A commercial offer should help a buyer understand the product, the terms and their role in selling it. A well-designed catalogue presents the brand, but does not replace information on packaging, shelf life, order size and channel costs. Start with a priority assortment and a list of open questions. Below is LYNQ’s method for structuring an offer. It does not claim interest from any particular retailer or contain invented prices, sales volumes or launch results.
Select an assortment for the first discussion
List the products, variants and pack sizes you initially intend to offer. Each needs a clear item code or other stable identifier. Record units per case and the quotation unit separately to avoid confusing the price of one pack with a set. If the range is broad, explain why the initial items were selected. A partner’s willingness to discuss one product does not establish interest in every other category in the brand’s portfolio.
Explain product handling
Consider storage and shelf life together with preparation, transportation and replenishment. Present the manufacturer’s known conditions and questions that need checking for the proposed route. Concentration, container type or handling characteristics may matter for particular groups. Do not generalize one item’s conditions to the entire assortment. Requirements for a specific composition, intended use and label should be reviewed by relevant specialists when the project requires it; a commercial spreadsheet does not replace that assessment.
Build the price from clear components
Alongside the price, state the currency, order size, delivery basis and quotation validity where defined. Separate included costs from expenses still to be negotiated. Delivery, promotion, returns and inventory may be the responsibility of different parties. If a cost is unknown, mark the calculation as incomplete. A margin based on listed costs is not net profit, and comparing different packs requires a known volume or weight and an appropriate common unit.
- How is the minimum order defined, and are mixed shipments possible?
- Which costs are included and which are charged separately?
- Who is responsible for stock, damage and agreed returns?
- Who pays for promotional activity and approves its budget?
- Which terms are proposals for discussion and which are already confirmed?
Account for differences between channels
A distributor may manage inventory and supply shops. A retail buyer assesses the assortment for its store format and the supply terms. An online seller needs to understand availability, fulfilment and returns. A single partner does not necessarily perform every function. List the functions required and the proposed responsible party, leaving unconfirmed arrangements open. A candidate’s public website or extensive catalogue alone does not establish willingness to take on your product.
Agree how to assess a limited trial
Before a limited launch, decide what information would support a continuation decision. Shipment to a distributor, arrival at a store, sale to a consumer and a repeat order are different events. Establish what data the partner can actually provide and how returns will be accounted for. If final sales information is unavailable, shipments must not be described as verified consumer demand. Agree the assessment period and criteria around the product and the chosen working arrangement.
A finished offer need not answer every question. It should clearly state known terms, materials available for review and the subjects of negotiation. This allows a useful next step: a category audit, preparation of a distributor profile or a scoped approach to prospective channels. Scaling decisions should rest on actual results and limitations, rather than promises of a particular number of stores, meetings or sales at the preparation stage.
Sources and limits
Not published / not verified
Review sources before making a decision.