You said retail.
So we cut everything else.

01 · What you asked for

You gave us a direction.
This is the same plan
with everything else removed.

This morning you told us where the traction is and where it is not. We took it literally and rebuilt it the same day. The version you clicked through on the call is still here, linked at the bottom of this page and in the menu. This is what it became.

What is different in this version

02 · Awareness earns the velocity

You were right about
the cart and the horse.
So we reordered it.

We led with velocity because velocity is what a buyer asks for. You pointed out the obvious thing we had skipped, which is that velocity is an outcome and awareness is what produces it. That is not a wording change. It changes what gets built first.

03 · The retail map

Twenty-four accounts.
Twenty-seven doors.
Five of them publish nothing.

You asked for the ten, fifteen or twenty accounts and the timeline of what is needed by when. Here are twenty-four, across twenty-seven doors, because three of them have more than one way in. Where a retailer publishes a window the date is here, with the source in the footer. Where a retailer publishes nothing the row says so. Five of them publish nothing, and knowing which five is worth as much as the dates, because it tells your reps which accounts need a relationship rather than a filing.

04 · Two doors are open right now

One of these closes
this week.

You mentioned a Publix meeting coming up. Publix is the only retailer on the whole list that publishes an actual dated schedule, and the row that matters has a gate in front of it that most brands find out about after it has shut.

05 · How we work a buying committee

Your rep meets one person.
The decision is made
in a room nobody invites you to.

You asked how this scales past Sprouts, and how much of it is automated. Honest answer: the research is part automated and part done by analysts, and the reason we do not fully automate it is that the roles below are named differently at every retailer and getting the name wrong wastes the campaign. What does scale is the shape. Five seats, five different reasons to say no, five different pieces of paper.

We run this against two hundred accounts for other clients. Twenty-four is not a stretch.

Two of these five are documented by the retailers themselves. Natural Grocers publishes that a New Items Approval Committee meets monthly and that review takes up to ninety days. Publix schedules a New Item Meeting inside every cycle and names a category manager and a contact against each category. The rest of the shape is drawn from how these accounts actually behave, and we would refine it with your reps before asserting any of it at you.

06 · Convenience, and other doors

You asked what
the Chevron shelf
actually takes.

Chevron · Meridian Avenue · San Jose
The photograph from the last version. You asked the right question about it.

There is no Chevron buyer to present to. ExtraMile is a joint venture between Chevron and Jacksons Food Stores, and its eleven hundred locations are run by Chevron, by Jacksons and by independent franchisees. The banner sets a planogram, and the franchisee orders from whichever wholesaler serves them.

Which means the route into that shelf is the wholesaler, and one of them publishes its price list.

McLane Emerging Brands

A dropship marketplace built to route new brands to convenience retailers, reaching forty thousand plus of them. Published cost: $500 setup, 12.5% commission, $450 a year. Catalogue data syncs to 1WorldSync, you ship a sample case for QA, and the product goes live fulfilled by dropship. No warehouse listing. No slotting negotiation. No corporate presentation.

That is the cheapest credible test of a whole channel that exists anywhere on this page, and it is the answer to the photograph. Core-Mark runs a comparable accelerator across roughly fifty thousand locations, though the only submission deadline they publish is from 2023, so we would call them before quoting you a date.

One caveat we will not paper over. We verified the ExtraMile ownership structure and we verified the wholesaler programmes, separately. That a bar reaches a Chevron shelf specifically through McLane or Core-Mark is our inference from those two facts, not a documented process. We would confirm it with a distributor rep before you spend anything.

Three more we can open, none of which are on a rate card

None of these reopens the budget line you cut. They are relationships, and what they cost is a phone call. They are here because you asked how any of this scales, and this is the part of the answer that does not come from a portal.

07 · Thirty, sixty, ninety

What you would have,
and when.

You asked what you could expect over thirty, sixty and ninety days, and said it needs to be concrete enough to take to Italy. Each block below ends with the thing that exists at the end of it, which is the part Pietro will read.

08 · Before the number, two things for Italy

We checked the category
figures you quoted us.
They are better than you said.

You gave us the bar category from memory on the call, with the caveat that you were reconstructing it. We went and pulled the measured data, because anything that travels to Pietro should be sourced. Three of your four numbers move, and every one of them moves in your favour.

The correction that matters for strategy is the third one. If the high-protein low-sugar lane were compounding under Quest, a new entrant would be walking into a wall. It is not. The incumbent is flat and the growth is going to challengers who arrived in the last twenty-four months. That is a materially better story to take to Italy than the one you had, and it is sourced.

The lineup you described, as we understood it

Correct us on any of this. We built it from the call, and the SKU detail should come from your team before this goes anywhere.

08 · What it costs

One front. One number.

The talent line is gone, so the menu is gone with it. What is left is the front you kept, at the price it already carried. You have the 26 August page in front of you, so here is the arithmetic rather than a new number.

So the map in section 03 is not the price. The map is yours either way, and it took us a day. What costs money is working an account: an analyst verifying the committee, a submission pack built to that retailer’s own field list, a live campaign against the named seats, and a coverage ratio reported every week. Pick how many of those you want running.

Above six we quote it, because at that point it is a different staffing conversation and we would rather price it honestly than discover the gap in month four. The twenty-four account map in section 03 is not a delivery number. It cost us a day, it is yours at any tier and at none, and it exists so that the accounts we do work are the right four.

What one named account buys, every month

We want to be your North America arm, and we would rather earn that than be granted it. The three things marked no fee above are already underway. They are yours whichever way this goes.