Wine Distributor Meeting Presentation Checklist for Importer Teams

Prepare the meeting as an operating review, not a brand monologue

This guide is for alcohol importer operations teams preparing a wine or spirits presentation for a distributor, control-state listing group, or distributor division. It covers meeting scope, product facts, commercial logic, samples, presentation files, compliance boundaries, speaking roles, rehearsal, follow-up, and final quality assurance.

The goal is to let the distributor evaluate a specific opportunity. A polished brand story helps, but the meeting also needs a defined market, an orderable product, support the importer can actually provide, and clear next steps. Build the presentation from approved records, then preserve exactly what the distributor saw.

A distributor meeting is not the place to settle unresolved product identity, guess at case configuration, or promise a market program that nobody has approved. Surface gaps before the call. If a required decision remains open, name its owner and effect on the proposal.

Confirm what kind of meeting you are preparing for

The word presentation can describe several different decisions. Ask the distributor contact what the meeting is intended to accomplish and who will attend.

Meeting type	Likely decision	Material to emphasize
Introductory portfolio meeting	Whether to continue the conversation	Brand fit, team, market thesis, product range, and requested next step
Product review	Whether a specific item fits the portfolio	Exact product, differentiation, price position, availability, and support
Commercial review	Whether the economics and plan are workable	Price basis, channel, account plan, resources, volume assumptions, and responsibilities
Operations review	Whether the item can be set up and supplied	Codes, pack, dimensions, lead time, warehouse route, compliance status, and owners
Training session	Whether distributor users can present the product correctly	Product story, verified facts, tasting guidance, ordering details, and escalation contacts
Control-state listing presentation	Whether the authority will list the item	The authority’s current form, timing, samples, presentation rules, pricing, promotion, and required evidence

Do not reuse one deck without changing its purpose. An executive introduction can tolerate a concise product summary. An item setup discussion cannot.

Record the meeting brief before collecting slides:

Control	Required entry
Meeting ID	Stable internal reference
Distributor or authority	Exact recipient organization and division
Market	State, territory, channel, or branch in scope
Meeting purpose	Decision or action being requested
Attendees	Names, roles, and decision responsibilities
Product scope	Exact brands, products, vintages, sizes, and packs
Presenter	Person leading the discussion
Functional owners	Commercial, compliance, operations, supply, marketing, and finance owners as needed
Time allowed	Confirmed presentation and discussion time
Format	In person, video call, portal submission, or another required route
Required materials	Recipient forms, deck, price file, sell sheets, samples, or data
Requested outcome	Specific next step and accountable recipient
Revision	Controlled presentation release

Ask for the current recipient requirements

Start with the named contact, not a deck from last year. Request the current presentation instructions, forms, deadlines, sample rules, attendee list, technology requirements, and decision process.

Recipient procedures can be highly specific. The Oregon Liquor and Cannabis Commission’s distilled spirits listing page, for example, publishes meeting dates, submission deadlines, required forms, sample quantities, and presentation limits for its listing process. Its 2026 instructions say presentations may not exceed five minutes per product and identify a new product listing sheet, price quotation, TTB label approval, bottle image, sell sheets, and samples among the required materials. Those are Oregon control-state instructions for that process. They are not a universal distributor checklist.

Create a requirement register instead of copying recipient instructions into scattered emails:

Requirement	Source	Product scope	Owner	Due context	Status	Evidence
[Exact request]	[Current recipient link or message]	[Items covered]	[Name]	[Dependency or deadline]	[Status]	[File or confirmation]

If the contact gives instructions verbally, send a concise written recap and ask for corrections. Preserve the confirmed version with the meeting record.

Define the decision you want from the distributor

A presentation becomes vague when the team has not agreed on the ask. Write one primary request in a complete sentence.

Examples include:

schedule a detailed market and commercial review
evaluate two named items for a defined division
begin vendor and item onboarding after commercial approval
confirm the required data and evidence for the next review stage
approve a distributor training session for an already active portfolio

Avoid asking for partnership, support, or interest without defining what happens next. The closing slide and follow-up message should repeat the same requested action.

Also define what the meeting cannot approve. A distributor’s positive response does not itself complete federal import requirements, state registration, item setup, warehouse acceptance, or internal commercial approval. Keep those gates visible and separate.

Build the story around distributor fit

The distributor needs to understand why the product belongs in the proposed market and why the importer can support it. Start with the audience and portfolio question, then introduce the brand.

A useful narrative answers these questions:

What exact consumer, account, occasion, price position, or portfolio need are you addressing?
Which product facts support that position?
How does the proposal fit the named distributor’s market or division?
What will the importer do before and after launch?
What can be supplied, and under what current assumptions?
What decision are you asking the distributor to make?

WSWA’s distribution playbook webinar summary advises suppliers to know their brand story, explain what makes the product distinct, show a plan, address price and scalability, and demonstrate resources for market support. Treat those points as industry guidance from a 2021 webinar, not as a legal requirement or a guarantee that a distributor will accept the brand.

Use a claim-to-evidence table

For every important statement, record the deciding source before it becomes slide copy.

Presentation claim	Exact scope	Deciding source	Approved wording	Owner	Status
Production method	Product and release	Producer record or approved technical source	[Text]	[Name]	[Status]
Origin	Product and market	Approved label and compliance record	[Text]	[Name]	[Status]
Certification	Entity, site, vineyard, or product covered	Current certificate and scope	[Text]	[Name]	[Status]
Award or score	Publication, wine, vintage, and result	Publisher record and usage terms	[Text]	[Name]	[Status]
Availability	Item, market, and period	Current supply record	[Text]	[Name]	[Status]
Account or sales result	Market and measured period	Approved internal report	[Text]	[Name]	[Status]
Market plan	Proposed activity and period	Approved plan	Clearly labeled projection	[Name]	[Status]

Do not convert a projection into a fact by removing the word planned. Do not carry an award from one vintage to another. If the evidence supports a producer-level statement but not a product-level statement, preserve that distinction.

Verify every product presented

Use one controlled row for each item the distributor is being asked to evaluate. Separate products when vintage, size, pack, GTIN, price treatment, or market status differs.

Field group	Fields to verify
Identity	Producer, brand, product name, vintage or non-vintage status, class or type
Origin	Country, region, appellation, and other approved geographic wording
Composition	Variety or blend when used, production facts, and technical values
Package	ABV, net contents, closure, units per case, bottle and case configuration
Identifiers	Importer SKU, consumer GTIN or UPC, case GTIN, assigned distributor code
Commercial	Currency, bottle or case basis, approved price reference, suggested positioning, and effective context
Supply	Current availability source, lead-time basis, ship point, order minimum, and constraints
Market	State, distributor division, registration or listing status, and unresolved gates
Assets	Current bottle image, label set, tech sheet, sell sheet, and product description
Control	Owner, source, approval state, revision, and open exception

Slides are outputs. They should not become the deciding source for product data.

Keep package identifiers distinct

A consumer bottle and a shipping case are different trade items. GS1 US describes the Each level as the lowest item level intended or labeled for individual resale and the Case level as a standard shipping unit containing eaches in its packaging-level guidance. Record the packaging level and assignment source beside each GTIN.

Do not put a consumer UPC into the case field to fill a blank. Do not invent a distributor item number before the distributor assigns it. Store identifiers as text so leading zeroes and displayed digits survive spreadsheet handling.

Separate readiness from the sales pitch

A compelling presentation does not make an item legally or operationally ready. Show readiness accurately, but do not turn the deck into a compliance file dump.

TTB says a person engaging in the business of importing wine, distilled spirits, or malt beverages covered by the Federal Alcohol Administration Act must obtain a Federal Basic Importer’s Permit. TTB also says the importer must possess the applicable Certificate of Label Approval at importation on its bottled alcohol import guidance. Assign these controls to the US importer or authorized compliance owner. Do not ask a foreign producer or a distributor salesperson to certify them.

Use a concise readiness block:

Gate	Status shown to recipient	Internal owner	Evidence location
Importer authorization	Confirmed, pending, not applicable, or blocked	[Owner]	[Controlled record]
Federal label review	Exact approved or pending state	[Owner]	[COLA and package review]
State or control-market step	Exact market status	[Owner]	[Filing, listing, or decision record]
Vendor and item setup	Not started, in review, accepted, or blocked	[Owner]	[Recipient confirmation]
Warehouse readiness	Confirmed, pending test, or blocked	[Owner]	[Logistics record]
Commercial approval	Approved for stated context or pending	[Owner]	[Price record]

Do not show compliant as a catch-all status. Name the actual gate and its scope.

Handle FDA topics carefully

TTB’s import guidance states that alcohol importers must address applicable FDA facility-registration and prior-notice requirements. The separate FDA FSVP rule has exclusions, and FDA lists alcoholic beverages and certain ingredients used in alcoholic beverages among categories not covered by FSVP on its FSVP requirements and exemptions page. Do not turn that FSVP exclusion into a statement that all FDA obligations disappear. Have the responsible importer owner determine which FDA requirements apply to the exact product and transaction.

Present commercial assumptions so another person can audit them

The distributor should not have to guess whether a number represents a bottle, case, forecast, approved price, or planning scenario.

For each number shown, label:

product and package
market and channel
currency
bottle, case, depletion, or account basis
measured period or planning period
actual, approved, proposed, or projected status
source and approval owner

Use a commercial table that separates known values from proposals:

Commercial input	Value	Basis	Status	Owner
Importer sell price	[Value]	[Case pack, currency, freight context]	[Approved or proposed]	[Name]
Suggested price position	[Value or range]	[Market and channel]	[Planning guidance]	[Name]
Initial volume	[Value]	[Cases, period, and item]	[Projection]	[Name]
Launch accounts	[Value]	[Channel and period]	[Target]	[Name]
Importer support	[Activity and budget reference]	[Market and period]	[Approved or pending]	[Name]
Supply available	[Value]	[As-of date and location]	[Current fact]	[Name]

Avoid hidden arithmetic in a slide. Keep the calculation workbook controlled, and make the visible assumptions understandable without it.

Make support commitments specific and reviewable

Saying we will support the market is not a plan. State who will do what, in which market, for what period, and under which approval.

Possible support categories include:

importer market visits and account work
distributor training and product education
approved sampling support
rights-cleared digital and print assets
launch communications
account targeting and follow-up cadence
current inventory and replenishment reporting
issue escalation for product, supply, and asset questions

A planning table keeps enthusiasm from becoming an accidental promise:

Activity	Market and audience	Owner	Timing	Approved resources	Dependency	Status
[Activity]	[Scope]	[Name]	[Period]	[Reference]	[Condition]	[Status]

Federal trade-practice rules cover topics including tied-house inducements, commercial bribery, exclusive outlets, and consignment sales. TTB links the governing laws and regulatory parts on its trade-practices laws and regulations page. Have qualified owners review proposed retailer support, samples, equipment, payments, returns, and other benefits for the relevant federal and state rules. A slide approval is not a legal determination.

Build a deck that can survive the meeting

A practical distributor presentation can use this sequence:

Meeting purpose and ask. State the market, products, and requested decision.
Importer and team. Identify the responsible US organization, relevant experience, and meeting roles.
Market fit. Define the proposed audience, channel, price position, and portfolio reason.
Brand and producer. Tell the verified story that matters to the proposed position.
Product. Show the exact item, package, taste or use context, and supported differentiators.
Commercial proposal. Label prices, bases, assumptions, volume plans, and approval status.
Supply and operations. Explain availability, pack, codes, ship point, lead time, and open gates.
Market support. Name approved activities, resources, owners, and conditions.
Readiness. Show material regulatory, listing, item, and warehouse status without exposing restricted records.
Next step. Repeat the specific request, owner, and proposed follow-up.

The sequence is a starting point. If the recipient supplies a format, use it.

Keep slides readable during a live discussion

Use one main point per slide. Put the product name, vintage status, size, and market on slides where ambiguity would matter. Label projections in the visual itself, not only in speaker notes.

Use tables only when comparison is the point. A dense item master belongs in a follow-up file, not on screen. Check contrast, font size, chart labels, reading order, and meaningful link text. Do not rely on color alone to distinguish approved, pending, and blocked states.

If a chart matters, preserve the source data and define its period and unit on the slide. If a bottle image matters, confirm it depicts the exact release and market package being discussed.

Prepare samples and leave-behind materials

Confirm sample quantity, format, shipping address, arrival deadline, recipient, labeling, and handling instructions with the distributor or authority. Keep shipment tracking and receipt confirmation with the meeting record.

Build one meeting set:

controlled presentation PDF
editable source retained internally
current product and price reference for the intended audience
current tech sheet and sell sheet
approved bottle image and label reference
sample inventory and shipment record
tasting order and service plan when applicable
attendee list and speaking roles
question log
follow-up owner list

Every leave-behind should identify the product, market, revision, and contact. Remove outdated deck versions from the meeting folder before sharing the link.

If samples or promotional support could implicate trade-practice or state rules, route the plan through the qualified owner before shipment. Operational convenience does not decide permissibility.

Assign speaking roles and rehearse the hard questions

Choose one meeting lead. Assign other participants a defined topic so the distributor does not receive several conflicting answers.

Role	Responsibility during the meeting
Meeting lead	Opens, controls time, makes the ask, and closes
Brand or portfolio lead	Explains product and brand facts
Commercial owner	Handles approved pricing, channel, and plan assumptions
Operations owner	Covers item setup, supply, files, and next-step tracking
Compliance owner	Answers only within approved scope and records follow-up needs
Note owner	Captures questions, decisions, owners, and dates

Rehearse against the confirmed time limit. Practice a shortened version in case discussion consumes the schedule.

Prepare sourced answers for:

Why this product and price position?
Which accounts or occasions fit the proposal?
What evidence supports the point of difference?
What inventory is available, where, and as of when?
What is the case pack and order unit?
What is approved versus still proposed?
Which market steps remain open?
What support will the importer provide?
What happens if the initial assumptions are wrong?
What specific action do you want from the distributor?

Do not improvise uncertain compliance, pricing, supply, or contractual answers. Record the question, owner, and promised response context.

Run a controlled meeting-day procedure

Use a short procedure so logistics do not consume the meeting:

Open the final deck from the delivery copy, not the editing application.
Test screen sharing, video, audio, links, fonts, and embedded media.
Confirm samples, tasting order, water, glassware, and disposal arrangements when relevant.
Verify attendee names and roles.
State the purpose, scope, and requested decision at the start.
Keep the presentation within the confirmed time.
Distinguish facts, proposals, projections, and open questions as they arise.
Record questions, decisions, objections, owners, and requested files.
Confirm the next action before ending.
Save the notes with the exact deck revision presented.

If a number changes during the meeting, do not patch only the slide. Correct the controlled source, repeat affected review, and issue a new revision.

Follow up with a decision record

Send a concise recap through the agreed channel. It should identify the meeting, products, decision state, requested materials, owners, and next actions.

Use this template:

Distributor meeting follow-up

Subject: Follow-up for [Brand or portfolio], [Market], [Meeting date]

Thank you for reviewing [exact product scope] for [market or division]. The presentation used revision [revision].

Decision or current status: [accepted next step, further review, declined, or pending].

Materials requested: [descriptive list with controlled links].

Our actions: [action, owner, and agreed timing].

Distributor actions: [action, owner, and agreed timing].

Open questions: [question and responsible follow-up owner].

Please reply with any correction to this recap.

Do not describe a positive conversation as an appointment or listing unless the authorized recipient actually confirmed that outcome. Preserve the recipient’s acceptance, conditions, or decline separately from internal notes.

A pre-launch workspace for alcohol importer operations teams can help keep the product details, bottle and brand assets, tech sheets, sell sheets, distributor access, and vintage updates behind a meeting package organized. The value is not another copy of the deck. It is a controlled route from approved product records to the files shown, followed by a clear update path when a vintage or item changes.

Reopen the presentation when the facts change

A deck is current only for the product, market, and assumptions reviewed. Reopen it after a vintage rollover, new package, GTIN change, price revision, supply change, rights expiration, new award, label change, market-status change, or distributor reassignment.

For a new vintage, review:

product and vintage identity
approved labels and federal coverage
state or control-market status
technical facts and claims
bottle and case images
consumer and case identifiers
pack, dimensions, and weight
availability and lead time
price and commercial assumptions
awards and reviews
tech sheet, sell sheet, deck, and leave-behind files

Do not overwrite the prior meeting record. Preserve what was presented and create a successor revision for the next discussion.

Complete final distributor meeting QA

Run this checklist against the presentation, source records, recipient instructions, sample plan, and follow-up workflow.

Scope and purpose

Distributor or authority, division, market, meeting type, attendees, and time limit are confirmed.
The exact products, vintages, sizes, packs, and market items in scope are listed.
The presentation states one primary requested decision or next action.
The team knows which decisions the meeting cannot complete.
Current recipient instructions, forms, deadlines, and sample rules are saved with the record.
Every requirement has an owner, status, source, and evidence location.

Product and claims

Producer, brand, product, vintage status, class or type, origin, ABV, and net contents match approved sources.
Bottle volume, case pack, consumer GTIN, case GTIN, importer SKU, and assigned recipient codes remain distinct.
The bottle image and sample depict the exact release and market package discussed.
Production, farming, certification, award, review, historical, and availability claims have source records.
Awards and reviews match the exact publication, product, vintage, and result.
Projections and targets are labeled as plans rather than facts.
No conflict was resolved by choosing the value that appeared most often.

Commercial and supply

Every price states currency, bottle or case basis, pack, market, and approval status.
Forecasts state item, unit, period, assumptions, and owner.
Availability states the source, location, item, quantity basis, and as-of context.
Lead time, order minimum, ship point, and replenishment assumptions have owners.
Importer support identifies activity, market, timing, resources, dependencies, and approval state.
Restricted costs, margins, other distributor terms, and internal scenarios are excluded from recipient files.

Compliance and trade practices

Importer permit, label approval, state, listing, vendor, item, and warehouse statuses are separate gates.
Federal and market obligations remain assigned to the responsible importer or qualified owner.
FDA facility, prior-notice, and any other applicable import questions were not collapsed into the FSVP exclusion.
Proposed samples, retailer support, payments, equipment, returns, and other benefits received appropriate review.
The presentation does not imply that distributor interest completes legal or operational approval.
Restricted regulatory records and credentials are excluded from ordinary presentation access.

Presentation and accessibility

The deck follows the recipient’s required format and stays within the confirmed time.
Each slide has a clear purpose and readable text.
Charts identify source, unit, period, and whether values are actual or projected.
Tables have real header rows and are used for comparison rather than layout.
Status is understandable without relying on color alone.
Images, links, files, fonts, audio, video, and screen sharing were tested in the delivery environment.
Product identity and revision remain visible after files are downloaded.