The cyclical nature of selling beer is almost as predictable as the seasons themselves. We rely on the encouraging sales of fall and look forward to the holiday rush, when private events pop off, celebrations ensue, and gifts are given. All the while, we brace for the inevitability of the new year, the winter slowdown, the dry January, and the reset.
We can ride out the downturn, weathering the setbacks with cost controls and slimmed-down staff. But we can also use this time to renew our focus on growing sales. Most small brewers are going to prioritize on-premise initiatives to drive the highest-margin opportunities, and that makes sense—but I’m increasingly convinced that we’re leaving money on the table when it comes to off-premise sales.
Wait, what? Pursue distribution at a time when wholesalers are cutting SKUs? When automated-order platforms are replacing sales reps? Just as craft beer is losing shelf space and draft lines to all manner of RTDs, hemp-based beverages, hard seltzers, nonalcoholic options, and the like?
In short, yes.
Let’s use the downtime to reassess our relationships with distributor partners and retailers. Let’s strategize, level-up, professionalize, and get creative about the myriad ways we can turn guests on to our offerings beyond the cozy confines of our taprooms.
Get Organized to Sell
In the current market, it’s key to think big—or at least like the bigger brewers do.
Gone are the days of heavy rotation, so consider concentrating on a couple of year-round, accessible brands around which retailers and distributors can rally. Look at formats beyond the 16-ounce can, where possible, and embrace the 12-ounce (or even 8.5- or 19.2-ounce) versatility that provides more access to the market. While you’re at it, slap UPC codes on all of them to gain traction with grocery, C-store, and big-box retailers.
Give buyers and distributors the tools they need to sell your brands. Carve out some budget for tap handles, coasters, glassware, and sell sheets, and be sure to tout your achievements—your awards, medals, or other good news—on these info docs. (See “How to Capitalize on Your Brewery’s Wins,” brewingindustryguide.com.) Spend the time required to build a brand calendar and sales deck that will help you plan production and help your wholesalers and your accounts plan for purchasing. Establish sales goals and targets so that everyone is working together to increase revenue across all three tiers.
Recognize the difference between high-touch and high-turn accounts. By doing so, you can make a collaborative effort to get the right rotators and rare products into the beer bars and bottle shops—where they’re more likely to be appreciated—while presenting the sports bars and bigger retailers with competitively priced flagships.
The key to all this is communication: Consistent check-ins and a thorough reporting schedule will keep you, your wholesale partners, and your retail customers aligned on what’s working and what can be adjusted to create and maintain growth.
But Keep It Personal
While thinking big, don’t forget to think small: Maintain focus on the passion for your brand and products that got you excited about starting a brewery in the first place, and practice the hands-on, direct relationship-building that shaped your initial guest base and got your story out there from the start.
Nothing guarantees sales—and, more importantly, continued sales—like account visits. Sure, ride-arounds with distributor reps are important, but I’m talking about the casual weekly stop-in. Pull up a seat at the bar, buy some of your beers for yourself (and some of your key employees), and grab a few for the bar regulars, all the while telling your story. Tip big. Drop off some merch and a four-pack. Host that in-store tasting—but also stop back by a few days later, to check for feedback and snag some cans to taste at home.
Speaking of tasting, feedback, and QC: Keep your eyes glued to Untappd and local beer forums to ensure your beers are hitting properly, that those haze levels and colors are correct over time, and to determine which locations are garnering the most interest. Some accounts might not register as top sellers on the sales recap, but they could still have a passionate core of guests worthy of extra attention.
We’ve had a lot of success hosting beer buyers, managers, and account owners for an annual tour, tasting, and dinner at our brewery. It’s the perfect opportunity to go a bit deeper, meet new friends, and develop longstanding relationships with the very people we count on to care for—and sell—our products. Be sure to invite the wholesale team for their own version of this event as well.
Speaking of inspired salesmanship, we like to take the show on the road and arrange training for our accounts at the store level. Whether it’s a quick pre-shift intro to the beers or a longer seminar-style engagement, the direct interaction with staff pays immediate dividends. If an account needs help beyond the specifics of your beers, roll up your sleeves and train them on all aspects of beer tasting and service. Whether it’s about line cleaning, proper pouring, food pairing, or general beer-style exposure, the staff and management will always appreciate your interest in pushing the possibilities of their beer program forward.
The Forward Impact
That spirit of collaboration goes further when you work with suppliers and accounts on event planning.
Rather than pitching another tap takeover for your brewery, consider creating multi-brewer events for bars, restaurants, and retail outlets. Help arrange a panel of brewers to speak about their beers and the state of the industry. Line up a strong-ale tasting in winter or a lager fest in the spring. Sell your beer alongside like-minded brewers and push the industry forward.
Seasons change, sales ebb and flow, and we’re all looking for more consistency. By dedicating energy to the off-premise, there’s hope for an increased impact beyond your brewhouse. Your brewers will stay busy, your fan base will widen, and you’ll elevate sales during the best and worst of times.
Next winter could always be better. But so could spring, summer, and fall.