Selling and Negotiating

You can have the most distinctive liquid, the most beautiful bottle, and a compelling brand story - but if you can’t sell it, the business dies. In the UK spirits industry, selling isn’t about fast talk or charisma alone. It’s about preparation, persistence, and the discipline to walk away from deals that look good on paper but quietly kill your margin.

Too many founders underestimate how much time selling will take. You’ll spend more hours chasing leads, following up, and negotiating terms than you ever will distilling or designing labels. The good news? Sales skills can be learned, and the better you are at them, the more control you keep over your growth.

Understanding Your Buyer

Every buyer type has different priorities. The same pitch won’t work for all of them.

• On-trade (bars, pubs, restaurants) – They need products that excite their customers, fit their menu or cocktail programme, and deliver a healthy pour cost. If your spirit is awkward to serve or sits in an unpopular price tier, it’s a hard sell.
• Off-trade (retail, supermarkets, bottle shops) – They want proven sellers that turn quickly, slot neatly into an existing price point, and are backed by promotional support. Their risk tolerance is low; they expect sales velocity from day one.
• Distributors – They need to believe your product fills a genuine gap in their portfolio and that it will generate repeat orders, not just a one-off launch buzz.

Before making contact, research each prospect:

• Who actually makes the buying decision?
• What’s already on their list or shelves?
• What would make them replace a current listing or take a punt on something new?
  If you skip this step, you’ll waste time pitching to the wrong person with the wrong angle.

Perfecting the Pitch

A good pitch is tight, relevant, and backed by evidence.

• Lead with your USP and proof of demand - not your founder origin story. The buyer’s first question is, “Will this sell?”
• Be ready to talk numbers: wholesale price, RRP, margin, delivery terms, and lead times.
• Keep samples ready, but remember: the liquid won’t sell itself. Buyers say no to great-tasting spirits every day if the commercial side doesn’t work.
• Avoid overloading with information. Aim for a one-page sell sheet and a 2–3 minute spoken pitch you can expand on if they’re interested.

Negotiating Without Losing Your Shirt

Negotiation is where many startup brands give away their profit without realising it. Every free case, discount, or promotional allowance comes straight off your bottom line.

• Know your walk-away point before talks begin - and stick to it.
• If you offer discount, ensure it’s tied to a clear benefit (e.g., an opening order of a certain size).
• Factor in all the extras: free stock for promotions, point-of-sale materials, tasting stock.
• Always get agreements in writing. Even friendly, handshake deals can sour when memory or circumstances change.

Remember: some deals that feel like “big wins” can be fatal if the margin after discounts doesn’t even cover your costs.

Handling Objections

Objections are not rejections - they’re an opening to reposition your offer.

• “We don’t have space” – Suggest replacing a slow-moving product, offering a seasonal rotation, or trialing in a smaller pack size.
• “Your price is too high” – Justify with quality cues, higher margin per pour, or limited availability.
• “We’ve never heard of you” – Point to PR coverage, social media buzz, local press, or bartender endorsements.

If you can’t overcome the objection without compromising your commercial viability, be willing to walk away. s

Following Up and Building Relationships

Getting the listing is only the start. Without support, even the best product will be delisted.

• Check in regularly - but don’t badger. Aim to add value in every contact (new serve ideas, upcoming events, sales results).
• Support accounts with training for staff, POS materials, and social media shoutouts.
• Celebrate their wins - if their venue or store thrives, they’re more likely to stick with your brand.
• Keep meticulous notes. A buyer mentioning they’re redoing the cocktail menu in three months is your cue to follow up at the right moment.

Consistency in relationship management is one of the few sales advantages a small brand has over the big players.

Case Notes

A gin startup secured a listing with a regional wholesaler. They shipped the stock, celebrated the win, and moved on to chasing other leads. They never visited the wholesaler’s customers, ran no tastings, and didn’t provide marketing support. Within months, the wholesaler replaced them with a brand that actively drove sales in the same territory. In sales, winning the account is step one; keeping it is the real game.

Action Toolkit

• Build a one-page sales sheet with your USP, pricing, margin, and key facts.
• Roleplay your pitch with someone who will give blunt, unsparing feedback.
• Track every lead, contact, meeting, and follow-up in a CRM or at minimum a shared spreadsheet.
• Review each deal quarterly to ensure it’s still delivering the margin and volume you need.