Over the next couple of weeks, I want to explore a simple question that many businesses think they know the answer to. Where does your profit actually come from? Not your turnover. Not your sales volume. Your profit. This week, I'd like to start by looking at products. Next week, we'll move on to customers. Because in both cases, I've found that the biggest isn't always the best. And the answer isn't always as obvious as we think. One of the first numbers business owners tend

One of the most common mistakes I see food and drink businesses make when talking to buyers is this: They spend too much time selling their product. Now, before you accuse me of losing the plot, let me explain. Of course your product matters. Its quality matters. Its ingredients matter. Its packaging matters. But here's the reality. Most buyers don't wake up in the morning hoping someone will come and tell them about another product. They're thinking about their customers. Th

Many business owners can tell you what they need to do this week. Some can tell you what they hope to achieve this year. Far fewer can clearly explain what success looks like in three years' time. The reality is that businesses rarely drift into success by accident. Sustainable growth almost always comes from deliberate planning, clear priorities and regular review. A 1, 2 and 3 year plan doesn't need to be a 100-page document gathering dust on a shelf. In fact, the best plan

One of the questions I get asked most often is: "What do I need to do before approaching a retail buyer?" I've worked with businesses that were convinced they needed to redesign their packaging, rewrite their presentation and overhaul their website before speaking to a buyer. I've also met businesses that approached retailers without really thinking through some basic commercial questions. Neither approach is ideal. Retail readiness isn't about perfection. It's about preparat

Most businesses spend a lot of time thinking about how to get a meeting with a retail buyer. Which is understandable. Securing that meeting can feel like a big breakthrough. But having spent many years on the buying side of the table, I've learned that some suppliers focus so much on getting the meeting that they don't spend enough time preparing for it. The result? A conversation that could have created real momentum ends up becoming little more than an introduction. Before