lists for each brand
Real acid test, however, is lists for each brand. From the point of view of the brand owner, there is absolutely no point in being part of a giant portfolio if the distributor does not achieve a large -scale distribution for you.
3 wine lists of glass
The presence of a good group of wine, you can provide restaurants for service next to the glass. It is now necessary for wine distributors. Peter Makatamni says
The other main task of the distributor is to obtain the experimental products for restaurant customers and transfer volume by achieving wine lists of glass.
4 alternative formats
The distributor should also be able to sell and take off by selling such as half bottles, magnetic, casting sizes and multiple sizes to improve menu coverage. The brand clarity and recognition create the strength of the brand.
5 fast movement
The good distributor, of course, should also be able to adapt to the very fast market in order to obtain the right wallet to keep their commercial customers happy. This should be done without losing the brand's concentration.
The biggest mistake we see that companies in the UK are manufacturing them, one, one, a wallet to cover the missing opportunities that attract everyone's attention at the beginning. Then this interest fades quickly and the basic brands suffer from lack of focus. In the end everyone loses.
6 Cash flow management
They should also be able to manage the cash flow in one of the most difficult sectors to do so.
7 Obtaining results for their suppliers/producers
Above all, the wonderful distributor should be able to achieve results for quality suppliers. Without them and the brands that their common customers believe, there is no sustainable work, just trading goods.
First distributor: Mentzendorf
Andrew Hazi, the administrative director of Mentzundorf, directed the business to be the first distributor in the United Kingdom according to the Wine Business Solutions analysis
Among the best 30 companies (based on the total lists of our poll), the Mentzundorf lists for each brand – our main scale – were 43 % higher than the next Bu
Our report shows that being the largest does not necessarily mean that it is the best. The main distinctive is the menus for each brand on wine lists. The higher the largest distributors, the higher their ranges, the opportunities for the producers or suppliers are diminished. We have seen one leading player who had nearly five of all lists at a time when his share of the lists is only half in the past three years.
We evaluate one of the distributors against the other through the extent of their intelligence in choosing the managers of their partners (which we have wide knowledge of our global research). How does its entire wallet fit competitively? How do you then translate into lists and total lists for each brand in surveying the market in the United Kingdom?
Our PREMISE report is designed to develop the strategies of each basic distributor and brand supplier, country and region – as much as can be explained by its results in our survey.
It will be interesting to see how their business strategies and models deal with Britain's exit from the European Union, but there are many moving parts at the present time to expect them, in a stylish brief, as all this will fall.
Next challenges
I think the biggest challenge that all distributors face is to keep focusing on brands, keep your offer to be managed and stay in connection. Literally, we see hundreds of companies that have wide product lists with no distribution for the best 50 suppliers or so.
The next thing I recommend is to work on search engines (SEO) for their suppliers, where many brands can be purchased from many suppliers. This is generally done well in the United Kingdom.
Also, from the point of view of the brand manager, you don't want to dig three layers based on your website just to know the brands you represent. There is one major resource at the best 30 does not have a work site working.
How to stand out?
If the distributor really wants to stand out, this is all related to the brand's concentration, and it has a brand building approach and focus on the menus for each brand. The menus have proven that they are the best indication of the place where the markets are heading not only in trade, but also in trade.
A good example of this wine wine that supports the “naturally young and dynamic” wine makers. Unlike their biggest competitor, they do not have 450 “brands” in their book and have already begun to convert their best suppliers into suitable brands.
If you want to buy the report ($ 495), you can click here. To watch an excerpt from the report, click here. Wine science survey in the UK in the United Kingdom 2021. From Northern Ireland and Scotland to improve accuracy when reviewing these markets in isolation.
