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

In foodservice sales departments, performance management is based on a simple promise: understanding where growth is created, and where it is lost. At first glance, everything seems accessible. The data exists, the volumes are monitored, and the field teams are reporting information. And yet, when it comes to answering simple questions such as: which region is really outperforming? which distributor is driving growth? which depots require immediate action?, the answer is ofte

In the foodservice industry, preparing for drop-off appointments is often seen as a necessary evil. An unavoidable, time-consuming step, but one that is difficult to reduce. The idea that it requires time is fairly easily accepted. Proper preparation takes an hour. Sometimes more. But this belief deserves to be questioned! In reality, this time is often spent making the data readable, rather than drawing decisions from it. It is often a symptom of a deeper problem: poor data

Do you recognize yourself in this somewhat frustrating situation? You've just come out of a well-crafted negotiation with a distributor. Everything is in place, validated, aligned. In the moment, you know the plan is sound. And a few weeks later, on the ground… it doesn’t work. The promotional efforts aren't always effective. Sales volumes aren't keeping pace. And feedback from the sales force doesn't quite match your expectations. This is where commercial silos appear. Not n

For a Category Manager, analyzing category performance can sometimes feel like a frustrating exercise. The figures are there, the volumes are there, but the overall picture remains difficult to grasp. Sales are increasing at some retailers, slowing down at others, while some products perform exceptionally well without any real understanding of why. In many organizations, analysis remains highly aggregated: overall revenue, a few indicators per brand, sometimes a view by produ

For a Key Account Manager, sales negotiations are always a strategic moment . Agreements are discussed, conditions are set, and volume targets are laid out. Once the contract is signed, everyone leaves with the understanding that the framework is clear. But a few months later, the reality on the ground is sometimes different . Some products are progressing more slowly than expected. Negotiated volumes are not always met. Promotions seem to have had a limited impact. And when

In many food industry companies, the situation is the same at the beginning of each month. Sales teams receive files from their distributors—Excel exports that are often large, and sometimes structured differently from one client to another. Sales managers then begin a meticulous process: cleaning the files, standardizing formats, checking references, and consolidating volumes. A few days later, a summary report finally starts to take shape. The problem is that by then, a lar

Between internal meetings, discussions with distributors, and field visits, a Regional Manager's weeks often fly by. Yet, one question regularly arises when planning trips: where should I go first? Should we visit warehouses where sales seem to be slowing down? Go and support those that are already performing well? Or prioritize strategic partners? In practice, many decisions are still made based on intuition or partial information. And that's precisely where the difficulty b