Quick Intro: Your Role & Current Focus

• What's your role and primary responsibility for beverage assortment or distribution decisions? Options: Retail Category Buyer, Distributor Category Manager, Convenience Chain Buyer, Foodservice Purchasing Manager, Store Operations Manager, Other
• How often does your organization run beverage planogram reviews or category resets? Options: Monthly, Quarterly, Biannually, Annually, Ad-hoc / as needed
• Right now, which one priority describes your beverage work this quarter? Options: Grow velocity, Protect margin, Premiumize assortment, Reduce SKU count, Improve cold-chain reliability, Other
• Briefly tell us one recent change in the beverage mix that surprised you and why it mattered.

Are You Settling for 'Good Enough'?

• Which familiar or long-standing beverage SKU are you keeping more out of habit than performance—and what keeps you from removing it?
• How often do you defer delisting a declineing SKU because of supplier pressure, shopper familiarity, or distribution commitments? Options: Almost always, Often, Sometimes, Rarely
• Tell me about a time you kept an incumbent and later regretted it—what was the real cost?
• Which of these outcomes do you weigh most when choosing to replace an incumbent? Options: Velocity per point of distribution (POD), Net margin contribution, Incremental category growth, Brand/marketing support, Supply reliability, Promotional funding
• How does maintaining underperforming SKUs affect your confidence in the overall beverage category?

Where the Shelf Pressure Really Comes From

• When planograms are set, what's the loudest pressure you hear from ops or field teams—space, price, refrigeration limits, or something else? Options: Space constraints, Price compression from competitors, Cold-chain/refrigeration capacity, Distributor routing complexity, Promotional calendar conflicts, Other
• How many SKUs typically compete for a single cooler face or shelf bay in your banner/region? Options: 1–3, 4–6, 7–10, 10+
• Describe a recent logistics or cold-chain issue that caused a beverage SKU to underperform—what broke down and how did it feel to manage?
• Which functional beverage sub-categories are you seeing real momentum in, right now? Options: Functional drinks (immune, energy, focus), Enhanced waters, RTD coffee, Cold-pressed juices, Zero/low sugar options, Other
• Who typically owns the final call on shelf placement in your stores (corporate, regional, distributor, franchisee)? Options: Corporate category team, Regional buyer, Store operations, Distributor, Franchisee/owner
• If you could change one operational constraint that would instantly improve shelf productivity, what would it be?

When Velocity Stops You Sleeping

• What velocity per point of distribution (units/week or $/week) do you require before committing to keep a new SKU, and how many consecutive weeks of that performance is non‑negotiable? Options: Specify target and weeks (open), Typical target: low (e.g., <10 units/wk), Typical target: medium (10–30 units/wk), Typical target: high (>30 units/wk)
• Which single metric matters most when you evaluate early pilot performance: velocity, margin, OOS rate, or promotion lift? Options: POD velocity, Gross margin, Out‑of‑stock (OOS) rate, Promotional lift
• Tell me about a pilot you stopped early—what specific signal made you cut it, and in hindsight was that the right call?
• What out‑of‑stock rate do you consider acceptable during a pilot before you lose confidence? Options: <2%, 2–5%, 5–10%, >10%
• How do velocity worries show up in your conversations with distributors or suppliers—what language or commitments do you expect?

What Would Winning Look Like for Your Category?

• If the beverage category were performing perfectly for you, what three visible changes would you notice on the shelf, in sales reports, and from shoppers?
• Select the measurable outcomes that would prove a new brand is delivering value to your stores. Options: POD velocity target (units/week), Gross margin % per SKU, Promotion lift %, Repeat purchase rate, Increase in basket size, New distribution points
• What promotional investment (percent of SRP or flat funding) are you realistically comfortable allocating to test a premium or better‑for‑you beverage? Options: No promo funding, Small (up to 5% of SRP), Moderate (5–15% of SRP), Significant (>15% of SRP)
• How quickly would you like to see pilot outcomes to decide on expansion—what's acceptable timing across your banners? Options: 2–4 weeks, 4–8 weeks, 8–12 weeks, 12+ weeks
• How would ideal results differ between urban, suburban, and rural formats for you?

What Keeps New Brands from Sticking?

• When a new beverage disappears after the pilot, what is most often to blame: product-market fit, execution, or lack of funding—why? Options: Product-market fit (taste/appeal), Execution (shelf, logistics, sampling), Insufficient promotional funding, Distributor handoff issues, Competitive response
• Choose up to three root causes you think most commonly end pilots prematurely. Options: Insufficient in-market sampling or demos, Weak POS or merchandising, Temperature-control failures, Inconsistent replenishment by DSD, Pricing not competitive, Distributor didn't prioritize replenishment, Competing promotions cannibalized trial
• Share a brief story of a pilot that surprised you—either it overperformed or failed spectacularly—what changed the outcome?
• Which distributor behaviors or capabilities most influence whether a new brand thrives or fades? Options: DSD priority routing, Reliable cold-chain handling, Field merchandising support, Accurate forecasting/reorders, Strong warehouse onboarding
• If you could ask a supplier for one operational guarantee before trying a pilot, what would it be?

Decisions, Timelines, and Power Players

• Who are the people we must convince to secure shelf space—name roles, not individuals—and who holds final authorization? Options: Corporate category director, Regional/zone buyer, Operations director, Distributor VP/GM, Store or franchise owner
• What is your typical decision timeline from pilot proposal to first shelf placement? Options: 2–4 weeks, 1–2 months, 2–4 months, 4–6 months, 6+ months
• What procurement, legal, or finance steps most commonly delay approvals—and how long do they add?
• How do you prefer vendors to present evidence: tasting events, sell‑through data, third‑party market studies, or real-world field trials? Options: In-market tastings, Sell-through/pilot data, Third-party syndicated data, Retailer-specific case studies, Other
• What vendor signals (ops, finance, marketing) reassure you they can reliably execute a pilot?

Practical Trade-offs: Space, Margin & Promo

• If you had to free up one cooler face today, what would you be most willing to sacrifice—an incumbent, promotional SKU, or margin—and why?
• Which trade would you prefer when adding a new SKU to a constrained fixture? Options: Remove lowest velocity SKU, Reduce facings across several SKUs, Temporary promotional slot with trial, Add secondary display instead, Other
• What minimum gross margin percentage must a premium beverage deliver for you to consider replacing an existing SKU? Options: <10%, 10–20%, 20–30%, >30%
• How much of your promotional calendar could be reallocated to trial a new brand without disrupting long‑planned campaigns? Options: None, Small window (1–2 weeks), Moderate (2–4 weeks), Flexible with partner funding
• Would you entertain slotting fees, guaranteed inventory buys, or co-op funding as part of a pilot agreement? Options: Yes, Maybe (depends on terms), No

Next Steps & Signals That Make You Say Yes

• What non‑negotiable evidence points do you require to greenlight expansion beyond a pilot (pick all that apply)? Options: Sustained POD velocity target met, Acceptable OOS rate maintained, Required gross margin met, Repeat purchase or reorder data, Demonstrated distributor execution
• Which pilot KPIs do you want documented in advance as part of any test agreement? Options: POD velocity target, Maximum OOS rate, Promotion lift %, Gross margin threshold, Reorder cadence
• Describe your ideal pilot footprint (number of stores by format, regions) and the timeframe you consider sufficient to evaluate performance.
• Who will track and sign off on the validation checklist in‑market (single decision owner)? Options: Distributor field manager, Retail regional buyer, Store operations manager, Third‑party auditor, Other
• Even if KPIs are met, what concerns might still stop you from expanding?

How Would You Like Us to Support You?

• If we executed perfectly, what three things would you notice first in stores, reports, or customer feedback?
• Which vendor support options are most important to you during a pilot? Options: In‑market sampling/demos, POS and merchandising materials, Temperature‑controlled logistics, DSD routing coordination, Promotional funding, Sales training for field reps
• What reporting cadence and format (dashboard, weekly email, store visits) would make you comfortable monitoring pilot health? Options: Real‑time dashboard, Weekly summary email, Biweekly calls + reports, Monthly in‑market visits, Other
• Which communication channel do you prefer for deployment coordination and issue escalation? Options: Email, Shared project dashboard, Weekly video calls, Field operations app, Phone/SMS for urgent issues
• Any final concerns, constraints, or questions you'd like us to address before we propose a pilot?

Getting Oriented: A Quick Snapshot

• Who are you in the organization and which accounts or territories do you manage? Options: Retail category buyer, Distributor category manager, Convenience channel buyer, Food service purchasing, Other
• Which store formats or account types should we focus on for this mapping (select all that apply)? Options: National supermarkets, Regional supermarket banners, C-stores/convenience, Mass merchandisers, Food service/instore, E‑commerce/fulfillment
• Roughly how many SKUs compete in the beverage set(s) where our products would live? Options: <10, 10–25, 26–50, 51–100, >100
• How often does this category get a planogram reset or review in your accounts? Options: Quarterly, Bi‑annual, Annual, Ad hoc / opportunistic
• Which distribution model(s) serve these accounts for refrigerated/non‑refrigerated SKUs? Options: Direct Store Delivery (DSD), Distributor warehouse (push/delivery), Retailer warehouse (transload), 3PL cold storage, Direct to retail DC, Mixed model

If Your Shelf Could Tell a Story, What Would It Complain About?

• What single recurring shelf problem would you say causes the most revenue drag—stockouts, poor placement, spoilage, shrink, or something else? Options: Out‑of‑stocks, Poor shelf placement/visibility, Cold‑chain spoilage, Shrink/theft, Slow‑moving SKUs occupying space, Other
• How often do those problems occur at the point of distribution or in the first 30 days after a launch? Options: Almost every store, Common (25–50%), Occasional (10–25%), Rare (<10%)
• Can you share a recent example (store or region) where a launch or reset felt like it failed—what happened and how did it feel to the team?
• When these issues show up, who typically raises the alarm and how quickly does it escalate? Options: Field merchandiser, Store manager, Distributor rep, Category buyer, Automated OOS alert, Other
• Which of these consequences worry you most when shelf problems happen? Options: Permanent delist of SKU, Distributor reluctance to carry, Negative scorecard with retailer, Margin pressure from promotions, Consumer experience complaints, Other

Where Velocity Lives — and Where It Dies

• Do you agree that velocity gaps (high variance between stores) are the single biggest predictor of early delist — and if not, what is? Options: Yes, velocity gaps, No, cold chain issues, No, promotional failure, No, planogram/non‑compliance, Other
• Which SKUs (by UPC or descriptor) currently drive most of the category velocity, and what share of total sell‑through do they represent in a typical POD?
• How do you track velocity at point of distribution today (choose all data sources you use)? Options: POS sales data, Distributor shipment data, Field audits/scan data, Retailer syndicated data (IRI/Nielsen), Manual store checks, No reliable data
• What cadence do you use to review initial velocity after a new SKU is introduced (first 7/14/30/90 days)? Options: Daily (7 days), Bi‑weekly (14 days), Monthly (30 days), Quarterly (90 days), No formal cadence
• What is your minimum acceptable velocity (units per POD per week/month) or sell‑through percentage for a premium beverage in this channel? Options: >40 units/week, 20–40 units/week, 10–19 units/week, <10 units/week, Prefer to describe in $ or %
• If you estimate lost sales from a stockout or poor placement, how do you quantify it—do you track conversion loss, basket lift, or use proxies? Options: Conversion estimates, Basket lift models, Distributor lost sales reports, No formal quantification, Other

The Hidden Limits: Cold Chain, Routing, and Logistics That Break Promises

• Is it possible that cold‑chain constraints—not consumer demand—are the real reason some refrigerated SKUs never reach their velocity? Why or why not? Options: Yes, often, Sometimes, Rarely, Never
• Describe the cold‑chain handoffs for refrigerated SKUs in your accounts (warehouse temp, time in transit, store receiving practices).
• What are the typical temperature thresholds your distributors and stores enforce for refrigerated beverages? Options: <35°F (1–2°C), 35–40°F (2–4°C), 40–45°F (4–7°C), No strict threshold documented
• Which logistic failure modes have caused measurable damage historically (select all that apply)? Options: Delayed deliveries, Warm product on arrival, Wrong SKU/quantity, Missed DSD stops, Warehouse mispick, Return-to-vendor
• How often do distributors report delivery or temperature exceptions, and what’s your process for root cause and remediation? Options: Daily, Weekly, Monthly, Rarely reported, No formal process
• Who is responsible for fixing cold chain failures—supplier, distributor, or retailer—and how willing are they to accept accountability? Options: Supplier, Distributor, Retailer, Shared responsibility, Depends on account

Planograms and the Politics of Space

• If space were a zero‑sum political negotiation, who usually wins the conversation and why? Options: Category buyer, Account merchandising/planogram team, Top vendor partners, Regional store ops, Distributor
• How prescriptive are the planograms (facings, adjacencies) vs. store‑level flexibility in your accounts? Options: Highly prescriptive, Moderately prescriptive, Guidelines with flexibility, Completely flexible/store level
• What percentage of stores in a typical chain execute planogram exactly as designed (compliance rate)? Options: >90%, 70–90%, 50–69%, <50%, Don't have this metric
• When new SKUs are added, what negotiation levers have worked to secure favorable placement (select all that apply)? Options: Paid facings/slotting, Promotional intro funding, Sampling in stores, POS/display assets, Strong velocity proofs/case studies
• How often do adjacency or blocking issues (wrong neighbors) reduce a SKU’s visibility, and can you give an example?

When Promotions Aren’t Lifting — What’s Breaking?

• Do you believe promotions are underused, overused, or misapplied in your category—and what pattern worries you most? Options: Underused, Overused, Misapplied, Balanced
• Which promotion types have historically driven sustainable incremental velocity for new beverages? Options: Temporary price reductions, Feature ads, In‑store sampling, Bundled promotions, Loyalty offers, No sustainable lift
• How do you measure true promotional lift vs. cannibalization—do you attribute net new customers, category expansion, or simply incremental units? Options: Net new customers, Category expansion, Incremental units only, We don't isolate cannibalization, Other
• What promotional funding or support has to be guaranteed for a new premium beverage to get meaningful shelf exposure in your accounts? Options: Slotting fee only, Intro discount + sampling, Co‑op marketing + POS, Full promotional funding, Depends on account
• Tell us about a promotion that looked good on paper but failed in‑market—what were the warning signs you missed?

Signals, KPIs, and the Dashboard That Drives Decisions

• If you had a one‑page dashboard for every pilot, which three metrics would determine whether it stays on shelf?
• How quickly do you expect to see those metrics move after launch (choose timeline that matches expectations)? Options: Within 7 days, 14 days, 30 days, 60–90 days, By quarter
• Which level of granularity matters most for you—store‑level daily velocity, cluster‑level weekly, or chain‑level monthly? Options: Store‑level daily, Cluster‑level weekly, Chain‑level monthly, Mixed depending on SKU
• What alert thresholds would prompt an immediate operational intervention (e.g., OOS rate, temp excursion, X units/week below plan)?
• Who must sign off to escalate a pilot from 'troubled' to 'paused' or 'pulled' within your organization? Options: Category buyer, Regional ops manager, Distributor head, Commercial director, Cross‑functional committee

If We Could Fix One Thing Right Now

• If you had to pick one operational change that would most reliably protect shelf productivity, what would it be?
• Which quick wins are realistically achievable within 30–60 days (select all that apply)? Options: Improved receiving checks, Dedicated cold‑chain audits, Temporary promotional pricing, Additional facings for top stores, Targeted sampling events
• What level of investment or resource commitment would you be comfortable allocating to test that change in a small pilot? Options: Minimal (under $5k), Moderate ($5–20k), Substantial ($20–50k), Significant (>$50k)
• Who else on your team should be involved immediately to design a remediation pilot (names/roles)?
• If we propose a 90‑day pilot focused on that change, what would success look like in specific, measurable terms?

Practical Next Steps — Agreeing How We Learn Together

• Would you prefer we start with a small cluster of stores, a single banner roll‑out, or a distributor‑led pilot to test current state fixes? Options: Small store cluster, Single banner, Distributor‑led pilot, National phased pilot, Other
• How soon can your team provide the following data to support mapping: planograms, last 90 days POS by store, distributor shipment logs, and refrigeration exception reports? Options: Within 1 week, 2–4 weeks, 1–2 months, Longer / not available
• What concerns or risks would stop you from sharing those operational data sets with a supplier during discovery? Options: Data privacy/compliance, Competitive sensitivity, No centralized data, None / willing to share, Other
• Who needs to be in the room for a 60‑minute working session to review current state mapping and agree pilot scope?
• Finally, what's the single most important question you hope this current state mapping answers for your team?

Quick Check: Where Does Your Team Stand?

• Which best describes your current readiness for a limited pilot launch? Options: Not started, Planning/assessment, Distributor engaged, Warehouse ready, Ready for first delivery, Launched in-market
• Who will be our primary point of contact during pre-deployment and day‑of launch? Please list name, role, and preferred contact method.
• Which stakeholders on your side must sign off before the first delivery is accepted? Options: Category Buyer, Operations/Warehouse Manager, Distributor Sales Manager, DSD Routing Coordinator, Category Director, Store Ops/Field Team, Legal/Compliance, Other
• What internal deadlines or merchandising resets are creating urgency for this pilot?
• What would make you classify the pilot as 'on-track' during the first 14 days? Options: On-shelf placement as planned, Initial velocity meeting target, No cold-chain incidents, POS materials installed, Positive in-store feedback

If This Pilot Stumbles, Who Loses Most?

• If the pilot underperforms or faces execution failures, what are the top three business consequences you fear most?
• Which single consequence would most reduce your appetite to expand this program? Options: Revenue loss, Shelf-space displacement, Distributor relationship strain, Wasted promotional funds, Customer complaints/brand perception
• How have previous pilot failures influenced your internal willingness to trial new brands? Options: Stronger caution/no new pilots, Selectively cautious, No change, More open if terms improved
• Tell us about a past pilot that didn't go as planned—what happened and what would you change now?

Who's Really Holding the Keys?

• Who will make the final go/no‑go decision on the retailer/distributor side and what primary criteria will they use?
• Which operational owners will be accountable for receiving shipments, stocking coolers, and reporting daily velocity? Options: Warehouse receiving, DSD route drivers, Store managers, Field merchandisers, Third-party logistics (3PL), Category analyst
• Are any of those roles shared across teams or outsourced? Please explain how that affects decision speed.
• How quickly can each owner resolve a day‑of launch issue (minutes, hours, or days)? Options: Within an hour, Same day, 1–3 days, Multiple days
• Who on your team is empowered to approve emergency replenishment or promotional changes during the pilot? Options: Distributor manager, Regional buyer, Store ops lead, No one without senior sign-off, Other

Can Your Network Move Fast Enough?

• What are your standard lead times from order placement to first delivery at the warehouse, and from warehouse to store for DSD?
• Which route models will serve the pilot stores? Options: Direct store delivery (DSD), Warehouse-to-store (chain distribution), Cross-dock, Third-party last-mile, Combined models
• Do any DSD routes have frequency or capacity constraints that could limit initial fulfillment? Options: Yes — frequency limits, Yes — capacity limits, Yes — both, No, Not sure
• If capacity/frequency constraints exist, what operational workarounds have you used successfully in the past?
• How do you prefer we schedule build-and-fill deliveries for pilot stores (select all that apply)? Options: Weekdays morning, Weekdays afternoon, Evenings, Weekends, Off-peak hours, Other

Is the Cold Chain a Promise or a Risk?

• Which SKUs in this pilot require continuous refrigeration from warehouse to shelf? Options: Ready-to-drink cold-pressed juices, Refrigerated functional beverages, Cold-brew coffees, Shelf-stable SKUs (no refrigeration), Other
• How is product temperature currently monitored during transit and in storage? Options: GPS + temp sensors, Temperature log sheets, Manual checks on arrival, No formal monitoring, Third-party monitoring service
• Describe any recent cold-chain failures (door ajar, failed units, spoilage) and how your team responded.
• What temperature deviation threshold triggers product hold or return in your system? Options: Any deviation, 1–2°C, More than 2°C, Depends on SKU, No defined threshold
• Who owns corrective action when a temperature breach occurs and what SLA applies?

Will Warehouses Be Quietly Ready?

• Are receiving docks, racking, and cooler space reserved for this pilot at the target warehouses? Options: Fully reserved, Partially reserved, Not reserved yet, No cooler space available
• What are the warehouse receiving windows and any blackout periods we should avoid?
• Do your warehouses require specific labeling, ASN, or EDI formats for acceptance? Options: Required EDI/ASN, Labeling guidelines only, No special requirements, Varies by warehouse
• Will our products need SKU-level segregation or special palletization on arrival? Options: Yes — segregation, Yes — special palletization, No — standard handling, Unsure
• Who will be our warehouse contact for day‑one receiving exceptions (name, role, contact)?

Shelf and Storefront: Will Your Team Make It Shine?

• Are POS materials (signage, shelf-talkers, displays) approved and in production, or do they need retailer proofing? Options: Approved and produced, Approved, production pending, Need retailer approval, Not yet designed
• How will in-store merchandising installs be scheduled and who signs off on final placement?
• Do you have field merchandising headcount available for installs and resets during the pilot? Options: Sufficient headcount, Limited headcount — need third party, No headcount — must schedule outside team, Unsure
• What percentage of stores typically accept secondary displays or endcaps during a pilot? Options: >75%, 50–75%, 25–50%, <25%
• If POS items arrive late or damaged, which rapid remedies are acceptable to you? Options: On-site replacement same day, Temporary signage, Delay launch, Proceed without POS and assess

Are the KPIs We Care About Actually Trackable?

• Which leading and lagging KPIs must we report during weeks 1–4? Options: Initial velocity (units/day), Sell-through %, Out-of-stock rate, Promotional lift %, Gross margin, Sample-to-purchase conversion, Customer feedback scores
• How would you prefer to receive pilot performance data? Options: Daily dashboard, Weekly summarized report, Raw CSV data, Field visit observations, Automated alerts
• Do you have POS scanning or velocity feeds we can integrate with for near‑real‑time monitoring? Options: Full integration available, Limited feeds, No integration but manual reports, Unsure
• What minimum sample size or store count do you require before making an expansion decision? Options: 1–5 stores, 6–20 stores, 21–50 stores, 50+ stores, No specific threshold
• Who will author the expansion recommendation if KPIs are met? Options: Retail buyer, Category director, Distributor operations lead, Joint cross-functional team, Other

Who Will Fix It When Things Break?

• What rapid-escalation path exists for operational failures during the pilot (who do we call, in what order)?
• Do you maintain a dedicated incident manager or a launch-day playbook for disruptions? Options: Dedicated incident manager, Playbook but no dedicated manager, Ad-hoc escalation, No playbook
• What SLAs do you expect for common incidents: OOS replenishment, POS replacement, and temperature breach? Options: <4 hours, <24 hours, 1–3 days, Depends on incident
• If a distributor fails delivery commitments, which remedies are acceptable to you? Options: Penalty/chargeback, Re-route through alternate DC, Temporary manual delivery, Cancel order, Renegotiate SLA
• Who on your team can make trade-off decisions (e.g., accept minor OOS to preserve distribution) during day-to-day pilot operations?

Let’s Lock the Commitments and Next Steps

• What non-negotiable commitments do you need from us before we schedule first delivery (examples: inventory, promotional funding, training)?
• Are there contractual prerequisites that must be in place such as insurance, distributor authorization letters, or indemnities? Options: Insurance required, Distributor authorization letters, Indemnity clauses, None, Other
• What timeline do you require for sign-offs and who must approve each milestone (PO, delivery date, POS approval)?
• How would you like to receive the launch readiness checklist and cadence of touchpoints? Options: Shared dashboard, Weekly calls, Daily brief during launch week, Email summaries, Combination
• When can we schedule a pre-deployment walkthrough (remote or in-person) to finalize owners, SLAs, and contingencies? Options: This week, Next week, In 2–3 weeks, Not ready to schedule

Quick Snapshot: Where You're Coming From

• Tell me your primary role and the part of the beverage category you own today. Options: Retail category buyer, Foodservice distributor manager, Grocery chain planner, Convenience/CS chain buyer, E‑commerce/health channel buyer, Other
• Which channels do you actively manage for non‑alcoholic beverages? Options: Grocery/mass, C‑store/forecourt, Foodservice/distributor, Convenience chains, Online/Direct‑to‑consumer, Specialty/health stores
• How often does your team revisit the beverage planogram or run a category reset? Options: Quarterly, Bi‑annual, Annual, Ad hoc based on sales, Only during major resets
• What are the top three KPIs you personally watch when evaluating beverage SKUs? (list them)
• Share a recent success in the beverage set that felt like a win — what made it stick?

Are You Comfortable With 'Good Enough'?

• When you say an assortment is 'performing,' are you usually protecting steady sales or actively trying to grow the aisle? Options: Protecting steady sales, Actively growing the aisle, Balanced between both, Depends on the banner/chain
• Which of these signals most often prompts you to consider swapping in a new beverage brand? Options: Sustained velocity decline, Margin compression, Shopper feedback, Promotional underperformance, Distributor recommendation, Trend data
• What numeric threshold do you normally require for a new SKU's velocity (units/day or units/week) to justify continued space?
• How long will you typically let a new pilot run before deciding to keep, tweak, or discontinue? Options: 30 days, 60 days, 90 days, 120+ days, Varies by SKU
• How does it feel when you have to cut an incumbent to trial something new—energizing, risky, or exhausting? Options: Energizing, Risky, Exhausting, Depends on stakeholder buy‑in

What's Quietly Costing You Shelf Real Estate?

• If each cooler or shelf face had a visible cost meter, which invisible problems would it show? Options: Slow velocity, Frequent out‑of‑stocks, Spoilage/short shelf life, High return rates, Promotional cannibalization, Cold‑chain failures
• Which failure mode do you see most often with refrigerated/non‑ambient beverages? Options: Temperature excursions, Late DSD delivery, Poor rotation/stocking, Damaged packaging, Incorrect planogram placement
• How do you currently detect and prioritize out‑of‑stock problems—manual checks, POS alerts, distributor reports, or something else? Options: Daily manual checks, POS/data alerts, Third‑party analytics, Distributor notifications, Retail ops visits
• Give a concrete example of a SKU that looked promising but cost you space — what early signs were missed?
• When a SKU underperforms, who typically bears the decision and consequences (buyer, category manager, store ops, distributor)? Options: Buyer, Category manager, Store operations, Distributor, Cross‑functional committee

What Would Make a New Beverage an Easy 'Yes'?

• What single proof point would move you from curiosity to commitment on new beverage space—taste lift, guaranteed velocity, promo funding, or something else? Options: Demonstrated taste preference, Guaranteed minimum velocity, Promotional/co‑op funding, Distributor DSD coverage, Margin protection/guarantee, Third‑party sales data
• Which evidence types carry the most weight in your decision (pick up to three)? Options: In‑store tasting results, Local market POS lift, Nielsen/IRI syndicated data, Trial promo performance, Distributor sell‑in velocity, Customer satisfaction/feedback
• What minimum promotional funding or price support do you expect for a pilot to be seriously considered? Options: List price only, Small promo (10–15%), Significant promo (20–35%), Full introductory pricing, Depends on SKU/category
• What are your non‑negotiable success criteria for a pilot (e.g., velocity, margin, OOS rate)? Please list and be specific where possible.
• Which internal stakeholders must sign off to run a pilot and who will champion it day‑to‑day? Options: Category buyer, Merchandising manager, Store ops, Finance, Distributor rep, Marketing

Where Do Logistics and Cold Chain Keep You Up at Night?

• How often do temperature or routing issues materially affect a beverage SKU's sell‑through in your stores? Options: Frequently, Occasionally, Rarely, Never, Don't know
• Which logistical step creates the most friction for refrigerated launches: distributor authorization, warehouse setup, routing, or in‑store stocking? Options: Distributor authorization, Warehouse setup, DSD routing, In‑store stocking/rotation, Other
• What lead time (in weeks) do you need from distributor authorization to first on‑shelf availability? Options: <2 weeks, 2–4 weeks, 4–8 weeks, 8–12 weeks, 12+ weeks
• How do you monitor cold‑chain compliance and what escalation steps do you expect if a breach is detected? Options: IoT/temp sensors, Distributor logs, Store audits, Customer complaints, We lack formal monitoring
• What would a friction‑free distributor onboarding look like in your environment? Be specific about approvals, paperwork, and timelines.

How Should We Measure a Tiny Win?

• Do you treat promotional lift as a leading measure or is sustained base velocity the true signal you rely on? Options: Lift as leading measure, Sustained base velocity, Both equally, Depends on campaign
• What target velocity per point of distribution (units/day or units/week) would make you confident to scale?
• What margin floor must be preserved during promotional activity for you to consider the pilot commercially viable? Options: >40% gross, 30–40% gross, 20–30% gross, <20% gross, Varies by channel
• Which reporting cadence and format helps you act fastest—daily POS dashboard, weekly summary, biweekly deep dive, or something else? Options: Daily dashboard, Weekly summary, Biweekly deep dive, Monthly review, Ad hoc alerts
• Name the top two learning signals that would immediately shift you toward expansion or kill the program.

Imagine the Pilot Rolled Out Flawlessly — What Then?

• If the pilot hits all KPIs in 60 days, what is the fastest acceptable path to roll into a broader distribution in your network? Options: Immediate chainwide expansion, Regional scale‑up over 30–60 days, Phased expansion by banner, Further proof period before scaling
• Which expansion footprints do you prefer when scaling a successful beverage pilot? Options: All stores in defined region, Top‑performing stores only, Same store format across banners, Select high‑traffic accounts, E‑commerce channel first
• What commercial structures do you prefer for expansion—standard trade terms, volume rebates, co‑funded marketing, or guaranteed returns? Options: Standard trade terms, Volume rebates, Co‑funded marketing, Consignment/guarantee, Other
• Who from your org should own ongoing merchandising and replenishment after expansion? Options: Category team, Store ops, Distributor/DSD, Dedicated brand rep, Joint ownership
• What non‑commercial risks would still block scaling even if KPIs are met (e.g., supplier capacity, logistics limits, competitive threats)?

Let’s Make It Low‑Risk for You

• What assurances would make you comfortable trialing an unfamiliar branded beverage—inventory guarantees, promo reimbursement, or a performance buyback? Options: Inventory guarantee, Promo reimbursement, Performance buyback/return, Consignment, None needed
• Which contractual or administrative hurdles slow you down the most when approving new vendor pilots? Options: Legal terms, Distributor authorization, Vendor onboarding paperwork, Supply forecasts, POS asset approvals
• How important are shopper‑facing activations (in‑store sampling, demos) versus pure data proofs for you to greenlight a pilot? Options: Sampling more important, Data proofs more important, Both equally important, Depends on channel
• What short, guaranteed actions from a supplier would reduce your perceived risk in the first 30 days?
• Have past vendor commitments ever created ongoing issues? If yes, what happened and what would you change?

Practical Next Steps — Who, When, and How

• If we finish this discovery with one clear next step, what must it be to keep momentum on your side?
• Who should be included from your team for pilot planning and execution? Options: Category buyer, Merchandising, Store ops, Finance, Loss prevention, Distributor rep, Marketing
• What timeline feels realistic for a pilot (from approval to first in‑store presence)? Options: 2–4 weeks, 4–8 weeks, 8–12 weeks, 12+ weeks
• Which pilot format would you prefer for initial proof: single high‑traffic store, 5–10 store cluster, regional test (50+ stores), or chainwide limited test? Options: Single store, 5–10 store cluster, Regional test (50+), Chainwide limited test
• How would you like us to report early learnings—dashboard access, weekly summary email, or regular review calls? Options: Live dashboard access, Weekly summary email, Weekly review calls, Biweekly deep dives
• Is there anything else we should know to remove friction and make a pilot succeed in your environment?