Commercial Capabilities
One Commercial Organization. Not Six Vendors.
GGB operates as the commercial team behind the brand — setting the plan, managing distributor performance, developing key accounts, executing in market, and turning field activity into intelligence leadership can act on. Instead of coordinating separate brokers, consultants, agencies, and reporting systems, the brand has one operating team accountable for commercial performance.
What this is not
This is commercial infrastructure, not brokerage support. GGB takes responsibility for the plan, distributor management, market execution, and performance against the number.
“The best strategy in the world still has to survive Monday morning.”
Deployed as one engagement
- Commercial strategy, distributor management, key account development, and market execution under one accountable leadership team.
- Written priorities, pricing, programming, and execution expectations established for each market.
- Monthly review against the written plan, with field intelligence used to identify what is working, what is not, and what changes next.
The Capability Set
Six Capabilities, Run as One Function.
Each capability exists because a brand cannot reach scale without it. They are sequenced and staffed together, because separating them is where execution usually breaks.
Sales Strategy & Planning
Annual operating plans, pricing models, market priorities, programming calendars, and growth planning.
- Sales planning market by market
- Pricing and margin strategy
Distributor Development
Distributor identification, presentations, negotiations, setup, launch planning, and ongoing alignment.
- Route-to-market development
- Distributor launch support
Sales Leadership
Experienced leadership that manages priorities, accountability, sales cadence, and market performance.
- State and regional leadership
- KPI and performance management
Chain Account Development
Preparation, presentations, paperwork, programming, and execution support for regional retail opportunities.
- Chain presentations
- Program execution
Account Execution
Account-level execution across placements, displays, shelf and cold-box position, follow-up, and scheduled activations.
- Account calls and placement execution
- Retail activations and follow-through
Performance Intelligence
Verified field activity, market intelligence, and executive reporting that show what is happening, what is working, and where action is needed.
- Field intelligence and execution verification
- Monthly performance reporting
Below is each capability in full: what it covers, and what it produces.
In Detail
Every Capability, Line by Line.
This is the working definition of each capability, written the way it is scoped in an engagement.
- Sales Strategy & Planning
- Annual operating plan by market, pricing and margin architecture, programming calendar, and the performance indicators the engagement is judged on.A written plan the brand and GGB both sign up to before anything ships.
- Distributor Development
- Distributor identification, presentations, negotiation, setup, launch planning, and the ongoing relationship after launch.The right partner in each market, with commitments and pricing agreed in writing.
- Sales Leadership
- A named GGB executive owning market priorities, distributor accountability, sales cadence, and performance against plan.One accountable owner per market rather than a shared support pool.
- Chain Account Development
- Category preparation, chain presentations, paperwork, programming submission, and execution support for regional retail.Authorizations pursued on the retailer's calendar, not opportunistically.
- Account Execution
- Account calls, placements, displays, shelf and cold-box position, retail follow-through, and scheduled activations where appropriate.Consistent account-level execution against the market plan, not activity concentrated around launches.
- Performance Intelligence
- Verified field activity, account-level observations, market intelligence, and executive reporting that show what is happening, what is working, and where action is needed.Evidence from the market translated into monthly reporting leadership can use to make commercial decisions.
Capabilities only matter once someone is accountable for how they are combined in a given market.
Engagement Scope
What GGB Owns, and What the Brand Owns.
Scope is agreed in writing before launch. The division below is the default starting point and is adjusted to the brand's existing team.
| Criterion | Green Growth Beverage | The brand |
|---|---|---|
| Commercial operating plan | Builds and maintains the plan | Approves priorities and budget |
| Pricing and margin structure | Models pricing by market | Sets floor pricing and brand standards |
| Distributor selection and negotiation | Leads selection and negotiation | Signs the agreement |
| Distributor management | Owns the ongoing relationship | Attends key business reviews |
| Chain account development | Prepares and presents | Approves programming commitments |
| Field execution | Runs account calls and activation | Supplies product, POS, and samples |
| Performance reporting | Reports monthly against plan | Reviews and redirects resources |
| Brand, product, and supply | Advises on commercial implications | Owns brand, liquid, and supply chain |
Operating standards
- Written Before ExecutedEvery market runs against a documented plan, pricing model, and programming calendar.
- One Accountable OwnerA named GGB leader owns performance in each market — not a shared support pool.
- Verified in the FieldAccount-level activity is captured as it happens, not reconstructed at quarter end.
- Reviewed MonthlyResults are read against the plan, and resources move to what is working.
The model is deliberate about where it works. Fit is established before scope is written.
Fit
Where This Model Works.
GGB is built for brands that have proven the product and now need commercial capability they cannot yet justify hiring outright.
A strong fit
- Emerging and growth-stage beverage brands entering or expanding beyond a home market
- Brands with distribution secured but inconsistent execution behind it
- Founders carrying the commercial function themselves alongside everything else
- Brands preparing for a raise or a strategic conversation who need defensible commercial performance
Not a fit
- Brands still validating the product or without supply to support expansion
- Brands looking for a single field rep rather than a commercial function
- Brands unwilling to operate against a written plan and monthly review
Next Step
Start With the Scope Conversation.
We will walk your markets, distributor structure, and current execution, then tell you plainly which capabilities you actually need.