Category: Brewery

Put Your Tasting Room to Work

Cyndi
people in a tasting room

By: Mark Colburn

In our last article we talked about the importance of the bar/beer tender as the initial brand ambassador. To follow up on this critical piece to your marketing and sales plan it is highly recommended that these front-line employees be consistently trained and evaluated. I suggest providing sales training for this team including probing (for customer wants/needs), food pairing and a sales incentive based on volume. To provide Off Premise Point of Purchase consumer recall, I also suggest a retail package display be situated in a high traffic area within the tasting room for immediate visual recognition (and take-home sales!).

Exploiting the Tasting Room

  Several of my clients complain that their tasting/tap room sales and traffic are down or flat. As a result, they often try promoting trivia or bingo nights to generate patronage. These may help somewhat. An alternative to this, that I like, is car shows at the tap or tasting room or brewery.

  There are thousands of “Gear Heads” who have muscle cars and love to bring them to car events. By conducting a local car show featuring muscle cars and adding a band or music, you now have an event or platform to promote that will attract potential customers to your venue. Do not discount the Gear Heads and car club members either. They know dozens, if not, hundreds of people like them who love craft beer. I always take care of participants with six packs and/or sufficient samples to thank them and ambassadorize them. You might consider allowing them to have their monthly club meeting at your venue on a slow day during the week. Their cars in your parking lot will attract incremental “traffic.” Let us look at some ideas I have successfully executed that significantly built sales in multiple channels.

  While conducting a territory business review with a regional Walgreens director, I asked him if he thought the store and district managers would like to go on a “field trip” to a few craft beer tasting rooms and breweries to learn about the industry. He jumped at the idea, so I contacted three craft brewers – Pyramid (then in Berkeley, CA), 21st Amendment and Anchor Brewing. I knew their senior management teams and asked if they would pool their resources to rent a bus to take this group to their breweries and brew pubs. They were 100% in. So, I invited a full district’s store managers and three regional district managers. They all arrived on time in San Francisco where we took off to the 21st Amendment brew pub. While at 21A they met the owners and sampled a variety of their beers. We then set off to Pyramid where they got a full tour of the brewery and then sat down in the conference room for a presentation, I made on the craft beer and cider industry. I fielded many questions from the group before breaking for lunch at the brewery. There they got to meet the middle and senior sales management team from Pyramid. After lunch we headed back to the City to Anchor Brewing where they received a warm welcome, a historic tour, and a sampling of Anchor’s finest. The tour ended with a group photo high atop the brewery from Fritz Maytag’s private penthouse. This was truly a treat for the group as this is never open to the public. From the large penthouse cocktails were served from Anchor’s newest spirits division. Afterwards we returned to one of the main stores for off-loading.

  The above concept served a variety of uses from educating and “ambassadorizing” critical individuals within the Off Premise channel to building key relationships with “players” who really make a difference. The tap room was the centerpiece for this effort. The results were excellent. All three brands received additional SKU placements throughout the large Northern California division while Anchor Brewing was able to negotiate a major pallet, 12-pack program resulting in thousands of cases in incremental revenue. Now, let us look at something less expensive.

Sales Ambassadors

  As you most likely know, your distributor teams meet once a week for a sales meeting. I have run over eight hundred of these meetings in my career and can tell you that many can be downright “dry.” My suggestion to our suppliers was to use their tap room or brewery as a future sales meeting venue. This way, your team will have your coveted On and Off Premise salespeople as a captive audience, ripe for “brand ambassadorization.” Once you make a date for a future meeting, PREPARE for this opportunity. Preparation and REHEARSAL are imperative for this rare chance to positively influence your audience. Regarding preparation, I would like to have your best presenter give a detailed summary (10-12 minutes maximum) of your company’s marketing story.

  I caution against making this “dry” and am always in favor of what I call, “Fun-kifization.” This is a “Markism” that simply means to make the effort fun and creative. After your presentation introduce your brand’s sales incentive scheduled to appear in next month’s plan (this needs to be pre-negotiated with the distributor sales management) and be certain they understand it and the expectations. I also recommend a first week “jump start” bonus that will get your incentive out of first gear and ahead of the multiple suppliers all vying for this sales team’s attention. The meeting should end with the announcement that each salesperson in attendance will receive a free six or four pack or bottle for them to sample at home at their leisure.

Speaking of Incentives

  After your wholesaler sales team has sampled your nectars and experienced your “brand DNA” you are in a perfect position to further ambassadorize them a few months down the road with a unique incentive. I have written many supplier sales incentives that follow up on the tap room/brewer experience. To further exploit the tap/tasting room I recommend creating a month-long sales incentive around distribution and/or volume increases for the winning sales division and their manager to be treated to a VIP session in your tap/tasting room. This VIP experience includes an intimate Q&A meet and greet with either the owner, executive team, and/or brewer master (or all of you!) and the winning division (typically divided into 4-5 salespeople and one division manager). The “pay out” includes a free dinner for each winner and assorted samplings of your nectars poured by one of your most senior sales team or owners. Recognize the unique opportunity this presents for your brand and future sales. A side benefit of this incentive is the “talk value” it has with the entire sales team as the winners will “brag” about their experience (at work) which keeps your brand top of mind post incentive while teasing the losers who will want to win and experience the next one. You will also benefit from word of mouth as the winning salespeople talk up your brand in their accounts. These people are influencers and are often asked where to go for a great craft beer. You can track this effort by training your bar staff to ask how a customer heard about your brand when they visit. The bar staff can record this and share it in your weekly staff meetings.

Key Take Away

  Always remember that people buy AND SELL for people and BRANDS that they like. Be that brand.

About the Author

  Mark Colburn has 35 years of experience in the beverage industry working primarily with craft beer and cider brands. He is the host and creator of the pod cast, “The Shinerunner Show” and author of the book, “Craft Beer Marketing & Distribution – Brace for SKUmeggedon.” After earning his master’s degree in marketing, Mark went into the advertising agency business then into brand management. For 15 years he was the marketing director at a large California beer, cider, wine, and spirits wholesaler where he managed a brand team, experiential events, and multiple craft brands. Currently Mark works as a consultant and is available to chat about your brand opportunities at shinerunner@comcast.net.

If You Think It’s About Photos and Video Content,You’ve Missed the Point

Cyndi
photo says branding

By: Jake Ahles, Founder + Creative Director: Morel Creative

  The Misconception: Focusing content on the consumer. Most craft beverage brands make the same marketing mistake: They create content for consumers, but forget their biggest repeat customers—distributors, retailers, and bar managers. If your content isn’t making it easier for these buyers to say “yes,” it’s not working hard enough.

  Here’s the Truth: Great visuals on their own don’t sell craft beverages. A compelling brand story does. More specifically, a brand story that doesn’t just target consumers but also speaks directly to distributors, retailers, and trade buyers. Too many brands focus all their content efforts on consumer-facing marketing while completely overlooking the decision-makers who control shelf space, menu placements, and distribution deals. If your content strategy isn’t making it easier for your buyers to say “yes” and stay top-of-mind, you’re missing a huge piece of the puzzle.

  The Real Issue: Content That Doesn’t Convert Beyond Consumers. Craft beverage producers often assume that consumer engagement equals success. They prioritize likes, shares, and comments but fail to ask:

•  Does our content make it easier for distributors to pitch our product?

•  Are we giving retailers a reason to prioritize our brand over competitors?

•  Do bars, restaurants, and shops see the upside of featuring us?

  When brands focus only on consumer-facing visuals without providing clear trade-focused messaging, they face major challenges:

•  Strong online presence but limited shelf placements.

•  Engaged followers, but inconsistent distribution.

•  Beautiful visuals but no clear reason for retailers to invest.

  Craft beverage marketing isn’t just about looking good—it’s about making your product easier to sell at every level of the supply chain.

  The Mindset Shift: From “Content” to “Conversion”, instead of only thinking:

•  “How does this look to our customers?”

•  “How can we get more engagement?”

    Start thinking:

•  “How does this content help our sellers stay on message and top-of-mind to our buyers and sell our product?”

•  “What do distributors need to make our brand stand out in a crowded portfolio?”

•  “How does this convince retailers that we’re worth premium shelf space?”

  A Case Study: A brand that gets B2B2C storytelling right.

Example 1: A brewery that shifted its focus to retailer-focused content. A mid-sized craft brewery found that despite a loyal consumer base, their retail sales weren’t growing. Their Instagram was full of lifestyle beer shots, but distributors weren’t pushing their product, and stores weren’t restocking as expected. The Fix:

•  Instead of just promoting what they brewed, they started telling the story of why retailers should care.

•  Create content highlighting their beer’s profitability, shelf appeal, and how it drove foot traffic to stores.

•  Provide sell sheets and video content for distributor sales teams to use in pitching accounts, aligning the sales team with a cohesive content ecosystem that keeps messaging consistent.

•  Build up a media library for follow-up, ensuring that distributors and retailers always had access to consumer-facing assets that reinforce the brand story while also serving as sales tools.

•  Structure their content in a way that not only educated distributors and retailers but also engaged consumers, creating a seamless narrative from supply chain to end-user.

  The Result? More placements, stronger distributor support, and increased reorders.

Example 2: A distillery that optimized its trade content. A craft distillery known for its small-batch whiskey was struggling to break into bars and high-end cocktail programs. The Fix:

•  Develope bartender-focused content, showing how their whiskey fit into high-margin cocktail menus.

•  Create a “Perfect Serve” guide with unique cocktail recipes using their spirits, making it easy for bars to feature them.

•  Produce video testimonials from top bartenders explaining why they loved working with the brand.

•  Produce the content in a consumer-friendly way that resonated with both foodservice professionals and consumers, encouraging bartenders to feature their product in cocktail menus while also inspiring at-home enthusiasts to purchase and experiment with it.

•  Ensure all content was stored in a centralized media library, providing their sales team with easy-to-access tools to follow up with trade buyers and reinforce the brand story.

  The Result? Increased on-premise placements, stronger distributor buy-in, and a new revenue stream from cocktail-forward partnerships.

Build a B2B2C Content Strategy (And Avoid Common Pitfalls)

  Crafting an effective content strategy isn’t just about engaging consumers—it’s about aligning marketing, sales, and distribution teams so that everyone along the supply chain is equipped with the right tools to sell your product. Here’s how to build a strong B2B2C content ecosystem while avoiding common pitfalls:

Craft a Sell-In Story for Buyers: Go beyond taste and branding—highlight profitability, sales velocity, and market differentiation to help trade buyers justify carrying your product.

Create Retailer-Focused Visuals: Show how your product stands out on the shelf. Use side-by-side comparisons, packaging breakdowns, and in-store display mockups to prove its retail value.

Align Content with Sales & Trade Education: Too many brands focus only on consumer education but fail to equip distributors, retail buyers, and bartenders with content that helps them sell.

Develop B2B materials: Such as profitability breakdowns, cocktail guides, and video case studies, to make trade partners more confident in promoting your brand.

Centralize Content in a Media Library:

Sales reps and distributors should never struggle to find up-to-date content. A centralized content hub with easy access to key materials—sell sheets, video assets, and promotional materials—ensures consistency across all channels.

Balance Consumer & Trade-Focused Messaging: A well-rounded strategy speaks to both audiences. Consumer excitement fuels demand, but trade relationships secure placements. Ensure that your messaging works in harmony across both sectors.

Support Emerging Brands Without Established Profitability: New brands trying to land their first key accounts or distributors face an uphill battle without established sales velocity or profitability.

  Instead of focusing solely on financial metrics, position your brand as a must-have by highlighting differentiation, unique storytelling, and consumer demand potential. Develop compelling proof-of-concept content—such as early adopter testimonials, brand collaborations, and market trend reports—to give distributors and retailers confidence in taking a chance on your brand.

  Leverage exclusive partnerships, limited-run promotions, or unique launch activations to entice key accounts before traditional sales metrics are in place.

By following these steps, craft beverage brands can maximize both sell-in (distribution & retail adoption) and sell-through (consumer demand & sales) while ensuring that content works as a unified strategy rather than fragmented efforts.

The Brands That Win

  The craft beverage industry is more competitive than ever. The brands that rely solely on consumer-facing visuals will struggle to scale. The ones that win will be those that:

•  Build demand at both the consumer AND trade level.

•  Make it easy for distributors and retailers to sell their product.

•  Use content as a tool to drive sell-in AND sell-through.

  So, next time you plan content, don’t just ask: “Does this look good to consumers?” Ask: “Does this help our buyers sell more of our product?”

Final Thoughts

  The craft beverage market is growing, but so is the competition. A solid content strategy is no longer just about attracting consumers—it’s about ensuring that everyone along your supply chain is equipped to champion your brand.

By making your content work for distributors, retailers, and trade buyers, you’re not just creating a beautiful brand—you’re building a business that scales.

Are you creating content that sells your product beyond TikTok? If not, it’s time to rethink your approach.

Pack Expo logo

Variety of needs prompt changes in packaging choices

Cyndi

By Rebecca Marquez, Director, Custom Research, PMMI

Transitions in packaging materials are not uncommon for consumer packaged goods (CPG) companies. Nearly half have transitioned materials in their operations within the last 12 months, and 35% say transitioning has increased, according to Transitioning Flexible Materials Best Practice, a report prepared by PMMI Media Group Custom Research, the proprietary research arm of PMMI, The Association for Packaging and Processing Technologies.

Transitioning decisions are driven by the need to meet sustainability goals, cut costs, enhance product quality and safety, comply with regulations, overcome supply chain issues, and meet changing consumer preferences.  

The Best Practice document, prepared in conjunction with the Flexible Packaging Association and PMMI’s OpX Leadership Network, serves as a guide to transitioning flexible films for CPG companies and their OEMs. The transitioning process requires careful planning, testing, and evaluation to determine whether the new materials are compatible with existing machines or require new machines. A flow chart defines tasks required for transitioning flexible films, and a RACI matrix shows the responsibilities of the groups that should be involved in the process, including Packaging Design and Development, Operations and Engineering, Marketing/Brand Owner, OEMs, and Materials Suppliers/Converters. Step-by-step guidance leads the transition through feasibility; design and development; pilot testing; tracks for legacy or new equipment; commissioning, qualification, verification; supply chain scale-up/commercialization; and evaluation.

A related resource, the PMMI Material Transitioning Dashboard, provides insight into what materials are being used in 44 industry categories, the top 10 materials being phased out, and what replacements will most be in demand during the next three to five years. The fully customizable tool evolved from a PMMI report prepared in collaboration with Ameripen, 2023 PACKAGING COMPASS: Evaluating Trends in U.S. Packaging Design Over the Next Decade and Implications for the Future of a Circular Packaging System and enables users to tailor the data to their industry and business.

For example, the Dashboard reveals the materials most likely to be phased out in the Food and Beverage industry during the next three to five years include polystyrene (PS); polyurethane (PU) and PS foams; polyvinyl chloride (PVC); molded pulp; rigid polyethylene (PE), low-density PE, and polypropylene; and multi-material structures, both rigid and flexible. At the same time, the most likely replacements include post-consumer-recycled (PCR) rigid and flexible formats, recycled materials, reusable packaging, and compostable structures, followed by molded pulp, solid-bleached-sulfate paperboard, bio-based substrates, and flexible and rigid PE.

The top five material phaseouts in the Life Sciences/Pharma/Healthcare sector are molded pulp, PS, PVC, PU and PS foams, and multi-material structures. Favored replacements in this category include PCR rigid and flexible packaging, and materials with recycled, compostable, or bio-based content.

CPG companies planning material transitions have a new resource to tap, the inaugural PACK EXPO Southeast (March 10–12, 2025; Georgia World Congress Center, Atlanta). With 400 exhibitors spread over 100,000 net square feet, the show will present machinery in operation and the latest materials to enhance manufacturing operations, PACK EXPO Southeast ranks as the most comprehensive show in the region offering crossover solutions for today’s biggest packaging and processing challenges for 40+ vertical markets, including Food & Beverage, Household & Automotive, Life Sciences/Pharma/Medical Devices, Cosmetics/Personal Care, Pet Food & Pet Care, and Chemical (household and industrial).

With opportunities for innovation, education, and connection, the debut event is packed with exciting features, including sustainable solutions such as mono-material design and reusable options, expert-led sessions on industry trends, and presentation of cutting-edge technologies such as automation, robots and cobots, AI, augmented reality, virtual reality, and preventative maintenance, as well as innovations for anticounterfeiting, smart packaging, e-commerce, food safety, cold-chain packaging, and life sciences operations. Attendees will be able to explore new technologies, find new packaging materials, meet key partners, observe equipment in action, and compare multiple machinery options.

The Reusable Packaging Pavilion, sponsored by the Reusable Packaging Association, will highlight how reusable transport packaging products and services can reduce waste, lower costs, and enhance supply chain efficiency. Whether optimizing operations or adopting more eco-friendly practices, this pavilion will serve as a gateway to a more sustainable supply chain, which achieves a smaller carbon footprint and supports a circular economy.

The Association Partner Pavilion connects attendees with leading associations that drive innovation and excellence in packaging and processing. This central locale offers a wealth of resources, insights, and expertise and provides access to tools and knowledge to stay ahead of industry trends.

A one-stop shop for resources to strengthen and grow the workforce, the Workforce Development Pavilion showcases the dynamic opportunities offered by PMMI U, including popular training workshops designed to enhance skills and meet industry needs. It’s also the place to observe the impressive mechatronics and packaging programs presented by leading schools. Plus, it provides an opportunity to connect with talented students eager to embark on careers in packaging and processing, making it the perfect platform for networking, talent acquisition, and building strong industry partnerships.

Educational sessions at PACK EXPO Southeast include Industry Speaks and the Innovation Stage. At Industry Speaks experts from the PACK EXPO Partner Program will share valuable insights on the latest industry trends and pressing topics. Representing diverse verticals, these thought leaders will explore key themes and offer actionable knowledge about workforce development, scale-up strategies for emerging brands, advancements in remote services and monitoring, cybersecurity, and evolving industry standards.

The Innovation Stage features free, 30-minute seminars presented each day by industry experts. Discover breakthrough technologies, explore innovative applications, and gain insights into proven strategies to enhance productivity, efficiency, and safety.

PACK EXPO Southeast also offers ample opportunities to connect, collaborate, and build relationships via events such as the Taste of Atlanta sponsored by Multi-Conveyor LLC (4:00–5:30 p.m., Monday, March 10). Open to registrants of the show. Show badge required for entry. 

Later that evening, the next generation of industry leaders will be able to network and learn more about working in the packaging and processing sectors at the Young Professionals Networking Reception at Wild Leap Atlanta (7:00–10:00 p.m., Monday, March 10). RSVP required. Must be registered for the show.

The Packaging & Processing Women’s Leadership Network also will host a reception. Sponsored by Morrison Container Handling Solutions, it will take place from 4:00–6:00 p.m. on Tuesday, March 11, and provide an opportunity to connect with influential women in the packaging and processing industry. RSVP required. Must be registered for the show.

Like all PACK EXPO shows, PACK EXPO Southeast will offer programs and activities just for students to promote careers in packaging.

Attendees have access to a host of tools and resources to help them make the most of their time at PACK EXPO Southeast. My Show Planner, a personalized collection of “must-sees,” tracks interests before, during, and after the show. In addition to providing a personalized resource planning tool and directory of exhibitors and sessions, My Show Planner offers appointment scheduling capabilities.

Personal agendas also can be created and saved in the PACK EXPO Southeast Mobile App, sponsored by ProMach. This free app streamlines show floor navigation with interactive maps, provides access to exhibitor, product, and educational session listings, and delivers show news and information about demos, giveaways, and other activities.  

To help pinpoint prospective suppliers before the show, the PACK Match Program offers PACK EXPO Southeast registrants the opportunity to schedule a free, 30-minute, virtual consultation with an unbiased industry expert. This consultation will generate a list of suppliers capable of addressing the registrant’s specific business challenge(s). Register for an appointment by Feb. 25.

Discover the future of packaging and processing at the new PACK EXPO Southeast (March 10-12, 2025; Georgia World Congress Center, Atlanta), the most comprehensive show in the region offering crossover solutions for today’s biggest manufacturing needs for 40+ vertical markets. Attendees 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 project requirements. Registration is $30 through Feb. 14, after which the price increases to $130. For more information and to register online, visit packexposoutheast.com.

men and women sitting at long picnic tables full of food and glass of beer at Coastal Brewery

Coastal County Brewing 

Cyndi

A Family-First Destination Brewery

By: Gerald Dlubala

Fred Thibodeaux was born to be near the ocean and enjoy all the water has to offer, especially boating, fishing and scuba diving. Born into an entrepreneurial family, he initially desired to use his love of water and outdoors to build a business. But the other love of his life, brewing quality craft beer, kept calling. He began working at a tavern in Jacksonville, Florida, where he spent time with the brewmaster and learned a few basics, and it was enough to get him a full-time assistant position at Gordon Biersch Brewpub in Arizona. There, Thibodeaux learned how to brew German Lagers and about the connection between food and beer. Due to a desire to learn more about larger systems and recipe building, he moved on from Gordon Biersch to Duck Rabbit Craft Brewery, a North Carolina microbrewery specializing in full-flavored dark beers.

  “Duck Rabbit had great atmosphere,” said Thibodeaux. “We produced about 10,000 barrels of darker beers like browns, porters, stouts, and barrel-aged options a year. I learned recipe formulation, packaging and bottling machinery and repair, different equipment uses, and how to troubleshoot and repair glycol systems. I always enjoyed working on and repairing equipment like engines, pumps, valves, and electrical systems, and learning how to do the same with glycol systems obviously helps keep downtime to a minimum. That is a huge deal in breweries. But just as importantly, I learned the importance of comradery in the craft brewery business.”

  Thibodeaux’s desire to be closer to home, family, and the ocean eventually led him to Cigar City Brewing in Tampa, this time as a production brewer. His skills portfolio expanded once again.

  “At the time, Cigar City Brewing was only about five years old but expanding,” said Thibodeaux. “They had two brewing systems, a brew pub15-barrel system and a larger 30-barrel, 4 vessel system. I hung out in their dedicated lab, learned how to use a centrifuge, and gained experience in efficient cleaning procedures, overall brewery efficiency, dry hopping, and the importance of water chemistry. They were IPA-heavy and big into experimental flavor-enhanced brews, sours, and barrel aging. It was a perfect opportunity for me. They also allowed employees to brew their own recipes sometimes, and I really enjoyed my time there.”

  When Thibodeaux’s friends wanted to start a brewpub in Jacksonville, he was brought in to help them start, build, and get their brewery running.

 “We started with nothing and built Wicked Barley Brewing,” said Thibodeaux. “I gained experience in the optimal flow of a brewpub, the buildout, and the construction process. I researched location choice, marketing strategies and startup procedures. We made ciders and meads, so again, a new, experience and opportunity. I also helped with food and beverage pairing. It was a family-focused, dog-friendly brewery, which was a new concept at the time. It was a great experience because I filled their needs with my experience while learning about providing family entertainment in a place where customers could hang out and enjoy themselves with their families.”

A Brewery of His Own

  After Wicked Barley successfully opened, Thibodeaux’s dream of opening a brewery came to fruition. With the encouragement of his mom and family, he began the process of opening Coastal County Brewing in his hometown of Pensacola.

  “I have to thank my mom for encouraging me and being a big motivator to follow my dreams,” said Thibodeaux. “She was an immense help and motivated me to combine my interests and start a brewery here in Pensacola. She offered a location that she had for me to use. It is in a neighborhood, so I knew the brewery had to be family-focused for it to work. We went all in on that idea, making Coastal County Brewing a family place with something every family member can participate in and enjoy, including their pets. We started small because of our money situation. We did a lot of the work ourselves, physically laying the sod, and building the outdoor area and décor using natural, earthy materials like plants, stone, and water features. We complemented those using pallet and reclaimed barn wood within the brewery. We have an awesome garden green space for guests to enjoy. I wanted our brewery to feel like your own home or backyard. We decorate for holidays and events as you would do in your own home. We do it every single month, and I think folks recognize that and feel welcomed just walking in the door.”

  Thibodeaux says that Coastal County Brewing is known to be a great getaway place within the neighborhood where the whole family can relax and enjoy quality food in an impressive, wood-surrounded outdoor area. New themed activities occur every weekend in the brewery and include related food offerings and backyard cookouts, including crawfish boils, oyster events, fish fries, crab, and shrimp boils, po boy parties, and more. The brewery also has a full-service kitchen food menu along with backyard cookouts. Families, including children and pets, can use the dog park, onsite playground, bounce houses, disc golf course, gaming areas, and more, all on the brewery’s property.

A Less than Stellar Startup Was No Deterrent

  “As luck would have it, we opened up a week before COVID shutdown,” said Thibodeaux. “We couldn’t even experience that critical first month of business when breweries like us usually get a bump just by being the new place in town. We could offer carry-out, but we weren’t even fully staffed yet. Because we had no historical sales or paycheck data, we didn’t qualify for any available business help through the government. Thankfully, we’ve overcome all of that and are now doing well, including our tourism crowd, but at the time, it was a real issue.”

  Thibodeaux says that most of his business comes in from their revolving calendar of events, which are all family and pet friendly. While the first thing to come to mind is dogs when we hear the term pet friendly, Thibodeaux says he’s welcomed all kinds of weird pets to walk through these doors, including various birds and snakes.

  “We’re lucky in that we’re not trapped in this location,” said Thibodeaux. “The brewery sits on about 2 ½ acres with a lot of space left to improve or add on. We’re always thinking of new ideas to experiment with or unique things to add. We’ve added pavers and astroturf to combat the heavy foot traffic. I make our signage so it is unique but also cost-efficient because, as anyone who has priced signage can tell you, the price and lead time involved is shocking.”

The Importance of Authenticity

  “We always want to be authentic to who, what, and where we are,” said Thibodeaux. “There are too many businesses that are basically copies of other breweries and brewpubs, and that’s not likely to work in the long run. First and foremost, we are a business that believes in sweat equity and taking care of our employees. I want to remain employee-centered while celebrating and reflecting on the things that we love and stand for, like the beach, fishing, diving, boating, and all things related. That’s what you’ll see and experience when coming in, and I’ve built that using the materials that I know. It is a stressful life because I’m actually running three businesses here on top of all the equipment maintenance schedules we adhere to. There’s our beer garden, which needs routine maintenance and landscaping upkeep, just like any outdoor space. But specialized areas also require regular attention, like the playground, activity and game centers, furniture, disc golf course, and more. Then there is the brewery and its maintenance, daily operation, and supply needs. And there’s our full-service restaurant that includes the operation, normal ordering, and special orders for our events and cookouts. Our heavy event schedule also demands planning, prep work, and execution. It’s a lot.”

Experience Pays Dividends

  “I knew what type of brewing equipment I wanted from my previous brewery experiences,” said Thibodeaux. “Our brewery runs a custom system that I designed and had built myself, rather than paying the upcharge that using a middleman would’ve cost me. It’s a 7 ½ barrel direct fire system with a 10-barrel oversized mash tun that is a combo vessel, a mash mixer lauder tun. We use our kettle whirlpool daily and can clean one side while brewing on the other. And we have five fermenters and one 7 ½ barrel brite tank.”

  Coastal County Brewing makes many seasonal beers, always giving customers something fresh and new. There is a wide range of ciders and seltzers as well. The brewery’s use of bar top canners has overtaken the popularity of growlers or crowlers, where the beer has a shelf life after opening. Guests can mix, match, or customize a 4-pack of oxygen-purged 16-ounce cans for personalized to-go orders.

  “We offer about 200 different beers throughout the year, and we make everything I’ve been taught how to make. We have 12-13 core beers and 15 or so seasonal beers. Our ciders are popular, with our pineapple cider being among the most popular. We offer our standard beers and around five specialty beers every week. We run 30 beer taps, and I’ve created a one-of-a-kind seltzer fountain machine that pours our seltzers and blends them with a choice of 7-8 flavorings, with the ability to change flavors instantly. We do it all.”

  Thibodeaux tells Beverage Master Magazine that Coastal County Brewing also features a creative beer-forward program. Customers can pay for a beer in advance for a friend by name or for an unsuspecting guest matching the qualifications provided by the beer donor.

  “We have a big military presence here in Pensacola, so it kind of started with the serviceman wanting to buy beers for their friends,” said Thibodeaux. “They’ll pay for it upfront, and when the person comes in, they get the free beer. But our regulars took it a step further and started doing it for guests like the first nurse that walks in, the first person with a specific dog breed, or whatever. It can be anything, really, even buying a beer for an employee not working that day. We keep track of the beer-forward names or qualifications on a big whiteboard. It’s become a very cool way to pay it forward.”

Brewery Challenges Are Abundant

  “One of the biggest debts we incur is labor,” said Thibodeaux. “I always make it a point to cover my labor costs first. This is their livelihood, and I make sure to respect that. Here in Florida, the minimum wage is rising every year until we reach the $15.00 an hour rate. After that, the more consistent expenses like utilities or rent will go out no matter what. The things any brewery owner has to watch closely are the fluctuating expenses like raw material costs and related food prices. We’re a business of margins, and an owner must remain conscious and budget wisely every single week to survive in today’s market. When starting out, have a solid business plan. Work with the SBA so you know what you’re doing. In my case, my educational background and previous experience working in and experiencing different brewery situations paid huge dividends. This industry is always evolving, and as brewery owners, we have to evolve with it. The next couple of years are going to be interesting.”

For more information, contact Coastal County Brewing at:

Coastal County Brewing

3041 East Olive Road

Pensacola, Florida 32514

850-741-2973

www.coastalcountybrewing.com

bottles of beer from McCarthy

Tracing the Pacific Northwest Roots of the American Single Malt Revolution  

Cyndi

By: Becky Garrison

During a damp trip to Ireland, the late Steve McCarthy, founder of Oregon-based Clear Creek Distillery, had the opportunity to taste many a single malt to avoid the rain. Upon his return to Oregon, he had the distinction of being the first distiller to bring an American single malt to market. His first single malt was distilled in 1994 and released in 1998. Made using 100% peated barley from Scotland and aged in 100% garryana oak barrels (a tree particular to the Pacific Northwest), McCarthy’s single malts embodied both Scottish and Pacific Northwest whiskey traditions.

  After Hood River Distillers acquired Clear Creek Distillery, McCarthy’s 3-year-old Oregon Single Malt continues to remain their flagship whiskey. Other McCarthy single malts have been released that celebrate the bounty of this region, including a 6-year single malt finished in sherry casks.

  Caitlin Bartlemay, Master Distiller for Clear Creek Distillery and Hood River Distillers, Inc., observes, “Since the release of McCarthy’s American Single Malt, there have been hundreds of distillers across the country with the same idea; to dig into their region and share the culture through their craft.” For example, the October/November 2019 issue of Beverage Master highlighted the rise of Pacific Northwest American Single Malt whiskies.

  In 2010, Westland Distillery in Seattle was founded as the second distillery in the United States dedicated solely to producing American single malt, behind Stranahan’s in Denver, founded in 2004. During his tenure as Marketing Director for Westland Distillery, Steve Hawley recognized early on the difficulty to succeed with American single malt whiskeys without having a formal category to work within. Together with Westland co-founder Matt Hofmann, they decided to establish the American Single Malt category by bringing together varied producers to draft a formal definition and petition the TTB to add it into their regulations.

  At the 2016 American Crafts Spirits Association annual convention in snowy Chicago, Hawley and Hofmann proposed a meetup of other American single malt distillers.  From this meeting, the American Single Malt Whiskey Commission (ASMWC) was founded as the face of this movement, with the goal of establishing a standard of identity for “American Single Malt Whiskey.” In addition to Westland, the other founding members of the ASMWC included: Balcones Distilling (Waco, TX), Copperworks Distilling (Seattle, WA), Few Spirits (Evanston, IL), Headframe Spirits (Butte, MT), Santa Fe Spirits (Santa Fe, NM), Triple Eight Distillery (Nantucket, MA), Virginia Distillery Co. (Lovington, VA), and Westward Distillery (Portland, OR).

  As these conversations ensued, the group aligned together on various ways to also promote the category to the trade and end consumers. Hawley assumed the role of President of the ASMWC with currently over 100 distilleries listed as members on the ASMWC website.

  The ASMWC took on the task of not only drafting the proposed definition but petitioning the TTB for it and advocating for the details of it for years. They hosted meetings and calls with TTB to help give them context for why designation was important —how it benefits producers and consumers—and they have been the central body for organizing the support and industry consensus required by TTB to take action. They also played the critical role of educating not only the trade and consumers but also, importantly, the TTB itself on the finer point of the rulemaking and how certain stipulations needed to be addressed based on factors such as production realities, competitive forces, and consumer clarity.

The TTB Approval of the American Single Malt Category

  On December 18, 2024, the TTB added a new type of whiskey for the first time in 52 years: American Single Malt Whiskey by including the new Standard of Identity to Part 5 of the Code of Federal Regulations with an effective date of January 19, 2025. This definition clearly defines the category and protects its producers and their products by stipulating that American Single Malt whiskeys adhere to the following production standards:

•  Mashed, distilled, and aged in the United States

•  Distilled entirely at one U.S. distillery

•  Distilled to a proof of 160 or less

•  Distilled from a fermented mash of 100% malted barley

•  Stored in oak barrels (used, uncharred new, or charred new) with a maximum capacity of 700L

•  Bottled at not less than 80 proof

  In the April 23, 2023, edition of the New York Times, whiskey author Clay Risen pointed out how this American definition is looser than Scotland’s famously rigid rules. “Like Scotch, American Single Malt would have to be made at one distillery—hence ‘single’—using 100 percent malted barley. But while the Scottish version must be distilled on a pot still and aged for at least three years, neither requirement would exist in the United States. Also, tradition (though not law) dictates that Single Malt Scotch be aged in used casks, usually Bourbon barrels, but no such expectation exists for its American counterpart.

  These less-rigid requirements will allow distillers latitude in terms of their distilling practices. While most distillers will use a pot still for distilling their single malts, there are others who choose a column or hybrid still. Also, the looser barrel requirements allow for considerable flexibility in cask finishes with distillers having the ability to age their spirits in new oak casks, as well as used casks that once held beer, wine, sherry, and other spirits.  

The Significance of the TTB Designation

  Being from Seattle, Tyler Pederson, Master Distiller at Westland Distillery, uses rain as a metaphor to describe the impact of the TTB’s decision:

  An idea from a single producer can condense out of thin air and fall to earth as a single drop of rain. Its impact upon the ground on which it falls is very real, but also very localized as it percolates through the soil. As others coalesce around similar ideas and the raindrops begin to fall, they can saturate the ground and create a puddle. However, it isn’t really until the raindrops fall upon a defined topography that they begin to have recognizable features as a common whole.

  What is first a puddle can quickly become a pond, then a stream which feeds a lake, and eventually a river flows to an ocean. The definition from the TTB provides us with the necessary landscape in which we can take shape and have a meaningful impact in the world of whiskey. Distillers now have solid ground to where they can innovate and pour their resources into, leading to a rich environment where whiskey lovers can journey and explore the various features. No doubt, the coming torrent of innovative and thoughtful new products will have whiskey lovers singing in the rain.

  When asked how this formal designation informs how Westward Whiskey produces and markets its whiskeys, Westward’s CEO Tom Mooney replies: “All of us at Westward Whiskey are thrilled that TTB has officially recognized American Single Malt as a unique and distinctive whiskey category. Crafting world-class American Single Malt demands exceptional time, investment, and expertise. This new standard of identity will protect the integrity of the category and empower consumers to explore the exciting future of American whiskey.”

  According to Bartlemay, while their production and sales approach for McCarthy’s will not change as their production falls within the new rules for this category, this new designation will be incredibly important when it comes to speaking about McCarthy’s in the market. “It adds an extra layer of distinction when speaking to customers that are new to the category and elevates us amongst our peers on the global market,” she opines.

  When Talking Cedar Brewery and Distillery (Rochester, WA), the first distillery in the US built on tribal lands, opened in 2020, they planned to embrace American Single Malt as their flagship whiskey. According to Ryan Myhre, Head Distiller and Brewer, bringing on Matt Hofmann to supervise their whiskey program only solidified and reiterated that vision.  “Matt is a key player in the space and brings years of experience developing and producing world-class American Single Malts.” 

  Myhre adds that this vision is only furthered by the strong barley research programs and initiatives in the state of Washington, of which Hoffman has intimate knowledge and connections.  As he reflects, “While we plan to explore a wide range of barrel-matured whiskey products, the whiskey zeitgeist in Washington will certainly be American Single Malt for the foreseeable future and beyond. Moving forward, Myhre predicts their biggest challenge will be educating and growing a consumer base that is certainly more familiar with bourbon and rye-based whiskies.

The Future of the ASMWC

  As Hawley notes, the TTB approval is just the end of the beginning. “We now have an official category to rally behind but the work of educating and promoting continues,” he states.  The ASMWC will continue to be highly active in developing programs that support their members as they look to expand their businesses and the category more broadly. Also, they will be active in finding ways to protect the integrity of the category at home and abroad. And we will continue being a voice in broader whiskey and spirits-focused issues such as agriculture, tax reform, transparency in spirits, tariffs, and more.

More information about the ASMWC can be found on their website, https://www.americansinglemaltwhiskey.orghttps://www.americansinglemaltwhiskey.org

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.

Employee Training:  It Starts with the Interview

Cyndi
photo showing employee receiving training behind the bar

By: Earl E. Sullivan

In the hospitality industry employees come and go.  If you are lucky, you will have them for several years.  Employees staying in the hospitality sector can often bounce from place to place making training more difficult as well as more important.  With new employees their training is your opportunity to break any bad habits from previous employers and set the standard at the very start of your new relationship.  How your employees treat your customers, their team mates and the business will be a direct reflection on the business and corelate directly to profits.  With that, employee training starts at the interview. 

  First, are you on time?  It sets the expectations that they should be on time.  If you do not set the standard, how will they know the true measure of your expectations.  Are you prepared?  If you are not, why would they try to be prepared in the future?  Are you professionally dressed?  I fully understand that sometimes you have a new hire come in to interview after you just finished with some hard work and you are a little on the purple side.  Take them in the back and show them where you were working and why your attire is relevant to the job you are doing and important for the role that they are seeking. 

  Next, all the same questions apply to the candidate.  Are they on time?  There are reasons why people can be late.  New location that is unfamiliar, traffic or general lack of attention to detail.  For us, late is a red flag.  It indicates that the person did not think through the details of the job interview beforehand and that you are just another job and not a sought-out destination to work.  Are they prepared?  Again, is this just a job or are they passionate about wine or your brand or the industry?  Have they looked at the website?  Do they know what type of beverage you produce?  Do they know some of the common events you do or traits of your business, like being pet friendly?  Did they visit your space prior to the interview to see how your business operates.

   With social media and websites, it is not unreasonable to expect that a candidate would come in knowing something about your business.  It is hard to find the right person but putting the wrong person into the culture with both your existing staff and your customers is worse than being shorthanded.  Someone should want to know where they are interviewing, come prepared and be able to see if it is as much a fit for them as for you.  Unprepared equals not invited back at our facility.  Finally, are they dressed appropriate for your brand.

   Every brand has a style – some are casual, some are edgy, some are old-school.  Trying to fit someone into your brand that does not naturally fit will be a long-term problem for both your team and your customers.  They do not have to have on the trendiest clothes in the business or the most expensive shoes.  However, if you are an edgy brand and they show up in khakis and a button down, you might want to ask some additional questions.

  When you are first looking at candidates, you will get a sense of how well versed they are in customer service and in the trade. But you will also be setting the standards that your company will have if you conduct the interview with the same attention to detail that you provide your customers during service.  In addition, how you treat the prospective employees as well as your main staff will determine how they treat the customers.  They learn by seeing and experiencing the way the current team works.   If you or your team do not smile, do not greet guests, or do not take an interest – why should they? 

  In our business, once we pass the interview stage we put the prospective employee into a trial shift.  This allows them to see the pace of the workplace, engage with the team and see what type of clientele we have.  Many a candidate have not made it past the trial shift because of lack of empathy, unwillingness, or inability to pitch in, (even if they are new) or just a general attitude that does not mesh with the team.  You never want to throw a curveball at your team with personalities unless they are looking for something to add to their current group dynamic.  It is an easy, safe, and cost-effective way to see if this person is going to be a good fit for your team.

  The next step in how you conduct your training is what you type of benefits you provide to the new staff member.  Remember, it takes time and money to train someone.  You want them to stay with you for as long as they can, and to do that they need the prospect for a living wage. 

   Food insecurity and housing insecurity are the two biggest issues facing employees in the hospitality sector.  When they walk into your tasting room or bar and see that it is not busy, they instantly wonder if they will be able to pay rent or buy food.  If they do this enough, they will either need to leave to find more secure wages or get a second or third job.  When an employee has multiple jobs, by nature, they will be split on their loyalties and focus.  Lack of passion for what you are doing or not attending to the details of service lead to compounding problems with the guests. 

  Not everyone can afford full time or salaried employees but what can you do as an owner or manager to make sure that when things are slow the employee has an opportunity to earn or when things are busy, they can bank a little extra money to tide them over during the lean times?   In our facility, our employees have full benefits which come with additional responsibilities.  Not every facility is the same but the cost of training employees and the cost of losing customers from poorly trained employees is real across the board.

Moral of the Story

  The right employee can make or break you.   It is your responsibility to set the tone from the beginning.   Invest time in bringing people on so that you add the right dynamic and personality to your team and your brand.  You can train wine; you cannot train attitude.  And it all starts with you at the interview.  So, take it seriously and use the time wisely.

Contact the author at earl@telayawine.com

Piney River Brewing Company:  Craft Beer That’s About Place

Cyndi
photo showing barn and outdoor patio of Piney River Brewing Company, Missouri Ozarks

By: Gerald Dlubala, Staff Writer

Sometimes, sitting around a bonfire enjoying a craft brew can be the best thinktank in the world. Such was the case for Joleen and Brian Durham, founders and owners of Piney River Brewing Company, an award-winning, family-owned brewery in the Missouri Ozarks. While enjoying a bottle of Ommegang’s Three Philosophers, an idea sparked that gave birth to Piney River Brewing Company, humbly nestled in the Missouri Ozarks. The Durhams began beef cattle farming in 1998. Thoughts turned introspective when they wanted to invest in themselves, their land and their property to bring additional value to their rural community.

From Craft Beer Lovers to Award-Winning Craft Beer Brewers

  “We were homebrewers, and we loved and homebrewed craft beer,” said Joleen. “As far back as the early 2000s, whenever we would travel, we always looked for local beer options to sample and maybe have with a meal. Craft beer wasn’t as big then. There weren’t nearly the number of taprooms associated with craft brewing, but given the opportunity, we visited those as well, and I think doing that kind of sparked us to do it. We always believed that craft beer is about place, and at the time, we knew we lived in a unique place. The Ozarks are a place people recognize as a vacation destination full of nature, so we thought we should make a craft beer that carries the Ozarks as a theme and reflects those qualities.”

  Piney River Brewing Company offers beers with names like Missouri Mule, Old Tom Porter, Black Walnut, Float Trip Ale, Bronzeback Pale Ale, Low Water Bridge and more. Their beers are brewed using limestone-filtered well water from a natural spring on their property. In 2010, a deeper well was dug on their property to tap into their natural water supply more efficiently.

  “We make no changes to our natural water profile at all,” said Joleen. “We have a very large aquifer in the area. We have to test our water regularly, and the tests on the water profiles from our wells and the natural springs on our property yield the same results, so that’s pretty cool. We’re pulling water out of our limestone-filtered spring, which plays a key role in our brewing.”

 “Our Black Walnut Beer is our most popular and has become synonymous with our brewery,” she said. “It’s an American-style, dark wheat beer made with the meat of locally sourced black walnuts. It was one of our earliest beers because we looked for an ingredient that the Ozarks is known for, and black walnut is that flavor of the Ozarks. It can remind you of your grandma’s cookies, a black walnut ice cream or just eating them while growing up. The Ozarks grow the most walnuts in the country; we’re proud of that. We don’t use the hull, only the black walnut nut meat in our brewing. The way we utilize them in our brewing process removes the natural tannins in the nuts and, instead, creates a subtle fruitiness. You get this very nice aroma of black walnut when you pour a glass, and then you get a black walnut finish, but it’s not sharp or abrasive in any way. Brian chose to use a wheat beer to highlight the flavor, and the dark wheat is a play on the black walnut name. It has a smooth, light drinkability with a lot of body and flavor that has turned out to be a gateway beer for those who thought or said they don’t like or wouldn’t drink dark beers.”

  Joleen said their original plan was to make great craft beer for distribution that reminds people of good times spent in nature. As the majority of their beer is still canned for distribution purposes, the evolution of Piney River Brewing Company has resulted in a very vibrant, on-site brewery and taproom.

  The 1940s-era barn was meticulously cleaned and decluttered to become the “BARn,” which opened in 2011 and was home to the first official brewery for Piney River Brewing Company. It featured a 10-gallon Sabco Brew Magic Brewhouse to brew the Durhams’ original homebrew recipes for public consumption. When demand quickly outpaced production, and Piney River got its first distributor, the Durhams purchased a used seven-barrel brewhouse and other equipment, including a two-head canning unit for 16-ounce cans.

Piney River Brewing Company became the first microbrewery in Missouri to can their beer on-site at the brewery. The accolades and demand continued, and by 2014, thoughts of expansion were again on the table. Ground was broken for a larger barn in December 2014, and with a $1.3 million investment in a new 15-barrel brewhouse and eight-head canning line, Piney River Brewing’s roots were firmly set.

  The original “BARn” is a booming taproom that welcomes guests every weekend. The brewery regularly draws customers from up to a 90-mile radius. They also welcome those passing through the Ozark region, including people from all over the world who come to their farm to enjoy their property and craft beer. They continue to grow as a destination craft brewery by offering new beer releases and popular live music to also draw craft beer lovers like themselves to their brewery.

All in the Family: Accolades, Awards and Andy’s Root Beer

  Brian and Joleen’s son Andy was in elementary school when the Durhams started putting in the long hours and effort to get Piney River Brewing up and running, whether brewing, canning or running the taproom on weekends. Joleen said that Andy was always nearby, reading a book or visiting with customers at their picnic tables. He wanted to be involved somehow, so his parents let him pick out the root beer syrup of his choice to keg, and they named it Andy’s Root Beer.

  “It wasn’t long before he wanted to scale up,” said Joleen. “He noticed we were canning everything except his root beer. He was probably all of 12 years old at this time. We sent him to a kids’ business camp, and wouldn’t you know it, he won the junior division’s business pitch contest, pitching his root beer canning idea. Andy’s Root Beer has now taken on a life of its own. It has won a couple of awards through the U.S. Open Beer Championship, and it is also sold in the taproom. Some folks like to have a shot of Andy’s Root Beer with their pint of Old Tom Porter. We started canning his root beer after he won the awards, and now you can find it around the area in cans and on draught. Andy gets the proceeds after expenses, which helped him buy everything from band equipment to a car, and now provides him with money to spend while he’s in college.”

  Speaking of awards, there are no shortages when it comes to Piney River Brewing Company and recognition. Just recently, Piney River Brewing Company’s Old Tom Porter took home the bronze medal during this year’s Great American Beer Festival competition, with 1869 entrants representing all 50 states plus Washington, D.C. and Puerto Rico. There are too many prior awards to mention individually, including gold, silver and bronze medals for nearly all of their brews over the years. Additionally, Piney River Brewing Company was named Best Microbrewery, People’s or Editor’s Choice four times over the last 10 years in the U.S. Open Beer Championships and has received accolades from the World Beer Cup, Great American Beer Festival, The Best of Craft Beer Awards and from Rural Missouri Magazine.

Enjoy Your Brewery Experience, and Stay a Bit If You’d Like

  “Well, we are full-time beef cattle farmers, so you’ll pass through a couple of cattle guards along the two-mile gravel road on the way here,” said Joleen. “But then, you’ll see this brewery in the middle of nowhere. The taproom is open on the weekends, with live music. Handmade pizzas and pretzels are available, and outside food can also be brought in to enjoy while visiting.”

  Piney River Brewing Company sits on the Durhams’ original 80-acre farm. When a nearby property became available, they took the opportunity to buy that and enhance the Piney River experience.

  “Back in 2020, our area was hit with a devastating hailstorm right about the same time as COVID hit,” said Joleen. “Prior to that, in 2019, a farm on our same road came up for sale, and the family contacted us to see if we were interested. It contained an old, severely neglected house that got absolutely shredded from the baseball-sized hailstones, taking out windows and everything.”

  “We ended up utilizing our staff, who weren’t doing anything due to COVID, to gut the house and turn it into an extension of the Piney River experience,” she said. “Now, it’s a little weekend getaway that we call our Bed and Brewery. It’s on the same road as the brewery, also in the middle of nowhere. The Bed and Brewery is a really cool extension of our brewery for those who like to come in on Friday and stay through Sunday. Along with a brewery tour, they get a place to stay with a huge front porch, fire pit and a fully stocked beer fridge to make it the ultimate escape. It’s all those things about enjoying nature, watching the stars and just getting away from it all without seeing any cars, light pollution or other people for the most part. It is a very unique and enjoyable property for those who want to extend their stay and visit surrounding areas for tourism.”

Challenging Times Call for Renewed Focus of Core Goals

  “As others can tell you, it’s challenging times for many craft breweries,” said Joleen. “For us, that means that we must continue to focus on brewing the best craft beer here in the Ozarks and remain consistent with our distribution throughout Missouri and Arkansas. We want to be known for what we do and do well right here because the freshest beer is the beer brewed closest to home.”

  “We continue to work with our distributors to ensure that what we put out there is the absolute best representation of what we do and of our location,” she said. “We want to continue providing an enjoyable and fun experience for guests of all ages, whether regulars or first-time visitors. Believe it or not, there are still people out there who have never had or been exposed to craft beer, so we want to be that gateway into the craft beer experience for those people. It seems weird to say in this day and age, but it’s really true that there are still areas of the country where craft beer isn’t the norm. We want to make craft beer a great experience for those people while providing a place that is welcome for everyone, including pets.”

  Joleen continued, “We also want to provide an example of a thriving small business located on a farm in the Ozarks. Many believe those conditions to be considerable odds, but we’re proud to be a successful family farm business. The brewery is important to us, but it’s also something we do alongside raising beef cattle and being good stewards for our land.”

  Piney River Brewing is located in Bucyrus, Missouri, in the Missouri Ozarks. Call or check out their website for more information, to plan a visit, or to book a stay at their Bed and Brewery.

Piney River Brewing Company

15194 Walnut Grove

Bucyrus, MO 65444

417-967-4001

Keeping Your Business Safe During the High Season of “Holiday Spirit”

Cyndi
photo showing many patrons at a bar sitting at the bar

By: David DeLorenzo

As the year comes to a close and a new one begins, many bars and restaurants are in their high season. The combination of out-of-towners as well as families and friends gathering to celebrate the holidays can lead to a successful season for those in the hospitality industry. But it can also bring additional safety concerns for business owners. While the holidays are for celebrating and good times, they are no time to get lackadaisical on important safety protocols. Here are some tips and reminders to minimize loss control throughout the holiday hustle bustle:

Train employees properly — Your staff members are the gateway to your success. Many customers will chose an establishment for the customer service. So hiring friendly, welcoming staff is key. However, it’s also important that those employees not only know how to treat the customer, but that they are well-trained in the safety protocols of your business. This extends to interaction with the customer as well as safety protocols in the kitchen. Staff members should be highly trained on not only their area of service (bartender, server, cook, dishwasher and host, for example), but the entire restaurant’s. Ensuring this can help you run a tight ship — and keep everyone safe.

  It’s highly researched and proven that people overconsume more during the holidays, with some sources stating December through March as the range in which alcohol consumption spikes. This is great for business if you are a bar and restaurant owner. However, it can also bring unwelcome consequences if you and your staff are not carefully abiding by the laws and maintaining your own protocols when it comes to serving alcohol.

Maintain camera footage — Having timestamped video footage can truly be a lifesaver in the case of an incident involving customers or staff. Think of video surveillance as a safety net for your business — one that you need to maintain. I highly recommended holding onto camera footage for longer than 30 days, even if you don’t think there was any incident during that time. This can be one of the most persuasive pieces of evidence in the case of a lawsuit and you won’t regret having it if that time ever comes.

Check IDs (and check them twice) — It’s better to be over cautious than under cautious, particularly at this time of year. Overserving is one thing, but overserving a minor is quite another. Make sure servers always check IDs and don’t be hesitant to have another staff member give it a look or ask for a secondary form of ID if there is any question about validity.

Security isn’t seasonal — Depending on the type of establishment you run, consider heightening security during holiday and high seasons. When overconsumption increases, this can lead to poor decisions and aggression. Having added security to support double-checking those IDs and for ensuring no one enters your establishment that has already been drinking in excess can help save your business. It’s also beneficial to hire someone that has a background or experience in security. This role requires brains and brawns.

  The bottom line is that just one claim, at any time of the year, can result in a 50% to 100% increase in your insurance rate for the next year, at least. And for the most part, this is avoidable by taking these simple precautions.

Look Ahead to Set Yourself Up for Success in 2025

Stay on top of your premiums payments — As the holidays come to a close, it’s important that your businesses finances are kept up to date and that you’re making timely payments on your premiums. They are the bedrock of your coverage — not just to keep your policy active, but to ensure that when the unexpected happens, your policy stands strong, ready to protect your establishment. If you keep up to speed on your premiums payments you won’t have to worry about any gaps in coverage that could sneak up on you in the new year.

Have, and be able to access, documentation — It’s also important to make sure your documentation and certifications are in order (and easily accessible) in the event of an audit. It’s crucial to understand that audits are not just about numbers but about ensuring your coverage reflects your reality. This will safeguard your establishment against the unexpected.

  Speaking of documentation and certifications, they are the tapestry of the hospitality industry and the shield of protection for your business. It’s not only important to have them but be able to access them when needed. When looking ahead to 2025, consider upgrading your organization systems. For example, you can invest in an app that allows you to consolidate your documentation and certification into one easily accessible format that you can get to at a moment’s notice. It’s not just about having the proper documentation and certifications, it’s about proving that you have them.

Work with a trusted specialist — End of year is a good time to review your policy, which should be done annually. When doing so, make sure you meet with an experienced specialist that is well-versed in the intricacies of your industry. At the end of the day, the rate is the rate. Unfortunately, this is the result of the amount of lawsuits that occur.

  However, if you find a specialist who works with businesses in your industry, you’re paying for the expertise that they can bring when advising you on your policy. This is invaluable, especially if you ever do get into the unfortunate instance in which a claim is filed against you, a staff member or your company as a whole.

  An experienced and knowledgeable insurance broker can review your current policy to ensure the documents are accurate and that they truly represent your coverage. They can also advise you on the importance of life insurance and buy-sell agreements. For many restaurateurs, these can seem like investments for the future. However, they are actually the lifelines of today, to make sure that your business not only survives, but thrives, even in the case of the unexpected.

  Consider your broker your partner in your thriving business. They will help you through the good times and bad. More than simply selling you a policy, a trusted insurance partner will be able to provide you with peace of mind, assurance, and a shared vision for the future of your business.

So as you head into 2025, make a list — of the things you need to do in the new year to ensure the safety and protection of your business and your staff members — and check it twice.

  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.

Bio-Tech Flavor Market is Expected to a Colossal US$ 69.03 Billion Fueled with 7.2% CAGR By 2034 | Fact.MR Research

Cyndi

Rockville Pike, Nov. 12, 2024 (GLOBE NEWSWIRE) —

According to a newly published research report by Fact.MR, a market research and competitive intelligence provider, the global bio-tech flavor market is analyzed to reach a size of US$ 34.44 billion in 2024 and is further forecasted to expand at a noteworthy CAGR of 7.2% over the next ten years. The continuous developments in biotechnology, particularly in the fields of fermentation, microbial engineering, enzymes, and other technologies, are revolutionizing the manufacturing of natural flavors.

  These techniques are essential because they enable the efficient and regulated synthesis of taste molecules from enzymes and microorganisms, producing bio-tech flavors of superior quality. Moreover, these approaches require less money than resource-intensive conventional extraction methods. Because of these ongoing advancements, leading food and beverage producers are embracing bio-tech tastes on a large scale. Bio-tech flavor makers are also increasing their manufacturing capacity and focusing on supplying them at budget-friendly pricing by scaling up these biotechnological processes.

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Bio-Tech Flavors Growth in Market Valuation Over Years

  North America’s strong demand for natural and clean-label products is contributing to the market growth in the region. Because the region is home to biotechnology enterprises, the market is growing at a noteworthy rate. Owing to the rising demand for flavored foods and beverages, the East Asian market is estimated to provide several lucrative opportunities in the coming years.

Key Takeaways from Bio-Tech Flavor Market Study: 

  The worldwide market for bio-tech flavors is forecasted to reach a size of US$ 69.03 billion by 2034-end. The North American region is estimated to lead with a 23.9% portion of the global market in 2024.

  The market in East Asia is approximated to reach a valuation of US$ 15.95 billion by the end of 2034. The application of bio-tech flavors in beverages is evaluated to increase at 7.2% CAGR through 2034.

  Demand for bio-tech flavors in South Korea is projected to rise at 8% CAGR from 2024 to 2034. By flavor type, the microbial produced flavor segment is analyzed to generate revenue worth US$ 19.05 billion by 2034.

  “Prominent bio-tech flavor companies are investing in R&D activities to generate new and advanced microbial flavors that enhance product offerings and meet evolving customer expectations for distinctive flavors and health benefits,” says a Fact.MR analyst.

  Some of the leading providers of bio-tech flavor market are Givaudan S.A; International Flavors & Fragrances Inc.; Firmenich SA; Symrise AG; Takasago International Corporation; Sensient Technologies Corporation; Kerry Group; Frutarom Industries Ltd.; BASF SE; Bell Flavors and Fragrances Inc.; Fab Flavour; Janiel Biotech; Garden Flavours Co. Pvt. Ltd.

Bio-Tech Flavor Industry News & Trends:

  The biotech company Cultimate Foods, based in Berlin’s Biocube and Hannover (Institut für Technische Chemie, Leibniz Universität Hannover), successfully concluded its €2.3 million seed investment in April 2024. The business intends to expand its operations, business alliances, and manufacturing procedures.

  In 2024, BASF Aroma Ingredients launches a new natural product under the Isobionics brand into the taste market. Isobionics Natural beta-Caryophyllene 80, a new product in the Isobionics brand, exemplifies the company’s commitment to developing natural tastes that are impacted by consumer desire.

How Much Demand Is There in the US for Bio-Tech Flavors?

  With reputable biotechnology companies and academic institutions establishing the benchmark for the development of biotech tastes, the US is renowned for its technical innovation. These advancements are improving fermentation and microbial engineering techniques, enabling the production of high-quality, efficient natural flavors.

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  By increasing the scalability and cost-effectiveness of bio-tech flavor manufacturing, advancements are encouraging food and beverage industries to use bio-tech tastes as an alternative to synthetic or traditional natural flavors. By ensuring consistent flavor quality and reducing manufacturing costs, this technological breakthrough is also contributing to a rise in industry adoption in the United States.

 Several Beverage Companies Widely Utilizing Bio-ech Flavors Over Synthetic Ones:

  A high number of beverage producers are switching from artificial flavors to biotech alternatives derived from plants. The growing demand for natural solutions by consumers is the cause of this shift. Beyond their actual flavor characteristics, bio-tech tastes meet consumer desire for clean-label products free of artificial ingredients.

Bio-Tech Flavors Market Trends and Insights

  Biotechnology is enabling the production of unique and complex taste compounds that enhance beverages’ sensory characteristics and appeal to a wider range of customers. The need for bio-tech flavors is also driven by the growing popularity of functional beverages, which frequently include bio-active ingredients for health advantages.

More Valuable Insights on Offer:

  Fact.MR, in its new offering, presents an unbiased analysis of the bio-tech flavor market, presenting historical demand data (2019 to 2023) and forecast statistics for 2024 to 2034.

  The study divulges essential insights into the market based on form (powder, liquid, paste), flavor type (vanilla & vanillin, fruity, microbial produced, essential oils), and application (food, beverages, nutraceuticals), across seven major regions of the world (North America, Western Europe, Eastern Europe, East Asia, Latin America, South Asia & Pacific, and MEA).

Discover Additional Market Insight from Fact.MR Research:

  Flavor enhancers market is estimated to be valued at US$ 3.66 billion in 2023. The global demand is set to reach a market value of US$ 6.08 billion by 2033.

Food ingredient market size is estimated to reach $35.15 Bn in 2024 and is projected to grow at a CAGR of 4.9% to end up at US$ 56.79 billion by 2034

Natural flavor carrier market is projected to grow at a steady CAGR rate during 2018-2028. Clean Label products augur the growth of natural flavor carriers.

Gamma-decalactone market is expected to grow steadily during the forecast period. The market is projected to exhibit faster expansion in North America.

Natural and organic flavor market is projected to be valued at US$ 9.99 Bn in 2024 and is projected to rise at 5.7% CAGR to ascend to $17.39 Bn by 2034

About Us:

  Fact.MR is a distinguished market research company renowned for its comprehensive market reports and invaluable business insights. As a prominent player in business intelligence, we deliver deep analysis, uncovering market trends, growth paths, and competitive landscapes. Renowned for its commitment to accuracy and reliability, we empower businesses with crucial data and strategic recommendations, facilitating informed decision-making and enhancing market positioning. With its unwavering dedication to providing reliable market intelligence, FACT.MR continues to assist companies in navigating dynamic market challenges with confidence and achieving long-term success. With a global presence and a team of experienced analysts, FACT.MR ensures its clients receive actionable insights to capitalize on emerging opportunities and stay ahead in the competitive landscape.

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