Category: Marketing

“An Outlier”

Cyndi

Why Is the Craft Beverage Industry Competitively Restrained?

glass of beer surrounded by chains

By Ethan E. Litwin

Since the 1980s, the U.S. craft beverage industry has expanded dramatically. Breweries grew from fewer than 100 in the early 1980s to nearly 10,000 today. The U.S. spirits industry shows a similar trajectory, rising from under 100 licensed distilleries in the 1980s to over 3,000 today.  The U.S. wine industry experienced earlier momentum after the 1976 “Judgment of Paris,” yet still only had about 2,500 vineyards by the early 1980s. That number has since grown to nearly 12,000.

  Despite this remarkable expansion, most craft producers remain small.  Craft brewers typically produce under 7,500 barrels annually, while craft distilleries typically produce fewer than 250,000 proof gallons per year.  These small producers face competition from dominant incumbents: two brewers control about 65% of the market, with output exceeding 6 million barrels each, while large distilleries produce more than 8 million proof gallons annually.  U.S. vintners also generally remain small, producing fewer than 60,000 wine gallons annually, while their largest competitors produce more than 15 million wine gallons.

  One of the most consistent challenges for small-scale producers has been distribution and market access.  Simply put, making a high-quality beer, wine, or spirit is only half the battle—getting it into the hands of consumers via restaurants, bars, or retail shelves is often far more difficult.  This article outlines some of the major challenges faced by small producers and suggests some avenues on how the system may be changed, or challenged.

Regulatory Barriers to Competition

The Legacy of Prohibition: The largest obstacle for small producers is the U.S. alcohol distribution system itself. After Prohibition ended in 1933, most states adopted a “three-tier system,” which separates producers (tier one), distributors/wholesalers (tier two), and retailers (tier three). Under this structure, producers are generally prohibited from selling directly to retailers or consumers, except under limited circumstances such as on-site taprooms, tasting rooms, or, more recently, direct-to-consumer shipments in some states.

  The three-tier system artificially enhances distributors’ importance—distributors often control key customer relationships, point-of-sale marketing, and product placement decisions. The architects of the three-tier system envisioned a competitive marketplace where distributors would compete for producers’ business on the price, scope and quality of their services. State franchise laws, however, significantly restrain that competition by restricting the ability of producers (generally brewers, but often in other sectors as well) to switch distributors without proving “good cause,” a dauntingly expensive and time-consuming endeavor. These laws inevitably created a misalignment of incentives, reducing distributors’ investment in marketing new or smaller brands—the very craft producers who generally lack the ability to terminate their distributors for cause.

  Most states also impose price controls on distributors in the form of “post-and-hold” rules, which require distributors to “post” their prices with state authorities and then “hold” those prices constant for a period of time. During the hold period (typically 30-60 days), producers are prohibited from engaging in any form of price competition. Some states all for limited “meet-but-not-beat” competition, which allows for price-matching, but continues to prohibit distributors from undercutting rivals’ prices. Although most states do not directly control prices set by distributors, some states have adopted uniform pricing rules, prohibiting distributors engaging in price discrimination downstream by charging different prices for the same product to different retail outlets.

  While these rules are clearly anti-consumer in effect and in intent.  Prohibition may have ended in 1933, but concerns about alcohol remained and states actively sought to manipulate market prices to discourage the consumption of alcohol.  It is hard to think of another American industry where regulations are specifically designed to restrain price competition and increase consumer costs.

Antitrust Enforcement Failures

The Problems Caused By Distributor Consolidation:

Ironically, the three-tier system was intended to prevent market foreclosure by a dominant, vertically integrated producer, while state franchise laws were intended to protect distributors from the whims of powerful producers. But as the distribution sector has consolidated, the few remaining distributors have tended to prioritize brands with high volume, national recognition, and strong marketing budgets. A small craft brewery or distillery will struggle to get attention from distributors compared to giants like Anheuser-Busch (ABI) or Diageo.

  Another barrier is the consolidation of the wholesale industry. Over the past several decades, wine and spirits distribution has become dominated by Southern Glazer, which operates in 44 states, and Republic National Distributing Company (RNDC), which operates in 35 states.  The next largest competitor, Breakthru Beverage, operates in only 13 states. Southern Glazer and RNDC command national networks and wield enormous leverage with retailers. The situation is no better in the beer segment, where independent distributors are typically affiliated with either ABI or Molson Coors. ABI, however, is now vertically integrated in many key states and its wholly-owned distributors do not carry third-party brands other than a handful of very small local brands. Accordingly, in markets where ABI’s wholly-owned distributor is present, craft brewers are forced to deal with a monopolist—the independent affiliated with Molson Coors—to gain market access, with predicable results.

  For small producers, signing with a distributor is often seen as a milestone—but in practice, many end up buried in vast portfolios. A small distillery’s gin may compete for the same distributor’s attention against dozens of other gins, including global brands with multimillion-dollar marketing budgets. Without aggressive representation, small brands get little visibility, and sales stagnate.

Competition for Shelf and Tap Space

  Even if a distributor agrees to carry a small producer’s product, there remains the issue of limited space at the retail or restaurant level. Supermarkets and liquor stores typically allocate shelf space to brands with strong consumer demand or to those offering better promotional support. Large producers can incentivize retailers with discounts, rebates, and marketing dollars, effectively buying visibility. Small producers rarely have the financial muscle to compete. Without marketing support, distributors and retailers often deprioritize smaller brands. Even when products make it onto shelves, they may sit unnoticed among hundreds of competing SKUs. Shelf placement matters enormously—a small brewery’s seasonal IPA stuck on the bottom row may never be seen by casual shoppers.  For restaurants and bars, education is key. Servers and bartenders are more likely to recommend a product they know. Yet small producers often lack the resources to run training programs, provide free samples, or sponsor events at scale.

  Similarly, bars and restaurants often have limited tap handles, wine lists, or cocktail menus. A bar might have 20 taps, but a distributor may push them to feature a national brand lager and IPA, squeezing out smaller craft options. Wineries face the same issue with wine lists: Many restaurants lean toward recognizable labels that reassure consumers, leaving little room for lesser-known vineyards.

Consolidation in Adjacent Markets Threatens the Viability of Craft Producers

  Distribution challenges are compounded by the financial realities of small production. Craft breweries, distilleries, and vineyards typically operate with slim margins. The costs of raw materials, labor, equipment, compliance, and packaging leave little room for the kinds of marketing and promotional spending that larger competitors deploy.

  For example, the cost of aluminum beverage cans has risen sharply in recent years due to a combination of industry consolidation and trade policy. The aluminum can market has become increasingly concentrated, with just three suppliers—Ball, Crown Holdings, and Ardagh— controlling more than 80% of U.S. can production. On the raw material side, a similar pattern has emerged: Only a handful of rolling mills, led by Novelis and Constellium, dominate domestic aluminum sheet supply. In these highly concentrated markets, buyers have limited ability to negotiate price as demand for cans has surged and supply bottlenecks have emerged. At the same time, the Section 232 tariffs first imposed in 2018 added a 10% surcharge on imported aluminum, effectively lifting domestic prices as well since U.S. producers peg contracts to tariff-inclusive benchmarks. This year, the situation has become worse as tariffs have progressively increased and currently stand at 50%. Together, these dynamics have pushed can costs up by double digits over the past five years, making packaging one of the fastest-growing expenses for brewers, distillers, and vintners. While large producers with established brand presence can pass on these costs to consumers, smaller producers seeking to gain traction in a crowded marketplace may be forced to absorb a greater percentage of these costs.

Solutions

  There is no single solution to the competitive problems in the beverage industry.  First, wholesale changes to the regulatory structure governing the distribution of alcoholic beverages.  In addition to permitting self-distribution and direct-to-retail sales, the rules governing distribution should be amended to prohibit the sort of exclusive contracts that tie retailers and bars to dominant brands. Pay to play schemes, such as tap handle exclusivity and shelf space payments should be broadly prohibited.  Direct to consumer sales, widely practiced in the wine industry, should be expanded to include craft beer and spirits along the lines of recent legislative initiatives adopted in New York and elsewhere. A federal law enshrining direct of retail and direct to consumer sales would also reduce the compliance headaches created by differing regulations at the state level.

Regulatory reform, however, may not prove to be sufficient to create a truly competitive marketplace where craft producers can flourish. Even without changes to regulations, anticompetitive practices can be challenged under the antitrust laws by federal and state enforcers, as well as by private companies acting alone or as part of a class action. There are several potential grounds for antitrust enforcement. Exclusive dealing contracts that favor large producers over craft competitors (e.g., denying such producers access to shelf space, taps, or distribution) can be challenged as an illegal market foreclosure. To the extent that large producers and distributors have entered into agreements that result in the exclusion of craft competitors at the distribution or retail levels, those agreements can be challenged as illegal group boycotts. Tap handle exclusivity, shelf space payments and other pay to play schemes can similarly be challenged under the antitrust laws without any further changes to regulations. Even corporate transactions, such as the acquisition of leading craft producers by large established producers, can be challenged under the antitrust laws if the effect of those acquisitions will be to substantially foreclose distribution channels for competing craft producers, forcing them to use smaller, less efficient distributors who are typically unable to secure comparable placement at retail stores—all while increasing the costs of such distribution. Finally, antitrust enforcement in packaging and logistics markets can also help to reduce costs that are disproportionately borne by craft producers.

  These issues are not hypothetical. Following its investigation, the Federal Trade Commission, which typically takes the lead on antitrust issues affecting the spirits industry, sued Southern Glazer at the end of last year for price discrimination, alleging that the distributor was offering preferential discounts to large chains making competition from small independent retailers more difficult. For its part, the Department of Justice, has uncovered evidence that large brewers use a combination of anticompetitive practices to obtain exclusive distribution, which inhibits the ability of craft brewers to expand sales. These efforts are important, but more work must be done in order to level the playing field for craft producers.

Conclusion

Marc Farrell, the founder and CEO of Ten to One Rum, is one of the lucky ones.  Through a combination of passion and business savvy, his brand is breaking through in a meaningful way.  But Marc increasingly feels like it is becoming impossible for new brands to get to market.  The system, he notes, is set up to favor large incumbents. “The U.S.,” Marc observes, “is the most forward thinking business environment in the world.  But spirits is an outlier.”  Beholden to antiquated regulations and largely denied direct access to retail customers and consumers, craft brands are “flying blind.”  If this remarkably innovative industry is to survive long-term, systemic change is needed.

Tis The Season for Fall Branding Upgrades

Cyndi

Summer is over, and it is time to turn a new leaf and usher in all things pumpkin spice.

cans of pumpkin ale made with real pumpkin

By Hanifa Sekandi

Autumn represents a season of renewal and rest. A time when people are ready to slow down after the summer rush of vacations and outdoor sun activities. Many households are a lot quieter with the return to school. So, of course, beverage marketing must pivot. ‘Tis the season for a fall branding upgrade! There are many directions that a brand can go during the fall. There is also more than one opportunity to capture your audience’s attention, unlike summer. Yes, summer beverage marketing is fun, but it does not provide as many opportunities to appeal to different consumers as fall does. Some may disagree because summer fun is full of outdoor adventures, festivals, and barbecues where the drinks flow endlessly. But, beyond the typical summer beverage themes, what else is there?

  As we dive into fall marketing upgrade strategies, it is apparent why fall is a noteworthy contender for beverage sales in October and November. Basically, do not count this time of year out. Do not limit your beverage marketing budget to July, August, and December. Understandably, these months are quite favorable for beverage sales. In beverage marketing, it is important to play the long game, so every month counts. A great example of fall beverage marketing that has taken over fall is the pumpkin-spiced latte.

  When Peter Dukes, a product manager at Starbucks, pitched the idea of a pumpkin-flavored beverage inspired by the essence of autumn and the dessert associated with it, pumpkin pie. He unboxed a fall marketing and cultural phenomenon. Opportunities in marketing always present themselves; it is up to brands to be bold and seize them. Your consumer already shows you what they desire; it is up to you to read their cues and deliver. Great marketing is wrapped in nostalgia. People love comfort and familiarity. The pumpkin-spiced latte reminds people of Granny’s pumpkin pie, topped with whipped cream, a treat enjoyed in the fall and the winter months.  So, let’s upgrade!

Thematic Upgrades

  Sometimes your brand needs a theme. Start brainstorming themes that are synonymous with the fall. Think of every possible symbol or activity that comes to mind when you think of this time of year. Delve deep into your childhood memory bank. What good fall memories do you cherish? How does it make you feel? The goal is to evoke an emotional connection to your fall marketing campaign. It is about creating something familiar, more so than something outrageous or bold, as you did for summer campaigns. The summer is about a lot of noise, more action. The fall is about comfort and slowing down. Is your cider a warm, cozy beverage? What is your beverage best paired with? An apple pie-flavored cider would be a hit beverage. For those who love apple picking, warm apple pie, or warm apple cider, once the leaves develop an orange and golden hue, this would be a go-to beverage. You could create a thematic campaign, “all things apples,” that includes activities and recipes.

  When you craft your campaign around a theme, it allows you to create a story. A story that supports all your marketing verticals. This includes hosting experiential events to support your theme. Maybe you can partner with an orchard for a brand takeover. At this event, you can serve both alcoholic and non-alcoholic ciders. Beverage bands in the RTD non-alcoholic space should absolutely take advantage of this opportunity.  An event that will include fall activities like apple picking, a storefront to purchase apple pie or crumble, and merchandise that complements your theme. Some apple orchards also have a farmers’ market on site, a great way to showcase your beverage by giving samples, and where patrons can purchase it. According to the Apple Association, there are approximately 600 orchards in New York.  This is just one state! An outside-the-box idea, but a timely seasonal campaign.

  This theme can also shift to pumpkin patches and hayrides. A theme that also extends to Halloween. The use of pumpkin is already popular; it will be easy to entice pumpkin-spiced latte enthusiasts. You can target three different consumer groups with an apple-themed marketing campaign, a pumpkin campaign, or a Halloween campaign all at once.

Ambient Upgrades

  Sometimes it is all about a vibe. Think of this strategy the way an interior designer views upgrading a room in someone’s home. Or better yet, your consumer who most likely loves to shop for seasonal fall decor. How can your beverage complement their ambient upgrades, elevate their space, and add to the fall atmosphere they would like to create in their home or at a gathering? Is this a beverage that can be displayed on their table next to a delicious charcuterie board? When people walk into the store, does your beverage send cues to the buyer? Is it autumn?

  Packaging adorned with fall colors or imagery and symbols will metaphorically speak to this consumer. Sometimes, it is an unconscious symbolic cue that draws people to beverages packaged for the season. It is due to familiarity. What matches their fall decor, what would add to the moment, or enhance the experience? If they are going for cozy fall vibes, when they spot a product, even a beverage that is associated with this, it will incline people to purchase it. It is the same feeling that is evoked when people buy an apple or pumpkin-flavored coffee from the grocery store, and cookies they will store in a jar with fall artwork etched on it, purchased from a home decor store.

  Keep in mind, the product still matters. Your beverage should taste good. Quality ingredients are still the star of the show. Hopefully, your fall beverage campaign performs well, and consumers look forward to it every fall like a pumpkin-spiced latte. Imagine being the RTD of the season or the cider that people must buy as soon as September 22nd hits?

  Ambient upgrades allow you to elevate your packaging. It is a great time to be creative and add a little glitz or glamour to your branding.

Everything Upgrade

  As mentioned earlier. Your fall marketing upgrade can be all things fall. Create a storyline for your marketing campaign. Starting with apples and then segwaying to pumpkin, a bit of Halloween, and even Thanksgiving. Dub this the “ultimate beverage fall story,” a chapter of the year where your brand takes people on a fall adventure. Full of all the things that people have come to love about this time of year. From packaging upgrades to social media and out-of-home campaigns, a story that can captivate the senses and invite beverage connoisseurs to join in and add your beverage to their personal fall story.

  A call to action, asking your consumer what they love about the fall, is a great way to get engagement. Share your favourite fall moments with our beverage, a food, or a recipe that pairs well with it. An everything upgrade will keep things exciting and allow you to maintain the momentum you gain in the summer. It is also a great lead-up to winter marketing, a beautiful beverage story for your brand to write. 

Fall & Winter Drink Trends to Pour Over this Season

Cyndi

“Savory baking spices and bold, robust flavors are definitely at the forefront.”

various sizes of glasses containing different fall colors of drinks

By Molly Cerreta Smith

Late last year, the National Restaurant Association (NRA) made its predictions for 2025’s top alcoholic beverage trends. They hit the nail on the head with “90s martinis,” particularly the espresso martini, which gained steam in 2024 and blew up in 2025, and also named hyper-local beer and wine, creative spritzes, flights, and innovative old fashioneds among its What’s Hot list for 2025.

  Early on, the organization also predicted no- and low-alcohol options for cocktails, beers and wine, not as “non-alcoholic” choices but rather when presented with the option of “with or without alcohol.” By about mid-year, the NRA added watermelon flavor to its list of standouts for 2025, noting the introduction of London Liqueur Co.’s new watermelon liqueur, which was a highlight of the National Restaurant Association’s Show 2025 in May.

  Dirty sodas and nostalgic/retro flavors for both soda and cocktails started to make their mark—with big soda brands bringing back classics and adding a variety of experiential flavors to their lineups. But now that fall and winter are on the horizon, what are consumers looking for when it comes to filling up their glass? Tait Ludwick, beverage director of Keeler Hospitality Group based in Arizona, shares some insight.

  “Savory baking spices and bold, robust flavors are definitely at the forefront,” he says, adding, “I also believe Amari will play a leading role this season. Across the country, more bars are leaning into Amaro as a way to create that deep, comforting ‘winter in a glass’ experience.”

  While keeping up with the trends and the seasons is a fun way to keep customers excited and engaged when it comes to the cocktail menu, some tried-and-true flavors are always a hit.

  For example, Ludwick says, “I always return to a few favorites that define my style. Chocolate is at the top of that list—I wish I saw it featured more often on menus. Beyond that, I gravitate toward baking spices, brown sugar, delicate fruits and spice-driven notes.”

  “This season, I’m especially excited to work with teas, particularly Asian varieties,” he says. “Their nutty, roasted qualities bring a unique depth that pairs beautifully with winter cocktails.” Asian flavors are definitely a hot trend for 2025 across the board in food and beverage. Many of the year’s popular cocktails have taken inspiration from boba tea. In addition, offering Asian teas on a beverage menu is an easy way to incorporate the aforementioned “alcoholic or non-alcoholic” option.

  While lychee has been a popular option for decades and continues to be, other Asian flavors with bold and spicy notes add more complexity to fall and winter beverages—including yuzu, ginger and baijiu. Think earthy mushroom martinis, miso-infused margaritas and Japanese highballs. Rather than sweet, these trending flavors give cocktails a savory and spicy kick that aligns well with fall and winter and complements seasonal dishes.

  When it comes to moving from summer cocktails to decidedly more fall and winter vibes, transitioning beverage menus is key to keeping customers engaged.  

  “For us, the transition feels very natural. After our first seasonal rollout, I noticed some guests still craving cocktails from the previous menu. That’s when I introduced Poppy’s Aces, a way to carry over favorites with a new seasonal twist,” says Ludwick. “We look closely at the styles our crowd gravitates toward and reinvent those with fresh, accessible flavors. For example, old fashioneds were extremely popular last year, so we transitioned into a Brown Butter Banana Old Fashioned. The rich, savory molasses notes balanced with fruity warmth gave guests that cozy, seasonal vibe, while still keeping the drink exciting and new.”

  Rather than entirely replacing a summer menu with a fall one, some transitional options can ensure customers still get a familiar version of a favorite beverage, but with a slightly seasonal twist. Doing so in small doses also ensures customers don’t feel as though they are missing their favorite beverage from a previous season.

  “We focus on developing our guests’ palates over time. We often begin with approachable flavors that appeal to snowbirds and casual drinkers, but each time they return, we introduce something new and slightly more adventurous,” Ludwick says. “It’s very much like telling a story—each visit reveals a new chapter, keeping guests curious and engaged.”

  Naturally, curiosity is a great way to entice guests and introduce them to new and seasonal flavors. Another fun way to bring the fall and winter season to life through the cocktail menu is through themes. However, there are a few essential things to keep in mind, such as the location and overall theme of the establishment itself.

  Ludwick weighs in: “I love the idea of themed menus, but I approach them with flexibility. In Arizona, we don’t get the same dramatic winter weather, so some classic ‘cold weather’ themes don’t always resonate. Instead of locking into a theme, I prefer to showcase standout cocktails for each holiday—something that feels like the biggest gift under the Christmas tree waiting just for you. When the focus is on delivering the best-tasting drinks rather than fitting a theme, you create a more memorable experience and avoid limiting creativity.”

  Theme beverages tend to work well when aligned with a specific event, such as a pairing dinner with unique themed cocktails, for example. This is an excellent way to showcase the talent of both the kitchen and the bar staff, offer unique one-of-a-kind beverages, and gauge customers’ interest in these types of events, dishes and drinks for future experiences and menus.

  And while following the trends and presenting themed beverages for a specific season, holiday or series, such as football, can be fun and innovative ways to bring customers back and appeal to different demographics, class and signature sips should never be counted out. These tried-and-true beverages should be the base of every establishment’s cocktail program and can be tailored to suit the theme of the establishment itself.

“Classics are non-negotiable—they are timeless, universally recognized and must be made true to form. When I see a Clover Club, an Old Fashioned or a Whiskey Sour, I know exactly what I should be served,” Ludwick says. “Signature cocktails, on the other hand, are about showcasing a bar’s identity. They’re the ‘house specials,’ crafted to reflect the restaurant’s unique personality. Both are essential: classics ground the menu in tradition, while signatures bring innovation and individuality.”

  When developing fall and winter cocktail menus, keep variety, seasonal flavors, holidays, events and trends in mind. While these are keen ways to keep customers coming back for more, it’s also a fun way to boost sales and attract new customers.

  In doing so, keeping true to the nature of the establishment while also offering a non-revolving menu of classic and signature beverages can ensure that customers who prefer the familiar will always feel welcome, regardless of the new sips of the season.

Make It Easy for Buyers to Say Yes

Cyndi

Few realize the secret isn’t just in the liquid – it’s in the clarity of your story.

By Jake Ahles, Morel Creative

More shelf space. Faster distributor buy-in. More confident fundraising conversations. Every brand of craft beverage wants these things. In today’s saturated craft beverage market, it’s no longer enough to have an excellent product. The brands that grow are the ones that make it easy for buyers, distributors, and consumers to understand what makes them different—and why they deserve space on the shelf or a spot on the menu. Clarity sells. And if you’re not intentional about it, confusion will cost you.

The Clarity Gap

  We see it all the time. A founder has poured years into perfecting their distilling process or refining their recipes. The branding looks good, the liquid tastes great, and the team is passionate. But when it’s time to sell, the story falls apart. Here’s what usually happens:

•     Sell sheets are too busy – buyers can’t find the point.

•     Pitch decks meander too much history, not enough differentiation.

•     Reps are telling different versions of the brand story in different markets.

•     Digital presence confuses more than it converts.

The result? Buyers pass. Distributors deprioritize you. Investors hesitate. All while a competitor with half the craft—but a clearer story—wins the shelf.

What Buyers & Investors Really Want

Let’s be clear: buyers and investors aren’t against you. They’re simply busy and looking for confidence. And confidence comes from clarity. Here are the unspoken questions they’re asking:

Distributors & Trade Buyers

•     Can I sell this easily?

•     What makes this different from what’s already here?

•     Will my staff be able to explain it in 15 seconds?

•     Will consumers understand it right away?

Investors

•    Is this brand positioned to scale?

•    Can the founder explain the brand in one sentence?

•    Does the story fit the market’s trajectory?

•    Will this resonate with future buyers or acquirers?

  If your materials don’t answer these clearly and consistently, you’re creating friction. And friction kills deals.

The 3 Rules of Brand Clarity

Clarity doesn’t mean oversimplifying your story. It means structuring it so it can be told—and retold—consistently across every channel. Think of it as a sales system, not a marketing veneer.

Here are three rules to get started

1.  Master Your One-Liner:  Your story should be explainable in one sentence. The headline on your sell sheet or deck should say exactly what you do, who it’s for, and why it’s different. Not: “An artisanal experience inspired by heritage.” Better: “Botanical spirits designed for modern mixologists—zero sugar, crafted for cocktails.” If a rep, bartender, or buyer can’t repeat your one-liner, it’s too complicated.

2.  Align Your Tools:  Every tool – sell sheets, pitch decks, product videos, website copy—should tell the same story in the same language. Consistency builds confidence. Inconsistency creates doubt.

•     Keep sell sheets focused on differentiation and use cases.

•     Design pitch decks to answer: What is it? Why now? Who’s buying it? Why will it move units?

•     Use video to add emotion and memorability but keep it clear and repeatable.

3.  Build a Scalable System:  Your story shouldn’t live in the founder’s head. It should live in a repeatable system that empowers anyone—sales reps, distributors, ambassadors—to tell it confidently.

  That’s where a content ecosystem comes in: a centralized library of assets (one-liners, sheets, decks, videos, FAQs) that ensures clarity no matter who’s pitching. When the story is systemized, you can scale without losing the soul.

The Payoff of Clarity

  When your brand story is clear, here’s what happens:

More shelf space: Buyers say yes faster when they don’t have to work to understand you.

Stronger distributor confidence: Reps are more likely to push a brand that’s easy to champion.

Higher reorder velocity: Clear stories create repeatable sales momentum.

Better investor traction: Clarity signals professionalism and scalability.

Acquisition readines: Companies looking to acquire want a story that already resonates in the market.

  Clarity is more than a marketing tactic. It’s a growth strategy.

Final Thoughts: Make It Easy to Say Yes

  You’ve invested heavily in your craft. You’ve perfected your recipes, sourced the right ingredients, and built the right team. Now it’s time to invest in the clarity of your story.

  Because the truth is: the best product doesn’t always win. The clearest one does.

So, ask yourself:

•    Can my brand be explained in one sentence?

•    Do all my materials align with that story?

•    Could a distributor or investor repeat it confidently without me in the room?

  If the answer is no, you may be leaving growth on the table. Want to know how clear your brand really is?

  Take the free Market Leadership Scorecard and see where you stand.

Get Your Score Now!

Is it Time to Elevate Your Beverage Brand

Cyndi

Even Legacy Beverage Brands See the Value in a Brand Refresh

banner sign says rethink revise rebrand

By Hanifa Sekandi

Everyone is doing it, changing their brand to look more modern or something fresh to appeal to a new consumer base. One could argue that social media made them do it. It is easy to feel the need to compete with the social media engine that never slows down. What beverage is everyone talking about now? Not your beverage, but why? This can be frustrating when you know that you offer an excellent product. At times, it seems hard to cut through the beverage marketing noise, but it is possible. As you think of ways to do so, you may have considered a rebrand. Yes, there is always room for improvement. No matter how great your brand may be performing, there is always that one thing that can boost awareness and increase sales.

  Even legacy beverage brands are seeing the value in a brand refresh every few years. If you are a new brand, a rebrand should be the last thing that crosses your mind. Remember, nobody knows about you just yet, and until everyone does, consider yourself in the clear. This does not mean that you should not develop compelling marketing strategies. It simply means that you still must introduce yourself to your audience. This may take months to years, but you must stay consistent to gain brand familiarity. A slow rise to the top is sustainable. If in doubt, look at legacy brands; most of them have steadily climbed their way into the elite beverage club. Then think of brands that had their glory in the sun, fifteen minutes of fame, and now they are simply an afterthought.

When is it Time  for a Rebrand?

  Before you start, ask yourself, does your beverage brand need a refresh or a rebrand? A rebrand, in most cases, is a complete overhaul of your existing brand. A refresh is when you add new elements to your brand while maintaining brand familiarity. A refresh tows the line, whereas a rebrand pushes limits; it is a business risk that may benefit or hurt your brand eventually. Either way, it is a roll of the dice. Will the odds be in your beverage brand’s favor? You will not know unless you try.

  For some brands, a substantial risk is not worth it, companies would rather do a brand refresh that provides new energy to their existing branding without too many risky changes. Other brands choose to undergo a rebrand, and this strategy often achieves their intended results. A rebrand often works when brands are launching a new product line. A change in ingredients of an existing beverage may prompt brands to overhaul their previous branding, highlighting that everything is different, not just the addition of cleaner ingredients, but also new sustainable packaging. For cases like this, even a logo and color change may be appropriate. Keep in mind that substantial changes also require marketing efforts to support them. You need to inform your consumer that things are different and here is why. It is an unveiling of a new product, an out with the old, in with the new moment.

  The way your team approaches brand development should be consistent. Before hiring an agency, be clear on your goals. Remember, not all great ideas are great for your brand. Also, do not erase what makes your brand familiar or stand out. Particularly, know your brand voice. A couple of notable examples of gentle rebrands that fall in line with more of a brand refresh are Pepsi and Fanta.

  Both refreshes perfectly married the old branding with the new and it was so seamless that unless you are a die-hard enthusiast of either beverage, you would not have noticed. The changes were subtle yet bold. You may also notice that they used a variation of their existing brand colors and slightly altered their logos.

  Just a little but more than enough is a great approach to rebranding, particularly for legacy brands.

  Let us say you are not a legacy brand, still relatively new, but have built a strong consumer base. Should you rebrand or should you refresh? Other than increasing sales, what is your end goal? Do you feel that a rebrand will further solidify your beverage brand as a top contender, joining ranks with a legacy brand? Are you the next Heineken? Or the next best top-shelf tequila every bar should carry? Will you lose your existing consumer? Lastly, is your brand familiar enough that making these significant changes will not confuse people who purchase your beverage? A brand refresh might be a better course of action for your brand if you are less than 10 years old.

  What does a refresh entail? Adding new prints or graphics to your cans or bottles. Hopefully, when you selected brand colors, you chose different variations of green, for example, or blues that sit perfectly within your color wheel. It is okay to add pops of colors that are not signature to your brand. But the integrity of your branding should remain intact. 7Up does an excellent job using different variations of green that are signature to their brand.

The Notable Introduction

  It may be time to reintroduce yourself to existing and potential new consumers. This introduction is a fantastic way to tell your story, remind your consumer why they support you and to highlight your brand to a new audience. Consider this a reintroduction, also as an introduction. Have you ever attended an event with people you know and people you do not know? The assumption is that you do not have to introduce yourself because there are people there who know you, and the rest will fill in the blanks.

  The reality is that people forget things; they forget the details about people they meet regularly. I am sure you have met someone at an event and walked away and forgotten their name. You know the face but cannot seem to recall their name or pertinent details about them. If you are in beverage sales, then you will understand the value of these details. This is how every brand should view itself as a familiar face but an unrecalled name.

  Never assume that people who consume your beverage have had enough of seeing you highlight the unique components of your beverage and the cultivation process. Seeing every day as an opportunity to introduce your brand, like you are the new kid on the block, will force you to keep things fresh. Just like saying hello to a friend you care about never gets old. Saying hello to your audience and reminding them who you are and what you bring to their tastebuds should be embraced.

Are You Ready to Elevate Your Branding?

  Elevating your brand should not be complex. There are simple and attainable ways to highlight your beverage without doing too much rebranding. It is important to be creative. Think of ways to highlight what you already have. Isn’t it funny that people search for vintage items from their favorite brands? Do not lose sight of what is already loved by your audience. Also, do not lose your creative spark.

  How can you market this beverage, which your team has already beautifully branded? Brainstorm hundreds of ways to tell your beverage’s story with your existing branding. If the opportunity arises to do a refresh or rebrand, it should feel like the next step to brand elevation rather than a thirst simply to compete. Do not chase your competitors’ story or their wins; instead, stay in your lane and run your race and celebrate your wins. It is easy to feel pressured to make changes to your branding when you see other brands do it.

  Remember, you cannot see their process or the budget they have allocated for this. The majority of companies plan; therefore, what looks like a sudden rebrand may have gone through years of development. It is best to set long-term brand development goals. In the next 5 years, you may want to adjust the logo or brand colors. This will give you enough time to refine your branding and curate a rebrand that is impactful and embraced by old and new beverage enthusiasts.

Make It Easy to Say Yes

Cyndi

How Brand Clarity Drives Shelf Space, Sales Growth, and Strategic Opportunities

bottles of corona extra beer in sand

By Jake Ahles, Morel Creative

Craft doesn’t guarantee growth, Clarity does. In today’s saturated beverage market, the brands winning shelf space, closing distribution deals, and attracting serious investment aren’t always the ones with the best product. They’re the ones with the clearest story.

  The ones who make it easy for buyers, investors, and consumers to say: “I get it. I want in.”

If you’re preparing for the next big trade show, fundraising round, or distributor meeting, here’s the hard truth: your product alone isn’t enough. You need a brand story that sells.

  This article lays out how distillers and craft beverage founders can use brand clarity as a sales weapon—turning marketing from an afterthought into a revenue driver, a distributor enabler, and a signal to future investors that you’re ready for prime time.

The Growth Bottleneck No One Talks About

  You’ve nailed the flavor. The packaging pops. Maybe your tasting room hums with energy or your founders’ story turns heads.

  But when a buyer asks, “What makes you different?” or an investor says, “Why now?”, you find yourself fumbling.

  It’s not because you don’t care—it’s because clarity is hard. Especially when you’re close to the product.

Here’s what often happens:

•  Your sell sheet is too busy.

•  Your pitch deck meanders.

•  Your reps are all telling different stories.

•  Your digital presence confuses more than it converts.

And so…

•  Buyers pass.

•  Distributors deprioritize you.

•  Your reorder velocity flatlines.

•  Funders say, “We’re not quite sure where this fits.”

  All while a competitor brand with half your soul—but a sharper story—wins the shelf.

Clarity = Conversion: What Trade Buyers and Investors Need to Hear

  Let’s start with what your key decision-makers are really thinking:

Distributors and Trade Buyers:

•  Can I sell this easily?

•  What makes this different from what’s already on my shelves or menu?

•  Will consumers understand it right away?

•  Will my staff be able to talk about it with confidence?

Investors:

•  Is this brand built to scale?

•  Can the founder or team articulate their differentiation in under 60 seconds?

•  Does the positioning reflect a deep understanding of the market?

•  Will this story resonate with future buyers or acquirers?

  If your content and messaging don’t answer these questions clearly and consistently, you’ve created friction. And friction kills momentum.

Brand Clarity in Practice: The Assets That Drive Decisions

  Clarity isn’t just a vibe—it’s a system. When your materials are clean, aligned, and easy to use, you create confidence. Confidence leads to yes. Here’s what that looks like:

1. Your One-Liner: The headline on your sell sheet, website, or intro slide should immediately explain what you do, who it’s for, and what makes it different.

Not: “A bold new botanical experience.”

Better: “Zero-sugar craft spirits designed for modern mixologists.”

2. A Streamlined Trade Deck:

Three to five slides max. Visuals first, words second. Answer:

•  What is it?

•  Why now?

•  Who’s buying it?

•  Why it moves units.

3. Sell Sheets with Punch: Focus on the highlights.

•  Brand origin in 2–3 lines

•  Product SKUs, pricing tiers

•  Flavor profiles or use cases

•  Distribution + reorder details

•  Beautiful bottle shots + fast contact info

4. Distributor/Rep Tools:

•  One-pagers for each product

•  Internal videos explaining the brand story

•  Ready-to-send follow-up kits with shareable content

5. Digital Ecosystem:

•   A centralized media library

•   Consistent messaging across web, social, print

•   Video shorts that reinforce key points

The Ecosystem Approach: A Playbook for Growth

  At Morel Creative, we think of clarity not as a single asset, but as an ecosystem—a cohesive content system that works across:

•  Internal team training

•  Sales meetings and trade shows

•  Distributor enablement

•  Consumer marketing

•  Investor conversations

  This approach is what inspired our F.E.E.E.D. Framework, a storytelling system designed to unify your brand story across sales, marketing, and trade—with assets that build clarity, foster connection, and drive momentum across every touchpoint.

For distillers, this could look like:

•   Crisp sell-in tools that win attention in national accounts

•   Thoughtful origin stories that connect in regional campaigns

•   A modular content system that works across markets and team members

The goal? Scale your story

without diluting your soul.

Proof: What Happens WhenYou Nail It.

We’ve seen the results firsthand:

•  Faster shelf placements.

•  Higher distributor engagement.

• Improved sell-through and reorder velocity.

•  Better investor traction.

•  Readiness for acquisition or national expansion.

  Brands that invest in clarity don’t just look better. They move faster. They scale without chaos. They enter new markets with confidence. They stop relying on founder charisma alone—and start building momentum that’s replicable.

Final Thoughts: Clarity Is an Act of Respect

  You’ve put your heart into your product. You’ve spent late nights dialing in flavor, sourcing, compliance, packaging, and logistics.

Now give your sales partners, buyers, and future investors the same attention.

Make it easy for them to say yes:

•  Build a one-liner that lands.

•  Create a pitch deck that converts.

•  Organize your story so others can tell it for you.

Because the best products don’t always win. The clearest ones do.

Clarity sells!

Five Bucks & a Bag of Chips

Cyndi

As We Peer Into Our Crystral Kegs & Stills Trying to Forecast the New Year, We Can’t Ignore the Trends!

crystal ball and tarot cards

By Mark Colburn

Beer, wine and spirit sales are sagging due to reduced consumption, inconsistent tariffs that threaten many aspects of our industry, wholesaler consolidation and low consumer confidence. Combining these trends means that the battle for shelf and handle space will be frenetic. The fight for the consumer’s share of stomach will be equally challenging. As a craft beer wholesaler marketing director in a major metro, I sat through hundreds of supplier business plan meetings which typically begin in October. These next year plans were filled with new products and clearly absorbed a great deal of executive supplier attention. Herein lies the chink in your competitor’s armor.

  Sitting on the opposite side of the supplier vs. distributor (I was the marketing director for one of the country’s largest craft, beer, cider, wine and spirits wholesalers) conference room table, I wondered how the fourth quarter seemed to be overlooked, or taken for granted by our large, medium and even small suppliers. Perhaps they were satisfied with the long summer’s results I mused during these marathon meetings?

  This particular large supplier was presenting in mid-September hoping to get the “attention jump” on the rest of the supplier roster. As I sat there viewing slide #68 of their PowerPoint presentation I got an idea. Keep in mind my background is in the ad agency business…

  As the one responsible for each month’s rather bulky sales plan (8-10 pages), I started looking for common denominators. It was easy. One of my brand managers even sarcastically coined his monthly supplier incentive as, “five bucks and a bag of chips.” I found that the vast majority of monthly sales incentives were alike – five dollars per Off Premise placement and slightly more for On Premise.

  The volume incentive was equally similar as was the compensation for a new tap handle placement. As a believer in the “zig vs. zag theory” I recognized a unique opportunity for a supplier that wanted to get a bit creative.

  Since it was still September I knew I had time to whip up something and get it agreed to…and funded. I also knew that Halloween had grown into a $12+ billion business. Moreover, anything to do with Halloween was fun. This seemingly obvious point is forgotten by so many businesspeople. Over my 15 years in this distributor position, I experimented with hundreds of fun incentives to assess their selling significance with a highly street smart, unionized and sizeable ON and Off Premise selling team.

  Most succeeded while a few did not. The one I’m about to share with you shattered all volume and distribution expectations and was in my top three of all time. Although this incentive may not be applicable to your situation, the point is to inject creativity and fun into your brand. Where legal, you might even fine tune my incentive into a consumer or employee event that will garner results.

The Sam Adams Haunted House

  By far the smartest executive I have ever met is Jim Koch. I first met him in Boston and later we rode together several times visiting key accounts throughout San Francisco. Mr. Koch had heard about some of my prior incentives, “Gordon Gekko’s Greed is Good,” “The Money Chamber” and “Broccolinchini” and probably thought I was thick as two short planks.

  He could not deny the results, however. After procuring the necessary budget from Boston Beer and my team, I set out to create the most fun incentive ever launched around a Halloween theme. Thus the Sam Adams Haunted House was “built.” How can this help your business? Please read on…

  In my career I’ve found that whenever “Fun” is used as a strategic denominator, the results are exponential. The Sam Adams Haunted House was created as a sales incentive “clutter buster.” The vast majority of supplier-side sales team incentives lacked even the most remote level of fun or creativity. The trend was to simply follow everyone else. The results were naturally proportional.

  To clearly differentiate the Sam Adams brand from the rest of the big, medium and small brand pack I worked with my graphic designer to create a huge haunted house graphic (see pic inset).  This graphic was brought into the Friday morning sales meeting, by yours truly, every Friday in October. If you’ve never been in a large, end-of-week, early morning sales meeting; you’re not missing much.

  These can last several hours as supplier sales reps and managers stumble their way through unrehearsed, monotonous sales presentations. Now that I’ve shared the setting, picture this: The huge sales meeting room (60+ occupants) is now dark (all lights out and curtains pulled). The huge sales team is now watching and listening, wondering what is next. Suddenly a boom box blasts sounds of howling wolves, creaking doors, chains and screaming goblins throughout the cavernous room. I enter wearing a black cloak with the scariest mask you’ve ever seen holding a flashlight under my chin. I let out a screeching howl, “Welcome to the Sam Adams Haunted House!!!” From that second on, Sam Adams owns this major metro sales team.

  To get to the Haunted House, the On and Off Premise sales teams competed weekly by making placements in their accounts. The salespeople with the most placements got a Friday morning trip to the house where they came up to the front of the room to select a scary graphic that I then flipped open (I had pre-trimmed these into little doors and marked dollar values for each that when combined kept us on budget) to reveal their winning cash prize.

  The prizes ranged from $25-$250 so there was significant interest to earn a pick every Friday in October. This kept the incentive top-of-mind throughout the salesperson’s week. To determine who picked each Friday morning I came into the office very early to run VIP reports showing individual sales rep accomplishments. After reviewing the numbers I was able to announce the weekly winners by 7am.

  Although this level of creativity (I admit it is a bit creepy but think of the audience – predominantly males aged 24-39) may not suit your personality or your brand, I must share with you that the sales volume and placement results shattered our wildest expectations.

  The incentive was so popular that I repeated it for three or four years in a row. This incentive DOMINATED all other suppliers during the month of October. Further, it created momentum and top of mind awareness within one of the largest sales teams in the country.

  This momentum carried the Sam Adams brand into the November and December holidays (supported by my “Santa Broccolinchini” incentive) where many brands concede this period opting to gear up for the New Year.

  This fourth quarter incentive tandem provided Boston Beer with sales plan DOMINANCE for 8+ weeks. Further, it put their brand on a substantial downhill roll teeing up their annual business plan meeting where the incentives and their results were the first thing that everyone spoke about in the executive meeting room.

  They really set the “fun tone” and paved the way for the coming year’s strategies and new items.  The Sam Adams Haunted House is provided to you as an example of the synergistic results achieved when creativity is mixed with a large dose of fun. I use the term, “Fun-kifize” (an old Tower of Power tune) in my podcasts and recommend such to you.

  If you don’t participate in wholesaler incentives try adjusting a version to your internal team or even at the consumer level. Perhaps a game could be played to earn trips to the haunted house to generate more consumer interest and traffic in your tap or tasting room?

  Lastly, to dot the “I’s” I learned that Jim Koch was going to pay us a visit in November. I asked his team if I could interview him for 15 minutes and videotape the session. They agreed so I taped Mr. Koch and gave him the names of the biggest achievers from the Halloween incentive. I then edited the tape and played it during one of those long, boring Friday sales meetings.

  The sales team loved hearing a luminary like Jim Koch give specific sales people “Atta boys” for their their outstanding performance. Just another example of adding legs to a creative idea to wring out even more benefit. Remember that people buy AND SELL for people and BRANDS that they like. Be THAT brand.

Happy Halloween!

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” http://www.thebrewingnetwork.com/shinerunner-ep18-dyno-ing-the-marketing-mix/ 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

https://www.linkedin.com/in/mark-colburn-8332625

Grassroots Marketing in the Summer

Cyndi
people raising their arms to the beautiful sunset on a beach in the summer

By: Hanifa Sekandi

Summer is here! A time of the year that beverage brands should take full advantage of. The weather is hot, people are outdoors, and the overall mood is vibrant. The truth is, it is hard to predict how your beverage will perform during the warmer months. But if you have your skin in the game and decide to play beverage marketing ball, the summer is fair game. Those who put forth their best effort will reap the benefits. A marketing method often underutilized in today’s marketing landscape is grassroots marketing. It is an old-school approach to market your brand, but it is still quite effective.

  This style of marketing allows brands to connect with their audience truly. Be in the thick of it, see what people are talking about. Remember the door-to-door salesman? Probably more so from watching movies that depict a man going door to door selling appliances. This form of direct marketing and sales was quite effective. Believe it or not, it still is. Understandably, you cannot sell your beverage door to door, but you can share promotional offers via mail. It is a great way to showcase summer promotions and discounts at local stores that sell your beverages.

  Another opportunity is planning in-store events. Get your audience excited about your in-store event by advertising free items they will receive during this event or when they purchase your product. This allows you to meet them face to face and get some feedback on your beverage or some great ideas, like cocktail recipes that people like to make using your beverage.

Skip the Details

  Yes, the details matter when it comes to savvy marketing. Your marketing team needs to create campaigns that appeal to your audience. The details that you should not get lost in are the research. Research is essential, but it is not the end-all be-all. Many agencies will tell you to spend a lot of time on research. Many months go by, and some companies are still researching without moving the needle. Research fatigue is costly and will not guarantee optimal results. Instead, streamline and simplify your research approach. The benefit of grassroots marketing is that it requires brands to be bold. Knowing who you want to reach and simply going after it. A phenomenon that many see when looking at the success of a marketing strategy going haphazardly viral on social media. How did they do it?

  What brands and agencies can learn from influencers who have been able to build lucrative personal brands is their go-for-it attitude. They conduct little research, lead with an idea, and have the wherewithal to put themselves out there. Your brand may want to reach out to one of these modern marketing gurus who have cut through the noise. Their voices are so powerful that people will buy the products they recommend without question. A great example of modern-day grassroots marketing. Word of mouth sells many products, and social media has put this form of marketing on a giant stage. Have you heard of the influencer Nina Pool? She mentions a product, and it sells out. People trust her because she believes in the products that she showcases. If she had a beverage in hand and said it was the best she had ever had, people would believe her and buy it.

  Do you have a new whiskey brand? Is your beverage a must-have poolside drink of the summer? Show them. Let them, your audience, see your beverage in action. With real people drinking it, talking about it, and enjoying it. There is no research needed for this. Film great content and make it relatable. Some companies recognize that this old-school approach works. As a result, they are hiring in-house content creators who dedicate their time to showcasing their products.

Go Rogue

  Experiment with your marketing in the summer. From in-store popups, distributing your beverage at a festival, or being a sponsor. Grassroots marketing is an immersive experience. It is for brands that desire to be a social phenomenon. Brands that aspire to be associated with memorable moments.  For example, Sally makes homemade kombucha for her friends and family. She realizes that she could make a business out of it. Her friends and family love it when she brings her homebrew to barbeques. She decides to give her neighbors some samples. Before she knows it, her neighbors ask if they can purchase a few bottles weekly. Due to neighborhood demand, Sally decides to approach a few local stores in her neighborhood to sell Sally’s Kombucha.

  She maintains her local neighborhood sales while also distributing to nearby stores. Sally loves sharing her freshly brewed kombucha so much that she has a stand at the local farmer’s markets and weekend book fair in her town. Sally grew her business with no research. She unknowingly became a grassroots marketing expert because she had an idea and went for it. She did not have a large marketing budget, but she had the will and belief that she had a great product. Her ability to connect with her audience also allowed her to get real-time reviews.

  You’re not Sally, but you could be. Let’s say you are Joe, CEO of a popular beverage brand, preparing for your summer campaigns. If you have a good marketing budget, you can get your product distributed in multiple stores and participate in many local farmers’ markets, festivals, and events your audience attends. Joe has the budget to market his brand and to conduct research. Joe noticed that last summer, his company underperformed while newer beverages surpassed his in popularity. He believed that the hours of market research would surely help them keep their standing as the best beverage of the summer. They devised a marketing campaign based on their research and spent a lot of money, so what went wrong? Nothing went wrong, Joe’s beverage still did fairly well, just not as well as the other beverage brands that adopted grassroots marketing, put their consumer first.

  These brands, like Sally, may not have had large marketing budgets or a fancy agency to help crunch market research numbers. What they did have was a belief in their product. They looked for people like them, people who they believed would enjoy their beverage. If you do not believe in your product, you cannot expect others to. The reality is that people are always looking for something new and are drawn to brands that they feel connected to. Connection starts with real-life experiences, which is the door-to-door salesman’s ideal. Many people bought appliances during these times when they did not need them.

Be Young Again

  Remember when you were young and fell in love with a product. You would go to school and tell all your friends about it. Before you knew it, everyone in your class had the same toy or snack your mom packed in your lunch. Have you ever noticed that there are popular snacks that seem to be in every child’s lunchbox that you have never seen advertisements for? Or that toy, Sophie la girafe, that every baby needs?  So, moms run out and buy it. Grassroots marketing is word of mouth. Approach your beverage brand with the same enthusiasm as if it were the best beverage you have ever sipped. Whether on social media, at a farmers market, festival, or any place, you can promote your product. Are you a brand rep? Bring your beverage to every party, and ensure everyone attending tries it.

  Host office parties, or better yet, block parties, so people can try your beverage. Gift local store managers and buyers with your beverage. Sponsor smaller musicians who can appeal to another audience. The more people hear about your brand and see people they know consume it, they will be compelled to try it and, in turn, purchase it.

  The summer is a lively time of year. People are open to trying new beverages during this time. More so than they are during colder months. Whether your beverage has a tropical punch for those who love this flavor profile, or you are a beverage that appeals to those cutting calories in favor of their summer physiques. The warmer months allow you to get out there and meet people. To be not just a salesperson but a customer yourself. Exude the persona you desire to reach.

  This approach will leave a lasting impression and help you build a beverage brand movement. People will look forward to seeing you at events and happily share with their friends how great your product is. Exclaim that your beverage is a great addition to that summer at the cottage or birthday party.

Expand Your Beverage Portfolio with Craft Spirits

Cyndi
craft distillery still equipment

By: Kris Bohm of Distillery Now Consulting

In today’s business climate some breweries and wineries are struggling to grow their sales. While beer and wine are not growing in sales like they were in years past, craft spirits continue to grow in market share year over year. There is a prime opportunity for your beverage business to expand your portfolio by producing distilled spirits. Many brewers and winemakers have considered the idea of a distillery but may not know where to start. The tools needed in a distillery like pumps, tanks and hoses are like the equipment found in breweries and wineries. Brewers who want to jump into making distilled spirits have most of the knowledge, tools and skills needed to manufacture great whiskey from malted barley. If you want to start making distilled spirits, we are here to help. Let’s talk about selecting the correct equipment for a brewery or winery to make delicious, distilled spirits without breaking the bank.

  Taking the dream of making distilled spirits and putting it down on paper is the first step to take.

  Take a moment and try to answer the questions below. The answers to these questions will drive your decisions.

•  Do you want to make whiskey, vodka, gin, rum, brandy or do you plan to make all of them?

•  How large is your existing equipment and what size still should be paired to match your equipment?

•  How many square feet of workspace can you dedicate to distilling?

•  What do you want your still to look like? Will it be a shiny copper showpiece or a stainless economical work horse?

  A common question that comes up early is aimed at selecting a still size. People will ask, how big of a still should I get? The answer to this question is different for nearly all operations. What is more important to consider than how big your still should be is what is too small of a still. A common issue faced by new distilleries is that they start their production with far too small of a still. Some folks start so small that they outgrow the capacity to produce enough spirits within a year.

  A still that is much smaller than 200 gallon will hinder your distillery from growing to produce a meaningful amount of spirits. The smaller a still is the larger your labor cost and time commitment will be to operate the equipment. Depending on the configuration of a still and the ABV of the wash a 200 gallon still can produce a single whiskey barrel per day by doing multiple distillations.

  Do not go too small on your still, you will regret it when you see how small the output is. The price of a still does not increase linearly based on size.  A larger still only costs slightly more than a similarly designed smaller still. The larger a still is the less you will spend on labor, and we all know that the cost of labor adds up fast.

  Taking some time to estimate necessary spirit production and sizing equipment appropriately is essential. New startups often underestimate the real quantities of spirits needing to be produced to be successful and profitable. Planning production far out is essential if you are going to distill spirits like whiskey or brandy that need to age for years before they are ready to bottle.

  Whiskies are an immensely popular type of spirit whether it is bourbon, rye whiskey or single malt. All of these spirits spend years in the barrel before they are bottled. Production planning should be based on the size of your existing equipment and how much additional capacity it has. Ideally your production of wine, wash, or beer to be distilled should not inhibit your production of the core products your business is founded on.

  Working through these numbers will help with the financial commitments created by expanding your product line up to include distilled spirits. A common rule of thumb in sizing a still is to size it to half the size of a fermenter. So, for example if you have 1000-gallon fermenters, it makes sense to have a 500 gallon still.

  It seems obvious but it is important to state that your products need to taste good. If the aged products you plan to make are going to compete like other distilled spirits, they will need time to mature. There are no proven shortcuts to speed up the process of maturation, but there are plenty of examples of self-proclaimed “rapid aged” products that flopped. It is helpful to learn from others’ mistakes here and take it into account as you plan production years into the future. If you buy a small still that can produce enough product to meet initial demand you are planning for problems when growth takes hold. A small still may not be able to make enough spirits that need to age and then meet demand several years down the road. The more spirits you can produce early on and are putting in barrels every day the more potential you have to grow.

  One of the most common mistakes distilleries make in their early years is not producing enough spirits to age. To limit the growth of your business by selecting too small of equipment can be a costly mistake. Budgeting for the cost of raw materials and labor is essential to maximize production capacity and control cost. Selecting the perfect size still or stills is a complex decision to make. There are many underlying factors that must be carefully assessed to make sure you pick the right still with confidence.

  Equipment budgets can vary immensely depending on the equipment manufacture and design. You must budget not only for the cost of the still but for the cost of installation as well. Most stills need steam lines, cooling lines and electricity which can add considerable cost to the equipment.

  A budget for other smaller equipment should also be considered. Tanks are needed for spirit storage and lab equipment is needed to measure and manage production. A consideration that cannot be ignored is the size of the facility where the equipment will be installed.

  While a still does not need too much space, there is other equipment that does take space, such as spirit storage tanks, barrels for aging spirits and bottled products.  If you only have 500 square feet of space set aside for your new distilling equipment this may be tough to make things work well. In a 500 sq foot space a 500 gallon still might fit well into your building, but it leaves no room for the still operation and people to operate the equipment. Take some time to decide how much space your distillery can occupy. This information will help you make decisions on how big of equipment to buy.

  In some cases, production goals are the primary factor when planning a distillery. If allocated space is not a limiting aspect, then production should be the next deciding element. This critical factor must be given extensive thought and planning. If you want a distillery that has the capacity to produce thousands of barrels of whiskey every year you are going to need big equipment. 

  While a 250 gallon still can be worked hard to produce over 100 barrels of whiskey a year it will not be able to make much more than that. Sizing the still for the long-term production goals of a distillery will help you stay ahead of your growing pains. If you do really want to produce thousands of barrels you may want to consider a continuous column still.

  To make great spirits you’re going to need skilled labor. For your business to make the best spirits possible from day one it is a wise investment to bring in an experienced distiller to help guide the process and oversee the distilling. Although there are many similarities in equipment and processes used by breweries and wineries that are also employed distilleries, there are also vast differences in the process and in the regulation of these industries.

  An experienced distiller can bring the knowledge and expertise to the table to help you make the best whiskeys possible and also ensure it is done in a way that is compliant with regulations. One route often taken is to hire a distillery consultant to train employees and establish operating procedures.

  The process and investment to build a brewery or winery is an expensive endeavor. Most of these facilities have idle equipment and are not run constantly. Increasing the use of your equipment to make distilled spirits can create new revenue streams. The simple addition of a still can create the opportunity to create new products and at the same time increase usage of idle equipment.

  This is good for the business as it can create greater economies of scale. To do this effectively it is paramount to select the right size still for your business. There are many opportunities to diversify your business and wineries and breweries are well positioned  to create new products and expand market share easily. If your business is ready to take the leap into distilled spirits now is the time to do it. After all, good whiskey is delicious and with the addition of a still beer can be distilled and transformed into great whiskey.

Ideas for a Successful Summer Season

Cyndi
crowd gathered in front of band performing at Short's Brewing

By: David DeLorenzo, Bar and Restaurant Insurance

Depending on what part of the country you live in, summertime can be a boon or a bust for bar and restaurant businesses. But regardless of the time of year, there are many things food and beverage establishments can do to boost sales and attract customers, new and returning. So, let the summertime vibes guide you to a successful season.

  Across the country, the restaurant industry is an economic powerhouse in any season. According to the National Restaurant Association’s 2025 State of the Restaurant Industry report, thanks to resilient consumer demand, the industry is expected to reach $1.5T in sales and employ 15.9M by the end of this year. One of the keys to success for restaurateurs is “expanding customers’ perceived sense of ‘value’ beyond pricing through hospitality and enhanced dining experiences, especially those that draw more on-premises business.”

  With that in mind, consider these tips to offer guests a unique experience with added value that will encourage them to stop in, stay awhile and return all summer long.

Create an experience: Placing a heavy emphasis on service and hospitality and presenting a welcoming environment that promotes socialization and an inviting on-premises experience is essential in boosting business. Consider your location and play to your strengths. For example, if your establishment is in the path of a farmers’ market or art walk, develop specials and promotions surrounding those events. Offer a special breakfast burrito on the morning of the farmers’ market or hire a local artist to do a live painting demo during the art walk to create memorable dining experiences for locals and visitors alike. If your establishment has a large patio and great views, offer “sunset specials” and encourage diners to arrive early to secure a great outdoor spot where they can enjoy their meal as they take in spectacular views as the sun goes down.  

Present summertime specials: Take advantage of the season and use it as an opportunity to present special menu items and beverages that are limited time only. Think light, fresh, easy bites and beverages featuring seasonal produce and fruits. Get creative with naming menu items and signature sips to help entice diners to give them a try. These menu items and beverages can be developed using ingredients your establishment already carries, so rather than reinventing the wheel, you are simply presenting a new version of a classic that takes on a seasonal twist. If your restaurant is privy to highly local or limited seasonal ingredients, this is a great way to use them to bring in business.

Get in the spirit of seasonal fun: Everyone loves a reason to celebrate, and luckily, there are plenty of opportunities to raise a glass throughout the summer. From Memorial Day to Independence Day to Labor Day, customers tend to be in “summer mode”—whether or not they are on vacation. So go with the flow and offer specials and festivities for these occasions and others. National observances such as National Fried Chicken Day (July 6), National Ice Cream Day (July 16), National Watermelon Day (Aug. 3), or National S’mores Day (Aug. 10) can also serve as inspiration for not only summertime menu items, but also for promotions to get more customers in the door.

Host special events: Summertime experiences can help bring customers in and encourage them to stay and play. For example, offering live music during happy hour and hosting trivia nights or karaoke contests are great ways to inspire your customers to spend more time in your establishment. These experiences also engage them and keep them coming back for more. All of these are positives regarding boosting your sales and creating new customer relationships. 

When in doubt, theme it out: Presenting a theme night is another smart and engaging way to reach a new or different demographic or encourage groups and parties to host an evening at your establishment. By presenting a varied calendar of theme nights, you can appeal to various demographics and interests. For example, 80s and 90s eras nights give guests a reason to gather their longtime friends and get a little nostalgic as they relive these popular decades. Host a fashion contest, offer themed food and beverage, or offer era-themed trivia. If the theme is popular and wide-ranging enough, you could reach out to other businesses in your area to create a progressive theme night in the community. This type of outreach is a vital way to network with other local companies and develop ideas and events for the good of the neighborhood—and the benefit of all.

Love your locals: High tourism seasons can be an excellent time for bars and restaurants to see peak sales. However, vacation visitors come and go, so investing in the community and local customers is essential. During low-tourism times, offer a special discount code for “locals only”—after all, everyone loves getting in on an exclusive deal that’s just for them, right? Loyalty programs are a key way to influence customers’ decisions about where to dine out. So why not create one just for the locals during slow tourism seasons to further build upon existing customer relationships and create new ones that you can continue to foster in any season?

Educate staff and customers: Even when trying to drum up business during slow seasons, it’s always important to abide by the laws—and to ensure your staff and customers do, too. This is especially true during high tourism seasons. When vacationing in another city or country, people may be more relaxed about their own moral values and the rules of the town or country in which they are visiting—particularly when alcohol is being consumed. That’s why it’s crucial to ensure staff is well-trained in detecting if a customer is already under the influence before they enter your establishment and also what to do if a customer begins to show signs of intoxication while dining. It’s crucial to ensure customers know the rules regarding things like to-go liquor, open container laws and the consequences of driving under the influence in your particular county or state.

  Whether summertime is a high-tourism season or low-tourism season for your establishment, creating memories and experiences for your diners is one of the greatest perks of being a restaurateur. Engaging with your clientele in any season is not only good for business, it’s great to building real friendships and community connections.

  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.

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