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"insider Tips For Choosing The Right Travel Insurance In Europe"

"insider Tips For Choosing The Right Travel Insurance In Europe"

 "insider Tips For Choosing The Right Travel Insurance In Europe" - "It's not all about numbers and hitting targets," says James Stewart, co-owner of California-based Stewart Sellers, one of its distribution partners. These are my friends who I have worked with for years. I am truly concerned for their well-being and their family's well-being."

James Stewart does not always communicate with his distributors. However, as experienced people point out, there are steps that a small and medium-sized wine or spirit supplier can quickly take that can increase their chances of making it, while maintaining strong sales in the local market. and ensure representation.

"insider Tips For Choosing The Right Travel Insurance In Europe"

From determining the right size of distributor to understanding where your brand will fit in the portfolio and aligning expectations ahead of time, SevenFifty spoke with suppliers and distributors to impart wisdom on distributor partners. Helpful tips in choosing from among

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Every market in the United States is unique, even across state lines. Is that market already saturated with what you are selling? Will your brand have a place? Also, take into account the current market environment and economic conditions.

The goal is to weigh them all before you sit down with a potential distributor so that you have reasonable expectations.

"A lot of times people don't understand the big picture and are completely unrealistic about what they expect from distributors," says Scott Osborne, president and co-owner of Fox Run Vineyards in New York's Finger Lakes region. . "Part of it is that they don't understand what their role is with the distributor."

Eric Stewart, president and owner of Vanguard Wines, an importer and distributor in Ohio, Kentucky and Indiana, echoes that sentiment. "The biggest pain point I see is the lack of patience, really researching it before going to market," he notes.

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"Check out some of their favorite brands; can you see your brand catching on?" John Beaudet, president and founder of MHW, Ltd., a national import, distribution and service provider. "It's important." he asks.

"I look at what other Oregon brands are in their portfolio and where they're priced," says Rebecca Oliver, national sales manager for Lamelson Vineyards in Carlton, Oregon. "A sales rep might have 40 Oregon Pinot Noirs to sell to an account, so you're just trying to share your mind. You have to push yourself."

Equally important: Do distributors need brands? "I want to see what major brands have in their book that will engage them with the buyer," Oliver says. "That buyer, that sommelier, is going to want to talk to that salesperson. So, they already have their foot in the door.

Suppliers must also consider whether they will differentiate or integrate seamlessly with the distributor's portfolio. Both can be valuable. Laura Kinzler, regional sales manager for Hotelling & Co. in San Francisco, says: "Some distributors are well known for beer, wine or a particular type of spirit." "Maybe they have a great whiskey, or they have a great rum, or maybe you want to be with a distributor who's known for their book on rum, so you have that book. You're going to be one of the best children

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The distributor will evaluate the same about you. Nick Demjan, general manager of new alcohol brands at Horizon Beverage in Massachusetts, says he is strategically evaluating the impact of the new brand on his portfolio. "Will this potential new brand lift existing sales?" they say "If it's just going to complement your existing portfolio, that's something you'll want to consider going forward."

There is also a balance. "Obviously the distributor lifeline brings in new brands and new products, but at the same time you want to enhance your existing supplier brands and not stick to them," says Damjan.

Small and medium-sized suppliers must decide whether a smaller, family-owned distributor that knows the growing brands better or a large retailer with resources that facilitate logistics is right for them. And there will be a multi-legged state.

With plans to launch with leading travel companies like Amtrak and Virgin Voyages, Craft House Cocktails had to adapt to the new realities of 2020. One solution was to work with smaller distributors in target markets.

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For example, in Colorado, they decided to collaborate with European Wine & Spirits, which focuses on high-end accounts in that market. "Their ability to execute during the pandemic has been impressive, and Colorado has been one of our most successful markets to date," says Casey Iachino, Crafthouse's Chief Development Officer.

For Lemelson general manager Ben Kehler, the size of the distributor's sales force is important. "How do I account for the service?" they say "I think especially for small and medium-sized brands, it's really important. You build a niche, but if they continue to serve their accounts you can lose that niche, and that's a big loss.

Clockwise from top left: Ben Kehler (photo by Ben Kehler), Seth Feigelman (photo by Seth Feigelman), Kate Palmer (photo by Kate Palmer), Giles Thomas (photo by Giles Thomas), John Beaudet ( photo courtesy of John Beaudet) and John Karabus (photo courtesy of John Karabus).

However, a larger sales force does not equal better sales performance for all brands. Bruce Murray, owner of Boundary Breaks Vineyard in the Finger Lakes, whose wine sells 5,000 to 7,000 cases a year, says he prefers the attention he gets from a smaller distributor. "They have a different view of wine than we do," he says. "They are the ones who find diamonds in the rough."

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Some prefer smaller distributors because they often align themselves with independent and professional accounts, which are perfect for new brands looking to gain attention. John Karabus, northeast sales manager at One Eight Distilling in Washington, DC, found that small wholesalers tend to focus on craft accounts where spirits are booming. "Our brands are positioned like a lot of smaller artists and emerging brands," he says. "And to be able to get that extra attention and kind of a foot in the door in some of these more well-kept places helps."

James Stewart of Stewart Sellers believes that emerging brands have a better chance of being owned in a smaller household. "Big distributors are always in the business of growing something. You go to these big companies when you're already big and you're an asset to them," he says.

Kinzler added: "With a large distributor, you may not be able to move quickly because there are more people and more logistics to manage. With a smaller one, you may be able to move faster on some fronts. You can, but maybe you have no limit.

Solutions like an Independent Distributor Network (IDN) can offer the best of both worlds. With a network of independently owned and operated distributors in 29 states, IDN can provide fine wine culture in a small home, but also offers multistate representation. In each of its member markets, by being close to the ground, IDN strives to help medium and large wineries and distilleries achieve national distribution.

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"Our goal is to be in all 50 states," says network president David Brown. "We're a mix of all types of distributors, but we're all family-owned, operated and multi-generational, so we're trying to attract those types of people. "We want to grow and grow the business. business We want to help some suppliers get a national footprint."

For a small winery or distillery looking to expand its business, the skills and experience of each member of the distributor's sales team can be critical. As a result, Murray Boundary Breaks recommends taking the time to research individual members of a distributor's sales team. Most of this information can be found on their websites.

"If their bio says a salesperson has been with that distributor for eight years, that tells me they're probably a professional salesperson who knows wine and has accounts in them." respect," he says. "If there's a lot of revenue, they might be new to the industry and not have contact with well-established and trusted accounts."

"It's great that the entire wine industry is like a game of telephone," says Seth Feigelman, president and co-CEO of Serendipity Wines. "Part of our job is to make sure the brand story is told the right way and reaches the end consumer. So having people who are really knowledgeable is important to make sure the story is told the right way." ." It was said.

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By getting to know individual team members, brands can try to connect with them more closely. “Are there key sales representatives you can stick with?

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