The beverage alcohol industry is one of the few where a handshake often still serves as a contract. In such a relationship-driven industry, keeping and forging new relationships with buyers is critical for sales reps.
But the job is more challenging than ever. Distributor consolidation means there are fewer people covering more accounts over larger territories. Consider this: there are just over 1,000 wine distributors today according to Wine Business Analytics, compared to 3,000 in 1995. Importers and wineries, meanwhile, are swimming in new and already existing products that they need to differentiate and sell. In the past year, the Alcohol and Tobacco Tax and Trade Bureau has approved 115,000 new wine label Certificate of Label Approvals. All told, there are roughly 350,000 wine products in the U.S. marketplace, according to research firm BW 166.
In a hyper-competitive landscape, where it’s essential to not only nurture existing relationships, but form new ones, how can sales teams get a foot in the door and effectively connect with decision-makers at new on- and off-premise accounts? Successful sales pros share how they land new accounts and maintain current ones with the help of tried and true tactics—and a few new tech-assisted tricks.
Don’t miss the latest drinks industry news and insights. Sign up for our award-winning newsletters and get insider intel, resources, and trends delivered to your inbox every week.
Use Industry Events to Make Initial Connections
Formal and informal industry events can be a future gold mine if you focus on leveraging those initial meetings into relationships.
“You’re really just giving an elevator pitch because those [larger] events tend to be crowded and you can’t delve into too many specifics, but they’re great for making initial connections to follow up on,” says Matthew Haeberle, the New York metro area sales manager for Winesellers Limited, a Niles, Illinois-based importer and marketer of fine wines.
Keep in mind, industry events come in many forms. Sometimes informal get-togethers with colleagues can reap unexpected results.
“I actually made great contacts from joining a blind tasting group a few years ago,” Haeberle says. “One buyer and I connected there and our relationship has blossomed quite well with a few glass pours and many wine list placements.”
Turn Your Winemakers Into Team Players
Don’t be afraid to recruit your star winemakers—they want to sell their wines as much as you do.
Asking winemakers to message sommeliers directly on social media has led to killer placements for Haeberle.
“Sebastián Zuccardi has really opened some doors for us at Michelin-starred restaurants just by reaching out to sommeliers directly on Instagram,” says Haeberle of the high-profile winemaker at Valle de Uco’s Zuccardi Wines. “We’ve been able to expand those placements since the initial meeting too.”
Do Your Research—Especially When Cold Calling
Success requires patience and strategic thinking. “You need to have a strategic plan in mind prior to walking into an account,” says Lee. “If you don’t know how your brand will fit with the account, it will be a wasted visit.”
And if you are walking in cold, that goes double.
“Cold calls will only work if you know how to position yourself and your brand,” Lee adds. “That means finding out who is in charge of front-of-house management. And if you’re working with a distributor, they may not always have that direct contact, so you really need to do the homework prior or on-site.”
Hostesses are often extremely helpful and can direct you to the appropriate person, Lee advises. “Never leave without the contact information, or you won’t be able to follow up,” she cautions.
Go into cold calls expecting a high percentage of freeze-out, advises Ella Parlor, the founding partner of the Dallas-based EP Consulting, where she works with a range of alcoholic beverages and other global brands to increase revenue and sales.
“Getting a foot in the door involves a lot of cold calling, and you’re going to have to pound that pavement,” says Parlor. “Expect about 90 percent rejection, but gather the buyer’s name and ask for the best time to pitch them.”
Once you have a foot in the door, keep in mind that you are hoping to work with a hospitality establishment. Supporting their operation can go a long way if you want to win their business.
“If you show buyers that their priorities are your priorities by purchasing a drink and snack to establish rapport, I find that it helps build credit and make you more relatable,” Parlor adds.
Remember to Follow Up (at Least Twice)
After making initial contact, the work is just beginning to get to a sale.
Sandra Lee, the owner and VP of regional sales at Badger Bevs LLC in Ridgefield, Connecticut, confirms that follow-up is critical.
“Once you make that initial contact, you often have to follow up two to three times before you close the initial sale,” Lee says. “Follow-up is key in today’s world of selling, and face-to-face contact is crucial. I am afraid to say, it is significant not just for opening, but also continuing the relationship.”
Leverage Data and Technology
Nothing can substitute personal touches and in-person meetings, but technology can be an invaluable asset to your overall sales strategy.
“The wine industry has always been behind the technology wave and optimization of big data,” says Todd Nelson, the chief marketing officer at the Healdsburg-based Kind of Wild Wines and the vice president of marketing and communications at Winesellers Limited. “At Winesellers, we implement data and predictive analytics company-wide because the current structure of the three-tier system makes it difficult to get wines into consumers’ hands otherwise.”
Ensuring that your clients get what they want and need—as quickly as humanly possible so they can sell it to clients—is increasingly important.
“We go by the 80/20 rule of depletions,” Nelson explains. “With thousands of accounts to track and manage each day, using technology helps you grow accounts and not miss opportunities.” Winesellers uses data to help the company understand the buying tendencies and habits of both buyers and consumers.
Social media can also help reps stay on the pulse of potential accounts. “Instagram especially is incredible in that it gives you direct insight into the thought process and selection of key buyers,” says Haeberle. “If I see a post from former colleagues about their new glass pour somewhere, I’m better able to target my appointments and tastings with them based off their success.”
It’s also helpful to stay top of mind with existing industry partners. “When I was a sales manager overseeing more than 16,000 accounts, visiting each one was impossible,” says Parlor. “Social media helps you prioritize and stay visible so you remain top of mind for retailers, buyers, and distributor partners.” She suggests sharing industry news, insights, and success stories, and engaging with important network contacts through comments, likes, and shares.
Continuously Work to Maintain Relationships
The continuation of a successful relationship, ultimately, will require the kind of hard work that snagged the first sale.
“Buyers hate being sold to and then ignored, or worse, being sold a product that doesn’t move,” says Parlor. “Marketing efforts like menus, POS, and sampling events ensure your product will sell through.”
And in a business that is ultimately about relationships—make it personal. “I try to keep notes on not just the buyers and their palates and preferences, but also everyone else who works in the business,” says Haeberle. “I try to keep track of the names of everyone related to my accounts so the next time I visit, I know who I’m speaking with.”
When you’re in the field, don’t just stick to business. Find out what buyers like to do in their off-hours. “Find out if they’re into art, and if so, what museums they like,” says Haeberle. “What sports teams do they root for? Do they play poker or have dogs? Do they have kids? You can bond over anything.”
Dispatch
Sign up for our award-winning newsletter
Don’t miss the latest drinks industry news and insights—delivered to your inbox every week.
Kathleen Willcox is a journalist who writes about food, wine, beer, and popular culture; her work has appeared in VinePair, Edible Capital District, Bust magazine, and Gastronomica, and on United Stations Radio Networks, among other venues. She recently coauthored, with Tessa Edick, “Hudson Valley Wine: A History of Taste & Terroir.” She lives in Saratoga Springs, New York.
