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VOLUME82NUMBER09 September 2020 BEVERAGE JOURNAL 1
Maryland l Washington, DC
F E AT U R E S
10 DRINKS INDUSTRY INNOVATORS TO WATCH Ten rising stars charting creative new paths—and pushing for inclusivity—in the world of wine, spirits, and beer
BACK TO WORK 26 HONE YOUR HIRING SKILLS Largely dependent on American bars and restaurants, Mexico’s craft distillers face a fractured pipeline
30 RETAIL PURCHASING IN A NEW ERA The game has changed. Your approach to purchasing, storing, and selling needs to change, too. Retailers share their tips
D E PA R T M E N T S
02 PUB PAGE COVID-19: Some Numbers (You Can Use)
04 BRAND PROFILE: Medalla Premium Light, It took 40 Years, But It's Here
20 NEW PRODUCTS & PROMOTIONS
24 BRAND PROFILE: Damrak’s Dynamic Gin Duo
34 PROPRIETOR PROFILE: Antietam Spirits ... A Family Legacy Continues
36 CANS: WHAT'S NEW?
40 MADE IN MARYLAND News & Happenings From Maryland's Breweries, Distilleries and Wineries
SEPTEMBER 2020
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BEVERAGE JOURNAL, INC.
President / Publisher Stephen [email protected]
Board of Directors Lee W. MurrayThomas W. Murray
Information Technology Director
Peter [email protected]
EDITORIAL
Senior Editor Kristen [email protected]
Managing Editor W. R. [email protected]
Contributing Editors Alia Akkam, Arielle Albert, Keven Danow, Edward Durgin David Lincoln Ross, Ed McCarthy, Jack Robertiello
ART & DESIGN
Creative Director Larry Lee [email protected]
Senior Designer Jeff [email protected]
TECHNOLOGY & WEB
eCommerce Director Ian [email protected]
eCommerce Managers Karli Del Rossi, Evan Berube
Online Web Programming Vali Balescu
PRINT & PRODUCTION
Print Services Manager Lee Stringham [email protected] 410.519.7034
ADVERTISING & MARKETING
MD & DC Advertising Sales Stephen Patten [email protected] 410.796.5455
National Advertising Sales Jody Slone-Spitalnik [email protected] 212.571.3232
COVID-19: SOME NUMBERS (YOU CAN USE)
Changes in state-level COVID-19 re-strictions, as well as consumer behaviors, have led to crests and troughs in cus-tomer traffic across all industries. Each in-dustry has been impacted differently, and some are further along in their economic recovery than others. Unfortunately, the on-premise side of the beverage alcohol industry has seen the deepest dip in busi-ness and has been the slowest to realize any significant bounce-back.
Let’s take a look at some numbers … just in the State of Maryland:
In early 2020 there were over 4,000 active on-premise beer-wine-liquor (BWL) establishments, not including private clubs with beverage alcohol licenses nor restaurants without any type of beverage alcohol license. (According to the Comp-troller of Maryland.)
In 2019 the restaurant industry of Maryland employed 207,400 people … that is over 7% of employment in the entire state. (According to the National Restaurant Association and the Restau-rant Association of Maryland.)
In 2018 there were approximately $13.3 billion in sales at Maryland’s restau-rants. (According to the National Res-taurant Association and the Restaurant Association of Maryland.) The sales tax alone collected on these sales was $800 million.
How does the restaurant industry impact the Maryland economy? Approxi-mately every dollar spent at a Maryland restaurant goes on to contribute $1.63 to the state economy.
These numbers tell the story of an in-dustry that is a driving force in Maryland’s economy. An industry that provides jobs and builds careers for thousands upon thousands of people and delivers billions in taxes (when including all the levels of taxation; i.e., sales taxes...income taxes… property taxes, etc.) to the local, state
and the federal governments,
Since the middle of March 2020, restaurant traffic across the entire United States hit a low of 24.2% of its 2019 lev-els. In the last few months there has been an increase of nearly 18% with restaurant traffic at 40.7%. (According to research and marketing company Zenreach.)
I realize I’m extrapolating national numbers and relating to Maryland with the following observation, but I don’t think it’s a stretch. If the restaurant industry is only achieving 40.7% of the traffic realized at the same time one year ago, then the earlier cited statistics for Maryland one year from now could be:
40.7% of 4,000 would be a loss of 2,372 on-premise establishments.
40.7% of 207,400 is 123,000 people no longer employed by the restaurant industry of Maryland.
40.7% of $13.3 billion is only $5.4 bil-lion in sales at Maryland’s restaurants.
The sales tax collected on these sales would be only $325 million, a loss of almost $500 million in just sales tax col-lected here in Maryland. This doesn’t account for the billions in lost taxes at all the levels of taxation (income … property, etc.).
We are all working to protect our busi-nesses, our jobs, and our families as best we can during this crisis. I’m hoping you will share these frightening statistics with your elected and non-elected officials in government (hint-hint, the Governor’s of-fice). If those imposing these restrictions can see the economic catastrophe they are causing on a statewide level, maybe a greater urgency to reopen will be real-ized. n
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2 BEVERAGE JOURNAL September 2020 www.BeverageJournalInc.com
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The opinions expressed by guest columnists are their own and not necessarily those of The Beverage Journal, Inc. The Beverage Journal, Inc. is an affirmative action/equal opportunity corporation.
Copyright 2020 the Beverage Journal, Inc. No part of this magazine may be reproduced without the written consent of the publisher. Not responsible for unsolicited material or advertising claims.
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Medalla Light is brewed on the tropical island of Puerto Rico by Cervecera de Puerto Rico … one of the leading barley-based companies in Latin America and the Caribbean. Medalla Light’s reputation for its premium quality and crisp, refreshing taste has quickly become the beer of choice for those seeking a chance to celebrate. Medalla Light has won multiple awards and has earned worldwide recognition at the Monde Selection in Brussels, the North American Beer Awards and the Australian International Beer Awards.
“Medalla Light is a beer that is near and dear to our hearts, both because we love its freshness and flavor and because it is the embodiment of our identity as Puerto Ricans,” said Elda Devarie, Owner/President of EMD Sales. “The demand for the beer in our region is overwhelming.”
Cervecera de Puerto Rico recently increased the brewery’s overall capacity to 90,000 barrels per year. The expansion is part of the beer giant’s 2020 plan.
With 77 calories and 4.2 ABV per 10oz, the popular light beer will be hitting the shelves in 12 and 24 pack cans and with 98 calories and 4.2 ABV per 12oz, will be available in 6 and 24-pack bottles.
Other offerings in Cervecera’s portfolio include Magna Pre-mium Lager, Silver Key Light Beer, Del Oeste Artisan Beers and Malta India, a popular non-alcoholic malt-based soft drink in the Caribbean. n
Cervecera de Puerto Rico, which has crafted Medalla Light for 40 years, officially announced their partnership with EMD Sales, Inc. for beer
distribution in the Mid-Atlantic region.
MEDALLA LIGHT PUERTO RICO’S TOP-SELLING BEER IS NOW IN MARYLAND AND WASHINGTON, DC
B R A N D P R O F I L E
(continued on page 8)
ULTIMATE SPIRITS CHALLENGE…NO SHORTCUTS. JUST HONEST, IMPARTIAL JUDGING. For a complete l is t o f 2020 resul ts , go to u l t imate-beverage.com/USC2020resul ts
S ince 2010, Ultimate Spirits Challenge’s CHAIRMAN’S TROPHY has become the most coveted award of excellence in distilled spirits history. But, what attributes, what virtues constitute a great whiskey, brandy, vodka, mezcal, liqueur, baijiu,
rum, gin, vodka, tequila shochu, or ready-to-drink cocktail? Moreover, how do USC’s expert judges analytically recognize these attributes?
Judging Chairman and Co-Founder of Ultimate Spirits Challenge (USC) F. Paul Pacult explains, saying, “In the spring of each year, we convene the world’s foremost group of spirits authorities and organizers, comprised of journalists, authors, consultants, educators, restaurateurs, and bar operators to carefully examine the entries involving all categories of distilled spirits. In order to identify the ‘best of the best’ in every spirits category, it is necessary for this formidable team to strictly adhere to USC’s uncompromising, double-blind tasting methodology.
“Conducted 30 miles north of Manhattan at the custom-designed Ultimate Beverage Challenge Evaluation Center in Hawthorne, New York, the judging panels take weeks to determine which of the entries are benchmarks. Through rigorous multiple-panel tasting procedures, the spirits that have scored the highest then go through one, and frequently two, more rounds of blind judging to arrive at the highest scoring spirits of each category. The USC judging process is admittedly the most intricate, comprehensive, and arduous in the spirits industry. And, it’s that degree of analytical di� iculty that makes the winning of a USC Chairman’s Trophy such a monumental achievement.
“But think of it this way: When accepting the responsibility of selecting a handful of the finest spirits currently in the world, why should the road to ultimate glory be anything but hard and demanding? Unlike every other spirits competition operating in 2020, USC Chairman Trophy winners have to earn their way to the top by prevailing through multiple stages. They are not given accolades just for entering. We believe in the old-fashioned value of having to earn respectability.
“In the end, to be awarded a USC Chairman’s Trophy each victorious spirit must be seamlessly integrated at every qualitative level of alcohol percentage, base material, pH, acidity, and, when necessary, wood maturation impact. This painstaking attention to detail and dedication to purpose is why each year USC attracts the world’s most respected spirits experts as judges. It is mandatory, in my view, that the most qualified women and men utilize the industry’s fairest, most innovative methodology to arrive at the most accurate conclusions.”
The USC Chairman’s Trophy and Finalist awards identify the finest spirits in the world by category, coming this year from 45 countries. USC Tried & True Awards recognize consistent quality while the USC Great Value citations point out spirits with extraordinary price/value ratios. At USC, every entry receives the most thorough and even-handed professional analysis possible. It’s just how Ultimate Spirits Challenge operates. No shortcuts. Just honest, impartial judging.
ULTIMATE BEVERAGE CHALLENGE
2020 ULTIMATESPIRITS CHALLENGE
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ULTIMATE SPIRITS CHALLENGE…NO SHORTCUTS. JUST HONEST, IMPARTIAL JUDGING. For a complete l is t o f 2020 resul ts , go to u l t imate-beverage.com/USC2020resul ts
CHAIRMAN’S TROPHY2020 WINNERS
AMARO
Lucano
APERITIF/APERITIVO
Vincenzi Capasso
BAIJIU
Yushan Mikado Pheasant 8 Years Old
BRANDY
American: Germain-Robin XO AlambicArmagnac:Delord 25 Years Old Bas ArmagnacCalvados:Calvados Christian Drouin Pays d’Auge 2000Cognac: Jean Fillioux Très Vieux XO Extra Grande ChampagneEuropean Brandy: Asbach Selection 21 Years OldPisco: Gran Demonio Albilla
GIN
Gin: Gordon’s Traveller’s Edition London Dry GinFlavored Gin: Russell Henry Malaysian Lime
LIQUEUR
Berry/Fruit: Matsui Umeshu with Japanese BrandyCitrus/Triple Sec: BauchantCream/Dairy: Carolans Salted Caramel Irish CreamHerbal/Mint/Spice/Botanical: METAXA Ouzo
MEZCAL
Mezcal Vago Elote
MIXER
Fever-Tree Sparkling Pink Grapefruit Soda
READY-TO-DRINK COCKTAIL
Cutwater Spirits Fugu Vodka Spicy Bloody Mary
RUM
Aged: Plantation Isle of FijiDark/Gold: George Bowman Small Batch Colonial Era Dark Caribbean RumFlavored: Plantation Stiggins’ Fancy Pineapple
White/Silver:BLY
SHOCHU
iichiko Frasco
TEQUILA, 100% AGAVE
Blanco/Plata: Tequila Ocho Single EstateReposado: Storywood Speyside 7 CSAñejo:818 TequilaExtra Añejo:Avión Reserva 44
VERMOUTH
Cinzano 1757 Vermouth di Torino Rosso
VODKA
Boyd & Blair Potato
WHISKY – CANADA
Heaven’s Door Bootleg Series 2019 Edition 26 Years Old
WHISKEY – IRELAND
Blended: Jameson Bow Street Cask Strength 18 Years OldSingle Pot Still: Green Spot Chateau Leoville Barton
Single Malt: Teeling Single Cask
WHISKY – SCOTLAND
Blended: Dewar’s Double Double 27 Years OldBlended Malt: Wemyss Malts Peat ChimneySingle Malt-Highland: Oban 18 Years OldSingle Malt-Island: Highland Park 21 Year OldSingle Malt-Islay: Kilchoman SanaigSingle Malt-Speyside: The Glenrothes 18 Years Old
WHISKEY – USA
American/Other: Barrell DovetailBottled-In-Bond: Henry McKenna Single Barrel 10 Years Old Kentucky Straight BourbonBourbon: Stagg, Jr. Kentucky Straight BourbonRye: Thomas H. Handy Sazerac Straight Rye WhiskeySingle Malt:Westland Garryana 2019 Edition 4|1
WHISKY – WORLD
The Matsui Mizunara Cask Single Malt
Disaronno Velvet Vap BevMedia ad Aug 2020 FINAL.indd 1Disaronno Velvet Vap BevMedia ad Aug 2020 FINAL.indd 1 2020-08-11 8:29 AM2020-08-11 8:29 AM
I t has been a long time coming and progress is still slow and fitful, but Black people are having an increasing impact in the world of wine, spirits, and beer. Some have well-established reputations, such as André Mack, winemaker
and owner of Maison Noir wines; legendary mixologist Franky Marshall, who has mentored countless Black spirits professionals; and Brooklyn Brewery’s supremely talented brewmaster, Garrett Oliver.
Beyond them, however, is a growing number of tough, imaginative Black men and women, less-widely known, who are determined to make a mark in their trade through hard work and creativity. And, as they pave new paths, they are just as determined to find ways to raise up others.
In this issue, we profile 10 professionals who are helping make the world of beverage alcohol a more de-licious and inclusive place.
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TEN RISING STARS CHARTING CREATIVE NEW PATHS—AND PUSHING FOR INCLUSIVITY—IN THE WORLD
OF WINE, SPIRITS, AND BEER
By Dorothy J. Gaiter
DRINKS INNOVATORS
TO WATCH
BLACK
Elevating Unheard VoicesSUKARI BOWMAN, THE COLOR OF WINE, ATLANTA, GEORGIA
An Atlanta-based real estate bank-er, Sukari Bowman and her Black, college-educated, sophisticated, fi-nancially successful friends all love wine. She and her brother created a blog called Love & Vines where they discuss food, wine, and music. Yet as Bowman began to seriously read wine publications, she noticed that no one looked like her. So she set out to find them.
Since 2017, Bowman, 48, has been creating an oral history of people of color in the wine world for her pod-cast, The Color of Wine. Her brother, Shomari, provides technical help and great music. Today, they have accu-
mulated 70 interviews which have been downloaded and listened to over 20,000 times, she says.
“Creating a space that celebrates people of color in the wine industry gives me a home base; I can go out and explore the world of wine confi-dently because I carry all these sto-ries, all these connections with me,” Bowman says.
“It is so important to memorial-ize our stories in our own words. As we all move and grow in this industry we can use the stories of those who came before us and are still blazing the trail to learn, to find inspiration, and to see what is possible,” she says.PH
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Using Success to Pave the Road for OthersPHIL LONG, LONGEVITY WINES, LIVERMORE, CALIFORNIA
Phil Long and his late wife, Debra, be-gan making wine in their garage in 2003 in Livermore, California. In 2008, they opened their urban winery near-by and grew production to around 3,500 cases a year. They called their enterprise Longevity, a play on Phil's last name that also highlights a hall-mark of a successful business.
Long's track record of success as a winemaker, his position as president of the Association of Afri-can American Vintners (AAAV), and his status as a government-certified minority-owned business helped him attract the at-tention of Bronco Wine Co., one of the largest wine producers in the U.S.
In March, Long and Bronco announced a partnership that will give Longevity’s Classic label wines—a Chardonnay and Cabernet Sauvignon—a huge jump in nationwide availability and volume (potentially “hundreds of thousands of cases,” he reports), a first for a Black-owned and operated winery. Long, 61, will make these California-designated wines at Bronco’s
headquarters, and will continue to produce—with his son and assistant winemaker, Phil Jr.—
his Reserve wines at his Livermore facility. “I didn’t get in the business to become a Black winemaker.
I just wanted to make wine. And I never wanted to use [being Black] to leverage business,” he says.
Yet he does want to use his unique position to help others. Only about “1 percent of 1 percent of all winemakers are Black,” says Long. “One of the AAAV’s goals is to let the public know that we are here. We must establish a career path for African Ameri-can students coming up, and that’s one of the primary goals of our internships, scholarships, and mentorships—to promote the idea that winemaking is an available career possibility for them.”
“WE MUST ESTABLISH A PATH FOR AFRICAN AMERICAN STUDENTS…TO PROMOTE THE IDEA THAT WINEMAKING IS AN AVAILABLE CAREER POSSIBILITY FOR THEM.”
“WE CAN USE THE STORIES OF THOSE WHO CAME BEFORE US AND ARE STILL BLAZING THE TRAIL TO LEARN, TO FIND INSPIRATION, AND TO SEE WHAT IS POSSIBLE.”
The Diversity Change AgentTJ DOUGLAS, OWNER, THE URBAN GRAPE, BOSTON
With $10,000 of their own money, TJ Douglas and his wife, Hadley, owners of The Urban Grape, a wine, craft beer, and spirits store in Boston, founded The Ur-ban Grape Wine Studies Award for Stu-dents of Color.
In just over a week after its June launch, the Award’s fund had grown to $83,000, through contributions from about 100 customers and friends.
The selected student will be mentored by Douglas, attend a year-long certifica-tion course at the Elizabeth Bishop Wine Resource Center at Boston University, and will receive a one year paid internship: Four months each working at The Urban Grape, distributor M.S. Walker, and Tiffani Faison’s Big Heart Hospitality restaurant group.
It’s a crash course in all aspects of selling wine—wine store, distributor, restaurant—and a path Douglas modeled after his own 20-year career in the wine and hospitality industries. Douglas founded The Urban Grape 10 years ago, when there were even fewer Black people in the fine wine business.
“The big problem with our industry is that there are very few people of color in it and a lot of that has to do with the base from which we source employees,” Douglas says.
His hope is that this program will bring about “generational change” for the recipient, the recipient’s communi-ty, and for the wine industry in Boston. The couple hopes to create a foundation that will partner with other colleges’ wine programs, and, in cases where perhaps a historically Black college or university may not have a program, help start one.
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Empowering Others Through Education LARISSA DUBOSE, SALES MANAGER, JUSTIN AND LANDMARK VINEYARDS; AND DIRECTOR OF EDUCATION, BLACK WINE PROFESSIONALS, ATLANTA, GEORGIA
Larissa Dubose understands the value of wine education. Certified as a som-melier with the Court of Master Sommeliers and as a specialist of wine from the Society of Wine Educators, Dubose is one of a handful of senior sales managers in the fine wine space, representing California wineries Justin and Landmark in many southeastern states.
Passionate that others should have access to wine edu-cation, Dubose recently took on an important new role, di-rector of education for the Black Wine Professionals net-work that activist Julia Coney is assembling. Dubose, 43, will provide educational content and resources for members.
Bringing people into the world of wine by demystifying it is a role she has played for years, both in her monthly live
videos on IG Live she produces called “The Perfect Pairing” with Jordan Tray-lor, a chef and sommelier, as well as on her blog, The Lotus and the Vines. Her mission: to bridge “the gap between the wine novice and the wine connoisseur.”
“Wine knowledge is powerful,” she says. “I see too many people give a piece of their power away when the wine list comes to the table by handing the wine list to someone else. I want more of us to have that power.”
BLACK DRINKS INNOVATORS
“THE BIG PROBLEM WITH OUR INDUSTRY IS THAT THERE ARE VERY FEW PEOPLE OF COLOR IN IT AND A LOT OF THAT HAS TO DO WITH THE BASE FROM WHICH WE SOURCE EMPLOYEES.”
“WINE KNOWLEDGE IS POWERFUL. I WANT MORE OF US TO HAVE THAT POWER.”
Highlighting a New Community in High-End WhiskeySAMARA RIVERS DAVIS, THE BLACK BOURBON SOCIETY, ATLANTA
Samara Rivers Davis bought her first bottle of bourbon, Four Roses Single Barrel, while on vacation and fell in love.
An event planner in Atlanta, she had a career-changing ex-perience when a spirits company hired her to stage a series of events. When she looked at the brand’s marketing materials, “no one looked like me,” Davis recalls. “So I began pulling together an
audience, proving to the brand that there are many African Americans who love premium whiskey and have high discretionary incomes.”
A year later, in 2016, she founded the Black Bourbon Society (BBS), a community for enjoying whiskey. “We are matchmak-ers,” Davis says, with major brands often sponsoring events. The BBS has 19,000 total paying members worldwide. It focus-es on “getting members up to speed with the vernacular and the process of making whiskey and allowing them to see what these brands look like face-to-face.”
Davis, 39, is now a certified executive bourbon steward, ac-credited by the Stave & Thief Society, a Kentucky certification organization. Before lockdown, BBS was events- and travel-based, with tastings and distillery trips. Now, “we’re develop-ing virtual content for our members to stay engaged,” she says. On their podcast, “Bonded in Bourbon,” Davis and her husband, Armond, review whiskey. Their newest venture, Diversity Dis-tilled, helps brands “recruit, retain and promote diverse talent.”
BBS members “don’t fit the mold that brands had put us in, the urban demographic mold,” which is younger and pitched “with inexpensive, intro-level spirits,” she said. BBS’s mem-bers, are “CEOs of their own companies, professors, teachers, in management. They want high-end whiskey. It wasn’t that some brands were excluding us from their marketing; some just didn’t know we existed.”
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Harnessing the Power of Hip-Hop JERMAINE STONE, CRU LUV SELECTIONS, BROOKLYN, NEW YORK
Wine needs to enlarge its audience, and Jermaine Stone is someone who understands how to make that happen. President and CEO of Cru Luv Selec-tions, a wine importing and consulting company in Brooklyn, Stone blends wine and hip-hop cul-ture in his podcast, Wine & Hip Hop.
He was a promising teenage rapper when a summer job packing boxes for Zachys Auc-tion led to over a decade in the fine wine world. Stone has managed auctions in Hong Kong, re-trieved consignments in Switzerland and was a founding director for Wally’s Wine & Spirits of Los Angeles’s foray into the auction business. In the process, this young man from the Bronx, whom many in the auction world were curious about, brought with him hip-hop—“America’s greatest export,” he calls it.
“Wine can be enjoyed across all demograph-
ics the same way that hip-hop can be,” he says. “And they’re both bet-ter when paired together.” Stone in-terviews hip-hop personalities and winemakers on his podcast, recently hosting Domaine Dujac’s Jeremy Seysses to talk about his Burgundy estate and the song in which Jay-Z drops Dujac’s name. In another epi-sode, Stone talked to LeA (the Grand-daughter of Hip Hop) about how to transition from Moscato by pairing Drake’s “Nice for What” with a bottle of 1990 Suduiraut from Sauternes.
Stone, 35, recently asked one of his oldest friends—a rapper whom he describes as “super rough around the edges but way into wine”—why he thinks wine isn’t more widely embraced by Black people. “He said, ‘No one introduces it to us. Some-one needs to introduce it to us first before we can turn into wine lovers.’ That’s our mission and I think we’re further along than we’ve ever been.”
“WINE CAN BE ENJOYED ACROSS ALL DEMOGRAPHICS THE SAME WAY THAT HIP-HOP CAN BE.”
BLACK DRINKS INNOVATORS
“THERE ARE AFRICAN AMERICANS WHO LOVE PREMIUM WHISKEY AND HAVE HIGH DISCRETIONARY INCOMES. MANY BRANDS DIDN’T KNOW WE EXISTED.”
KEEP YOUR SUMMER FLING GOING
FLOWERITATequila Blanco, BOLS Liqueur Elderflower
Fresh Lime Juice, Simple Syrup
Brewing for Social JusticeMARCUS BASKERVILLE, WEATHERED SOULS BREWING CO., SAN ANTONIO, TEXAS
Marcus Baskerville, cofounder and head brewer of Weathered Souls Brewing Co. in San Antonio, Texas, created a global col-laboration among breweries and beer lov-ers called Black Is Beautiful in response to police violence against Black people.
Weathered Souls posted a base recipe for a stout and invited other breweries to tweak it to their liking and use the Black Is Beautiful label, which provides room for each brewery’s logo. Breweries are then asked to donate proceeds from the sales to a local organization that fights for social justice. Since the initiative was announced, more than 1,000 breweries have signed on, spread over all 50 states and 20 countries, Baskerville reports.
“I don’t think this has ever been done in history; we have more than a thousand
separate businesses participating in the moving of commerce for social justice. To see something like that is absolutely amazing,” he says.
When he was a teenager growing up in a predominantly white neighborhood in Sacramento, California, “I used to get pulled over all the time for driving a nice vehicle,” he recalls. And once, he and a relative were at a party where a guest was stabbed and when they took that guest to the hospital, “we were treated as suspects,” Baskerville recalls.
Weathered Souls’ money from its Black Is Beautiful sales will primarily go to 100 Black Men of San Antonio, an organiza-tion that provides mentors for Black chil-dren, “especially boys, which is important,” Baskerville says.
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Aiming for the Very TopANGELA SCOTT, POISED TO BECOME THE FIRST BLACK MASTER OF WINE
Angela Scott is not someone who shies away from difficult things. She’s worked in Haiti with the Peace Corps and prac-ticed Human Rights Law in East Africa and Central America.
Growing up in Pennsylvania with parents who cared a lot about food, and enjoyed wine occasionally, Scott became fascinated by wine as a teenage exchange student in Spain.
“Drinking wine with my host fam-ily was mind-blowing because it re-ally enhanced the food and vice versa,” Scott explains.
After a career practicing law, she made the switch to wine and began pursuing the elite Master of Wine degree, held by a mere 393 people worldwide. She was accepted into the
program in 2018, and if she passes on her timetable, Scott, now 44, will become the world’s first Black person to hold the Master of Wine title.
“I am pursuing the MW because I love to learn. The syllabus is insane… it’s nerd paradise,” she writes from New Zealand where she lives with her husband, a winemaker and MW.
But she is also pursuing the degree for credibility: “I sought out formal education because unlike my white counterparts I do not receive the presumption of belonging; as Black people we must prove ourselves over and over again. We are asked for credentials where others are presumed qualified.”
What will it mean to her to become the first Black Master of Wine in the world? “I would be incredibly proud. But I would not be satisfied being alone. It would mean it is a start, but there is more work to be done,” she shares.
“I WOULD BE INCREDIBLY PROUD. BUT I WOULD NOT BE SATISFIED BEING ALONE... THERE IS MORE WORK TO BE DONE.”
BLACK DRINKS INNOVATORS
“WE HAVE MORE THAN A THOUSAND SEPARATE BUSINESSES PARTICIPATING IN THE MOVING OF COMMERCE FOR SOCIAL JUSTICE. TO SEE SOMETHING LIKE THAT IS ABSOLUTELY AMAZING.” M
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Pioneering Land Ownership KRISTA SCRUGGS, WINEMAKER, ZAFA WINES, BURLINGTON, VERMONT
Krista Scruggs is a queer, Black, female winemaker in Ver-mont who became the owner of that state’s 18th Black-owned farm with her recent purchase of the 50 acres she’d been vine farming for a few years.
Scruggs’s popular Zafa Wines are biodynamically grown sparkling wines made with cold-hardy hybrid grapes such as Frontenac Blanc, Louise Swenson, and La Crescent and sometimes also with cider. Zafa’s tasting notes: “No sulfur additions, fining, filtering, or funny business in the winery, just fucking fermented juice.”
A native Californian, Scruggs grew up helping her grand-father tend his farm. A job as logistics coordinator for Con-stellation Brands taught her every aspect of wine production, and opened her mind to the possibility of winegrowing. She learned to prune vines in Washington and then, through a labor-abroad program, worked for winegrowers in Italy and France. “I sought out growers across the world who would house me and feed me and I would work for them in ex-change for their knowledge,” says Scruggs, 35.
Back in the U.S., she landed a job in 2016 working with Vermont star winemaker Deirdre Heekin at her winery, La
Garagista, and as a farm-hand with Heekin’s hus-band, Caleb Barber. With grapes from a La Garagista vineyard and foraged ap-ples, Scruggs made her first vintage of Zafa wines in 2017 and lightning struck. Today, there’s a waiting list to purchase her wines.
In March, Scruggs part-nered with the Black-owned Clemmons Family Farm to grow crops embedded in the history of African Ameri-cans (“Zafa” is a difficult-to-explain anti-colonialist mindset). “Black farmland-ownership is security. Controlling your food source is a form of protest,” she says.
“My mother told me that a closed mouth rarely gets fed,” she says. So she urges the women she hires to be outspoken, too. “That’s the point of carving a path.”
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Elevating Rum While Honoring HistoryMARC FARRELL, TEN TO ONE RUM, NEW YORK CITY
With the creation of his Ten To One brand last year, Mark Farrell has begun what he describes as “a revolution in people’s per-ception of rum.”
Farrell left his home in Trinidad and Tobago when he was 16 to study chemical engineering at MIT. He’s lived in the U.S. for many years, during which time he earned a Harvard MBA, a Master’s degree in public policy from Cambridge, and served as a vice president at Starbucks.
The self-described “rum nerd” watched as tequila, gin, vodka, and American whis-key all experienced image upgrades over the last decade, while rum—the distilled spirit of the Caribbean, a region with strong connections to Africa and a his-tory of colonialism and slavery—remained
stuck in the public imagination, associated with beach vacations, college parties, and clichés like pirates and sea monsters. Rum doesn’t get the “reverence or appreciation it deserves,” he says.
He created Ten To One to honor the Ca-ribbean’s history while providing a modern take on the spirit by blending rums made from “different distillation methods, dif-ferent provenances, and different terroirs,” says Farrell, 37, from his New York office.
“This is more than the story of a Trinidadian making rum from Trinidad.”
Ten To One refers to Trinidad and To-bago’s first prime minister’s belief that a federation of 10 Caribbean countries was stronger than each going it alone, an idea embraced and expanded by successor orga-nizations. Ten To One Dark ($43) is sourced from producers in Trinidad, Barbados, Ja-maica, and the Dominican Republic; White ($29) is from Jamaica and the Dominican Republic. Both have minerality and acidity, and, according to Farrell, are most definite-ly not designed to be mixed with Coke.
“THIS IS MORE THAN THE STORY OF A TRINIDADIAN MAKING RUM FROM TRINIDAD.”
“BLACK FARMLAND-OWNERSHIP IS SECURITY. CONTROLLING YOUR FOOD SOURCE IS A FORM OF PROTEST.”
1. TREE FORT WINESSonoma-based 3 Badge Beverage is introducing Tree Fort wines from AVAs in California’s Central Coast. Featuring screw-caps and modern design, the wines are aimed at adventurous, young-at-heart drinkers with five line-priced, 2019 varietal expressions: Monterey Sauvignon Blanc and Chardonnay; Arroyo Seco Pinot Noir; and Paso Robles Pinot Grigio and Cabernet Sauvignon. The label features a tree fort (of course) as well as approachable wine descriptors.
2. BOOKER’S BOURBON ‘BATCH 2020-02’Booker’s Bourbon, one of the few ultra-premium bourbons available uncut and unfiltered, is releasing the second batch of its 2020 Collection—Booker’s Batch 2020-02, also called “Boston Batch.” It’s named after the small Kentucky town where Booker Noe started his career, and first found his love of experimentation. Like all batches of Booker’s, it was selected by Fred Noe to ensure it upholds standards that fans have come to know. 126.5 proof.
3. SUTTER HOME THREE-LITER BOXESIs it possible that a brand as huge as Sutter Home has never had a box wine until now? Sutter Home Chardonnay, Cabernet Sauvignon, and Pinot Grigio are now shipping in the 3L bag-in-box format nationwide. The 3L box is now the third largest size segment in the wine category, generating $800 million annually. Notably, the Sutter Home 3L box set does not include White Zinfandel, and the packaging features photography rather than illustration.
SRP: $16.99 SRP: $89.99 SRP: $18 treefortwines.com | 3badge.com bookersbourbon.com sutterhome.com
4. DON Q ‘RESERVA 7’ RUMPuerto Rican rum producer Destilería Serrallés has released Don Q Reserva 7 Años, a vibrant blend of light and heavy rums that were aged for a minimum of seven years in American white oak barrels. Presented in a a new elongated bottle with updated imagery and logo, the new Don Q rum variant can be enjoyed neat, on the rocks, or to elevate a favorite mixed drink simply by adding soda or fresh juice. 80 proof.
5. TERRALTA TEQUILAThird-generation producer Felipe Camarena crafts Terralta tequilas at the El Pandillo distillery in Jalisco, using naturally-grown and hand-picked agave from a family plot, the same natural yeast his family has used for more than 80 years, and deep well water. Imported by Chopin Imports, the Terralta portfolio includes Blanco (80 proof ), 110-proof Blanco, Reposado, Añejo, Extra Añejo, and for the first time in the U.S. Terralta 110-proof Extra Añejo.
6. PELOTÓN DE LA MUERTE ARTISANAL MEZCALSPelotón de la Muerte is adding two new artisanal mezcal expressions, both produced with wild agave grown in the Mexican state of Guerrero by master mezcaleros. Criollo (100.4 proof ) is double distilled, the second pass in a filipino still with a wood hat, producing an intense mezcal with notes of light smoke. Pechuga (90.2 proof ) is a vegan mezcal produced from a field blend of agaves, with botanicals hung from the still during the second distillation.
SRP: $24.99 SRP: $49–$299 SRP: $39.99 each donqrum.com chopinimports.com pelotondelamuerte.com | mswalker.com
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7. ALIZÉ MANGOMango is the latest flavor joining the colorful Alizé Passion lineup. The premium French liqueur infuses French vodka with passion fruit nectar and all-natural flavors. Checking in at 16% ABV, or 32 proof, the tropical Mango expression joins the lineup of Red Passion, Bleu Passion, Gold Passion, Peach, Pineapple, Apple, and Pink.
8. RAM’S GATE WINERYUnveiling a brand new look, Ram’s Gate Winery in Carneros has also introduced a new, top tier—joining the Sonoma Coast, Estate, and Single Vineyard series—called Cellar Note. The makeover comes at the end of Ram’s Gate’s first decade, and coincides with the rollout of wines under director of winemaking Joe Nielsen, who is parlaying the estate vineyard into a model of precision farming and sustainability, with a goal of being completely organic in five years.
9. KAH TEQUILACreated to honor Mexican people and their traditions, Kah Tequila is presented in eye-catching bottles in the style of “sugar skulls.” The product range features Kah Blanco, Kah Reposado, and Kah Añejo expressions, each made from hand-selected 100% Blue Agave. Kah translates to “life” in the ancient Mayan language. Imported by California-based Pacific Edge Wine & Spirits, Kah is produced by Fabrica de Tequilas Finos in Tequila, Jalisco, which is owned by Amber Beverage Group.
SRP: $19.99 SRP: 2019 Rosé, Sonoma Coast $38 SRP: $49.99-$69.99 kobrand.com | alize.com ramsgatewinery.com pacificedgesales.com
10. GLENMORANGIE GRAND VINTAGE MALT 1996Glenmorangie has released the sixth edition of its Bond House No. 1 Collection: Glenmorangie Grand Vintage Malt 1996. Aged for 23 years, this limited edition is the oldest whisky matured in the distillery's bespoke casks, which originated in the white oak forests of Missouri’s Ozark Mountains. “Its fresh, floral aromas and luxuriously creamy tastes are gloriously enhanced by age,” says Dr. Bill Lumsden, Glenmorangie's director of whisky creation. 86 proof.
11. PAMA POMEGRANATE LIQUEUR Pama is sporting a new look to reinforce the brand’s unique equity as the first true pomegranate liqueur. The updated bottle also refines utility for both bartenders and consumers, and the refresh coincides with a new creative campaign, “Just Add PAMA,” to showcase the adaptability of Pama for low-ABV spritzers, simple cocktails, and chilled shots alike. 34 proof.
12. CHATEAU STE. MICHELLE ALUMINUM BOTTLESTweaking the can trend, Chateau Ste. Michelle is introducing its first wines in 250ml aluminum bottles with resealable closures and a whimsical sketch of the winery. The lineup includes four fruit-driven wines (Rosé, Pinot Grigio, Something Sweet White Blend, and Bubbly) in two-packs ($12.99 SRP) and single bottles for restaurants. All four are sourced from Washington's Columbia Valley.
SRP: $825 SRP: $24.99 SRP: $12.99/two-pack (250ml) glenmorangie.com/en-us pamaliqueur.com | heavenhill.com smwe.com
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BRAND PROFILE
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The mindset to be best in class in the beverage alcohol arena is not so dif-ferent from that in sports. There can be a lot of good products—just
like in pro sports many teams make the playoffs—but rising above the competi-tion is another story. If anyone knows how much work it takes to get to the top, it’s the founders of Cincoro Tequila—five friendly NBA rivals, with more than a few champi-onships on their resumes.
The Cincoro “starting five”—Jeanie Buss of L.A., Wes Edens of Milwaukee, Emilia Fazzalari and Wyc Grousbeck of Boston, and Michael Jordan of Charlotte—started their quest over dinner but spent three years in development before launching. Cincoro—joining the Spanish words “cinco” (five) and “oro” (gold)—represents the pursuit of the gold standard in tequila. The brand snagged a dozen Gold medals in its first six months, including Innovation of the Year and Best Añejo across every price point and brand, and quickly expanded to 12 markets with Blanco (SRP $70),
Reposado ($90), Añejo ($130), and Extra Añejo ($1,600). Then COVID-19 struck.
SUPPORTING & SHIFTINGNot unlike a sports team having to regroup and change its game plan, Cincoro pivoted, says CEO and cofounder Emilia Fazzalari: “The closures of the bars and restaurants has been devastating. Our immediate reac-tion was to find ways to help and give back.”
To start, the brand began directing 30% of all proceeds from its own online store (Shop.Cincoro.com) to the USBG Emergency Assistance Program. And a #ToastYourTeam social media campaign engaged consumers, with Cincoro hon-oring their virtual toasts with relief fund contributions up to $100,000.
With the brand still being under a year old, it was also vital to keep market mo-mentum going—shifting emphasis to the off-premise. A big boost there came with the brand’s first ever TV campaign, which aired in conjunction with ABC’s showing of The Last Dance Chicago Bulls docuse-ries in key markets.
The team also kept opening new mar-kets. “We have really focused on retail, giving them a great suite of products with outstanding margins, and supporting them with creative resources,” notes Fazzalari. “During the pandemic, we continued to expand and are now in 33 states and over 10,000 venues.” Aiding the expansion, a “concierge texting service” helps individu-als find Cincoro near them.
The tilt toward retail is still in sync with what the CEO and her partners see as the most important trend in tequila dove-tailing with Cincoro’s strength. “People love superior quality,” she explains. “Tequila has evolved to become a highly sought-after sipping spirit, akin to the finest Cognacs and bourbons. We created 1,000 different expressions to achieve our Cincoro taste profile: smooth on the palate, complex and delicious, with an incredibly long finish.”
Artisanal methods, judicious blend-ing, and extended aging help set Cincoro apart from other tequilas. The Blanco is a blend of both 100% Weber Blue Highland and Lowland tequilas, distilled separately and then combined; this is unique as most high-end tequila is either made from High-land or Lowland agave. Cincoro also uses volcanically filtered water and proprietary yeast. Also, critical, at each level, Cincoro ages tequilas considerably longer than re-quired, adding complexity and length.
“As the tequila category grows, we believe Cincoro will be a big growth driver for retail-ers,” says Fazzalari. “As we near our first full year since the launch, we are excited to be just getting started.” n
CINCORO CHARTS WINNING GAME PLANLUXURY TEQUILA AIMS FOR THE TOP, SHIFTING TO MEET CHALLENGES
BY W. R. TISH
Cincoro Tequila founders
Emilia Fazzalari, cofounder and CEO
BRAND PROFILE
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DAMRAK’S DYNAMIC GIN DUODISTILLER LUCAS BOLS CRACKS THE ZERO-ABV CEILING WITH DAMRAK ‘VIRGIN 0.0’
BY W. R. TISH
With a keen eye on the main-streaming of low/no-alcohol, Lucas Bols is splashing into the genre with Damrak Virgin
0.0. Given its multi-century experience in distilling and blending, the Amsterdam-based brand owner is uniquely positioned to create a zero-alcohol “spirit” that can stand with its full-proof peers.
Officially launched last Spring, Virgin 0.0 was created with the goal of provid-ing a “highly innovative and true non-al-coholic alternative that contains a unique flavor,” Huub van Doorne, CEO Lucas Bols explains.
It is no surprise that a firm in business since 1575 would take its time perfecting the formula. “Our master distiller decided to start experimenting with no-alcohol distillation few years ago—when Euro-pean consumers started to be more and more health-conscious and picky about what they eat and drink,” explains Tanya Cohn, global brand manager. The key, she adds, is that Virgin 0.0 is driven by the same core botanicals as Damrak Original Gin.
Master distiller Piet van Leijenhorst spent two years perfecting a formula that includes the signature fla-vor profile—a variety of citrus peels, from Valencia and Curaçao oranges and lemons—that Dam-rak Gin is known for, as well as the original’s lavender, cinna-mon, juniper, coriander seed. So Virgin 0.0’s secret is no secret: its kinship is in its botanical DNA.
TAPPING INTO THE SOBER CURIOUS MOVEMENTIn spite of the market volatility of 2020, the sober curious movement continues to mature: Nielsen reports that 47% of con-sumers over 21 reduced their alcohol con-sumption in 2019 while cocktail consump-tion is still growing.
Lucas Bols USA is ready to seize the opportunity. Managing director Brett Dunne notes, “This category is an expan-sion of our strategy to be the leader in Low ABV”—the portfolio is already armed with under-20%-ABV Bols liqueurs and Passoã. “It was a natural leap for us to go from ‘low’ to ‘no.’” Working with what Dunne calls “best in class liquid,” the Lucas Bols USA team is eager to promote Virgin 0.0 alongside the 80 proof Original.
“We really want to emphasize the concept of choice for our customers: a Damrak cocktail can now be made with or without alcohol,” asserts Cohn. “The tag-line is fitting: ‘Same gin, you choose.’ As
Damrak is the first global gin brand with this unique value proposi-
tion—with or without alco-hol—we want the ‘duo’ to go hand in hand.”
Americans will be the second market to get a taste
of Damrak Virgin 0.0. It rolled out in Amsterdam in April. Pre-sales in the U.S. have been so strong that the first wave of Vir-gin 0.0 were allocated to seven
markets beginning in August. The nation-al launch comes in October, says Dunne: “We are confident by the end of the cal-
endar year our Damrak Virgin distribu-tion will mirror that of Damrak Gin to give consumers the opportunity to choose their drinking occasion.”
With its citrusy profile, Damrak Vir-gin 0.0 is a perfect partner for naturally complex tonic with a slice of orange. (A 3:1 tonic to Virgin 0.0 ratio with slice of or-ange is the recommended pour.) As CEO Huub van Doorne reasoned when the new 0% ABV product launched, “Consumers can enjoy a gin & tonic anytime anywhere without sacrificing the taste.” n
Master distiller Piet van Leijenhorst worked for two years on Virgin 0.0
Damrak is the first traditional gin brand to introduce a non-alcoholic variation in the U.S.
Visually and in citrus-driven flavor profile, Damrak Original Gin and Virgin 0.0 share a kinship—except for the alcohol. POS materials will communicate the message ‘same gin, you choose.’
All these changes mean that a retail-er’s approach to buying and stocking must evolve. We polled retailers around the country on strategies for managing inven-tory in the new normal.
Buy Deep for Healthier MarginsOperating an online shop and offering delivery means incurring expenses such as web-hosting fees, higher credit card processing costs, potential delivery ve-
hicles and drivers, and additional insur-ance. Although charging a fee and setting minimums can help recoup some of these expenditures, neither tactic is likely to cover all of the incremental costs, so it’s important that your overall pricing and purchasing strategy ensures robust mar-gins, especially on your top-selling items.
Buying on deeper deals—taking ad-vantage of a volume discount from your
ABOVE: Social Wines' two locations in Boston have stayed open, while also offering delivery and curbside pickup. // BELOW: With less foot traffic, Sarah Pierre at 3 Parks in Atlanta is taking advantage of more 10-case drops.
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RETAIL PURCHASINGI N A N E W E R A
THE GAME HAS CHANGED. YOUR APPROACH TO PURCHASING, STORING, AND SELLING NEEDS TO CHANGE, TOO. RETAILERS SHARE THEIR EXPERT TIPS.
BY CHRISTY FRANK
very U.S. wine and spirits retailer will agree: The months since March have been wildly volatile. New challenges pop up constantly, the most dramatic being a near overnight shift to increased online ordering and delivery. Consumer
behavior is different, too.
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wholesaler—is one way to do this. If your shop has moved to curbside/delivery-only service and your sales floor is now func-tioning as a mini-warehouse, then storage space may no longer be a limiting fac-tor. “Without the need to have a beauti-ful shop, I now have more buying power and can take advantage of 10-case drops. This helps absorb the higher fees related to selling online,” says Sarah Pierre, owner of 3 Parks Wine Shop in Atlanta.
As on-premise sales have nearly evaporated in many parts of the country, numerous suppliers are adjusting their price structures, so keep an eye out for deals. TJ Douglas of Boston’s The Urban Grape notes that “distributors that didn’t offer larger drops are now offering them. For those items, I can now offer my cus-tomers a better price or run a better mar-gin to cover delivery costs, where every penny counts.”
Keep an Accurate Inventory—It’s Never Mattered MoreAs sales shift online, accurate inventory is critical. If a customer orders an item that isn’t actually in stock, you’ll need to discuss alternatives. This takes time, and if a return needs to be issued, that racks up additional processing fees and time. “Since the front door is locked, the shop can be messier, but my inventory needs to be cleaner than ever,” says Douglas.
That’s easier said than done. Mitch Ancona, owner of three Ancona’s Wine locations in Connecticut, reports, “Given limited time and staff, store-wide physical inventory counts are no longer possible. It’s now a never-ending process to try to keep our website stock list as clean as possible.”
Shops that previously conducted regular store-wide inventory have shifted to a cycle counting model. At Bay Grape in Oakland, owner Stevie Stacionis says, “We do a stock reconciliation daily for a section of the store, say the still rosés, and just keep moving around each day.” Sarah O’Kelly, general manager at Charleston’s
Edmund’s Oast Exchange, says, “This inventory method is also a good tool to have less experienced staff really get to know what’s on the shelf.”
Inventory checks can also be built into other processes throughout the shop. Pierre explains that at 3 Parks, staff bottles are now backed out daily rather than monthly, and stock levels are recounted whenever an item is replenished, ensuring that fast-moving items are always correct.
Integrating your point of sale (POS) system with your online shop is vital to keeping your inventory accurate online and in the store (it also saves time). When Daneen Lewis, who owns New York’s Har-lem Wine Gallery with her husband, Pascal, developed a downloadable mobile app, she spent up-front time with the developer to ensure “complete synchronicity between our POS system and digital platforms. This allowed us to streamline our online order process and made time for us to devote en-ergy into new marketing initiatives.”
Make sure you fully understand which part of your system maintains the master item records and whether inventory synchronization happens in real time or
on a periodic basis. Understanding all of this will help you choose and install an inventory audit plan that’s specifically suited to your shop. In addition to making sure your systems are talking to each other properly, make sure to periodically check that any state and local taxes are correctly added to every sale.
It’s also worth reviewing the fees related to credit card processing, which have a way of creeping up over time. If your online business has increased, you can ask your providers for a lower rate.
Upgrade Your Virtual Selling ExperienceSetting up a new item in your online shop is likely a more involved process than set-ting it up in your POS system. Writing en-ticing copy, adding eye-catching photos, tagging items, and adding them to collec-tions all takes additional time and focus. Consider shifting an existing salesperson into this role or hiring someone to do it part-time, especially if you’re bringing your full inventory online.
The cycle counting inventory method is “a good tool to have
less-experienced staff really get to know
what’s on the shelf.”– Sarah O’Kelly,
Edmund’s Oast Exchange
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"People are buying what they know—Sancerre, white Burgundy, rosé,
Oregon Pinot...." – Lauren McPhate,
Tribeca Wine Merchants
At my wine retail shop, Copake Wine Works, in upstate New York, we have a checklist that includes all the elements needed to set up a new item. During down-time, team members review a master list of incoming items to get a head start writ-ing tasting notes and other selling points.
Strike the Right Balance Between Comfort and Quirky Lauren McPhate at Tribeca Wine Mer-chants in New York reports, “People are buying what they know—Sancerre, white Burgundy, rosé, Oregon Pinot—so we’re not selling as much of the fun, geeky stuff that we usually can when we run tastings or have more staff on the shop floor.”
Hand-selling lesser-known varieties, regions, and styles is difficult to do on-line, but shops that have built their busi-ness on this sort of selection and service have cracked the code. Eric Moorer, direc-tor of sales and engagement at Washing-ton, D.C.’s Domestique Wine, says, “We’ve worked even harder on social media and on the functionality of our website to make sure people have an easy time get-ting the things that they want or find-ing the wines that we would suggest for them.” Online shoppers can easily browse staff picks and curated cases, as well as navigate such collections as summer reds or domestic offerings.
Social Wines, with locations in Bos-ton and Cambridge, has found creative ways to introduce its customers to new arrivals. Operations director Eileen El-liott says, “We started marketing ‘sets’ of wines, making the conversation less about specific growers and more about styles of wines that could be of use in different so-cial situations.”
Clean Up Your Bin EndsBin ends are easy to offload in a vis-ible basket near the cash register in your shop. It's harder on the virtual shelf. Lily Peachin, founder of Dandelion Wine Shop in Brooklyn, groups “last chance” items onto a single page. At Copake Wine Works, we create batches of Mystery Bottles, which sell for around $20 each. Customers get a choice of red or white and take their chances on getting a bottle that’s worth more than they pay.
Budget for the Short TermGiven sales volatility and ongoing changes to federal, state, and local guidelines, con-sider budgeting on a shorter time horizon than in the past: monthly instead of quar-terly, or weekly instead of monthly. Keep-ing an eye on trends and inventory levels will ensure you aren’t caught off guard if sales suddenly slow—or ramp up.
O’Kelly at Edmund’s Oast Exchange met the initial surge of panic by purchas-ing with “a heavy focus on wines falling at that magical $20-ish price point on the shelf.” Now that the panic has subsided, she says, “It’s very difficult to guess consumers’ buying habits. I am still definitely thinking long and hard on any major purchases, like Grand Cru Burgundy, especially with tariffs increasing those prices even more.”
As hard as it may be to say no, many shops report delaying, or passing alto-gether on, expensive allocated items as a way to build more flexibility into the bud-get. Tribeca Wine Merchant’s McPhate limits her purchases to items in her regular email offers, increasingly from non-tariffed places. She reports these have done well. “I think with people be-ing home and not going out, they’re more adventurous in their drinking, too,” she says. You have less show-off buying. The cat doesn’t care what you’re drinking.” ■
ABOVE: Domestique in Washington, D.C., ramped up social media activity and fine-tuned their website. // Daneen and Pascal Lewis of Harlem Wine Gallery made sure their mobile app synchs with store inventory.
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“We began selling sets of wine, making the conversation less about specific growers and more about styles.”– Eileen Elliott, Social Wines
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To help you hone your hiring chops, we canvassed human resource managers and recruiters both in and outside the industry to get their pro tips on finding the best person for the job.
Hire in a Recession (If You Can)Periods of economic downturn have his-torically been unparalleled hiring oppor-tunities, says Claudio Fernández-Aráoz, an executive fellow at Harvard Business School. Fernández-Aráoz describes how, after World War II, Hewlett-Packard took advantage of the abundant supply of ex-perienced engineers leaving positions at closing military labs and snapped them up, in spite of a struggling bottom line. “Years later, when asked about the biggest contributor to HP’s success over the years, [HP’s founders] routinely cited their will-ingness to invest in talent no matter the external economic climate,” Fernández-Aráoz explains.
The same tactic is true during today’s crisis as well, says Georgette Farkas, former longtime director of marketing and public relations for Daniel Boulud’s restaurant group. “Four months ago, finding good people—from dishwasher to manager—was the hardest thing about our business!” says Farkas, who ran her own restaurant, Rotisserie Georgette, for seven years before closing it in January. (She is now the culinary ambassador at Great Performances Catering.) “This is a good time for restaurants to be looking, because there are so many great people out there.”
Articulate Your Ideal Candidate Although specifically articulating an ideal candidate may seem obvious, it’s a process many overlook, says Diane Garfield, vice president of human resources at Folio Wine Group.
“I compare it to going to the grocery store without a list when you’re starving,” says Garfield. She forces hiring managers to sit down and talk about what qualities their ideal candidate possesses. First, think very specifically about who has done
eople are the most essential asset to any business, yet hiring the right person for the right role is one of the most difficult skills to master. Even experienced recruiters say that hiring—part science, part art—requires years of experience,
observation, and study to get it right.
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EXPERTS WEIGH IN ON HOW TO RECRUIT TOP TALENT, AVOID COMMON HIRING MISTAKES, AND ASK BETTER INTERVIEW QUESTIONS
BY HANNAH WALLACE
well in this job in the past. What was her drive like? What was her curiosity like?
At Boly:Welch, Portland, Oregon’s leading staffing and recruiting agency, recruiters ask clients to write down what kind of skills, motivation, experience, and education add up to a successful fit for the role. “If you don’t know what you’re looking for, you won’t know when you’ve found it,” says CEO and cofounder Pat Welch. Like Garfield, Welch also pushes hiring managers to think hard about past successes. “Tell me who your superstars were in this arena. Let me get to know what they have in common so I can get you another superstar,” says Welch.
David Newlin, an executive recruiter for the wine industry at Newlin Associ-ates, gives hiring executives a homework assignment. “What are the six to 10 most important accomplishments this person has to deliver on in the first year? If you don’t do that, you don’t actually know if this person is right for the job,” he says.
Don’t Rush to Fill the Position After 17 years of hiring for such restaurant groups as Alain Ducasse, Daniel Boulud, and Michael Mina, Cynthia Billeaud says one of the biggest mistakes she’s made is rushing the process.
“Anytime I went into those meetings with chefs and VPs, I’d ask, ‘And when do we need the position filled by?’ The answer was always: ‘The position needs to be filled yesterday!’” says Billeaud. Now, as founder of FnB Talents, her own recruiting company, Billeaud finds herself persuading hiring managers to slow down.
The interview process at E. & J. Gallo Winery usually takes anywhere between 60 and 90 days, says vice president of global human resources Michelle Lewis. Similarly at Fetzer, the process can take three weeks or more—especially for advanced positions, says Lynnette Porter, vice president of human resources. For a brand marketing position at Fetzer, in later rounds the candidate has to problem-solve hypothetical business situations.
It’s a process that helps “ensure that the candidate will be successful here and that they can perform the job that needs to be done,” says Porter.
Get Them Out of Their Comfort Zone For even the most experienced HR managers, it’s nearly impossible, in the space of a one-hour interview, to “understand who a person really is,” says Farkas. Asking unexpected questions can help. Catalin Pirvu, a manager who Farkas worked with for many years, would ask candidates interviewing for a high-level chef or head waiter job, “If you could go for dinner anywhere tonight in New York City, where would you go?” Though it had nothing to do with their skills as a chef or waiter, it did assess their knowledge of and passion for restaurants.
At Folio, where some positions require entertaining clients outside of
the company, the team usually takes the candidate out to dinner. “We make sure they’re polite to the waitstaff, make sure they don’t overindulge in wine,” says Garfield. She also pays attention to little details such as how the candidate treats the receptionist. “That’s one of the most key tells in the process,” she says.
It’s critical to demand specifics. At Boly:Welch, recruiters are trained to ask “three-deep questions,” says Welch. In other words, don’t allow a candidate to get away with a generic answer.
In pandemic times, it may be difficult to do in-person interviews, but they are vital—especially in the hospitality industry. “Let us never forget that we need to connect with people in person,” says Billeaud. “It’s important to feel body-to-body how that chemistry is going to work.” Billeaud counsels her restaurant clients to bring a potential sous-chef, for example, into the kitchen for a tour.
Promote from Within (with a Few Exceptions) Wharton management professor Matthew Bidwell’s published research found that outside hires take two years to perform as well as internal hires in the same job. Think about it: You don’t have to train an internal hire how to use a whole new inventory system or memorize a new portfolio of wines.
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“This is a good time for restaurants to be looking, because there are so many great people out there.” – Georgette Farkas
Cynthia Billeaud
Gallo is one major wine company that promotes internally whenever pos-sible, according to Lewis. “We achieve this through internal postings, robust per-formance assessments, and career path-ing tools,” Lewis reports. The existence of such tools could account for why the company’s average retention rate is so high: 12.5 years.
However, promoting internally to the wrong role can be an expensive mistake. “A couple of times, we took a rock-star market sales manager and made them an area sales manager,” says Garfield. (A market manager is out in the field, calling on accounts, while an area manager is typically more of a desk job that entails setting pricing and programming.) “Even though it’s the next step in the job ladder, the jobs are so different,” and the candidate was the wrong fit.
When (and Why) Hiring a Recruiter Saves Time and MoneyWhen you’re looking outside your internal talent pool, it can pay to bring in a recruiter with expertise in the alcoholic beverage industry. With 20 years of industry experience, John and Julie Chuharski at Wine & Spirits Recruiting have recruited for Constellation Brands, Fetzer, and The Hess Collection. “So many recruiters don’t really go the extra mile to make sure it’s a good fit,” says Garfield from Folio. “John slows down and really learns who is going to work well in our culture.” Garfield also works with David Newlin at Newlin Associates, who has 18 years of experience in the wine industry and has recruited for Cakebread Cellars, Crimson Wine Group, and Duckhorn Wine Company.
Newlin uses a behavioral assessment tool called Drake P3. Unlike the Myers-Briggs survey, the Drake P3 questionnaire takes just 15 minutes to fill out, yet it determines everything from a candidate’s emotional intelligence level to his or her communication style and motivational needs. “I do not present candidates to
my clients who score low in emotional intelligence,” says Newlin.
“So much of what a good recruiter does is collect good people,” says Farkas, who hired Cynthia Billeaud at FnB Talents to fill restaurant positions. “They may meet some sous-chef early in her career and can tell they have potential. And they track these people.”
Proactively Seek Out Top PerformersPosting on job boards can turn up com-pelling candidates, but it’s also important to actively seek them out. Performance-based Hiring is an innovative four-step process for recruiting top performers that’s widely used by startups and Fortune 500 companies, but it hasn’t penetrated the wine and spirits industries yet. Pio-neered by Lou Adler at the Adler Group, it is a methodology of best practices that takes into consideration the career trajec-tory and goals of the candidate. Recruit-ers can take the month-long online class (which costs $1,250) to become certified.
In 2011, the Adler Group did research with LinkedIn to understand what top performers across many industries did differently from “B” and “C” players. “What they found is that top performers care about two things before money,” explains David Newlin, who was certified in Performance-based Hiring in 2013. According to Newlin, those two concerns are “What are you going to challenge me to do during my first year, and how will my career be in a better place in three to five years if I take this job instead of staying in my current job?” He adds, “If you don’t
address these two items, you’ll never catch the attention of a top performer or get her to lift her head up from the busyness of her current life.”
Step Up Your DEI Game Having a Diversity, Equity, and Inclusion (DEI) policy is crucial, but it’s just the beginning. What can you do to actually make good on hiring a diverse workforce?
At Gallo, which has been on Glassdoor’s Best Places to Work list for the past four years, all hiring managers are trained on unconscious bias via third-party firms, according to Lewis. But the company also recruits and advertises at historically Black colleges and universities. In addition, the company has internal employee resource groups which encourage networking, support, and career development to support people of color.
Looking outside the wine and spir-its industry can be especially helpful in this arena. Nathalie Rodriguez, head of talent at Narrativ, a five-year-old tech startup that’s using AI to build a bet-ter internet for shoppers, says her team has a quota of sourcing 150 candidates a week, and 30 percent of those need to be non-white and non-male. “A diverse team attracts diverse candidates,” says Rodriguez. Rodriguez also advertises job openings on Jopwell, which helps com-panies connect with and recruit candi-dates from underrepresented groups for jobs and internships. Moreover, Rodri-guez requires that two employees con-duct each job interview to reduce un-conscious bias. “It’s a good way to check each other,” she finds. ■
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Diane Garfield Pat Welch Lynnette Porter, Michelle Lewis
Turning inventory. And heads.
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34 BEVERAGE JOURNAL September 2020 www.BeverageJournalInc.com
Chiefly? "Number one," he replied during
a recent interview with the Beverage Journal, "you have to have product that people want. Today's customers want to know their choice is going to be there. They want to get in and get out. If people come in too many times and can't find what they want, they're not coming back. Also, you cannot have enough personal service for people! This is not a high-profit business. You have to do volume to make real money."
But, in Holmes' opinion, even more important than those two pieces of advice has been … do NOT have a television in the store! "There's always something to do," Holmes stated, "and you tend to not see your customers come in when
you and your employees are watching TV. Bars are different. They have to have TVs for their customers. But stores like Antie-tam? TVs are SO not necessary."
Other than that, Holmes says the rest of the advice he's given and been given over the years is really just "common-sense stuff." Things like "the customer is always right" (although he added with a small chuckle "for the most part, they are") and greet people when they come in the store. He explained, "My dad would tell me, 'You really need to acknowledge your customers when they come in the door for a number of reasons.' It lets them know that YOU know they're there. You should also carry orders out for people who need such assistance. We really go overboard with that."
Holmes does indeed still put in hours at Antietam Spirits. In fact, he's worked more since the COVID-19 crisis took hold back in March. "Lucky for us," he said, "our business was up considerably in the very beginning, probably 35 to 40 per-cent. So, yeah, I had to go back to work! Because with that kind of an increase, it had to be all hands on deck. You can't hire people and train them to do what we've done for so many years. So, we started working extra hours. We paid our employees bonus money for coming in and working every shift. It's slowed down a bit, but we're still running probably 20 to 25 percent ahead."
It helps that Antietam Spirits draws from a wide geographic area and attracts several customer demographics. Holmes
John Holmes, proprietor of Antietam Spirits in Boonsboro, recently turned the store over to his son, Chase, after running the business since 1972. Holmes had taken over the store from his own father, who founded it (as Ye Olde Spirits Shop in Frederick) in 1960. Along the way, he received lots of good advice from his dad -- advice that he has imparted to
his son.
ANTIETAM SPIRITSA FAMILY LEGACY CONTINUES BY TEDDY DURGIN
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Is Your Establishment a Member of the Maryland State Licensed Beverage Association (MSLBA)?
MSLBA—Representing Alcohol Beverage Licensees since 1950
MSLBA is the multicultural, go-to organization for Maryland retail alcohol beverage industry issues. No matter how proficient you are at the operations and management of your business, many factors influencing your success are outside your direct control. Your best chance for competently and successfully dealing with external forces such as legislation, regulation, suppliers, enforcement agencies and prohibition efforts, is by joining with other retailers for reputable representation through MSLBA.
Contact MSLBA for Membership Information:
Phone: (410) 871-1377 • FAX: (410) 871-2545 • E-Mail: [email protected] Please provide the following: Name of County or City Alcohol Licensing Board for Your Establishment: ___________________________ Your Name: ____________________________________ Phone: ( ) _________________________ Business Name: __________________________________________________________________________ Business Physical Address: _________________________________________________________________
Is Your Establishment a Member of the Maryland State Licensed Beverage Association (MSLBA)?
MSLBA—Representing Alcohol Beverage Licensees since 1950 One of Many Achievements - "MSLBA has kept the playing field even" for independent alcohol beverage retailers by repeatedly defeating chain store legislation
MSLBA is the multicultural, go-to organization for Maryland retail alcohol beverage industry issues. No matter how proficient you are at the operations and management of your business, many factors influencing your success are outside your direct control. Your best chance for competently and successfully dealing with external forces such as legislation, regulation, suppliers, enforcement agencies and prohibition efforts, is by joining with other retailers for reputable representation through MSLBA.
Contact MSLBA for Membership Information:
Phone: (410) 871-1377 • FAX: (410) 871-2545 • E-Mail: [email protected]
Please provide the following: Name of County or City Alcohol Licensing Board for Your Establishment: ____________________________ Your Name: _____________________________________ Phone: ( ) _________________________ Business Name: ___________________________________________________________________________ Business Physical Address: __________________________________________________________________
Message from John Holmes of Antietam Spirits:
“Most of our stores work very hard to keep prices reasonable, to not sell to minors, and so forth. The MSLBA has had a lot to do in keeping us strong. And we are strong!"
says the business has seen a "fair amount of growth" in sales to Millennials. "But there's some real old money out there, too," he remarked. "So, a mixed bag. We're drawing people from out of West Virginia, because we're not far from Shepherdstown. We're also seeing customers from Pennsylvania and the Waynesboro area. We're drawing from a pretty big area, and I think it's be-cause of our selection."
Chase is now doing all of the buying, and his dad praised the younger Holmes for his knowledge of wine and craft beers ("a segment that has gotten huge for us"), in particular. The store also boasts a fairly large selection of bourbons, Scotches, Irish whiskeys, tequilas, and vodkas.
Thinking back over his years, Holmes remarked, "The big-gest change has been in how you buy -- quantity discounts and that kind of stuff. Years ago, everybody paid the same price for a bottle of wine. It didn't matter what you bought. That was a huge change in this business."
At the same time, one of the constants over the years has been the Holmes family's support of the Maryland State Licensed Beverage Association (MSLBA) and vice versa. His wife, Evelyn, currently serves as the MSLBA Washington County Director, for instance.
Holmes concluded, "The unfortunate thing is a lot of people just don't understand what we do as an association. MSLBA does a LOT to help keep big-box stores out of Maryland. Those stores, if they sold beer and wine, would probably put 60 percent of our businesses out of business! Maybe more. Most of our stores work very hard to keep prices reasonable, to not sell to minors, and so forth. The association has had a lot to do in keeping us strong. And we are strong!" n
Antietam Spirits' Chase Holmes, third generation beverage alcohol porveyor, with his father John, second generation beverage alcohol proveyor; proudly serving their community.
36 BEVERAGE JOURNAL September 2020 www.BeverageJournalInc.com
CANS:WHAT ‘S NEW
Coca-Cola announced in late July that it is getting into the Hard Seltzer category with Topo Chico hard seltzer. It launches in Latin America this year, will reach the U.S. market in 2021. In
the meantime, there is plenty action in the aluminum arena.
COLLISION OF TRENDS: CANS + HARD SELTZER + KOMBUCHAFlying Embers, known for hard kombuchas since 2017, is adding bubbles to become “the world’s first probiotic-powered hard seltzer with antioxidants and all USDA organic ingredients.” It’s a formidable claim in a category already marked by “better for your” marketing angles. And latching on to the tradition of extreme flavors, Flying Embers Hard Seltzer comes in a pair of variety six-packs, the Tropicals: Sweet & Heat, with flavors like Guava Jalapeño; and Botanicals: Fruit & Flora (Clementine Hibiscus, et al.)
QUARANTINE KITSCHSTRIKES CANSTaking full advantage of cans’ ability to pivot their packaging, Five Drinks Co. entered the New York metro market and promptly added a limited-edition, $14, 14-can “Quarantine Pack,” conveniently allotting one can per day of an o� icial quarantine period. The five expressions—Gin & Tonic, Margarita, Paloma, Moscow Mule, Mojito, and Watermelon Vodka Soda—are each made with no more than five all-natural ingredients; 200ml, 5.9% to 11% ABV.
CIDER CANS GET SKINNY—INSIDE, THAT ISCider is no stranger to aluminum, but Sweden’s Rekorderlig is pulling a page from the hard seltzer book, slashing the sugar by 70% across its entire line of five flavors. Checking in at a seltzer-like 110 calories and 4.5% ABV, the gluten-free, lightly carbonated line comes in Strawberry-Lime, Pear, Passionfruit, Wild Berries, and Spiced Apple. SRP $9.99/four-pack (11.2oz).
‘PRESS’ HONES ITS CULINARY EDGEWhen it comes to craft hard seltzer, the quest for edgy new flavors is alive and well. Press Premium Alcohol Seltzer, now available nationally, has introduced Pineapple Basil
and Lingonberry Elderflower (110 calories, 4% ABV). Six-packs (12oz, SRP $9.99) are out now; later in 2020 both will be included in a new variety pack alongside Pear Chamomile and Apple Cinnamon. Press has nine flavors in all.
DASHFIRE AIMS FOR THE POTENT END OF RTDVision Wine & Spirits, a division of Martignetti Companies, has spread Dashfire six-packs (100ml) to 14 markets now. Dashfire is a family-owned bitters and cocktail company based out of Minnetonka, Minnesota. The RTD cocktail line features six high-proof, complex cocktails, accented by Dashfire-made extracts and bitters: Bourbon Old Fashioned; Elderflower Martinez; Fig & Cascara Manhattan; Lemon & Lavender Martini; Pomegranate El Presidente; and Chai White Russian. ABV ranges from 17% to 38%; SRP $6.99 each.
38 BEVERAGE JOURNAL September 2020 www.BeverageJournalInc.com
FIESTA-SIZED MARGARITA BARRELS INTO MARKETThere are cans, and there are CANS. Chicago-based
Cocktail Courier’s Party Can Triple Spice Margarita o� ers 12 full-sized, ready-to-drink
margaritas in one resealable (1.75L) can. Made with 100% Blue Weber agave tequila, premium orange liqueur, fresh lime juice, and a triple spice mix of real
ginger, cinnamon, and chili pepper, the Party Can promises to take the hassle of searching out ingredients. Plus, no prep: simply chill, shake and serve. SRP $29.99, 12.5% ABV.
CANS:WHAT ‘S NEW
CANNED WINE: AN ACCELERATION SITUATION Nielsen reports that in just eight years, from 2012 to 2020, sales of canned wine in the U.S. grew from $2 million in sales to $183.6 million. And canned wine for the year ending July 11, 2020 was up 68 percent over the prior 52 weeks.
THE FINNISH ‘LONG DRINK’ ADDS EXPRESSIONSThe Long Drink, a beloved beverage in Finland since the 1950s, continues to extend its reach in America. Straddling the realms of seltzer and RTDs, the Finnish “long drink” is essentially a citrus soda with a liquor kick, canned at 5.5% ABV. Now joining the original: Cranberry (5.5% ABV) and Zero Sugar (5.0% ABV, 99 calories. All varieties $14.99/six-pack (12oz).
BARTENDERS CAN CAN, TOO Julie Reiner (Clover Club, Leyenda) and Clover Club’s beverage director, Tom Macy, have created Social Hour, a line of ready-to-drink canned cocktails inspired by the duo’s favorite recipes and made locally with spirits from New York Distilling Company. Social Hour kicks o� in New York and New Jersey with: Gin & Tonic (Perry’s Tot Navy Strength Gin and proprietary tonic, 11.5% ABV); Whiskey Mule (Ragtime Rye with spicy, citrus-spiked ginger beer, 10.5% ABV); and Pacific Spritz, an aperitivo-style cocktail with 8% ABV and a hint of grapefruit. SRP $19.95/four-pack (250ml).
THE GREEN MONSTER GETS ITS DRINKAs 2020 Major League Baseball resumed in July, Boston’s Fenway Park was closed, but fans could still toast Goslings Rum’s 10th year as O� icial Rum of the Red Sox with a Gosling’s Dark ‘n Stormy ready-to-drink canned cocktail, designed to evoke Fenway Park’s famous left field wall, known as the Green Monster. The four-packs (12 oz cans; 7% ABV) retail for $10.99, in MA and RI.
+68%past year
Greenmount Station Hampstead, MD
Black Forest Tap House Fallston, MD
Clear Spring Liquors Clear Spring, MD
On and Off Premise Establishments are ensuring their customers know how important their safety and health is by installing ActivePure Technology within their Businesses.
COVID BUSTER PRICING
1 CS-$80 / 3.33 BOTTLE 3 CS-$70.50 / 2.94 BOTTLE
Ask your OPICI rep for details: 800.562.3771
Case of 24-200 ml 7% ABV
40 BEVERAGE JOURNAL September 2020 www.BeverageJournalInc.com
Brewers Association of Maryland
Twenty Maryland's breweries have col-laborated in an effort called "Black is Beautiful." Participants include Astro Lab Brewing, The Brookeville Beer Farm, Cushwa Brewing Co., Elder Pine Brewing & Blending Co., Heavy Seas Beer, Hyste-ria Brewing, Idiom Brewing Co., Jailbreak Brewing Company, Jug Bridge Brewery, Mano Negra Beer Co., Midnight Run Brewing, Milkhouse Brewery, Mobtown Brewing Company, Monument City Brew-ing, Saints Row Brewing, Silver Branch Brewing, Smoketown Brewing Creekside, Smoketown Brewing Station, Streetcar 82 Brewing, and Union Craft Brewing. More information about Black is Beautiful can be found at blackisbeautiful.beer.
There has also been an effort to support the state's beer trade association, the Brewers Association of Maryland (BAM). True Respite Brewing and Smoketown Brewing Station each released beers that raised funds to offset recent revenue losses by the association.
Idiom Brewing Co. and The Uncapped Podcast then joined forces to introduce "Brew for BAM." Many of these canned offerings are available for distribution and participating breweries can be found at brewforbam.beer.
For more information visit marylandbeer.org.
Maryland Distillers Guild
Distilleries throughout Maryland re-sponded to the huge demand for hand sanitizer following the response to COV-ID-19. As supplies of hand sanitizer have risen, Maryland's distilleries are returning to the production of spirits.
One Maryland distillery, McClintock Dis-tilling, joined with Idiom Brewing Co. to release a collaboration "Black is Beauti-ful" spirit, distilled from the first batch of Idiom's stout beer. Learn more about the Black is Beautiful project at blackisbeau-tiful.beer.
Maryland Wineries Association
Members of the Maryland Wineries Asso-ciation are reporting that the 2020 grow-ing season is likely to result in a great crop. As winemakers throughout the state prepare for harvest, many tasting rooms are adopting COVID-19 guidelines for tastings and service. Please check with your favorite wineries for full details about how they are currently operating.
A full list of winery members of the Mary-land Wineries Association can be located at marylandwine.com.
NEWS AND HAPPENINGS IN AND AROUND MARYLAND'S BREWERIES, DISTILLERIES AND WINERIES
M A D E I N M A R Y L A N D
