Fizzroot Series A
Food and beverage pitch deck built on velocity by store
A grocery investor and a category manager are asking the same question in different words, which is how many units leave the shelf each week. Fizzroot is invented, and its eleven slides are built on that number, broken out by retailer and then taken apart into cents per can.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- Open on velocity, the one number a grocery buyer and an investor both look at first.
- Slide 2intro
- Why a drinks brand lives or dies on the shelf, written as one argument rather than as bullets.
- Slide 3pillars
- Five reasons a buyer stocks it, each one something the buyer can verify rather than taste.
- Slide 4metrics
- Stores, velocity and revenue in one row, because the three multiply into each other.
- Slide 5metrics
- Velocity broken out by retailer, since the blended 3.2 hides where the brand is actually working.
- Slide 6metrics
- One can taken apart, so the thin margin is stated by us rather than found by an analyst.
- Slide 7timeline
- The distribution wins in order, so the store count has a history rather than a curve.
- Slide 8comparison
- What the category manager actually compares at a range review, with our own weak row left in.
- Slide 9pricing
- The trade price ladder, so the margin per can on slide six can be checked against every channel.
- Slide 10investment
- The ask sized to a specific contract, with the margin improvement it buys stated in cents.
- Slide 11closing
- End on the single condition the plan depends on, stated as a number that can be checked.
Slide by slide
Slide one puts velocity and store count on the cover. Slide two is one argument about why the range review decides everything. Slide three is five reasons a buyer stocks it, none of them about flavour. Slide four is stores, velocity and revenue, which multiply into each other. Slide five is velocity by retailer as bars beside six readings, one per channel plus the range review line. Slide six is the cents per can waterfall. Slide seven is six distribution wins in order. Slide eight is the range review ranking sheet with its own weak row on it. Slide nine is four trade prices with shelf price and retail margin. Slide ten splits 2.5 million four ways. Slide eleven states the one condition the plan depends on.
How to adapt this deck
A brand selling through food service rather than grocery replaces velocity per store with accounts and reorder frequency, because there is no range review to survive and the risk is a chef changing the menu. A shelf stable product removes the chilled freight line from the waterfall and usually finds that distribution, not logistics, is the constraint worth funding. A business raising for a first production run rather than a co-packing contract moves the waterfall to the back and puts the minimum order quantity and its cash cycle in its place, since at that stage the question is whether the first run can be paid for at all.
What this audience asks for
Food Standards Australia New Zealand publishes the labelling and composition rules a drink has to meet before it can be sold, and the national trade agency publishes the export and market entry material a brand uses when it looks past its home market. Together they set the two boundaries a beverage plan is built inside. The reason a deck like this one leads on velocity rather than on either of them is simple: compliance is a gate that has to be passed, while velocity is the number that decides whether the listing is still there in twelve months.
What makes this deck work
Three numbers multiply into the fourth
Slide four says 640 stores times 3.2 cases a week times a case price is 2.8 million dollars, and the third card says so in words. A drinks deck that reports revenue without the velocity behind it is asking to be taken on trust in the one place a buyer never does.
The blended velocity is broken apart
Slide five splits 3.2 into 3.9 at independents, 3.4 at the national grocer and 1.2 at convenience, and then says the national grocer figure is the one that matters because it faces a range review. Averages hide exactly the number the business is at risk on.
The range review sheet names its own weak row
Slide eight lists five lines a category manager ranks, with Fizzroot on one of them and a final row headed where we are weak, naming awareness outside Victoria and no media budget. A competitive table with no losing row in it is read as a sales sheet.
Questions people ask
What goes in a food and beverage pitch deck?
Why velocity decides everything, why a buyer stocks it, stores and velocity and revenue together, velocity by retailer, margin per unit, how distribution was won, the range review comparison, trade prices and the ask. This example uses eleven slides and no flavour slide anywhere.
What is velocity and why does it matter more than revenue?
Units or cases sold per store per week. A category manager ranks every line by it twice a year and delists from the bottom. Total revenue can be grown by adding stores while velocity falls, which is the pattern that ends in a delisting, so investors in this category ask for both.
How do I show margin in a drinks deck?
Per unit, in cents, with every cost as its own step. This deck runs a waterfall from 110 cents wholesale down through brewing, packaging, co-packing, chilled freight and trade spend to 23 cents of contribution. A gross margin percentage hides which line the round is about to change.
Should I name my competitors on the comparison slide?
Describing them by type is safer and just as useful. This deck lists an imported premium brand, a supermarket own label, a large house brand and a local small batch brand, each with velocity, retail margin and promotional dependence, which is what the ranking sheet actually holds.
How many slides for an FMCG raise?
Ten to twelve. This one is eleven. Packaging shots and flavour development belong in an appendix or on the table in the room. The deck itself has to answer the velocity, margin and distribution questions in the order a buyer asks them.
Why is a co-packing contract worth a whole round?
Because it moves the margin per unit permanently. This deck says the contract takes co-packing from 14 cents a can to 8, which is 6 cents on every can sold, and the closing slide carries that forward to 1.62 million dollars of contribution at 1,400 stores.
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