Getting a product onto a retail shelf is a major milestone for any founder. But getting there requires much more than having a great product and a compelling brand story. It takes the right manufacturing partners, a thoughtful distribution strategy, retailer relationships, and a plan for driving sales once your product makes it onto the shelf.
For beverage and spirits founders, the path can be even more complicated.
Meredith Mills-Merritt, Founder and CEO of The Original Southside, knows this firsthand. She took a family cocktail recipe and transformed it into a premium ready-to-drink gin cocktail brand that has expanded into more than 20 markets, with retail placement at notable retailers including Whole Foods and Total Wine.
Her journey offers valuable lessons for any founder navigating product development, manufacturing, distribution, and retail expansion.
In this Retail Growth Guide, we're breaking down the strategies behind The Original Southside's growth and the lessons other product-based founders can apply to their own businesses.
1. Start With a Product That Has a Clear Point of Difference
The Original Southside didn't begin with a traditional business plan or a product development team. It started with a family recipe.
Before becoming an entrepreneur, Meredith worked in brand management, product innovation, strategy, and prestige beauty. During the COVID period, a class project at the University of Southern California introduced her to the ready-to-drink cocktail category.
While researching market data on white spirits, including gin, vodka, and tequila, she noticed an opportunity for gin-based ready-to-drink cocktails.
She already had a recipe she loved. It was a cocktail her mother had made, and one Meredith regularly prepared for family gatherings and parties.
She began exploring whether she could turn that recipe into a commercially viable product.
But having a delicious cocktail at home and creating a product that can be manufactured consistently at scale are two very different things.
Meredith worked with a flavor house to commercialize the recipe. The formulation process took approximately 13 months because she was particular about the taste, mouthfeel, and aftertaste.
She wanted the gin flavor to be approachable without being overly juniper-forward, and she wanted the finished product to stay true to the original recipe.
The retail lesson: Before investing in manufacturing, make sure you understand what makes your product different. Your point of difference needs to be clear not only to consumers but also to distributors and retail buyers.
For The Original Southside, that differentiation included its gin base, higher alcohol content, organic certification, and ingredient standards.
When pitching your product, ask yourself:
-
What makes my product different from what's already on shelf?
-
What consumer need or occasion does it address?
-
Why would a retailer want to add it to the assortment?
-
Can I communicate that difference in a way that is easy to understand?
A great product story is important, but your differentiation needs to translate into a compelling business opportunity.
2. Get Specific About Your Product Requirements Before Manufacturing
One of the most valuable lessons Meredith shared was the importance of establishing product requirements early in the manufacturing process.
From the beginning, she knew she wanted The Original Southside to meet Whole Foods ingredient standards and have the ability to become certified organic.
Those decisions influenced the ingredients, raw materials, and manufacturing partners she could use.
Rather than waiting until the product was fully developed to address those requirements, she incorporated them into her initial agreements with the formulation partner.
That gave her a clear standard to work toward and helped shape the future supply chain.
The importance of this became even more apparent when she encountered a manufacturing challenge.
The Original Southside was initially scheduled to launch during the summer of 2023. However, Meredith discovered that the co-packer she was working with did not have the tunnel pasteurization capabilities needed for her product.
Moving forward with that facility would have meant changing the formulation and adding artificial ingredients, something she did not want to compromise.
Instead of accepting the shortcut, she walked away, found another contract manufacturer, and restarted the process.
The first production run took place in January 2024.
It delayed the launch, but it allowed her to protect the product she had spent more than a year developing.
The retail lesson: Your manufacturing decisions can influence your ability to get into retail long before you ever pitch a buyer.
If you are targeting retailers with specific ingredient, certification, packaging, or production requirements, understand those expectations before you finalize your product.
Questions to address with a potential manufacturer include:
-
What certifications does the facility hold?
-
Can the facility meet your product specifications?
-
What are the minimum order quantities?
-
What production capabilities are available?
-
Can the manufacturer support your projected growth?
-
What happens if the initial formulation or production process needs to change?
The goal is to build a product and supply chain that can support the retailers you ultimately want to reach.
3. Launch With One Hero Product Before Expanding Your Assortment
When The Original Southside launched, Meredith made a deliberate decision to introduce just one SKU.
Her background in beauty gave her a front-row seat to product launches and assortment expansion. She had seen brands develop a successful hero product and assume that customers would automatically purchase whatever they launched next.
That doesn't always happen.
Rather than spreading her funding across multiple products, Meredith wanted to focus on getting one product right, building consumer trust, and creating demand.
She also recognized that launching multiple SKUs would add complexity to an already challenging supply chain.
This strategy allowed her to concentrate her resources on one product and build a foundation before exploring additional innovation.
The retail lesson: More SKUs do not automatically mean more sales.
For emerging brands, launching with a focused assortment can help simplify inventory management, production planning, marketing, and retail execution.
Before introducing another product, consider whether your current hero SKU has:
-
Consistent consumer demand.
-
Strong sell-through and repeat purchase.
-
A clear position in the category.
-
A reliable supply chain.
-
The ability to support additional inventory and distribution.
Prove that consumers want your first product before asking them to buy your second.
4. Use PR to Build Credibility and Open Doors With Distributors
When Meredith first launched The Original Southside, she didn't have the distribution network or retail availability to support a large-scale consumer marketing campaign.
She also didn't want to rely exclusively on an influencer-heavy strategy.
Instead, she invested in public relations from the beginning.
The brand secured early coverage in publications including Forbes and Vogue. Meredith used that media exposure to help build credibility when approaching distributors.
Her pitch was simple: consumers were showing interest in the brand, and the press coverage helped demonstrate that there was a story worth paying attention to.
That credibility helped distributors become more comfortable taking a chance on the product and adding it to their portfolios.
This is an important distinction for founders.
Your marketing strategy should reflect where your business is in its growth journey.
At that stage, Meredith needed to convince distributors to carry the product before she could focus on reaching consumers in every market.
The retail lesson: Think about who you need to influence at each stage of your business.
For some founders, that may be consumers. For others, it may be distributors, retail buyers, brokers, or potential manufacturing partners.
PR can be one way to establish credibility, create awareness, and give people a reason to take a closer look at your brand.
Instead of asking, "How do I get more social media followers?" consider asking, "Who do I need to reach next, and what would make them take my brand seriously?"
5. Understand the Three-Tier Distribution System Before Expanding a Spirits Brand
One of the biggest differences between launching a beverage alcohol brand and launching many other CPG products is the distribution structure.
Meredith had to navigate the three-tier system, which involves suppliers, distributors, and retailers.
That meant she couldn't simply approach every retailer and sell directly to them. She needed to establish the right distributor relationships in the markets where she wanted to grow.
This also influenced her initial geographic strategy.
Rather than trying to launch everywhere at once, The Original Southside focused on the Southeast, where Meredith had familiarity with the markets and believed the product could resonate with consumers.
The brand sold out its first two production runs.
That early traction helped support conversations with distributors and larger retail accounts.
Meredith also learned that distribution relationships and retail opportunities often influence one another. A retailer may be interested in a product, but the brand may need a distributor capable of servicing that account. At the same time, having a promising retail opportunity can help a brand attract a stronger distributor.
For spirits founders, understanding these relationships is essential.
The retail lesson: Your route to market needs to be part of your business strategy from the beginning.
Before expanding into a new state or market, understand:
-
Which distributors operate in that market?
-
Which retailers do those distributors service?
-
What are the applicable state and local alcohol regulations?
-
What are the distributor's expectations for volume and support?
-
Can your current production capacity support the opportunity?
The distribution structure for alcohol is different from many other CPG categories, so founders should work with qualified industry experts to understand the requirements in each market.
6. Start Small, Prove Sales, and Use That Momentum to Open More Retail Doors
One of the most interesting parts of Meredith's journey was how The Original Southside approached its first major retail chain.
Total Wine was the brand's first chain retailer.
Rather than immediately receiving a large rollout, the brand started with just three locations.
The expectation was straightforward: demonstrate that the product could sell in those stores before expanding into more doors.
Meredith understood that this initial placement was an opportunity to establish proof of concept.
The brand worked to build traction at Total Wine and then used that performance, along with its ingredient story, to strengthen conversations with other retailers.
That included Whole Foods, Meredith's dream retailer.
She explained that retailers pay attention to what is happening in the marketplace. Having a successful placement at one retailer can help support conversations with another.
This is why getting your first retail account can be so important.
It gives you an opportunity to demonstrate that consumers are purchasing your product, that your brand can support a retail partnership, and that there is potential for additional growth.
The retail lesson: Don't underestimate the value of your first few retail doors.
Instead of focusing exclusively on how many stores you can get into, focus on what you can do to make the stores you already have successful.
Build a retail success story that you can take into your next buyer conversation.
7. Getting on Shelf Is Only the Beginning: Drive Velocity With In-Store Demos
A common mistake founders make is treating a retail placement as the finish line.
It isn't.
Once your product is on shelf, the work shifts to making sure consumers discover it, try it, and purchase it.
For The Original Southside, in-store demonstrations and tastings became one of the most effective ways to drive sales.
Meredith explained that the brand experimented with different marketing approaches, including social media, email, and digital advertising.
But in-store demos consistently made the biggest impact.
They allowed consumers to experience the product firsthand, ask questions, and understand what made it different.
They also helped the brand build word of mouth and demonstrate sell-through to retailers.
That last part is especially important.
Retailers want to see that products are moving. Strong sales performance can create opportunities for additional doors and expanded distribution.
Meredith's approach was to schedule as many tastings as possible, particularly around key weekends and seasonal occasions when shoppers were more likely to be purchasing for gatherings and events.
The retail lesson: Your retail marketing strategy should be designed to support the specific stores carrying your product.
Ask yourself:
-
How will shoppers discover my product?
-
What will encourage someone to try it?
-
Can I demonstrate the product's value in a few seconds?
-
What promotions or sampling opportunities can I coordinate with the retailer?
-
How will I measure whether these activities are driving sales?
Getting on shelf creates the opportunity. Driving velocity helps you keep that shelf space and earn more.
8. Follow the Retailer's Process and Be Persistent
Meredith's path to Whole Foods is a reminder that landing a major retailer can take time, persistence, and preparation.
She didn't simply send an email and receive a purchase order.
The process included working with an industry contact who understood the retailer's system, completing the required submission materials, submitting through the appropriate portal, attending educational webinars, and participating in additional conversations with the team.
She also emphasized the importance of following the retailer's instructions.
When retailers provide new item forms, portals, or submission requirements, there is a reason for the process. Meredith explained that founders need to follow the requested format rather than taking creative liberties.
Her initial Whole Foods placement was limited. The brand continued working through the process and reapplying, eventually expanding into additional markets, including securing core assortment in California.
The reapplication process took approximately a year.
The retail lesson: A rejection, limited placement, or delayed response doesn't necessarily mean the opportunity is over.
Retail relationships are built over time. Founders need to understand the process, stay prepared, follow up appropriately, and continue demonstrating why their product deserves consideration.
If Whole Foods or another major retailer is on your target list, start learning its requirements well before you are ready to submit.
9. Build an Advisory Network Before You Have All the Answers
Meredith entered the beverage alcohol industry without a background in beverage distribution.
Rather than pretending to know everything, she found people who could help her navigate the unfamiliar parts of the business.
She built an advisory board that included people with experience in distribution and the supplier side of the beverage industry.
One of her connections came from a cold LinkedIn message.
She reached out to someone whose experience she admired, explained why she wanted to connect, and asked if they would be willing to speak with her.
Another connection came through an introduction from a prospective investor.
These relationships gave Meredith access to people who understood the industry, knew what to expect from distributors, and could help her make better decisions.
Her advice was to get comfortable asking questions, even when you think they might sound basic.
The retail lesson: You don't have to figure out every part of your business alone.
As your company grows, identify the areas where you need expertise. That could include manufacturing, retail sales, distribution, finance, supply chain, or marketing.
Use your network, industry events, LinkedIn, and introductions to find people who have already navigated the challenges you're facing.
Sometimes the right conversation can save you time, money, and a costly mistake.
10. Be Willing to Reevaluate Your Target Customer
Another important lesson from Meredith's journey was that the customer she originally envisioned wasn't the only customer who connected with the product.
Initially, she expected The Original Southside to appeal primarily to a younger, premium-minded female consumer who wanted a more elevated cocktail experience.
She described this customer as the "modern hedonist": someone who enjoys social occasions but is also mindful of how she feels the next day.
But as the brand reached more consumers, Meredith discovered another meaningful audience: Gen X consumers.
She also saw opportunities through sports partnerships, including relationships with the Florida Panthers and LSU Athletics.
Those partnerships helped the brand connect with consumers in different occasions and markets.
The experience influenced how the brand communicated about the product and where it looked for new partnership opportunities.
The retail lesson: Your initial target customer is a hypothesis. Real consumer behavior should help you refine it.
Pay attention to who is actually buying your product, what occasions they are purchasing for, and what messages resonate with them.
Your customer insights should influence your marketing, partnerships, retail strategy, and future innovation.
What Other CPG Founders Can Learn From The Original Southside
Although Meredith is building a beverage alcohol brand, many of the lessons from her journey apply to founders across food, beauty, wellness, and other consumer product categories.
Here are five takeaways to bring back to your own business:
1. Define your product requirements early. Your ingredient standards, certifications, packaging, and manufacturing capabilities can influence which retailers you can pursue.
2. Focus before you expand. A strong hero product can be more valuable than a crowded assortment without proven demand.
3. Build proof of concept. Your first retail placement is an opportunity to demonstrate sales performance and create leverage for future opportunities.
4. Have a plan for sell-through. Getting on shelf is not enough. You need a strategy to introduce shoppers to your product and drive repeat purchases.
5. Build relationships with people who know what you don't. The right distributor, advisor, manufacturer, or industry connection can help you navigate unfamiliar territory.
Final Thoughts: Retail Growth Is Built One Step at a Time
Meredith Mills-Merritt's journey with The Original Southside is a great example of what it takes to build a product-based business in a complex category.
From commercializing a family recipe to navigating manufacturing challenges, building distributor relationships, and earning placement at Whole Foods and Total Wine, her experience reinforces an important lesson: retail growth rarely happens overnight.
It takes persistence, a clear product vision, strong relationships, and a willingness to keep learning as your business evolves.
For founders working toward retail shelves, remember that your first placement is just the beginning. The real opportunity is building a brand that consumers want, retailers want to support, and your business can continue to supply.
Want to learn more about Meredith's founder journey?
Meredith Mills-Merritt is the Founder and CEO of The Original Southside, a premium ready-to-drink gin cocktail brand.
Connect with the brand:
-
Instagram: @DrinkSouthsides
-
Website: drinksouthsides.com
This conversation is featured on the Shelf Talks Podcast, hosted by Roberta Townes, where we share the journeys, strategies, and lessons of female founders bringing their product-based businesses to retail shelves.
If you're building a product-based business and working toward retail growth, explore more Retail Growth Guides and founder stories from Shelf Talks.
0 comments