How to prepare a sales brief that makes distributors want to recommend your foodservice products
Your distributor’s salespeople have many products to offer and little time to memorise every presentation. Even comprehensive materials may go unused if they do not help them act during their next customer conversation.
A good foodservice sales brief answers practical questions: who should hear about the product, in what situation, with which argument and towards what next step? For the Regional Manager, the aim is to make the recommendation simple and relevant.
1. Start with a recognisable customer situation
A presentation centred on the brand’s history is not enough to start a sales conversation. The salesperson needs to identify a customer need quickly.
Describe a usage situation: developing a takeaway offer, simplifying preparation or adapting a portion, provided the product genuinely meets that need. Specify the conditions under which the argument holds. A promise to save time must be supported by verified evidence.
The brief should give the salesperson a concrete reason to ask a question. Starting with usage helps qualify the opportunity before going through product features.
2. Select the customers and products
Avoid giving every item in the range equal attention. Choose a small, coherent selection and explain each product’s role. Too much choice can make the message harder to remember and dilute the expected action.
Where data is available, base targeting on customer profiles and observed purchases. A product already used by comparable establishments can offer a useful lead, without guaranteeing that it will suit everyone.
Also check product codes, pack sizes and availability through the relevant supply route. A convincing pitch loses its usefulness if the salesperson cannot find or order the correct item.
3. Provide a conversation structure that is easy to use
Salespeople do not need to memorise a script word for word. They need an opening question, a verifiable benefit and a proposed next step. Add responses to likely objections while being precise about the product’s limitations.
Here is an illustrative structure to adapt to your offer, without unverified numerical promises.
Target customer: an establishment whose needs and constraints match the product, to be confirmed during the conversation.
Opening question: “How do you currently organise this preparation, and what would you like to improve?”
Proposal: introduce the appropriate product by connecting its features to the stated need, then explain its conditions of use.
Next step: suggest a structured trial, share a useful product sheet or arrange a follow-up, depending on the customer’s interest.
4. Prepare materials that remain useful after the meeting
One page may be enough to bring together the target, products, arguments, objections and follow-up contact. Salespeople should be able to find the information during their working day without searching through a long presentation.
Separate essential selling information from supporting documents. A technical sheet still has a role, but it does not replace the conversation structure. Make sure the versions circulated are up to date.
Ask a few salespeople to explain the proposition in their own words. If the use or target remains difficult to describe, simplify the brief before distributing it more widely.
5. Plan field feedback and a sales review
Agree on a feedback date from the start. Which customers were approached? Which objections keep coming up? Was the product tried, ordered and subsequently recommended? Qualitative feedback helps refine the message.
Then compare this feedback with sales within the relevant scope, without automatically attributing every change to the brief. Availability, seasonality and other commercial activities may also play a part.
Our article on aligning key account managers and sales teams around shared data adds further perspective.
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