Sunday, September 13, 2026
FMCG suppliers just got scored on 38 retailer-relationship competencies — and the results reveal a growth capability gap hiding behind operational excellence. Here's the two-bucket audit to fix it before your next category review.
Ask most SME owners how they'll grow next year and the plan is almost always about finding new customers. Few have actually worked out what their current customers would buy next, if only someone asked at the right moment. The cheapest growth lever in most businesses isn't a new campaign. It's already sitting at the point of sale, unused. Kevin D'Ambros-Smith has built and sold nine companies across eCommerce, retail and services, and the fastest margin gains he finds in a new client's business are almost never from new customers, they're from the transaction already happening.
The enemy is treating every sale as a one-off instead of a first step. New-customer acquisition gets the attention, the ad budget and the board-meeting slide, while the far cheaper question, what else would this exact customer buy right now, rarely gets asked at all.
The scale of what's possible here is best illustrated, oddly, by the biggest retailer on earth. McKinsey's research into Amazon's recommendation engine found that roughly 35 percent of what customers buy there is driven directly by product recommendations at the point of purchase. Amazon isn't finding new customers for that 35 percent. It's simply asking an existing one, at the right moment, if they'd like one more relevant thing.
You don't need Amazon's technology to use the same principle. This is the three-question audit Kevin runs with SME clients on their actual point of sale, whether that's a till, an invoice or a booking form.
“You make success tangible. Help me go from a wish to reality. Now have clarity of purpose and belief. You made tripling the size of my business go from seeming impossible to really possible.”
— Lina, Good Gravy
Most owners could name their most commonly paired product or service without thinking hard. They don't offer it at the point of sale because asking feels like upselling, and upselling feels pushy. It only feels pushy when it's generic. A specific, relevant, well-timed offer to someone who already trusts the business is a service, not a pitch.
This is where an outside, numbers-first read of the business pays for itself quickly: a coach with no attachment to how checkout has always worked can spot, in one session, the obvious pairing or pricing gap an owner has walked past every single day for years. None of this requires new technology or a bigger team. It requires someone to actually look at the checkout the way a stranger would, instead of the way it has always been built.
Growth sitting inside your existing customer base doesn't need a bigger ad budget. It needs a system.
...and you become the owner who asks the right customer for the right next sale at the right moment.