The retail submission process is a critical part of the retail industry. It is the process by which retailers submit their products to be sold in stores. While it may seem simple, there are a lot of steps involved in it. And in this episode, Timothy Bush discusses the different steps involved, from initial contact to product placement, and offers tips on how to make the process go as smoothly as possible. By the end, you will have a better understanding of the retail submission process and why it is so important to the success of your product.
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Understanding The Retail Submission Process
I know it has been a long time. I say this every single time we talk because I’m thinking, “It has been a long time since I put out an episode.” The honest truth is I want to make sure that when I put out an episode, it’s something that you need to hear and something important. As you guys know, TLB Consulting is my number one priority and getting people into retail. Doing it is my full-time job.
Sometimes, things get busy and crazy. I know that’s not the best way to run a show, to be super sporadic and not put something out every single week, every single month, or even every single six months. Unfortunately, retail has been crazy busy. It is taking up a lot of my time. My apologies to my audience out there and the big boxers out there. I know that you guys need some information. You want some information.
The great thing is that the information you’re about to get now is something that I did learn ages ago, but I’m not drawing on ages-ago information. I’m not drawing upon the knowledge that I gained several years ago to try to explain to you how you should do what I do with retail. This is the knowledge that I use every single day. We finalize with one of our clients going all stores with Lowe’s. In all 1,728 Lowe’s locations, our product is going to be in. It’s coming up on October 1st, 2022. When the product is there, I’ll let you guys know what that is. You can go check it out and see it. That’s exciting. There are lots of cool things going on.
The benefit is this is stuff I’m using and conversations I’m having right now, not several years ago, that I think will still work. I constantly have to perfect my pitch, what I do, and how I approach retailers every single day because I’m still doing it. I’m not telling you, “This is what worked for me five years ago. Try it. Maybe it will work.” I’m saying, “What I did five years ago doesn’t even work because this is a whole different day. This is a whole different year. We’re at post-pandemic. Everything has changed. I have to change also.” It means you guys have to change.
Things that we used to do and did even two years ago are different now. You need somebody leading you down that path that is on the path with you, doing it alongside you. Not necessarily somebody that did it some time ago. I know that seems like I’m calling some people up. I’m not doing that, but there are a lot of gurus out there. I see a lot of people saying, “Do this and that. Get here and go there.” I have to wonder, are you still doing it? Are you still going there? Are you still making it happen? If not, maybe what you’re teaching is not current. It is not working. Maybe you’re not having conversations with buyers.
I don’t know, but all I know is what I’m doing and what I do every day. Hopefully, what we’re going to talk about now, you guys will find useful. We’re 180-plus episodes. Looking back at the first twenty episodes, those maybe are obsolete. Still, some of the best and most listen-to episodes, I’m thinking about maybe updating those so that they’re more current and they have more current information on what’s going on right now.
I started this show in 2015. That’s several years ago that we’ve been on this podcast journey. I’m starting to think, based on what I told you, some of what we were talking about several years ago are still good and have some teeth to them, but maybe we need to tweak and update it a little bit. Going forward, you might see some of these older podcasts get in an update. Sometimes they’ll say, “This is a new addition and new information added to a book.” That’s what I’m talking about. Same podcast but a little bit of new information.
What we’re going to talk about is the submission process to retailers. I put this in what I call a pipeline. You guys had heard me talk about Nutshell before. I used Nutshell because it’s customizable. I’m able to customize it exactly to the way I do business and the way I reach out to retailers. Each one of these things I’m going to tell you was part of my pipeline. These are sectors that I take myself through when I’m reaching out to retailers and talking to people.
I still use this. It’s still part of my every day. It’s how things don’t get lost. I reach out to retailers for multiple companies all in the same week. It’s almost impossible for me to remember all the hundreds of retailers I’ve reached out to, where they are, and what’s the last thing I said to them. I need this. When I’m about to reach out to this retailer, I can look back. What were my notes? What was the last email that I sent? What was our last phone conversation? All that stuff is in there.
You are reaching out on behalf of your company. Maybe you can keep it all together or you can’t. It’s always best to write it down. It’s always best to keep it in a place where you can review it because there are a lot of things going on. There are a lot of things happening, and you might not catch every little thing.
The last thing you want to do is send the same buyer the same emails twice. They’re going to email back to you and say, “I already responded to this. I already got this. Why are you sending me the same thing?” It’s important for you to know what you did with that retailer last. A CRM or customer relationship management software is important, whether you use HubSpot, Salesforce or Nutshell. You can keep track of things.
Your buyer deck is an opportunity to sell them why they should offer your product to their customers, not why they should buy your product. Click To TweetThe Retail Hit List
I’m excited to be talking to you. There are a couple on here. Let’s go down this list of different parts of my pipeline in the submission process. We’re not going to expand on each one a lot, but we’ll hit on some key points in each one. The first one is a retail hit list. This is not part of the pipeline. This is what I have done before. This is what creates the pipeline. It’s when I make a decision as to what retailers for this particular product we’re going to submit to or reach out to.
I have a couple of criteria I look at when I’m deciding what the retail hit list is going to be. My client has a lot of input into that, but we also look at what’s the avatar for this product. Who are they? Where do those people shop? Out of that list of where those people shop, what are those retailers that could carry this product potentially so that these avatar customers can find it? That creates our initial hit list. That’s what we go on.
Once I have that, we enter those retailers or the retail company. Let’s say Target. We enter those into Nutshell, then start the pipeline. We create a lead from that customer. The first thing that we’re going to try to do is to find out who the buyer is for our category in that retailer. Let’s say we’re selling cookware items to Target. We would start looking for cookware buyers. I use ZoomInfo. I pay a decent amount of money every year to have a membership to that. That’s what I used to find most of my buyers. Sometimes, I’ll use LinkedIn. Sometimes, I type in cookware buyer for Target on the internet to see what comes up.
There are a lot of different ways that you can get ahold of buyers. You can call the front office. You can talk to them and see if they’ll transfer you. If you’re having trouble finding a particular buyer, reach out to me, and I’ll see if we can help you out. Join the VIP Group. I’m constantly listing buyer information into the VIP Group that I come across.
As I reach out to buyers, I’ll put those contacts into the VIP Group. That way, if somebody joins a VIP Group that has cookware or cooking products, that buyer might be in there. We’re constantly doing that. If you want to know how to reach out to retailers, what the process is, and talk to people that are doing it, join the VIP Group.
If you’re in the middle of going to retail and you’re reaching out to retailers, you could even join. This is new since the last time we talked. You could even join the Advanced VIP group. That is for people that are taking their products to retail. They’re in the middle of deals. They’re pending a deal with Walmart or whatever. That’s a much more advanced group. It’s small with only six people per Advanced VIP Group so we can keep it tight, and we can help each other.
There’s a quick plug for those two VIP groups. It’s much broader. There are a lot of different types of people in there, but everybody at some point wants to get into retail. Advanced VIP Group is a group of people that are already engaged with retailers. We get together and talk about how to move that to the next level. If they’re having issues, they’re hot seating problems with onboarding or whatever. The VIP Group is on the website TLBConsulting.com. The Advanced VIP Group is not on the website because it’s more of a vetted group. You have to submit it to me. If you’re interested, DM me or send me an inquiry out for the website and get right back to you.
Creating A Buyer Deck
Now, we found the buyer info. That kicks us into needing to make a buyer deck. This is not part of the pipeline, but it tells us that’s what we need because the next thing we’re going to do is submit something to the buyer. You need to have a buyer deck. A deck is a presentation about your product going into retail.
There are two different types of decks. There’s one type of deck that is a deck all about your product, “You’re going to love to use it. Wouldn’t it be great if you could mow your lawn with this or cook with that?” That’s not the type of deck we’re talking about. That’s the type of deck when you’re selling direct to consumers. That’s direct to consumer information.
Remember, when you’re showing your product to a buyer, this deck needs to be about the opportunity of selling your product. They may not ever buy your product personally. They might not even like it, but that’s not what’s important. What’s important is they see the opportunity to sell your product to their customer through their retail store. That’s what that deck is about. That’s what you need to keep in mind when you create the deck.
That’s why a lot of times, with new clients in mind that are on Amazon, they have some sort of a deck. It has a lot of words like you, yours and your family. We have to take all of that out because we’re not talking directly to the buyer. We’re talking about their customers and what their customers can do and not do with the product.
It’s an opportunity. You’re selling them on why they should offer your product to their customers, not why they should buy your product. That doesn’t mean they’re not going to look at the benefits of your product. Is it cool? Does it make sense? Would people buy? They’re going to look at all of that, but they’re also looking mainly at the opportunity.
Does it make sense? Can you fulfill? Do you have the margin? Do you have the price points that they’re looking for? Do you have domestic stock? Can they buy X works? All the things that go into making deals with major retailers. Keep in mind. Your deck has to be more focused on the opportunity than on selling your product. That’s a huge mistake that people make when going to retail.
You got this pitch deck, and now you need a pitch email. What are you going to say when you send it to the buyer? What are you going to say? “Check out my product. Here’s the deck?” There are a couple of podcasts if you haven’t listened to them already on writing pitch emails. I’m not going to get too far into it, but your email and your deck are all about interest.
We’re trying not to tell the buyer so much that they can make a decision like the pricing and all the specifics of it. We’re keeping those things out right now. We don’t want them to be able to make a decision just by looking at the deck or looking at your email. We want to create interest so that they reach back out to you. You have a chance to talk to them.
Sales happen when people converse. Do you ever notice that kids nowadays, when they’re starting to date? All they do is talk on text, Instagram or TikTok. When they get together, personally, they have nothing to talk about because all they’ve done is text. We don’t want that. We don’t want there to be much information already out there that we don’t have anything to tell the buyer. We don’t have any information to talk about. The buyer doesn’t need to talk to us.
We want the buyer to talk to us. We want them to reach back out and say, “What’s the price on this? Where is this being sold?” Any of those questions are interest-based questions. They’re questions that are created by the buyer wanting to know more. People, if you haven’t been tuning in for the last several years, that’s exactly what we want. We want the buyer to ask us questions because they’re interested. Once they’re interested, everything changes.
The whole conversation becomes collaborative now. It all becomes a conversation about, “How are we going to get this deal done? Does our pricing work? Do the terms work? Do you fit with us?” We’re no longer trying to sell them the product anymore. They’re interested already. That’s what we’re trying to get. Often, I’m doing seminars in VIP Group and classes. I was in Atlanta, helping do a seminar there for some students about selling this to big box retail. I always ask the same question, “If you got a buyer on the phone, what’s the one thing you’re trying to do?” Always, the majority of people answer, “I want to get a deal. I want to get a sale. I want them to buy my product.”
Unfortunately, if that’s your goal and that’s what you think is going to happen, 9.9 times out 10, you’re going to be disappointed. In your mind, you may even fail because buyers and big retailers like Target aren’t going to talk to you on the phone and make a decision, “Tim, I’m going to buy that.” They have many things to consider.
What your goal is and what you want is interest. You want that conversation to lead to another conversation and maybe a meeting. Maybe talking terms and so on. That’s what the progression of this pipeline is. This pitch email is about gaining interest. It’s a stair-step effect. You send them an email, and you give them enough information because you want them to click on the deck. They click on the deck. You give them enough information because you want them to email you back so that you can set up another meeting.
Sales happen when people converse. Click To TweetThis email that you send can’t be this long and drawn out. You’re not throwing up all over them. This has to be a quick intro to your product and why they need to look at the deck, why they need to call you back, and why they need to email you. I have a client right now. I kid you not. This is not an exaggeration. On Amazon, she has an 84% conversion rate. When people click on her listing, 84%t of the time, they buy something. It still blows my mind. I have to look at it to believe it. We put that in the email because that’s huge.
What we’re saying is, “If you put us on the shelves and people go buy, and they look at our product, 84% of the time, they’re probably going to pull it off the shelf and buy it.” That’s huge. That’s a lot of turns. That will be interesting to buyers. Your pitch email can’t be everything. Don’t throw up all over the buyer. This is just an intro to your product. Get them to click on the deck. The deck is a little bit more information to get them to email you back and ask you some questions.
Qualifying The Lead
You created this deck and this pitch email. Now you’re going to make first contact. You’re going to send this email, you’re going to send the deck to the buyer, and then you’re going to wait. The next step is qualifying the lead. You need to hear back from the lead and make sure that’s the person you’re supposed to be talking to. You get your retailer hit list together. You get your buyer info. You created your deck and email. You reached out, and then they emailed you back.
Did they email you back and say, “This is not my department?” What did they say? A lot of times, if they say anything other than something positive, people lose hope. They’re like, “Why aren’t they interested?” Everything the buyer says to you is important. If they say that they’re not the right buyer, that’s important because you don’t need to waste your time reaching out to the wrong person. Who is the right person? That gets you back on the track of looking for the right person. Maybe they’re going to tell you who that person is or introduce you to that person.
Knowing that information is key because you don’t want to keep reaching out. Eventually, what will happen is if you keep reaching out to them, they’re not going to answer you. You’re going to be left thinking, “Why don’t they want to talk to me?” It’s not even the right person. Making that first contact qualifies, and the next one is qualifying the lead. Making sure that you’re talking to the right person is important.
If they’re out of the office, did they leave you a bunch of, “While I’m out of the office, if you need help, contact these people?” That’s a gold mine. They gave you a bunch more buyer information that you didn’t have before, persistent buyers, inventory control specialists, and other people that should be in your database so that you can leverage that.
Once you qualify them and you realize that you’re talking to the right person, then you’re going to pitch them. That’s when you need a virtual meeting or a face-to-face meeting. That’s when you need to get them on the phone. That’s what you’re wanting. You want some face time, some phone time, and some virtual FaceTime with the buyer. That’s where you’re trying to confirm that interest.
The Proposal Phase
When you get face to face or on the phone, you’re going to know if this person is interested and if this person has a genuine interest in your product. Once that interest is confirmed, now it’s collaboration. We go into the proposal phase, where we’re talking terms. What are their terms? What’s the pricing? Is that okay with them? What’s the lead time? Are they going to potentially order? In their first order, can you produce it? Can you get it there in time? Do they want you to dropship?
There’s this new term out there, SBT, Scan-Based Trading. It’s a new fancy word for consignment, which a lot of retailers are trying to move to because it creates less risk for them. This proposal phase confirming the terms of the deal is a great phase because you’re trying to figure out if it is this good for them and if it’s also good for you. Don’t be afraid to walk away from a deal if it’s no good. Chant after me. If the deal’s no good, don’t do it. Not every deal is going to be good for you.
You got their interest. You confirm the terms. Let’s say in this particular situation, the terms are good. Everything is moving forward. They’re going to send you vendor paperwork. It’s going to be a lot. That’s going to be a lot of reading. You’re going to have to read and sign. It’s like buying a house. If you don’t know what you’re reading or you don’t understand the terms that they are sending to you, and you don’t understand what you’re about to sign, don’t sign it. Reach out to somebody who knows. Reach out to me.
One of the biggest mistakes is people sign something. Down the road, something happens. They’re like, “I got screwed. They want to return all the merchandise. They’re doing these markdowns.” That’s all in the vendor agreement. That was all laid out for you in there. If you didn’t understand it, that’s not the retailer’s fault. Understanding it doesn’t mean that you’re not going to do it. It may even seem a little risky, but at least you know ahead of time what you’re signing, why you’re signing it, and what could happen. That’s the key. Knowing people is the key. You got to know. If you don’t know what you’re signing, don’t sign it. Find somebody who can explain it to you, and then you can make an educated decision.
You get your vendor paperwork back in. Hopefully, you can do that within 72 hours so that you can continue to move this forward. Once you have this momentum, you want to use it. The longer you take to get your vendor paperwork back, the slower the momentum, and the more the momentum slows down. The more once you give it to them, it’s going to sit on their desk.
Let’s say it took you two weeks to get it back. They’re doing all kinds of stuff in that two weeks. They’ve talked to all kinds of new retailers, and maybe they sent out 100 different packets of vendor paperwork. Those people got their vendor paperwork back in 72 hours. They’re busy getting all that stuff onboarded, and all of a sudden, you’re like, “Remember me? Here’s all my vendor paperwork.” They got to stop what they’re doing, “Who is this person again? What are they selling?” You reacquaint yourself with it. The faster you can get that back to them, the better.
Vendor Number And Purchase Orders
Once all your vendor paperwork is in, it has to get signed off. That could take a little bit of time. They’re going to have to get their boss to sign off on it. Once that gets signed off on, that’s when you’re going to get your vendor number. That vendor number is everything. That’s the retailer saying, “You’re now cleared to do business with us. You are now cleared to receive a deal. We can now do commerce.”
Until you have a vendor number, you can’t say that you’re getting in and you’re getting POs. The buyer may tell you all kinds of things, This is coming, this is happening.” Until you get your vendor number, you’re not on board. The vendor number is key. Once you have your vendor number, what’s next is to receive a PO.
What I’ve seen happening lately is retailers wanting to wait until the last minute to cut POs. The reason they’re doing this is that once a PO is cut, it becomes an actual document that money has to be behind. Let’s say they have this PO for $5 million to you. Once they cut that PO to you, that money has to be allocated because that PO is a contract with you to buy that product. Once they allocate that money to you, I’m not an accountant, but it shows differently on their P&L, and it takes away their cashflow. They want to do it at the very last minute.
Let me tell you this. Please, if you hear anything in this show that resonates with you, don’t build a product that’s not backed by a PO no matter what they tell you. If they tell you, “Here’s a projection. This is what we think. We can’t cut these POs. We can’t do this. We can’t do that.” Once I get the PO, we’ll start production on this product.
Hold firm to that because until they cut the PO, it’s just a promise. It’s not set in stone. I have a client that had this happen. They promised him an X amount was coming on the PO. They even wrote him a projection, but when it came to cutting the POs, they said, “We’re going to cut the PO for this first and then down the road, we’ll cut the PO for the other ones.” He was counting on three times the size of that PO to secure some funding to build a product. Because they were only going to send him a PO for a third of it, that wasn’t enough to secure the funding. That’s the problem.
Don’t build anything. Don’t start the wheels in motion on anything until you get that PO. That’s the contract. That’s the promise. Everything else is a guesstimate and a promise that doesn’t have anything back. When I said, “That’s the contract. That’s the promise.” No, it’s not a promise. Sorry, I mixed it up. It’s the contract. That’s what they’re legally bound by.
Without that, they’re not legally bound by anything. They can change anything. Things changed. The economy changed. A war started, whatever. If you’ve already started producing that product based on a promise that they gave you, and they change the overall quantities once the original PO goes, you’re going to be in a situation. Please, don’t start production until they give you a PO.
If the deal's no good, don't do it. Not every deal is going to be good for you. Click To TweetLastly, you’re going to receive the PO you got to confirm it. Don’t assume that the PO is right. Almost every PO that we get has some error. Whether it’s the ship date, price or terms. You have to check everything on the PO. If it’s not right, you got to call the buyer and say, “This part is not right.” Sometimes the buyer will say, “I’ve noted that down but don’t worry about it. We don’t need to reissue the PO.” Yes, you do.
Let’s say you’re supposed to ship a month from now on the 13th of September. They send you a PO, and it says the ship date is five days from today. You call them and they say, “I’ve noted that down. You’re good, but we’re not going to reissue the POs.” No, you need to reissue the POs, and I’ll tell you why. The buyer is not the one that sends out all the chargebacks if you don’t ship on time. They’re not the ones who generally will charge you back for things that you’ve done wrong. That’s a whole other department. Generally, the buyer doesn’t even know those chargebacks go out. That’s not their department. They don’t know.
Even if they give you their verbal, “Okay,” it’s a whole other department that’s going to charge you back for being late. Yes, the contract needs to be changed. Don’t feel like you’re bothering them. It’s not that hard. I do it all the time. “Do you want me to change the PO?” “Yes, I do.” I was working with Lowe’s, as a matter of fact. We had this exact issue. There was a problem with the ship date. She said, “I’ve changed the ship date in our system to the new correct ship date, but it won’t trigger an update in EDI and send you new POs.” I said, “Here’s what I need. I need you to take a screenshot of each PO in your system showing the new ship date.” She did it and sent those off to me.
That satisfied me because I do understand that just because they make a change on the document of the PO, it doesn’t always trigger it to send a new updated PO through EDI. I know that I need a hard copy of that new PO or the new ship date. Please, take a screenshot of all those new POs and ship dates in your system and send them to me. I don’t have a problem asking for that because that’s my job. My job is to make sure that all the terms of the deal are okay so that we’re going to make the money that we’re supposed to make. We eat up a lot of your cash and margin in chargebacks. You don’t want to do that.
Once you receive and confirm the PO, you send it to your factory. I’m going to tell you something else. This is also super important. You send the PO to your factory, or you send it to your warehouse. Maybe you’re shipping domestically. You already have the product. If there is any issue that’s going to affect delivery, you need to let the buyer know immediately. The second you know, they need to know.
A lot of times, it’s going to be scary for you because you have already signed the document. Most likely, that says if you don’t ship in exactly the way or how they told you to ship, they could cancel the PO. A lot of times, people default to waiting. They’re like, “Maybe they’ll speed it up. Maybe this won’t be an issue. Maybe that ship across the ocean will travel faster than it’s supposed to. In the end, it won’t be an issue.” If there’s any issue like, “We’re going to be off by a day,” let the buyer know.
Unless I know for a fact that we’re going to be up by a week or whatever, I’ll say, “Our factory here was closed down because of the COVID scare.” Whatever the reason was, we lost a day. There’s a chance that this PO could deliver on the 17th instead of the 16th. I’m like, “We’re going to try to make that time up in production, in shipping, and all of that. I want you to know where we’re at. I’ll keep giving you updates if it gets worse or gets better, but I want you to know.”
The reason you’re doing that is big retailers like Target, Walmart and Costco are like the Titanic. If they see an iceberg at the last minute, they can’t just turn. It takes a lot. We know that. The Titanic couldn’t turn fast enough. They hit the iceberg and sank. They can’t turn that fast either. They need time. If the Titanic had seen that iceberg 1 mile or 2 miles away, there’s no problem. They’re going to veer off course a little bit. They’re going to go around that iceberg, and history would’ve been changed.
If the buyer can see this issue miles away, they can make the decisions that they need to make so that this doesn’t affect them, and they don’t sink. It’s your job and duty. You got to let them know what’s going on. You can’t wait until the product is about to be delivered and say, “We’re going to be a couple of days late.” They now could cancel it because now you put them back into a corner. You don’t want them back into a corner. You are partners now.
A little hiccup in this situation is not going to make them cancel in order. Once they’ve committed to buying something, they want to buy it. They’re not going to be like, “Tim is going to be a day late. We’re going to cancel.” It looks bad on them. If they cancel an order, their supervisor is going to say, “We spent 30 man hours onboarding this vendor, and you canceled the order. What happened?” It doesn’t look good on them. They’re going to work with you if you give them room to work. If you don’t give them any room and you back them into a corner, they’re going to act like somebody is backed into a corner.
Any little issues that happen with your PO along the way, keep the buyer price and keep the buyer in the loop. A lot of coaching clients come to me with these issues, “Tim, this is what happened. I need to tell the buyer this. How should I tell it to them?” We strategize on how to deliver the news in a way that sounds right and positive, and sounds like we’re on top of it. I’m happy to strategize with you if you need it.
Gather your buyer information, get your deck together, get your pitch email, make first contact, qualify the lead, make sure you’re talking to the right person, pitch the lead, and confirm your interest. Confirm the proposal and confirm the terms of the deal. Make sure it’s good for both sides. Finish your vendor paperwork in 72 hours or less if you can. If you can’t, let the buyer know what’s holding you up. A lot of times, people get held up on their COI or their certificate of insurance, and stuff like that. Don’t send your buyer vendor paperwork in piece mail. Don’t be like you to finish this one thing and you send it to them. Wait until you have it all together and send it in one big packet. That’s what they want.
Once you send your vendor paperwork, you get your vendor number. Once you receive your first PO, read it carefully because a lot of times, they’ll put the terms of the PO also on the actual PO. Make sure you’re taking a look at those and confirm it. Make sure everything is right on there. Confirm back to them. Submit it to your factory. Let the buyer know if there are any issues.
I know it sounds pretty simple. It’s a long process. Let’s say the best-case scenario happened. You sent your product to Walmart. They were interested right away. You didn’t have to spend 6 or 7 months trying to get them interested. They were interested right away. This whole process could take almost 6 months to 1 year. It’s a process that you got to go through. Onboarding is no joke. It takes a while.
There’s one thing that I forgot to mention. It’s key. It’s going to help you a lot. That’s a routing guide. Sometimes unless you ask for it, the buyer won’t send it to you. When you’re shipping to a retailer, there is a lot of information about how they want stuff received, what’s on the labels, how they need the pallets, what kind of pallets to use, what’s the size of the pallets, and how they have to be stacked. It goes on and on.
They have something called a routing guide that lists everything that you need to know about what to do to ship them the product. You need to ask them for this. You give it to your factory or your 3PL. They need to read through it thoroughly and make sure that you’re in compliance because the fastest way to get chargebacks from the retailer is not to have the stuff that they say that you need to have on the package, labels and so on. Get the routing guide and make sure you understand it.
Guys, it’s good to be back. I hope that helps. If you need some help, reach out. You can go to TLBConsulting.com anytime and reach out to us. Let us know what you’re dealing with. If you want to pop in on the VIP Group and see what it’s like, feel free. Send me a message. Let me know. I’ll shoot you the information for our next class. Unfortunately, you can’t pop in on the Advanced VIP Group. You have to be part of the group, and everybody signs an NDA because we talk a lot about specific things. It’s not one that you can pop in on, but you certainly can pop in with no charge on the VIP Group and see what it’s like. See if it might be something that interests you. We would love to have you. As always, if you have feedback and questions, feel free to reach back out and make comments. That’s all I have for you. I appreciate your time. I appreciate you tuning in. It’s good to be back and spend some time with you. Until next time.
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