Actionable steps for brands to stop treating foodservice as an afterthought.
Brands looking to grow in foodservice need to tell their story in a way that drives conversions with operators, rather than leaving it up to distributors and luck of the draw. A winning go-to-market approach in foodservice includes a high degree of innovation, commercial kitchen know-how, and efforts in menu-driven product development. So, where do you start?
We’ve previously identified 4 Stages of Foodservice Brand Growth:
Stage 1 – Exploring
Interested in learning more about the growth and volume potential and considering foodservice as a sales channel.
Stage 2 – Building
Committed to some level of investment in the pursuit of foodservice opportunities to learn and justify future investment.
Stage 3 – Growing
Actively pursuing foodservice growth goals based on a proven sales model with select foodservice customers.
Stage 4 – Amplifying
Leading long-term growth strategies in foodservice and capturing market share while expanding and innovating foodservice product portfolio in researched, targeted segments.
Many brand leaders we speak with find themselves between stages 2 and 3 – building their foodservice presence but struggling to get on the path to true growth. Here’s what it can look like to take your brand to the next level across the go-to-market landscape.
Product
From here: Foodservice-specific products have been created (with appropriate pack sizes, formulations, etc.) or standard product offerings have been deemed suitable for select segments (e.g., campus retail, grab and go).
To here: The foodservice product offering is being optimized for the unique operational and culinary needs of the operator. Some items or recipes are being created specifically for the channel and are informed by chef and/or customer insights. Strong, stable product supply.
Brand Positioning and Messaging
From here: Brand voice is pulled or adapted from the consumer-facing retail brand.
To here: Brand voice and key selling messages are tailored to foodservice decision-makers and their pain points – solidifying the product as a viable option for target buyers.
Website Presence
From here: Short copy blurb on the main consumer site that says, “Interested in serving our product at your restaurant? Contact sales@[brandname].com.”
To here: Dedicated foodservice section or standalone foodservice website with rich content tailored to buyer motivations and pain points. Menu applications, segment-specific recipes, profitability calculators, sample request forms, etc.
Sales Enablement
From here: Simple sell sheet with SKU list, product codes, case size, and product attributes.
To here: Full funnel sales content strategy that positions the product in the context of the chef/operator need – supported by trend data, category insights, menu concepts, operator testimonials, and more. Extended to sales decks, broker/distributor training content, back-of-house usage guides, menuing/merchandising kits, lead nurturing email content, etc.
Lead Generation
From here: Opportunistic selling to some customers (e.g., local colleges/universities, local independents). Limited and sporadic paid advertising – reacting to timely opportunities as they come through.
To here: Deliberate sales efforts toward targeted segments based on specific market opportunities and product/brand viability. Investment in paid advertising and content marketing to build brand awareness and generate qualified leads at scale.
Distribution
From here: Limited foodservice distribution (if any). Currently stuck in the chicken-or-the-egg dilemma of needing anchor customers to be taken seriously by distributors but needing distribution to be taken seriously by customers.
To here: Product distribution through a redistributor (e.g., Dot), regional/specialty distributor (e.g., Shamrock Foods, Gordon Food Service, Baldor) and/or a major broadline distributor (e.g., Sysco, US Foods, Performance Foodservice) – solidified by influential foodservice customers in their distribution area. Actively engaged with broker and distributor network, providing education and sales enablement tools, participating in relevant distributor merchandising programs, and sharing information to empower broker and distributor partners to participate in the brand’s marketing plan.
It helps to approach this work holistically, but it doesn’t all need to happen at once – nor can it. It also doesn’t need to happen in a silo. Get in touch.
