Case study
Taking an indigenous tea brand from about 50 stores to more than 385.
How we planned the market entry for a Limpopo agro-processor making indigenous herbal teas, won national listings and now run the accounts that keep its orders coming.
- ClientIndigenous herbal tea producer, Limpopo
- OwnershipBlack women- and youth-owned, with community cooperatives
- SectorAgro-processing and hot beverages
- EngagementKey account management and market entry strategy, since 2024
- ChannelsGrocery, health and beauty, specialist retail and wholesale
The starting point
The business had an award-winning product with a story few brands can match: teas wild-harvested from indigenous plants, rooted in generations of local heritage. It was stocked in about 50 stores.
To grow, it needed someone to take the brand to national buyers, win listings and then manage those accounts week to week. It also needed an entry plan that respected small-batch manufacturing and a tight cash flow, so that growth would not outrun the business.
What we did
- Market entry strategy. Planned which channels and customers to enter, in what order, and how fast, avoiding both heavy stock holding against too few stores and more stores than manufacturing could supply.
- Listings with national buyers. Built the trade presenter setting out the customer, shopper and consumer propositions, took it to buyers and negotiated the listings.
- Key account management. Manage the accounts day to day: purchase orders, replenishment, promotions and sales tracking by customer.
- In-store execution. Appointed and oversee an in-store merchandising agent to keep shelves stocked and manage back-of-store stock, so sell-through turns into reorders.
- Brand and range strategy. Gave every product a clear purpose, with distinct artwork and naming that speak to its category and make the range easy to shop.
- Forecasts and innovation. Built five-year sales projections and an innovation pipeline.
- Listing requirements. Took care of the basics retailers ask for along the way, including GS1 barcodes and pack configurations.
- Funding readiness. Helped the business prepare and motivate applications to several funding organisations.
The results so far
- 385+stores stocking the range, up from about 50
- 6national retail and wholesale customers
- 5 yearsof strategy, forecasts and innovation pipeline in place
The range is now listed with SPAR, Food Lover's Market, Dis-Chem, Cosmetic Connection, Africa Cash & Carry and Frontline, and further national listings are in negotiation.
What it shows
Small manufacturers can compete in national retail when someone owns the commercial side properly. The listings came from a clear entry plan and a brand story told in the language buyers use. The growth since has come from managing every account so that stock arrives, sells through and gets reordered.
Just as important, growth was paced to what the business could make and fund. That's what keeps a listing alive after the first order.