drinks trade

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drinks trade

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June/July 08 issue 5
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Welcome note
CREDITS
PUBLISHER
Sandra Przibilla
[email protected]
PUBLISHING EDITOR
Ashley Pini
[email protected]
EDITOR
Katrina Holden
[email protected]
BUSINESS MANAGER
Wendy Grabe
[email protected]
PUBLISHING ASSISTANT
Stephanie Pentony
[email protected]
ART DIRECTOR
Savina Rueda
CONTRIBUTORS
Australasian Associated Brewers, Australian Hospitality Academy,
Australian Liquor Stores Association, Australian Wine & Brandy
Corporation, Catalyst, Clutch, Clayton Ford, GS1, Holman
Webb, Independent Liquor Group, Liquor Marketing Group,
Liquor Merchants Association of Australia, Lauren Moorhouse,
The Nielsen Company, Porter’s Liquor, Southern Cross Equities,
Synovate Aztec, Thomson’s Liquor Guide, Wine Communicators
of Australia Inc, Winemakers’ Federation Australia.
T
he topic of a 70 per cent increase on taxes on RTDs, naturally, has not escaped
comment from several of our contributors. You’ll find various opinions on this
topic contained throughout the pages of this issue – including from Doug McKay,
Independent Distillers in his exclusive Insight interview with Drinks Trade (page 20); ALSA
(page 64); Diageo Global (page 66); Southern Cross Equities (page 68) as well as our
news summary (page 11). Even our group of brewing professionals who gathered in our
first ‘Hop Shots’ panel were open to discussing excise increases and of course, what
it may mean for the brewing industry (page 26). In this issue, you’ll also find inserted
the Liquor Merchants Association of Australia annual on-premise survey. Please take
the time to complete and return the survey, as targeted feedback can only assist in
generating industry improvements to general business operations. The partner company
which work with the LMAA to put the surveys together, Catalyst, have explained in detail
on page 48 how the surveys are compiled and what the key objectives are. Changes
to New South Wales liquor licensing are instated from 1 July – you’ll find an article on
the reactions to the changes, along with answers to frequently asked questions from
the Office of Liquor, Gaming and Racing on pages 45 and 46. If you missed it in our
last issue, please be aware that Drinks Trade is currently holding a design competition
for our front cover in 2009. You’ll find all the details at www.liquormerchants.org.au .
Katrina Holden
Editor
Produced and contract published by
Director: Ashley Pini
HIP Media
PO Box 311, West Pymble, NSW 2073
ABN: 64 762 520 181
All Enquiries to:
The Liquor Merchants Association of Australia
Suite 3 ‘Altura’ 11 Railway Street
Chatswood NSW 2067
Locked Bag 4100
Chatswood NSW 2067
Phone: 02 9415 1199 Facsimile: 02 9415 1080
www.liquormerchants.org.au
ABN 26 001 376 423
The views expressed in Drinks Trade are those of the respective contributors and are
not necessarily those of the magazine or the Liquor Merchants Association of Australia.
Copyright is held by the Liquor Merchants Association of Australia and reproduction in whole
or in part, without prior consent, is not permitted.
Printed by Quality Images
Pre press: Andrew Archer
W
elcome to the June/July edition of Drinks Trade. The budget has been on
everyone’s lips recently and as expected, threw up the greatest of challenges
for RTD producers. The face of the industry once again changes, following
vigorous debate in the political and public arenas. In this issue we’ve launched our HOP
Shots segment, bringing together leaders in the brewing industry to discuss current and
future trends as they see it. We were fortunate enough to be welcomed to The Australian
Hotel in The Rocks, Sydney, for an afternoon of ‘beer talk’ - apt considering the quality
of the venue and its commitment to serving quality beers. Our thanks to Richard Jacob
and the Keystone Group for hosting us (see page 26). Drinks Trade has received great
support from its inception, and as the industry gears up for the run into Christmas, we
expect to once again be increasing our circulation. Currently the magazine circulation is
15,000; with the goal to be above 20,000 on and off-premise licenses by the next edition. Drinks Trade is now forging ahead into areas that have not previously been receiving trade
communications of this nature. We welcome all new readers onboard with the common
notion that Drinks Trade is industry owned; written by the industry for the industry. Your
views, input, contributions and indeed, guidance, on trade issues is always welcome.
Other Liquor Merchants Association of Australia publications include;
Ashley Pini
Publishing editor
drinks trade 05
Are you
in the liquor
business?
Discover new ideas at
Australia's leading events
for the liquor trade
Come along and discover
the latest retail technology,
security and shopfitting trends.
Perfect for liquor stores,
bottle shops and hotels.
12-14 August
Sydney Exhibition Centre
www.retailexpo.com.au
This is the show where buyers
meet cellars. Sample new
products and attend free
seminars. Now located within
the Fine Food exhibition.
22-25 September
Melbourne Exhibition Centre
www.wineandspirits.com.au
Discover the latest food, drink
and equipment from around
the world at Australia's largest
food and hospitality event.
22-25 September
Melbourne Exhibition Centre
www.finefood.com.au
Special Deal. Drinks Trade reader’s can
register free for these events.
Visit the website and use priority code 500101
A diversified exhibition
Contents
June/July 08 issue 5
34
38
26
Drinks Trade insight
18
Dane Hudson, Australian Vintage Limited
20
Doug McKay, Independent Distillers
22
ave Higgins and Tony Stubley,
D
Southtrade International
64 T
erry Mott, CEO, Australian
Liquor Stores Association
64 Australian Wine and Brandy Corporation
66 C
layton Ford, manager, responsible
marketing and innovation, Diageo Global
Features
66 R
achel Kairuz, senior advisor,
industry services, GS1 Australia
26
Hop Shots – Katrina Holden
67 Jonathan Casson, partner, Holman Webb Lawyers
34
New South Wales wine – Katrina Holden
68 M
ichael Walton, executive director liquor
services, Pacific, The Nielsen Company
38
Luxury spirits – Ashley Pini
In focus – off-premise
customers
57
Independent Liquor Group
60
Liquor Marketing Group
61
Porter’s Liquor
Profiles and reviews
25 ‘Storm or sunrise?’ – presented by
Warwick White, Coca Cola Amatil
68 A
lexandra McPhee, senior analyst,
Southern Cross Equities
69 M
alcolm Ryan, business development
manager, Synovate Aztec
70 M
elissa Parker, vice president, Wine
Communicators of Australia Inc
70 S
tephen Strachan, CEO Winemakers’
Federation Australia Reports
45 New South Wales liquor licensing
36 N
SW wine from Australian Wine
& Brandy Corporation
48 LMAA on-premise survey
40 Luxury spirits from The Nielsen Company
51 H
ow to pick up more customers
– off-premise study by Clutch
Perspective
Regulars
8
Australian news
16 Global news
63 S
tephen Swift, executive director,
Australasian Associated Brewers Inc
63 P
eter Hall, principal, Australian
Hospitality Academy
73 New releases
76 Thomson’s new products & releases
81 Drinks Trade eye
Contact your Drinkworks representative on: 02 9389 7266
www.drinkworks.com.au
Drinks Trade News
Australia
News
Diageo extends DRINKQ
program
Diageo has extended its DRINKiQ
program internally and to external
groups to further promote a responsible
drinking culture. Within Diageo
Australia, DRINKiQ is currently part of
the corporate induction and now the
business is extending the program to all
23,000 employees globally. Externally
the program has been rolled out to
partners including customers, marketing
agencies, industry associations, and
sporting clubs sponsored by Diageo
brands. The aim is to generate wider
discussion around responsible drinking
and encourage these ambassadors
to promote a healthy drinking culture
across Australia. The AHA recently
conducted a DRINKiQ program for its
branch CEOs. Director national affairs,
AHA, Bill Healey, said, ‘Everyone who
participated was surprised at what
they learnt. The program opened our
eyes to the affects of alcohol and the
benefits of monitoring consumption.”
The virtues of a double
marriage
Whyte & Mackay’s master blender,
Richard Paterson, recently toured
Australia to officially kick off the launch
of its five deluxe blends – Special, The
Thirteen, Old Luxury, Supreme and 30
Year Old. In addition, a limited edition
40 Year Old Blend is available - part of
just 1000 bottles released worldwide.
Whyte & Mackay’s blended malts are
particularly unique as a result of the
company’s double marriage process,
referring to its second stint in sherry
butts to mature an extra year. Richard’s
passionate presentation drew on his
38 years of experience with Whyte
& Mackay, a third generation master
blender from a family long established
8
drinks trade
within the Scotch whisky industry.
Richard’s knowledge and pedigree is
well recognised around the whisky loving
world. In 1994 Richard was chosen to
blend the celebratory whisky for the
500th anniversary of Scotch. Tony
Gapes, general manager spirit brands
at Independent Distillers, commented:
“We’re delighted to have Richard here
for a couple of weeks to help spread
the word about this exclusive range
and to teach us all how to properly
taste and appreciate whisk”’. Whyte &
Mackay is to be distributed to selected
liquor stores around Australia, to
find out more contact Independent
Distillers on 03 8369 0300 or visit www.
independentdistillers.com
Wine exports down
The Australian Wine and Brandy
Corporation says the climbing
Australian dollar has impacted on our
wine exports. AWBC figures show the
volume of wine exported fell by 8.5
per cent for the 12 months until the
end of April. While exports of bottled
wine grew by 17 million litres, the
overall volume of exported wine fell
by 67 million litres. The United States
remained the country’s second largest
market despite falls of 18 per cent in
volume and 15 per cent in value.
New managing director at
Diageo Australia
Outgoing managing director of
Diageo Australia, Eleanor Craig, will
be succeeded on 1 July by Tim Salt.
Tim has been with Campbell Arnott’s
for the past five years, most recently in
the role of general manager Arnott’s.
He has also previously worked in the
alcohol beverage industry, including with
Lion Nathan as managing director, Lion
Nathan RTDs. Tim will be introduced to
the trade in due course. Eleanor served
as managing director of Diageo Australia
for four years and was instrumental in
turning the business into one of the
strongest in the Asia Pacific Diageo
stable. She was also a key player in
many industry bodies and associations,
including as chair of the Distilled Spirits
Industry of Australia and represents
DSICA on the DrinkWise board.
Customers to pay faster
Shortly in Australia, most American
Express, Diners Club, MasterCard
and Visa cardholders will have a
choice when authorising transactions,
with the introduction of Personal
Identification Number (PIN) for pointof-sale payment on these cards.
The industry-wide initiative known
as ‘PEN or PIN’ is the result of the
collaboration of every major bank,
financial institution and card scheme
operating in Australia and has the
L-R: Aiden Smith, Whyte & Mackay, regional director; Richard Paterson, Whyte & Mackay, master blender; and Tony
Gapes Independent Distillers, general manager-spirits
potential to change the way that
nearly four million credit and debit
transactions are authorised every day
in Australia. The option to use PIN will
be available from 4 June at many of the
600,000+ terminals across Australia
that currently accept cards from the
issuers involved. Cardholders will still
be able to authorise transactions by
signing if they prefer. These changes
bring Australia more into line with
many countries overseas where PIN
is already accepted as authorisation.
Visit www.penorpin.com.au.
WSET wine course offered
by TAFE
TAFE NSW - Northern Sydney Institute
- Ryde College has launched a new
website (www.sydneywineacademy.
com.au) for a new specialist wine
academy, based in Sydney. The new
operation will now deliver courses
from the internationally recognised,
London-based, Wine and Spirit
educator. Winners receive a two-week educational
tour to the Champagne district where they receive
their medal from the CIVC and enjoy the legendary
Champenois hospitality. Entry forms can be obtained
from the Champagne Information Centre by sending a
stamped A4 self-addressed envelope to:-PO BOX 621
ROZELLE NSW 2039 or by downloading forms from
www.champagne-cic.com.au . Phone 02
9555 889. Essays are due Friday 25 July.
Festival City
The National Independent Liquor Wholesalers
Association (NILWA) would like to make a change to
information they supplied in the April/May issue of Drinks
Trade, in the In Focus –Wholesalers section. Festival City
now own Gollars and Frank Palumbo is the new contact.
Phone NILWA on 02 4929 5866 for more information.
Entrepreneur nominee
Michelle Nugan, CEO of Nugan Estate, has been
named a regional finalist in the global Ernst & Young
‘Entrepreneur of the Year Awards’ . Michelle has
been selected as an eastern region (New South
Wales and Australian Capital Territory) finalist in the
awards which celebrates entrepreneurs who build and
lead successful, growing and dynamic businesses,
recognising them through regional, national and
global award programs in more than 40 countries.
The awards are conducted in five Australian regions
culminating in the national awards on 27 November
2008, then the global awards held in Monte Carlo.
Michelle’s business career began in 1986 when her
Education Trust (WSET®), offering three levels of
WSET® courses: Level 1 Foundation Certificate in
Wines, Level 2 Intermediate Certificate in Wine and
Spirit, and the Level 3 Advanced Certificate in Wine
and Spirits. For more information phone 02 9448
6369 or visit www.sydneywineacademy.com.au.
Michelle Nugan
Vin de Champagne award
Entires for the prestigious 2008 Vin de Champagne
Award are currently open. The award is organised every
second year on behalf of the Comite Interprofessionnel
du Vin de Champagne (CIVC. The award is open to
candidates in one of three categories; Professional,
Amateur and Student. Entrants will be required to
answer a number of essay questions on Champagne
viticulture, terroir and history and are expected to have
some knowledge of the administrative and marketing
structure of the Champagne industry. State finalists will
be flown to Sydney to undergo a final judging before
a panel of judges in which they are required to show
their skills in tasting a range of Champagnes selected
from a number of styles. Judging of the award will be
conducted by Huon Hooke; author, wine-writer and
former professional winner; Peter Bourne, wine-writer and
‘wine-man’ former professional winner; and Bernadette
O’Shea former amateur winner and Champagne
Drinks Trade News
husband died unexpectedly of cancer, when Michelle was forced to take over the
family’s struggling fruit and vegetable business. She turned Nugan Group into one
of Australia’s most successful agricultural enterprises with turnover in excess of $80
million. Michelle’s achievements have been widely recognised with her being named a
NSW Telstra Business Women of the Year in 1996 and Australian Export Hero in 2000.
Bacardi rolls out Michael Schumacher campaign
Bacardi Lion have appointed Michael Schumacher to drive its global responsible
drinking campaign, with a focus on drink driving. Schumacher has taken on the role
as ‘Global Social Responsibility Ambassador’ for Bacardi and fronts the ‘Champions
Drink Responsibly’ program to discourage drink driving. Initially rolling out across 40
countries, the Champions Drink Responsibly campaign was launched in Brussels,
Belgium. The launch will see the unveiling of the program’s print and advertising
concept featuring Schumacher, which will be supported by various activities including
consumer engagements, public relations, POS and media. The elements of the
campaign may be found at www.championsdrinkresponsibly.
com and www.bacardilimited.com.
Wine industry owned services body to form
The Winemakers’ Federation of Australia voted unanimously at its April board
meeting in support of the formation of an Industry-owned Services Body (ISB)
as the structural model best placed to take the wine industry forward. The model
is similar to that already employed within other Australian industry sectors,
such as dairy, pork, meat and livestock, wool, horticulture and forestry. The
WFA board passed a resolution to the effect that forming an industry-owned
services body (ISB) that would take on the majority of functions of both the
Winemakers’ Federation of Australia (WFA) and the Australian Wine and Brandy
Glass: Collins / Highball
Garnish: Orange wheel
Method: Build over ice filled glass and stir
Ingredients: 60ml Campari
(90ml) Fresh orange juice to fill glass
For further information visit www.campari.com or contact your local Suntory representative:
Drink with Passion, Drink Responsibly.
NSW/ACT
T 02 9663 1877
VIC
t 03 9329 5851
QLD
t 07 3308 9100
SA/NT
t 08 8351 5055
TAS
t 03 6231 6255
WA
t 08 9455 2477
RTDs – Ready To Diminish?
The last few weeks have seen significant developments in the Australian liquor industry in relation to RTD drinks.
Following the faederal government’s pledge to tackle youth binge drinking, which Prime Minister Rudd described
as an “epidemic”, ready-to-drink (RTD) or ‘alcopops’ came under increasing scrutiny, with an apparent media and
public speculation that it was these drinks which were the root of the problem in relation to teenage binge drinking.
In late March, Lion Nathan Australia and Foster’s Australia announced they would each take
immediate steps to cease production of the energy RTDs within their portfolio and would set a
voluntary limit of two standard drinks per single serve. Lion Nathan Australia managing director Andrew
Reeves said: “We recognise that there is a level of community concern about these products and therefore we have
decided to remove them from circulation. We believe excessive alcohol consumption is a cultural problem, which
is best addressed through a significant and long term investment in social marketing and intervention programs.
Foster’s Australia, Asia & Pacific managing director Jamie Odell said: “We believe strongly that the real
issue is not bad products, but rather poor drinking behaviour. However, we also acknowledge community
concern that higher alcohol and added-energy RTDs may be particularly vulnerable to abuse.”
Diageo applauded the move of introducing two standard drinks per serve, which it had implemented
last year across its own portfolio. “I am delighted to see other producers of RTDs taking these steps,”
said Eleanor Craig, Diageo Australia managing director. “Via our industry association Distilled Spirits
Industry Council of Australia, we are lobbying for FSANZ (Food Standards Australia New Zealand) to
extend the mandatory labelling of energy drinks to also include those ‘so-called’ energy drinks that contain
alcohol. We applaud the decision that other producers are moving towards these measures.”
But the voluntary move by these liquor suppliers did little to assuage the Rudd government’s focus on RTDs
as a prime contributor to the binge drinking problem. On Saturday 26 April, without consultation with industry,
the Federal government boosted taxes on RTDs by 70 per cent. The tax went up from
$39 per litre of alcohol to $67 per litre and, after the Budget was announced, figures
indicate it is expected to raise $3 billion in excise over the next four years. The move will
impact revenues of the various RTD liquor suppliers, to varying degrees. But as Macquarie Bank analysts
stated, some of the volume may shift to beer, which would see companies such as Lion Nathan Australia
and Foster’s Group net beneficiaries. “The broader risk, however, is that the Rudd Government gets a taste
for tighter alcohol regulation which would be a clear negative for the sector,” said Macquarie Bank.
The Distilled Spirits Industry Council said the RTD excise increase was misguided and will only
encourage teenagers to binge on other types of alcohol and The Australian Hotels Association
said the government needs to educate parents on the dangers of binge-drinking.
After the Budget, RTD producer Independent Distillers said in a statement on 14 May that despite the windfall,
Budget papers reveal the National Binge Drinking Strategy, including advertising, early intervention and community
partnerships, will be “met from within the existing resourcing of the Department of Health and Ageing”.
“The fact that the RTD tax has not resulted in a single new dollar being spent on the issue of binge drinking, as well
as the lack of industry consultation from the Government prior to imposing it, can only lead to the conclusion that the
tax is solely a revenue rasing measure and not a serious attempt to address the important issue of binge drinking,”
said Independent Distillers Australia executive chairman, Doug McKay. “Most drinkers would support an industrywide levy that directly funds programs to address the important issue of binge drinking, but a blatant tax gouge on
a drink category that represents just 10 per cent of the Australian alcohol market cannot be justified,” said McKay.
Meanwhile, The Australian Drug Foundation described the move as a big step in the right
direction and The Public Health Association of Australia (PHA) said the price rise would have
a major impact on drinking among young people, especially young women.
Speculation began that a volumetric alcohol tax might be applied
in the future, across the board, to all liquor categories.
The reputation of RTDs have also started to elicit reactions in the trade. Sydney venue ‘The Steyne Hotel’ at beachside
suburb, Manly, which was voted Sydney’s fourth most violent pub earlier this year by police, has banned RTD
products from being sold in its venue. The ban also applies to its adjoining bottle shop (for sales after 8pm). The
ban will be trialed for three months to see if it helps stop binge drinking and violence. “A simple ban on the sale of
pre-mixed alcoholic drinks will not address drunkenness and antisocial behaviour,” said Stephen Riden from DSICA,
who would like to participate in measuring the impact of the three month trial on the sale of RTDs at The Steyne.
Margaret’s
a feisty Barossan.
So’s the Semillon.
Peter Lehmann’s wife Margaret is a feisty supporter
of all good things Barossan, especially Barossa
Semillon. Her passion and commitment to the
region and this variety are unparalleled. That is
why this special release Peter Lehmann Barossa
Semillon is named in her honour. And it too is feisty,
having fought off stiff competition to win a swag of
trophies at recent wine shows. At the 2008 Sydney
International Wine Competition, it was awarded
‘Best Wine of Competition’.
www.peterlehmannwines.com
3387_DT
The PEOPLE, STORIES & WINES
TH AT M A K E the BA ROS SA FA MOUS
News
Corporation (AWBC) would represent
the most effective outcome. In
essence, this model would see a
new body formed as the peak group
directing, driving and implementing
strategy in the future. For more
details, read Stephen Strachan’s
column in this issue on page 70.
Mix with Mozart and win
Suntory has launched their annual
Mozart Mix and Win Competition
for 2008. This year’s major prize is
a trip to the 2008 World Cocktail
Championships in Puerto Rico.
Bartenders from around the
world simply submit their Mozart
CHOCtail creation onto
the Mozart website, where all the cocktails
are judged by a panel of bartenders and
industry experts. Enter your recipe via
www.mozart-distillerie.com and be
in the running to win a VIP trip to the 2008
World Cocktail Championships in Puerto
Rico. Entries close 31 August 2008 and
the winner will be contacted shortly after.
The winner of the 2007 Mozart Mix and
Win Competition was Daniel Gregory from
Onyx Bar & Restaurant in
Brisbane, Queensland.
Tasting online
The Australian Wine & Brandy
Corporation (AWBC) has launched
a new interactive wine-tasting
website. Described as “virtual wine
tasting”, The Regional Heroes Tasting
Challenge has been designed
to assist people to learn more
about wine. Once at the site (www.
wineaustralia.com – Discover your
regional heroes), visitors can take a
tour of a region and then attempt to
select the appropriate characteristics
of a regional wine style. Your wine
knowledge is then ranked with a score
and you receive tasting notes on that
particular style of wine. You can also
compare regional heroes, learn more
about the wine tasting process and
view a tasting chart of various regional
hero wine styles. There are 20 regional
hero wine styles to choose from.
LMAA board changes
The Liquor Merchants Association of
Australia (LMAA) has welcomed Bob
Powell, Australasian sales manager,
to the board, representing Casella Wines. The board of LMAA also welcomes
Neil Grant, general manager
trade relations, Foster’s Group.
Abolishing workplace
agreements
The Workplace Relations Amendment
(Transition to Forward with Fairness)
2008 (the “Act”) has now commenced
under the Rudd government, passing
through both house of Parliament
without opposition. The main purpose
of the Act is to prevent employers
from making new AWAs with existing
or new employees. However, this is
not yet the end of individual workplace
agreements. Employers are now able
to enter into Individual Transitional
Employment Agreements (ITEAs)
with their employees. The Act also
reintroduces a ‘No Disadvantage Test’
to replace the abolished Fairness
Test. The No Disadvantage Test will
apply to all ITEAs and new collective
agreements. This Act now begins the
Government’s ambitious target to have
individual agreements completely
abolished by 31 December 2012, and
creates the framework by which the
substantial legislation implementing
the Forward with Fairness policy will
be introduced later in the year. In
summary, no AWAs can be entered into
after the commencement date of the
Act (subject to a 14 day grace period);
ITEAs will be available where an
employer had at least one employee
under an AWA as at 1 December,
2007; the Award Rationalisation
process is to be completed by 1
January, 2010; the Fairness Test is
now abolished and replaced with
the No Disadvantage Test; and The
ten National Employment Standards
are to be incorporated into the
government’s substantive workplace
relations legislation later this year.
Source: Lisa Honeychurch
(partner) and Kristin Gamble
(lawyer), Employment & Industrial
Relations group, ClarkeKann
Preventing alcohol-related
violence
The Liquor Licensing division of
the Queensland Government has
reported an increase in the number
of ‘glassings’. According to liquor
licensing officers and the Queensland
Police Service, there has been a
significant rise in incidents where
glass has been used as a weapon
over the past 12 months. While the
fist is seen as the most prevalent
and damaging weapon in alcohol
fuelled violence, there is evidence that
intoxicated patrons are not only using
glassware, but stubbie and premixed
bottles as weapons. The Liquor
Licensing board advises that staff
and licensees should identify problem
situations involving patrons and try
to defuse the situation as soon as
possible. It is also essential to ensure
staff follow responsible service of
alcohol principles. By refusing service
to intoxicated patrons and identifying
punters who may cause trouble,
staff can play a key role in reducing
the number of incidents that lead to
injury. In Queensland, there are over
100 trainers who provide Responsible
Service of Alcohol (RSA) training.
For a full list of trainers, visit the
division’s website at www.liquor.qld.
gov.au. The division remind licensees
of their obligation to provide a safe
environment for patrons at all times.
John Casella honoured
Winemaker and managing director
of Casella Wines, John Casella,
was recently awarded an Honorary
Doctor of Business by Charles Sturt
University (CSU) in April 2008. Dr
Casella received the doctorate
in recognition of his contribution
to the Australian wine industry,
particularly through the creation of
new export markets, the economic
health of the Riverina region of New
South Wales, and to wine education
and research programs at CSU.
Founded in 1969 by his parents,
Filippo and Maria Casella, Casella
Wines dramatically increased
production under Dr Casella, who
also oversaw the launch of the
[yellow tail] brand into the United
States in 2001. The [yellow tail]
brand is the most successful launch
drinks trade 13
The original Crème de Cassis
The original Kir Royal
®
Pour 10mls of Lejay Cassis into a champagne flute and top with champagne
For more information contact
your Suntory representative:
NSW/ACT 02 9663 1877
VIC 03 9329 5851
QLD 07 3308 9100
SA/NT 08 8351 5055
WA 08 9455 2477
TAS 03 6231 6255
News
of an Australian wine brand in the history of the Australian wine industry. In addition to praise
of his management of the family business, Dr Casella was honoured for his commitment to
developing the skills and capacity of young people in the Riverina. He attended the CSU
graduation ceremony in Wagga Wagga with his parents, his wife and four children.
Stolen goods
On or about 21 March 2008 a quantity of alcoholic products was stolen from McWilliam’s Wines premises
in Homebush Bay, NSW. The stolen goods were: 720 x 12 x 750mL cases of Mateus Rose (Lot numbers
1732702 and 1735404) and 1260 x 6 x 1L cases Drambuie Liqueur (Lot numbers 07/8061/02, 07/8089/03
and 07/8084/03. In normal Australian trade, 1L bottles of Drambuie Liqueur are only distributed through
duty-free outlets. Any members of the licensed trade being offered opportunities to purchase quantities
of the abovementioned products from other than normal suppliers are requested to contact Suzy Harle
at McWilliam’s Wines on 02 9722 1214 or detectives at Flemington NSW Police on 02 9646 8708.
Heads up
Daniel Redman has been welcomed into Redman Wines as the fourth generation
Redman wine maker. Daniel has worked in central Victoria, Barossa valley and
America and has now returned to Coonawarra to work the 100th vintage of the
Redman family. He worked his first Coonawarra vintage in 2001, taking after
his great Grandfather Bill Redman worked his first vintage in Coonawarra 100
years earlier. Email: [email protected] ph: 08 8736 3331
Katherine Ward has been appointed as the new global public relations and
communications manager for McWilliam’s Wines. Katherine will be responsible for
corporate strategies and communication in all markets, internal communication and brand
initiatives in international markets. Email: [email protected] ph: 02 9722 1200
Bernadette Knight has been appointed as brand communications manager for
McWilliams’s Wines. Bernadette has been with McWilliam’s for three years. She
will be responsible for the overall management of brand communication activities
in the Australian market and will be the main point of contact for all brand related
media enquires. Email: [email protected] ph: 02 9722 1200.
Paul Heinicke has joined Barossa Valley Estate winery as brand development manager.
Paul has had fourteen years experience in both domestic and export markets in the wine
industry working with Palandri, Angove’s and Gapstead wineries. Most recently Paul
was the director of his own marketing consulting company until joining Barossa Valley
Estate. He will be responsible for further increasing brand awareness and position on
the winery’s premium brands. Email: [email protected] ph: 08 8562 3599.
If you have a recent staff appointment at your organisation that you
wish to convey to the trade in ‘Heads up’, please email details,
including the relevant staff email address and phone number,
along with a high resolution image to Katrina Holden, editor,
at [email protected]
Drinks Trade News
Global
News
Absolut-ly sold
Pernod Ricard has won the auction for
Vin & Sprit, beating Fortune Brands to the
Absolut vodka trademark. The French
company secured the acquisition of Vin
& Sprit from the Swedish government
for EUR5.63bn (US$8.88bn). The US
company Fortune Brands was thought
to be in the lead for the acquisition,
given its current distribution relationship
with V&S through marketing and
distribution company, Maxxium. As a
result of the acquisition, Pernod will
need to end its distribution contract
with Stolichnaya vodka. Pernod also
said that it will pull V&S’ brands from
the Maxxium distribution joint venture
within two years from closing “for a low
contractual cost”. The purchase does
not include V&S’ 10 per cent interest in
Beam Global Spirits & Wine, Inc. Then
end the sentence and delete the rest of
that red text. Pernod Ricard said it will now
become the co-leader in the global wine
and spirits industry with spirits volumes
of 91m cases. Pernod also has plans
to sell Plymouth Gin and Fris Vodka as
part of its deal with V&S. Following the
acquisition, worldwide questions have
been raised including did the company
pay too much and what does the
future hold for Maxxium? In Australia,
distributors Maxxium and Coca-Cola
Amatil confirmed it would be ‘business as
usual’ until final conclusion of the deal.
Constellation profit
forecast
Constellation Brands Inc., the world’s
largest winemaker, posted a full-year profit
forecast that exceeded some analysts’
estimates on higher planned sales in
the U.K. and Australia. The company is
counting on consumers not to switch to
cheaper wines, despite the weakening
economy. Constellation has shed labels
that run for less than US$10 a bottle and
aims to promote higher-priced brands
to bolster sales. That plan includes the
UK and Australia, where higher vineyard
production has reduced revenue.
Bacardi release Mojito RTD
In the United States, Bacardi has launched
a RTD mojito cocktail. The 15 per cent ABV
Bacardi Classic Cocktail Mojito will be
rolled out in 1.75-litre bottles, followed
by a 750ml size. The Bacardi Classic
Cocktail Mojito will retail at US$19.99 and
upwards for a 1.75-litre, with a 750mlsized version to follow in due course.
More alcohol taxes
The World Health Organisation is calling
for higher taxes on alcohol and more
regulations on its sale. Jeremy Beadles,
chief executive of the Wine and Spirit
Trade Association, UK, said, “The health
lobby admit they want everyone to
pay for the sins of a few. This is wrong
and consumers will see it as an unfair
attack on the innocent rather than a
practical step to solve the problem.”
“Alcohol misuse does cause problems.
That’s why we should all focus our
efforts on educating and treating
those who misuse alcohol. We should
not punish millions of ordinary hard
working families by increasing the
financial burden they already face.”
Diageo’s Irish brewing
investment
Diageo will invest EUR650m (US$1bn)
in its brewery infrastructure in Ireland.
The company announced it will need
to close two of its breweries as a result.
Paul Walsh, chief executive of Diageo
plc, said, “This will be the single biggest
capital investment made by Diageo in its
supply infrastructure since the company’s
creation 10 years ago and will enhance
the cost competitiveness of our global
beer operations. It represents a major
vote of confidence in our beer business
and in Ireland as a global brewing centre
of excellence for our company”.
The St James’s Gate brewery will be
upgrated to produce Guinness primarily
for the Irish and British markets. A new
brewery will be built on a suitable site close
to Dublin, due for completion in 2013
16 drinks trade
when it will be Diageo’s biggest brewery
and the largest in Ireland. It will produce
Guinness to meet growing export demand
as well as ales and lagers. When the
new brewery is commissioned in 2013,
all production from existing breweries in
Kilkenny and Dundalk will be transferred,
resulting in the closure of those facilities.
“No roadblocks”
to Heineken
As reported in just-drinks, the head
of United_Breweries has said that
there “shouldn’t be any roadblocks”
in his company’s negotiations with
Heineken over a stake in the Indian
company. Just-drinks said that reports
out of India in the last few months have
suggested that Heineken, which will
inherit Scottish & Newcastle’s 37.5 per
cent stake in UB when it completes
its purchase of S&N in the coming
months, could face hostility from UB
over the change of ownership.
Heineken jointly operates Asia_Pacific_
Breweries with Fraser & Neave. The joint
venture operates in 11 countries in the
region, including India, a fact that has
reportedly caused UB some concern.
“We have already indicated to Heineken
that they cannot be part of competing
structures in India,” a senior UB official
told local reporters last month.
Speaking exclusively to just-drinks on 15
April, however, Vijay Mallya, the owner
of UB, said negotiations between the
two companies remain ongoing.
“Scottish & Newcastle had a preferred
shareholder status (within UB), which
included representatives on the
board,” Mallya said. “That has now
fallen away - Heineken does not inherit
that status. Heineken becomes an
ordinary shareholder. I think they would,
understandably so, want to have a
preferred shareholder status with us.
That’s what we’re negotiating right now.
When asked if there is any uncertainty over
Heineken’s stake inheritance, Mallya said:
“There’s no issue at all. They’re still in the
process of completing their takeover of
S&N, so it was rather premature before
even the shareholders voted for it, which
was only at the end of last month.
“It’s early days yet,” Mallya
added. “But I have an excellent
relationship with (Heineken CEO)
Jean-Francois van Boxmeer. There
shouldn’t be any roadblocks.”
Source: just-drinks
Australia’s leading importer of premium alcoholic beverages.
For sales and support call your Southtrade representative or call Dave Higgins on 0419 589 620,
or visit www.southtradeint.com.au for more information.
Drinks Trade Insight
A fine
vintage
With a recent name change and sale of one of its
wineries under its belt, Australian Vintage Limited
is looking to grow their brand and business.
Katrina Holden spoke to CEO, Dane Hudson.
Drinks Trade: What were the reasons behind the name change
from McGuigan Simeon to Australian Vintage Limited earlier
this year? How has the name change been received in the
trade and has there been any unforeseen ramifications?
From the time I started with McGuigan Simeon a few years ago, we’ve always
been of the view that it made sense to change the name, and the reason behind
that was McGuigan is one of our brands. Really the name McGuigan Simeon is
a combination of two companies that merged, with McGuigan being the brand
that Brian McGuigan first started. But since then, we’ve acquired and grown a
number of other brands and having just one brand in our name did not make
sense. We decided we would make our name more consistent with what we
are, which is one of Australia’s largest wine companies and so we came up
with the name Australian Vintage Limited which we already owned. It also made
the whole transition a lot easier and has been received very positively by the
company, our customers and people around the industry. One of the reasons
is that it provided me an opportunity to launch the business with a new vision
18 drinks trade
and set of values. It also gave me a reason to tour around the country, meet
with our people and say this is really what our company is about now. I think
that flowed well into the organisation and from a customer standpoint, I think
people really understand. As I said, McGuigan Simeon was a merger between
two companies and Australian Vintage was probably a better description of
it because we have branded product, we have private label product plus we
also sell some bulk wine. There have been no issues with the name change.
DT: In February at the announcement of your financial results, the
company said overall sales had increased in the first half as you’ve
moved towards more higher-value branded wines, exporting 33
per cent more branded bottled wine than the prior corresponding
period. Is this reflective of a change in strategy for the business?
No not all. When I started with the company, the board and Brian McGuigan
had always said that one of our key objectives was to grow our brand and
business, so this is a continuation of that approach. One of the things I’ve done
to be investing a reasonable chunk of this back into our business to
make sure that we stay at the forefront of technology and productivity.
DT: How did the 2008 vintage fare for Australian Vintage
Limited and was that in line wit.h your expectations?
Our tonnage was 183,000 tonnes which is 15 per cent up
on last year’s 158,000 tonnes so that’s good. But one of the
drivers there is that we purchased quite a lot of water which
meant that we had good yields out of our own vineyards.
DT: You have stated in the past that the company’s future growth
would be achieved through three strategies - to increase exports,
to build and buy defendable brands and to be the lowest-cost
producer of quality wine. Is the company on track with each of these
strategies and what are the main market challenges you expect
to face this year and next in attempting to meet your goals?
is to be very specific in what my three strategies are – to grow export, to grow
the brand and business and to maintain our low cost position. Each of these
points has been a consistent focus for McGuigan Simeon for many, many years.
What I’ve done I suppose is to be a little more focused in driving us ahead.
DT: How will the company use the proceeds from the $60m sale of the Loxton
winery to Indage Holdings Ltd? Are there plans for any future acquisitions?
I think we’ve been consistent in saying we would like to grow our brand
and business and if that means there’s an opportunity out there for an
acquisition, we would seriously consider it. We continue to look at other
brands but there is nothing imminent to announce. We do think it would
be worthwhile for us to own another one or two brands that either add
from a geographic standpoint or are in the right price points where we
hope to grow. I anticipate that of the $60m from the Loxton sale, around
$40m will be used to pay down debt and probably around $20m will be
invested in the Mildura area and our packaging facility etc. We’re going
I’m very pleased with what the team has achieved over the past year. We
have been specifically focused on our three strategies and see significant
progress across them all. On the export side, we’ve established some very
good international relationships with new distributors around the world and
we’re beginning to see the fruits of that in terms of total sales but also more
importantly, in terms of branded sales. Having the right partners is critical to
growing your branded business and I feel confident about where we are from
an export and branded standpoint. On the domestic side, I’m very pleased
with our progress as well. We’ve been investing in our brands and doing more
consumer based promotions which are having an impact. So I’m pleased
with our branded business, both domestically and internationally. In terms of
maintaining our low cost position, it’s historically been a strategic advantage
for McGuigan Simeon so it needs to be an absolute priority for Australian
Vintage going forward. The sale of Loxton Winery will help us embed our
operations around the Mildura area which creates simplicity and will ensure
we really do stay as one of the lowest cost producers in Australia. In terms
of hurdles, clearly the high Aussie dollar is a challenge. We have a very big
business in the UK and a smaller business in North America but obviously the
Australian dollar has increased against the Pound as well as the US dollar. So
that does create some challenges. That’s one of the headwinds that we face.
The weather is another big issue for us. We still haven’t received the rain that
we need in the key growing areas so I anticipate there are a lot of people out
there like us who will need to buy more water in 09 vintage. A lot can happen
in the next few months and we’ll keep our fingers crossed that it starts to rain in
the right areas but as we sit here today, the ongoing drought is a concern for us
all. It definitely is a level playing field but with that said, we export 60 per cent of
our product overseas. Maintaining low costs, that includes having efficient grape
production, which is important. So while it’s a level playing field in Australia, it’s
not necessarily a problem facing other countries, so it’s not really a level global
playing field. That’s why I think that factor will remain as a headwind for us.
drinks trade 19
Independently
Douglas McKay, chief executive of Independent Distillers granted a rare
interview to Katrina Holden at Drinks Trade to discuss recent changes
to his business and the challenges facing the RTD category.
Drinks Trade: Following the private equity buyout of Independent Distillers
by CCMP Capital Asia Private and Pacific Equity Partners in December
2006, what changes has the company made to its business proposition?
Since acquisition we have made a very successful change to the new private
equity ownership of PEP and CCMP. What is fantastic is the Erceg family has
also retained a significant double digit shareholding in the company as well.
The ownership challenge has been to respect and leverage historical strengths
but acknowledge and move on necessary change that can take the business
to new levels of performance. I think we have and are achieving that.
We have retained all the key management. This was critical as these people
were the architects, along with Michael, of the company’s stunning success
for 10 years previous and have a lot to contribute to its future. Warren Hignett
is running Australia, Chris Tobin running NZ, Bob Lewis operations supremo
and Richard Casey RTD marketing genius. They are all on board for the
next phase of the journey and highly motivated to kick some goals.
To this incumbent team we have added new executives including myself
as CEO, Julian Davidson as CFO, Tony Gapes for full strength spirits,
Robin Campbell for international and Jeff Busch for beer. All of the new
players have extensive liquor industry experience. It’s a top team.
Whilst retaining and building the exec group was a high priority, we wanted to
do that in the context of preserving the culture of Independent - the things the
company is renowned for like rapid and low cost innovation, speed to market,
pushing the envelope, a unique sales culture and world class flexible operations.
We have achieved this. For example we launched 34 new products in 2007, our
first year of ownership. This was as many new products as the best years in the
company’s history. While we have maintained the sales model we also restored
our relationship with ALM and gained access to their superior cost to serve model
and broadscale distribution capability. To leverage ALM’s access and strengthen
our direct support model for those customers wanting flexibility of both from
time to time, we have recruited 20 plus more sales people in Australia to drive
our coverage and lift distribution. In NZ we have published for the first time a
set of trading terms and volumetric buying breaks. While not a radical change,
it builds off what was already strong in the company to make it even better.
We haven’t had to do much at all on cost. We identified in our acquisition model
some cost opportunities but we delivered those in our first six weeks of ownership
effectively and the only priority since then has been to drive growth, and I know
Michael would like that. Our growth prospects are very exciting. We have core brand
development, duty free, exports, improved core business execution, new categories
20 drinks trade
and brands such as Scotch with the recent signing of Whyte and Mackay agencies,
beer where we have a 100 million litre brewery virtually unused in Melbourne, pricing
and margin management, RTD brands and segments beyond our core value offering,
contract packing at our two beautiful near new facilities and this isn’t all by any stretch.
Another area of real change has been on core systems and the control environment.
We have established a new set of accountabilities and key metrics and enhanced
significantly our reporting capability around them. The business already had very good
controls on sales but not so strong on other dimensions. For our banks, board and
ultimately for our new future owners we needed to lift the game a lot here and we have.
Financially we beat our year one goals end Dec 07, have a clean balance
sheet and received an unqualified audit report form PWC. We were tidy
for our start to 2008 and have now effectively put the acquisition phase
behind us. I am very happy with year one. We have our next three to five
years planned, with the team and resourcing in place to get there.
DT: What are the manufacturing capabilities of your business
and how is the export side of your business performing?
Independent has specifically designed its state of the art production
facilities in Melbourne and Auckland to rapidly respond to daily sales and
market needs. Our plants can and do produce RTDs, spirits, beers, energy
drinks, wine based drinks, wine, alcohol based milk and cream based
drinks to meet the changing needs of our consumers. Our filling range
covers bottles, cans, spirit/wine bottles, two and three litre casks and the
innovative shots glass for 30ml and 50ml multi double flavoured drinks.
We are capable of producing bottles from 200ml to 660ml at 1000
bottles per minute or cans from 250ml to 500ml at 1000 to 1200 cans per
minute. We also have the slim line can filling from 200ml, 250ml and 300ml
cans to meet specific consumer’s brands at 500 cans per minute.
Bottles use quality self adhesive labels for body, back and neck
labels as well as full bottle sleeving at full line speed.
Packaging outer cartons can be provided to meet the price
point required for our consumers in high quality graphics as well
as standard shippers using quality graphics as well.
All operational plants are certified to the highest quality standards to meet
the rigorous standards demanded by our major customers before you can
trade with them and these standards are audited annually by Independent
auditors. We also have a green field can filling plant in Sydney that focuses
on the New South Wales and Queensland markets for RTD cans only.
DT: Has there been any changes to the structural organisation
of the business, following any recent staff appointments?
We have invested significantly and resourced up the organisation structure. We have
resourced for growth essentially. New functions and capabilities include financial
management, information technology, a new export and international division,
new full strength spirits division, new beer division, enhanced trade and brand
marketing, and increased number of sales people in both Australia and NZ. We are
about right sized now for our ambitions and any future additions will come in our
export and international area as we strike up new relationships in different countries.
All these new people are of the highest calibre and are motivated by the private
equity environment and by the responsibility to carry on Michael Erceg’s legacy.
We aren’t big on adding staff functions – we want roles that do things
and where we don’t have the internal capability, we will happily contract
some of these requirements in. Michael had a lean organisation philosophy
and we want to continue that, avoiding the corporate bureaucracy and
politics that comes with it. It’s one of the cultural benefits that attracts new
people to us. It’s quite interesting that we don’t have organisation charts,
nobody could produce one from their files. I find this sort of approach
very refreshing after a long career in corporates. For example, we rolled
out a minimalist set of company policies the other day and the booklet
was only as long as the introduction of Lion Nathan’s Policy Manual!
DT: The Independent Financial Review quoted you in January as
saying, “We need three to five years to deliver our plans and ambitions
for the business...and when we do that the business will be a lot
more valuable than it was five years earlier, and we’ll get a higher
price for it.” Are you able to elaborate on your plans and ambitions
for the business or if you are on track to achieve your goals?
Independent is on track to achieve its goals. We see the potential for a quantum
shift in sustainable earnings as we look to build distribution; continue to innovate
and lead RTD category growth; international and export expansion; nurture three to
four powerful consumer brand equities; realise the installed and latent potential in
our beer and full strength spirit business. We won’t be changing our business model
in Australia with the value segment being our core focus but we will place RTD
brands selectively into segments where we currently aren’t or don’t have a position
eg.Scotch whisky; and continue the culture of lowest cost base in the industry.
I am unable to disclose specific plans and targets for competitive reasons
but our vision is to become the best RTD company in the world.
DT: With the ongoing national focus on teenage binge drinking and possible
legislative changes facing the industry, some of the larger liquor companies
have announced plans to cease production of energy RTDs and set a limit
of two standard drinks per single serve. What is Independent’s position with
regards to the energy component or ABV of the RTDs in your own portfolio?
We all have to be concerned about binge drinking at whatever level you choose to believe
it is occurring. But the latest massive tax increase on RTDs won’t fix Australia’s problems
with alcohol abuse in particular and binge drinking specifically. That’s because there is no
evidence at all to link RTDs with any increase in binge drinking in Australia. The evidence
is overwhelmingly clear that per capita alcohol consumption is flat despite the strong
growth of RTDs and numbers of young males and females at alcohol risk have reduced
slightly between 2004 and 2007. Consumers are choosing to drink RTDs in a repertoire
of products and have substituted out of beer, wine and spirits to do that. Given RTDs
are same strength as beer for most products this growth in RTDs could arguably be
reducing alcohol consumption from wine at 13 per cent and spirits at 40 per cent ABV.
The government are either not aware of the evidence on RTDs or are choosing
to ignore it. The tragedy here is this excise hike will do nothing to reduce binge
drinking. Binge drinking is an all alcohol problem, young males preferred
binge drink is beer first, and for females, it’s spirits and wine. Binge drinking
is also a problem across all age groups, not just young people. Where is the
sense in making the preferred binge drinking products relatively less expensive
than RTDs, and when RTDs are lower strength products generally?
International experience is also clear that tax increases on RTDs won’t change
drinking culture. The UK government taxed RTDs in 2002 to the point of nearly
destroying the category but has it changed the binge drinking culture in the UK? Of
course not. Binge drinking is a complex issue and trying to pass off responsibility
to a narrow segment of the alcohol market is dishonest and cynical. Binge drinking
occurs across all age groups, all forms of alcohol, is about how and where we
drink as much as what we drink, and is sadly part of our culture and history with
alcohol. Simple solutions won’t work. We need evidence based, practical and cost
effective solutions involving industry, government, health and community groups.
Independent Distillers supports the two standard drinks limit and has nearly achieved
compliance across its whole product range. We support clear labeling of alcohol content
and would support an education campaign to attack the root causes of binge drinking.
New Zealand’s industry funded ALAC has just launched a very powerful three TV ad
campaign to do exactly that and early results are very encouraging. This campaign
should be funded by a social responsibility tax across all types of alcohol rather than
the discriminatory and ultimately ineffective tax in respect of reducing binge drinking just
applied to RTDs which only represent 10-15 per cent of total alcohol consumption.
The balance 85 per cent of industry in beer, wine and spirits should not get a free
ride but contribute proportionally to the funding of education and any other revenue
objectives the government has. There is still time to amend this tax accordingly before
passing it in the senate. We would also support limitations on advertising content and
restricted use of the media, and where it can be proven to make a difference, warning
labels on products. We will also look to lift our level of industry engagement and
dialogue in industry forums to contribute to finding solutions rather than band aids.
What we would like from the Rudd Government is more engagement with industry
and to acknowledge alcohol abuse is a problem across all alcohol types and that
discriminatory taxes on RTDs is a flawed strategy to combat binge drinking. Alcohol,
however you drink it, is still alcohol and should be taxed the same based on content.
What is the justification for a five per cent beer to be taxed differently from a five per cent
RTD? RTDs now will be taxed 50 per cent higher than pack beer, 80 per cent higher
than tap beer and over 10 times higher than cask wine. Consumers will just switch
to these cheaper alternatives. We would support changes to excise that apply to all
alcohol types equally based on alcohol content, no matter what the source product.
In this case a three to five per cent excise increase across all alcohol types would
achieve the same tax revenue as the just imposed 25 per cent increase on RTDs,
and be a lot more secure as on RTDs, there is no doubt this hike will lower volume
significantly whereas a more modest increase across all alcohol would not.
drinks trade 21
g
n
i
k
Ta
t
h
g
i
l
f
Equal shareholders and directors of Southtrade International, Dave Higgins and Tony
Stubley, have come a long way since starting their business together six years ago
with Green Fairy absinthe. Here they discuss their business and talk to Drinks Trade
about the latest brand to join their growing portfolio, Patrón. By Katrina Holden.
I
t’s been six years since Dave Higgins and Tony Stubley founded their
business Southtrade International, importers of premium alcoholic
beverages, but the memories are fond of those early days.
The pair started off door-knocking to pubs and bars in Sydney’s Oxford
Street and Kings Cross. Dave would say to the proprietors, “Hi, I’m Dave and
this is my partner Tony and we’re selling the Green Fairy”, to which they would
be met with a very camp and enthusiastic, “Well come on in boys!”
This year, the company expects to turn over close to $7 million – a target that
will be partly attributed to the newest product to join the portfolio of approximately
30 SKUs – luxury white spirit, Patrón (pronounced Pat- Rhone).
Dave and Tony, together with visiting brand principal Chris Spake,
global brand manager The Patrón Spirits Company, who was in
Sydney from the US, spoke with Drinks Trade magazine.
DT: What distribution strategies does Southtrade use to take its
products to market? With a growing portfolio, does Southtrade plan
to occupy a bigger space in the Australian liquor industry?
Tony: Our whole aim is to bring new and unusual things to the liquor industry and spirit
enthusiasts. Out of that whole portfolio, there are some that we are looking to build
into significant volumes, and others that are doing quite nicely with smaller volumes.
The key brands we are really growing are Green Fairy, which we built the business on,
and now, very much Patrón. We think it has the potential in the next couple of years to
outsell Green Fairy. Third is Alize – three brands that we’re really investing in and building.
On top of that, then you’ve got Pusser’s British Navy rum which is
something we will also invest in and it won’t be a huge, mainstream brand
but it is something we’re targeting with its naval connections.
Since our service is to bring new things to the liquor industry, we are constantly
launching new things e.g. City of London Gin – a brand we will build as a firstpour brand on-premise. Where it is now, with Beefeater repositioning upwards,
vacating that position, and with City of London created by the family that created
Beefeater - that will give us a bit more presence in the volume area.
Dave: One category we’re fascinated with is the rye whiskey category. When
22 drinks trade
Tony and I were at Jim Beam, we said that bourbon has had its day but the
next thing could be rye whiskey. If you look at the brand that won best whisky
in the US last year, it wasn’t Irish, Scottish, American or Tennessee - it was
Rittenhouse 21 year old which won whisky of the year and the 23 YO just won a
gold medal at San Fransisco and we’ve got that in our portfolio - it’s starting to
go off. All the bartenders are using them in their Old Fashioned cocktails.
Green Fairy was the cornerstone that built our company but it’s all the little niche
products that we’ve picked up that the bartenders now say ‘You’ve got a sexy portfolio’.
DT: How do you decide which events or sponsorships to put your
products behind and what value do they offer your various brands?
Tony: We have to look back at our whole reason for existence which is to service the
bartenders because they are our salesman. It’s all about relationships with them. Most
of our business now is on-premise but we’ve done it all by having bartenders behind us.
You’ve got to remember that when you’re starting a brand too, with bartenders, it’s not just
what they’re serving over the bar but they have a huge influence with all of their friends.
They are really big opinion leaders in the whole liquor category so when it comes to events,
it’s all about what is going to help us develop our relationships and connect with them.
We’re making a real strategic change this year. We were in the very first Bar Show
which was great as we were the underdogs with absinthe. As we grew, we developed
our stance as Australia’s leader of premium imported alcoholic beverages so we started
to project a more professional image. Now, we’re not doing Bar Show this year for the
first time because there are so many people attending that event who are not the key
decision makers. Now, we only want to connect really strongly with the influential, key
people. So we’ve brought a luxury cruiser and every month we take out key industry
people and where possible we tie that in with visiting principals. It’s making a big
statement and the bartenders don’t often get treated to this. We’re pulling away from the
more mainstream events and focusing on more targeted activities. Something we’ve
got over the big boys is that we operate off fairly small volumes and fairly good margins
and that margin means that we can firstly employ and pay reps who are really good
and we can keep them. They’re incentivised largely by commission but they get fairly
healthy commissions compared to the rest of the industry. So they have to put up with a
lot of difficult things in a growing company but they put up with it because we treat them
well and pay them well. They can walk into any situation and do training on any one of
the brands we represent – not as well maybe as the brand principal but very close.
L-R: Tony Stubley, Chris
Spake and Dave Higgins.
Chris Spake: They’re good – I’ve been listening to them all week and they’re
the best I’ve seen. It sends chills up my spine. It’s not just their expertise either
- it’s the breadth of the relationships they have with all the right people.
DT: With a new acquisition to your portfolio, the high-quality ‘Patrón
Tequila’, what are your plans for building brand awareness and
driving distribution of Patrón in the Australian market?
Dave: The reason this will move and the way we’re going to push is that we’re
not selling tequila – we’re pushing a luxury white spirit and that’s the way it’s been
promoted in the US. We see this as the driver of our company going forward. We’ve
had three big brands – Green Fairy when it first launched was a banned product and
it has a cult following. Then along came Alize which has a cult R&B following with a
captive market and now Patrón which is like a tiger with a tail - it’s 1.6m cases and is
the 19th most valuable brand in the world based on retail turnover and volume.
Tony To answer your question of ‘how’ do we do it, it’s getting into that actual
A list and it’s quite easy to do because the first steps have been set in the
states and we do tend to follow the US with these type of drinks.
DT: Chris, what were the reasons behind your decision to partner with
Southtrade International as your distributors here in Australia? What
are you hoping they will achieve for the Patrón brand in Australia?
I like these guys. That’s first and foremost about having a trust and a relationship
between a brand principal and the boys that run the business. Their experience
and what they’re doing with their current brands and the way they run their
company, their staff etc. For us, this is a people business more than anything
and we’ve got to have people that we trust who have strong capabilities.
It is not our strategy to be in a big company because I need to focus on education and
training. We’re taking a consumer who thinks that tequila is a shooter and a slammer,
or something that kills you the next day, and we’re taking them from that to a place of a
luxury spirit that you can sip on the rocks, it costs $100 a bottle and we’re doing that with
people who the first thing they say is ‘I don’t drink tequila’. In order to do that, I need the
expertise of the type of people who work here. This is a story we have to tell account by
account, then consumer by consumer. It’s taken us 20 years in America to do this and
it wasn’t easy at first but because of what we’ve done there, we’ve created the luxury
tequila category and so now we have momentum and that momentum, we’re now
exporting. So it’s not going to take us another 20 years to do this in other markets. It’s
going to take a couple of years and we’re on a roll right now. Southtrade has sold more
Patrón since January than our previous wholesaler sold in the entire, previous year.
We’re not really selling a category of tequila, we’re selling a luxury lifestyle white spirit
that happens to be a tequila. That’s the message I want to get out – yeah, it’s tequila,
it’s really good but it’s positioned beyond the category. I don’t want the brand to be
pigeon holed into a category where people say ‘It’s like Don Julio’ or it’s like this or that
– I don’t want to be compared to other tequilas. I want to be compared to Louis Vuitton,
to Cartier – that’s how we’ve positioned Patrón. That’s how we’re going to be selling it.
DT: Patrón is available in over 75 markets. Which of those are emerging
markets showing the strongest growth potential and why?
Chris: Canada is our most developed market after the U.S. Dan Ackroyd, the actor,
and John Pol Degoria – the owner of Patron are good friends and sort of started a
partnership as a hobby and it has turned into a very valuable brand. He and Dan
formed a partnernship and Dan Ackroyd is the ‘Southtrade’ of Canada – he goes
around and promotes Patrón at hockey games, on morning shows and he’s really
the most popular Canadian celebrity. We have a lot going for us in that market.
The UK has had the brand for a long time and it’s also well developed there.
Patrón does well in Ireland per capita and our partners
there are killing it – it’s everywhere.
I think in terms of volume potential, Australia will be the biggest country in Asia but right
now Singapore is, and Hong Kong would be second and Japan third, Korea fourth.
Russia is really into luxury goods right now and they have a lot of
cash. We think Russia has huge potential. Right now, we’re looking
at Shanghai and maybe Beijing at the end of 2009.
DT: What is your overall perspective and observations
during your trip of the Australian liquor trade?
Chris: The on-trade bar staff rank really high in terms of their knowledge and expertise,
internationally. The barmen here are right up there with the UK, where it probably all started.
I had 60 odd bartenders at my session in Sydney the other day and their level of
understanding of how to make things was very in depth and impressive – they get it
here, and these are all young kids in their mid 20s. I was a bartender in my mid 20s
and all I knew was how to make a Mai Tai – I didn’t know how the rum was made!
The off-trade is very well developed too. There seems to be chains for every
segment of the market. The Vintage Cellars store I was in had a wonderful selection
of single malt scotches. The guy in the store knew a lot about his Scotch and I was
real impressed with his knowledge. There’s a high level of brand awareness and
knowledge here in the trade and I’m just really encouraged by the reception Patrón
has got with the people I’ve seen. They just needed someone to come in and tell
them that we’ve got partners here now who aren’t going to run out of stock, we’re
going to present it at a reasonable price and here’s how you should use it.
Tony: The prices we’ve put on Patrón are down by about 30 per cent from where
it was previously eg: the Grand Platinum, we’ve taken $120 off the bottle.
DT: Dave and Tony, what does the future hold for Southtrade
and to what do you attribute your success to date?
Tony: Dave and I have been together now, in one shape or form for 20 years. And we
both believe that the business has to be led from the top but to make that happen, it
comes right down to our relationship. We’re equal shareholders and equal directors
– we don’t have a managing director or any of that – we are two guys who can sit
down and make decisions because we trust each other. Of course we don’t’ agree
all the time but it comes down to a solid relationship at the top that makes everything
work. That’s why we have good people who also have solid relationships. That’s
what the success of the business comes back to – trust, respect and friendship.
Dave: We’re just about to start exporting to the U.S. Green Fairy has just been
legalised in America from late last year. We’ll be exporting to the US – as we own
the absinth brands Green Fairy, Dabel and Koruna. It shows how the business
has grown from those early days of knocking on doors in Oxford Street.
Tony: We were incorporated on April Fool’s Day and we’ve been laughing ever since!
drinks trade 23
The Bottle-O group is
committed to deliver
genuine value to our
local customers.
It’s all about recognising
our local community,
and working hard to make
sure you get a fair deal.
The Bottle-O is a true
independent bottle shop,
and we want to make sure
you feel welcome every time
you step through our door.
For more information about our brands or how to join IBA, contact one of our team members
QLD 07 3489 3951
NSW 02 9741 7240
NT 08 8922 5300
SA 08 8152 8700
TAS 03 6274 4004
VIC 03 8368 6300
WA 08 9256 2077
National office 02 9741 7222 or visit our website www.iba.net.au
Industry outlook
Storm
or sunrise?
Whether you see the future of the Australian liquor industry as gloom or doom is
your choice, according to Warwick White, managing director Australasia, Coca Cola
Amatil. Mr White addressed a gathering of industry at a briefing hosted by the Liquor
Merchants Association of Australia. By Wendy Grabe and Katrina Holden.
“
We have a choice,” says Warwick White, regarding how one views the
challenges facing the liquor industry today – is it a storm or is it a sunrise?
“We can take advantage of opportunities,” said Warwick.
An economic slowdown is imminent, says Warwick, citing that
consumer confidence is at its lowest level in 15 years, since
September 1993. And while the situation fluctuates from day to
day in East Asia, “bunking down is usually not the answer”.
CCA, said Warwick, had learnt to make a choice in many corporate affairs
issues. The choices faced include perception versus fact; reactive versus
proactive; threat versus opportunity; and company versus industry.
“Just being reactive doesn’t work,” said Warwick. “Companies
are judged more by their actions than by their words.”
Take the example of obesity, which is not yet affecting the liquor industry but more
significant in the soft drink beverage sector. The expert predictions were that over
the next three to four years, in Australia, the US, UK and other western countries,
obesity would drive public health costs through the roof. “They’re now saying
the death rate from obesity is lower than previous generations,” said Warwick.
To demonstrate the point, Warwick used the example of how public perception
is that soft drinks are the key drivers, or solid contributors to obesity, particularly
childhood obesity. Yet a graph that takes into account the kilojoules, fat and
carbohydrates of fruit juice, flavoured milk and soft drinks reveal soft drinks to
contain the lowest measurements. Further, a graph sourced from the Australian
Beverage Corporation and from National Health Surveys found that from 2002, while
the Australian obesity rate grew, total soft drink kilojoule consumption declined.
A reactive move undertaken in the UK to tackle obesity was the UK ‘traffic
light’ labeling system on foods. In Australia, a proactive approach has been
made with the Australian Daily Intake Guide which is supported by an industry
education campaign and so far, over 400 products have been labeled.
Similarly, the ‘threat’ facing CCA recently was a push to ban
soft drinks. Out of this, Coke Zero was conceived.
“We are now looking at portion control. The smaller products wanted
in schools is opening up new customer bases,” said Warwick.
“We’ve learned to respond differently to understand the issues better. A former
‘head in the sand’ attitude has been replaced with knowing the arguments and
understanding the issues and engaging with stakeholders early, as well as
going direct to the public to counter incorrect perceptions,” Warwick said.
One of the biggest issues facing industry was also covered
by Warwick during his briefing – management of packaging
waste, where again, perceptions and reality vary.
The perception is that beverage packaging is ruining the environment,
where in actual fact, beverage packaging makes up less than 20
per cent of total packaging. Similarly, a recycling deposit system is
perceived to be a good idea by consumers but the reality is it would
cost consumers over $400m to run per year in handling fees.
“Some players in the industry have taken a compliance approach and not
contributed to industry programs. Proactively, industry leaders such as Foster’s,
Lion Nathan, Schweppes and CCA have, with their packaging suppliers, funded
over $70m programs over the last 20 years. The National Packaging Covenant,
is a unique Australian approach delivering good results at a very low cost.
Recycling rates under the covenant have increased from 48 per cent in 2003
to 56 per cent in 2006. The national target is 65 per cent by 2010. We would
have to pay ten fold as much if we operated on the European system and
the U.S can do their own thing. We need to work together as industry. Are we
facing the perfect storm or a sunrise? It’s time to collaborate and innovate.”
drinks trade 25
Beer forum
Hop
shots
26 drinks trade
Publishing editor of Drinks Trade magazine,
Ashley Pini, invited a number of brewing
specialists to our first ‘Hop Shots’ session, to
discuss the key issues facing the industry
today. Report by Katrina Holden.
2
3
1
4
6
7
8
5
The panel:
1. Richard Adamson, brewing baron, Barons Brewing
2. Glen Cary, director, Byron Bay Beverages
3. Richard Jacob, general manager, The Australian Heritage Hotel
4. Chuck Hahn, director and brewmaster, Malt Shovel Brewery
5. Ian Kingham, merchandise manager, Australian Leisure and Hospitality
6. Ashley Pini, publishing editor, Drinks Trade magazine
7. Marco Seminaroti, brand activation manager, Pacific Beverages
8. Ben Summons, group marketing manager, premium brands, Foster’s Australia
F
or the inaugural Drinks Trade ‘Hop Shots’ session, our panel of
beer professionals convened at The Australian Heritage Hotel in
The Rocks, Sydney – an iconic pub dedicated to the fine service of
beer, where above the bar sits a beer list of beers available by state.
One of the first topics open for discussion was the rising commodity prices and
in particular, the rising costs of barley, which has risen in cost by 40 per cent.
Chuck Hahn: The biggest single issue at the moment is excise. Brewers are
paying three times as much for hops as they would like to. We won’t have
to double the price of beer. We won’t have a beer shortage. The cost will be
passed on to customers. A lot of it is controlled by the Grain Corporation. We
get most of our barely out of Tamworth and for our darker malts, we get it out
of Ballarat. We all have different suppliers but they’re all quite competitive.
Ben Summons: Every year we budget for cost of goods increases around two
to four per cent – sometimes it’s higher, sometimes it’s lower. Chuck makes a
relevant point that it’s not going to dramatically change the cost of your beer
because of other significant factors. The most significant cost is exactly the excise.
Chuck Hahn: Where it really hits us is craft brewers who don’t use
mainstream hops but specialty hops and those prices have tripled.
Richard Adamson: We’ve forward ordered for the year, our hops which we get out
of New Zealand. For us, it’s hard to predict because we’re growing so quickly as well
which makes it a difficult scenario in terms of working out what we need. I’m a lot more
concerned about hops than malts – the pricing has come up as of May 1 and we have
to pay extra but it’s not a huge cost to us. Excise is something that as a small producer,
hits us heavily. We pay just as much excise as the big boys do and we have to pay it as
drinks trade 27
Beer forum
soon as it leaves the brewery. We’ve been pushing for WET tax equity for a long time but in the current climate it’s fairly
difficult with some of the resistance we’re seeing towards RTDs and the Democrats trying to push that law through.
Chuck Hahn: We can’t win the battle about commodities. I spent a lot of time back in 1988 and 1989 with Willie
Simpson and Blair Hagan down at Parliament House talking to Paul Keating and his mob down there when
he was treasurer and they did bugger all and the small brewers are still fighting and I feel sorry for them.
Ian Kingham: Yes it’s very challenging for smaller brewers. For larger brewers, as a major retailer, we find that twice a year
you obviously have your CPI increase in cost of goods and what we find and probably why barely is an emotive topic, is that
with barley, not only is CPI passed onto us through product but what we’ll receive is any other cost adjustments. So twice a
year we’ll get a price rise in beer which will have a CPI component but it will have another component in it also, to offset the
general costs of doing business. For major brewers, on major SKUs, a lot of that can offset itself pretty quickly but for the
smaller guys, their economies of scale are a lot harder. We experience it, whether you’re a major retailer or a small retailer.
For major retailers, twice a year it becomes an interesting discussion on how much cost should be passed from a brewer
into retail and then ultimately, how much of that can be passed on to a consumer? Ideally we want to pass it on but there’s
a range of different market forces that will decide when it gets passed on and who passes it on first. Someone chooses
to pass it on and someone else doesn’t. Again we find that the competitive forces in the market place, which is great, will
mean that consumers are ultimately the great winner out of it and retailers tend to absorb a component very early on.
Ashley Pini: So what are the opportunities and growth factors in beer do you think over the next 12
months? I’ve noted Radler beer launched and lighter beers launched over the summer and beers attractive
to the female drinker; infused beers – is there a niche just around the corner we’re yet to hear about?
Ian Kingham: I think flavoured beers are going to have a greater impact in this market than what people have
predicted. We’ve seen this market and have been waiting a long time for it to mature. Finally I think a lot of
consumers are ready to embrace this and experiment with different brands. We’re seeing that in all sorts of ways
from extremely complex beers to simpler, sessionable beers. I think craft will continue and I think we’ve got a society
that’s more health conscious so things like ‘preservative free’ will become of greater interest. Where I think flavoured
beer in particular will win is the legislation of Kevin Rudd and the excise increases because I think what we’re
finding is a lot of the RTDs have played in that ‘sweet beverage’ space, and I think beer will benefit from that.
Glen Cary: I agree, 100 per cent with that.
Ian Kingham: One thing in this country that no one has really experimented in, and I don’t know how it will
go, but somewhere I think there’ll be more of a play on malt beverages. You see in the US it is at the value
end that malt beverages tend to be very sweet and I wouldn’t be surprised if we see some of those emerge.
Probably not in the next year or two but after that, I would expect to see malt beverages come into play.
Chuck Hahn: On the other hand, you see craft beer is running in the states at four and a half per cent of
the total beer market. What they’ve gone for is really rich flavoured beers with higher alcohol and hop levels.
Some of the biggest sellers are still there, for instance the biggest selling beer in America is Budweiser
Light which is carbohydrate modified and four out of the top five US beers are all carbohydrate modified.
I launched a carbohydrate modified beer ten years ago and it was a great beer but it didn’t catch on.
Ben Summons: It was before its time.
Chuck Hahn: The food standards code really limited us and what we could say about the beer – it didn’t allow us to really
to talk about the benefits of carbohydrates and calories. I think we’ll continue to see growth in low carbohydrate beers and
different flavours. We can’t entice our beers, we can’t enrich our beers like the Americans by adding more alcohol or we
end up paying through the nose in taxes. I make an ale that has seven per cent alcohol and I pay $17.83 per case in excise
which is more than it costs me to make the beer! So that will limit us. I think we’re going to go for more flavoursome beers.
Glen Cary: I think as a group, what you guys have done is the direction that we need to go. We need to get the
younger adult consumer to mature their palate earlier. Today, 14 and 15 year old kids are drinking these candy drinks
because they’re designed for their palate. The beer industry needs to get the consumer, that’s old enough to drink, to
start looking at beer as a taste that they feel good about which is trendy etc. Start focusing on the way we market our
product. As an industry, we have to talk to younger people and enhance the quality of the beer that’s being produced.
Ben Summons: I think there’s a high chance of that happening and I think a
lot more younger adult drinkers are starting on premium beers.
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drinks trade 29
Beer forum
Glen Cary: I think what’s happened recently is going
to be good for premium beer producers.
Ben Summons: I would suggest the young adult drinkers are a lot more
open to that and younger drinkers these days are a lot more savvy in
terms of what they’re drinking, and what environment and what occasion.
But in light of what you were saying Ian about flavoured beers, the
lighter, sweeter style will certainly take off in the next few years.
Glen Cary: We should focus on the female market also
because their tastes are more directed at beer.
Ben Summons: When you look at the shape of our market compared to
overseas, often we follow the trends from the US and Chuck mentioned before
that four out of five beers are still low-carb standard lagers, but craft is four or
five times bigger than it is in Australia. So we tend to say that things like low carb
is here to stay and it would also say that flavour exploration is here to stay.
glass beer. It’s not just Corona, but Tooheys Extra Dry and Carlton Cold
and Carlton Dry still hold a strong position in the market place and Boag’s
St George. I think a lot of that is about how you can see the product, there
is a nakedness with that. We might see some strange things happen. I
could see potentially beer change colour in clear glass and I think we’ll see
more experimentation. I don’t know if the market is ready for it though.
Ben Summons: It’s about standing out from the crowd so whether it be your
tap fonts, as we’ve seen the size of those grow in the last few years. It depends
on who you’re really pitching at. You mentioned about the health factors
with Pure Blonde but it’s also about presenting a contemporary European
imagery which is popular with a late 20s to early 30s drinker. You can have
a good beer but you’ve also got to have a good looking beer as well.
Glen Cary: What’s in the bottle has to sell the product first. If the
packaging looks great and attracts the consumer but if what’s in
the bottle is crap, you’ll only get them once, not twice.
Glen Cary: I think there’s a market growth there for us if we channel
our direction correctly and encourage younger adult drinkers to come
away from those soft-drink beverages over to a premium beer.
Ben Summons: It’s getting more important because we’ve seen how much
the beer industry is fragmenting and we’re seeing more and more brands.
That’s great if you’re a drinker, but it’s harder for us to stand out.
Ben Summons: I think that’s why you see beers like Corona being so
popular because they’re easier drinking as a lighter-style lager. For a young
adult drinker, quite often the image is more important than the actual taste in
those early years. It’s the image that you’re presenting and gradually you’ll
want to start exploring with taste and build up a bit of knowledge as well.
Richard Jacob: I think from a retail point of view, it’s all very good to have
all these different marketing aspects but unless the product is good, it
makes it very hard for staff selling that product to the consumer. They know
straight away and they have to have faith in the product they’re selling.
Ashley Pini: That leads me to think about the packaging of the product
and the image it presents. When looking at on-premise consumption of a
drink, what sort of innovations can we expect to find in the packaging of
products if it’s so cool to have a ‘brand in the hand’ there at the bar?
Ian Kingham: If we come back to the consumers and why different styles are
emerging, the packaging then ultimately will tell that story. So if you’re a lowcarb beer, you’re playing to health conscious consumers. I think we’ll probably
start to see a move in beer packaging that is a little bit more minimalist with
more highlighting on products, highlighting the fact it’s preservative free
etc. If you look at craft, it will come more down to things like boutique-styled
labels or different shaped bottles and dinner-serve packs, again something
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Ian Kingham: RTDs has gone over that ground for us with companies
like Independent Distillers that released everything. The market only
takes that for so long. There are flavoured beers that will come out that
will go horribly wrong. But ultimately, the consumer will decide.
Ben Summons: You have to be brave and try new things. Pure
Blonde is an example of that for us. You’ve got to have a go. We tried
other low-carb beers in the past but the market wasn’t ready.
Richard Jacob: Timing is essential. You’ve got an opportunity to capture a large
part of an audience and it gets its own momentum and spreads virally. Those are
the key elements. It all comes back to the product having to be good essentially.
Chuck Hahn: Big brewers tend to think we have to have the
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Beer forum
million dollar launches but we do limited releases and it gives
us solid market research without huge expenditure.
Glen Cary: And it’s not uncommon now for people to drink
four our more brands over the course of a day.
Glen Cary: It’s about the power of going to market. Chuck goes to market
direct and talks to the consumer. We need to tell them why they should
drink our beer. That’s a niche that smaller brewers like Byron Bay have over
the bigger guys. If we can get a team of soldiers out there, it works.
Ben Summons: The mid strength market is strong in Queensland
where it represents two thirds of the Queensland beer market.
I think there’s an opportunity for craft mid-strength.
Richard Adamson: Absolutely
Richard Jacob: There’s no bigger asset that having a bartender on
your side which spreads products through word of mouth.
Ben Summons: And someone will always make up a story even if they don’t know it!
Ian Kingham: I don’t agree about craft mid-strength. People
can count and keep track of their drinks. For us, 37 per cent of
our business is craft. People are looking for flavour.
Chuck Hahn: I think we’re building a beer culture. Beer has
been our culture but we need to develop a beer culture.
Ben Summons: If you look at it from another angle, there is a
lot more focus on the promotion of premium beers.
Ian Kingham: This industry is very cyclic. I spoke to a publican from country Victoria
recently who recalls in his pub in the 1950s and 1960s, there was a trolley by the bar
with mixers and flavours that customers would add to their beers to create different
tastes. So some of these trends we’re talking about, have all been done before.
Glen Cary: Yes, I can’t remember the last time I even saw a light beer advertised.
Chuck Hahn: And beer has opened up for women now too. A
woman is not looked down upon if she orders a beer now. It’s socially
acceptable for a man to drink wine and a woman to drink beer. And
actually, women are much more sensitive to flavours than men.
Ben Summons: Older drinkers will still want to explore though, there’s still potential.
Richard Adamson: We’ve never targeted women specifically.
Ian Kingham: It’s not understood here. I think it’s lost in this country.
There are two markets in this country where mid is prevalent,
WA and QLD and there are parochial reasons for that.
Ian Kingham: We’ve seen a shift in hotel culture with smoking bans and
gaming legislations. Hotels have had to get clever and change their pitch.
The Irish-themed pubs were a great turning point for pubs. They offered food,
a safe and comfortable environment for women where they can sit down
and trial different beers, which sees more adopters of your products.
Richard Jacob: That’s certainly true. Hotels are not just about beer. They can
have good, safe environments where the patrons are purchasing not just for
themselves but for the company they’re with too, which often includes women.
Glen Cary: We as a micro industry can also play a part. We’re all
struggling because of the smoking bans. We need to create a bit of
something, a little bit of theatre, to get the emphasis off poker machines
and smoking. Drinking beer can be something we can talk about.
Ian Kingham: I still think though that there will always be those occasions for
blokes when they just want to look at the game on the big screen at the pub and
have a beer with their mates. There will always be a need and a place for that.
Ian Kingham: We don’t promote light beer in our business, we’d sooner move
towards mid strength. The craft beer market is growing and will fragment.
Chuck Hahn: With mid strength, you’re still getting a little bit of
a high. With light beer, you’re just going to the toilet a lot!
Ashley Pini: What about the issue of beers brewed
here versus their country of origin?
Ian Kingham: It’s a big fundamental marketing question. At the end of the day, it’s
about what that brand means to you. There’s a big risk that consumers will care
because you’re playing with authenticity. As great as it is fresh, consumers are getting
more mature and will feel more ripped off as they get aware of it, similar to how we
are seeing reduced pack sizes. They haven’t voted with their feet yet but they will.
Ben Summons: There are so many beers landing on our shores
and we’re seeing massive price compressions at the retail end.
Shorter product lifecycles will certainly impact those brands.
Marco Seminaroti: It was a big disappointment to me when I landed here from
New York and Italy just five months ago. I thought I would see Foster’s everywhere!
Ben Summons: Fosters would only be on tap now in about 20 outlets nationally.
Richard Adamson: I think there’s more of a beer drinking culture in
Melbourne than there is in Sydney, but Sydney will probably catch up.
Richard Jacob: We sold 40 cases of KB on Anzac Day – not
just to diggers but to a whole mix of demographics.
Ashley Pini: What about low-alcohol beer. Why is it declining?
Ben Summons: That’s the old tried and trusted and retro factor coming into play!
Chuck Hahn: I think it peaked. It got up to 20 per cent and now it’s on a
downward trend. A lot of light beer drinkers are switching to craft which
they can still enjoy, just not drink as much as they did of a light beer.
Glen Cary: I totally agree. It’s not younger people looking for low alcohol
beers, but the older generation who are still interested in low-alcohol beers.
Ben Summons: I think people are a lot more savvy with how they mix their
beers over the course of an evening. They’re going for quality over quantity.
A big thank you to the staff at The Australian Heritage Hotel and in particular, general
manager Richard Jacob, for the hospitality extended during our session.
The Australian Heritage Hotel
100 Cumberland Street
The Rocks Sydney NSW 2000
Ph: 02 9247 2229
www.australianheritagehotel.com
drinks trade 33
NSW wine
Putting itself on the map
The New South Wales wine brand has been overhauled and now
collectively, the regions are telling their stories in order to win over
local support and build a stronger identity in the minds of wine
drinkers. Katrina Holden looked into the strategy behind NSW Wine.
Grape Food Wine Restaurant,
Madew Wines, Lake George, ACT
T
he state is known domestically and internationally as home to some of Australia’s
most iconic landmarks and structures, along with the country’s biggest capital
city, but how well known are the wines and wine regions of New South Wales?
Apparently, there is a lack of awareness and support of NSW wines within NSW,
according to industry research which has been the catalyst for the recent launch of
the New South Wales wine brand, a collective marketing strategy created to represent
all 14 of the state’s wine regions and build a new identity for the NSW wine industry.
President of the New South Wales Wine Industry Association
(NSWWIA), David Lowe, explained the need for such a campaign.
“The Restaurant & Catering Association were commissioned to do
a survey about the representation of NSW wines. There were some
alarming results and we thought to ourselves, this is ridiculous – either
all the wines are crap or we have a serious image problem.”
One finding from the survey was that only 13 per cent of the
wines sold at Sydney restaurants came from NSW, even though
the state produces 34 per cent of Australia’s wine.
In 2006, the association had the state government’s support who
up until that time, says David, had expressed minimal interest.
The NSWWIA in the next five years would like to make the NSW
wine brand recognisable in major markets throughout the world, but
initially, the campaign is very much focused on getting NSW trade
and consumers behind the wines from their home state.
“We found that consumers were very pro NSW wine but the trade
weren’t necessarily, they were the weak link, with the wholesalers, retailers
and sommeliers. So the goal is to revamp our image, and importantly,
increase availability. If it’s available, people will buy it,” said David.
The first initiative in building the NSW wine brand was NSW Wine
Week, held in March 2008, with Fairfax as major sponsors with a ‘Sydney
Cellar Door’ in Hyde Park that attracted 20,000 visitors, 103 wine stalls
(representing 25 per cent of the state’s wineries) and regional hero stalls
from eight of the 14 regions to demonstrate the breadth of NSW wine.
“We all knew we were under-represented,” said NSWWIA chair, Tiffany Nugan.
34 drinks trade
“We’ve never marketed ourselves before. Victoria, South Australia and
even Queensland do that very strongly and have done for a long time. So it
was time to build a brand and to start to tell the stories,” said Tiffany.
“The wine week has been very successful. We’ve had lots of requests from
distributors and I’ve received lots of feedback from the participating wineries. All it’s
done is turned the light bulb on. At the launch, I asked consumers to look for a NSW
wine and try something new, they haven’t thought to in the past,” said Tiffany.
Funding for wine tourism is New South Wales has lagged behind that of other states
and no doubt has played a strong part in the lack of awareness behind NSW wines.
“NSW lacks the same level of wine tourism funding and support as Victoria
and South Australia who clearly have a lead on us,” said Darren Jahn, president
of Wine Communicators of Australia Inc. “This is despite a number of key
wine industry players, myself included (as WCA president), being on a now
pretty much defunct Food and Wine Tourism Advisory Committee to the state
government. They support a number of smaller activities but nothing like the
food and wine trail promos that the other two states do so well,” said Darren.
Depending on the venue, the customer, the wine list and of course, countless
other factors, some Sydney restaurants do experience a distinct preference
from their diners in wine from other states, rather than their own backyard.
Simon Curkovic, sommelier at exclusive Sydney restaurant Catalina, winner of the
2008 Australian Gourmet Traveller Sommelier of the Year award and current Master
of Wine student, said that for his clientele, NSW wines are a little too close to home.
“Our customers often want to drink wines from further afield such as
Margaret River or Marlborough,” said Simon. As a result, Simon admits
that NSW wines are only represented minimally on his wine list, but does
note that some regions are currently more popular than others.
“Mudgee and Orange are emerging and improving, particularly in reference to Italian
wine varietals. They’re doing okay, down here and people are leaning more to those
wines. A lot of people seriously under-ride the Hunter Valley. I attribute that to what I
call the ‘Pitt Street Farmer’ phenomenem, where a lot of small producers are weekend
winemakers that aren’t making the best of quality wines and it can ruin all the hard work
undertaken by medium sized firms such as Brokenwood and Tyrrell’s – they tend to
suffer then as a result. A lot of Hunter Valley wines are very high quality,” said Simon.
The tourists who visit Catalina however are often keen to try NSW wines.
“I had a table of 30 Spanish guests in here the other day and I managed
to get them to drink wines from the Hunter, Orange and Canberra. But for
the locals, I don’t’ think the lack of interest is reflective at all of the quality
of the wines, they just want more than a ‘local’ drop,” said Simon.
But in the Sydney bottle shop, are the customers still
finding NSW wines too close for comfort?
According to Mike Bennie, general manager of Best Cellars in East
Sydney, the regions are a little too spread and interestingly, too far
from Sydney for Sydney-siders to have a strong connection.
“I think that consumers are much more well-aware of longer established and
premium producing wine regions. There’s a certain romance with the proximity of
places that Yarra Valley and Mornington Peninsula have to Melbourne or that Adelaide
Hills has to Adelaide, that Sydney doesn’t particularly have. I personally think that
because there isn’t an established wine region proximate to Sydney means that
our food and wine culture lacks a little in terms of parochial interest. There’s a really
wonderful parochial quality about Melbourne and Adelaide in particular where people
drink their own. A lot of people associate the Hunter Valley with the family holiday
instead of the food and wine experience, although that is part of it. So I don’t think
it’s that Sydney siders prefer to look further afield, but more there is not enough vital
education from proximate regions to foster interest in NSW wines,” said Mike.
Mike thinks the new NSW wine initiative is good and believes that the more
people get behind NSW wines, it will bring more promotion, interest and more
money into the NSW wine industry and the quality of wines will improve.
“Then we can start really thinking of a local renaissance in terms of food and wine.
But I do think that 14 regional heroes is a bit of a difficult ask because regionality hasn’t
really been established in the minds are hearts of New South Welshman,” said Mike.
But what makes someone choose a particular wine and how strongly does regionality
factor into the equation? Of course it depends on the person and the circumstances, but
as Professor Larry Lockshin, director Wine Marketing Group at the University of South
Australia has researched, there are segments or groups of wine buyers. While all buyers
start off with whether they will buy red or white, it starts to diverge from there. Around
35 per cent of wine drinkers are a more ‘involved’ group who start using combinations
of region and grape variety but brand is only the third tier in the consciousness. The
other 65 per cent of the wine drinking population are called ‘low involvement’ – they
like wine but they’re not so concerned with all the details and tend to stick to a ‘safe’
repertoire as they’re not willing to take a risk and try something they’ve never heard of.
“The issue in my mind, as a marketer, is that people don’t think when they buy a Clare
Valley or Barossa wine, they don’t think South Australia – SA isn’t very meaningful. I
don’t think from a consumer’s perspective, that there’s really any reason to do it. I think
it’s a waste of money to try and make the ‘state’ a reason to purchase. Where it may
be different however, is if you’re trying to develop a program to get your local people,
within your state, to buy locally. That may be slightly different because people within
NSW need to know what NSW wine is. Some of them may not know that Orange is
in NSW for example. The promotion has always been based as a region. I don’t think
SA consumers are somehow more loyal to SA wines at all. People say ‘Oh they’re
very parochial, they only drink SA wines’ well I think it’s partly because we have three
or four really well known regions and we have big making a bottling wine in SA and
so its not surprising they’re in the stores. It’s not a state based policy by any means.
I think NSW can focus on wine tourism, which I know they do, and I think they
can focus on getting the regions to promote but I don’t think the choice criteria
will ever be NSW – I think the choice criteria will be Mudgee, or Orange or Hunter.
That’s how people buy – they don’t buy by state. The proposed 14 regional
heroes is a big menu but a good idea from an advertising or communications
perspective, but a really long term idea,” said Professor Lockshin.
While the 14 regional heroes may be a good idea, there is the
possible risk of pigeon-holing a region for only one varietal.
Darren Jahn, president WCA and communications manager for Oatley Wines, based
in Mudgee said that regional heroes will work better for some regions than others.
“Whilst the Hunter may not want to be known only for semillon, the truth
is they have a unique position with that variety so they should hang their hat
on it. Other regions will be in a less envious position,” said Darren.
Already, there appear to be some champions of the NSW wine brand
who are doing their bit to promote their home-state wines.
Mercure hotel group in April launched their ‘Grand Vins Mercure’ specialist
wine-list that showcases NSW wines, as part of a national launch of Mercure
Grand Vins in each state which has seen state-based specialist wine lists
produced. The wine list has been divided into four families of flavours
– tangy and tantalising; balanced and elegant; fruity and light; and spicy and
full bodied, and aims to give customers a new way to discover wine.
“Our hotels, as have a lot of other hotels, have probably ignored NSW
wines to a large extent. You find a lot of Marlborough being ordered for
example,” said Gaynor Reid, media relations manager, Accor Asia Pacific.
”But it’s great if people visiting a state can get to try different wines from that state.
And all wines on the list undergo a rigorous selection process. We conduct exhaustive
blind tastings, twice-yearly– to come up with a list that gives visitors to NSW a good
cross section of wines. All wines are available by the glass and by the bottle, from
as little as $6 per glass which is very affordable for hotel wines,” said Gaynor.
In inner city Sydney, at the Glebe Point Diner, manager Andrew John is a proud
supporter of NSW wines. All wines available by the glass are solely from NSW as
well as two boutique NSW beers. All the NSW wines are highlighted on the list in
bold so they stand out. Andrew is very interested in the environment, recycling
and ‘carbon miles’ so it makes sense for him to support wines that are close, or
closer, to his venue. There is also a desire to look after their customers as a lot
of them have connections to or ties with wineries in the Hunter, Orange etc.
As far as the success of NSW Wine Week, all indications from the participating
wineries represent the thumbs up, with many committing to the event again next year.
“We’ve had good results from wine week,” said James
Kirby, chairman Hungerford Hill Wines.
“We’re based in the Hunter but our big push is on our Tumbarumba wines. Wine
week gave people an opportunity with regions like that which they haven’t tried before,
especially sommeliers and big chains. We’re seeing a lot more interest and positive
results and our distributors are getting good feedback. The trade has always been the
big bottleneck. There are fans of our wines in ‘consumer land’ but we’re not always able
to get it onto lists or in stores. There’s a perception that NSW wines are not as good
as wine from other states but we’re battling that and it’s turning, but it will take a few
years. We’re already seeing some doors and barriers coming down,” said James.
Tom Ward from Swinging Bridge Estate, Cowra was also thrilled with
Wine Week and says his winery will certainly be back next year. “It was one
of the few trade shows that we didn’t lose money at,” said Tom. Swinging
Bridge Estate was also involved in the regional hero chardonnay stand.
“I was a little dubious about this concept originally but I was impressed at how well
it worked. The consumer probably wasn’t quite aware of the regional hero concept
and it probably will take time but it was a great lead in to involve tourism and the
region. I know there’s been some criticism about a state-based initiative but for NSW,
it’s positive to establish an identity. It’s too hard to get any leverage from the regional
bodies. If we can get a state body going, that can only help most people,” said Tom.
The work that’s already been undertaken by the individual regions will continue, as
it seems unlikely that NSW wineries will place all their eggs in one collective basket.
“It was nice to work as a region and promote the state as a whole,” said
Darren Jahn of Oatley Wines, “I think it’s up to us (Mudgee) to sell our own
unique story but to support the state activity too. It’s been a particularly good
consumer promotion and could probably do with a more focused trade event,
but overall seems to have been a tremendous first year kick off,” said Darren.
Further plans for the year include a revamping of
the NSW wine awards, held in October.
”We will be sophisticating and improving the awards this year,” said
David Lowe. “They are expanding every year and we get more and more
entries, which bucks the trend of other wine shows,” said David.
Tiffany Nugan says the awards will have better focus on and reward regional heroes.
There is also more trade and consumer events to come, to reinforce the NSW story.
drinks trade 35
NSW wine
New South Wales Summary
New South Wales Summary
Weighted Average Price Over Time
500
50
$1,000
400
40
$800
300
30
200
20
100
10
0
2000- 2001- 2002- 2003- 2004- 2005- 200601
02
03
04
05
06
07
$/Tonne
Bearing Area ('000)
Tonnes ('000)
Production and Bearing Area
$600
$400
$200
$-
0
200001
Financial
Winemaking grapes
tonnes YearBearing area hectares
Tonnes
77 994
39 198
26 698
10 573
3 421
Red
85 038
42 124
9 885
4 682
10 986
Top Five Export Destinations
(litres) MAT March 2008
United States
Of America
56%
Other
18%
White
122 318
66 567
8 922
13 780
5 794
200607
Tonnes
366 936
75 170
56 296
40 580
36 515
Total production tonnes
207 356
108 691
18 807
18 462
16 780
Top Five Bottled Exports by GI Label Claim¹
(litres) MAT March 2008
Other
14%
Hunter Valley
32%
Mudgee
7%
Central Ranges
14%
United Kingdom
12%
200506
Total Australia
Riverina
23%
Canada
7%
Notes and Definitions:
1. GI Label Claim – Australian exports in litres by GI region claimed on label.
Sources: ABS Cat. 1329.0 Australian Wine & Grape Industry Jan 2008, 2007Australian Regional Winegrape Crush
Survey, Australian Wine and Brandy Wine Export Approval System.
For more information on Australian wine please visit www.wineaustralia.com
36 drinks trade
200405
Orange
10%
Belgium
3%
Germany,
Federal
Republic
4%
200304
White
Chardonnay
Semillon
Colombard
Muscat Gordo Blanco
Sauvignon Blanc
Top Five Producing GI Regions by Red and White 2006-07
Region
Riverina
Murray Darling - NSW
Cowra
Hunter
Mudgee
200203
New South Wales
Top Five Varieties Production 2006-07
Red
Shiraz
Cabernet Sauvignon
Merlot
Ruby Cabernet
Pinot Noir
200102
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Luxury spirits
The
luxe life
The spirits sector has seen a trend toward the luxury segment,
experiencing healthy and stable growth both in the on and now the
off-premise. Ashley Pini spoke to some of the producers of premium
spirits to find what’s driving the trend and what consumers are buying.
T
he growth of premium spirits follows on from the global trend of trading up to
better quality products. Consumers are continuing to trade up and seek out
accessible luxury products and the spirit category is meeting this demand
with products of high quality, rarity, integrity, craftsmanship and rich provenance.
Fifteen years ago the luxury segment was not the significant market player
it is today. This realisation has been the result of consumer demand for
accessible luxury. Today people work hard and many earn healthy incomes.
Leisure time has taken on a new meaning and this same demographic can
enjoy the fruits of their labour through accessible luxury experiences.
Luxury spirits provide consumers with a higher quality and more memorable
experience, while offering a point of difference for the outlet or venue. In addition luxury
spirits provide a value growth proposition to the trade rather than a pure volume focus.
Given the product is founded on outstanding quality supported by
credible branding, there are opportunities to develop luxury SKU’s across
more spirit categories – 10 Cane Rum being a perfect example.
The trade can realise greater profit margins by adopting a focused approach
to luxury spirit ranging and by driving luxury spirit experiences, particularly onpremise. Consumers are actively seeking to drink less but better, so promoting the
provenance, heritage, value and appreciation of quality can assist in greater sales of
the luxury segment. There is room for at least one luxury SKU in each of the major
spirit categories because luxury is defined by unique character. Consumers are now
appreciating the flavour nuances and characters in luxury spirits much like they have
been with wine. There are more luxury spirits to choose from now than ever before.
Driving the interest in this category is the focused approach leading companies are
taking with the luxury brands in their portfolio. Diageo has long been involved with
luxury spirits and is focused on developing the experience attached to the luxury spirit
in question. Johnnie Walker Blue Label, for example, is now being served on-premise
in the best available crystal brandy balloon with side serves of water and ice. The
consumer is encouraged to take a sip of the water and then a sip of the whisky so
both mingle on the palate. This way of experiencing Johnnie Walker Blue Label was
created by the master blender, Dr Jim Beveridge with a main aim to reveal the luxurious
quality of the spirit. The story behind these brands is key; the consumer is hungry to
38 drinks trade
know more - where they come from, how they are made and why they are so special.
So is it the experience and the theatre that confirms the products as
luxury, or is it the price point? When is a product considered luxury, rather
than just premium, or super premium even? The category itself has taken
on a certain mystique and opinions are divided on what constitutes a luxury
sprit. When asked what price point represents a luxury spirit, most suppliers
referred back to the experience and the perception of the brand.
In the case of Patrón (pronounced PAT-RHONE) the exclusive nature of the
spirit virtually takes it out of its own category. On a recent visit from the US, global
brand ambassador for Patrón, Chris Spake, retold stories of Patrón not being
recognised as tequila, but as a category unto its own. This is not an isolated
incident of course, though Patrón has been particularly successfully at leveraging
the rapper lyricists and A-list celebrities driving consumer interest and the desire
to be compared to other luxury products referred to in the same songs.
Reserva De La Familia from the José Cuervo portfolio is an example of a luxury
spirit extended from the market leading premium tequila –Jose Cuervo Especial.
Alongside the luxury portfolio of whisky brands, Suntory has extended its range
well into this market. Roman Vargha, brand manager for Suntory’s whiskies said,
“Despite increases in fuel, interest rates and general living costs, persons in the
high income bracket seem to have not been affected greatly as they continue to
become savvy in the beverage market and willing to spend for these luxury spirits.”
Consumers are continually demanding more in terms of quality and
are looking for something that sets them apart from everyone else. When
asked what differentiates his vodka from the rest, Bacardi Lions’ Demetrius
Giouzelis said that, “Grey Goose provides consumers with the option to
drink the world’s best tasting vodka, made in the fine epicurean tradition of
the Cognac region and they are willing to pay more for that distinction.”
The new luxury world is no longer just about price, it’s about the unique
experience, the quality, the satisfaction achieved and even value, as such bringing
rise to this notion of ‘affordable luxury’ . This is clearly apparent in the growth
of champagne consumption over the past few years where at a $70 price point
some brands have become part of consumer’s usual drinking repertoire.
Fifteen years ago the
luxury segment was not
the significant market
player it is today.
Luxury spirits are not reserved to our traditional notion of each spirit
category; recently launched with Think Spirits is the Brazilian cachaca
named Sagatiba. Joe Milner, brand principal commented
‘Sagatiba is the first luxury brand of cachaça that has recognised this opportunity
and invested in improved and proprietary production processes and backed
that up with brand development worldwide.’ Clearly following in the footsteps
of successful luxury brands with a strong story and brand history, Sagatiba will
adorn the on-premise cocktail making scene with a rightful place among the well
educated and increasingly professional bar professionals Australia has to offer.
Cognac has always been in the luxury category and has seen many product
transformations over the years. The category has enjoyed welcome recent
growth, particularly following the glut of the nineties which threatened the
growers and Cognac producers. “Elegance defines our products and the
beauty of the packaging. It also defines the universe in which they are enjoyed,
the people, the places and the moments, elegance is essential in today’s
world”, states Cyril Camus, Camus marketing and development director.
In a world forever on the move, adaptation essential and five generations
of the Camus family have understood this and dedicated their efforts to
the constant innovation in that most traditional of spirits – Cognac. When
creating his new range, Cyril Camus was anticipating the consumers move
towards a lighter and more elegant product and commented: “Elegance
was the objective, letting the beauty of the cognac shine through.”
The product has to deliver of course, but the atmosphere and
service is the key to creating the luxury environment. Foveaux bar in
Sydney has teamed up with Möet-Hennessy to do just that.
“With the Belvedere Personalised Bartender Service, we have taken a vintage
idea and served it up to our customers with a contemporary twist. It is all about
engaging guests with an interactive drinks experience, offering Belvedere cocktails
created to their exact tastes,” said Julian Serna, Foveaux’s drinks specialist.
“It is all done with a touch of luxury, which is of course
in line with everything we do,” he said.
The common thread? Luxury is an experience.
‘Cocktail chef’
Ben Davidson is one of Australia’s most accomplished and respected
bartenders, having been awarded Bartender of the Year three times. With 20
years experience behind the bar he has a reputation of being one of the most
knowledgeable bar professionals in the liquor industry today. The self-styled
‘cocktail chef’ first brought a culinary sensibility to cocktails in the late 90s, using
flavour combinations that you’d more likely see on a plate than in a glass.
Ben has been a co-creator for the ‘elixir group’ since 2005
and is also the spirit ambassador for Pernod Ricard Australia
representing the premium brands in the portfolio whilst driving the
company’s on-premise training and education program.
In the first of a series, Ben Davidson, gives us his
view on the forces driving the cocktail revival.
Drinks Trade: How do you see the development of premium and
luxury spirits being embraced by the Australian bar scene?
Ben Davidson: The evolution of premium spirits is well and truly being
embraced by the bartenders of the land. This has a flow on effect in that
customers are exposed to better tasting spirits in their drinks. The term ‘luxury
spirit’ is still somewhat new to most bartenders and consumers alike. The
true luxury spirits are ones which are beautifully and meticulously crafted,
carefully aged and perhaps blended. They are very rare and very expensive.
The idea of ‘affordable luxury’ applies to that next level down; super-premium
spirits that can be enjoyed at the right time without being excessive.
DT: What opportunities are there for bars to take
advantage of the trend towards top shelf brands?
Ben Davidson: A well stocked bar should have premium examples across
drinks trade 39
Luxury spirits
all spirit categories. The real skill lies in selecting the right balance of superpremium spirits that work within the framework of the business. It’s almost a
case of being a bit spoilt for choice but it’s a healthy sign. The responsibility
is on the bartender, however, to educate his or her customers so that they
can move some of the super-premium and luxury spirits across the bar.
(Barry Chalmers, Nick Van Teil, Matt Hewitt, Dean Callan, et al). These
guys have a huge understanding of the whole ‘fine art of mixing drinks’.
DT: What’s a luxury cocktail you can recommend for the winter months?
Ben Davidson: This one I drank whilst celebrating World Cocktail Day.
It’s a delicious heart warmer based in a Scotch Mist that combines
Chivas Regal 18YO whisky stirred with crushed ice and a homemade
apricot and butterscotch syrup with a dash of orange bitters.
DT: What is your opinion of the knowledge level in the front
line of Australian bars on these premium products?
Ben Davidson: I’m very impressed with the level of knowledge of
bartenders around the country. There has been coalescing of spirit and
cocktail awareness of late, driven by a few converging factors. Spirit
brands have been offering product training to bartenders, who in turn
have been reading classic cocktail books and networking on a global
scale. All of a sudden these guys are emailing legends like Dale De Groff
and Gary Regan, networking at BarShow, travelling the world, soaking
up spirits knowledge and becoming this new breed of super bartender
Golden mist
60ml Chivas Regal 18YO
1 bar spoon of apricot and butterscotch syrup
Dash of orange bitters
Stir ingredients with crushed ice slowly in a cut crystal glass.
Add more crushed ice and a shard of dark chocolate.
Premium Bottled Spirits
Premium Spirits Share of Bottled Spirits
Australia, category retail value % share, MAT March 2008
MAT March 2008
Off Premise Retail Value
Ɣ One in 4 dollars spent on bottled
spirits is spent on a Premium
Spirit.
Ɣ Premium Spirits are worth a little
over $500 million in retail sales
annually and have grown by $50
million in the year to March 2008.
Ɣ Premium Spirits are growing at
Premium Spirits Growth Comparison
Australia, % value change on year ago, MAT March 2008
10.6% which is over three times
the total spirits category.
Source: Nielsen Scan Track Liquor, May 2008.
Copyright © 2008 The Nielsen Company
Ɣ Premium Bourbon, Liqueurs and
Scotch make up 74% of all
Premium Spirits retail sales.
Ɣ The fastest growing Premium
Spirit types are Dark Rum, Gin,
Vodka and Liqueurs. These
account for 35% of total Premium
Spirits.
Ɣ Key Premium Spirits brands
include Jack Daniels, Wild
Turkey, Jagermeister, Johnnie
Walker Black, Chivas Regal and
Absolut.
40 drinks trade
Top 3 Premium Spirits Types
Value share of Premium Spirits & Growth
Australia - MAT to
January 2007
Value %
Share
Value %
Growth
Premium Bourbon
32
4
Premium Liqueurs
22
19
Premium Scotch
20
12
Other Premium Spirits
26
13
Source: Nielsen ScanTrack Liquor,
May 2008
Copyright © 2008 The Nielsen
Company
NEVER HAS THE PEAR
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To stock, please contact your Bacardi Lion territory manager, or call 13 15 13
-«ÊÀiÃ«ÃLÞÊUÊÜÜÜ°}ÀiÞ}Ãi°VÊUÊÀiÞÊÃiÊ>`ÊÀiÞÊÃiÊ>`ÊìÃ}Ê>ÀiÊÀi}ÃÌiÀi`ÊÌÀ>ì>ÀÃÊ>`ÊÌiÊyÞ}Ê}ÃiÊìÛViÊÃÊ>ÊÌÀ>ì>À°
I-ÕÀVi\ iÃiÊ-V>Ê/À>VÊµÕÀÊÊ/ÊÌÊÎ£ÉäÎÉän°ÊÊ>Ãi`ÊÊÌÌ>Ê,9Ê""-ÊLÀ>`]ÊÊÛ>ÕiÊ>`ÊÛÕiÊÌiÀÃ
A Drinks Trade promotion
Quality drinks,
quality tools
Issues of responsible serving, and consumption,
of alcohol have never before been so under the
spotlight. Coupled with the rising costs of good, the
frontline made up of our bar staff and retailers are
under increasing pressure to protect the business
and deliver quality service to the customers. Here
are a couple of areas we can focus on to not only
prevent stock losses, but protect the staff, the
licensed premises and ultimately the consumer.
it’s the later, it may be a while before you realise
there are a couple of heavy hands behind your
bar. The consumer meanwhile could be more
than happy with his or her extra 5-15ml each time;
but it’s more probable they would prefer to get
the drink they ordered and have the confidence
they know how much they’ve had to drink.
Training & tools
Stocktakes instituted regularly can be the alert
management needs to variances between stock on
hand and that which is sold; but rarely does it tell
the full story on where, what or why these variances
occur at the end of a trading period. Recorded
errors, breakages, theft (freebies or cash) can make
it hard to keep track. Whilst running a pretty tight
bar operation to watch for such occurrences closely,
there’s nothing potentially more demoralising to
staff than to be accused of theft and freebies.
As a bar manager or licensee, working closely with
your bar staff is the key. Offering them the right
tools, be it the pourers or the training, is essential
in developing an efficient and accurate bar
environment. It takes approximately three seconds
to pour 30ml of alcohol, so the volume waste from a
simple one second over-calculation by the bartender
free-pouring can amount to 10ml extra in the drink,
in literally a single second. That outcome is often
from no intent from the staff member other than
to ‘be seen to be doing the right thing’. Education
is so important, but so are the right tools.
Over-pouring:
In establishments where the theatre of bartending
and the operation of the bar means that free-pouring
is the norm, over-pouring can constitute a serious
issue for the licensed premise. These bars rely on the
experience of trained staff to do the job properly, and
so does the consumer. Bartenders working for tips do
not want to be under-pouring, so when the correct
30ml nip is not met exactly, the likelihood is that it will
result in an over-pour rather than an under-pour.
These variances will be picked up either by a
keen eyed bar manager or in your stocktakes. If
42 drinks trade
A poor workman blames his tools? When
playing with your bottom line and some
significant stock losses it’s not about playing
blame games, it’s about fixing the problem,
and poor tools are a real problem.
Consumers go back to particular places because
they expect a certain level of quality, ambience
and service. Australia’s bar scene is rich in
bartending talent and quality bars, the danger
being faced is that the bar is set high and once
patrons start to experience inconsistency they
often look elsewhere to have their needs fulfilled.
Solutions
Uber Bar Tools, an Australian design and manufacturing
company, has spent over five years researching
the issue of over pouring and finding solutions to
this perennial problem. Michael Silvers, managing
director, makes the following observations.
“Yes, over-pouring is an unseen problem when
serving alcohol, such accumulated stock losses
have a detrimental effect on a venue’s profitability,
particularly when operators are starting to look at all
means to drive down costs in a tightening market”.
Über Bar Tools are designed in Australia by
ProDesign and are bar tools specifically designed
for professionals. ‘Uber’ means super, extraordinarily
good in German; ‘THE BEST OF THE BEST’.
Much like a chef carries their own personal equipment,
mixologists work with quality bar tools; tools that can and do
withstand use in highly pressured commercial environments.
The adage: “A tradesperson is only as good as the
tools that they use” is just as true today in the
21st century as it was in the 18th century when
the expression was first used. Good drinks start
with good ingredients and great bar tools!
Whether it’s the ProFlow™ pourer, ProJig™ multimeasure jigger, ProStirrer™ stirrer, ProCheck
pour test kit; our products are built to last.
Über Bar Tools are premium priced products; as
excellence is not only an investment in long term
value but the pleasure and enjoyment of owning
something that helps get the job done, well.
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ppp'n[^k[Zkmhhel'\hf
[^k[Zkmhhel distributed by:
Synergy Merchandising Pty Ltd.
Ph: 02 9417 6977 | Fax: 02 9417 6155
Email: [email protected]
NSW liquor licensing
New
state
of play
Recent changes to
the New South Wales
liquor licensing
legislation, due to take
effect on 1 July, have
been met with a mixed
response, as Lauren
Moorhouse reports.
C
hanges to New South Wales Liquor licensing laws have been
greeted with applause by small businesses in Central Sydney,
after a month of free forums were held around the state.
Throughout April, the NSW Office of Liquor, Gaming and Racing has
been holding open meetings to explain the amendments to the existing law
with the hopes of quelling fears voiced by local business owners and local
community that the changes will only cause more alcohol-induced violence
and create an unfair playing field between hotels and small bars.
“I attended the presentation of the Office of Liquor and Gaming last week and am
confident that the draft reform will impact both current and future licensed premises
in a positive way,” said Daniel Sofo, owner of the Firefly Winebar in Walsh Bay.
Mr Sofo added, “There will be more competition, but competition is healthy.
Competition means an improved standard, and more choice for the consumer.”
The changes to the existing law mean that small bars will be able to obtain
a licence to serve alcohol without having to provide food. It would also cut the
licence fee down from $15,000 to $500 for a small bar and $2000 for a hotel.
Antony Jones, manager of Bar Europa commented that “It will encourage
people to come into the city and add to the economy to make the city more
metropolitan, making them stay around instead of heading back to the suburbs.”
Responding to opposition arguments that the reform would cause
an uneven playing field, Mr Jones added, “If everyone worried
about their competition, nothing would ever get done.”
In addition to small businesses, reaction from other sectors has also been positive.
The campaign to have the existing laws changed has seen supporters from all
areas of society including parliament members and local ‘grassroots’ movements.
Independent MP Clover Moore successfully campaigned in November last year
to create a change in the liquor licensing system in Sydney. When news of the
announcement broke, she said, “I strongly support the Liquor Bill 2007, for which
there is overwhelming community support. People from across New South Wales
lobbied hard in support of reform. Their message is that it is time for a change.”
Jonathon Larkin was part of the team behind the online ‘grassroots’
movement, Raise the Bar, which asked the public to call local MP’s and let
them know they supported the change. In one day, Raise the Bar managed
to attain their target of sending 5000 ‘e-drinks’ to their local MP’s.
“Obviously we’re happy,” said Mr Larkin. “People have really taken to the
campaign quite whole-heartedly. We were trying to push for a bigger mix of
venue sizes. We feel that smaller venues meant more responsible alcohol
situations leading to more responsible enjoyment,” said Mr Larkin.
One group that is against the proposed changes is the Australian Hotels
Association (AHA). Speaking on ABC Radio after the announcement of the
amendment, the AHA NSW deputy CEO David Elliott spoke of his concerns that
the law change will not solve community issues of alcohol-related violence and
create an uneven playing field between hotels and the new boutique bars.
Recently, the AHA were contacted but declined to make further comments on the matter.
Responding to critics of the reform, Mr Larkin added, “We disagree
with the general idea of more licences will lead to more alcohol related
violence. We are trying to change the type of drinking that’s occurring”.
The amendment to the law takes effect on July 1, 2008.
drinks trade 45
NSW liquor licensing
New liquor laws FAQs
From the NSW Office of Liquor,
Gaming and Racing website
aware of a liquor licence proposal and can discuss that with the applicant.
The process will be relatively straightforward compared with the
existing social impact assessment under the current Act – particularly
where there are no local concerns about an application.
Q: Off licence (retail) applicants are currently required to complete a
Category A social impact assessment (where the applicant is applying
to remove an existing licence within a certain distance and will not
be increasing the licensed area by more than 10%) or a Category B
assessment for all other applications. Will these requirements remain?
Q: I have a restaurant licence with a dine-or-drink authority that
was granted in the last 12 months. At this stage I have paid 25% of
the fee, with the remaining 75% required to be paid after 30 June
2008. Will I be required to pay the outstanding amount?
A: No. An application for a new packaged liquor licence (to operate a bottle
shop) or to remove this type of licence will instead require a category B
community impact statement (CIS). Community impact statements will be
quite different from social impact assessments – for example, there will
be no requirement for the applicant to produce statistical information. The
same CIS process will apply irrespective of any change in the size of the
licensed area of the bottle shop or how far the licence is being removed.
A: No. From 1 July 2008, all current restaurants with a dine-or-drink authority will
automatically become an on-premises licence (restaurant) and will be endorsed
with a ‘primary service authorisation’ (under section 24(3) of the new Act). This
allows on-premises licences in relation to a restaurant to sell or supply liquor
for consumption on the premises otherwise than with, or ancillary to, a meal.
Any remaining dine-or-drink authority fees due after
30 June 2008 will not need to be paid.
Q: I operate a bed and breakfast and would like to serve alcohol to guests.
When the new laws commence will I be able to apply for a liquor licence?
Q: If I lodge an application for a restaurant licence prior to 1 July 2008 I
understand that my application will be dealt with under the current Liquor
Act. The application fee for that licence is $50 and the fee on grant is $450.
Will I have to pay the $450 if the licence is granted after 1 July 2008?
A: From 1 July 2008, bed and breakfast (B&B) establishments will be able
to sell liquor without a liquor licence as long as they meet specified rules. A
B&B is defined in the new laws as premises that provide temporary guest
accommodation (but not dormitory-style accommodation) and where:
the establishment is operated by the permanent residents of the establishment, and
meals are provided for guests only.
A general exemption from the need to hold a liquor licence is given for
a B&B as long as the following requirements are complied with:
w n
o more than eight adult guests are staying overnight,
w no service of liquor to minors,
w the liquor being supplied has been purchased by the
owner of the B&B from a retail source,
w the sale or supply of liquor is ancillary to the
provision of accommodation or a meal,
w any person that serves liquor to a guest must have
successfully undertaken RSA training and
w the Authority must have been notified using the
required form that alcohol is being sold.
B&B operators who have more than eight adult guests staying overnight
will be able to apply for an on-premise liquor licence to sell alcohol.
Q: The new laws allow wine producers to sell their products at a
producers’ market or fair. Clause 23 of the draft Liquor Regulation 2008
requires at least 10 stalls at such a market or fair. Does this number apply
only to wine producers, or does it apply to all types of producers?
A: The new laws will allow wine producers to sell or supply the licensee’s
product at a producers’ market or fair that has a minimum of 10
producers displaying their produce. The use of the word producer
here applies to all types of producers – not just wine producers.
Q: I wish to apply for a licence to sell liquor by retail only via the internet
and telephone. Do I require a “packaged liquor licence” under the new
Liquor Act, and do I need to submit a community impact statement (CIS)?
A: Yes. A packaged liquor licence will be required to sell liquor via the internet or
telephone. The new Liquor Act requires a CIS for any application for a packaged
liquor licence. The CIS process is designed to be simple and cost effective – while
ensuring that key stakeholders (such as police, residents and local councils) are
46 drinks trade
A: Yes. Any application lodged prior to 1 July 2008 will be dealt with
under the current Liquor Act and the fee that is payable on grant will be
required to be paid. Unlike dine-or-drink authorities (where the requirement
is that at least a quarter of the fee is payable on grant) the full amount
of the fee must be paid for the granting of all other applications.
Draft guidelines on intoxication,
liquor promotion and advertising
Disclaimer: The draft guidelines on the definition of intoxication is at the consultation
stage. The guideline will be implemented 1 July 2008 and you are invited to
comment or make suggestions on the guidelines on June 20 2008.
To comment, please contact Lucas Ho on 02 9995 0846 or email [email protected]
It is against the law for a licensee to serve an intoxicated person
alcohol on licensed premises. After drinking alcohol a person may
be intoxicated if he or she displays sign/s that include:
Speech - Slur words, talk in rambling or unintelligible sentences,
are incoherent or muddled in their speech.
Balance - Are unsteady on their feet, stumble or bump into people or
objects, sway uncontrollably or cannot stand or walk straight.
Coordination - Fumble to light a cigarette, have difficulty in counting money
or paying, spill or drop drink, have difficulty in opening or closing doors.
Behaviour - Become rude, aggressive, or offensive, are unable to
concentrate or follow instructions, become boisterous or pester others.
Unacceptable liquor promotions and advertising
that will be prosecuted:
w M
ore than one free alcoholic drink per patron per visit, eg Ladies drink free,
Games, challenges or like activities that involve alcohol consumption
w or alcohol as a prize, eg Toss the Boss and Beer Pong,
w Free alcohol for a period of time, eg Free drinks until first
point scored [in a telecasted sports event]
w Free alcohol with purchase, eg Two for One, Buy One Get One Free.
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Survey
LMAA trade survey
As the LMAA on-premise survey starts
for 2008, here is a rundown on the status
and develop of the LMAA surveys.
Background
In 2006, the Liquor Merchants Association of Australia (LMAA) commissioned
the first in the new wave of trade surveys. The priorities were simple:
Catalyst Research, the agency commissioned to manage the survey have
strong expertise in survey design and analysis. Their key driver analysis enables
sponsors to focus on the most significant factors underpinning trade satisfaction.
1. Obtain feedback from the trade as an input into supplier improvement initiatives
How it’s done
2. Have an industry-driven initiative in order to
w Reduce the number of surveys
w Spread the cost across multiple sponsors
The on-premise survey starts in July and off-premise in October. Sponsors submit
lists of their top customers and these lists are consolidated into a single file. LMAA
sends letters announcing the study and our field team contact customers to book
appointments. We interview a cross section by geography and outlet type. Face
to face interviews are held at the customer’s premise and150 of the biggest onpremise and 150 of the biggest off-premise customers will be interviewed in person.
Feedback is also gathered via Drinks Trade magazine. On-premise
businesses are asked to fill in the wine or beer/spirit/RTD survey (or both) in this
month’s edition. The survey takes approximately 10 minutes and is a chance
for on-premise buyers to have their say in driving industry improvements.
Finally, LMAA and Catalyst Research are working with a number of
trade and banner groups and associations to gather feedback via their
conferences. This is an opportunity to collect feedback from a broader group
of respondents and to share survey results with important customer groups.
3. Provide a platform to give respondent feedback on survey findings
The liquor industry continues to evolve quickly. It is vital that
suppliers obtain clear, independent customer feedback. That
is what the LMAA trade surveys are all about.
What’s different?
There are a number of ways in which the LMAA trade surveys differ from other
research. Firstly, this is an industry driven approach. Most of Australia’s
major liquor companies are study sponsors. They have input into what
questions are asked and who should be consulted. Sponsors are encouraged
to help us ‘get it right’ and reduce the need for additional studies.
Secondly, significant feedback is obtained via face-to-face interviews
with Australia’s biggest liquor buyers. These customers account for a
disproportionately high percentage of liquor sales. Face-to-face interviews are
an ideal way to capture supplier ratings and obtain qualitative feedback on:
w Which suppliers are best, and why
w Where improvement efforts should be focused
Most face-to-face interviews are conducted by experienced industry consultants
who can gain access to senior buyers and understand the feedback they give.
The interviewer team is lead by Eddie Fazal, who has management experience
across beer, wines and spirits. Many respondents allow us to attribute their
comments, which heightens the actionable nature of the feedback.
48 drinks trade
What’s new this year
The survey has been tracking supplier performance on encouraging
responsible alcohol consumption for three years now. Our team is
staying on top of industry developments by including a question on the
new tax treatment of liquor products in the 2008 Federal Budget.
We know that suppliers go to market in different ways to sell wine,
beer, spirits and RTDs. The 2008 survey has been evolved to reflect
this and to capture the right competitor set for each category.
A new approach is also being taken to obtain even more
specific company feedback on improvement opportunities. It
will be an exciting year for the LMAA trade surveys.
Stay tuned for more details.
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Off-premise
Picking up more often
That’s the challenge so many of us face - how do we make sure we optimise sales opportunities and
get the greatest return for our effort? Consumer behaviour experts, Clutch, explore the answers.
M
uch has changed in the off-premise landscape with the entry of
many new trading banners, an onslaught of national chains and the
increasingly battered independent bottle-o fighting to compete.
When you look at the demands that the Australian consumer places on the offpremise channel, the chicken and egg argument is firmly in place. The expectation
of consumers has been shaped by the aggression of many retailers and the
constant trade offs consumers make between service, convenience and price.
In the end, these expectations shape the very nature of demand in the channel.
There are those consumers who opt for big box retail in favour of their range and
price, those that enjoy the convenience and community aspect of their local bottle
shop and those dedicated to the experience of driving through to quench a thirst.
So what?
The implications of you knowing the difference are purely financial. If
you are a manufacturer or distributor the cost of misplaced stock is
both economic and relationship based. For the marketer, misaligned
support is wasted effort and money. This waste is not usually due to the
retailer’s inability but rather a lack of clear direction and understanding of
which market they are in and the expectations of their customers.
Any successful retailer will tell you that the key to building a business is to:
1.Know what you are good at;
2.Know who you are good at it with; and
3.Improve the proposition, consistently over time.
So who are some of the different consumers?
We’ve had the opportunity to analyse the demand catchments
of 9321 retailers across Australia and here is the answer.
The analysis uncovered three clear consumer demand profiles that have a
measurable level of influence over trading performance. For the purposes of simplicity
these consumer demand markets are referred to as Leaders, Finders and Followers.
drinks trade 51
Off-premise
Leaders
Leaders
Characteristics and Attributes of Leaders
Characteristics and Attributes of Leaders
Brand Seek a superior and quality brand
Brand Seek a superior and quality brand
Range Looking for good value for money and a range of choices
Range Looking for good value for money and a range of choices
Product Usage Will tend to be buying for entertaining and social interactions
Product Usage Will tend to be buying for entertaining and social interactions
Price Savvy consumers, who will pay for quality, but know a margin stretch
Price Savvy consumers, who will pay for quality, but know a margin stretch
Promotion Offer an exclusive experience for them or to share with friends
Promotion Offer an exclusive experience for them or to share with friends
Number of Aligned Outlets in Australia to Leaders
Number of Aligned Outlets in Australia to Leaders
Independent
Independent
# of outlets (Metro Australia)
329
329
# of outlets (Non Metro Australia)
35
35
Integrated
Integrated
2,556
2,556
756
756
National
National
323
323
28
28
The Retail Outlets Best Aligned to Leaders
The Retail Outlets Best Aligned to Leaders
Independents Cellarbrations, Liquor Barons, Porters & IGA
Independents Cellarbrations, Liquor Barons, Porters & IGA
Integrated Booze Bros, Pubmart &, Sip n Save
Integrated Booze Bros, Pubmart &, Sip n Save
National Chains BWS, Liquorland & Vintage Cellars
National Chains BWS, Liquorland & Vintage Cellars
Finders
Finders
Characteristics and Attributes of Finders
Characteristics and Attributes of Finders
Brand Seek a superior and recognised brand
Brand Seek a superior and recognised brand
Range Looking for high profile and/or quality alternatives
Range Looking for high profile and/or quality alternatives
Product Usage Will tend to be buying for social events & home consumption
Product Usage Will tend to be buying for social events & home consumption
Price Attracted to specials and will often buy in bulk
Price Attracted to specials and will often buy in bulk
Promotion Offer price or “try before you buy” incentives
Promotion Offer price or “try before you buy” incentives
Number of Aligned Outlets in Australia to Finders
Number of Aligned Outlets in Australia to Finders
Independent
Independent
246
246
31
31
Integrated
Integrated
909
909
624
624
National
National
217
217
26
26
The Retail Outlets Best Aligned to Finders
The Retail Outlets Best Aligned to Finders
Independents Chambers Cellars, Bottlemart & Liquorstop
Independents Chambers Cellars, Bottlemart & Liquorstop
Integrated Bottlemart, Liquor King & Liquor Stax
Integrated Bottlemart, Liquor King & Liquor Stax
National Chains Dan Murphys, Woolworths & Safeway
National Chains Dan Murphys, Woolworths & Safeway
So what can you do now?
When you know which consumers you need, your off-premise sales and marketing
efforts become simple. Not only can you align the brand, price and promotion but
you have a clear list of priority retail outlets that will give you maximum sales.
As a manufacturer or distributor, the end result is about making sure
that you are getting the most out of your field sales force; selling the right
products, to the right retailers, with the right promotional support.
As a retailer, it’s about ensuring that what you stock is
directly aligned to who you are good at selling to.
52 drinks trade
You want to sell more and this is a clear path for making sure you know what,
where and how - removing the guess work and giving you better sales, faster.
Research cited in this article has been provided by Dr Colin Benjamin of the Horizon Network.
Contact:
Vanessa Sheppard, Clutch Pty Ltd
P: 1300 724 936
E: [email protected]
W: www.clutch.com.au
AMPLIFY
YOUR SALES
GE
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IN YOUR VENUE
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THOMSON’S LIQUOR GUIDE
DRINKS
CATALOGUE
2009
NEW LOOK … NEW FORMAT … BETTER THAN EVER … MORE INFORMATION …
NEW EASY CATEGORY TAB SEARCH
ESSENTIAL BUSINESS TOOL FOR THE LIQUOR INDUSTRY
KEEPING YOU AND YOUR STAFF IN-TOUCH AND IN BUSINESS
PRODUCT, PRICE, PACKAGING & DISTRIBUTOR CHANGES IN
A FLASH ON WWW.LIQUORGUIDE.COM.AU
Thomson’s Liquor Guide, firmly established as the Australian Liquor Industry’s information bible, is now publishing its most comprehensive and updated catalogue to date.
The exciting new look 320-page volume provides essential buying and sourcing across all categories on all
brands, liquor suppliers, manufacturers, producers and distributors of liquor in Australia. Additional interesting
facts, figures and listings will also form part of the exciting Thomson’s Liquor Guide format.
Managing editor, Wendy Grabe, who has compiled the directory for the past six years, said the recent acquisition of the Thomson’s Liquor Guide by the Liquor Merchants Association of Australia (LMAA) has enabled
the publication to forge ahead and capitalise on the powerful data collation synergies made available by the
LMAA. “In essence, the catalogue has found its natural home”.
With more than 12,000 local and imported products listed, including packaging, size,
wholesale price and supplier details, Wendy Grabe believes the catalogue is the most
comprehensive liquor catalogue available in Australia.
The new layout of the directory will be as clean and uncluttered as possible, making it attractive and easy to
use - especially for the professional in the industry who needs access to information without any fuss.
Vital changing information pertaining to new products & releases, pricing, distributor and vintages are updated
on a monthly basis via the supporting interactive Thomson’s Liquor Guide website, www.liquorguide.com.au,
ensuring that users are kept current with changes in the industry, 24 hours a day.
The only drinks catalogue to keep you updated on all products, prices and industry suppliers
‘Who supplies what’ and
‘Where to find it’
Beer, wine spirits, RTD’s
The most comprehensive listing of products for the
Australian drinks trade.
Publication supported by a fully interactive website.
WINE
Orde
Over 12,000 product listings
r tod
ay
Comprehensive supplier and wholesaler directory
BEER
Wholesale price and packaging information
Beer, wine, spirits, RTD’s plus other
beverages by brand
Industry statistics and tax guidelines
Australian wine producers by GI
Drinks services and supplies directory
ITS
SPIR
Calendar of events
Local and international top performers
Interactive website www.liquorguide.com.au with
rapid search and sort facility
New products & releases updated on
website every month including changes to price,
package/size and vintage
Principal product and price catalogue for
hotels, pubs, clubs, liquor stores, restaurants
and buying groups
Thomson’s Liquor Guide Subscription Order
Tax invoice (ABN 26 001 376 423)
I wish to order one years subscription to Thomson’s Liquor Guide and Drinks Trade (six editions) with full access to Online LiquorGuide for $180*
I wish to order one copy of the Thomson’s Liquor Guide 2009 annual catalogue ONLY for $110 including GST
*(Includes current Thomson’s Liquor Guide plus a copy of the NEW 2009 annual catalogue release date December 2008)
Prices include GST
MR/MRS/MS
PAYMENT DETAILS
BUSINESS NAME:
(PAYABLE TO THE LIQUOR MERCHANTS ASSOCIATION OF AUSTRALIA)
POSITION:
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PHONE:
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FAX:
TYPE OF CARD: m MASTERCARD
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www.liquorguide.com.au / www,liquormerchants.org.au
For further information call 02 9415 1199
VERIFICATION CODE EXPIRY DATE:
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________________
Enjoy rEsponsibly
In focus off-premise customers
Independent Liquor Group (ILG)
Liquor Marketing Group
DT: How and where do you sell liquor – e.g. through
a retail store, mail order, internet orders, member
catalogues and special deals, nationally etc?
As a Group we sell liquor via retail outlets on a national basis
and communicate our offers through various mediums ie
print, television, radio, web and catalogues. Independent
research indicates that we have the most comprehensive
marketing package of all independent groups.
DT: How many stores do you have?
Across the various banner groups
associated with LMG we have 1300 members
Drinks Trade: How and where do you sell liquor?
DT: What is your business strategy?
ILG stands proudly in the liquor marketplace as a business with a large and loyal
group of shareholder members who are supported by a financially strong organisation.
ILG has over 1200 members throughout New South Wales and Queensland. Our liquor is distributed from our NSW warehouse at Erskine Park to over 1000
independent retail outlets throughout NSW. Our Queensland warehouse at
Richlands supports over 200 outlets within Queensland and Northern NSW.
We offer our bannered groups fortnightly promotions which
are supported by advertising in mainstream newspapers, and
catalogues offering special deals and bonus buys.
We will continue to find ways to deliver better pricing and services to independents in
order to remain relevant. The best way to achieve this is to encourage independent
operators to act collectively by joining major promotional banner groups and buying
through a wholesaler like ILG. Banner Groups are an important area of our business and
much work is currently being done on the review of current and future branding needs.
Continued expansion into Queensland will be at the forefront of our
plans for 2008. We are receiving requests almost daily from former
NSW shareholder members who have relocated to the sunshine state
and are looking to secure ILG as their preferred liquor supplier. Further expansion of our member-exclusive brands will continue
in 2008 The focus also means we will provide quality service for
our members, recognise their importance to our business. We believe this is a positive direction for the co-operative
and will provide a cost effective distribution network that allows
independents to effectively compete in today’s market.
To increase the sales and profitability of our members via an extensive
marketing program with strong retail execution initiatives.
DT: What are the purchasing needs of your business and how are they met?
Members purchasing needs are to obtain the required stock, on time and at
a competitive price. To facilitate this we have our own warehouses in most
states (HLW ) and are major shareholders in the SA warehouse (SALD ). This
gives us greater flexibility to meet member needs. We also, through our strong
supplier relationships, negotiate deals and promotional activity to ensure that
we are both competitive and deliver the required margin to the members.
DT: Who is your target market?
Our target market is primarily young males (18 to 24) and as a secondary group
35 – 50 year old males. Our focus is on convenience and experience.
DT: How is the purchasing of liquor managed within your store/group?
Members either purchase through Group warehouses or
directly from the supplier (principally beer).
DT: What is your approach towards customer satisfaction?
Our attitude is that member compliance to the promotional activity is paramount
to delivering consumer satisfaction. We work with our members to deliver
the best possible retail solution to enhance the shopping experience.
DT: What are the key strengths of your business?
DT: What is your approach to staff training?
The co-operatives business structure is one that sees all profits returned to its
members. It is obviously a fantastic opportunity for independent operators. They benefit from very competitive wholesale pricing as well as receiving
annual patronage rebate of surplus co-operative funds. This is an area of
our business I believe is not widely enough understood or appreciated but is
something ILG intends to better convey to the marketplace going forward.
The IT department within ILG has rightly won praise from all levels of the
business community. Shareholder members and suppliers alike have benefited
from our market leading technology that allows easier ordering over the
internet as well as providing helpful information on a range of topics including
invoicing history, current specials. This function is set to expand even more
as ILG reinvests more resources into this import part of our business.
We believe that staff training is critical to the success of any service business.
We previously ran a comprehensive program called the Academy of
Excellence which was attended by the majority of members at that time.
We are currently compiling a ‘best practices’ manual for stores and are
engaged in negotiations for an accredited retail training course.
The overall strength of the national membership supported by strong retail banners
with extensive marketing programs combined with a highly skilled team of people
dedicated to achieving success. We are also a ‘not-for-profit’ organisation which
ensures that we make maximum use of the funds on behalf of the members.
drinks trade 57
Where would you go to find some
IRELAND
Kylemore Abbey, County Galway
In April 2007, Suntory Australia inherited the reputable global brands, Glenfiddich, Grant’s and
The Balvenie.
The addition of these great whiskies strengthens the diversity of the Suntory portfolio which now
includes Scotch from Speyside, Islay and Lowland regions as well as Japanese and Irish whisky.
TULLAMORE DEW
GLENFIDDICH
THE BALVENIE
Tullamore Dew can be traced back to 1829
when Michael Molloy founded the Tullamore
Distillery in Tullamore, County Offaly. Ireland
lays claim to being the inventors of whiskey as
it is known today. It was the Irish monks that first
distilled their “Water of Life” in the 6th Century
AD. In fact the word ‘whiskey’ is derived from
the Irish word ‘Uisce’ (pronounced ‘ish-kee’).
William Grant always understood the inextricable
link between good whisky and good water.
That’s why, back in 1886, he only began building
his distillery once he had secured a water
source, the bubbling natural springs called
Robbie Dhu. On Christmas day in 1887 the
first spirit flowed from the stills and the “best
dram in the valley” still flows four generations
later. The Glenfiddich 12 Year Old is William
Grant and Sons signature Single Malt Scotch
Whisky, and continues to produce other award
winning whiskies such as the 15YO & 18YO,
with the fine and rare whiskies aging 21YO,
30YO, 40YO and the limited 50YO.
In early 1892 work began to convert an 18th
century mansion - Balvenie New House - into a
distillery. The Balvenie New House had been
purchased by William Grant in March of the
same year. The building took fifteen months
to complete and on 1st May 1893, the first
distillation took place at The Balvenie Distillery.
Tullamore Dew is typically aged for between
four and seven years in used bourbon, port and
sherry casks, this together with time, adds the
final touch to the flavour. Tullamore Dew also
has a 12YO in the range for the ultimate, smooth
Irish Whiskey.
Nowhere else will you find a distillery that
still grows its own barley, still malts in its own
traditional floor maltings and still employs
coopers to tend the casks and a coppersmith
to maintain the stills. The Balvenie is enjoyed
in Australia through the 12YO Doublewood,
Portwood 1993 and 15YO Single Barrel.
FOR FURTHER INFORMATION VISIT CLUBSUNTORY.COM OR CONTACT YOUR LOCAL SUNTORY REPRESENTATIVE:
NSW/ACT
T 02 9663 1877
VIC/TAS
T 03 9329 5851
QLD
T 07 3308 9100
SA/NT
T 08 8351 5055
TAS
T 03 6231 6255
WA
T 08 9455 2477
of the finest whisky in the world?
SCOTLAND
Eilean Donan Castle, Loch Duich
JAPAN
Kinkakuji Temple, Kyoto
With the introduction of the William Grant & Sons Ltd portfolio, Suntory proudly distributes
over 50% of the single malt whisky market in Australia*.
So where would you go to find some of the finest whisky in the world?
We would hope you would come to us.
* IWSR 2006
BOWMORE
LAPHROAIG
YAMAZAKI
Since 1779, Bowmore Distillery, one of the
oldest in Scotland, has stood on the shores of
Loch Indaal, on the Hebridean Island of Islay.
Its close proximity to the sea is vital in determining
the final character of Bowmore Islay Single Malt
Scotch Whisky, as is the strict adherence to the
traditional production methods handed down
to Morrison Bowmore Distillers Ltd in 1963,
by its four previous owners.
Established in 1815, Laphroaig, pronounced
“La-froyg”, is a Gaelic word meaning
“the beautiful hollow by the broad bay”.
In making Laphroaig, malted barley is dried
over a peat fire. The smoke from this peat, found
only on Islay, gives Laphroaig its particularly
rich flavour. Laphroaig is best savoured neat,
or with a little cool water. Roll it around on your
tongue. Release the earthy aroma of blue peat
smoke, the sweet nuttiness of the barley, the
delicate heathery perfume of Islay’s streams.
It is as unique as the island itself.
In 1923, Shinjiro Torii, the founder of Suntory
and the father of Japanese whisky, built
Japan’s first malt whisky distillery in the
Vale of Yamazaki. Using copper pot stills,
the Yamazaki distillery was the first of its kind
outside of Scotland. The distillery’s location
on the outskirts of Japan’s ancient capital
of Kyoto offered pure waters, diversity of
climate and high humidity - the ideal environment
for the maturation of good whisky.
Currently we enjoy the Bowmore Legend and
12YO and from May this year the Bowmore
18YO voted Best of Show and Double Gold
Medal Winner at the 2007 San Francisco
World Spirits will make its debut in Australia.
Laphroaig locally is offered in the beautifully
smoky 10YO or deeper and more complex
Quarter Cask expression.
Today, Yamazaki 12YO is enjoyed by Australian’s
and whisky connoisseurs the world over.
In focus off-premise customers
Porter’s Liquor
DT: How and where do you sell liquor – e.g. through a retail store, mail order,
internet orders, member catalogues and special deals, nationally etc?
To become Australia’s pre-eminent wine and liquor retailer by
delivering drinkers of wine, beer and spirits a unique range of
beyond the ordinary product as well as the major brands.
Porter’s satisfies the needs of those customers with a level of
knowledge and service which is unsurpassed and at value prices.
‘We Know…’
We know wine, beer and spirits. How they go together, what’s new,
what’s classic and how you can get the best out of them.
We know service, value and specials. How to treat our customers with
the respect they deserve and how to go over and beyond for them.
We are an independent banner group of NSW/ACT liquor retail outlets.
DT: What are the purchasing needs of your business and how are they met?
DT: How many stores do you have?
We prefer our stores to purchase directly from suppliers. However, if it is
not plausible then our business is tendered to various wholesalers.
There are 26 stores within our group
60 drinks trade
DT: Who is your target market?
ensure our staff presents the right face and the ‘We Know…’ image of Porter’s.
Customer service training and wine education courses are frequently offered. Staff is
also welcome to attend the Porter’s monthly tastings to improve their wine knowledge.
Drinkers with above average taste in wine, beer and spirits and
looking for more than just the ordinary, but at value for money
prices, and with sound and knowledgeable advice.
DT: How is the purchasing of liquor managed within your store/group?
Our stores do their own purchasing. It is up to them to decide how much they
will need of products on promotion and to place their orders accordingly.
They are free to purchase additional un-promoted products to adequately
service their local area. Individuality is one of the strengths of our group.
DT: What is your approach towards customer satisfaction?
Without customers there is no success. Thus, we take customer service at
Porter’s very seriously. Our strategic plan includes our customer pledge.
Porter’s satisfies the needs of those customers with a level of
knowledge and service which is unsurpassed and at value prices.’
‘We know service. How to treat our customers with the respect
they deserve and how to go over and beyond for them.’
Satisfied customers equals profitable business
At our AGM in October 2007, the following points were noted
by our members as the strengths of Porter’s;
w
w
w
w
w
w
w
w
w
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Experience
Expertise
Service
Responsive
Flexible
Diverse
Generally owner operated
Premium without price
Well presented
Well rounded
Woolworths Liquor, Coles Liquor, Independent Brands Australia, Mike Gordon Liquor
Legends, Kemeny’s and Coogee Bay Liquor were also invited to answer our questions
for this In Focus topic. They were unable to participate on this occassion.
DT: What is your approach to staff training?
Porter’s store staff is the face of the Porter’s brand for our customers. It is critical to
Camus X.O. Elegance
To create the rich palate and
heady aromas of Camus XO
Elegance, our Cellar Master
called on eaux-de-vie from
exceptional vineyards, with a
strong presence of the signature
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unique bouquet of floral aromas,
ringed with dried fruit, liquorice
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Camus XO Elegance is in perfect
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Camus Extra Elegance
The beauty of the Camus Extra
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Rich and highly complex, it marries hints dried violets with tobacco, leather and walnut notes,
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Camus Extra Elegance is a
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Camus Borderies XO
The Borderies region is the
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palate, persistent and lightly
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Try a glass for a truly new cognac
experience.
mcguiganwines.com.au
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Peter Hall
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Principal,
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Stephen Swift
Executive director, Australasian Associated Brewers
Inc
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Practical partnerships
Points of difference
I recently had the honour of addressing the International Convention
of the Institute of Brewing and Distilling Asia Pacific, convened in
Auckland, New Zealand. The convention attracted a wide audience
including brewing and distilling industry representatives, advocacy
groups, health and regulatory academics and government officials.
As regulatory and policy issues become more prominent, it is
forums like the Brewing and Distilling Convention that provide a
perfect opportunity for the Associated Brewers, a policy-based
organisation, to have our views considered by experts from a wide
background. In light of several regulatory proposals currently being
considered in Australia and New Zealand, it was fitting that I use my
address to review the current state of alcohol policy and regulation
across the two countries (copies of the full speech available from
the Associated Brewers – contact details at www.aab.org.au).
The wider alcohol policy debate can be fairly characterised as a
struggle between two broad regulatory approaches: the ‘Command
and Control’ approach and the ‘Practical Partnerships’ approach.
Proponents of the Command and Control approach typically reject
industry as legitimate stakeholders and believe that industry should be
shunned by decision makers. Similarly, this approach focuses on onesize-fits-all population-based regulatory strategies as a cure-all, which
inevitably fails to recognise that different issues require different solutions.
A hallmark of the Command and Control approach is its belief that
health policy should have automatic paramountcy over other sometimes
competing ambitions, for example, trade, tourism or agriculture.
Command and Control proponents reject the role of consumer
choice, and frequently discount the importance of targeted education
campaigns. Instead, the Command and Control approach shifts
the focus from the ‘important’ work of education and constructing
pathways to prevention to the ‘urgent’ matter of continuous
inquiries and the usual threats of advertising, sponsorship, labelling
and taxation. In contrast, the Associated Brewers advocates a
Practical Partnerships approach to regulation and policy.
We have a strong belief that many large and small businesses in the drinks
and hospitality industry are legitimate stakeholders in any policy debate.
We believe that shaping consumer choice is a realistic aim over time, and
the drinking culture cannot be changed without a focus on consumers.
Consumers are better informed than ever before and are openly cynical of
language that preaches alarm and extremism. They will quickly disengage
from any debate that fails to offer a clear, reasonable and balanced view of
the true state of play; this applies equally to both sides of the policy debate.
It is important to note that Command and Control and Practical
Partnerships are not simply alternative ways of describing the health
lobby and the industry lobby. Rather, they are true descriptors of an
underlying attitude to regulation which can be held by individuals in either
camp. There are many professionals in the population health field who
believe in a Practical Partnerships approach as the most likely means
to an end. An end which we – industry, government, bureaucracy and
consumers –can all agree on: a safe, sustainable drinking culture.
I’ve addressed this topic at many conferences and workshops, and, whilst rehashing
old ground, it is not an area with which many businesses have truly come to grips.
As we all become more marketing focussed it is interesting to see how
the individual business manager comments on his or her own ‘point of
difference’. Those self-same marketers will talk about a USP or unique
selling proposition, that sometimes intangible fact or image component
that differentiates us from everyone else. This whole conversation presupposes that we have a point of difference in the first place.
Uniqueness hasn’t always been a thing that we have striven for – we are more
often pushed either by ourselves or by convention into a style or type that in fact
ensures conformity. At the retail end, being part of a banner group may well be seen
as an essential business tool these days just to compete but if everyone does it, it
isn’t a point of difference any more. There is no doubt that banner group strength
lies in the conformity of its members not in its variation. In fact, a definition of banner
group strength is that it is inversely proportional to the variation within the group.
What does this mean? We are driven in part to conform, yet for marketing
purposes we are driven to be different. How to find the balance is the
real question. Think labeling, marketing, new products, communication
with the customer and consumer from the supplier/wholesaler end.
The key lies in understanding customer expectations. Have a think about
what you require and expect when you are shopping/purchasing. You expect
a minimum set of standards in any business premises – that creates the
sameness. Then you ascertain what makes the business interesting to you
as a consumer – that registers the differences. You then don’t remember the
similarities unless that shop hasn’t conformed to your initial expectations. You
can then see very easily how this operates – on two levels in fact. First, conform
to the norm to get to first base. Then elevate your shopping/consuming public
to new heights by creating the difference. However, don’t concentrate on the
difference until you have set the base parameters for sameness – get it?
Test yourself on this. Go out into any retail, service or indeed professional
business and look at sameness and difference factors. You’ll find very quickly
that you’ll assess the sameness characteristics first – it conforms, it is what I
expect it to be and then maybe you’ll go “that was good” or “that’s looks great”.
Now do the test on your own business, but over time – not solely on one visit.
Do you conform on enough points to allow your customers to find the points of
difference? Only then is it worth promoting these points of difference. If your
stock range isn’t sufficient or your hygiene or presentation is poor, then forget the
point of difference that you were considering; your real point of difference is how
you vary from the base standard and that variation is downwards or negative.
A general measure of consistency, and this is anecdotal rather than quantitative,
is that consumers will allow a variation of 20 per cent from the norm and you can
still be seen as consistent. However this will only work to your advantage when the
variation is of interest to the individual rather than dropping the satisfaction levels of
the consumer. Customers will still come in to see you when it’s busy (in many hotels,
people are a necessary component of ‘atmosphere’) because they know that you
will have things under control, will have the necessary staff and stock on hand. They
will give you some grace (up to 20 per cent) because it’s busy, but not too much.
What would you consider to be your points of difference? Looking at branding
and liquor ads one would think that conformity rules rather than differentiation.
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Terry Mott
Australian Wine and Brandy Corporation
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CEO, Australian Liquor Stores Association (ALSA)
(Wine Australia)
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The big RTD
tax hike – why?
ALSA have been in discussions for around a year with manufacturers
and other drinks sector members regarding the growing community
disquiet and negative perceptions about youth drinking.
While we accept that the link of any product category to the public perception
of youth so-called ‘binge’ drinking may not be based on any well proven facts – it
is none the less real in the eyes of the media and some sectors of the public.
There have been several major government funded studies over the last few
years that have indicated there is no increasing ‘epidemic’ of youth alcohol
abuse however, these have been conveniently ignored over recent months.
The perception has played into the hands of the Federal government
giving them a reason to ‘blame’ RTDs for the perceived youth alcohol
“problem” and apply a massive lift in the taxation on these products.
Unfortunately just like all blunt instruments this alcohol tax could
do little or nothing to curb any real problem – there are no quick
fixes to discourage alcohol misuse particularly by young people.
We suspect it will simply distort consumption into other
forms of alcohol – some potentially riskier than the measured
and labelled concentration of alcohol in RTDs.
There has already been a surge in the sales of full strength bottled spirits
and mixer soft drinks. This is a worrying trend as many young people do
not take the care to measure the amount of alcohol, sometimes simply
topping up a soft drink bottle which could yield variable strength drinks,
without any real understanding or monitoring of what they are consuming.
Some of the advocacy groups are now also realising that the
very thing they had been pushing for, may result in greater harms
than any misuse of any products already on the market.
What can the drinks sector do to tackle any real problem
and to demonstrate responsible behaviour?
ALSA support a well coordinated consumer education and responsible
service of alcohol campaign with governments and the drinks, retail and
hospitality sector working together to build a healthy and safe drinking culture.
We agree that more emphasis needs to be put by government on individual
responsibility and enforcing penalties for individuals who act irresponsibly.
ALSA are actively encouraging state and federal governments to educate
consumers and the community on expectations of responsible alcohol use,
adult role modelling and the expectations of consumers on and around
licensed premises – including underage and secondary supply issues.
ALSA along with other key drinks sector members in the National
Alcohol Beverage Industries Council (NABIC), last week met in
Canberra with Senator Jan McLucas the Parliamentary Secretary to the
Minister for Health (Senator McLucas has alcohol policy responsibility
in the new government) to make these very same points.
ALSA will address these issues and more, in the upcoming
‘Embrace the Future’ ALSA Conference to be held at Palm
Cove from July 20 -26. Come along and have your say on the
important issues that will shape the future of your business.
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Chasing wine aromas
The essence of wine lies predominantly in its colour, aroma and flavour. It is the
seemingly endless diversity of these attributes that keeps the consumer fascinated
with wine. Winemakers are therefore continually seeking new, and rediscovering
old, techniques to enhance varietal character and to positively influence the
sensorially diverse qualities of wine. Biological processes feature heavily among the
many options available to the winemaker to influence how these factors develop.
A case in point - Dr Leigh Francis, principal research sensory
scientist - The Australian Wine Research Institute
“From recent studies carried out at the AWRI on both white and red varieties,
many consumers seem especially attracted to ‘sweet’ aromas such as caramel,
confectionary, raspberry, vanilla or floral. There are some aromas that are liked
by some consumers but disliked by others, such as tropical fruit flavours,
while some aromas appear to be generally disliked. For most aromas there
are at least several compounds acting together that give rise to the flavour.
We have very good evidence that a tested set of consumers will not
have homogenous likes and dislikes. There will be different groups of
consumers within the total set that like and dislike quite different wines,
and it appears that their preferences do not relate closely to demographics
such as age, sex, income, or years of wine drinking experience.
This type of information can be highly valuable to the wine industry as it shows
proportions of consumers in a population who value specific wine attributes. While
we don’t yet have reliable information on cross-cultural differences in preferences,
it is very likely that consumers from different national backgrounds, especially
those from non Anglo-Saxon cultures, would have a different mix of preferences.”
Summary
Consumers expect a safe product, made in an environmentally sustainable
manner, which delivers an enjoyable sensory and social experience. The
wine sector’s challenge is to respond to these consumer sentiments and
deliver products at an ever superior quality/price ratio. Meeting these quality
requirements in the future will require a better understanding of the biology
of human perception, and the relationship between composition and the
production of wine to an evolving market preference and specification.
Checklist
w Wine colour, aroma and flavour are defined by a suite of compounds
derived from the grape berry (including sugars, acids and nutrients).
w Aroma compounds in grape juice are modified by flavour-active
yeasts and bacteria and the associated metabolic activity.
w Primary fermentation, resulting from yeast activity, adds
character to the varietal characteristics of the wine.
w Secondary malolactic fermentation (MLF) de-acidifies and helps
control the acidity and stability in wine and stabilise the liquid.
w Research indicates that MLF influences wine aroma by interacting
with the flavour compounds that distinguish varietal character.
w Chardonnay grape juice (prior to fermentation) has been
identified to have almost 200 different volatile constituents.
w Research indicates that each of these 200 or more constituents
is potentially contributing to wine aroma and complexity.
w Contributed by Wine Australia, for more information on Australia:
world class please visit www.wineaustralia.com/worldclass
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If you work in the drinks industry then you need Drinks Trade. Ensure you and your staff keep in touch with
everything drinks related. Drinks Trade is not a social reporting publication; it delivers business information
for those involved in the drinks industry. From off-premise retailers to the latest bar, Drinks Trade offers you
the insight into the products that your customers want.
w Get the latest industry trends
w Industry leaders opinions
w Overseas news from respected agencies
w Latest government guidelines
w News from your industry
w Consumer buying habits
w Make sure you know what your competitors know; this is the magazine they are reading.
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Subscriptions are payable annually in advance
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Clayton Ford
Rachel Kairuz
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Manager, responsible marketing and innovation
Senior advisor – industry
services,
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trade GS1 Australia
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RTD excise
News of the Rudd Government’s astounding reversal of the
Howard Government’s carefully considered alcohol tax reform
has reverberated overseas as it has back home.
Flying in the face of international evidence, the Australian Health
Minister has promised that this move will address binge drinking
by reducing the consumption of premixed spirits, yet also raise
substantial additional revenue for future public health initiatives.
Putting aside the questions as to the extent of, and any recent increase
in, the problem of youth binge drinking in Australia, and what – if any - role
premixed spirits plays in these questions, a recent review of the international
evidence suggests the Health Minister’s faith is sorely misplaced.
Cornelia Metzner and Luigi Kraus recently published ‘The
Impact of Alcopops on Adolescent Drinking: a Literature Review’,
in Alcohol & Alcoholism (Vol.43, No.2, pp.230-239, 2008).
With regards to the singling out of premixed spirits for particular punitive treatment,
they found that “the literature so far provides no evidence to underpin the arguments
brought forward in public discussions pressing for a special treatment of alcopops”.
They also looked at the experiences of Germany, France and
Switzerland, that each increased the taxes on premixed spirits with
the specific intention of reducing demand, generally among young
people. Their research, perhaps unsurprisingly, revealed that:
“Only for those adolescents who only drink alcopops and
would not drink any alcoholic beverage if there were no alcopops,
a special tax on alcopops would be reasonable.”
Furthermore, that:
“Even though tax measures have been proven to be effective, there is little
evidence that the reduction of a certain drink will influence total alcohol
consumption when the availability of other beverages remains unchanged”
Not only did they conclude that singling out premixed spirits for
punitive taxes had proved ineffective, but also regressive.
“The alcohol industry has long since responded to tax measures with the
manufacturing of alcopops which are wine or beer-based instead of spirit-based, in
order to bypass the alcopop tax law. For example, this can be seen in the results
of a pre-post investigation of the effectiveness of the tax increase on spirit-based
alcopops in Germany: the drop in quantity of pure alcohol consumed in the form of
spirit-based alcopops was for the most part compensated by the quantity of ethanol
consumer in beer and wine-based alcopops. From a preventative viewpoint, this
not only represents a lack of progress, but also a step in the wrong direction.”
Not only does the international experience suggest that such a move is a step in
the wrong direction, but also that the promised $2 billion additional funds for public
health is illusory. The German experience showed that “due to the decline in turnover
of spirit-based alcopops, tax revenue was considerably smaller than foreseen.”
Considering that the ALP Shadow Cabinet, as recently as July 2004, committed
to maintaining the RTD excise rate because “RTDs currently attract an excise at
the same rate as full-strength beer which appropriately reflects alcohol content
and taxing RTDs at a higher rate would be unfair”, and the overwhelming
international evidence that their broken promise will fail to deliver its stated
objectives, the industry is left to question the true motivation behind this tax
slug, and the Rudd Government’s overall support for the hospitality industry.
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Diageo Global
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Humble bar code has a big
role to play
Liquor suppliers and manufacturers may think a bar code is just something they
need to have on packaging so retailers can scan their product at point-of-sale,
but it also can play an important role in combating counterfeiting of products.
The wine industry has become a prime target of counterfeiting, especially
into the growing Chinese market, and even Australia’s iconic Penfold’s
Grange has been the target of wine counterfeiters. Last year Italian police
uncovered a massive international wine counterfeiting ring and in Georgia
counterfeit wine posed a serious health hazard. In this environment product
security and traceability is increasingly important and the Global Trade
Item Number (GTIN) along with additional identifiers is the foundation
of tracking and tracing products throughout the supply chain.
The key to cost-effective and efficient traceability is to apply
one global standard - the GS1 System is the most widely
accepted global standard that allows all supply chain participants
to communicate in one global language of business.
You can learn more about the supply chain, GTINs and the role
the GS1 System plays in your industry at a GS1 Australia education
and training session. GS1 Australia offers four different training
modes that are convenient even for the busiest of schedules.
Members can select from:
w Classroom training sessions
Traditional classroom training sessions offer the opportunity to learn from
expert instructors. Classes run throughout the day and allow new and existing
members to gain better insight and understanding of the GS1 System.
w Online courses
For members who find it difficult to travel to a classroom, GS1 Australia
training is as close as the internet. An online training tool, GS1 LEARN allows
members to take a series of courses on essential supply chain concepts study
anywhere and at their own pace, 24 hours per day, seven days a week.
w Web-interactive training
New members can take advantage of GS1’s web-interactive training, or
‘webinars’ for an introduction to the GS1 System and all the information and
tools needed to print barcodes on their products. The introductory multimedia
presentation connects participants with a GS1 expert live via a telephone
conference call, while following the presentation on the web page.
w Sessions at GS1’s Supply Chain Knowledge Centre
Nothing can quite compare with the impact of a day spent at GS1 Australia’s
Supply Chain Knowledge Centre, which delivers a number of supply chain learning
programs specifically developed for small, medium and large enterprises.
For more information on GS1 Australia’s education and training
visit www.gs1au.org or telephone 1300 366 033.
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Jonathan Casson, Partner
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Holman Webb Lawyersdrinks trade
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Enjoying
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Parallel importing
Custom Magazine Publishing
Importing and distributing a product legitimately produced overseas by
traders who are not the authorised distributor of that product is known as
parallel or grey importing. Reasons for increased parallel importing include:
w globalisation
w reduced freight costs
w on-line activity.
Price differentials in different countries make it attractive to parallel
import where the importer does not bear the infrastructure costs, including
for staff, advertising, warehousing and distribution channels. This leads
to price cutting to an unsustainable level for authorised distributors.
The high water mark for prevention of parallel imported liquor was
the famous 1986 Baileys Irish Cream case. R & A Bailey prevented
the parallel importation from the Netherlands of Baileys Original
Irish Cream on the basis of breach of copyright in the label.
Subsequent amendments to the Copyright Act mean that copyright owners
can no longer rely on copyright in artistic works on labelling to prevent parallel
importation, where those artistic works were used in the country of manufacture
with the licence of the person entitled there to the copyright. In February 2008 the
Federal Court held in the Polo/Lauren case that the embroidered polo player logo
on the parallel imported goods was a non-infringing accessory and corresponding
design, both defences under the Copyright Act. The case considered use of
the embroidered polo player logo on the parallel imported goods and may
have been differently decided if the logo had been printed onto those goods.
There is also a defence to trade mark infringement under the Trade Marks
Act if the trade mark was applied to or in relation to the goods by or with the
consent of the trade mark owner. If the trade mark applied to or in relation to
parallel imports is owned by, for example, the authorised Australian distributor,
the distributor may be able to rely on an infringement action to prevent parallel
importing. Such ownership by the distributor cannot be a sham, but must meet
all legislative and common law requirements. For example, the distributor must
exercise control over the trade mark. Any assignment from and/or conditions
of a reassignment to the overseas trade mark owner must be carefully drafted
to avoid any claim that the trade mark is not validly owned by the distributor.
There may also be consumer protection and pure food grounds
available to an Australian authorised distributor to prevent parallel
importing (e.g. under the Trade Practices Act and the Australia
New Zealand Food Standards Code). Consider this:
w Is the packaging and labelling information on the goods complete?
w Are the statements on the goods accurate in the Australian market?
For example some goods may carry advertising for an overseas
market which might be misleading in the Australian market.
w Do the goods meet minimum Australian standards?
For example the labelling requirements for imported wine (excluding
New Zealand) include alcohol content and allergens (if any). New Zealand
manufactured and labelled wines need only meet the New Zealand standards.
In March this year the Council of Australian Governments agreed to
implement the World Wine Trade Group Agreement on Requirements for Wine
Labelling. The standardisation of wine labelling requirements in a number
of countries worldwide will reduce the ability of authorised distributors in
Australia to rely on labelling requirements to prevent parallel import of wine.
At HIP Media we publish magazines that, above
all else, achieve one thing: people read them. The
content is original, entertaining and well targeted.
We make it our business to know your audience and
target your message accurately.
Consultancy
HIP Media can help you with all aspects of magazine
production; constructing your internal business case
right through to the finished, and delivered product.
We help assess the strengths and weaknesses of your
current offering and consult on the potential benefits
should you be considering investing in a new magazine
as part of your marketing communications strategy.
Publishing services
Clients can select from a full menu of publishing
services including, editorial, photography, design,
prepress, printing and distribution. HIP Media’s
editorial expertise ranges from industry leading
drinks magazines through to weekly newspapers.
HIP Media : drinks industry communication specialists
[email protected]
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Intensifying regulatory risks
Steve Carell is one of those overnight acting sensations. Except that he’s
been in the acting game for a good 20 years before his current success.
And despite his roots in comedy, he is developing into a compelling
and versatile actor – as his latest role in ‘Dan in Real Life’ attests.
Dan Murphy is also on everyone’s lips. An independent chain
born in Melbourne of fiercely focused consumer proposition - price,
range and some talented staff. Add locations that made parking a
breeze and trolleys that allow you to roll the goodies to the car (or the
restaurateurs van) and you have a compelling offer. So compelling,
that Woolworths have bought the offer to the good folk of New South
Wales, Adelaide, Queensland and now Western Australia.
In Nielsen’s Liquor Shopper Trends released in May this year
Nielsen asks the question - with all this extra exposure, how well
have consumers responded to this Victorian independent walking a
national stage in corporate clothes. We talked to over 1000 consumers,
and then tested their attitudes and affinities with over 6000 of our inhome scanning panelists. And once we did that, we then compared
what we learnt back to 2005 when we asked similar questions.
The Rudd Government’s surprise 70 per cent increase in alcoholic RTD excise
tax represents a considerable shift to the relatively benign regulatory alcohol
environment in place under the Coalition. Although no additional actions
were announced in the 13 May budget, equity markets will remain watchful
given the potential for regulatory change over the next 12-18 months.
Over the past month the Federal government has made it clear that there
will be a formal review of Australian alcohol policy and tax. Three review
committees are currently in place. Most notable among the reviews is the
Commonwealth Department of Health’s Preventative Health Taskforce, which
is mandated to deliver its blueprint for “tackling chronic disease caused by
obesity, tobacco and the excessive consumption of alcohol” by June 2009.
We learnt that just over one in four households nationally have shopped with
Dan. The national numbers tend to mask potential however. In Melbourne
where Dan spent its early years, two in every five households shop with
him. And so strong is the offer that half of those households choose to
spend most of their off-premise purchases with Dan. In Adelaide we
might expect to see more formative figures - but with a solid footprint
and well-formed offer these figures are already being matched.
So what is the outlook for Dan Murphy? Outside Adelaide no other
capital city or state matches this reach and conversion. Yet. Are they likely
to? Our latest Nielsen research on consumer’s retail affinities suggests
that there are little barriers to this. The implication is self evident - given
real estate, we could expect that in regions such as Perth, a fifth of
households will convert their main liquor shop to Dan’s. That’s a big
fan-base, and some significant shift in the liquor retail structure.
Meanwhile, other non chain stores remain popular. Remarkably they
also enjoy very high conversion. One in three households nationally still do
not shop with national retail banners, and one in five households choose
to spend the majority of their alcohol dollars with non national banners.
So, the supporting ensemble of retail trade still enjoys plenty of loyalty.
The implication for suppliers? A broad ranging retailer like Dan, with reliable
supply chain and strong consumer offer, offers strong opportunities. Align
appropriate resources to it, define precisely the role it plays in the consumer portfolio
of retail stores, and choose the talent in your portfolio that best reflects that position.
Dan in Real Life? In a liquor retail landscape still full of
options, an overnight sensation decades in the making.
[email protected]
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2020 Summit fuels disquiet
The growing government and social pressure with regard to excessive alcohol
consumption was also reinforced at the recent 2020 Summit. Of particular note
was the fact that participants invited to the Long-Term National Health Strategy
debate didn’t appear to involve any ‘high social cost’ industry members.
That industry members didn’t have a seat is of concern. The associated
commentary implied that these industries are likely targets to assist the
funding of preventative health programs by means of additional taxation.
From an equity market standpoint such commentary creates nervousness,
in that forward earnings projections may be subject to future constraint.
RTD move precursor to further constraints
There exists a real risk for further regulatory and tax changes within the
broader alcohol category, should the Rudd Government take a hard-line. The
potential short and longer term constraints that could be applied include:
w Mandatory warnings on beverage labels, possibly within 12
months. This issue is currently under review by COAG’s Australia
/ New Zealand Food Regulation Ministerial Council.
w Sponsorship restrictions and or elimination. The ambition of the Long-Term
National Health Strategy enunciated post the 2020 Summit is ‘a health policy
focused on prevention … with zero tolerance of unhealthy actions’.
w Additional advertising restrictions, particularly with regard to television.
w Increased tax on beer and wine.
w Introduction of volumetric-based wine tax. There have been increased calls for all
alcohol to be taxed on a volumetric basis as alcohol regardless of type. Political
advocates for change include the Australian Democrats and Australian Greens.
Such a change would have a significant impact within regional Australia.
w Zero tolerance driving limits for all drivers.
Alcohol needs to be viewed as legitimate stakeholder
The alcoholic beverage sector appears to have a
significant challenge over the next 12-18 months.
The sector must position itself as a legitimate stakeholder in the debate
to tackle alcohol misuse. Failure to do so may limit the sector’s ability to
continue trade, promote and advertise its products without undue regulatory
constraint. As an example, feedback indicates the Government did not
consult with industry prior to the recent RTD excise tax increase.
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Dan in real life
Room for growth
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Michael Walton
Executive director liquor services, Pacific,
The Nielsen Company
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Alexandra McPhee
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Senior analyst, Southern
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Malcolm Ryan
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Business developmentdrinks
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Growth of rosé
and light red
Australian consumers changing tastes continue to drive change
throughout the wine industry. There have been a number of recent
changes with one of the most significant trends over the past two years
being the re-emergence of the rosé and ‘light red’ wine segments.
Rosé was considered an older drinkers segment, dominated by
the imported Mateus line from Portugal. But things changed during
2006 with a significant move towards ‘lighter, summer fun’ wines.
Manufacturers were quick to react and now continue to drive this
trend. As a result we have seen total rosé/light red sales increase
by well over 20 per cent in 2007. During the summer months, the
segment increased to over six per cent of the red wine category
in both 2006 and 2007 with January recording peak sales.
Over 50 new brands have now appeared since January 2006 as the
segment accelerated. Clearly many products were developed targeting the
summer influence on sales, with crimson and white shiraz and cabernet
blends, as well as rosé blended with merlot, grenache and sangiovese.
While Mateus of course remains a significant seller and remains in the
top five lines, with Brown Brothers Cienna, Banrock Station variants and
Jacob’s Creek rounding out the five. Cleanskins have had a big impact
on the segment holding a strong position amongst the top sellers. A
similar trend has appeared in the sparkling category with sparkling
rosé and pink lines showing significant increases in consumer sales.
While the rosé and light red wines flourished, consumers also moved
from more traditional segments to the pinot noir offerings. Like rosé
and light reds, pinot noir has seen an unprecedented surge in new
brand introductions since early 2006. The number one selling pinot
noir comes from Tasmania (Ninth Island) with three New Zealanders
(Oyster Bay, Gunn Estate and Montana) also appearing amongst
the biggest sellers indicating the strength of the cooler climate
regions. Other major lines in the top selling group include Tyrrells,
Taylors, De Bortoli, Rosemount, Wyndham and Long Flat brands.
Other relatively lesser known brands such as Stoniers, Yarra Ridge,
Sticks, Scotchmans Hill and Tamar Ridge round out the top sellers.
The other significant move has been the steady growth of the shiraz
viognier segment. Just two years ago only 20 brands existed however
there has been a boom in the number of active entries now reaching 70.
Yalumba brands initially led the sector, but newer launches from Taylors,
Baily & Baily and more recently Wild Oats are making a big impact.
While the segment remains relatively small but with such an explosion
in brand choice consumers may well embrace these products in 2008.
In each case such rapid consumer swings to these segments has
placed pressure on overall wine ranging. Retailers continued to increase
their product range across the board while reducing space for some of the
bigger red wine segments as well as under-performing products. Those
retailers with more sophisticated space management tools appear best
able to manage this change by juggling their entire wine range and space.
LMAA
Year Book 2008
Now available!
$550 inc GST
Containing statistical information about the
Australian liquor industry for the last 20 years
Import and Export data for Beers, Wines and Spirits
Liquor licence count by states and categories
Excise and custom duties clearances
Please contact the
Liquor Merchants Association
of Australia Ltd for details
Phone +61 2 9415 1199 / [email protected]
Available on CD-ROM or by e-mail
Perspective
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The NOS review
Every year, due to popular demand, the Wine Communicators of Australia
(WCA) brings together representatives from companies such as Nielsen and
Woolworths to discuss consumer insights relevant to the wine industry. The
quality and depth of this report makes it one of the most anticipated events
on the Wine Communicators of Australia’s calendar. This year’s Annual
Consumer Insights event focussed on ‘The Australian Wine Consumer in 2008.’
Presenting the topic were; Michael Walton, director of Nielsen Liquor Services;
Monica Gessner and Trish Kelliher, account service directors of Roy Morgan
Research; and Rebecca Geer, strategy planner of Passport DSN Pty. Ltd.
Walton and Gessner/Kelliher presented updates on the current brand,
distribution and consumption trends in the Australian wine market. They
showed that the Australian wine market is changing at a faster rate and
in areas markedly different from much of the wine industry’s current
‘received wisdom’. Geer presented an innovative approach to new product
development and brand building through Open Source marketing.
Key findings from Nielsen included a distinct drive to fresher, bright
and breezier style wines and ongoing and sustained market share shifts
from big company wines to small family owned and boutique labels.
Mid to small labels are now better placed in retail compared to five years
ago. Consumers are increasingly purchasing wine at a higher price point,
particularly over the $15 price point. Rosé and pinot noir are growing at a
particularly healthy rate. Interestingly the eastern states hold 80 per cent
of table wine value and Queensland is now the second largest state. Not
surprisingly, given the glut is over, cleanskins are on the decline.
Roy Morgan reported that the increasingly ageing population is reflecting
which demographics wine businesses should be targeting in the future. For
instance in 2020, the 50 + age group will be consuming over 50 per cent
of the market share of wine. Wine drinkers have increased although the
amount they drink has decreased. More and more people are using the
internet to purchase wine and they are also paying less attention to reviews
and retail recommendations, buying on price point and what they know to
be good. Roy Morgan says this is another example of the behaviour of the
ageing population – less likely to be swayed by external influences. Meanwhile
Passport DSN discussed the marketing catch cry for the twenty-first century
- consumer engagement with your brand as opposed to the old school
mentality of brand building. Open Source marketing stresses consumers no
longer trust big brands and companies and with the growth of technology,
one-way communication platforms are no longer satisfactory. Transparency
and innovation in the new market is imperative for brand success promoting
a balance between consumer involvement and brand leadership.
The Board of the Winemakers’ Federation of Australia met on 3 April 2008
and passed the resolution that forming an industry-owned services body
(ISB) to take on the majority of functions of both the WFA and the Australian
Wine and Brandy Corporation (AWBC) would represent the most effective
outcome of the Review of National Organisational Structures (NOS Review).
Under the proposed new structure the ISB would take on all functions of
both organisations except advocacy, which would remain with the WFA; and
compliance, which would remain with the AWBC. The recommendation is
designed to align all strategy and policy functions of the industry to achieve
better priority setting and resource allocation. Implementing the ISB would form
one strategy, policy setting and implementation body for the Australian wine
industry. Functions transferred to this new entity would include (but not be limited
to) environment, health, winery tourism, trade, industry educational programs,
workforce development, market development and knowledge development.
The WFA board recommended that the GWRDC should continue
as a purpose-specific national industry research and development
body, and further, that its remit should be extended to increase the
flow of funds to grape and wine R&D from other sources.
It was also suggested that the WFA and WGGA should immediately establish
a joint Peak Council to facilitate whole-of-industry representation on issues
of common concern. Both organisations would retain complete autonomy,
with the council – comprising members of the WFA and Wine Grape Growers
Australia (WGGA) Boards – forming a forum for joint policy consideration.
For Annual Lecture bookings, more information on future events,
membership or for more detail on our Consumer Insights presentation
please visit our website on www.winecommunicators.com.au
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Consumer insights
Our next major event is part of our Lecture Series and features
acclaimed UK wine critic and commentator, Robert Joseph who will
address the controversial topic – Is wine just another beverage? This
event will take place in Melbourne on 17 June and Sydney on 19 June.
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Melissa Parker
Vice president,
Wine Communicators of Australia Inc
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Stephen Strachan
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CEO, Winemakers’ Federation
of Australia
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What happens next?
The implementation of the ISB structure will be a lengthy implementation
process, and is expected to take approximately two years. The WFA must now
engage with a number of key stakeholders, including the partners in the NOS
Review and the Federal Government, to enlist their support going forward.
Once agreement has been reached with those parties, the WFA will then
begin the consultation process with the Australian wine industry, followed
by a ballot of opinion all AWBC levy payers. Finally, a formal case for the
new structure would need to be submitted to the Minister for Agriculture,
Fisheries and Forestry for his consideration and approval. Once Ministerial
support has been gained, the process of implementation can commence.
In the meantime it is business as usual for both the WFA and the AWBC.
The two organisations are already working closely to ensure that our
functions are integrated wherever possible. This is now happening with
all external communications from our organisations, and we have recently
commenced the process of integrating the WFA’s environmental programs
(EnviroWine Australia) with AWBC’s activities, particularly the market
development activities offshore. Our trade functions and programs such as
Future Leaders are already fully integrated between the two organisations.
The WFA will be communicating with members and wider stakeholders
regularly on developments with the NOS Review. Meanwhile, please do
not hesitate to contact the WFA with any questions or comments.
The full list of WFA policy decisions in response to the
Taskforce Review is available at www.wfa.org.au/NOS.htm.
Sauvignon Blanc
Chardonnay
Pinot Gris
Enjoy the magic. Drink Stoneleigh responsibly.
Pinot Noir
New releases
Maxxium will release a new range
of Jim Beam spirits to celebrate
seven generations of family tradition
in bourbon making. The Jim Beam
Distillers range consists of seven
bottles being releases in limited
volumes over a three-month period.
Each 700ml limited edition bottle will
recognise each generation of the Beam
family. Contact Maxxium for more
information. RRP 700ml bottle $39.99.
Barmania will introduce a new triple
malt whisky. Monkey Shoulder is made
with a blend of three different Speyside
single malts – Balvenie, Glenfiddich
and Kininvie. The three malts add their
individual characters to the smooth
and rich flavour of the whisky. Monkeys
Shoulder is blended in small batches
and matured in bourbon casks, making
each batch subtly unique. Contact
Barmania for more information.
Hungerford Hill has released a
specially labelled premium Chardonnay
and Shiraz as the new wine partner
of the Sydney Opera House. The
Hungerford Hill Higher Octave
Chardonnay and Hungerford Hill
Higher Heavy Metal Shiraz is the
first joint initiative of Hungerford Hill
and the Sydney Opera House and
will be introduced in Sydney bars,
restaurants and duty free outlets. It will
also be released to the international
market at a later stage. Contact Kylie
Teasdell from Hungerford Hill on 02
9518 5111 for more information.
Imported “from Sweden with
love” by Healthy Edge Australasia,
Nexcite is a lightly carbonated
non-alcoholic beverage new to the
Australian market. The new energy
drink contains herbal extracts derived
from maté, damiana, schizanda,
ginseng and guarana and does not
contain taurine. RRP 200ml bottle
$3.70. For further information contact
Healthy Edge Australasia on 02 8883
3218 or visit www.nexcite.com.au.
Barilliant is an integrated liquor
management system that consists of
The Barilliant Beer Control and Barilliant
Spirit Control. The control systems have
the ability to control and monitor drinks
being dispensed what staff member is
dispensing the drink with a Radio Frequency
Identification tag. The system also monitors
inventory and provides customers with
Pulse TV screens, which display a mix of
visual content and internal promotional
information while they are waiting for drinks.
Visit www.barilliant.com for more information.
Bionade is a non-alcoholic carbonated
beverage new to the Australian market.
It is low in calories and sugar but high
in minerals. Bionade is created with a
fermentation process similar to beer
and is made with purely natural organic
and gluten free ingredients. The range
includes four flavours - lychee, ginger
and orange, elderberry and herbs.
RRP 330ml bottle $3.30 Visit
www.bionade.com for more information.
Ferngrove have released
their 2007 Ferngrove Estate
Chardonnay (RRP $18.99) and
2007 Ferngrove Orchid series Diamond
Chardonnay (RRP $23.99). The Estate
chardonnay is supported by subtle oak
and partially barrel fermented with new
French oak, followed by periodic lees
stirring. The Diamond Chardonnay is
fermented and matured in 100 per cent
new French oak hogsheads. Distributed
by Red+White ph: 03 8413 8333. Patrón tequila is now available in
Australia through premium beverage
distributors, Southtrade International.
Patrón is produced from the finest 100
per cent Weaber Blue agave grown in the
highlands of Jalisco, Mexico, and is one
of the first ultra-premium tequilas available
on the world market. The range includes
Patron Silver 100% Agave Tequila (RRP
$95); Patrón Reposado Rested 100% Agave
Tequila (RRP $109); Patrón Anejo Aged
100% Agave Tequila (RRP $119); Gran
Patrón Platinum Tequila (RRP $299). Contact
Southtrade International ph: 02 9922 2816
or visit www.southtradeint.com.au .
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New releases
Winter Creek, situated at Williamstown
in the far south of the Barossa Valley,
have released their 2004 Winter Creek
Barossa Shiraz, which scored 93 points
in the 2008 edition of James Halliday’s
Wine Companion. The wine is a good
expression of cooler Barossa Shiraz. The
Winter Creek winemaking philosophy
aims to produce wines with a classic
acid/tannin structure, vivid fruit flavours and
with complexity coming from outstanding
quality grapes. Contact D’Vine Distribution
dvine_distribution@bigpond.
com or phone 0411 163 104.
Brown Brothers have released their 2004
Patricia Shiraz (RRP $53.90). The Shiraz
was the only wine to be released in the
flagship Patricia range this year. Each
wine within the range must be a certain
standard before Brown Brothers will release
it under the Patricia label. Fruit was sourced
from three first class Victorian vineyards
(including Brown Brothers’ own Heathcote
Vineyard) and the wine offers aromas of
berries, spice and well integrated oak.
The palate has concentrated fruit, great
length and a fine grained tannin finish.
Finlandia Vodka is made from glacial
spring water and Finnish six-row barley to
produce naturally pure vodka with the least
amount of impurities. Finlandia Grapefruit
Fusion combines the distinct taste of
pink grapefruit with Finlandia Vodka. The
flavoured vodka is made with the pulp,
skin and peel of the grapefruit to balance
out the sweetness and acidity and is
untouched by artificial flavours, colours
and additives. The Finlandia flavours range
is also available in cranberry, lime and
mango. RRP 700ml bottle $37.99. Contact
Brown Forman for more information.
The Swift brothers have introduced two
new wines to the Printhie range. The Printhie
Mountain Shiraz Cabernet 2006 and Printhie
Mountain Chardonnay 2007 have been
sourced from Orange, New South Wales.
This wine region has altitudes of 600 to
1100 metres with various different soil types
and microclimates. RRP 700ml bottle $17.
Contact David or Edward Swift from Printhie
Wines on 02 6366 8422 for more information.
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Alpha Noble is an ultra premium
vodka from France introduced into the
Australian market by Halloran Manton.
Made from specially selected French
wheat and spring water, the vodka is put
through a distillation process six times. In
the sixth distillation process the vodka is
distilled in copper stills. Halloran Manton
has also introduced a new Tequila. Sierra
Milenario Extra Anejo Tequila is aged for
a period of four years in American Holm
oak barrels. Contact Halloran Manton
on 02 9221 0045 for more information.
Hesketh Wine Company focus on
what each wine region does best when
sourcing fruit for each wine style they
produce. The Hesketh Hidden Garden
Marlborough Sauvignon Blanc 2007
(RRP $20) and Hesketh The Protagonist
Barossa Valley Shiraz 2005 (RRP
$25).. Contact Jonathon Hesketh on
0419 003 144 for more information.
McWilliam’s Wines have released
the Barwang Tumbarumba Sauvignon
Blanc 2007. The alpine countryside
Tumbarumba region has an altitude of
700 metres with a cool microclimate
climate. The fruit in the 2007 Barwang
was sourced from three different
vineyards in the region and were
each treated separately to preserve
the individuality of the vineyard block.
RRP $19.99. Contact Bernadette
Knight from McWilliam’s on 02 9722
1200 for further information.
All Saints Estate has a tradition
of producing richly flavoured and
regionally distinctive varietal wines. The
winery have a range of new releases
including the Family Cellar Marsanne
2006 (RRP $28), All Saints Chardonnay
Viognier 2006 (RRP $19.90), All
Saints Sangiovese Cabernet 2006
(RRP $19.90), All Saints Shiraz 2006
(RRP $22.50), All Saints Durif 2006
(RRP $22.50) and Family Cellar Durif
2006(RRP $50). Contact Karina Ward on
02 6035 2222 for further information.
New products & releases
New product codes: (1) Package/size (2) Vintage (3) Releases (4) Distributor changes
Wholesale pricing and carton quantity information available to Thomson’s Liquor Guide subscribers - over 12,000 products in print and online format
Data current for supplier updates received up to and including 1/05/2008.
Brand
Product
Supplier
Size
ml
Beer & Stout, Domestic
Brand
Product
Supplier
Size
ml
Flinders Portfolio Pty Ltd
Tanglefoot
Byron Bay Premium Ale
Byron Bay Beverages Pty Ltd [England]
(4) Tanglefoot 4.5%
500
(4) Premium Beer
330
Trois Monts
(4) Premium Beer
50L
Gage Roads
Constellation Wines Australia [Belgium]
(4) Trois Monts 8.5%
750
(3) Nahoo Premium Ale [Lager]
330
TsingTao
Lucky Beer
Alepat Taylor Pty Ltd
[China]
(4) Lucky Beer 4.8%
330
(1) Tsing Tao 4.5%
640
Red Angus
De Bortoli Wines Pty Ltd
Waggle Dance
(3) Red Angus Pilsener Beer
345
[England]
(4) Waggle Dance Honey 5.0%
500
Beer & Stout, Imported
Weihenstephan
Palais Imports
Aecht Schlenkerla
Palais Imports
[Germany]
[Germany]
(3) Korbinian [dopple bock]
500
(4) Schlenkerla Marzen [Smoke Beer]
330
Wells Bombardier
Palais Imports
Amarcord
Combined Wines & Foods
[England]
[Italy]
(4) Wells Bombardier [English Beer]
568
(4) San Mario Queen
500
Wells John Bull
Palais Imports
Ambar
[England]
[Spain]
(4) Wells John Bull [English Bitter]
568
(3) Ambar Pale 1900 4.8%
330
Youngs
Beer To Dine For
[England]
[England]
(4) Youngs Double Chocolate Stout 5.2% 500
(3) Beer To Dine For 5.0%
750
Youngs
Palais Imports
Bishops Finger
[England]
[England]
(4) Bitter [English Pale]
500
(4) Bishops Finger Strong Ale 5.4%
500
(4) Double Chocolate Stout [Choc Stout]
500
Boddingtons
(4) Special London Ale [Strong Pale Ale]
500
[England]
(4) Waggle Dance [Honey Ale]
500
(4) Boddigtons 4.4%
500
Whisky
&
Whiskey
Castello Pilsener
Arquilla Bulk Trading Pty Ltd
BLENDED WHISKY
[Italy]
(3) Castello Doppio Malto [Double Malt Beer] 330
Matisse
(3) Castello Rossa [Red Double Malt Beer] 330
[Scotland]
(4) Blended Malt Scotch Whisky 15 YO
700
Castle Lager
(4) Old Blended Scotch Whisky
700
[South Africa]
(4) Scotch Whisky 21YO
700
(4) Castle Lage 5.0%
330
(4) Specially Selected Blended Scotch
Cobra
Whisky
12
YO
700
[India]
Pig’s Nose
(1) Cobra King 5.0%
750
(4) Pig’s Nose Blended Scotch Whiskey 40%700
(3) Cobra Low Carb 5.0%
330
(3) Cobra No Alcohol 0%
330
HIGHLAND SINGLE MALTS
Efees
Matisse
[Turkey]
[Scotland]
(4) Efees Pilsener 5.0%
355
(4) Single Malt Scotch Whisky 15YO
700
Forst
SPEYSIDE SINGLE MALTS
[Italy]
MacKillop’s Choice
(3) Forst 1857 [3 packs]
330
[Scotland]
Fuller’s
(4) Glen Grant Single Cask Malt
[England]
Whiskey Sept 1966 48.3%
700
(4) Fuller’s London Pride 4.7%
500
(4) Glen Keith Single Cask Malt
Whiskey Oct 1972 47.2%
700
Fursty Ferret
[England]
VATTED MALTS
(4) Fursty Ferret 4.4%
500
Sheep Dip
Gouden Carolus
(4) Sheep Dip Malt Scotch Whisky 40%
700
[Belgium]
IMPORTED WHISKIES
(4) Gouden Carolus 7.5%
330
Old Potrero
Greene King
[USA]
[England]
(4) Old Potrero 18th Century Style
(1) Abbot Ale 5.0%
500
American Whiskey 62.55%
750
(3) Excalibur Lager 8.5%
500
(4) Old Potrero Single Malt Straight Rye
(3) Export Ale 3.6%
500
Whiskey 45%
750
(3) Export Ale 5.0%
500
Rittenhouse Whiskey
Jever
Palais Imports
[USA]
[Germany]
(4) Rittenhouse 6 YO Single Barrel
(4) Jever Pilsner [German Pilsner]
330
Rye Whiskey 50%
750
John Smith’s
Brandy & Cognac, Imported
[England]
(4) John Smith’s Extra Smooth 4.4%
440
Berville
[France]
Kronenbourg
(4) X.O.
700
[France]
(4) Kronebourg 5.0%
500
Camus
[France]
Lucifer
(4) Borderies X.O.
700
[Belgium]
(4) Extra Elegance
700
(4) Lucifer 8.0%
330
(4) V.S. Elegance
700
Monteith’s
Drinkworks
(4) V.S.O.P Elegance
700
[New Zealand]
(4) X.O. Elegance
700
(1) Montheith’s Golden Ale on Tap 5%
50L
Meukow
Raftman
Palais Imports
[France]
[England]
(4) Cogac VSOP [Gift Box]
700
(4) Raftman
341
(4) Cognac SO [Gift Box]
700
(4) Cognac Vanilla with 1 Glass [Gift Box] 700
Sheepshagger
(4) Cognac VS [Gift Box]
700
[England]
(4) Cognac VS Vanilla
700
(4) Sheepshagger 4.5%
500
(4)
Cognac
VSOP
with
2
Glasses
[Gift
Box]
700
Singha Beer
(4) Courriere Napoleon Brandy non frost 700
[Thailand]
Paul Giraud
Cerbaco Distribution
(4) Singha 4.5%
330
[France]
Steigl Goldbrau
(3) Heritage Grande Champagne
[Austria]
Cognac 60 YO 40%
700
(4) Steigl Goldbrau 4.9%
330
76 drinks trade
Supplier
Brand
Product
Calvados
Size
ml
Calvados Bernerdy
(4) Calvados Bernerdy Extra
700
(4) Calvados Bernerdy ‘Fine’
700
(4) Calvados Bernerdy X.O.
700
Victor Gontier Domfrontais Cerbaco Distribution
[France]
(3) 2000 42%
700
Gin
City of London
(4) City of London Gin 40%
700
Hayman’s Old Tom
(4) Hayman’s Old Tom Gin 40%
700
Junipero
(4) Junipero Gin 49.3%
750
Rums
JM Martinique
[France]
(2) Vieux Rhum Agricole 1993 48.8%
700
RUM, IMPORTED DARK
Pusser’s Rum
(4) Pusser’s Aged 15 Years 40%
700
(4) Pusser’s British Navy Rum 42%
700
(4) Pusser’s Rum Admiral Lord Nelson
Ship’s Decanter 47.5%
1L
(4) Pusser’s Rum Nelson’s Blood Hip Flask 42% 200
MINIATURES
Pusser’s Rum
(4) Pusser’s Aged 15 Years Rum 40%
50
(4) Pusser’s British Navy Rum 42%
50
Vodka
Adam Vodka
(4) Adam Vodka 45%
750
Babicka Vodka
(4) Babicka Wormwood Vodka 40%
750
Eva Zen-Sen Vodka
(4) Eva Zen-Sen Vodka 40%
700
Peach Vodka
(4) Peach Vodka 16%
500
Peliskovka Strong Vodka Southtrade International
(4) Peliskovka Strong Vodka 60%
500
Liqueurs
Amaretto
(4) Amaretto Green Tea 20%
500
Gaugalin
(4) Corn an Opium Poppies Liqueur
500
Patron
(4) Patron Citronge Orange Liqueur 40% 750
(4) XO Café Tequila Coffee Liqueur 40% 750
Silvovice Prava
(4) Silvovice Prava 50%
500
Starozlata
(4) Starozlata Honey Liqueur 20%
500
Premix & Ready To Drink
Alize
(4) Alize Bleu 20%
750
(4) Alize Gold Passion 16%
750
(4) Alize Gold Passion 16%
1L
(4) Alize Red Passion 16%
750
(4) Alize Red Passion 16%
1L
(4) Alize Rose 16%
750
(4) Alize Rose 16%
1L
(4) Alize Wild Passion 16%
750
(4) Alize Wild Passion 16%
1L
Café Boheme
(4) Café Boheme 16%
750
1L
1L
Fairy Bombs
(4) Fairy Bombs Grenn Fairy Absinth &
Energy Drink [can]
250
iDRINX
iDRINX Pty Ltd
(3) Vodka Yuzu Premium Beverage 6% [4pk] 275
CIDERS
Ciders, Meads & Perry
Pipsqueak Cider
(3) Apple Cider
Little Creatures Brewing P/L
330
Miscellaneous Spirits
Veritas
(4) Veritas Cachaca Gold 40%
750
(4) Veritas Cachaca Silver 40%
750
ABSINTHE
Dabel
(4) Dabel Premium Czech Absinth 70%
500
Supplier
Brand
Product
Size
ml
ABSINTHE
Miscellaneous Spirits
Green Fairy
(4) Green Fairy Absinth 60%
500
(4) Green Fairy Absinth 60%
40
Koruna
(4) Koruna Natural Bohemian Absinth 73% 500
Kubler
(4) Kubler Swiss Absinthe 53%
500
Lemercier
(4) Lemercier Natural French Absinth 45% 500
(4) Lemercier Natural French Absinth 72% 700
Mansinthe
(4) Mansinthe Absinthe
by Marilyn Manson 66.6%
700
GRAPPA
Bosso
[Italy]
(4) Grappa di Dolcetto
(4) Grappa di Monferrato
Jelinek
[Czech Republic]
(3) 5 YO 50% Gold
Goulburn Wines & Spirits P/L
SLIVOVITZ
TEQUILA
700
700
700
Casa Noble
(4) Casa Noble Anejo 40%
700
(4) Casa Noble Crystal 40%
700
(4) Casa Noble Reposado 100% Blue Agave700
Patron
(4) Gran Patron Platinium 40%
750
(4) Patron Anejo “Aged” 100% Agave 40% 750
(4) Patron Reposado “Rested” 100%
Agave 40%
750
(4) Patron Silver 100% Agave 40%
750
XXX Tequila
(4) XXX Siglo Treinta Gold 40%
700
(4) XXX Siglo Treinta Gold 40%
1L
(4) XXX Siglo Treinta Gold 40% Miniatures 50
(4) XXX Siglo Treinta Reposado 100% Blue
Agave 40%
700
(4) XXX Siglo Treinta Silver 40%
700
(4) XXX Siglo Treinta Silver 40% Miniatures 50
White Table Wine, Domestic
Andrew Harris Vineyards Andrew Harris Vineyards
[Mudgee, NSW]
(2) Highfields Semillon 2006
750
(2) Personal Selection Chardonnay 2006 750
Ashbrook Estate
The Fine Wine Specialist
[Margaret River, WA]
(2) Chardonnay 2006
750
Audrey Wilkinson
[Hunter Valley, NSW]
(2) Reserve Semillon 2006
750
Bass Fine Wines
Haviland Wine Merchants P/L
[Tasmania]
(2) Riesling 2007
750
Beelgara
Beelgara Estate
[Yarra Valley, VIC]
Regional Reserve:
(2) Chardonnay 2007
750
Billy Goat Hill
[Western Australia]
(2) Sauvignon Blanc 2006
750
Cascabel
Fesq & Company
[Eden Valley, SA]
(2) Riesling 2007
750
Cassegrain
Cassegrain Wines Pty Ltd
Limited Release Range:
(3) Gewurtraminer 2007
750
Stone Circle:
(2) Chardonnay 2007
750
(1) Chardonnay 2007
187
(1) Semillon Sauvignon Blanc 2007
187
Chateau Leamon
Lewis Fine Wines
[Bendigo, VIC]
(2) Rielsing Single Vineyard 2007
750
Clyde Park
[Victoria]
(2) Pinot Gris 2007
750
Cofield Wines
Cofield Wines
[Rutherglen, VIC]
(2) Chenin Blanc 2007
750
(2) Sauvignon Blanc Semillon 2007
750
D’Angelo Estate Vineyard Lewis Fine Wines
[Yarra Valley, VIC]
(2) Pinot Grigio 2006
750
Brand
Product
Supplier
Size
ml
Domain Barossa
[Barossa Valley, SA]
(2) Chardonnay 2005
750
(2) Ruth Millers Riesling 2007
750
Eagle Vale
(2) Sauvignon Blanc Fumé 2005
750
750
Evans & Tate
McWilliams Wines Pty Limited
Classic:
(2) White 2007
750
Fire Gully
Fesq & Company
(2) Chardonnay 2007
750
Foxeys Hangout
[Mornington Peninsula, VIC]
(2) Chardonnay 2006
750
(2) Pinot Gris 2007
750
Geoff Merrill
Young & Rashleigh Wine
Merchants
[McLaren Vale, SA]
(2) Chardonnay 2005
750
Gnangara
McWilliams Wines Pty
Limited
(2) Unwooded Chardonnay 2007
750
Grant Burge
Young & Rashleigh Wine Merchants
(2) Lily Farm Frontignac 2007
750
(2) Summers Chardonnay 2006
750
(2) Thorn Riesling 2007
750
Grosset
(2) ‘Piccadilly’ Chardonnay 2006
750
Harvest Road
Andrew Harris Vineyards
[Mudgee, NSW]
750
Heemskerk
Foster’s Group Ltd
[Tasmania]
(4) Chardonnay 2006
750
(4) Riesling 2007
750
Helm Wines
WineFusion
[Canberra Region, ACT]
(2) Classic Dry Riesling 2007
750
Jamiesons Run
(1) Limestone Coast Chardonnay
1L
Katherine Hills
[McLaren Vale, SA]
(2) Chardonnay 2007
750
Keith Tulloch
(2) Chardonnay 2006
750
Leeuwin Estate
Fesq & Company
Art Series:
(2) Chardonnay 2004 Magnums
1.5L
Leeuwin Estate
red+white QLD
Art Series:
(2) Riesling 2006
750
750
Prelude Vineyards:
(2) “Siblings” Sauvignon Blanc Semillon 2007750
(2) Classic Dry White 2007
750
Longview Vineyard Young & Rashleigh Wine Merchants
The Red Bucket Series:
750
[Adelaide Hills, SA]
(2) ‘Blue Cow’ Unwooded Chardonnay 2006 750
(2) ‘My Fat Goose’ Semillon
Sauvignon Blanc 2007
750
McGuigan Wines
Icon Brands Pty Ltd
Black Label:
(3) Sauvignon Blanc
750
Discover:
(3) Sauvignon Blanc
750
The Shortlist:
(3) Chardonnay
750
[Victoria]
Discover:
(3) Pinot Grigio
750
Mitchelton Wines
Fine Wine Partners Pty Ltd
[Victoria]
(2) ‘Airstrip’ Marsanne Roussane
Viognier 2005
750
Montrose Wines
Oatley Wines
[Mudgee, NSW]
(4) Stony Creek Chardonnay 2007
750
Morris
Pernod Ricard Pacific Pty Ltd
Table Wine Range:
(3) Morris Chardonnay
750
Brand
Product
Supplier
Size
ml
Moss Wood
Fesq & Company
(2) Chardonnay 2007
750
Mount Pleasant
Cellar Aged Series:
(2) Elizabeth Semillon 2003
750
Mt Majura
(2) Chardonnay 2006
750
Peel Estate
[Baldivis, WA]
(2) Chardonnay 2004
750
Penley Estate, The
[Coonawarra, SA]
(2) Chardonnay 2006
750
Pepperton Estate
Beelgara Estate
[South Eastern Australia]
Two Thumbs:
(2) Chardonnay 2007
750
Pierro
red+white QLD
(2) Chardonnay 2006
750
(2) LTC Semillon Sauvignon Blanc 2007
750
Fire Gully:
(2) Chardonnay 2007
750
750
Pyramid Hill
(1) Chardonnay 2005
750
(2) Semillon 2007
750
(2) Verdelho 2007
750
Richard Hamilton
Fesq & Company
[McLaren Vale, SA]
(2) Slate Quarry Riesling 2007
750
Rosily Vineyard
750
Serafino
[McLaren Vale, SA]
(3) McLarens on the Lake
Unwooded Chardonnay 2006
750
(2) Reserve Chardonnay 2006
750
(3) Sharktooth Wild Fermented
Chardonnay 2006
750
Goose Island:
750
Shadowfax
(2) Pinot Gris 2007
750
750
[Victoria]
(3) “Macedon Ranges” Chardonnay 2006 750
Shingleback
Shingleback Wine Pty Ltd
[McLaren Vale, SA]
(2) Chardonnay 2007
750
Songlines Estate
Scotchmans Road
(4) Bylines Chardonnay 2006
750
Tapestry
[McLaren Vale, SA]
(2) Chardonnay 2007
750
Taylor Ferguson
[Riverina, NSW]
(2) Chardonnay 2006
750
Taylors Wines
Taylors Wines (NSW) Pty Ltd
Jaraman Range:
(2) Chardonnay 2006
750
St Andrews Range:
(2) Chardonnay 2005
750
Totino Estate
750
Water Wheel
[Bendigo, VIC]
750
Winter Creek
D’Vine Distribution
(3) Pinot Gris 2007
750
750
Wolf Blass Wines
Red Label:
(3) Classic Dry White
1L
Yeringa Ridge
(1) Semillon Chardonnay
375
Zilzie Wines
Fesq & Company
[Victoria]
Zilzie Estate:
(2) Viognier 2006
750
drinks trade 77
Brand
Product
Supplier
Size
ml
Red Table Wine, Domestic
Alkoomi
Fesq & Company
[Frankland River, WA]
(2) White Label Shiraz 2006
750
Ashbrook Estate
(2) Shiraz 2004
750
Barwang
[Hilltops, NSW]
(2) Cabernet Sauvignon 2005
750
Bass Fine Wines
[Tasmania]
(2) Pinot Noir 2007
750
Beelgara
Beelgara Estate
[Clare Valley, SA]
Regional Reserve:
(2) Shiraz 2006
750
[Coonawarra, SA]
Regional Reserve:
750
Brown Brothers
WineFusion
750
(2) Durif 2006
750
(2) Patricia Shiraz 2004
750
Carlei Estate
Fesq & Company
[Yarra Valley, VIC]
Green Vineyards:
(2) Pinot Noir 2005
750
Cascabel
Fesq & Company
[McLaren Vale, SA]
(2) Joven Tempranillo 2007
750
(2) Monastrell 2006
750
(2) Shiraz 2005
750
(2) Tipico 2005 [Grenache Monastrell Shiraz] 750
Cassegrain
Cassegrain Wines Pty Ltd
Limited Release Range:
(3) Pinot Noir 2006
750
(3) Tempranillo 2007
750
Stone Circle:
(1) Merlot 2006
187
(1) Shiraz Viognier 2006
187
Clyde Park
[Victoria]
(3) Hayleys Block Pinot Noir 2006
750
(3) Megan’s Block Shiraz Viognier 2006
750
Cofield Wines
Cofield Wines
[Rutherglen, VIC]
(2) Sangiovese 2006
750
(2) Shiraz 2006
750
(2) The Fifth Son 2006 [Blend Cab Savignon,
Cab Franc,Merlot,P Verdot]
750
Cookoothama
Nugan Estate
(2) Cabernet Merlot 2006
750
Cooks Lot
Cooks Lot Wines
[Mudgee, NSW]
(3) Shiraz 2006
750
Coral Sea
Australian Regional Wines
[South Australia]
750
Crabtree Wines
WineFusion
[Clare Valley, SA]
(2) Picnic Hill Shiraz 2005
750
(2) Watervale Tempranillo 2006
750
Cullen
(2) “Mangan” 2006 [Malbec/Petit Verdot]
750
Curlewis Winery
[Geelong, VIC]
(2) Reserve Pinot Noir 2004
750
Currency Creek
(2) Cabernet Sauvignon Black Swamp 2004750
(2) Carabid Merlot 2004
750
(2) Ostrich Hill Shiraz 2004
750
Creek Station:
(2) Shiraz 2004
750
Dalwhinnie
[Victoria]
750
(2) Eagle Series Shiraz 2004
750
(2) Pinot Noir 2005
750
(2) Shiraz 2006
750
Domain Barossa
(2) Black Tongue Shiraz 2006
750
(2) Black Tongue Shiraz Reserve 2004
750
(2) Merlot 2006
750
Edwards
(2) Shiraz 2005
750
Evans & Tate
Margaret River:
375
78 drinks trade
Brand
Product
Supplier
Size
ml
Evans & Tate
Margaret River:
750
(2) Merlot 2005
750
Fire Block
[Clare Valley, SA]
(2) Grenache 2003
750
Foxeys Hangout
(2) Pinot Noir 2006
750
Frankland Estate
Fesq & Company
[Frankland River, WA]
(2) Isolation Ridge Cabernet Sauvignon 2005750
Geoff Merrill
[McLaren Vale, SA]
(2) Cabernet Shiraz 2004
750
(2) Merlot 2004
750
Grant Burge
(2) Holy Trinity GSM 2003
750
HANDPICKED
HANDPICKED WINES
International P/L
[Coonawarra, SA]
750
Harvest Road
Andrew Harris Vineyards
[Mudgee, NSW]
750
(2) Shiraz Cabernet 2006
750
Heemskerk
[Tasmania]
(4) Pinot Noir 2007
750
Helm Wines
WineFusion
(2) Premium Cabernet Sauvignon 2005
750
Jamiesons Run
(3) Cabernet Sauvignon/Shiraz/Merlot
1L
Katherine Hills
[McLaren Vale, SA]
750
(2) Shiraz 2006
750
Keith Tulloch
(2) “Kester” Shiraz 2004
750
(2) Shiraz/Viognier 2004
750
Leconfield
Fesq & Company
[Coonawarra, SA]
(2) Merlot 2005
750
(2) Shiraz 2006
750
Leeuwin Estate
Fesq & Company
Art Series:
750
Leeuwin Estate
red+white QLD
Art Series:
750
(2) Shiraz 2004/05
750
Prelude Vineyards:
750
(2) ‘Siblings’ Shiraz 2004
750
Lillydale Estate
[Yarra Valley, VIC]
750
(2) Pinot Noir 2007
750
Longview Vineyard Young & Rashleigh Wine Merchants
(2) Devils Elbow Cabernet Sauvignon 2006 750
(2) Yakka’s Shiraz 2007
750
The Red Bucket Series:
(2) Cabernet Shiraz 2006
750
Margan
Fesq & Company
750
(2) Shiraz 2006
750
McGuigan Wines
Icon Brands Pty Ltd
The Shortlist:
(3) Shiraz
750
[Coonawarra, SA]
The Shortlist:
(3) Cabernet Sauvignon
750
[Langhorne Creek, SA]
(3) Hand Made Shiraz
750
Discover:
(3) Shiraz Viognier
750
Montrose Wines
Oatley Wines
[Mudgee, NSW]
(4) Black Shiraz 2006
750
(4) Omaggio Barbera 2006
750
(4) Pietra Sangiovese 2006
750
Morris
Table Wine Range:
(3) Morris Durif
750
(3) Morris Shiraz
750
Brand
Product
Supplier
Size
ml
Moss Brothers
Lewis Fine Wines
(2) Moses Rock Shiraz 2005
750
Moss Wood
Fesq & Company
750
Ribbon Vale Vineyard:
750
(2) Merlot 2006
750
Mount Horrocks
[Clare Valley, SA]
(2) Shiraz 2006
750
Penfolds
Cellar Reserve:
(3) Cabernet Sauvignon
750
(3) Cabernet Sauvignon/Shiraz
750
Penley Estate, The
[Coonawarra, SA]
(2) “Ausvetia” Shiraz 2004
750
(2) “Gryphon’ Merlot 2006
750
(2) “Gryphon’ Merlot 2006
750
(2) “Hyland” Shiraz 2006
750
(2) “Phoenix” Cabernet Sauvignon 2006
750
Pierro
red+white QLD
(2) Pinot Noir 2005
750
Fire Gully:
750
(2) Shiraz 2004
750
Pikes
[Clare Valley, SA]
(2) EWP Reserve Shiraz 2005
750
Pindarie
[Barossa, SA]
(4) Bar Rossa
750
(4) Shiraz 2006
750
Punters Corner
WineFusion
[Coonawarra, SA]
(2) Sovereign Reserve
Cabernet Sauvignon 2005
750
(2) Triple Crown (Cabernet/Shiraz/
Merlot) 2004
750
Rutherglen Estates
[Rutherglen, VIC]
(2) Red 2006
750
(2) The Reunion 2006
750
Serafino
[McLaren Vale, SA]
750
(3) Dry Grown Grenache 2005
750
(3) Grenache Tempranillo Shiraz 2006
750
(2) McLarens on the Lake Shiraz 2006
750
(3) Sharktooth Shiraz 2006
750
Goose Island:
(2) Shiraz 2005
750
Sorrento:
(2) Cabernet Sauvignon, Cabernet Franc,
Merlot 2005
750
750
(2) Shiraz 2005
750
Shadowfax
[Victoria]
(2) Heathcote Pink Cliffs Shiraz 2004
750
Shingleback
Shingleback Wine Pty Ltd
[McLaren Vale, SA]
(2) D Block Reserve Cabernet
Sauvignon 2005
750
(2) D Block Reserve Shiraz 2005
750
Skillogalee
[Clare Valley, SA]
(2) Shiraz 2005
750
Songlines Estate
Scotchmans Road
[McLaren Vale, SA]
(4) Bylines Shiraz 2005
750
(4) Leylines Shiraz 2005
750
(4) Shiraz 2005
750
South by Southwest
Higher Plane Wines
(3) Shiraz 2007
750
Stephen John Wines
[Clare Valley, SA]
(2) Pinot Noir 2006
750
(2) Shiraz 2006
750
Tapestry
[McLaren Vale, SA]
750
(3) Cadenzia Old Vine Grenache 2006
750
(2) Shiraz 2006
750
(3) Shiraz Viognier 2006
750
(2) The Vincent Shiraz 2005
750
Taylor Ferguson
[Coonawarra, SA]
750
[Yarra Valley, VIC]
(2) Pinot Noir 2006
750
Brand
Product
Supplier
Size
ml
Red Table Wine, Domestic continued
Brand
Product
Supplier
Size
ml
Conti Zecca
Taylors Wines
Taylors Wines (NSW) Pty Ltd [Italy, Puglia]
(3) Cantalupi Biano [Chardonnay]
750
Eighty Acres Range:
Domaine de Beaumalric
(2) Cabernet/Shiraz/Merlot 2006
750
[France, Rhone Valley]
Jaraman Range:
(4) Muscat de Beaumes de Venise 2006
375
750
Dusky Sounds
Trevor Jones
Lewis Fine Wines
[New Zealand, Gisborne]
(4) Chardonnay 2007
750
(2) Dry Grown Shiraz 2005
750
[New Zealand, Marlborough]
Tyrrell’s Vineyard
Tyrrell’s Vineyards Pty Ltd
(4) Pinot Gris 2007
750
Single Vineyard:
(4) Reisling 2007
750
(3) Hanhn Barossa Shiraz Mourvedre 2006 750
750
Water Wheel
Young & Rashleigh Wine Merchants Fairhall Downs
[Bendigo, VIC]
750
(2) Pinot Gris 2007
750
West Cape Howe
Farnese
[Western Australia]
[Italy, Abruzzo]
(2) Opis Chardonnay 2005
750
Premium Range:
(3) Pecorino Terre di Chieti
750
(2) Book Ends Cabernet Sauvignon 2006 750
(2) Trebbiano D’Abruzzo 2004
1.5L
Westend Estate
Westend Estate
Fazio Wines
Mediterraneo Import Export
Richland Range:
[Italy, Sicily]
(2) Richland Shiraz 2007
750
(3) Inzolia “Torre dei Venti”
750
Wilson Vineyard
Lewis Fine Wines
Gomba
[Clare Valley, SA]
[Italy, Piedmont]
(2) The Hand Plunge Shiraz 2005
750
(3) Rodero Arneis DOCG
750
Windowrie
Windowrie Estate
HANDPICKED
HANDPICKED WINES International P/L
[Cowra, NSW]
(2) Family Reserve Shiraz 2006
750
750
Winter Creek
D’Vine Distribution
Italia
Scotchmans Road
[Italy, Lombardia]
(3) Grenache Shiraz 2005
750
750
(3) Second Eleven Shiraz 2007
750
(3) Shiraz 2004
750
Montana
[New Zealand]
Wolf Blass Wines
(3) Classic Chardonnay
750
Red Label:
(1) Cabernet Sauvignon Merlot
1L
Monte Porzio
Wyndham Estate
Pernod Ricard Pacific Pty Ltd [Italy]
(2) Frascati Superiore 2006
750
BIN:
Pasqua
(3) Bin 555 Shiraz Viognier
750
[Italy, Veneto]
Icon:
(2) Pinot Grigio Di Notte 2004 2007
750
(3) Black Cluster Shiraz
750
(2) Soave Classico 2005
750
[yellow tail]
Casella Wines
(2) Soave Classico 2006
1.5L
(3) Cabernet Merlot [screw cap]
750
Pegasus Bay
Fesq & Company
(2) Reserve Cabernet Sauvignon 2005
750
[New Zealand]
Yeringa Ridge
750
(3) Shiraz Merlot
375
Saint Clair Estate Wines
WineFusion
Yeringa Ridge
[South Eastern Australia]
(2) Marlborough Pinot Gris 2007
750
(2) Merlot 2005
750
Secret Stone
(2) Shiraz 2004
750
[New Zealand]
Yeringberg
(3) Marlborough Vineyards Pinot Gris
750
[Yarra Valley, VIC]
Sensi
(2) Pinot Noir 2005 (limited)
750
[Italy, Tuscany]
(2) Pinot Noir 2005 (limited)
750
(3) Vernaccia di San Gimignano
750
(2) Young Shiraz 2005
750
(3) Vin Santo del Chianti DOC
500
Zilzie Wines
Fesq & Company
Three Miners
[Victoria]
[New Zealand, Central Otago]
Zilzie Estate:
(3) Gewurztraminer 2006
750
750
(3) Pinot Gris 2007
750
(2) Merlot 2006
750
Villa Martina
(2) Petit Verdot 2004
750
[Italy, Friuli-Venezia Giulia]
Rosé, Domestic
(3) Pinot Grigio
375
Domain Barossa
Waimea Estate
Scotchmans Road
[New Zealand, Nelson]
(2) Roving Tongue Rosé 2007
750
(4) Bolitho Select Vineyard
Sauvignon Blanc 2006
750
Foxeys Hangout
(4) Pinot Gris 2007
750
750
(3) Rosé 2007
750
Waipara Hills
McGuigan Wines
Icon Brands Pty Ltd
[New Zealand, Canterbury]
[Limestone Coast, SA]
(3) Pinot Gris 2007
750
Discover:
(3) Reserve Select Sauvignon Blanc
(3) Rosé
750
Southern Cross
750
Montrose Wines
Oatley Wines
750
[Mudgee, NSW]
Red Table Wine, Imported
(4) Rosé of Barbera 2007
750
Shottesbrooke
Haviland Wine Merchants P/L Bertani
[McLaren Vale, SA]
[Italy, Veneto]
(2) Merlette [Rosé Style] 2007
750
(3) Valpolicella Monteriondo
750
Tapestry
Cantine di Marco
[McLaren Vale, SA]
[Italy]
(3) Rosé 2006
750
(4) Aglianico del Vulture 2004
750
(4) Primitivo di Nanduria
750
White Table Wine, Imported
(4) Salice Salentino Riserva 2003
750
(4) Zinfandel
750
Barbi
[Italy, Umbria]
Cecchi
(3) Grechetto “Le Buone Perbole”
750
[Italy, Tuscany]
(2)
Brunello
di
Montalcino
2002
750
Barking Hedge
Fermoy Estate
(2) Chianti Classico Riserva
Di Famiglio 2004
750
(4) Sauvignon Blanc
750
(2) Chianti DOCG 2006
750
(2) Chianti Raffia 2006
750
Supplier
Brand
Product
Size
ml
Cecchi
[Italy, Tuscany]
(4) Chianti DOCG
750
Cesari
[Italy, Veneto]
(2) “Il Bosco” Amarone Della Valpolicella 2003 750
(2) Amarone Classico 2004
750
(3) Valpolicella
750
Clos Henri
(2) Pinot Noir 2006
750
Conti Zecca
[Italy, Puglia]
(3) Donna Marzia Negro Amaro
750
(2) Donna Marzia Primitivo 2005
750
Culley
(2) Pinot Noir 2007
750
Delas Freres
Fesq & Company
(2) Cotes Du Rhone Saint Esprit 2006
750
Domaine de Cassan
(4) Beaumes de Venise 2005
750
(4) Cotes du Ventoux 2006
750
(4) Gigondas 2005
750
Domaine du Chateau d’Eau Haviland Wine Merchants P/L
[France, Languedoc]
(2) Pinot Noir 2006
750
Dusky Sounds
[New Zealand, Hawkes Bay]
(4) Merlot 2007
750
Farnese
[Italy, Abruzzo]
(3) Sangiovese 2005
750
Fazio Wines
[Italy, Sicily]
(3) Merlot “Elite Line”
750
Fratelli Cei
[Italy, Tuscany]
(4) Chianti 2004 DOCG
750
(4) Chianti Raffia 2006 DOCG
2L
(4) Montpulicano d’Abruzzo 2006
1.5L
(4) Sangiovese di Toscana
1.5L
Gavioli
[Italy]
(2) Montepulicano d’Abruzzo 2006
750
Gomba
[Italy, Piedmont]
(2) Barolo Sori Boschetti 2003
750
Il Poggione
[Italy, Tuscany]
(2) Brunello di Montalcino 2003
750
Italia
Scotchmans Road
[Italy, Puglia]
(4) Primitivo 2006
750
La Botticella
[Italy, Sicily]
(2) La Botticella Syrah 2005
750
Lamole
[Italy, Tuscany]
(2) Chianti Classico Salcentino 2005
750
Montana
[New Zealand]
(3) Classic Merlot Cabernet Sauvignon
750
Nederburg
[South Africa, Paarl]
750
Pegasus Bay
Fesq & Company
[New Zealand]
(2) Prima Donna Pinot Noir 2005
750
Travaglini
[Italy, Piedmont]
(2) Gattinara 2001
750
Vesevo
[Italy, Campania]
(3) Greco di Tufo
750
[Italy, Lazio]
(2) Aglianico 2005
750
Waipara Hills
[New Zealand, Central Otago]
(3) Reserve Select Pinot Noir 2006
750
Rosé, Imported
Cantine di Marco
[Italy]
(4) Rosato del Salento
Carpene Malvolti
[Italy, Veneto]
(4) Rosé
750
750
drinks trade 79
Supplier
Brand
Product
Size
ml
Rosé, Imported continued
Domaine Henri Bourgeois Haviland Wine Merchants P/L
[France, Sancerre]
(2) Sancerre Rosé 2006
750
Mateus
[Portugal]
(3) Mateus Tempranillo
750
Sparkling Wines, Domestic
Cofield Wines
Cofield Wines
[Rutherglen, VIC]
(3) Pinot Noir Chardonnay
750
Cope-Williams
Lewis Fine Wines
[Macedon Ranges, VIC]
(3) Coniston Red
750
(3) Cuvee Riche
750
(3) Rosé
750
Katherine Hills
[McLaren Vale, SA]
(3) Sparkling Brut NV
750
Leeuwin Estate
red+white QLD
Prelude Vineyards:
(2) Chardonnay Pinot 2003
750
McGuigan Wines
Icon Brands Pty Ltd
(3) Sparkling Chardonnay Pinot
750
Brand
Product
Supplier
Size
ml
Taylor Ferguson
(3) Cuvee Brut
750
(3) Sparkling Moscato
750
(3) Sparkling Rosé
750
(3) Sparkling Shiraz Cabernet
750
Yellowglen
[Victoria]
(3) Perle Sparkling Rosé
750
Champagne & Sparkling Wines, Imported
Bortolotti
[Italy, Veneto]
(1) Prosecco Dry DOC
750
(1) Prosecco Extra Dry DOC
750
Ca del Bosco
Arquilla Bulk Trading Pty Ltd
[Italy, Lombardia]
(3) Cuvee Prestige
750
Cantine Regie
[Italy, Veneto]
(4) Prosecco Extra Dry DOC
750
Ferrari
[Italy, Trentino-Alto Adige]
(4) Brut Metodo Classico
750
Henkell
[Germany]
(3) Henkell Rosé
750
Supplier
Brand
Product
ml
Le Marchesine
[Italy, Lombardia]
(2) Franciacorta Rosé Millisimato 2003
750
Taittinger
[France]
(2) Brut Vintage 2002
750
Aperitifs, Bitters, Vermouths
Mombello
[Italy]
(4) Bianco
1L
1L
(4) Rosso
1L
Dessert Wines
Balbi Soprani
[Italy, Piedmont]
(2) Moscato D’Asti 2006
750
Beelgara
Beelgara Estate
Sun Dried:
(2) Botrytis Semillon 2006
375
McWilliam’s Wines
(2) Limited Release Riverina Botrytis 2007 375
Pegasus Bay
Fesq & Company
[New Zealand]
(3) Encore Noble Riesling 2007
375
Thomson’s Liquor Guide
- the only directory to keep the trade updated on products, pricing and industry suppliers.
Visit www.liquorguide.com.au
Next Month
Beer: Flavours and infusions
Craft and premium beers are experimenting more with different flavour
profiles, not only attracting the female drinker to beer, but taking
advantage of the opportunity to welcome back some RTD ‘ex-pats’.
Wine: South Australia v Western Australia
A unique view of two of Australia’s leading wine regions
from a consumers perspective; bringing together the most
attractive aspects of wine regions in these states.
Spirits: Gin
Drinks Trade presents the Venue Sessions on gin, with the services
of professional mixologists. The session is a gin education,
mixing and interactive tasting. Sessions are to be held in Perth
on Monday 23 June. Spaces in the sessions are limited.
80 drinks trade
Size
To advertise in the SA v WA feature, or to include your
brands or advertise in the Venue Sessions contact:
Ashley Pini
02 9415 11 99
0410 600075
[email protected]
Drinks Trade eye
What caught our eye this issue
In an example of embracing
modern technology and utilising
the popularity of ‘the-must-be-seenin’ website of current times, The
Argyle, a Sydney venue has thrown a
party for all its ‘friends’ on the online
networking site Facebook. The Argyle
recently offered to shout members of
The Argyle’s Facebook Fan Club a drink,
and had 150 patrons stop in to say hi
face to face. “Rather than sending all
our Facebook friends a ‘beer’ online we
decided to shout them the real thing,”
said sales and marketing director Shane
Harmon. “The party is a way for us to
The Argyle, Sydney
give back to our customers and reward
them for the support they have shown
us during our first year in operation.”
Facebook group ‘The Argyle (Fan
Club) – Sydney’s Newest & Hottest
Night Spot!’ was created by the fans
themselves and now has more than 600
members. The venue plans to repeat
similar activities in the future, following
the success of their first ‘Facebook’
event. Harmon says that The Argyle uses
Facebook daily to communicate special
offers and events to their friend network
and also to answer questions and listen
to feedback from their customers.
In Europe a new Drink Wardrobe
claims to solve the problem of where
smokers leave their drink as they head
outside of no-smoking venues for a
quick puff or before heading to the
amenities. The ‘wardrobe’ is divided
inside by a shelf and numbered
sections, close to the venue front door.
Guests place their beverage into one
of the numbered slots before heading
outside. Staff are on hand to ‘safeguard’
the drinks. The Drink Wardrobe has
been introduced in Norway with
apparent success and creator
Joachim Raade now plans to introduce
it worldwide. Visit www.drinkwardrobe.
com for more information.
Pernod Ricard in the US have
given customers a chance to order
customised product labels – for free.
US residents can order personalised
labels for brands including Chivas
Regal, The Glenlivet, Jacob’s Creek,
Kahlua and Mumm. Customers do not
have to buy certain other products,
and the service was offered for free
– with a variety of styles available
and with room for seven lines.
Recent figures released by the
Australian Bureau of Statistics reveal
that Australian cafes, restaurants
and caterers generated $13.7 billion
in income during 2006/07. The
breakdown of income to the 15,423
cafes, restaurants and caterers were
takings from meals consumed on the
premises (47 per cent); takings from
catering services (24.1 per cent); and
sale of liquor and other beverages (19.9
per cent). They employed 145,546
people (47.4 per cent as casuals). Over
half (56.8 per cent) were licensed to sell
alcohol. New South Wales accounted
for 36.3 per cent of all cafe, restaurant
and catering businesses in Australia;
Victorian cafes, restaurants and catering
businesses comprised just over a
quarter of all businesses (27.4 per cent)
while Queensland, ACT, Tasmania,
South Australia, Western Australia
and Northern Territory collectively
accounted for 36.7 per cent of all cafe,
restaurant and catering businesses.
A unique Australian-themed coffee,
wine and fashion store has opened
in the Gubei region of Shanghai.
The store, called 1Oz3 is the first of
a planned chain to deliver the best of
Australian urban lifestyle to Shanghai
consumers. The store includes coffee
flown in fresh from Sydney, a range
of Australian fashion designs and a
selection of Australian beers and wine.
The concept was designed by Mr
Yuri Bolotin, the principal of Sydneybased Design Portfolio. “Mixing these
three categories in one store is fairly
unorthodox at first sight, however the
key to this concept is understanding
customers’ mood, frame and mind
and expectations when they come
to the store like this. We found there
is a lot in common between these
products as they all help us to
create an interesting, relaxing and
unique experience our customers
are looking for,” said Yuri. Visit
www.1oz3.com for more information.
Here’s your chance to learn from
some of the best sommeliers in the
world. The ‘cream’ of the Court of
Master Sommeliers are making their
way down under in August this year.
Brian Julyan, chief executive of the
Court will grace our shores, along with
five other master sommeliers, including
drinks trade 81
Drinks Trade eye
Belvedere introduce a Personalised Bartender Service at a
Sydney bar and restaurant.
Cameron Douglas (the only master
sommelier in this region) to conduct
their highly regarded Introductory
and Certificate Sommelier programs
and examinations in Sydney and
Melbourne. Limited places of 100
seats are available in each city for
the introductory course and exam
and only 30 places in each city for
the sommelier’s certificate. These
are the first two of the four levels of
the course required to become a
master sommelier. In Melbourne, the
Introductory Course and Exam will take
place on 27 and 28 August ($500);
and the Certified Sommelier Exam
($400) on 29 August. In Sydney, the
Introductory Course and Exam is on
30 and 31 August with the Certified
Sommelier Exam on 1 September
(prices as per Melbourne pricing).
Fine Wine Partners is pleased to be
bringing this unique opportunity to
Australia. For further details, contact
Fiona MacDonald on 02 8335
8016 or email fiona.macdonald@
finewinepartners.com.au .
82 drinks trade
Belvedere Vodka and Foveaux Bar
in Sydney’s Surry Hills has introduced
a luxurious Belvedere Personalised
Bartender Service – the first time
offered in Australia. The concept is
that that the bar comes to the patron,
to offer an ‘intimate’ level of service,
with the bartender creating a Belvedere
cocktail at the customer’s table. “With
the Belvedere Personalised Bartender
Service, we have taken a vintage idea
and served it up to our customers with
a contemporary twist. It is all about
engaging guests with an interactive
drinks experience, offering Belvedere
cocktails created to their exact
tastes,” said Julian Serna, Foveaux’s
drinks specialist. A specially-made
mobile cocktail trolley, is driven by
Julian and co-mixologist Matthew
Siely. Foveaux Restaurant and Bar
is the creation of chef and proprietor
Darrell Felstead, combining a 45seat restaurant with a cellar cocktail
bar. It was awarded Restaurant of
the Year in the 2008 Sydney Morning
Herald Good Food Guide Awards.
Do Aussies have an image problem?
That was a question posed by Megan
Haverkorn of www.winespiritsdaily.
com in the US. Megan reported on
the success of Aussie wines in the
US over recent years, but wondered
if their was a chance our luck was
running out, with over-supply followed
by drought, a depreciating US
dollar and image problems. “Can
Australian wineries improve their
image with American consumers and
make a comeback?” asked Megan.
She put the question to Stephen
Rannekleiv, vice president food and
agribusiness research and advisory
for Rabobank International, and she
shared his answers on her website:
“The future of Aussie wine in the US?
That’s the $64,000 question. I think
it really depends on two things.
1. As you point out, they are no
longer in over-supply, but years
of discounting have left them
with an image problem. No one
wants to pay much for Aussie
wine. They fully recognise the
need to move up in price points, as
they have low volumes and much
higher production costs and also
exchange rate challenges as the
US dollar continues to be quite
soft- but the question is “how”?
If they can get their act together
and really show the US that they
have some good quality wines, I
think they could do quite well. They
have some top notch wines that
sell at much more attractive price
points than most of the top California
brands. By all rights, they should be
doing MUCH better in this market.
2. The other issue is just how long
this recession thing goes on. The
growth is still at the high end of the
wine market, but it seems to be slowing
a bit, and there are lots of signs of
trading down in other categories (i.e.
beer, where you see trading up and
trading down simultaneously). If
consumers start to become more price
sensitive, but still want good quality,
Australia might have some options.
The issue for the Aussies will be to
convince US consumers that they
can deliver on quality, and I think that
may be a tough sell. Australian wines
seem to have lost some of their initial
luster among the public, and I think
consumers may be moving on, looking
for the next destination to explore.”
So I guess, in summary, I would say
that Australia has great potential.
They have the opportunity to show
the US market that they can deliver
excellent quality wines at very
reasonable price points. However,
if they haven’t been able to get that
message across by now, I have
to wonder about their ability to do
so. I don’t really see a strategy in
place that will realistically change US
consumers’ minds about Aussie wine.
I expect them to continue plodding
along at mediocre price points in the
US, in bottles with cute little critters.
Argentina, on the other hand - now
that’s a different conversation. I
think it goes to show that its always
easier to start at the higher end of
the market and move down than
to start at the lower end of the
market and try to move up.”
Arriving with blatant honesty to Drinks
Trade recently was an emailed press
release marked with the subject line,
‘We may be marketing duds but
we can brew beer’. The release
went on to say how ‘marketing
duds’, Illawarra brewers Dr Simon
Brooke-Taylor and Scotty Morgan
were celebrating the bronze medal
they received at the recent Australian
International Beer awards (AIBA) for
their South Coast Summer Ale. ‘Two
pretty laid back blokes, Simon and
Scotty say it was their lack of fashion
sense and underused Malibu’s in
the Man’s Room (a garage to nonbrewer folk) which led to the name
of their first commercial beer.
“While we’re completely serious
about the taste of our beer, we’re
pretty laid back about everything
else. We tried to come up with
a snappy name for the brew but
being marketing duds, and our
wives vetoing some of the more
obvious choices, we ended up
naming it Summer Ale after our
Hawaiian shirts,” Scotty said. “We
really need to stop wearing those
lousy loud shirts when making test
batches.” Their beer is currently
selling in Wollongong NSW stores.
It just proves that honesty really
is sometimes the best policy, or
at least, an eye-catching one. To
find out more about Summer Ale
contact Scotty on 0419 545 114
or [email protected].
EVO HAR0045/DT
Regional winemaking at its
AÔ`YZW\U0Sab
The sparkling winemaking team at Constellation Wines Australia (CWAU)
is the nation’s most awarded. Led by Ed Carr, our team holds the
unprecedented record of 21 consecutive Trophies for Best Sparkling
White Wine of Show at capital city wine shows.
Over the past decade, CWAU has been awarded over 100 Trophies across
our outstanding sparkling portfolio, including 10 consecutive Trophies
for Best Sparkling Wine at both the Melbourne and Perth shows.
Most recently, Arras, our pinnacle sparkling wine, collected a Trophy and
five Gold Medals for consecutive vintages between 1998 and 2002 at the
Canberra National show as well as the 2008 National Australia Day Council
Trophy for best Australian sparkling wine.
These results are the combination of an expert team dedicated to crafting
sparkling wines of distinction and an unrivalled vineyard resource around
Australia, including in the premium sparkling regions of Tasmania, Yarra
Valley and Tumbarumba.
For more information on our comprehensive selection of award winning
sparkling wines, please visit www.cwines.com.au or phone 131 492.
Constellation Wines Australia replaced the trading name of the Hardy Wine Company on 31 March 2008. CWAU’s sparkling showcase includes the following wines:
AVAILABLE NOW
K R I S T O V

drinks trade

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