The item is still listed in the catalog. It is still included in commercial agreements, and no distributor has officially announced its withdrawal. However, on the ground, something has changed. Volumes are decreasing, some depots have stopped selling it, and the number of end customers is gradually declining. Taken individually, these changes may seem insignificant. Taken together, however, they could signal a significant enough loss of momentum to jeopardize the product's c

The dashboard is ready. Volumes are consolidated, trends are clearly visible, and teams can finally compare the performance of several distributors. At least, that's how it appears. Because behind a perfectly legible curve, a much less visible problem may be lurking: are the compared products truly the same? Has a reference named differently in the files been correctly matched? Have the packaging types been differentiated? Do the product families follow a common classificatio

The meeting is approaching. The volumes have been finalized, the presentation is almost complete, and the objectives have been validated internally. Yet, one question often remains difficult to resolve: what concrete results should be used to support the discussion with the distributor? In the foodservice industry, sell-in data provides a first level of insight. It indicates the products sold by the manufacturer to its distributors. However, it doesn't always allow for a prec

Tracking the performance of an assortment may seem simple. We look at the volumes. We identify the benchmarks that are increasing. We spot those that are declining. We compare with the previous year. Then we adjust. But in reality, the analysis is rarely so straightforward. A product line may perform very well overall, but only with a specific type of end customer. A product range may appear underperforming, even though it works very well in certain areas. An innovation may b

Preparing a sales report for the Executive Committee can quickly become a cumbersome exercise. The figures need to be retrieved. The files need to be consolidated. The sources need to be reconciled. The tables need to be updated. Discrepancies need to be checked. The graphs need to be built. Comments need to be added. Key messages need to be prepared. Then everything needs to be transformed into a clear, concise, and credible presentation. On paper, the objective is simple: t

On the ground, bad surprises rarely come at a good time. A product that's no longer being stocked. A drop in volume detected too late. A stockout of a strategic product. A promotion that's not having the desired effect. A customer whose purchasing habits are gradually changing. A product line that's losing ground in a region without anyone really seeing it coming. For a Regional Manager, these situations are particularly sensitive. Because they require a quick response. And o

In Foodservice, volume drops and stockouts do not always occur overnight. They are often preceded by more subtle signals. A slowdown in a stock reference at a warehouse. An unusual acceleration in a particular area. A decrease in the regularity of sales. A volume that appears stable but is driven by fewer end customers. A promotion that generates a spike, then nothing. Taken separately, these signals may seem secondary. But for a KAM, they are invaluable. Because his role is

Managing a region in Foodservice means being as close as possible to the ground. Warehouses, end customers, sales teams, distributors, promotional operations, references to push, volumes to secure… Everything often happens locally. But to make the right decisions, you first need to know what is really going on. Which deposit is progressing? Which reference is slowing down? Which product range is underutilized? Which promotion is working? Which end customers are actually buyin

Managing a category in Foodservice is not simply about tracking sales. It's about understanding what's happening in the market. Which products are truly progressing? Which customer segments are driving growth? Which distributors best activate the product ranges? Where are the product ranges underutilized? Which products perform well everywhere, and which only work on certain networks? For a Category Manager, these questions are essential, but in practice, it is often difficul

A breakup isn't always visible at the moment it begins. Often, it can be guessed beforehand. A stock that's selling faster than usual. A product that's suddenly gaining momentum in a particular area. Sell-out volume increasing while sell-in isn't keeping pace. An innovation that's resonating with a specific segment of end customers. A promotion that's generating more demand than anticipated. Taken separately, these signals may simply seem positive. But for a KAM, they can als

Managing commercial performance in Foodservice requires knowing how to look at two levels at the same time. On the one hand, the sales management needs a consolidated view : to track volumes, compare distributors, measure deviations from the target, identify major trends and prepare strategic decisions. On the other hand, performance often depends on the details: a region that is falling behind, a warehouse that is slowing down, a distributor that is less active in a product

A category can perform very well overall while masking significant differences depending on the type of establishment. This is actually quite common. A product range might be very successful with commercial restaurants, but much less so with institutional catering. A product might perform well in independent establishments, but remain marginal with chains. A product might be very relevant for snacks, but less suitable for hotels, caterers, or bakeries. And yet, when the analy

A drop in volume rarely happens without warning. In reality, it is often preceded by small signals. Signals that are sometimes subtle, sometimes scattered, sometimes buried in monthly reports. A slowdown in stock. A product that is being sold less frequently. A different type of end customer that is ordering less. A promotion that isn't producing the expected results. Taken separately, these elements may seem anecdotal. But taken together, they could indicate a larger decline

Signing a trade agreement is an important step. But that's not the end of the matter. Once the negotiation is over, one essential question remains: is what was decided at headquarters actually being implemented on the ground? Referencing an innovation, presence in a warehouse, promotional plan, highlighting a range, developing a digital distribution... Commitments are defined, volumes are estimated, objectives are shared, but execution can be much more difficult to follow. A

Launching a product innovation is always a gamble. A market trend is identified. A recipe, format, packaging, and price positioning are developed. A sales pitch is built. Listing is negotiated. A promotional campaign is sometimes planned to support the launch. Then the product arrives at the distributor. And then what? Next, you need to measure. This is often where things get complicated. Because between a product listed, a product delivered, a product available in stock, and

For a Key Account Manager, managing performance is not limited to tracking overall revenue or a few key indicators. The data exists, but it is often fragmented. One distributor provides a monthly file, another a different export, sometimes with conflicting reading logic. Formats vary, as do levels of granularity. Ultimately, the business vision becomes partial. And in this context, a major risk emerges: missing the weak signals that nevertheless announce market developments.

Each year, product innovations occupy a central place in the action plans of Category Managers. New products, range extensions, revamped formats or differentiating recipes: each launch is designed to meet a market expectation, create value and strengthen the position with distributors. This work is structured, well thought out, and often supported by commercial or promotional campaigns. Everything is in place to give the product the best chance of success. But once the produc

For a Regional Manager, performance isn't solely about acquiring new volumes or developing sales. It's also, and sometimes primarily, about the ability to secure existing business. Because on the ground, a disruption is never simply a logistical problem. This results in an immediate loss of revenue, a deterioration of the relationship with the distributor, and often, an opportunity left for the competition to establish itself permanently. The issue is well-known. And yet, the

For a Key Account Manager in foodservice, negotiation with distributors is a decisive moment. This is where commercial conditions, product range visibility, but also and above all the ability to build sustainable growth are determined. On the ground, however, one observation often comes up: the discussion quickly turns to price. Discounts, conditions, sales efforts… the balance of power crystallizes around financial levers, sometimes to the detriment of the real value of the

For a Category Manager, building an assortment is rarely left to chance. Each product listed in the catalog is the result of precise trade-offs: market potential, range consistency, retailer expectations, and brand strategy. But once the assortment is in place, a more fundamental question quickly arises: does this assortment actually create value where it is supposed to? And this is often where reality becomes more complex. Because between the listing decision and in-store pe