How to Start a Wholesale Program for Your Brand
A wholesale program is a repeatable system for selling your products to retailers: a price list, a minimum order, payment terms, a way for buyers to apply and order, and a clear rule for who qualifies. Starting one means getting those pieces in place, choosing the right first retailers and opening conversations with buyers. A brand with steady direct-to-consumer sales and the capacity to fill larger orders can build the foundation in a few weeks, and the first buyer conversations do not have to wait for a trade show.
This guide walks through each stage in the order a brand meets it, from readiness to the first reorder.
KingpinBuild Retailer Relationships Without Trade ShowsKingpin is an AI-powered wholesale team that finds relevant retailers for consumer brands and reaches their buyers in their language.Explore Kingpin
TL;DR
A brand is ready for wholesale when its identity is consistent, direct-to-consumer sales are stable, and it can fill wholesale-sized orders reliably.
The core of a program is a price list, minimum order, payment terms, an application path and an ordering path. Everything else supports those five items.
Keystone pricing, where the wholesale price is 50% of retail, is the common starting point. Minimums and terms should stay light until trust builds.
First accounts come from direct outreach, trade shows or a marketplace. Direct outreach with good targeting is the fastest and the least costly.
Shipping on time and in full protects the account. Large retailers enforce routing rules, and mistakes cost chargebacks.
Table of Contents
What a wholesale program actually includes
Confirming the brand is ready
Choosing the first retailers and channels
Setting prices, minimums and payment terms
Preparing materials for buyers
Finding first buyers without relying on trade shows
Fulfillment, compliance and keeping the account
Our perspective on starting wholesale
Where Kingpin fits in a wholesale launch
A realistic first 90 days
FAQ
Sources
What a wholesale program actually includes
Many brands treat wholesale as a single decision: sell to stores or do not. In practice it is a set of policies written down before the first buyer asks. A practical program sets wholesale pricing and minimum order quantities, defines packaging standards, prepares product photos and details, and has a line sheet and order form ready.
Five components carry most of the weight:
The price list states the wholesale cost per item and the suggested retail price, with volume tiers if the brand offers them. The minimum order sets the smallest first purchase a retailer can place. Payment terms say when the retailer pays. The application path lets a store introduce itself, and the qualification rule tells the team who gets approved: for example, brick-and-mortar stores with a defined category fit, or online retailers that respect pricing policy. Finally, an ordering path handles first orders and reorders without a string of emails.
Writing these down has a second benefit. Every buyer gets the same answer, which protects the brand from one-off discounts that later surface in conversations between retailers.
Confirming the brand is ready
Wholesale adds volume and reach, and it also adds obligations. A brand is generally considered ready when it has a strong, consistent identity, stable direct-to-consumer performance, and the operational capacity to fulfill larger orders reliably. Repeat customers matter too: they show that shoppers come back for the product, which is the first thing a buyer wants to know.
A short readiness check covers four questions:
Does the product sell without heavy discounting? Retail buyers look at sell-through, and a product that needs constant promotion to move will struggle on a shelf. Can production double without quality slipping? A single large purchase order can equal weeks of direct sales. Is the packaging retail-ready, with barcodes, clear labeling and shipping cartons that survive a warehouse? And is the business infrastructure in place, including registration, insurance and vendor documentation? Retail readiness covers pricing, compliance and the ability to support both sell-in and sell-through.
Brands that sell mainly through social channels should also decide how wholesale fits the existing audience. A B2B social media strategy can help a brand show up where buyers research new products, but it supports the program and does not replace the price list and the ordering process.
Two cautions apply before launch. Channel conflict is real: if a retailer sells at a lower price than the brand’s own store, the brand’s customers notice. Cash flow also changes. Direct sales pay at checkout, while wholesale orders can pay weeks later, so production costs need to be covered in the meantime.
Choosing the first retailers and channels
Not every retailer helps a young brand. Retailer choices should align with the overall business strategy, and each channel should be judged on how attractive it is and how accessible it is for a brand of that size.
Attractiveness is about fit and economics: does the retailer’s customer match the brand’s customer, and does the order value justify the effort? Accessibility is about whether the brand can realistically win and serve the account. A national chain may be the most attractive target, yet its compliance requirements and payment terms can strain a small team. Independent boutiques, specialty chains and regional grocers are often more accessible, order in smaller quantities and tend to reorder steadily.
A useful starting point is a target list of 50 to 100 retailers sorted into three tiers: close-fit independents for the first wave, mid-size specialty chains for the second, and one or two stretch accounts. The size of the first list matters less than its precision. A buyer who sees a clearly matched category and price point replies. A buyer who gets a generic pitch does not.
Category conventions matter as well. Beauty buyers ask about ingredients and shelf life, fashion buyers about size runs and delivery windows, and food buyers about shelf stability and case packs. The brand’s materials should answer the questions its category asks first.
Setting prices, minimums and payment terms
Pricing is where most new programs go wrong, usually by setting wholesale prices without leaving room for the retailer. Wholesale prices should come from true costs, with room for the retailer’s margin while protecting the brand’s own.
The common starting formula is keystone pricing, which sets the wholesale price at 50% of the retail price. In apparel, that corresponds to a roughly 2x markup from wholesale to retail. A $40 retail item therefore wholesales at $20. The brand then checks that $20 covers production, packaging, shipping to the retailer and a healthy margin of its own. If it does not, the answer is a change in cost or retail price, not a smaller retailer margin.
Program element | Starting approach | When to adjust |
|---|---|---|
Wholesale price | Keystone: 50% of retail | Categories with different margin norms, after testing with first buyers |
Case size | Fewer than 10 units where possible | When a retailer asks for a smaller or larger pack |
Order minimum | Kept on the lower end of the range for the category | Raise gradually as the brand gains pull |
Payment terms | Payment on order for new accounts | Net terms for accounts with a track record |
Volume tiers | Optional, set by order size | When reorders grow |
On minimums, one published guideline suggests keeping case sizes under 10 and order minimums low, noting a recommendation under £300 or lower depending on category. Treat that as a pointer, not a rule, and set the figure from the brand’s own unit economics. A low first minimum gets a store to test the product, and reorders carry the volume.
Payment terms should match the relationship. Many new brands start with payment on order and move selected accounts to net terms as trust builds. One tiered model has new accounts paying a 50% deposit with Net-30, proven accounts moving to Net-45 or Net-60, and national retailers receiving Net-90 against a volume commitment. The right structure depends on the brand’s cash position: the longer the terms, the more working capital it needs.
A final pricing point: decide in advance whether the brand will enforce a minimum advertised price. Without that policy, a single retailer discounting online can pull every other account down with it.
Preparing materials for buyers
Buyers see dozens of brands a week. The ones they remember arrive with materials that make the decision easy. A complete set includes a line sheet with clean imagery, product names and numbers, variants such as colorways and size runs, wholesale and suggested retail prices, and minimums, as outlined for apparel brands. The same structure works for beauty, home, food and accessories with category-specific details added.
Three other items round out the package. A short brand story gives the buyer a reason to shelve the product and a line to tell shoppers. A sell-through snapshot, such as direct sales volume, repeat rate and reviews, supports the claim that shoppers want the product. A simple order form or digital catalog lets a buyer commit quickly. Digital catalogs that let buyers order directly, with self-service and live inventory, reduce the back-and-forth that slows first orders.
Keep the catalog current. A line sheet that lists sold-out items or old prices does more harm than not having one, because it signals a brand that is hard to depend on.
Finding first buyers without relying on trade shows
Brands can reach their first retail accounts through direct outreach, trade shows or a wholesale marketplace. Each has a cost profile.
Trade shows put the brand in front of many buyers at once, but booth fees, travel, samples and staff time add up before a single order lands, and results depend on foot traffic. Marketplaces offer a ready buyer base, with the brand competing on the same page as many others. Direct outreach costs the least in cash and demands the most in time: researching buyers, writing relevant messages, following up and keeping a pipeline organized.
Direct outreach works when three conditions are met. The target list is accurate, so every message goes to a buyer who actually purchases the brand’s category. The message is specific, naming the retailer’s customer, a comparable brand on its shelves and the numbers behind the brand’s sell-through. And the follow-up is disciplined, since most replies come after the second or third touch, not the first.
Samples deserve a policy too. Send them to buyers who have responded and fit the criteria, not to every name on a list. Include the line sheet and a clear next step, such as a call within a week.
Fulfillment, compliance and keeping the account
Wholesale fulfillment is not direct-to-consumer fulfillment at a larger scale. It involves large-volume B2B shipments, which often need dedicated systems or third-party logistics partners that can meet retailer routing guides. Large retailers frequently mandate specific shipping configurations, electronic data interchange support and precise delivery windows, and failing to follow them can bring costly chargebacks.
Smaller independents ask for less, but the principle holds across the board. Retailers value reliability: when an item is out of stock, customers may choose a competitor or lose trust in the store, so brands should ship on time and in full. A brand that does this earns reorders, which is where wholesale profit sits.
Brands that want to improve how they serve stores can look at treating retailers like consumers: a clear ordering experience, quick answers and visibility into order status all raise the odds of a reorder. As volume grows, brands should connect their order, inventory and accounting systems so that data is entered once.
Selling across borders adds more layers. Taxes, customs duties, product standards and labeling rules differ by market, and labels often must be in the local language. Before shipping to a new country, confirm the rules on that country’s official customs and trade pages, and ask the freight forwarder what documents a first shipment needs.
Our perspective on starting wholesale
We have watched consumer brands approach wholesale from both directions. Some begin with the trade show calendar and spend a large share of their first-year budget on booths. Others wait for buyers to find them. Neither is efficient. The brands that reach retail fastest start with a precise list of buyers, a clear offer and a steady outreach rhythm.
Our own model reflects that view. Kingpin's track record includes $700M+ in wholesale GMV since 2021 and 3,500+ retailers on Kingpin. The work behind those numbers is consistent: the research agent finds retailers that fit the brand in every market, with the reason for each one, and the sales coordinator agent writes to each buyer in their language. An account manager from the brand's category reviews every list and message, and every buyer relationship stays with the brand.
We also believe brands should own what they build. The retail relationships and the sales belong to the brand, which is why we charge no commission. A brand that grows with intention treats every retailer as a long-term account, not a one-time transaction.
Where Kingpin fits in a wholesale launch
Brands that want a managed route to their first retailers can work with Kingpin. The AI-powered wholesale team identifies relevant retailers, handles personalized outreach, follows up every reply and hands interested buyers to the brand. Orders that come in by Excel, WhatsApp or PDF are keyed in and confirmed. Commission is 0%, and the brand keeps full ownership of its retail relationships.
Every plan has one monthly fee, set on the strategy call, and 0% commission. Six AI employees are run by an account manager from the brand's category, who is the brand's single point of contact. Kingpin sets it up and manages it, so there's no platform for the brand to learn. The next step with Kingpin is a strategy call: bring three shops you sell to and see the next ones that look like them.
A realistic first 90 days
The first month goes to foundations. The brand confirms readiness, sets keystone pricing and checks the margin, decides minimums and terms, and builds the line sheet and order form. Shipping and packaging standards are tested with a mock order.
The second month goes to the first conversations. The target list is built and tiered, the outreach message is written around the brand’s sell-through and category fit, and the first wave goes out to the closest-fit retailers. Samples go to buyers who reply. Follow-ups happen on a schedule, not when someone remembers.
The third month goes to closing and learning. The first orders ship on time and in full. The brand asks each new account for feedback on price, assortment and delivery, and adjusts the program before the second wave. Reorders in this period are the best signal of whether the program works. If two or three accounts reorder without prompting, the brand can widen the list with confidence.
Throughout, one metric matters most: the share of accounts that reorder. New accounts show reach, but reorders show that the product sells and the process works.
FAQ
How much does it cost to start a wholesale program?
The main costs are inventory to fill larger orders, materials such as line sheets and photography, any registration or insurance the retailer requires, and the time or retainer spent on outreach. Trade shows add booth, travel and sample costs on top. A direct-outreach route avoids most of those event costs, though it needs consistent effort. Kingpin has one monthly fee on every plan, set on the strategy call, with 0% commission.
Can a brand start wholesale with no money?
A brand can begin with very little by using existing product photos, a simple line sheet, low minimums and payment on order, so that the retailer funds the first production run. It still needs inventory and the ability to ship, so some working capital is unavoidable. Starting with a few close-fit independent retailers keeps the exposure small.
Is it worth getting a wholesale license?
It depends on the state and on who is buying. Retailers often provide a resale certificate to buy without paying sales tax, and the brand keeps it on file. The brand’s own registration needs, including a business license and tax registration, depend on the state and city, so confirm them with the state revenue department or a local accountant.
What is a good minimum order for a new wholesale program?
Keep it low enough that a store can test the product without a large commitment. One published guideline suggests keeping case sizes under 10 and order minimums on the lower end for the category. Raise the minimum gradually as reorders and demand grow.
Sources
A wholesale program is a repeatable system for selling your products to retailers: a price list, a minimum order, payment terms, a way for buyers to apply and order, and a clear rule for who qualifies. Starting one means getting those pieces in place, choosing the right first retailers and opening conversations with buyers. A brand with steady direct-to-consumer sales and the capacity to fill larger orders can build the foundation in a few weeks, and the first buyer conversations do not have to wait for a trade show.
This guide walks through each stage in the order a brand meets it, from readiness to the first reorder.
KingpinBuild Retailer Relationships Without Trade ShowsKingpin is an AI-powered wholesale team that finds relevant retailers for consumer brands and reaches their buyers in their language.Explore Kingpin
TL;DR
A brand is ready for wholesale when its identity is consistent, direct-to-consumer sales are stable, and it can fill wholesale-sized orders reliably.
The core of a program is a price list, minimum order, payment terms, an application path and an ordering path. Everything else supports those five items.
Keystone pricing, where the wholesale price is 50% of retail, is the common starting point. Minimums and terms should stay light until trust builds.
First accounts come from direct outreach, trade shows or a marketplace. Direct outreach with good targeting is the fastest and the least costly.
Shipping on time and in full protects the account. Large retailers enforce routing rules, and mistakes cost chargebacks.
Table of Contents
What a wholesale program actually includes
Confirming the brand is ready
Choosing the first retailers and channels
Setting prices, minimums and payment terms
Preparing materials for buyers
Finding first buyers without relying on trade shows
Fulfillment, compliance and keeping the account
Our perspective on starting wholesale
Where Kingpin fits in a wholesale launch
A realistic first 90 days
FAQ
Sources
What a wholesale program actually includes
Many brands treat wholesale as a single decision: sell to stores or do not. In practice it is a set of policies written down before the first buyer asks. A practical program sets wholesale pricing and minimum order quantities, defines packaging standards, prepares product photos and details, and has a line sheet and order form ready.
Five components carry most of the weight:
The price list states the wholesale cost per item and the suggested retail price, with volume tiers if the brand offers them. The minimum order sets the smallest first purchase a retailer can place. Payment terms say when the retailer pays. The application path lets a store introduce itself, and the qualification rule tells the team who gets approved: for example, brick-and-mortar stores with a defined category fit, or online retailers that respect pricing policy. Finally, an ordering path handles first orders and reorders without a string of emails.
Writing these down has a second benefit. Every buyer gets the same answer, which protects the brand from one-off discounts that later surface in conversations between retailers.
Confirming the brand is ready
Wholesale adds volume and reach, and it also adds obligations. A brand is generally considered ready when it has a strong, consistent identity, stable direct-to-consumer performance, and the operational capacity to fulfill larger orders reliably. Repeat customers matter too: they show that shoppers come back for the product, which is the first thing a buyer wants to know.
A short readiness check covers four questions:
Does the product sell without heavy discounting? Retail buyers look at sell-through, and a product that needs constant promotion to move will struggle on a shelf. Can production double without quality slipping? A single large purchase order can equal weeks of direct sales. Is the packaging retail-ready, with barcodes, clear labeling and shipping cartons that survive a warehouse? And is the business infrastructure in place, including registration, insurance and vendor documentation? Retail readiness covers pricing, compliance and the ability to support both sell-in and sell-through.
Brands that sell mainly through social channels should also decide how wholesale fits the existing audience. A B2B social media strategy can help a brand show up where buyers research new products, but it supports the program and does not replace the price list and the ordering process.
Two cautions apply before launch. Channel conflict is real: if a retailer sells at a lower price than the brand’s own store, the brand’s customers notice. Cash flow also changes. Direct sales pay at checkout, while wholesale orders can pay weeks later, so production costs need to be covered in the meantime.
Choosing the first retailers and channels
Not every retailer helps a young brand. Retailer choices should align with the overall business strategy, and each channel should be judged on how attractive it is and how accessible it is for a brand of that size.
Attractiveness is about fit and economics: does the retailer’s customer match the brand’s customer, and does the order value justify the effort? Accessibility is about whether the brand can realistically win and serve the account. A national chain may be the most attractive target, yet its compliance requirements and payment terms can strain a small team. Independent boutiques, specialty chains and regional grocers are often more accessible, order in smaller quantities and tend to reorder steadily.
A useful starting point is a target list of 50 to 100 retailers sorted into three tiers: close-fit independents for the first wave, mid-size specialty chains for the second, and one or two stretch accounts. The size of the first list matters less than its precision. A buyer who sees a clearly matched category and price point replies. A buyer who gets a generic pitch does not.
Category conventions matter as well. Beauty buyers ask about ingredients and shelf life, fashion buyers about size runs and delivery windows, and food buyers about shelf stability and case packs. The brand’s materials should answer the questions its category asks first.
Setting prices, minimums and payment terms
Pricing is where most new programs go wrong, usually by setting wholesale prices without leaving room for the retailer. Wholesale prices should come from true costs, with room for the retailer’s margin while protecting the brand’s own.
The common starting formula is keystone pricing, which sets the wholesale price at 50% of the retail price. In apparel, that corresponds to a roughly 2x markup from wholesale to retail. A $40 retail item therefore wholesales at $20. The brand then checks that $20 covers production, packaging, shipping to the retailer and a healthy margin of its own. If it does not, the answer is a change in cost or retail price, not a smaller retailer margin.
Program element | Starting approach | When to adjust |
|---|---|---|
Wholesale price | Keystone: 50% of retail | Categories with different margin norms, after testing with first buyers |
Case size | Fewer than 10 units where possible | When a retailer asks for a smaller or larger pack |
Order minimum | Kept on the lower end of the range for the category | Raise gradually as the brand gains pull |
Payment terms | Payment on order for new accounts | Net terms for accounts with a track record |
Volume tiers | Optional, set by order size | When reorders grow |
On minimums, one published guideline suggests keeping case sizes under 10 and order minimums low, noting a recommendation under £300 or lower depending on category. Treat that as a pointer, not a rule, and set the figure from the brand’s own unit economics. A low first minimum gets a store to test the product, and reorders carry the volume.
Payment terms should match the relationship. Many new brands start with payment on order and move selected accounts to net terms as trust builds. One tiered model has new accounts paying a 50% deposit with Net-30, proven accounts moving to Net-45 or Net-60, and national retailers receiving Net-90 against a volume commitment. The right structure depends on the brand’s cash position: the longer the terms, the more working capital it needs.
A final pricing point: decide in advance whether the brand will enforce a minimum advertised price. Without that policy, a single retailer discounting online can pull every other account down with it.
Preparing materials for buyers
Buyers see dozens of brands a week. The ones they remember arrive with materials that make the decision easy. A complete set includes a line sheet with clean imagery, product names and numbers, variants such as colorways and size runs, wholesale and suggested retail prices, and minimums, as outlined for apparel brands. The same structure works for beauty, home, food and accessories with category-specific details added.
Three other items round out the package. A short brand story gives the buyer a reason to shelve the product and a line to tell shoppers. A sell-through snapshot, such as direct sales volume, repeat rate and reviews, supports the claim that shoppers want the product. A simple order form or digital catalog lets a buyer commit quickly. Digital catalogs that let buyers order directly, with self-service and live inventory, reduce the back-and-forth that slows first orders.
Keep the catalog current. A line sheet that lists sold-out items or old prices does more harm than not having one, because it signals a brand that is hard to depend on.
Finding first buyers without relying on trade shows
Brands can reach their first retail accounts through direct outreach, trade shows or a wholesale marketplace. Each has a cost profile.
Trade shows put the brand in front of many buyers at once, but booth fees, travel, samples and staff time add up before a single order lands, and results depend on foot traffic. Marketplaces offer a ready buyer base, with the brand competing on the same page as many others. Direct outreach costs the least in cash and demands the most in time: researching buyers, writing relevant messages, following up and keeping a pipeline organized.
Direct outreach works when three conditions are met. The target list is accurate, so every message goes to a buyer who actually purchases the brand’s category. The message is specific, naming the retailer’s customer, a comparable brand on its shelves and the numbers behind the brand’s sell-through. And the follow-up is disciplined, since most replies come after the second or third touch, not the first.
Samples deserve a policy too. Send them to buyers who have responded and fit the criteria, not to every name on a list. Include the line sheet and a clear next step, such as a call within a week.
Fulfillment, compliance and keeping the account
Wholesale fulfillment is not direct-to-consumer fulfillment at a larger scale. It involves large-volume B2B shipments, which often need dedicated systems or third-party logistics partners that can meet retailer routing guides. Large retailers frequently mandate specific shipping configurations, electronic data interchange support and precise delivery windows, and failing to follow them can bring costly chargebacks.
Smaller independents ask for less, but the principle holds across the board. Retailers value reliability: when an item is out of stock, customers may choose a competitor or lose trust in the store, so brands should ship on time and in full. A brand that does this earns reorders, which is where wholesale profit sits.
Brands that want to improve how they serve stores can look at treating retailers like consumers: a clear ordering experience, quick answers and visibility into order status all raise the odds of a reorder. As volume grows, brands should connect their order, inventory and accounting systems so that data is entered once.
Selling across borders adds more layers. Taxes, customs duties, product standards and labeling rules differ by market, and labels often must be in the local language. Before shipping to a new country, confirm the rules on that country’s official customs and trade pages, and ask the freight forwarder what documents a first shipment needs.
Our perspective on starting wholesale
We have watched consumer brands approach wholesale from both directions. Some begin with the trade show calendar and spend a large share of their first-year budget on booths. Others wait for buyers to find them. Neither is efficient. The brands that reach retail fastest start with a precise list of buyers, a clear offer and a steady outreach rhythm.
Our own model reflects that view. Kingpin's track record includes $700M+ in wholesale GMV since 2021 and 3,500+ retailers on Kingpin. The work behind those numbers is consistent: the research agent finds retailers that fit the brand in every market, with the reason for each one, and the sales coordinator agent writes to each buyer in their language. An account manager from the brand's category reviews every list and message, and every buyer relationship stays with the brand.
We also believe brands should own what they build. The retail relationships and the sales belong to the brand, which is why we charge no commission. A brand that grows with intention treats every retailer as a long-term account, not a one-time transaction.
Where Kingpin fits in a wholesale launch
Brands that want a managed route to their first retailers can work with Kingpin. The AI-powered wholesale team identifies relevant retailers, handles personalized outreach, follows up every reply and hands interested buyers to the brand. Orders that come in by Excel, WhatsApp or PDF are keyed in and confirmed. Commission is 0%, and the brand keeps full ownership of its retail relationships.
Every plan has one monthly fee, set on the strategy call, and 0% commission. Six AI employees are run by an account manager from the brand's category, who is the brand's single point of contact. Kingpin sets it up and manages it, so there's no platform for the brand to learn. The next step with Kingpin is a strategy call: bring three shops you sell to and see the next ones that look like them.
A realistic first 90 days
The first month goes to foundations. The brand confirms readiness, sets keystone pricing and checks the margin, decides minimums and terms, and builds the line sheet and order form. Shipping and packaging standards are tested with a mock order.
The second month goes to the first conversations. The target list is built and tiered, the outreach message is written around the brand’s sell-through and category fit, and the first wave goes out to the closest-fit retailers. Samples go to buyers who reply. Follow-ups happen on a schedule, not when someone remembers.
The third month goes to closing and learning. The first orders ship on time and in full. The brand asks each new account for feedback on price, assortment and delivery, and adjusts the program before the second wave. Reorders in this period are the best signal of whether the program works. If two or three accounts reorder without prompting, the brand can widen the list with confidence.
Throughout, one metric matters most: the share of accounts that reorder. New accounts show reach, but reorders show that the product sells and the process works.
FAQ
How much does it cost to start a wholesale program?
The main costs are inventory to fill larger orders, materials such as line sheets and photography, any registration or insurance the retailer requires, and the time or retainer spent on outreach. Trade shows add booth, travel and sample costs on top. A direct-outreach route avoids most of those event costs, though it needs consistent effort. Kingpin has one monthly fee on every plan, set on the strategy call, with 0% commission.
Can a brand start wholesale with no money?
A brand can begin with very little by using existing product photos, a simple line sheet, low minimums and payment on order, so that the retailer funds the first production run. It still needs inventory and the ability to ship, so some working capital is unavoidable. Starting with a few close-fit independent retailers keeps the exposure small.
Is it worth getting a wholesale license?
It depends on the state and on who is buying. Retailers often provide a resale certificate to buy without paying sales tax, and the brand keeps it on file. The brand’s own registration needs, including a business license and tax registration, depend on the state and city, so confirm them with the state revenue department or a local accountant.
What is a good minimum order for a new wholesale program?
Keep it low enough that a store can test the product without a large commitment. One published guideline suggests keeping case sizes under 10 and order minimums on the lower end for the category. Raise the minimum gradually as reorders and demand grow.
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.
