Author: Cyndi

book titled business lessons with two hands holding 2 beer mugs full of beer

Top 10 Business Lessons from 2024

Cyndi

Insights to Craft a New Path Forward in 2025

By: Raj Tulshan – Founder and Managing Partner at Loanmantra

As we look back at 2024, beverage businesses reflect on the past year that tested their adaptability, resilience and creativity. Navigating economic uncertainties and leveraging new forms of technology, business owners demonstrated remarkable ingenuity in a post-Covid business world. Here’s a look at the top ten small business lessons. What we’ve learned—and real-world examples of how to put these insights into action.

1. Adaptability and Flexibility can lead to Economic Sustainability.

Small businesses in 2024 faced fluctuating interest rates and inflation. Their sound financial management and steady operations kept them afloat.

Navigating Economic Volatility: One bakery in Chicago got creative with the changes in the market. Sweet Spot Bakery adjusted its pricing model to account for rising ingredient costs. By introducing dynamic pricing based on their real-time expenses, they maintained profitability without alienating customers. Puesto, an Italian restaurant chain from La Jolla, California raised prices 8% during busy periods and reduced them 20% during slower periods. A case study shows they boosted sales by 12% while retaining their employees.

Strategic Cost Management: A small retail store in Atlanta reduced their costs by renegotiating contracts with suppliers. By switching to energy-efficient lighting they saved 15% on monthly operational expenses. Green upgrades to a business may not only offer cost savings but can help businesses qualify for tax breaks and incentives in some cases.

2. Embraced Technology like AI, Automation and Augmented Reality.

  Businesses that found a way to incorporate technology and embrace digital tools and AI flourished. They improved their efficiency, reached new audiences and gave customers a more ways to interact with products, services and brands.

Adopting AI and Automation: Many business owners turned to AI to reduce manual and repetitive tasks. AI-driven software automates bookkeeping, scheduling, customer interactions, and even some marketing jobs. For example, a small law firm in Denver implemented AI-driven document review software and cut their case preparation time by a staggering 30%.

Augmented Reality: Lush Looks Boutique in New York integrated an augmented reality (AR) feature for virtual try-ons on their Shopify store, which increased online sales by 40%. Industries including tourism, real estate and even education are using AR to help consumers visualize themselves in various settings. This is especially important as a new generation of consumers place more value on having authentic experiences and will spend money for higher levels of quality of drinks, foods and experiences.

3. Focused on Customer – Centric Approaches.

  Better understanding and catering to customer needs proved vital for growth this year. And that means establishing a two-way dialogue between beverage companies and their patrons and taking that feedback to put a plan into action. People want to feel acknowledged, taken care of and treated well.

Personalization Matters: FlexFit Studio in Los Angeles used CRM software to send personalized workout tips and promotions, boosting membership renewals by 20%.

Customer Feedback as a Guide: Green Bean Café in Portland added vegan options to their menu after analyzing online reviews and feedback from their clients. Understanding this new consumer segment brought in a 25% increase in local visits.

4. Adopted Shifting Workforce Trends.

  Retaining top talent required flexibility and a greater focus on the employee’s well-being.

Flexibility Retains Talent: Numerous small businesses juggled the balance of remote and hybrid work models, aiming to strike the right balance for their business. In one example, CreativeHive Agency in Austin retained their top performers by offering remote work options and subsidizing their employee’s coworking memberships. This resulted in a 10% productivity boost.

Employee Well-Being is Non-Negotiable: A small landscaping business in Miami introduced mental health days for their staff and even partnered with local mental health experts for their people. This initiative is estimated to have reduced turnover by 30%.

5. Boosted Online Security.

  Protecting sensitive information has become critical in a digital-first world. This is one of the business lessons that will be essential for the future.

Protecting Against Cyber Threats: Many businesses implemented multi-factor authentication and regular employee trainings to reduce cyber-attacks. These proactive approaches helped stave potential data breaches and strengthen client trust. The U .S. Chamber of Commerce has taken a more active role in educating companies on how to ensure their businesses are secure in a digital, online world.

Steps to Boost Cybersecurity: The Chamber advises taking these steps boost security. Use antivirus software and keep all software updated, enable Multi-Factor Authentication, manage Cloud Service Provider (CSP) accounts, secure, protect, and back up sensitive data, secure payment processing, control physical access, back up your data and control access to company data.

6. Made Sustainability and Community Affairs top Priorities.

  Customers increasingly value purpose-driven businesses that prioritize sustainability.

Consumers Value Purpose-Driven Brands: Younger customers put their money where their values are. Many small businesses, like EcoBrewery Co. in Asheville, stood behind their mission and values to attract new customers by introducing recyclable packaging.

Social Responsibility Focus: According to Nielseniq, Gen Z prioritizes brands that align with their ethical and social principles: environmental sustainability, social justice and corporate transparency. Supporting brands that demonstrate sustainable sourcing, eco-friendly packaging and corporate social responsibility initiatives. For this generation, buying a product is not just a transaction but a statement of their personal values and beliefs.

Investing in Sustainable Changes: Businesses turned to local grants and funding to help them create greater value. BrightTech Manufacturing in Dallas installed solar panels on their physical space, reducing energy costs by 20% and earning a sustainability award from a local business association.

7. Adapted to Capitalize on New Opportunities.

  If the past several years has taught business owners anything, it’s that being able to pivot quickly is what can enable them to thrive sometimes.

Pivoting Pays Off: Finding the white space in the market isn’t always about the product or cost. Sometimes innovation comes by way of constraint. A photographer offered virtual photo shoots. unlocking new revenue streams and client base.

Global Opportunities: A startup with large amounts of overhead sourced parts throughout the world reducing their production costs by 25%.

8. Leveraged Support Network Partners.

  Strong partnerships and mentorship provided essential support this year.

Collaboration Over Competition: In St. Louis, several small boutiques banded together for a holiday market, increasing foot traffic and boosting sales for their collective audience.

Seeking Expert Advice: SmartStart Co. in Atlanta was one of many SMEs to join their local chamber of commerce mentorship program. Through their participation, they gained insights that grew their revenue up to 15%.

9. Secured Needed Access to Capital.

  One of the top concerns for small business owners is securing capital. Access to capital is a prime barrier that keeps business owners from starting or expanding their business. This will continue to be a top concern heading into the new year. How important is access to capital for small businesses?

  A study by US Bank found that 82% of businesses fail due to cash flow mismanagement. Almost half (43%) of small businesses applied for a loan last year according to Fed Small Business.

Ready Paperwork for Steady Financing: Business owners plan ahead by gathering documents that are required for financing before funds are needed. For example, many business owners set up a free, secure account at loanmantra.com so that everything needed to secure funding is ready.

Building Relationships with Lenders: Sometimes a line of credit through a local community bank or credit union can enable a business to grow and expand.

Government Programs Are Valuable: Small Business Administration loans grow communities, particularly underserved communities, through small businesses.

10. Small Business Lessons Continue

  These lessons from 2024 highlight the resilience and creativity of small business owners. Applying strategies–from dynamic pricing to customer loyalty programs–businesses are surviving and growing. Carrying these insights forward into 2025 can help craft a roadmap to navigate the new challenges and opportunities ahead.

  Raj Tulshan is founder and managing partner at www.loanmantra.com. Reach him via Linked-in at https://www.linkedin.com/in/tulshan/.

several mean and women standing at the bar smiling and holding glasses of beer and mixed drinks

The Benefit of Getting to Know Your Customers

Cyndi

By: David DeLorenzo

Just like the theme for the beloved TV show “Cheers” says, everyone wants to go where everybody knows their name. Customers feel good when they are acknowledged, when their favorite drink order is remembered and simply when they are treated like a regular at their favorite bar, winery or brewery.

  But developing client rapport is about so much more than ensuring your customers will come back again and again… it can actually impact of safety of your business, protecting you and your staff in the long run.

  Overall, your goal as a business owner is to do just that—stay in business. Running a profitable and responsible establishment is all about being present while serving those that are guests in your restaurant.

  And something as little as taking a few extra minutes to get to know your regular customers, at least on a surface level, can help you avoid getting hit by a large lawsuit due to potentially overserving someone. This could have simply been avoided by taking a little time to engage with customers, especially ones who come in regularly.

  Every establishment is different, and depending on the type of business, each will have a unique dynamic, whether it’s a coffee shop a nightclub or a neighborhood tavern. However, most business owners who have been in this industry for some time have developed an understanding of the mechanisms they need from a safety precautions standpoint. They know how to hire the right people and instill the right protocols to keep people safe and keep their establishment out of trouble.  

  If you’re doing something right, the same people will return, and return often. Establishments that get their fair share of regulars can leverage this to their advantage in multiple ways. Owners have the opportunity to really get to know their regulars, to welcome them into their establishment and make them feel at home by remembering their name or their favorite beverage order. This is a great way to make your customers feel valued, which will likely encourage them to return.

  This isn’t just a feel-good tactic, retaining regular customers is great for your bottom line. Even a 5% increase in improved customer loyalty can increase your profits by 75-95%. Your regular customers are walking advertisements—they will not only come back, they will bring their friends and tell others about your place, too. Regular customers also typically spend more. All these factors are major green flags for why you, and your staff, should focus on developing a personal connection with your regulars. You can even incentivize return customers with loyalty programs, specials and discounts.

  But if you operate an establishment that serves alcohol, one of the most crucial reasons you should get to know your customers is so you can determine if they have had too much to drink on any given occasion.

  When you get to know your regular customers, you’ll not only become familiar with their favorite appetizer or drink order, you’ll get to know their jokes, their mannerisms as well as how they act when they are completely sober—and how they act after they have had a little too much to drink.

  Their demeanor may change once they have had an alcoholic beverage or two. And this is important to pay attention to. This is why it is particularly important to train staff on how to detect whether someone has been drinking before they enter your establishment.

  If a regular comes in completely sober to your knowledge, you and your staff can then watch for those cues once they start ordering some drinks. This is not only for the safety and protection of your establishment, but it’s the ethical common practice of taking care of your customers and ensuring they don’t put themselves into a dangerous situation after having some drinks at your bar—such as behind the wheel of their vehicle.

  As bar and restaurant owners, of course you’re in the business to make money, to create a place of community for people to come eat, drink and be social. But you must also take on the responsibility of ensuring, to the best of your ability, that your customers can get to their next destination safely once they walk out the door.

  It’s also important to conduct your establishment according to the law… particularly in the face of the trend wherein lawsuits are getting funded like businesses.

  This trend involves private equity money going to help fund lawsuits for people that get into accidents and want to fight the insurance companies. With more capital, attorneys are able to stretch out their cases, and they are able to take on more cases.

  In cases like this against an establishment such as a bar or brewery, you have a more sympathetic jury and social inflation working against you. From a social standpoint, people look at the establishment, whether it’s a bar or tavern, as the corporate bad guy. Regardless of the facts and characteristics of the case or what actually happened, this can become a bad situation for the establishment and the defense attorneys that are representing them. It becomes more and more difficult to fight it off when the plaintiff’s attorney is being funded by a lot more money through private equity.

  This, in particular, is why it is more important than ever for bars and establishments that serve alcohol to have air-tight protocols, solid and ongoing staff training and other safety practices in place. Training employees on the necessary rules regarding serving alcohol should be coupled with training them on how to determine whether someone may be inebriated, or on their way to that point.

  I cannot stress enough the importance of timestamped video surveillance in and around your establishment. Have it, and hold onto it for at least 30 days.

  Depending on the type of establishment you operate, having security personnel outside your facility, such as in the parking lot, as well as at the door, is also essential. Having proper documentation in place, and having it easily accessible, is also important. Having the right documentation is only half the battle—you have to be able to prove you have it when the time comes.

  Overall, developing personal relationships with your customers is primarily about enjoyment from everyone’s perspectives. Hopefully, in the course of your business, a lawsuit will be a non-issue. But something as simple as awareness of your customers—who they are, what they order and how they act based on that order—can be an undervalued safety tool that you and your employees should all take into consideration.

  Out of his passion for serving the restaurant and hospitality industry, David DeLorenzo created the Bar and Restaurant Insurance niche division of his father’s company The Ambassador Group, which he purchased in 2009. For more than 20 years, he has been dedicated to helping protect and connect the hospitality industry in Arizona.

For more information visit…

barandrestaurantinsurance.com

astronaut standing on moon holding a glass of beer

Revolution & Evolution of Our Drinking Culture

Cyndi

By: Hanifa Sekandi

It is 2025, hold on to your beverage marketing seats, this ride is about to get interesting. With health, wellness, and affordability at the top of consumers’ minds, beverage marketers must rethink their approach to appealing to consumers. Balance is key and this is what people seek. People are looking for beverages made with quality ingredients at affordable prices. The more in-know consumers become, courtesy of social media platforms like TikTok (which followers deem the people’s University) the more eyes will be on your brand and every detail will be scrutinized. The beverage industry is experiencing a revolution that requires brands to evolve and expand.

  Before diving into the future, it is essential to take an expedition back to the past and look at how beverage trends have evolved. Also, cultural shifts are new or borrowed from the past as trends tend to be cyclical (think wide-leg jeans and bell bottoms), simplifying their lives and but full of meaningful experiences. When looking at the popularity of the vintage consumer goods market and how vintage merchandise from beverage brands is valued, the adage “never throw out a timeless item” holds. Beverage brands have leveraged this and implemented elements from decades past marketing strategies into current campaigns. The rebirth of vintage merchandise will be a trend to watch. It will surely become popular among brands during this beverage revolution.

Beverage Marketing of Yesteryear

  A cultural shift brands will see in 2025 is value-added marketing. What does this mean? Brands must clearly state what value their beverage adds to their consumers. Marketing strategies need to be clear and concise. The pomp and circumstance that captivated consumers in the last decade is over. Even the luxury goods market is seeing a shift in consumer response to out-of-touch marketing campaigns or campaigns that push social issues while selling their products. Brands need to understand their place in the lives of their consumer. Brands that refuse to adapt to this shift will lose favor.

  What beverage brands can borrow from marketing strategies from the fifties to the nineties is relatability. During this time, beverage brands understood that it was their job to fit into the consumer’s lifestyle rather than trying to entice consumers to fit in with them or join a movement. Yes, adorning adverts with celebrities by beverage companies was certainly not unusual, but seeing everyday people in advertisements was the norm. Casting an unknown who would become the face of the brand appealed to the aspirational dream that anything is possible. Depicting families in wholesome interactions also demonstrated to consumers that family is the cornerstone of society and as a brand we are here to support this ideal.

  Consumers could see themselves in marketing campaigns, this would be more than enough. Modern marketing focuses on what could or should be. Who are brands to decide who or what consumers ought to be? This evolution will spur a revolution of consumers demanding their agency back and hence their buying power will teach brands now more than ever who they should be to their desired consumer. With this evolution, brands will become the student and the consumer the teacher.

Is the Party Over?

  It is not that people do not like to imbibe or celebrate over a good cocktail. The issue is that modern marketing has lost its connectivity. Consumers recognize this in every facet of consumerism. This has led them to look to the past. Their childhood, their parent’s childhood to find glimmers of simplicity and joy. Consumers desire relatability. When looking at an advertisement from Budweiser in the 1950s, the social milieu of that time is quite evident, stereotypical, at times questionable, sometimes even offensive and, for some, sexist. These advertisements not only performed well but also spoke authentically to the consumer because society was family focused. Beverage brands also knew that their beverage was an optional choice. Marketers knew they needed to position themselves as something that fit an existing lifestyle. This is the shift that is taking place in drinking culture. How does your brand fit?

  The working woman also wants to entertain her family or her significant other in the comfort of her home. She loves her independence but also loves having people to lean on. The modern man does not find joy in being alone at the bar. Modern advertisements that highlight single and lonely patrons at the bar do not speak to the sincere desire of consumers. People feel disconnected and desire connection. The idea that drinking alone is empowering will not support the evolution of drinking culture. Nor does it capture what people truly desire. Also, loneliness is not a trend. It is a state of being that most do not long for in their lifetime even with a drink in hand or otherwise.

  Ads that target a small segment of society to the greater whole should be abandoned. This does not mean that brands should not focus on their targeted consumers; it means that they should lean away from social ideals that do not reflect the consensus of the modern consumer. Moreover, marketing strategies should focus on lifestyle rather than current societal norms or politics. Customers are influenced by the choices of their peers and beverage companies should keep this in mind. Believing your brand is so influential that it controls how people feel about life and their decisions; is a road no brand should walk down in 2025 and onward.

Lifestyle Focussed Marketing

  Brands that seek inclusivity should consider this when crafting their beverages. Consumers desire access to products free from seed oils, harsh preservatives, and additives. It is about access and, therefore, should be quality regardless of the price point. Marketing your beverage at low prices with low-quality ingredients paired with a marketing strategy displaying that this brand is for everyone is misleading and dishonest. Everyone should have access to good-quality beverages made by brands that do not cut corners for profit.

  High-end brands are not simply aspirational because they signify an elevation of status. The appeal is also the quality of the beverage as it conveys vitality when consuming this beverage. Your beverage may contain low-quality sweeteners while other market choices consist of honey, monk fruit, or maple syrup. Understandably, you should consider costs when making a beverage and cheaper ingredients may save money in the short term, but as consumers become more knowledgeable about ingredients, it will impact sales and long-term profits. A seasonal beverage consisting of low-quality ingredients sold during the holidays may get a pass but one sold throughout the year may experience a dip in sales over time.

  It is essential to think ahead and move with the changing times. Reformulating your current product line is a good start. It will also allow your brand to revamp its branding and marketing strategies. New and improved campaigns perform quite well. It also demonstrates a commitment to your consumer.

  It has been a long time since brands have been under the microscope. The 2000s ushered in what consumers see today from beverage brands. Brands pushed the envelope with marketing campaigns. While doing so exhausted their budgets on being the next best beverage, and this worked. It complimented the culture of the time. Drinking culture is shifting once again. It is a fast-moving evolution that has its foot in the past but also the future. A future where people value the nostalgia of their childhood. A time when beverage brands were a fixture during sincere moments of joy and laughter.

woman smiling and checking brewery equipment

How Employee and Community Engagement can Lead to Better Sales

Cyndi

By: Earl Sullivan

The traditional model in business is sell at a higher value than your costs.  When things get tough, you cut your costs and that boosts your bottom line.  However, I take a very different approach to growing our bottom line. 

   I believe if you take care of your employee, they will take care of the customer and that will take care of the profit.  Employee engagement has multiple positive effects that extend beyond just the sales cycle.  By engaging with your employees, you get to understand just what makes them tick.  Are they purpose driven?  Are they money motivated? Are they seeking positive affirmation?  Each employee will have a different motivation and how you approach, coach and reward each of these people will be just as different as well.

  Housing insecurity and food insecurity are the two biggest stressors in hospitality workers lives.  If they were working shift work, depend on tips or if they are dependent on your business being busy to have hours, they will always have the risk of being without enough pay to meet the essentials.  Can you adjust your staffing to accommodate more consistent hours or fewer staff so that all the staff get more hours.  There is obviously a risk that if someone is sick and you do not have additional people to bring in, you can get challenged but a dedicated employee has so many more benefits than just someone showing up.  At our winery, all the full-time employees are salaried with full healthcare, retirement plan and additional benefits that allow for them to just have this one job. 

  To meet the threshold for an exempt employee, they must be independent of a manager and lead their own efforts.  Each of our employees has sections of the business that they are responsible for in addition to working in the tasting room several days a week.  This includes items like: retail sales, community engagement, social media and marketing and corporate sales.  These additional responsibilities have their own corporate goals and they are managed by the employee.  The employee reports up to the ownership on a bi-weekly basis to update against the goals while using the time to get mentoring and feedback all the while they are managing their own portion of the business.  This process engages them at a different level in the company thereby tying them to our mission in a more meaningful way.  This security and “binding” work together to create longevity, but more importantly, a sense of purpose for the company’s wellbeing. 

  Now that you have secured the employee, your job is to direct them to secure the customer.  Do they have the authority to fix an issue, give a gift, upgrade a customer, or sneak them into an exclusive event?  If they do not you are limiting your best tools to get customers more engaged with the brand. 

•    How would you feel if you got a comped glass of wine because you had just experienced a bad day? 

•    What would your dedication be to a winery that “found” two extra tickets to an exclusive event? 

•    How would you feel if you were at the winery and mentioned your anniversary dinner and the person taking care of you called ahead and paid for two glasses of champagne to be delivered as you sat down. 

  These are all things our associates have done without having to ask for permission.  The person that got the comped glass of wine has spent over $10,000 at the winery this year alone.  Freeing the hands of your tasting room associates is not without guardrails.  If you do it indiscriminately or inconsistently it will not work.  It must be done with intention and intention requires big picture guidelines.   No, they are not allowed to raid the cellar and take the last bottle of that special vintage but they can get into the cellar with a predetermined list of wines available to enhance the customer experience.

  Our team has a set of hospitality guidelines that are both internal centric (how we treat each other) and customer centric.  As long as the employee is following the guidelines, they are free to do whatever they feel is appropriate for the guest experience.  As we tell them daily, every time that door opens you have the opportunity to make someone’s day.  A bad day can be made better, a regular day can be made special or a good day made beyond memorable.  Each guest interaction can be a magic moment if your team is trained and more importantly empowered to make those decisions.

  We have taken care of the employees and they are in turn taking care of the customers.  With all of this, our profits should follow.  Should is a strong word if you are not monitoring and mentoring the team.  Just because they have security and buy-in and the training and empowerment to do the work does not mean it will be intuitive or that it will naturally flow.  Mentoring and monitoring the team is a critical step in making sure all the efforts that you have put into creating a memorable moment actually come to fruition. 

  It is simple physics,  an object in motion will stay in motion and an object in rest will stay in rest without a gentle nudge – gentle being the key word.  If you are overbearing in the process, you will discourage the independent, reasonable, and prudent thought that is necessary to make good decisions.  Giving good direction is necessary for even the most independent and self-sufficient employee.  No one will ever think through the issues more than the owner/manager will.  They see the big picture (since that is their job) and have the ability to direct the team based on where the company is going versus where it is.   Employees with good training, a guideline, and a nudge in the direction the company is headed will be the greatest asset to making sure your customers are taken care of in a meaningful and intentional manner.

  Now you need to ask:  Have I taken care of the biggest concerns of my employees so that they are able to come to work engaged.  Have I given proper guidelines so the engaged employee can be proactive?  Have I done this in a consistent manner so that the employees feel empowered and understand it is important?  I believe that if you answer is “yes” to these questions your employees and customers will be much more satisfied leading to a stronger business with higher profits.

About the Auhtor

  Starting in 2008, Earl Sullivan made his first red blend.  Since that, he and his wife have grown their winery into an award-winning winery that has been featured in Forbes, The Wall Street Journal, and Sunset Magazine to name a few.  They produce 10,000 cases of award-winning wine in Garden City, Idaho and run a hospitality consulting firm focused on high touch hospitality across a wide range of business sectors. Contact Earl at earl@telayawine.com.

Food testing with unlocked access

Unlocking Flavor Secrets: Guidelines for Food and Beverage Sensory Analysis

Cyndi

Your benchtop samples are getting rave reviews from your colleagues. You’ve dialed in a winning flavor, and internal assessments show the taste and appearance remained stable during shelf tests. Before you move into scale-up, however, the project brief recommends sensory analysis. Sensory testing your food or beverage innovations helps ensure you satisfy taste expectations and achieve in-market success. Our technical team outlined guidelines you can use to evaluate your next new formulation.

Unlocking Flavor Secrets: Guidelines for Food and Beverage Sensory Analysis – FlavorSum

Using Design and Data to Boost Cider Sales

Cyndi
glass full of cider with American Cider Association on it and includes 2024 CiderCon Portland Oregon Cider Share

By Becky Garrison, Staff Writer 

During American Cider Association’s annual CiderCon convention held January 16-19, 2024, in Portland, Oregon, Shannon Hiller-Webb, Principal of Prosparus, a Portland-based strategic CPG food and beverage-focused consulting company, spoke about the role of label design in increasing cider sales. While 72% of American consumers state they base their purchase decision on packaging and design, Hiller-Web notes that cider is one of the only beverages to lack iconic packaging when compared to beer cans and wine bottles. In her talk, she focused on how cider makers can utilize both their creativity and data-driven insights to create the type of label that can communicate to these customers a cider brand’s unique story and align a cidery’s values in sharing claims and certifications. 

Shannon Hiller-Webb Headshot
Shannon Hiller-Webb

Defining Packaging for Cider

While canned cider remains in its infancy, Hiller-Webb points to how technology is changing as the evolution of aluminum ciders enables ciders to have a long shelf life. This move towards cans matches the consumer demand for on-the-go convenience and more sustainable options. 

Even though glass conveys a premium perception to the consumer and optimal preservation for the cider, Hiller-Webb notes how grocery stores don’t like gaps between bottle and can heights. “As groceries try to reclaim this gap and might start to limit bottle selection as cans are moving more. Also, there’s less likelihood of breakage with cans when transporting them to the store and displaying them on the shelves,” she observes. 

Sensory Experiences in Packaging

When launching a new product, Hiller-Webb recommends examining the packaging material to see how a particular cider’s product story differs from the sensory experiences promoted by other ciders. In this current cider market, there’s significant innovation in terms of packaging. These innovations include: sleek and matte finishes, change colors or reveal photos based on the temperature, glow in the dark, 4D high definition, and an interactive QR code on the label. While color and typography are huge elements in a label design, she recommends also looking at texture noting “Texture is one of the other senses and we’re looking for a full sensory experience and how that consumer is engaging with your brand.” 

In addition, the ability of consumers to touch the package is very persuasive due to a concept called psychological ownership and the endowment effect. As Hiller-Webb stated, this means that once you’ve touched something, you’ve created a memory, thus starting the bond between brand loyalty and the consumer. 

Another component is emotive and engaging copy. Is the copy informative while creating a delightful distraction that delivers gratification and deeper connections? Adding sound to the brand experience can define how consumers engage with a cidery’s website and social media platforms they engage in your social media.

Data and Consumer Values 

The top five items that shoppers are looking for on a cider label are no sugar added, made with real ingredients, no high fructose corn syrup, no artificial sweeteners, and all-natural. Also, adding the region where the cider was made is important to regional sales but has no impact on national sales. In addition, non-alcoholic beverage sales have increased by 20% in the cider category. 

Among the top trends in cider are no sugar, and low sugar ciders. While no or low ABV cider are increasing in popularity, there’s also a rise for cider above 8% ABV. In addition, the 12-ounce can is growing at 7%, as well as an increase in online sales. Apple remains the number one cider making up 60% of retail sales in both large and small cideries with 80% of the cideries producing less than 25,000 gallons.

As per statistics, those who consume cider are younger (21-54), gender-balanced, and primarily white along with Hispanic and mixed race. They are well-educated and understand their health and wellness goals. Also, they earn a higher income, which allows them to travel and experience some unknown and new cider flavors.

Of those consumers surveyed, 63% enjoy premium craft products and 50% say that taste is the reason they drink. Among those 22 to 34-year-olds, 87% agree that flavors drive their choices. In terms of which flavors appeal to cider drinkers, 17% are seeking nostalgic flavors, 27% are looking for limited-time seasonal and new flavors, and 11% are looking for internationally inspired flavors. Berry ciders rank the highest with stone fruit coming in second and citrus ranking third. 

When assessing the values that govern these consumers’ buying decisions, the data indicates they want to support local and especially hyper-local partnerships and collaborations between local companies. These informed consumers make their financial decisions based on a cider maker’s sustainability practices, stewardship, and ethos. They want to know how a cidery is sourcing their fruit and how this fruit is processed. Among those consumers survey, 61% agree environmental issues are having an adverse impact on their current and future health with a 34% repeat rate brands with over > 50% sales from products making sustainability claims. 

Also, with one in three Americans pre-diabetic, consumers are looking for products that address health concerns such as high cholesterol, high blood pressure, and diabetes. When buying food and beverages, 30% of consumers seek items with low sugar and 29% of consumers look for no added sugar with a 112% increase in searches for “sugar free alcohol.” In particular, the uptick in consumer use of GLP1 weight loss drugs has had a significant impact on the alcohol industry overall. 

As cider is social, Hiller-Webb recommends that cideries explore how to create community interaction and activation of their 1,000 true fans. The number represents the baseline of those who will use their networks to further spread your message. She suggests humanizing the cider experience with consumers by taking them on farm tours and pressing days either virtually or in person. Be sure to demonstrate what factors led a cidery to support the specific causes that they do. 

Armed with this data, design a marketing strategy specifically around how these values and demographics align with one’s company values. How has it been conveyed on the packaging to reach an audience, and what is their motivation to purchase? 

For example, those B Corp Certified cideries who put their B Corp label on their ciders will see a 46% growth in sales. Conveying on the label that a cidery is women or minority-owned will result in an 81% and 232% jump in sales respectively. Also, sharing claims relating to regenerative agriculture or carbon impact on the label will result not only sales growth but also more positioning on shelves and in stores. In addition, putting minority and woman-owned certifications could result in lower trade show costs, lower import-to-export fees, travel benefits, and government accounts in those facilities that prioritize minority and women-owned operations. 

In terms of retail and e-commerce sales, those cideries with four or more certifications can see an 8% rise in retail sales and 5% in e-commerce sales. Also, optimizing search engine optimization (SEO) will result in a 5% sales lift. 

Since COVID-19, Hiller-Web has seen a lot more QR codes on cans and bottles. She encourages cideries to recognize that a QR code can be a fun and playful way to create brand awareness on the bottle or can. Among the innovations she’s seen in these QR codes include directing customers to recipes for cider cocktails, a listing of the company’s sustainability goals, a deeper explanation of what’s in the bottle or can, a video of the production produces, and a tour of the tasting room. 

Positioning Cider Labels in the Marketplace 

Hillel-Webb recommends conducting observational data forensics. With the retailer’s permission, go into the store with a cider that’s ready for market. Place it somewhere alongside other similar merchandise and take photos. Ask these questions: What do you see? What stands out? What’s missing? What are the observable packaging differences such as the artwork, color, fonts, certifications, price, and size? What’s working? What’s selling? How many facings do you have versus your competitors? Are they double stacked, indicative of high movement sales? 

Also, talk to merchandisers to see what are they seeing and hearing from the consumer.Providing a retail buyer with a particular cidery’s internal and external data with a focus on local data pertinent to their store will result in them moving this product as it shows them that this cidery has done the necessary legwork.

Look at where products are placed elsewhere in the store beside the cooler. Then look for cross-merchandising opportunities. Ask the local grocery retailers for basket data. Also, while over 70% of shoppers overall prefer shopping in brick and mortar stores, they use online shopping primarily for purchasing staples. While cider is not listed anecdotally among the lists of staple items purchased online, obtaining basket data for both in-store and online sales points to what items consumers are also purchasing when they buy a particular cider. This data can suggest possible cross promotional opportunities with other products. 

Another way to obtain retail observation data is to go to a retailer and take photographs of the cider in the store. Is it standing out? Is it holding up to the lighting? Does it hit with the stickers and shelf tags? Where would this new product be placed with this merchandiser? What education might be needed to go to the retailer that they can then pass on to the consumer such as providing educational materials that might come in with the pallet or in-person education with buyers and consumers?

Gathering and organizing with other cider makers will create advocacy when going to these retailers to prevent the large companies from creating marketing plans. Also, consider becoming a collective if several smaller cideries wish to target the larger commercial markets. The highest number of grocery retailers are still the mom-and-pop small chains that dominate 70% of the market across the nation. 

When debating which ciders to bring to the retail market, Hiller-Webb states one needs at least three SKUs (Stock Keeping Units) before a buyer. “They want to have a choice and be able to have enough product to represent the diversity of your company. Also, as heartbreaking as it may be, be willing to pass on including any favorite and award-winning ciders that aren’t selling as well as other ciders. 

Other questions to explore is if channels have been explored beyond retail like cruise lines, hotels, and institutions. How is local, regional, and national distribution being prioritized? These are different audiences with different considerations on a cider label. Hiller-Webb reflects, “Don’t treat everyone the same across the country but target labeling to appeal to those demographics in those geographic markets you’re targeting.” 

For more information about this research, contact Shannon Hiller-Webb at shannonh@prosparus.com. 

What Kind of Still Makes a Better Bourbon?

Cyndi
photo of 2 men standing in front of a bourbon still equipment

By: Kris Bohm: Owner of Distillery Now Consulting LLC.

Ask a distiller this question and you will hear different answers from every person you talk to.  Spend some time in Kentucky and you will hear that good bourbon is only made on continuous column stills. Step foot into a modern craft distillery and the distiller running the place may tell you that the best type of still is a hybrid batch still. Ask a distiller who distills using old world methods and their equipment of choice is often a pot still. Why this topic is eternally debated among distillers is that all three of these opinions are correct. What makes it so tough to sort out this debate is that just as great whiskey can be made on all types of stills. It is important to note that not so tasty whiskey can also be made on all 3 types of stills when not produced properly. Let’s weigh the pros and cons of each type of still and look at a few respected distilleries who are utilizing their preferred distillation method to produce world class whiskey.

  How each type of still functions is an excellent starting point to unpack the debate. The design of a still plays a strong role in the profile and character of spirit it will produce. Each type of still utilizes a different design to extract the alcohol from the distillers beer. The difference is how the alcohol is distilled from the beer and rectified plays a strong role in the character of the spirit. This pronounced difference is subtle to the average person but the difference is distinct to a trained palette. This difference is so distinct that if a distiller were to take two identical batches of beer and distill it on two different types of still the difference in flavor can be remarkable.

  Pot stills are the oldest and well known style of distillation equipment. Pot stills, while effective, are not very efficient at separating the chemical components of a distiller’s beer. When a beer is distilled in a pot still the spirit that is produced from the first distillation is known as low wines. These low wines are an unsavory spirit that is normally around 40% ABV and not suitable to be drunk nor barrel aged. To fully distill a whiskey on a pot still the low wines must be redistilled to fully separate the unwanted components from the spirit. During the second distillation the distiller makes their cuts to separate the heads, hearts and tails. The hearts which can be anywhere from 55 to 70% ABV are kept and then diluted a bit before being put into a barrel to age. When a distiller is working with a pot still they will typically double distill the spirits. When distilling using this type of equipment the decision of the distiller when to make their cuts plays a critical role in the overall profile of the spirit. Spirits that are pot distilled are often described as heavier, oily and more flavorful when compared to spirits distilled in other ways.

  Hybrid batch stills share many similarities to pot stills in that both pots and hybrids are batch distillation systems in which a single batch of beer is distilled all at one time. A hybrid still differs from a pot still in that there are internal components in a hybrid still that increase rectification, which in turn increase the alcohol concentration that is produced by the still. Because of this design in hybrid stills they are operated by doing a single distillation to produce a spirit that is ready to be barreled. During this single distillation the distiller makes a heads and tails cut. The ABV of spirits from a Hybrid still is normally a bit higher than spirits from a pot still. This is due to the rectification that occurs on the plates of a hybrid still. The spirit that comes off a hybrid still tends to be a bit cleaner and more neutral when compared to pot distilled spirits.

  Continuous Column stills are drastically different in operation and theory when compared to pot or hybrid stills. A continuous column still distills alcohol from a beer by continually injecting beer into a plated column that strips the alcohol from the beer and then continually rectifies the spirit while also removing a portion of the spirit which is referred to as the hearts. Continuous columns are known to produce spirits that are lighter in flavor and less oily when compared to pot distilled spirits. Continuous columns also have a very high output when compared to pot or hybrid stills. There is considerable rectification that occurs within a continuous column and as a result the spirit is noticeably different when compared to pot distilled spirits.

  A wonderful example of all styles of distilled bourbon coming together is happening right in the heart ofTexas. The great folks who run the Milam and Greene Distillery in Blanco Texas have found a unique balance between pot distilled bourbon and column distilled bourbon. At their distillery the bourbon is being distilled using the old world method of double distillation utilizing a pair of Vendome Copper stills. The whiskey distilled by Milam and Greene is a bourbon that is rich and full of character emphasizing the grains in the spirit that stand out. While distilling flavor forward bourbon in house on pot stills Milam and Greene also brings in whiskey from other distilleries to blend. This outside bourbon comes from a distillery that runs a continuous column still, thus there is a distinct difference in the two types of bourbon that can be found aging in the Milam and Greene barrel warehouse. One of the popular and unique products offered at the distillery is their Triple Cask Bourbon. This creative whiskey is a blend of pot distilled bourbon from their own distillery that is blended with spirits from two other distilleries. The spirit is rich in character and stands proudly as a heavily awarded bourbon among its peers in Kentucky and Texas. 

  When it comes to selecting the best still for making whiskey there are many factors to consider. Output of the equipment and budget are two of the most important. Pot stills and hybrid stills such as those found in many craft distilleries have a smaller capacity to produce. Small still can only produce a few dozen barrels of whiskey per year. In comparison continuous column stills typically produce thousands of barrels per year. The cost to produce thousands of barrels annually can be beyond the budget of goals for many start ups. Which leads to the decision to do pot or hybrid distillation. If you are trying to make the decision on which still is right for you, drop us a line and we can help you make that decision. In the meantime have a sip of good bourbon and savor the years of hard work it took to make that spirit.

About the Author

  Kris Bohm of Distillery Now Consulting. When Kris is not debating the merit of distillation methods you can find him traveling the world by bicycle.

Packaging & Processing Operations: Staying Afloat in the “Data Lake” 

Cyndi
photo showing computer data streams of all colors

In an era dominated by digital transformation, the packaging and processing industries increasingly rely on big data to streamline operations and enhance efficiency. Central to this revolution is the concept of the “data lake”—a vast, dynamic repository that stores and secures colossal amounts of raw data. PMMI’s white paper, Transforming Packaging and Processing Operations, offers a deep dive into the challenges and opportunities associated with data lakes, revealing how industry leaders leverage this resource to gain a competitive edge.

Understanding the Data Lake

  A data lake serves as a central point where businesses can store unstructured data across various sources until needed. One of the unique features of a data lake–and this distinguishes them from data warehouses–is that they are not schema-in. This means they can take in raw data in its native format without changing any of the data attributes from the source. They only apply schema to the data on the actionable side of the data lake once it has been processed for analytics, making it schema-out. Data warehouses, on the other hand, are schema-in, meaning the data must be structured before coming in.

  Data lakes are helping manufacturers solve concrete problems. With the schema-out structure of data lakes, manufacturers organize what information they need when they need it. This flexibility makes it an invaluable tool for machine learning, analytics, and real-time reporting, helping companies to react swiftly to market changes and internal demands. On the other hand, manufacturers must define their data needs with a schema-in structure before using it. And in most cases, they only end up using a fraction of the data.

  The packaging and processing industry is increasingly seeing the potential value of data as an asset. It is being used to measure and enhance business performance and operations, with applications including:

•             Measuring performance and downtime

•             Developing and tracking KPIs

•             Driving operational improvements

•             Performance opportunities

•             Analyzing equipment

•             Processing performance vs. expectations

•             Tracking quality and production metrics

•             Analyzing business operations

•             Driving, planning, safety, BOMs, specs, and operations improvements.

  For example, a quality problem—whether it is beverage contamination or a delivery that doesn’t meet specifications—can mean a dreaded slog through uncontextualized (or even paper) data to find out what happened. Moving to a data lake turns this process into a much simpler query that can be done in minutes. Proactively creating traceability reports means that manufacturers can quickly identify the underlying issue and pinpoint just the affected units, keeping products on the shelves and ultimately protecting consumers and the bottom line.

  Finally, predictive maintenance is often considered the pinnacle of data-driven manufacturing. According to another report by PMMI, Trends in Remote Monitoring, the ability to use predictive maintenance was seen as either somewhat or very important by 83% of end-users. Reduced machine downtime is a major factor in end-users specifically investing in predictive and preventative maintenance, with 92% of end-users citing machine downtime as a very or somewhat important factor. Data is the foundation and requires a combination of people, process, and technology expertise. Without enough data and the right data architecture, it will remain elusive.

  Data lakes are the foundation to process and analyze immense amounts of sensor data in real time and then visualize it to enable pattern recognition. This opens the door to testing and training machine learning models on historical sensor data to identify the precursors to machine failure. As manufacturers and their technology partners fine-tune these models, they become increasingly adept at predicting machine failure far enough in advance to perform necessary maintenance to prevent failure.

  However, the Transforming Packaging and Processing Operations white paper shows that while data lakes are widely acknowledged for their potential, many companies in the packaging and processing sectors are not fully tapping into this potential. End-users and OEMs alike admit that there is significant room for improvement in how they utilize data to enhance operational efficiencies and drive business growth.

Challenges in Data Management

  One of the primary challenges in managing a data lake is ensuring the quality and consistency of the collected data. PMMI’s findings indicate that data management practices vary widely, from manual data entry to sophisticated AI-driven analytics platforms. This inconsistency can lead to data reliability and usefulness issues, potentially turning a data lake into a “data swamp.”

  Security is another critical concern. As companies move more of their operations to the cloud, they must protect data against breaches and theft. According to the PMMI white paper, data governance and security challenges emphasize the need for robust strategies to manage and protect the vast amounts of data collected and stored in data lakes. This includes concerns about interoperability and sharing data across different platforms and stakeholders while ensuring data security and privacy.

  One end-user participant in PMMI’s research pointed to the importance of storing data in the cloud so that it can be shared across organizations and noted, “the more data you have, the more value you’ll create at the data lake” and “the more people who have access to the data, the more that value can actually be realized.”

  However, data security and confidentiality concerns can prevent data from being shared and fully leveraged. These are often the most common threats within IT teams in factories and can lead to tension between IT and OT teams. The white paper suggests that action is needed to bring IT and OT leaders together and to involve IT specialists more in discussions about data analytics. Although the technology to leverage data offers “tremendous economic benefits,” very real risks can be “profoundly expensive to the organizations if any of these security vulnerabilities get exploited.”

Leveraging AI and Advanced Analytics

  Artificial Intelligence (AI) and machine learning are playing increasingly critical roles in navigating the complex data landscapes of the packaging and processing sectors. The rise of artificial intelligence and advanced analytics has transformed the potential of data lakes. These technologies allow companies to predict trends, automate decision-making processes, and optimize operations in ways previously unimaginable. For instance, as previously noted, AI-driven predictive maintenance can anticipate equipment failures before they occur, minimizing downtime and maintenance costs.

  The integration of AI extends beyond maintenance. It’s also transforming operational processes by enabling the analysis of vast data sets to identify inefficiencies and optimize production lines. AI’s potential to offer predictive insights can lead to significant improvements in both productivity and operational reliability.

  The Transforming Packaging and Processing Operations white paper underscores the varying degrees of AI integration across the industry, with some companies at the forefront of innovation and others just beginning to explore the possibilities. The common thread, however, is a clear recognition of the need to invest in these technologies to stay competitive.

Collaborative Efforts and Industry Standardization

  PMMI’s white paper stresses the importance of collaboration and standardization to maximize the benefits of data lakes. By sharing data and analytics tools, companies can gain insights that would be unattainable in isolation. Standardizing data formats and analytics processes can also facilitate a more seamless integration of new technologies across the industry.

  The PMMI white paper highlighted several collaborative initiatives, such as the Vision 2030 series and the OpX Leadership Network, which are focused on developing industry guidelines and best practices. These efforts are essential in fostering a more integrated and efficient data management and utilization approach.

Future Directions and PACK EXPO Southeast

  Looking forward, the report suggests that embracing data-driven strategies will be crucial for the packaging and processing industries. PACK EXPO Southeast (March 10-12, 2025; Georgia World Congress Center, Atlanta) offers numerous resources, such as Innovation Stage presentations and networking opportunities, to aid in this transition. These gatherings allow industry leaders to share best practices, explore new technologies, and form partnerships that can help them navigate the complexities of data management.

  The three-day event comes on the heels of a successful PACK EXPO International, the largest packaging and processing trade show this year. PMMI forecasts a convergence of 7,000 attendees to Atlanta from consumer-packaged goods and life sciences companies based in the Southeast to witness innovation in action, learn about the latest industry trends and topics, and network for brand and professional growth. PACK EXPO Southeast will feature 400 exhibitors displaying the latest solutions and technologies for 40+ vertical markets over 100,000 net square feet of exhibit space, making it a perfectly sized show where attendees can explore many solutions yet have a personalized experience and meaningful interactions to address their specific needs.

  As the packaging and processing industries continue to evolve, the role of data lakes will become increasingly central. By addressing the challenges of data management, harnessing the power of AI, and fostering industry-wide collaboration, companies can unlock the full potential of their data to drive innovation and efficiency. The insights from PMMI’s report and the resources provided at PACK EXPO Southeast are invaluable tools in this ongoing journey, helping businesses stay afloat in the vast data lake and thrive in these turbulent digital waters.

  Dive into the innovation epicenter and discover answers to your packaging and processing challenges at PACK EXPO Southeast. Taking place in one of the U.S.’s most vibrant manufacturing hubs comes the new PACK EXPO Southeast (March 10-12, 2025; Georgia World Congress Center, Atlanta). Discover the future of packaging and processing at the most comprehensive show in the region offering crossover solutions for any of today’s biggest manufacturing needs to 40+ vertical markets. Brands will find the Atlanta location, a manufacturing hub of the region, convenient and easy to access for teams to attend, assess the latest technologies, learn from leading industry experts, and make valuable connections to meet current or upcoming projects. For more information and to register, visit packexposoutheast.com.

The Role of Visual Storytelling in Craft Beverage Marketing

Cyndi
photo showing multiple cell phones with photos and other images

By: Jake Ahles, Morel Creative

In today’s competitive market, visual storytelling has shifted from a “nice-to-have” to an essential tool in brand building. Many brands, especially emerging ones, view cohesive visual storytelling as unachievable or reserved for big players with larger budgets. Instead, they focus on updating Instagram or TikTok sporadically, hoping this will carry them from the fringes to the forefront of their industry. However, effective visual storytelling is no longer a luxury limited to the big brands. A cohesive, clear, and consistent storytelling strategy can be the key to scalable, sustainable growth for any brand willing to invest the time and effort – with tangible ROI.

  It’s the brands that devote meaningful time and resources to visual storytelling that rise above the noise. This doesn’t mean investing millions in a Super Bowl commercial. Nor does it mean posting on social media multiple times a day – or even daily. It means understanding and showcasing what makes your brand unique—those elements that form your brand’s DNA and resonate deeply with your target audience. Successful brands know that product facts aren’t enough. They must connect with their audience’s aspirations and solve their pain points.

  Your brand lives in the minds of your customers. Effective storytelling allows you to shape how they perceive you instead of leaving it to chance. Storytelling is your brand’s superpower, making your product not just visible, but irresistible. Here’s the hard truth: your customers don’t care about your product. They care about what your product does for them—how it makes them feel, how it alleviates a problem, or helps them reach a goal.

Overcoming Barriers to Visual Storytelling

  Many brands avoid visual storytelling. They worry about its time, effort, and measurability. Let’s address these challenges directly.

1.           Time: A structured, strategic plan can save time in creating visual content. A defined storytelling framework avoids last-minute content scrambles. Instead, you’re building a library of assets that can be reused and repurposed, saving time in the long run. Also, a good storytelling strategy lets brands produce 3+ months of content from a single production.

2.           Effort: Crafting a visual storytelling program is undoubtedly a commitment, but the rewards are proportional. By putting in the effort to build a cohesive visual story, you’re setting the stage for long-term brand loyalty, engagement, and differentiation. A stage that meets your B2B goals and B2C needs for sustainable, scalable growth.

3.           Measurability: Brand growth and storytelling don’t always have short-term sales metrics. But, that doesn’t mean they lack value. Brands that implement consistent visual storytelling and brand-building practices are often the ones that attract investors, raise capital, or get acquired. Longevity is what investors are after, not a flash-in-the-pan ‘viral video’. Brands with strong storytelling have gained trust and emotional connections with their audience. This is vital for long-term growth and market leadership.

The Power of the 4Cs: Cohesion,

Clarity, Consistency, and Connection

  To build a visual storytelling program that showcases how your product can solve customer pains and help them reach aspirational goals, focus on these four key principles.

1.           Cohesion: A cohesive video and photo content program works together to tell a unified story. Every piece of content, from social media to packaging, must capture your brand’s essence and story. Cohesion reinforces recognition, trust, and loyalty among your audience.

2.           Clarity: A clear brand story differentiates your offerings in a crowded market. When your audience easily understands what sets you apart, they’re more likely to engage, trust, and remain loyal to your brand.

3.           Consistency: Consistent messaging reinforces your unique selling proposition (USP) and builds trust. By consistently communicating what makes your brand special, you create a dependable, recognizable image, fostering long-term relationships with consumers.

4.           Connection: Emotional connection is crucial for brand loyalty. Addressing your audience’s pain points and hopes makes your content personal. It drives engagement and advocacy, improving brand perception and sales.

Defining Your Unique Selling Proposition (USP):

By clearly defining your USP with the F.E.E.E.D. ingredients we discussed in a previous article and implementing the 4Cs, you position your brand to stand out and rise to market leadership. Defining your brand’s core ingredients and values—the “story” that makes you different—is essential to cutting through market noise. A solid USP, when done well, boosts your value to your audience and potential investors. It makes your brand more attractive for acquisition or investment.

How Visual Content Can Elevate Your Brand

Positioning as a Premium or Trusted Choice: Intentional, professional visual content helps position your brand as high-quality and trustworthy. In a market where consumers are increasingly discerning, the quality of your visual storytelling can be a powerful signal of your brand’s reliability and value. Premium content boosts your brand’s image. It makes you a top choice as a craft brewery, distillery, or kombucha maker.

Driving Engagement and Loyalty: Great storytelling keeps your customers engaged over time, encouraging loyalty and repeat purchases. Instead of pushing your product on every platform, focus on building a relationship. Show your brand’s personality. Share behind-the-scenes glimpses. Showcase the faces behind the product. When your audience feels connected to your brand, they’re not just buyers—they’re advocates.

Creating Share-Worthy Moments: In today’s digital age, shareable content is a key driver of organic growth. When your content resonates, it invites your audience to share it, amplifying your brand’s reach. Create shareable moments. It could be a beautiful bottle, a relatable brand message, or an impactful video. Let your audience become your brand ambassadors.

Implementing the 4Cs in Your Visual Storytelling Strategy

  To start building a visual storytelling strategy, think benefits first, then features. Begin by listing out the core facts and features of your brand and product. Next, identify ways to use these features to educate, engage, and connect with your audience emotionally. Ask yourself:

•             How does my product solve a problem for my customer?

•             How does my brand help my audience reach an aspiration?

Combine the facts and features that engage, educate, and connect with your audience emotionally. This forms the foundation of your brand’s story and a true differentiating factor—a Unique Selling Proposition that resonates.

  This process allows you to plant the story of your brand in the minds of your target customers. It’s no longer just a product; it’s an experience, a solution, a part of their lives.

  By addressing the perceived obstacles of time, effort, and measurability, and focusing on the 4Cs, craft beverage brands can use visual storytelling as a vehicle for growth. When your brand’s visuals show not just what you offer but why it matters, you invite customers to be part of your story.

  Embrace storytelling: Let it turn your brand into a compelling choice that customers are proud to support and share.