Category: Marketing

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.

For more information visit…

barandrestaurantinsurance.com

Hiring the Right Distillery Consultant

Cyndi
Kindred Spirits Consulting: Stephen Tomori
Kindred Spirits Consulting: Stephen Tomori

By: Gerald Dlubala

Distillery consultants aim to help their clients make smarter decisions and save money while assisting them to get their distillery operational. But how do you find the correct distillery consultant for your needs?

  Referrals and research are highly recommended but may not tell the whole story. Hiring a distillery consultant means bringing in someone who will sometimes become a business partner for up to three years. So, in addition to having the experience and history to help with your distillery, it is essential to hire a consultant who you are comfortable working with on a personality level. The following are some helpful tips from experienced distillery consultants on hiring the correct consultant and turning your distilling dream into reality.

Kindred Spirits Consulting: Stephen Tomori (Lead Photo)

  Kindred Spirits Consulting works with distilleries of all sizes, from nano-distilleries with 50-gallon stills to large, full-scale production facilities with continuous or multi-large batch capabilities. Owner and lead consultant Stephen Tomori got his start as a mechanical engineer, telling Beverage Master Magazine that he has always been intrigued by how and why things worked and how they could work better.

  Years of fitting large mechanical systems into residential and commercial buildings, including ducting and piping, made distillery consulting a natural transition. Tomori’s natural curiosity, distilling experience and drive to improve things helped him win over 30 awards in his first distillery build with spirits he developed and personally distilled. He has designed over 40 distilleries, with more coming nationally and internationally. As a master distiller, Tomori’s unique skill base has led him to help his clients win 108 awards, including golds, double golds, and platinum.

  “No project is too small or too large,” said Tomori. “We’ve done a good job getting our clients recognition, and that happens because we help them put out the best product possible.”

  Tomori encourages potential clients to contact a consultant as early in the process as possible because although starting any new business is an expensive endeavor, doing things yourself and spending upfront money unnecessarily within a distillery can be disastrous to the prosperity of the business.

A Consultant That Fills Your Needs

  “We understand that each distillery project is different,” said Tomori. “Each distillery has a different location, budget and goals, so whatever the client’s needs are, our consultation is adjusted to match those needs. If you need us every step of the way, we can meet multiple times a week and be on call to get you from the initial idea to the finished product. If you want to do some things on your own but want assurances that you’re taking the right steps, we can set up those communications as needed.”

  Kindred Spirits Consulting works on an hourly or retainer basis. There is a minimum point of engagement of 15 hours and a 30 percent rate reduction over other flat-rate project prices. Other services are priced on a case-by-case basis.

  “It wouldn’t be fair to charge a small distillery the same price for a layout in a building five times its size, so each design, product development trial or hands-on training trip is customized to the client’s specific needs,” said Tomori. “Having us on retainer is a big advantage because typically when something goes wrong or needs attention in a distillery, the problems, troubleshooting and decisions can’t wait. You need someone to pick up the phone and be there for help right now. Sometimes, that’s through a phone or Zoom call, while other things regarding installation demand in-person assistance. That’s all decided on a case-by-case basis.”

  “Since I’m a mechanical engineer, we can generate an AutoCAD drawing for the layout of your distillery accurate to within an inch, showing the location of all equipment, things like fermenters, tanks and ancillary equipment, including water treatment and empty bottles,” he continued. “Everything gets a place to keep your distillery running efficiently and safely while prioritizing aesthetics and impressing your visitors.”

Find Your Consultant

  Tomori urges those seeking help to question potential consultants to determine their qualifications and get a feel for their personality. Qualified consultants may not know how to do everything, but they should be able to point you to competent and vetted partners.

  Ask about their overall background and experience and delve into specifics. What is their design mentality? Do they cater to specific needs and goals or offer flat, cookie-cutter options? Do they answer questions confidently and knowledgeably about specifics like proofing, fermentation, and recipe development? Can they take your goals and the spirits you want to produce and recommend the right-sized equipment to match those specifics? Has their design and recipe development experience produced award-winning spirits? Quality consultants will use your questions, budget, and goals to formulate a unique distillery plan for you.

  As an engineer and fabricator, Tomori always ensures his equipment recommendations are constructed and assembled using the correct copper and quality stainless steel thickness. The fit and finish have to be perfect to get his recommendation.

  “A lot of our work involves distillery audits, expansions and working with existing equipment,” said Tomori. “Regarding audits, we can perform a start-to-finish assessment of your process. Unfortunately, just because you’ve been open for a long time doesn’t mean you’re doing things the best way. We can almost always pick up a percentage point or two within a specific process that can help increase yield. By doing that in several processes, we’ve increased a distillery’s yield by five, 10 and even 25 percent in some cases. Over the course of a year, that’s saving our clients a lot of money. Likewise, we get upgrades, expansions or new spirit lines operational to meet the client’s goals.”

Working with Kindred Spirits Consulting

  Tomori said it starts with a call or contact form submission that identifies the client, their background, goals versus budget and three-to-five-year projections. An initial call also determines if both parties are a good fit for each other.

  “Sometimes we’re not,” said Tomori. “We want you to succeed, so we must be able to communicate comfortably. If we decide to work together, we’ll determine the level of involvement and services you expect and whether it’ll be on an hourly basis, a retainer or just a one-off trip or trial. Clients’ needs differ wildly, so flexibility in handling things is good.”

  “Suppose you’re coming from a non-distillery-related industry,” he said. “In that case, you’ll need a distillery plan to submit to your jurisdiction authority and the TTB, which has its own requirements. We can also help find suppliers, such as bottles, caps, closures, sourced spirits, or raw materials. We collaborate with local architects and engineers, ensure you’re okay with local authorities and help with equipment and setup. Once approved, we provide onsite, hands-on training for safely operating your equipment to produce your spirits. We can help with test runs and more, down to the recommendation of quality marketing and branding companies to help your product stand out.”

  To learn more about Kindred Spirits Consulting visit their website: www.KindredSpiritsCSG.com

Distillery Now Consulting: Kris Bohm (Photo on Page 39)

Distillery Now Consulting photo of Kris Bohm
Distillery Now Consulting: Kris Bohm

  Distillery Now Consulting owner Kris Bohm is an award-winning distiller who has built and managed multiple distilleries across the world. Through his consulting services, he helps future distillers clear hurdles quicker to get their distillery operational in less time.

  “Hiring a consultant can be expensive,” said Bohm. “So, I first like to ask potential clients if they feel they need a consultant. I can always make a case for hiring a consultant, but are you, as the owner, able to recognize the value a consultant brings to the table? Are you comfortable listening to and implementing a consultant’s suggestions and recommendations? You have to be real about your confidence level and expertise in the industry and then recognize that there are things you don’t know. Of course, you want to ensure you’re doing things right and as efficiently as possible, but you can have the best consultant in the world, and if you’re not willing to implement at least some of their suggestions, you’re throwing good money at bad. That may sound harsh, but you have to be willing to be guided, and that can be hard for someone with an entrepreneurial mindset.”

The Unintentional Distillery Consultant

  Bohm started consulting full-time by chance after overseeing the construction of a distillery in Austin, Texas.

  “We were installing a high volume, high-throughput continuous column still, which was relatively new technology in the craft spirits world,” said Bohm. “After that project, people came to me for my expertise and opinion on these types of stills. For about a year and a half, I voluntarily helped a handful of craft distilleries with continuous column installations. I approached it as being an open source and helping other distillers. My partner gave me a kick in the pants when she explained that if I was going to be away so much doing what I love, I might at least consider charging for my time. I did that, and my consulting evolved to the point where I was making more consulting than my job as vice president of another Texas distillery. I had to make a choice, so consulting was the way to go for me.”

  The bulk of Bohm’s expertise is within the first five years of the lifecycle of a distillery, meaning design, operation, and optimization. He helps design and outfit a facility with the proper equipment to get them to the point of having a well-running distillery that meets their expectations. Bohm also works in expansions, having been involved in adding continuous column stills or larger pot stills to distilleries that needed to expand their operation or production.

  “I also broker the sale of businesses and help sell, remove or relocate used equipment,” said Bohm. “I’ll also perform business valuations for those who genuinely need to know how much their distillery or business is worth and want a fair, non-emotionally attached valuation.”

Working with Distillery Now

  Bohm prefers to be less structured than other, larger consulting companies. He builds his approach using information from his clients while ensuring that their personalities are compatible to build a trusting, prosperous relationship.

  “I need to understand my client’s budget and goals,” said Bohm. “Through an informal discussion, I’ll build a program that works for them and share how I work and what they can expect from me. I have clients I meet twice a week and others that touch base once a month to ensure things are going in the right direction. Most work, sometimes up to 80 percent, can be done remotely, keeping costs down while allowing me to work quickly and on time. I don’t want customers’ projects mired up in lost or unavailable information.”

  Bohm continued, “In most projects I am involved with, clients start with an idea, some goals, and a rough budget, and they want to see what they can achieve with that. Under those circumstances, I may work as a consultant for them for two to three years, from the idea to filling their first barrels of whiskey and bottled vodka. That’s when they typically have a running program and no longer need someone like me.”

  Bohm said that he has been able to help start some great distilleries, and no two have been the same. Each distiller has different consulting needs. While some want guidance that they are making proper choices, others want a more hand-in-hand approach to getting their distillery up and running. Bohm is typically compensated for his time on an hourly basis. However, specific tasks, such as getting a Federal Distiller’s License, have specified rates because he knows what it takes to get that completed.

Distillery Now Brings Value and Experience

  “The value I bring as a consultant over more specialized consulting firms is 10+ years of experience as a distiller and distillery manager in some great distilleries, along with overseeing the buildout of over 20 successful distilleries from idea to an operating business,” said Bohm. “I can’t say I’ve seen everything, but I’ve seen more than most. I’ve been in most distillery situations and have seen things handled the hard way, as most first-time distillers would do. To have my resources a phone call away expedites all processes and decisions. It saves a client several months and sometimes thousands of dollars in savings, and it gets their distillery open and operational sooner.”

  To work with Kris Bohm and Distillery Now Consulting, head to the website or send Bohm an email. Bohm offers a free initial consultation by phone or Zoom to see if he is the best consultant to bring the most value to your project.

  “I help people get their business operating quicker while spending less money,” said Bohm. “It’s about setting them up for success – even down to picking out the perfect distillery cat for them if they want.”

For more information about Kris visit: www.distillery-now.com

  

Can AI Boost Beverage Marketing Strategies?

Cyndi
futuristic robot with chin in hand

By: Hanifa Sekandi

In a world where technology is the gateway to success, it is unsurprising that people are looking at the new kid on the block, AI. For some, this tool is controversial. It lacks the human touch, a true statement. People value connection, something that AI cannot replicate.

  Regardless of these sentiments, it is a tool that must be understood even if you choose not to utilize it. So, what place does it have in beverage marketing? The place it holds for your beverage brand is up to you. Many marketing experts across industries have implemented AI software into their strategies to streamline processes. Some companies see it as a tool to cut costs—an excellent opportunity to allocate a budget to marketing initiatives rather than large marketing teams.

  Although this new frontier is popular right now, this will likely level out. AI cannot completely replace an experienced marketing team, nor can it brainstorm creative ideas. But it can take your ideas and organize them. It can help bring the story together and devise a plan that is easy to digest across teams. However, there are limitations.

  Before you consider using AI to market your beverage brand, it is essential to have a goal in mind. Why is this tool useful for your company? What gap is it filling? If you have been following along, we often mention the importance of understanding your audience and researching before you market your beverage.

  Once you have solidified your why and brand messaging, the next step is who. Who is your consumer? How can you reach them? How do they make their buying decisions? The market research stage is fundamental to your long-term success. It precedes determining the what and how to market to your consumer. 

AI & Market Research

Fortunately, many AI tools can help you conduct market research. With these tools, you can take a deep dive into your consumers’ behavior. AI software can analyze what actions your targeted consumer makes. It can also zero in on key demographic markers, such as age, gender, location and income. Brands can see who their competitors are and how their audience responds to their marketing initiatives—a great way for a new beverage brand to understand how they might measure up to the best. AI, if utilized correctly, can give brands a competitive edge.

  With that said, there are downsides to using AI. One downside is that your plan can be widely used if you do not provide a detailed and concise query. You ask AI questions, and AI does its best to answer them. Generic questions get basic answers. The more details, the better. Avoid obvious questions that most people would ask.

  For example, asking AI to help you by using generic market research strategies will not provide you with a customized plan exclusive to your brands. An example is asking an AI tool how to market to men who play hockey. Just asking about this demographic your competitor may be targeting will provide you with a basic strategy—a strategy that will be similar if several other brands ask the same question. AI is not the be-all and end-all. You cannot just sit back, let it do the work and then let the magic happen.

  Marketing teams who have adopted this tool understand this quite well. They know the limitations of their teams and recognize the limitations of AI tools. They know how to cut through the marketing fluff with AI. AI helps marketers zero in on a targeted audience and highlight information that would take hours to uncover through conventional market research strategies. With AI, every stone unturned will be flipped over, revealing little marketing gold nuggets. Rather than focusing on just one aspect of your demographic, you may discover that your consumer is more than just a hockey fan. Their desire for a beverage is not isolated to watching the sport.

  Discovering the complexities of your consumers will allow you to explore other ways to reach them. You do not have to spend so much time focusing on what your competitor is doing and trying to do it better. Your brand can do what has not been done yet, opening a new viewpoint of how this consumer is viewed.

Streamline Your Marketing Plan

  What can you do as a marketing team? This is the first obstacle that needs to be tackled. Becoming a successful beverage brand still requires active participation. You will have to roll up your sleeves. You cannot close your eyes and hope that a few AI tools and strategies will do the work. When you hit the ground running, know your strengths and weaknesses. From here, you can discern where AI fits in and how it enhances your marketing goals.

  Many people use AI to condense their marketing plans. A 30-page deck can be overwhelming. With the help of a good AI tool, you can break down your strategy into segments. Upload your document and select areas your team would like to focus on. You may also break your plan into segments that can be assigned to individuals on your team. AI can take a large-scale plan and turn it into actionable goals. This is where AI can shine.

  An AI-generated workflow diagram provides a useful map to follow. As business picks up, it is good to know where you are heading since the unexpected is always at play in beverage marketing. There will be times when you need to pivot or modify aspects of your marketing strategies. What is important is that you do not lose sight of where you are going.

AI Can Automate Social Campaigns

  Most brands have a love-hate relationship with social media. There are so many different platforms, and each one has different requirements. This is where AI can shine for many brands. Social media can be demanding, as it is a full-time commitment, particularly when trying to break a brand. Your team is small, and there is only so much one marketing manager can do. As of late, most social platforms have also implemented AI tools to help you with effective social media marketing. Yes, authenticity is always best. But if you are not a writing savant, a skilled video editor or cannot create a visually appealing post, there are AI offerings for this on most platforms. Smartphones are also useful for this because they offer AI tools for photo and video editing.

  For example, AI-powered content creation tools like Blaze AI save you time and make it look like you’re an expert. These tools give you a framework to work with to get you started to support current efforts. Bigger brands can afford to hire a few social media managers, whereas smaller brands may have a marketing manager who is a jack of all trades. Unfortunately, this is not beneficial in the long run. An overworked marketing manager cannot be or do all things at once and will often miss marketing opportunities.

  These AI tools can also assist with newsletters. Some people opt to use AI for blogs. This is one of those sticky areas. It is always a good idea to write your content in-house, particularly content that will live on your website. A human touch and authentic brand voice shine above all. AI tools can help you brainstorm ideas or create an editorial calendar but cannot replace a copywriter. Hire a copywriter, and this should be part of your marketing budget.

Simply put, people can tell. We are in an era of information overload. So proceed with caution when utilizing AI for content.

  Your blogs are the only place where you can tell your story, something you know more than AI. Once you have your audience’s attention on social media, where are you directing them? If it is not the local beer store, it is your website. Consistent newsletters and blogs are a must for brands that sell beverages from their websites.

  So, what’s the overall verdict of AI in beverage marketing? Err on the side of caution; do not overdo it. But give it a try and see where it takes your brand.

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.

hands holding small barrel pouring whiskey into a glass

Beyond Pretty Photos and Videos:

Cyndi

How Strategic Storytelling Drives Real Business Results for Craft Beverage Makers

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

If you think brand storytelling is just about creating videos and photos for social media, you’re missing the point. It’s about using visuals as tools to deliver tangible business results across every brand touchpoint—your website, pitch decks, shelf talkers, tasting room coasters, and beyond. This is why having a clear, consistent, and cohesive storytelling strategy is critical.

  Over the past decade, consumers have become increasingly discerning—looking for brands that don’t just sell products but also share authentic stories and values. For many beverage brands, social media has been a game-changer, providing an accessible way to capture attention quickly. But with so much competition, it’s easy to feel overwhelmed—trapped in the endless cycle of creating scrappy content just to keep up. Without a clear strategy, all that effort often fails to deliver meaningful results. Brands end up stuck in the content ‘hamster wheel’—constantly producing at scale, relying on user-generated or influencer content, which more often than not leads to burnout or low-quality posts that fail to form a connection. And the much-hoped-for ‘viral post’ lottery ticket? It rarely materializes.

  Meanwhile, buyers, investors, and distributors expect polished, strategic storytelling to justify shelf space or major capital investments. If you can’t differentiate your brand story, you risk getting lost in a sea of similar offerings—even if your product is outstanding.

  As a result, many emerging beverage brands stall out before truly hitting their stride. They’re caught between trying to appear ‘authentic’ on social media and needing a cohesive, scalable brand narrative that attracts real market traction.

The Three Problems Beverage Brands Need to Solve

  Given how saturated the food and beverage space has become, it’s never been more challenging for an emerging brand to stand out. To truly break out and build a loyal fan base, there are three key problems beverage brands must address:

1. A Distinct Brand Story: With so many look-alike products on shelves and social feeds, brands that don’t define a cohesive story struggle to capture the hearts of both consumers and potential investors.

2. Over-reliance on Scrappy, One-Off Social Content: Social media can provide quick wins, but it seldom builds long-term equity. That leads to constant churn without real momentum or brand loyalty.

3. Failure to Turn ‘Authenticity’ Into Business Results: With tightening venture and investor capital, even if a brand has early buzz, retailers and investors increasingly need a clear, strategic narrative before granting premium shelf space or writing checks. Many well-intentioned brands stall out, never achieving real scale.

  Ultimately, countless beverage brands burn through resources, never differentiate themselves, and remain trapped in the noise. But it doesn’t have to be this way. By focusing on a clear and consistent storytelling framework, your brand can not only cut through the noise but also attract funding, earn premium shelf placements, and build a fiercely loyal customer base.

Cocktail being poured in a smoky glass

The 4Cs Framework: Clarity, Cohesion, Consistency, Connection

  With the right storytelling framework, an emerging brand can unify its message across B2B and B2C channels, grab the attention of consumers, retail buyers, and investors, and truly become a category leader. The 4Cs framework is designed to simplify and streamline this process. Here’s how it works:

Cohesion: Your story needs to touch all brand touchpoints—from social media to your website, in-store displays, and email campaigns. A cohesive story ensures every piece of content feels like it’s part of a larger narrative.

Clarity: Articulate your value proposition and customer benefits in a straightforward way. Consumers and investors don’t have time to decode complex messaging.

Consistency: This doesn’t mean telling the same story over and over. It means staying true to your brand’s values and ensuring every piece of content aligns with them.

Connection: Forming an emotional connection with your audience is critical. Whether they’re end consumers or distributors, people buy into brands they feel aligned with emotionally.

The F.E.E.E.D. Ingredients

  If the 4Cs provide the structure, the F.E.E.E.D. Ingredients provide the flavor. These are the elements that make up your brand’s DNA:

Facts: Ground your story in truth. Highlight the tangible aspects of what makes your product special—whether it’s your sourcing, process, or quality.

Education: Showcase your expertise and the benefits your product provides. Share knowledge your audience values.

Engagement: Invite your audience to participate—whether that’s through social campaigns, events, or user-generated content.

Emotion: Build a connection by tapping into your audience’s feelings. Stories that evoke emotion are far more memorable.

Differentiation: Clearly articulate what sets your brand apart—whether it’s sustainability, heritage, or innovation.

mixed red drink with ice and fruit on top in a glass

Applying Storytelling to Solve Problems

  So, how do these frameworks come together to help your brand stand out?

  First, you need to identify the unique problem your brand solves for your audience. For instance, maybe you’ve finally cracked the code on crafting a non-alcoholic wine that actually tastes like wine. Or perhaps your brewery specializes in unique flavor profiles, offering a local twist no one else can replicate. Your distillery might focus on sustainability, using locally sourced ingredients to reduce carbon emissions. Whatever it is, make sure your story focuses on the problem you’re solving and how your brand uniquely addresses it.

  Second, pair the 4Cs with your F.E.E.E.D. Ingredients to create meaningful content that drives real business outcomes—from brand growth to fundraising, increased shelf space, and customer loyalty.

  The Key Components of Meaningful Content

Once you’ve clarified your brand’s story and unique value proposition, it’s time to create content that works as hard as you do. Here’s what to focus on:

Lead With Your Value Proposition: Highlight what your brand does better than anyone else. This is the core of your story.

Focus on Benefits to Your Customer: Remember, your audience doesn’t care about your product—they care about what it does for them. Does it solve a health issue? Help them fit in with a community? Align with their values?

Keep Business Goals in Mind: Content for the sake of content is a trap. Every piece you create should serve a purpose—whether it’s driving sales, securing shelf space, or attracting investors.

The Alternative: Burnout and Missed Opportunities

  If you’re not prioritizing storytelling, the alternative isn’t pretty. Burnout, wasted resources, and a great product that never gets the recognition it deserves are all too common in the craft beverage world. Without a storytelling framework, it’s easy to get lost in the noise.

  But with a strategic approach in place, your content can do the heavy lifting—turning your craft beverage into a category leader.

Where to Start

  Take a look at your current video and photo storytelling. Measure it against the following questions:

•   Do you know what your unique value proposition is?

•   Is it based on more than just facts but also emotion and customer benefits?

•   Is it clear in your messaging what your brand stands for and what sets it apart?

•   Is that message consistently driven home across all of your brand touchpoints?

  If you’ve answered “no” to any of these, use this article as your starting point. By embracing a storytelling framework that’s clear, cohesive, and consistent, you’re not just creating beautiful visuals—you’re building a brand that resonates, inspires, and sells.

  The craft beverage brands that understand this approach will define the future of the industry. And there’s no reason yours can’t be one of them.

Billy Busch, Author of “Family Reins”

Branding Your Beverage

Cyndi

By: Billy Busch, Author of “Family Reins”

Building a beverage brand is about more than creating a great product. It’s about creating a connection — something that makes people not just enjoy your drink but feel a part of its story. Having grown up in a family whose name has become almost synonymous with American beer, I’ve had the privilege of seeing how a strong brand can transcend generations. That perspective, paired with my own journey in the beverage industry, has taught me some enduring lessons about what makes a brand resonate.

  A brand’s journey is deeply personal. It’s shaped by the passion and purpose of those behind it. Whether you’re a start-up crafting small batches or an established company expanding your reach, the principles of branding remain the same. The process of creating something that people connect with is both an art and a science, requiring attention to detail, adaptability, and a clear sense of purpose. In this article, we’ll explore how to bring these elements together to create a beverage brand that stands out and lasts.

Create a Story that Sticks

  Storytelling is the foundation of any great brand. People don’t just buy a drink — they buy what it represents. Whether it’s nostalgia, celebration, or adventure, your beverage should evoke an emotional response.

  Growing up as part of the Busch family meant being surrounded by the larger-than-life narrative of a company that built its reputation on quality and innovation. The Budweiser Clydesdales weren’t just clever marketing; they symbolized tradition and reliability. Those horses galloped their way into the hearts of millions, not just because they were beautiful but because they represented a story of hard work and commitment.

  Today, the connection is so strong that anyone who sees a Clydesdale horse immediately thinks of Budweiser. This association has become so ingrained in the American identity that even foreigners recognize it. To them, Clydesdales are synonymous with American life, and American life is synonymous with beer. This powerful link shows how a brand can transcend its product and become part of a culture’s fabric — something every beverage creator should strive for when building their own narrative.

  When building your own brand, think about the moments that shaped your journey. Maybe it was experimenting in your kitchen late at night or finding inspiration in a family recipe passed down through generations. Share those moments in a way that feels authentic and invites others to be part of your vision. Your story doesn’t have to be elaborate — it just has to be real.

Understand Your Audience’s Aspirations

  Your beverage may start with your story, but it thrives on how well you connect with your audience. Successful branding begins with a deep understanding of the people you’re trying to reach. What do they care about? How does your product fit into their lives?

  In my family’s history, understanding the American spirit was key to creating a brand that resonated. Budweiser became a symbol of celebration and camaraderie because it was marketed as more than a drink — it was part of a lifestyle. Americans are hardworking. It’s all about building that American Dream for the average working-class individual. We gave them an outlet, a story they could relate to, because it’s the truth — we’re a working-class beverage. That insight came from knowing the customer intimately and recognizing what they valued.

  For your brand, this might mean aligning with health-conscious consumers, appealing to craft beverage enthusiasts, or tapping into nostalgia. Pay attention to what your audience aspires to and create a brand that complements those goals. It’s not just about satisfying a thirst; it’s about offering something meaningful.

Design for Recognition

  Branding isn’t just what people hear about your product; it’s also what they see. A powerful visual identity sets your beverage apart in a crowded marketplace. This includes your logo, packaging, color palette, and even the shape of your bottle or can.

  The Busch name became synonymous with iconic visual cues: the Clydesdales, the distinctive red and white of Budweiser, and even the elegance of the Anheuser-Busch eagle. These visuals became symbols of the brand’s quality and heritage, instantly recognizable on shelves and in advertisements.

  When creating your own design, simplicity and consistency are your best allies. Your branding should tell your story at a glance. Think about what makes your beverage unique and how you can visually represent that. A cohesive and striking design not only draws attention but also builds trust and familiarity.

Focus on Authentic Innovation

  Innovation is a double-edged sword. On one hand, it’s critical to differentiate your product; on the other, it must feel genuine to your brand’s identity. When my ancestors pioneered refrigerated railcars, they didn’t just expand distribution language — they redefined how beer was enjoyed across the country. That kind of innovation wasn’t about chasing trends; it was about solving a real problem for consumers.

  Authentic innovation doesn’t have to mean reinventing the wheel. It can be about adding different values to your product or letting it evolve with the times. Sometimes, innovation is as simple as creating a new product line to cater to more people. It’s about constantly adapting and finding fresh ways to connect with your audience. Whether through flavors, formats, or experiences, innovation ensures your brand remains relevant and appealing in a changing world.

  No matter what, authentic innovation should always serve a purpose beyond novelty. For example, consider how sustainability has become a critical factor in consumer choices. Offering eco-friendly packaging isn’t just a trend — it aligns with values that matter deeply to modern buyers. Similarly, experimenting with functional beverages, like those infused with vitamins or probiotics, can open new market opportunities without straying from your core brand identity. Innovation works best when it enhances both your product and your audience’s experience, reinforcing the trust they place in your brand.

Create Memorable Experiences

  A beverage brand lives beyond its product when it creates experiences that connect people. Whether it’s a memorable advertisement, a tasting event, or a social media campaign, the moments you create around your brand can leave lasting impressions.

  One of the reasons the Busch family’s legacy endured was their ability to make drinking beer a cultural experience. During the Super Bowl, just hearing the pounding of horses’ feet — without even looking at the screen — immediately signals which commercial it is. That’s creating a memorable experience. These iconic moments don’t just sell beverages; they build emotional connections that keep people coming back, turning a drink into a cherished tradition.

  You can do this on any scale. Think about how you can build memories around your beverage. Maybe it’s a clever slogan that becomes a part of everyday language or a grassroots campaign that builds a local following. What matters is that people feel like they’re part of something bigger when they engage with your brand.

Be Consistent and Memorable

  Consistency builds trust, but flexibility keeps your brand relevant. Your messaging, design, and values should remain steady, but be willing to adapt as your audience evolves. Anheuser-Busch thrived for so long because it maintained its core identity while embracing change.

  Consistency doesn’t just mean maintaining the same colors or logo. It’s about staying true to your values and ensuring that every touchpoint reinforces what your brand stands for. This applies to everything from your social media posts to the experience customers have when they interact with your product.

  Flexibility, however, is where innovation meets opportunity. Consumer preferences shift over time. For example, the rise of craft beverages and health-focused options created new demands in the market. Brands that recognize these shifts and adapt without abandoning their core identity are the ones that continue to thrive. It’s about evolving to meet your audience where they are while reminding them why they loved your product in the first place.

  Flexibility also allows you to experiment with new ideas and collaborations. These moments of creativity can breathe fresh life into your brand while staying aligned with your story. Just ensure that every move you make reinforces the trust and recognition you’ve built with your audience.

Building a Legacy that Lasts

  Creating a beverage brand isn’t just about what you’re selling; it’s about what you’re building. A great product may get people to take a sip, but a great brand will keep them coming back. By crafting a compelling story, understanding your audience, and creating a memorable experience, you can lay the foundation for a brand that stands the test of time.

  As you build your brand, remember that authenticity and consistency matter as much as creativity and innovation. The most memorable brands are those that not only stand out but also stand for something. Your story, your values, and your vision are the heart of what makes your beverage unique.

  Whether you’re just starting out or looking to grow, branding is an ongoing process. It requires adaptability, attention to detail, and a commitment to staying true to what makes your product special. With the right mix of these ingredients, your beverage brand can become a legacy in its own right — something people will remember, trust, and share for years to come.

  Billy Busch, heir to the iconic Anheuser-Busch empire, is ready to share an insider’s view of one of America’s most legendary dynasties.

  His new book, Family Reins, chronicles the fascinating journey of the Busch family: their rise to build a brand that epitomizes the American Dream, their unmatched successes, and the personal and professional struggles that came with living life at the intersection of family and business.

  From growing up on a sprawling estate with pet elephants and private yachts to witnessing corporate battles, tragedy, and scandal, Billy offers a candid and deeply personal perspective. This story isn’t just about beer; it’s about resilience, legacy, and the complexities of family life in the public eye.

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

The Benefit of Getting to Know Your Customers

Cyndi

By: David DeLorenzo

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

For more information visit…

barandrestaurantinsurance.com