BevGenie is decision intelligence software for beverage alcohol suppliers. It reconciles regulatory filings with your own depletion, retail scan, shipment, and field records into one commercial view, then answers the questions that decide distribution, pricing, and where the field team spends next week.
The distributor worth signing is the one already reaching the accounts your brand needs, in the markets where the category is moving your way. Proving it takes account-level distribution, category velocity in that territory, and a record of how the distributor has performed on brands of comparable size.
Most sell-in decks argue from brand story and hope. BevGenie assembles the other half: a target-market shortlist ranked by fit, profiles of the accounts you want, profiles of the distributors who reach them, and a specific ask that a distributor can say yes to. The pitch stops being a pitch and becomes a proposal with evidence attached.
See it on your marketsExpansion gets decided on where the founder has contacts, not where the brand belongs.
Ranks candidate markets on category momentum, competitive density, and account availability, so the shortlist is defensible before anyone books a flight.
You learn what a distributor's book really looks like only after you have signed with them.
Profiles the accounts in your target markets and the partners who reach them, so the conversation starts from their coverage rather than their claims.
A vague ask produces a vague commitment, which is impossible to hold anyone to later.
Turns the shortlist into named accounts, a volume expectation, and a timeline, which becomes the performance floor you manage against after signing.
The evidence, in the form the meeting needs. BevGenie turns the working session that produced the shortlist into the material you present from: a branded sell sheet as a print-ready PDF, a slide deck with speaker notes, a written summary, and the spreadsheet behind the numbers if the buyer asks for it.
The sell sheet is built from your brand facts, tasting notes, and bottle photography, and from the query results captured during the investigation. A figure that cannot be traced back to one of those results gets removed rather than estimated, which is what makes the sheet safe to hand across the table. Reword it, restyle it, or swap an image and the previous version stays intact.
A one- or two-page branded PDF carrying the brand story, the proof, and the ask, in your colors and with your bottle photography.
Slides with speaker notes generated from the same session, edited slide by slide, exported to PowerPoint or PDF.
A written summary and a typed Excel or CSV export of the underlying rows, for the buyer who wants to check the math.
Those three answers call for three different moves, and spending against the wrong one is how a quarter gets lost. Separating them means reading depletions, retail sell-through, account-level distribution, and category performance for the same territory on the same timeline.
The category is moving and you are not. More trade spend behind an unwanted SKU buys volume once and costs margin twice.
Distribution was agreed and never built, or built and never maintained. That is a conversation, not a campaign.
Everyone is down and your share is intact. The right response is patience in that market and attention somewhere else.
Set a performance floor in writing before the deal closes: named target accounts, a volume expectation over a defined period, and an agreed review cadence. A floor set afterwards is a request. A floor set beforehand is a term.
Define the accounts, volume, and timeline the partnership is expected to produce, grounded in what the territory actually supports.
Depletions and account-level distribution are read against the commitment continuously, not assembled the week before a review.
When the number misses, the driver is named before the meeting, so the review is about the fix rather than about whose export is correct.
The move lands while the quarter is still open. A post-mortem that arrives after the quarter closes is a record, not a decision.
Margin usually leaks in three places: promotions that keep running after they stop paying, realized shelf price drifting below the strategic floor in specific markets, and trade spend that moves volume the brand would have sold anyway. Each one is invisible in a blended number and obvious once that number is split by channel, market, and program.
A single averaged lift figure hides the answer. Split the same promotion by channel and execution compliance and the picture usually resolves into a program that worked where it was run and was not run everywhere. That distinction decides whether the next move is more spend or better execution.
Lift is measured against last period rather than a defensible baseline, so every program looks like it worked.
Measures lift against a baseline, split by channel and execution compliance, so trade investment can be defended or stopped on evidence.
Realized shelf price drifts below the strategic floor in specific markets and surfaces only through spotty field reports.
Separates a programmed promotion from a localized pricing error, so the right partner gets the call and the floor holds.
Home-market strength travels when the conditions that produced it repeat somewhere else: a comparable consumer, category momentum moving the same direction, and accounts you can realistically reach. It fails to travel when the original result came from founder relationships, a single retail chain, or a local price position the next market will not support.
Markets ranked on category momentum and account availability, not on where the numbers already look big.
What actually produced the home-market result, and whether those conditions exist in the candidate market.
Competitive density and recent label filings in the category, read before the commitment rather than after.
Expansion is a sequence, not a list. The output is an ordered plan with the reasoning behind each position attached.
Sales rep productivity in beverage alcohol is mostly a targeting problem rather than an effort problem. A field team working a stale account list will hit its call count and miss its number. Prioritizing routes against account-level opportunity, assortment gaps, and reactivation probability changes the result without changing the headcount.
Broad direction becomes a prioritized list of named accounts with a recommended action and a follow-up cadence for each.
Scorecards and account briefs the field can walk in with, rather than a report a manager has to translate first.
The distance between seeing a signal and acting on it is where the number is won. Closing it is the point of the system.
Most suppliers already run three or four of the tools below. BevGenie is a different layer rather than a replacement for all of them, and it reads several of them as inputs.
| What you use | What it answers well | What it leaves to you |
|---|---|---|
| Spreadsheets and distributor portals | What each partner reported, inside that partner's own format and calendar. | Reconciling the formats, and every diagnosis that depends on reading them together. |
| BI dashboards | What happened, once someone has modelled the data and built the view. | Why it happened, what to do about it, and rebuilding the view when the question changes. |
| Syndicated market data | How the category and the competitive set are moving at market level. | Joining it to your own shipment, depletion, and field data, and turning it into an account-level move. |
| CRM | What the sales team did, and what stage each relationship is in. | Which accounts deserved the visit in the first place, and whether the activity moved the number. |
| General-purpose AI | Summarizing and drafting from text you supply. | Three-tier mechanics, state rules, and whether the answer it gave is right. |
| BevGenie | Why the number moved, and which specific action answers it, across the whole three-tier picture. | The decision itself. BevGenie makes the case; a person still owns the call. |
If the answer you need is not here, bring the question to a working session and we will answer it on your own data.
Book a demoBeverage alcohol supplier software is the system a brand owner uses to see and act on commercial performance across the three-tier market: shipments into distributors, depletions out of distributor warehouses, and sell-through at retail. Most suppliers assemble this from spreadsheets, distributor portals, and syndicated reports. A decision intelligence system replaces that assembly work with one reconciled view and a recommended move.
Choose on evidence rather than on who returns the call. The inputs that matter are the distributor's existing book in your category, the accounts they already reach in your target markets, their execution record on brands of comparable size, and whether your home-market performance predicts anything in their territory. BevGenie assembles that into a target-market shortlist, account profiles, and distributor profiles, so the pitch carries proof rather than enthusiasm.
Compare the distributor's result against what the market in that territory should support, not against last year. Soft velocity has three possible owners: the brand, the distributor, or the market itself. Separating them requires depletion data, retail sell-through, and account-level distribution read together. Until they are read together, every review defaults to an argument about whose numbers are right.
No. BevGenie reads those sources and reconciles them. Distributor portals, sales and depletion reports, retail scan data, and syndicated market reports each remain accurate inside their own universe. What BevGenie adds is the harmonization across them and the reasoning on top, so one number can be trusted and the driver behind a change can be named.
No. The product is built around the job rather than the headcount. At emerging and growth-stage brands one person is often the founder, the head of sales, and the person deciding the next market, and BevGenie answers for all three of those roles. Larger suppliers with separate commercial, finance, and insights functions get answers tailored to each seat.
Book a thirty-minute working session and bring the question your team argues about. BevGenie is set up on your own categories and markets beforehand, so the session runs on your market rather than a sample dataset. No data preparation is required from your team, and you get a written summary of what was found.
Yes. From the same session that produced the shortlist, BevGenie generates a branded one- or two-page sell sheet as a print-ready PDF, built from your brand facts, tasting notes, and bottle photography, and from the query results captured while it investigated. Any figure that cannot be traced back to a captured result is removed rather than estimated. The same session also produces a slide deck with speaker notes for PowerPoint or PDF, and a typed Excel or CSV export of the rows behind the numbers.
Thirty minutes, on your categories and your markets, with the write-up afterwards.