Questions and Answers about Cheerwine

Here's what people have asked and answered about working for and interviewing at Cheerwine.

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What advice would you give the CEO of Cheerwine about how to improve it?

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9. Don't be scared to part with those that underperform.
I don't know if this applies directly to you. However, if someone is not performing make it known to your managers to deal with it. Don't let the bad apples ruin the brand that you and your family has worked generations to build. Hold managers accountable and have them hold their team accountable. If someone is not performing to the expectations laid out to them part ways with them for they will only hurt the overall performance of the team. You have a brand and a name to protect. Do not let the short sightedness of a few hurt the hard-work and dedication of the many.

10. Be proud. You own Cheerwine. The Legend of the Carolinas and beyond.
Let your team know that your are proud of the work that they do. Praise the good. See the bad as opportunities for improvement. Build the brand for Carl and for Joy to carry on into the next generation. Everyone wants the company to be its best and if they don't just look to what I said in #9. Overall, Lead your team. Motivate them to be better everyday. Most of all be proud because you own something special. You own Cheerwine.

An Employee that sees what Cheerwine could be only if it would exploit its potential.

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5. Planned and inspiring Sales meetings
Most of the sales meetings were poorly planned and dry only reviewing last months sales data. The management would sit at their desks away from the sales team and only invite little to no input on performance. The general manager would start meeting based on the latest person showing up instead of the scheduled time. He would not make an attempt to set a clear objective for the next month besides quoting the same growth rate month on month.

My advise would be show the numbers then push and inspire your team. Tell them how to perform better using routes that are doing just that. Show independent c store resets and their results. Show how displays performed versus no displays in say a Food Lion for a week. Challenge your people to be better and set forth a strong achievable goals.

6. Have annual or more frequent evaluations of your team.
Make a company standard for how to perform an assigned job based on the job description. Set a way of grading those expectations and then have your frontline managers grade your team on their performance of those expectations. Then have the managers set goals for their team and have the team set their own goals. Then grade then on if they achieved the goals. The feedback will make your team grow and will allow them to know where they stand.

7. Establish a policy that this is a family business but not an everyone's family business.
I saw way too much favoritism from managers based on this guy was so in so's cousin. This ruins the fairness that a company needs to have in order to retain the best people. Everyone understands that the Richies own Cheerwine, but it doesn't mean that all of the Smiths and the Jones need to work there too.

8. As the CEO use the company email to inspire everyone.
I know you are leader. You would have to be to run a company of this size. So tell us your plans. Let us know how we are doing. Put out a monthly newletter or something about what we are doing as a company for the community or how the business is going overall.

9. Don't be scared to part with those that underperform.
I don't know if this applies directly to you. However, if someone is not performing make it known to your managers to deal with it. Don't let the bad apples ruin the brand that you and your family has worked generations to build. Hold managers accountable and have them hold their team accountable. If someone is not performing to the expectations laid out to them part ways with them for they will only hurt the overall performance of the team. You have a brand and a name to protect. Do not let the short sightedness of a few hurt the hard-work and dedication of the many.

10. Be proud. You own Cheerwine. The Legend of the Carolinas and beyond.
Let your team know that your are proud of the work that they do. Praise the good. See the bad as opportunities for improvement. Build the brand for Carl and for Joy to carry on into the next generation. Everyone wants the company to be its best and if they don't just look to what I said in #9. Overall, Lead your team. Motivate them to be better everyday. Most of all be proud because you own something special. You own Cheerwine.

An Employee that sees what Cheerwine could be only if it would exploit its potential.

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The strength of your brands that you sell are awesome. I sold your product and had people constantly say that they loved Cheerwine almost everyday. I enjoyed having sold a product that is so beloved by the public.

I saw that the company was buying more territory. This made me see that there might be opportunity at the company for me to grow with it.

So, my ways to improve the company would be.
1. Take a year to invest in new fleet equipment and delivery processes.
The sidebay way of delivering soft drinks is outdated. Non carbonated beverage market share is growing and you have to grow with it. Think about a coolift option, delivering on U boats or another option that could potentially speed up delivery in each account. Another option is some beer delivery routes start doing bulk in the morning and finish with a few high volume C store stops each day. This is something that could be done if you invested in liftgates.

2. Take a look at routing.
I constantly saw a lot of opportunities in delivering to customers. Such as why would a Food Lion get two drops? One 30 cases on a Tuesday and 40 on a Friday? Why not 70 on Tuesday? This would free up your bulk delivery drivers. Then you could possibly eliminate a route as driver. Then you could use those labor dollars to reinvest in equipment which you can depreciate. You could also add a sidebay driver where your turnover is the highest which may alleviate some of that turnover and the quality control issues that it causes.

3. Take a look at warehouse operations.
The warehouse that I worked for was set up like a soda warehouse and not a like a growing non carbonated beverage warehouse. The time it would take to pick cases of non carbonated beverages was high-cost in picker walk time. If you invested in a flow rack system you could cut down on pick time and lower overall cost per pick which would lower warehouse operations cost.

4. Train frontline and middle managers on how to be inspiring and professional managers.
Most of your middle management needs to be trained on how to properly manage. I would hear them openly degrade each other or blame problems on each other. They seemed to not want to fix problems with equipment that would DOT wise make trucks unsafe for road use.

Send them to management training class where they could get knowledge and skills from there peers. Have them go to higher performing branches and learn what culture produces the highest returns. Establish a company wide management training program for District Managers and General Managers.

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Pay your peons. Retrain your management.

Answered - Merchandiser (Former Employee) - Arden, NC

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Hire more people so that it doesnt put a strain on the current ones

Answered - Merchandiser (Former Employee) - Asheville, NC

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