2MM
If you solve for your annual profit goal by budgeting top down, you are not alone, but you may be short-changing your profit goal. Many wholesalers do annual budgeting from the top of the P&L down to the operating profit line. In other words, they solve for their annual profit goal. We call this “settling” for your profit. We believe ownership can get short-changed when they settle or solve for the profit that’s left. From an accounting perspective, it makes sense to…
2MM
Every wholesaler wants sustainable growth, but too many wholesalers are stuck operating in “the way we’ve always done it.” If that sounds familiar, this episode is for you. VXP recently interviewed Wes Verno on their Tapped In Sales Podcast to discuss how wholesalers can take their limited resources to be more effective in 2026. Watch it below or listen to it wherever you get your podcasts. Don’t have 55 minutes? Download our key takeaways: Verno and VXP Interview…
2MM
When management is not around, disenfranchisement can abound. Disenfranchised employees are more likely to care less about the company or the quality of their work, and eventually leave the company altogether. Employees often view upper-level management as unavailable to workers. In most wholesalers, employees are more loyal to their direct supervisor or teammates than to the company itself. Too often, wholesaler leadership and higher-level managers are not…
2MM
New SKUs are critical to the future of the beverage industry, but pose significant cost risks to wholesalers if unsuccessful. All new SKUs have a certain degree of risk. Wholesalers need to know how to measure and manage the selection of new SKUs. Just about every wholesaler has to deal with more SKUs than they want to carry. Suppliers are attempting to stimulate growth by introducing new sizes and flavors, a trend that has been ongoing for several decades. Consumers seek new items that meet…
2MM
Inventory theft is more than a breakage problem – it’s also a leadership problem.
2MM
When lower-priority suppliers are allowed to offer higher PFP payouts than priority brands, sales reps often chase the money instead of executing the portfolio strategy. This results in a revolving door of low-priority placements that erodes long-term market share for the wholesaler’s core brands. Formal or informal brand priorities are essential for an overall portfolio strategy. Problems occur when you allow secondary brands to come in and offer incentives (distribution, display, or volume)…
