Enquirer Consulting Group

Reachable Buyer Map

Prepared for James Rehm · Skuuudle · August 2026
Here is the map. Competitor price intelligence has two buyers who want opposite things: the retailer who wants to see the market, and the brand who wants to control what the market shows. Same data, two arguments. This page covers where both sit across the UK, Ireland and Europe, who signs, and roughly how many there are. It describes the market rather than your business, and there is nothing to buy at the end of it.
Grocery, convenience and symbol retail groups
The most price-sensitive market there is and the one where a competitor move is a daily operating fact rather than a quarterly review. Small by count, very large by contract, and the segment where the buyer already believes the problem exists before the first call.
Who signs: trading director, head of category, commercial director, head of insight.
250 to 400
UK, Irish and Northern European grocery, convenience and symbol groups at scale
Specialist and multi-channel retailers
Health and beauty, DIY and hardware, sporting goods, homewares, consumer electronics. The broadest mix of sub-markets on this page. Each sub-market has a handful of dominant names that everyone else watches, so competitor visibility gets bought defensively and renewed without much argument.
Who signs: head of trading, ecommerce director, category buying manager, commercial director. At owner-run retailers, the managing director.
3,000 to 3,600
UK and Ireland retail businesses at 50 or more people
Brands and manufacturers selling through resale channels
The other buyer entirely. They are not watching competitors, they are watching their own products being discounted by people they do not control. Channel policy enforcement is a different purchase with a different justification, and it usually sits in a different building from the retail conversation.
Who signs: head of channel or trade marketing, commercial director, head of ecommerce, brand protection counsel.
6,000 to 7,000
UK and European consumer goods manufacturers at 50 or more people that sell through third-party resale
Wholesalers, distributors and merchants
Long product files, thin margins, and a competitor set that is regional rather than national. Historically under-served by this category because the data is messier, which is exactly why the ones who do buy tend to stay bought.
Who signs: commercial director, head of purchasing, category manager, finance director.
4,500 to 5,500
UK and Ireland wholesale and distribution businesses at 50 or more people
Automotive parts and aftermarket
Millions of part numbers, heavy substitution and no reliable universal identifier, so matching is the hard part and the reason generic tools fail here. Small segment, high technical barrier, low competitive noise.
Who signs: commercial director, head of ecommerce, category manager, managing director.
900 to 1,200
UK and European automotive parts distributors, factors and aftermarket retailers at 50 or more people
Ecommerce-first sellers
Defined by how they sell rather than what they sell, so this group cuts across every segment above. No store estate to cushion a bad week, which means margin is the whole business and the decision moves in days rather than quarters.
Who signs: founder, head of ecommerce, head of trading, margin or revenue manager.
1,200 to 1,600
UK and Ireland online-first retail businesses at 20 or more people

Where the openings are

1
One product, two pitches, and most channels only carry one. The retailer buys visibility. The brand buys control. Written as a single message it lands as neither, and the larger of the two audiences by count is the brand side, which is usually the one not being worked.
2
The buyer is a seat that moves. Heads of trading, category managers and ecommerce directors change roles often, and a new one arrives with a mandate to review whatever the last one bought. A channel built on named roles catches that month. Referral and inbound hear about it afterward.
3
The middle of the market is the underworked band. Retailers and distributors between fifty and five hundred people are big enough to have a real competitor problem and small enough that one conversation with a commercial director settles it. They also rarely search for this category, because they do not know it has a name.
4
Inbound reaches people who already searched. Everyone above has the problem. Only a fraction have named it. The distance between having a problem and searching for a solution is where an outbound unit does its work, and it is the part that cannot be bought as a tool.
Built from public market data: UK and European business registers and national statistical classifications, with workforce bands taken from published employer size classes. Counts are banded deliberately. Very small and owner-only businesses are under-represented in these sources and classification is self-reported, so the figures describe established companies with payroll rather than the whole market.
ENQUIRER CONSULTING GROUP
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