Retailer Targeting by Market: How Brands Choose Where to Sell
Retailer targeting by market is a two-step decision. A consumer brand first picks the few markets where demand and access justify the effort, then picks the specific retailers inside each market that fit its price point, customer and brand. Done in that order, wholesale outreach stays focused, buyer conversations start with relevant accounts, and a brand avoids spreading a small team across too many regions. This guide lays out the method, the data behind each step and the measures that show whether it works.
KingpinReach the Retail Buyers That FitKingpin connects consumer brands with relevant global retailers, using data-driven insights to support focused wholesale growth without traditional trade shows.Explore Kingpin
TL;DR
Choose markets before retailers. The U.S. International Trade Administration suggests that smaller companies explore 3 to 5 potential markets, not dozens.
Judge a retailer on three tests: does it serve the brand’s desired customer, is it a direct competitor, and does it match the brand’s DNA.
Rank retailers by forward-looking potential such as store size, traffic and shelf space, not only by past sales.
Measure outreach by qualified buyer meetings, pipeline and first paid orders, not by messages sent.
Revisit targets when the product mix, channels or competitors change.
Table of Contents
What retailer targeting by market actually means
Step 1: Choose the markets worth pursuing
Step 2: Identify the retailers that fit inside each market
The data that supports both steps
Reaching the right buyers without relying on trade shows
Measuring whether the targeting works
When to refine targets
Our perspective
How Kingpin puts market and retailer targeting to work
A short worked example
FAQ
Sources
What retailer targeting by market actually means
Generic target market advice is written for marketers who reach shoppers. Wholesale works differently. The customer is a retailer, a buyer who curates a shelf, has a budget cycle and answers to a category plan. Targeting therefore has two layers.
The first layer is the market: a country, a region or a metro area where the category is growing and where the brand can realistically be stocked, shipped and supported. The second layer is the retailer: the chains, independents and online stores inside that market whose customers look like the brand’s customers.
Mixing the layers is the most common mistake. A brand that picks a country because it is large, then emails every store it can find, ends up with a long list and few conversations. A brand that works through both layers builds a short, ranked list of accounts where a yes is plausible.
Step 1: Choose the markets worth pursuing
Market choice starts with public data. The U.S. International Trade Administration describes a research process built on trade data, country and industry reports, and an assessment of growth, competition and barriers. Its guidance also suggests that for smaller companies, exploring 3 to 5 potential markets might be a good number, grouped into the largest markets, the fastest-growing ones and smaller markets with high growth.
That grouping is useful because each group asks for a different plan. Large markets bring volume and fierce competition. Fast-growing markets reward early entry but may lack mature retail infrastructure. Small, high-growth markets can be won with less spend and make good first proofs.
Test real demand, not population
Total population says little about whether a category sells. A 2026 Stripe resource recommends confirming real demand through indicators such as search volume and online behavior rather than relying on headcount. For a consumer brand, that can mean checking how often shoppers in a market search for the product type, which competing brands already sit on shelves, and whether comparable products are priced like yours.
Think regionally, not only nationally
A country is rarely one market. A 2004 Duke University study of repeat-purchase goods found that new product distribution often follows a regional roll-out rather than a national launch, partly to limit risk, and that manufacturers often treat regions as the unit that carries launch costs. A beverage brand might start with the Northeast and Pacific Northwest. A fashion label might start with three cities where its customer already shops independently.
The same logic applies abroad. In emerging economies, BCG’s 2025 work urges consumer companies to adopt a segmented approach that adapts product lineup, pricing and distribution to specific consumer profiles and geographies, and to microsegment cities by demographics and behavior instead of applying one strategy everywhere.
Weigh attractiveness against accessibility
Simon-Kucher’s 2024 go-to-market guidance offers a clean filter for channels and markets: score each on attractiveness and accessibility. Attractiveness covers segment size and growth. Accessibility covers access to the value chain and how easily customers can be reached. The same source notes that the right choice depends on the objective, whether that is revenue growth or margin.
A simple scorecard works well. List five candidate markets, score each from 1 to 5 on demand, growth, competition, logistics and ease of reaching buyers, and keep the top three. Currency exposure also belongs in this stage, since price lists, margins and payment terms move with exchange rates. Some background on mitigating market risk helps a team decide how to quote prices before committing to a new region.
Step 2: Identify the retailers that fit inside each market
Once a market is chosen, the question changes from where to who. A Chain Store Age Q&A on how a direct-to-consumer brand should enter wholesale puts the core assessment plainly: check whether the retailer targets the desired customer, competes directly and aligns with brand DNA. Its example is that a premium brand may fit a luxury retailer better than a mid-priced department store.
Those three tests translate into a working filter.
Customer overlap. Does the retailer’s shopper match the brand’s buyer in age, income, lifestyle and purchase occasion? A retailer with strong traffic but the wrong customer produces slow sell-through and a short relationship.
Competitive position. Does the retailer sell a private label or a house brand that directly replaces the product? Does it already carry three near-identical competitors? Crowded shelves are a warning sign, not an opportunity.
Brand fit. Does the retailer’s presentation, pricing and service raise the brand or dilute it? Fit protects long-term pricing, which matters when other retailers see where the product is sold.
Segment by type and size, then match the approach
BCG’s advice for retailer segmentation is to differentiate retailers by type, size and other factors, and then align the service approach to each segment. The report gives an example from a leading fast-moving consumer goods company in India: about 10% of its retailers are tagged A-class, and they contribute 30% of overall sales, 50% of premium product sales and more than 70% of sales of newly launched products. The market and category differ from most brands’ situations, but the lesson travels. A small share of accounts often drives most of the growth, and a brand should know which ones they are before it allocates time.
In practice, a three-tier model is enough for most brands:
Tier | Typical retailer | Outreach approach |
|---|---|---|
A | Flagship chains and high-traffic specialty stores that match the brand’s customer closely | Personalized outreach, samples, line sheets built for the account |
B | Regional chains and strong independents in the target region | Structured sequences, category-specific catalogs |
C | Small independents and long-tail online stores | Light-touch, repeatable outreach and reorder prompts |
Rank by potential, not only by history
A McKinsey report on reaching emerging-market consumers recommends segmenting and prioritizing outlets with forward-looking parameters such as store size, traffic volumes, neighborhood wealth and shelf space, and warns that historical sales data in traditional markets can be unreliable. A new brand has no history in a market at all, so potential is the only workable guide. The principle of weighting accounts by value is familiar from other fields too, for example in how wellness companies approach customer segmentation by value, and it applies equally to prioritizing outlets.
The data that supports both steps
Good targeting rests on a short list of evidence. The ITA’s research guidance points to import and export statistics, industry growth trends, demographic data, and an evaluation of competitive presence, trade barriers and cultural factors. It also advises assessing specific regional demand rather than treating a country as one unit.
For retailer-level decisions, a brand needs a different set: the retailer’s category assortment, price range, store count and locations, whether it buys directly or through distributors, and who the right buyer is. A verified retailer database combined with live buyer search shortens this work considerably, because the research is done against active accounts instead of stale lists.
One structural point favors brands from outside a market. A 2019 study on private label and own-brand retail in Europe notes that retailers there are finding it increasingly difficult to fill shelf space, which creates openings for manufacturers from outside Europe to place branded products in mainstream markets. Retailers do look for new brands, so a well-targeted pitch is often welcome.
Reaching the right buyers without relying on trade shows
Trade shows concentrate buyers in one place, but they are expensive in travel, booth and staff time, and attendance does not guarantee that the right buyer stops by. Event marketers themselves have begun to shift emphasis. A 2026 Makai report on outdoor trade shows describes brands moving beyond badge scans toward structured tracking of opportunity size and product interest so leads can be segmented by account value and urgency.
That same discipline is the foundation of direct outreach. When the target list is built by market, category and retailer fit, a brand can contact the relevant buyer directly, at any time of year, with a message tied to that retailer’s assortment. Targeting by market is what makes this efficient: a brand writing to 150 well-chosen buyers in three markets will usually learn more than one writing to 1,500 in thirty.
Outreach also works best when each retailer receives something specific. A short note that names the buyer’s category, points to the gap in its range and attaches a relevant catalog does more than a generic line sheet. The tiers above guide how much effort each account earns.
Measuring whether the targeting works
A target list is a hypothesis. The measures below show whether it holds. The Makai report advises tracking qualified buyer meetings, pipeline creation, estimated opportunity sizes, product interests, follow-up dates and sample requests.
A practical scorecard follows one fixed group of accounts from list to order:
Accounts qualified against the fit tests.
Accounts where the right buyer was reached.
Accounts that replied.
Buyer conversations held and samples requested.
Accepted orders and first paid orders.
Record the date and the value at each stage. Compare markets against each other, and tiers against each other. If one market produces replies but no orders, the issue is likely price or logistics, not targeting. If a market produces no replies at all, the list or the message needs work. Message volume alone says nothing about either.
Several industry sources also recommend cost-based measures such as cost per qualified lead and cost per meeting. These are worth tracking when budgets are tight, though they should be confirmed against a brand’s own numbers before any benchmark is treated as a target.
When to refine targets
Targeting is not a one-time exercise. Decision Analyst advises considering a refresh when a segmentation is five or more years old, segment sizes shift significantly, the product mix or purchase channels change, economic or supply-chain disruption alters behavior, or new products, technologies and competitors appear. McKinsey adds that segments should be judged by long-term profit potential and revisited when emerging trends are likely to change a segment’s future profitability.
For a growing brand, a lighter rhythm helps: review market scores once a year, and review retailer tiers each quarter using reply and order data. Move retailers up when they reorder and expand, and drop segments that consume time without producing conversations.
Our perspective
We built Kingpin around a simple observation: brands need the right buyers to hear from them, but finding those buyers can be slow and costly. Traditional agents take commission and often hold the relationship. Trade shows demand a large upfront spend for uncertain meetings.
Our approach starts where this article does. Our research agent finds the retailers that fit the brand in every market, with the reason for each one. Our sales coordinator agent writes to each buyer in their language, with the brand's line sheet inside. The account manager reviews every list and message. $700M+ in wholesale GMV since 2021; 3,500+ retailers on Kingpin.
We also believe the retailer relationship belongs to the brand. We charge 0% commission, and clients keep ownership of their retail relationships. Targeting is the part that rewards patience and precision, and it is where data does the most work.
How Kingpin puts market and retailer targeting to work
Brands that want this work handled end to end can turn to Kingpin’s AI-powered wholesale team. Six AI employees, run by an account manager from the brand's category, find retailers that fit, reach their buyers, keep accounts warm, follow up on reorders and process incoming orders. Kingpin sets it up and manages it, so there is no platform for the brand to learn or run. There is one monthly fee, set on the strategy call, and 0% commission. Brands can book a strategy call, bringing three shops they sell to see the next ones that look like them.
For teams that already have a target list and need to contact buyers, Kingpin’s sales coordinator agent writes to each buyer in their language, with the brand's line sheet inside. The account manager reviews every list and message.
A short worked example
Consider a premium snack brand with a small team and a budget for three markets. It scores five candidates on demand, growth, competition, logistics and accessibility, and keeps the top three. In the first market, it identifies roughly 120 retailers, filters out those with direct private-label substitutes, and tiers the remainder. The A tier gets personalized notes and samples. The B tier gets a sequence tied to regional category trends. After eight weeks, the brand compares replies, meetings and first orders across markets and tiers. The market with the strongest conversion gets more outreach, and the weakest gets a revised message or a pause.
Nothing in this process requires a trade show booth. It requires a clear ranking, a repeatable message and honest measurement.
FAQ
How many markets should a brand target at once?
For smaller companies, the U.S. International Trade Administration suggests exploring 3 to 5 potential markets. In practice, a brand should actively pursue fewer, often one to three, until it knows which market converts. Concentrating effort makes the results easier to read.
What is the difference between market targeting and retailer targeting?
Market targeting decides which countries or regions to enter, using trade data, growth and accessibility. Retailer targeting decides which accounts inside those markets to approach, using customer overlap, competitive position and brand fit. Brands need both, in that order.
Should a brand rank retailers by past sales?
A new brand has no history in a market, and McKinsey warns that historical sales data can be unreliable in traditional retail settings. Forward-looking indicators such as store size, traffic, neighborhood wealth and shelf space give a better basis for ranking. Past sales become useful once orders begin to come in.
How do you know if retailer outreach is working?
Follow a fixed group of accounts from qualification to first paid order, and record the date and value at each stage. Qualified buyer meetings, sample requests and pipeline value matter more than the number of messages sent. Compare markets and retailer tiers against each other.
How often should targets be reviewed?
Review market scores at least yearly and retailer tiers each quarter. Refresh sooner when the product mix, sales channels or competitive landscape change.
Sources
Retailer targeting by market is a two-step decision. A consumer brand first picks the few markets where demand and access justify the effort, then picks the specific retailers inside each market that fit its price point, customer and brand. Done in that order, wholesale outreach stays focused, buyer conversations start with relevant accounts, and a brand avoids spreading a small team across too many regions. This guide lays out the method, the data behind each step and the measures that show whether it works.
KingpinReach the Retail Buyers That FitKingpin connects consumer brands with relevant global retailers, using data-driven insights to support focused wholesale growth without traditional trade shows.Explore Kingpin
TL;DR
Choose markets before retailers. The U.S. International Trade Administration suggests that smaller companies explore 3 to 5 potential markets, not dozens.
Judge a retailer on three tests: does it serve the brand’s desired customer, is it a direct competitor, and does it match the brand’s DNA.
Rank retailers by forward-looking potential such as store size, traffic and shelf space, not only by past sales.
Measure outreach by qualified buyer meetings, pipeline and first paid orders, not by messages sent.
Revisit targets when the product mix, channels or competitors change.
Table of Contents
What retailer targeting by market actually means
Step 1: Choose the markets worth pursuing
Step 2: Identify the retailers that fit inside each market
The data that supports both steps
Reaching the right buyers without relying on trade shows
Measuring whether the targeting works
When to refine targets
Our perspective
How Kingpin puts market and retailer targeting to work
A short worked example
FAQ
Sources
What retailer targeting by market actually means
Generic target market advice is written for marketers who reach shoppers. Wholesale works differently. The customer is a retailer, a buyer who curates a shelf, has a budget cycle and answers to a category plan. Targeting therefore has two layers.
The first layer is the market: a country, a region or a metro area where the category is growing and where the brand can realistically be stocked, shipped and supported. The second layer is the retailer: the chains, independents and online stores inside that market whose customers look like the brand’s customers.
Mixing the layers is the most common mistake. A brand that picks a country because it is large, then emails every store it can find, ends up with a long list and few conversations. A brand that works through both layers builds a short, ranked list of accounts where a yes is plausible.
Step 1: Choose the markets worth pursuing
Market choice starts with public data. The U.S. International Trade Administration describes a research process built on trade data, country and industry reports, and an assessment of growth, competition and barriers. Its guidance also suggests that for smaller companies, exploring 3 to 5 potential markets might be a good number, grouped into the largest markets, the fastest-growing ones and smaller markets with high growth.
That grouping is useful because each group asks for a different plan. Large markets bring volume and fierce competition. Fast-growing markets reward early entry but may lack mature retail infrastructure. Small, high-growth markets can be won with less spend and make good first proofs.
Test real demand, not population
Total population says little about whether a category sells. A 2026 Stripe resource recommends confirming real demand through indicators such as search volume and online behavior rather than relying on headcount. For a consumer brand, that can mean checking how often shoppers in a market search for the product type, which competing brands already sit on shelves, and whether comparable products are priced like yours.
Think regionally, not only nationally
A country is rarely one market. A 2004 Duke University study of repeat-purchase goods found that new product distribution often follows a regional roll-out rather than a national launch, partly to limit risk, and that manufacturers often treat regions as the unit that carries launch costs. A beverage brand might start with the Northeast and Pacific Northwest. A fashion label might start with three cities where its customer already shops independently.
The same logic applies abroad. In emerging economies, BCG’s 2025 work urges consumer companies to adopt a segmented approach that adapts product lineup, pricing and distribution to specific consumer profiles and geographies, and to microsegment cities by demographics and behavior instead of applying one strategy everywhere.
Weigh attractiveness against accessibility
Simon-Kucher’s 2024 go-to-market guidance offers a clean filter for channels and markets: score each on attractiveness and accessibility. Attractiveness covers segment size and growth. Accessibility covers access to the value chain and how easily customers can be reached. The same source notes that the right choice depends on the objective, whether that is revenue growth or margin.
A simple scorecard works well. List five candidate markets, score each from 1 to 5 on demand, growth, competition, logistics and ease of reaching buyers, and keep the top three. Currency exposure also belongs in this stage, since price lists, margins and payment terms move with exchange rates. Some background on mitigating market risk helps a team decide how to quote prices before committing to a new region.
Step 2: Identify the retailers that fit inside each market
Once a market is chosen, the question changes from where to who. A Chain Store Age Q&A on how a direct-to-consumer brand should enter wholesale puts the core assessment plainly: check whether the retailer targets the desired customer, competes directly and aligns with brand DNA. Its example is that a premium brand may fit a luxury retailer better than a mid-priced department store.
Those three tests translate into a working filter.
Customer overlap. Does the retailer’s shopper match the brand’s buyer in age, income, lifestyle and purchase occasion? A retailer with strong traffic but the wrong customer produces slow sell-through and a short relationship.
Competitive position. Does the retailer sell a private label or a house brand that directly replaces the product? Does it already carry three near-identical competitors? Crowded shelves are a warning sign, not an opportunity.
Brand fit. Does the retailer’s presentation, pricing and service raise the brand or dilute it? Fit protects long-term pricing, which matters when other retailers see where the product is sold.
Segment by type and size, then match the approach
BCG’s advice for retailer segmentation is to differentiate retailers by type, size and other factors, and then align the service approach to each segment. The report gives an example from a leading fast-moving consumer goods company in India: about 10% of its retailers are tagged A-class, and they contribute 30% of overall sales, 50% of premium product sales and more than 70% of sales of newly launched products. The market and category differ from most brands’ situations, but the lesson travels. A small share of accounts often drives most of the growth, and a brand should know which ones they are before it allocates time.
In practice, a three-tier model is enough for most brands:
Tier | Typical retailer | Outreach approach |
|---|---|---|
A | Flagship chains and high-traffic specialty stores that match the brand’s customer closely | Personalized outreach, samples, line sheets built for the account |
B | Regional chains and strong independents in the target region | Structured sequences, category-specific catalogs |
C | Small independents and long-tail online stores | Light-touch, repeatable outreach and reorder prompts |
Rank by potential, not only by history
A McKinsey report on reaching emerging-market consumers recommends segmenting and prioritizing outlets with forward-looking parameters such as store size, traffic volumes, neighborhood wealth and shelf space, and warns that historical sales data in traditional markets can be unreliable. A new brand has no history in a market at all, so potential is the only workable guide. The principle of weighting accounts by value is familiar from other fields too, for example in how wellness companies approach customer segmentation by value, and it applies equally to prioritizing outlets.
The data that supports both steps
Good targeting rests on a short list of evidence. The ITA’s research guidance points to import and export statistics, industry growth trends, demographic data, and an evaluation of competitive presence, trade barriers and cultural factors. It also advises assessing specific regional demand rather than treating a country as one unit.
For retailer-level decisions, a brand needs a different set: the retailer’s category assortment, price range, store count and locations, whether it buys directly or through distributors, and who the right buyer is. A verified retailer database combined with live buyer search shortens this work considerably, because the research is done against active accounts instead of stale lists.
One structural point favors brands from outside a market. A 2019 study on private label and own-brand retail in Europe notes that retailers there are finding it increasingly difficult to fill shelf space, which creates openings for manufacturers from outside Europe to place branded products in mainstream markets. Retailers do look for new brands, so a well-targeted pitch is often welcome.
Reaching the right buyers without relying on trade shows
Trade shows concentrate buyers in one place, but they are expensive in travel, booth and staff time, and attendance does not guarantee that the right buyer stops by. Event marketers themselves have begun to shift emphasis. A 2026 Makai report on outdoor trade shows describes brands moving beyond badge scans toward structured tracking of opportunity size and product interest so leads can be segmented by account value and urgency.
That same discipline is the foundation of direct outreach. When the target list is built by market, category and retailer fit, a brand can contact the relevant buyer directly, at any time of year, with a message tied to that retailer’s assortment. Targeting by market is what makes this efficient: a brand writing to 150 well-chosen buyers in three markets will usually learn more than one writing to 1,500 in thirty.
Outreach also works best when each retailer receives something specific. A short note that names the buyer’s category, points to the gap in its range and attaches a relevant catalog does more than a generic line sheet. The tiers above guide how much effort each account earns.
Measuring whether the targeting works
A target list is a hypothesis. The measures below show whether it holds. The Makai report advises tracking qualified buyer meetings, pipeline creation, estimated opportunity sizes, product interests, follow-up dates and sample requests.
A practical scorecard follows one fixed group of accounts from list to order:
Accounts qualified against the fit tests.
Accounts where the right buyer was reached.
Accounts that replied.
Buyer conversations held and samples requested.
Accepted orders and first paid orders.
Record the date and the value at each stage. Compare markets against each other, and tiers against each other. If one market produces replies but no orders, the issue is likely price or logistics, not targeting. If a market produces no replies at all, the list or the message needs work. Message volume alone says nothing about either.
Several industry sources also recommend cost-based measures such as cost per qualified lead and cost per meeting. These are worth tracking when budgets are tight, though they should be confirmed against a brand’s own numbers before any benchmark is treated as a target.
When to refine targets
Targeting is not a one-time exercise. Decision Analyst advises considering a refresh when a segmentation is five or more years old, segment sizes shift significantly, the product mix or purchase channels change, economic or supply-chain disruption alters behavior, or new products, technologies and competitors appear. McKinsey adds that segments should be judged by long-term profit potential and revisited when emerging trends are likely to change a segment’s future profitability.
For a growing brand, a lighter rhythm helps: review market scores once a year, and review retailer tiers each quarter using reply and order data. Move retailers up when they reorder and expand, and drop segments that consume time without producing conversations.
Our perspective
We built Kingpin around a simple observation: brands need the right buyers to hear from them, but finding those buyers can be slow and costly. Traditional agents take commission and often hold the relationship. Trade shows demand a large upfront spend for uncertain meetings.
Our approach starts where this article does. Our research agent finds the retailers that fit the brand in every market, with the reason for each one. Our sales coordinator agent writes to each buyer in their language, with the brand's line sheet inside. The account manager reviews every list and message. $700M+ in wholesale GMV since 2021; 3,500+ retailers on Kingpin.
We also believe the retailer relationship belongs to the brand. We charge 0% commission, and clients keep ownership of their retail relationships. Targeting is the part that rewards patience and precision, and it is where data does the most work.
How Kingpin puts market and retailer targeting to work
Brands that want this work handled end to end can turn to Kingpin’s AI-powered wholesale team. Six AI employees, run by an account manager from the brand's category, find retailers that fit, reach their buyers, keep accounts warm, follow up on reorders and process incoming orders. Kingpin sets it up and manages it, so there is no platform for the brand to learn or run. There is one monthly fee, set on the strategy call, and 0% commission. Brands can book a strategy call, bringing three shops they sell to see the next ones that look like them.
For teams that already have a target list and need to contact buyers, Kingpin’s sales coordinator agent writes to each buyer in their language, with the brand's line sheet inside. The account manager reviews every list and message.
A short worked example
Consider a premium snack brand with a small team and a budget for three markets. It scores five candidates on demand, growth, competition, logistics and accessibility, and keeps the top three. In the first market, it identifies roughly 120 retailers, filters out those with direct private-label substitutes, and tiers the remainder. The A tier gets personalized notes and samples. The B tier gets a sequence tied to regional category trends. After eight weeks, the brand compares replies, meetings and first orders across markets and tiers. The market with the strongest conversion gets more outreach, and the weakest gets a revised message or a pause.
Nothing in this process requires a trade show booth. It requires a clear ranking, a repeatable message and honest measurement.
FAQ
How many markets should a brand target at once?
For smaller companies, the U.S. International Trade Administration suggests exploring 3 to 5 potential markets. In practice, a brand should actively pursue fewer, often one to three, until it knows which market converts. Concentrating effort makes the results easier to read.
What is the difference between market targeting and retailer targeting?
Market targeting decides which countries or regions to enter, using trade data, growth and accessibility. Retailer targeting decides which accounts inside those markets to approach, using customer overlap, competitive position and brand fit. Brands need both, in that order.
Should a brand rank retailers by past sales?
A new brand has no history in a market, and McKinsey warns that historical sales data can be unreliable in traditional retail settings. Forward-looking indicators such as store size, traffic, neighborhood wealth and shelf space give a better basis for ranking. Past sales become useful once orders begin to come in.
How do you know if retailer outreach is working?
Follow a fixed group of accounts from qualification to first paid order, and record the date and value at each stage. Qualified buyer meetings, sample requests and pipeline value matter more than the number of messages sent. Compare markets and retailer tiers against each other.
How often should targets be reviewed?
Review market scores at least yearly and retailer tiers each quarter. Refresh sooner when the product mix, sales channels or competitive landscape change.
Sources
About The Author
Ysabella Louise
Hi, I'm Ysabella, PMM at Kingpin. We believe that growing revenue shouldn't be a challenge, it should be a no-brainer. So sales teams can focus less on the struggle and more on the wins. I'm here to make sure that vision comes through in every story we tell, and to share what's working, what's changing, and what you should actually know to sell smarter.
