Category: Winery Info

Wine Tank Purchasing

Cyndi

One of the biggest tasks in setting up a winery or expanding is the decision of wine tanks

man standing in front of 4 very large stainless steel wine tanks

By Thomas J. Payne – Winemaking Consultant

Much time, thought and effort should go into planning what the winery wants to accomplish with the tanks.  If these decisions are made properly and well in advance dollar savings and better functionality can be achieved.

  What will these tanks be used for?  If the tanks will be used for fermenting juice one set of criteria may be used.  If used additionally for cold settling of juice, red fermentations, or cold stabilization the list of criteria will expand.  Deciding what the tanks are needed for in the winery will lead toward the right choice.

  White wine fermentors often have a small valve port at the bottom of the tank at a diameter, for most smaller winery sizes, of 1.5 to 2.0 inches.  This is used to fill and empty the tank.  A racking valve, usually of the same diameter, will exist on the tank to allow the winemaker to remove clear wine or juice from the tank to a level a small manway door, normally and 18” oval, may be opened to continue to pump the remaining clear juice or wine out of the tank.  These tanks are very versatile for white or even red wines after pressing.

  Red wine tanks often have similar characteristics to the above but with a lower manway door at the floor or bottom of the tank.  This allows the winemaking team to remove the pomace, after skin fermentation, from the vessel.  Some red wine tanks do not have the side oval door mentioned in the white wine paragraph above but the purchaser is encouraged to get these doors on their reds tanks so the tanks may be used more in the cellar as red and white wine tanks.

  Cooling Jackets:  Location & How Much?  Give thoughtful consideration to this aspect due to the many physical characteristics and laws of heat transfer.  Consider the amount of surface area that may be needed to cool the juice/wine needed.  If one needs to use the tanks for fermentation only a smaller surface area may be used.  If chilling the wine to cold stabilize the wine, make sure there will be enough surface area to overcome predicted ambient cellar temperatures and let your cooling system representative know the capacity of the wine tank and desired cold stability temperature of the wine.  When discussing the cooling jackets, be sure to understand where the jackets will be placed on the tanks to best be able to predict how much volume will be needed in the tank for the heat transfer to start taking place.  My suggestion is the lower the jacket placement on the sidewall of the tank the better.  Larger sized tanks may require two, or more, usually separate cooling jackets.

  Will solenoids be  used to help control the temperature of the tank? 

Will these be electronically controlled? Do you want them to be web based controlled for off-site monitoring and manipulation?  Do you want wireless applications to control the solenoids?   How many thermocouples ports will be needed for proper temperature control and for the readings desired?

  Heating Capacity:  Becoming more of the norm in the cellar and more affordable for the winemaking team.  Decide on the needs of the heating and give serious thought to insulating your tanks for the process.  Do you care for heating elements in the bottom of the tank, or do you prefer a mobile glycol heater unit that will plug into your isolated glycol jackets on individual tanks.  If choosing the heating element positioned in the bottom of the tank make sure to address the potential freezing of this liquid, if used, during cold stabilization.  If using a glycol heater for the jackets, make sure to plumb the tanks for this feature.

it shows 4 very large wine tanks with wooden exteriors

  Valves – Where & How Big?  Racking valves – determine what size fitting and hoses you may use for the transfers of the juice, wine or must into and out of the tank.  Smaller wineries will be able to size the valves at 1.5 to 2.0 inches as mentioned for juice or wine.  If must will be pumped into and out of the tank one will want to review how this will be done and consider larger sized fittings at the bottom port.  I rarely choose the larger valves but there may be instances where this is the best choice.

  Manways and Doors:  Multiple configurations of manways and doors exist.  Think through all wine and juice production needs to best select these locations, functions, and sizes.

  Will the tanks be placed on adjustable legs or stands?  This can be a large issue in terms of physically managing the red wine must.  If one prefers not to pump red wine must after crushing for quality purposes, one must place the tanks at a height with the lower manway door opening on the red wine tank to have a bin or container placed underneath the lower manway opening to the tank. 

  Although this is the largest reason to place a tank higher in the air than “normal” be sure to pay attention to this height even if using a must pump.  Dejuicing tanks can also be elevated above a press opening level for certain production benefits and efficiencies linked to productions styles and quality issues.  White wine tanks may have more flexibility regarding the tank leg height but be sure to understand where the racking door will be placed and how the tank will be serviced, cleaned among other factors.

  Will the tanks be placed indoors or outdoors?  

Review this question not only for your first needs but address the question about the anticipated growth of your winery.

  What material should the tanks be made from? 

Although this article focuses on stainless steel tanks, tanks can also be made from materials such as concrete, fiberglass, wood, or plastic.

  Will fixed or variable capacity tanks be used? 

Speak with the winemaking team for a long time on this issue.  What style of wine will be produced and how long will it stay in the stainless tanks?  There are certain positive applications for both styles so choosing the correct one will be significant.  I highly recommend fixed capacity tanks for almost all situations and applications.

  What size tank will we need and where will it be placed?  Don’t laugh but some tanks may be a height that may not fit in your winery with a fixed ceiling height.  Keep in mind the tank is a cylinder, in most cases, and that tipping that on end and upward may require more ceiling height than expected.  Run some math to make sure the tanks will fit in the building.  Is the building door large enough to get the tank in the building? Also determine if one can open and service the top of the tank after it is in place.  Will a catwalk be built and if so – what impact will this have regarding setbacks from the wall or certain areas.  Will a public catwalk also be close by?  Will the public have access to the tank?   How much space will you care to have between the tanks?

  When do I need to order the tanks?   The earlier the start of negotiations with suppliers can have a better chance of getting exactly what you want at a reasonable price.  Custom-made tanks are not necessarily more expensive than stock tanks.  Orders with ample lead time may allow for the tanks to be made where quality craftsmanship is high and labor cost are low.  Order at least 7 months in advance to get what you want and to have time to negotiate prices with different suppliers.

  Equally important to all the above, one must also give serious thoughts specific to their winery, addressing: What will the side wall height to diameter ratio be?  Can certain savings be made if tanks are made in stock sheet metal width sizes?  Will lift eyelets be needed?  Will ladder hooks be needed and where?  Will the top of the tanks truncate forward, back or have centered manway tops?  Will sight gauges be needed?  Will sample valves be installed and where?  Will thermocouple ports be needed and, if so, how many and where?  Will name plates and ice shields be needed? Do you want a separate mixing valve port?  Will delestage be a winemaking tool that is used in the operation?

  Make sure the supplier of the tank is reputable and establish what type of welds will be used, their finish and the gauge/thickness of the steel, if choosing stainless. The quality of the stainless steel can vary too.

  In review – a wine tank is not just a wine tank!  Multiple factors go into each winery specific needs for these tanks.  The above are just some of the starter issues one will want to review to make a decent set of decisions.  In no way have all issues been covered.  The more the winemaking team thinks through their operational and winemaking needs related to the wine tanks, both immediately and for the future, the more cost effective this purchase will become.

Rolling Out Revenue

Cyndi

Five reasons why mobile retail works for wineries

mobile trailer with sign saying local wine here

By Cory Krejcik, Founder of Thirsty Bandit

In today’s marketplace, wineries are discovering that fixed tasting rooms, while foundational, are no longer enough to fully capture consumer attention or revenue potential. The modern wine audience is constantly in motion, more often exploring experiences that fit into their lives rather than planning entire weekends around a single visit. As a result, mobile retail (think branded trailers, trucks, or small pop-up tasting experiences) and seasonal activations have become essential tools for growth, storytelling, and brand connection.

  According to Wine Market Council research, nearly 60% of millennial wine buyers say they’re more likely to try a brand if they encounter it at a festival, pop-up, or event. These mobile formats are rewriting the rules of engagement: reaching new customers, building awareness, and generating direct sales—all with lower overhead and faster returns than permanent infrastructure ever could.

  Below are five interconnected reasons why this model works and why wineries that embrace it early are likely to lead the next era of growth.

1. Brand Visibility as a Moving Billboard – Every mile a mobile wine unit travels is a marketing impression. A well-designed trailer or branded truck isn’t just a point of sale; it’s a rolling expression of your brand identity. Wrapped in bold visuals, anchored by consistent design language, and styled with the same intentionality as a tasting room, it becomes a moving billboard that tells your story everywhere it goes.

  Imagine a well-designed wine trailer parked along Main Street for a downtown First Friday program. Staff chatting up customers and pouring glasses to be enjoyed while shopping after-hours. Passersby stop, take photos, and post them online. The moment isn’t just aesthetic; it’s strategic. Every shared image, every tagged post, extends your reach far beyond the event itself.

  Smart design makes this amplification effortless. “Instagrammable” touches like a striking bar façade, a photo wall, or a vintage-inspired logo, encourage organic sharing. QR codes linked to wine clubs or digital tasting notes turn social impressions into measurable leads. The exposure doesn’t end when the event closes, it multiplies across feeds, hashtags, and memories.

  In a category that often leans on tradition, mobility signals modernity. It tells consumers your brand isn’t confined to the vineyard—it’s part of their lifestyle, wherever they go.

2. Lower Fixed Costs & Faster ROI – Every winery leader understands the cost of brick and mortar: design, construction, utilities, maintenance, and staffing. A mobile unit rewrites that equation.

  Compared to building or leasing a permanent tasting room, mobile activations dramatically reduce fixed costs. There’s no need for heavy infrastructure, zoning approvals, or long-term leases. Most mobile setups are built as plug-and-play systems. Units are meant to be self-contained, code-compliant, and designed to be operational in minutes.

  But the most compelling case isn’t just lower cost, it’s speed of return. For many wineries, mobile units pay themselves back within a single season of festivals, markets, or regional events. A well-run activation can pour thousands of glasses over a few weekends, with direct sales, signups, and wholesale leads all feeding the revenue stream.

  From a strategic perspective, mobile retail functions as both a sales tool and a marketing engine. The investment is easy to justify when the same asset generates immediate income, long-term exposure, and scalable brand equity.

Even accounting for staff, licensing, and fuel, a mobile unit often costs a fraction of a single tasting room buildout. The result: more financial flexibility and faster pathways to profit.

Corey and Rachel of Thirsty Bandit chat with Suzanne Hasz, founder of Hudson Trailer Co., about the growth potential of mobile retail and seasonal pop-up experiences for wineries, exploring how evolving consumer behaviors are driving brands to meet audiences wherever they are.

3. Flexibility & Seasonal Alignment – Wine is seasonal with production schedules, harvest, events, and consumer habits ebbing and flowing throughout the year. A mobile retail program lets wineries move with the rhythm of demand rather than being anchored to it.

  Picture this:  a winery launches its spring rosé release at a downtown flower festival, pours summer whites at a waterfront concert series, and then rolls out to a harvest celebration in autumn. Each stop hits a different audience, season, and mindset, but the brand remains consistent.

  This flexibility doesn’t just boost revenue; it optimizes operations. Inventory can be shifted in real time to high-traffic events. Staff scheduling becomes dynamic rather than static. Marketing follows cultural energy rather than waiting for it.

  In practical terms, this means your brand stays top-of-mind year-round, not just during wine country’s peak tourism months. And for smaller wineries, mobility provides the agility to compete in larger markets without the overhead of permanent expansion.

4. Experiential Appeal & Consumer Expectations –

Modern consumers want more than a transaction. They crave connection, storytelling, and experiences that feel personal. The tasting room will always be sacred, but it represents just one chapter in the customer journey.

  Mobile activations give wineries a way to bring the vineyard to the people. When executed thoughtfully, each encounter becomes a chance to tell your story: how your grapes are grown, what inspires your blends, why your brand exists at all. Guests aren’t just sampling—they’re connecting.

  In many cases, a single memorable experience can shift perception more effectively than any ad campaign. Someone who discovers your brand at a festival might later seek out your bottles at retail, join your wine club, or even plan a trip to the vineyard itself.

  Experiential retail isn’t a trend; it’s a reflection of how modern consumers form loyalty. They don’t just buy what you make, they buy how you make them feel.

5. Testing New Markets & Expanding Reach –

Perhaps the greatest strategic advantage of mobile retail is market testing without permanent risk.

  For rural or destination-based wineries, reaching new audiences can be costly and uncertain. A mobile unit allows them to meet urban consumers where they already gather—farmers markets, concerts, street fairs, or high-end shopping districts—without committing to a long-term lease or a new facility.

  These interactions go beyond direct sales. Every event provides insight into customer behavior, pricing sensitivity, and brand perception. Tracking purchases, email captures, and on-site engagement builds a feedback loop that informs broader strategy.

  Imagine a mid-sized winery that takes its mobile tasting bar on a six-city summer circuit. Over three months, it collects thousands of emails, identifies which markets drive the most engagement, and discovers that its rosé outsells reds by 2:1 in coastal regions. Those insights shape next year’s production and marketing plans.

  Each glass poured becomes a data point, each conversation a potential customer, and each market test a map for future expansion.

Operational Considerations

  Success in mobile retail depends as much on execution as vision. The logistics may be lighter than a full-scale facility, but they’re no less important.

  Staff must be brand ambassadors first, servers second. They work in confined spaces, under variable weather, and in dynamic crowd conditions. This requires adaptability, strong product knowledge, and high service and hospitality acumen. Their demeanor shapes not just the immediate experience but the long-term impression of the winery.

  Compliance is equally critical. Permits, health codes, and insurance requirements vary by jurisdiction, and alcohol laws can differ dramatically from county to county. A mobile unit can’t hit the road and start serving anywhere. For many wineries, partnering with local event coordinators or compliance consultants streamlines the process and ensures consistency.

Financial Clarity

  For wineries weighing the investment, the economics are compelling. Mobile units typically cost a small fraction of constructing a new tasting room, and the speed of return is striking. Many recoup their investment within a single season of strategic activations.

  The key is to view the build not as an expense, but as an asset with multiple revenue functions. It sells wine directly, generates brand visibility daily, and produces marketing content that drives ongoing engagement. Each event feeds both the bottom line and the brand story.

  When CFOs see that a single mobile trailer can simultaneously boost DTC sales, social exposure, and wholesale leads, the case for mobility becomes more than creative, it becomes financial strategy.

Turning Tastings Into Memberships

  A glass poured at a farmers’ market shouldn’t be the end of the story. It should be the beginning.

  Mobile activations are prime opportunities to capture data—emails, social follows, QR sign-ups—and funnel them into your membership and subscription programs. Staff can invite guests to join wine clubs, pre-order seasonal releases, or receive exclusive offers tied to the event they attended.

  This transforms a casual encounter into a relationship continuum, one that extends far beyond the moment of pour. The person who first discovered your Sauvignon Blanc at a summer concert might be receiving shipments from your reserve collection a year later.

Looking Ahead

  Mobile activations aren’t a passing experiment. They’re the next evolution in how wineries engage audiences. The craft beer and ready-to-drink sectors have already proven the model, showing that consumers love brands that move with them, both literally and emotionally.

  For wineries, the opportunity is to lead this transformation rather than follow it. Mobility doesn’t replace the tasting room; it extends its reach. It transforms a static space into a fluid experience that meets consumers wherever they gather.

  In an industry defined by tradition, mobile retail offers something radical: the ability to be both timeless and timely. The wineries that embrace it now will not only expand their markets, but also redefine what it means to be a wine brand in motion.

  Corey Krejcik is the founder of Thirsty Bandit, providing strategic marketing, brand development, and revenue optimization for hospitality and wine brands. With over 20 years of executive leadership experience, he believes the best outcomes are found at the intersection of strategy, adaptability, and identity. Outside of work, he enjoys cooking, running, home renovation projects, and spending time with his wife and two teenage children in Malvern, PA.

From Pour to Purpose

Cyndi

Ten ways wineries can evolve from selling bottles to creating experiences that resonate with a new generation.

woman standing in an aisle full of wine bottles and holding 2 in her hand and looking at the wine label

By Susan DeMatei, Founder of WineGlass Marketing

If I told you a winery just opened with no vineyard, no winemaker on staff, and no interest in talking about terroir… would you visit? What if I told you it had a silent disco in the barrel room, a drag brunch series, and a 3-month waitlist for a zero-proof pairing menu?

  Those wineries exist. And they’re thriving. Because for a new generation of visitors, the wine isn’t the reason—it’s the reward. It’s not about what you pour anymore. It’s about how you make people feel.

  And we used to excel at this. But then we woke up one day… and it wasn’t working like it used to. The same offers stopped converting. The same messages started falling flat. The same visitors didn’t come back. And it’s not because we got worse at what we do. It’s because the customer changed. What they want. How they behave. Where they show up. Why they buy. So, the question now isn’t “What went wrong?” It’s “Who are we selling to today?”

  Let’s review what they’re looking for. Each of the ten shifts is followed by a prompt or question you can take back to your team. Something to spark discussion at your next staff meeting, leadership retreat, or even just your next walk through the tasting room. Because these ideas aren’t just concepts—they’re invitations to rethink, reframe, and reimagine what your guest experience could look like.

1) Options:  Yesterday’s consumer appreciated simplicity. At retail, they picked from what was on the shelf. At the winery, they chose between red or white. In the club, they got the winemaker’s selection—and were happy to receive it. A choice between two or three options? That felt like luxury. But today’s consumer—especially Millennials and Gen Z—lives in a different world entirely. They’ve grown up in an economy of limitless choice.

  Take Shein, for example—often cited as a Gen Z favorite. At any given time, that website features over 600,000 products. And they add up to 10,000 new styles per day.

  That’s not a product catalog. That’s an infinite scroll buffet. And that behavior—scroll, sort, save, swap, filter, build your own—isn’t just how they shop for clothes. It’s how they expect to interact with everything. They want control. They want flexibility. And they want to feel like they’re curating an experience that fits them—not adapting themselves to yours.

  So what does that mean for wine? It means the pre-set flight might not cut it. It means the fixed club shipment may feel impersonal. And it means our biggest opportunity isn’t just what we offer—but how we let them choose it. Flexibility is no longer a perk. It’s the expectation. And the brands that bake in choice—from tastings to tiers to tech—are the ones that will feel modern, relevant, and worth coming back to.

Discussion Question

•     What alternative formats or alcohol levels can we offer?

•     Are we inclusive of no/low options, or do we still assume everyone wants a full pour of14% Cab?

2) Discovery and Trial:

Yesterday’s consumer wanted to find a favorite. Today’s consumer wants to keep discovering. The internet never ends—so neither does their scroll. Algorithms, ads, and endless options mean there’s always something new to try. Loyalty? Why? Why would you buy the same thing twice when there is so much to try?

  But that has also emboldened us. Trying a new wine doesn’t feel risky anymore—it feels exciting. Discovery is the experience. It’s not the step before loyalty—it replaces it. So if we want to stay relevant, we have to make exploration part of our offer: Rotating flights. Limited drops. Unexpected pairings. Something worth coming back for—not just rebuying. Because when novelty is everywhere, same-old won’t stand out.

Discussion Questions

•     How easy is it for someone to explore our wines without committing to a full bottle or joining the club?

•     Could we offer mini bottles, samplers, or “try before you buy” packs?

3) Convenience:  In the past, access was the ultimate goal. When you had to order things through catalogs or go to your local store to see if “that thing” you saw in a magazine was available in your area, having an inside track to products was important. Now, it’s pretty much useless. You don’t need special access. If money’s no object, you could have a bottle of Mouton Rothschild delivered to your door by dinner.

  Access isn’t hard anymore. What’s hard is making it easy. Today’s luxury is convenience. It’s speed, simplicity, and control. DoorDash, Prime, one-click checkout—that’s what consumers expect. Not a complex tasting room booking form or a club order via phone call. If the experience is clunky, it doesn’t feel premium—it feels outdated – and, honestly, rude. Convenience isn’t about cutting corners. It’s about respecting time.

  And the brands that make it easy? They’re the ones who feel worth staying with.

Discussion Questions

•     Can guests book, buy, and learn from us with ease?

•     Are we mobile-friendly, quick to respond, and available when people are actually looking?

4) Value Alignment:

Today’s consumer isn’t just buying what you sell. They’re buying why you sell it. They want to know your values—up front. What do you believe in? How do you treat people? What’s your environmental footprint?

  Because for them, product quality and brand values are intertwined. An amazing wine that feels ethically tone-deaf? Hard pass. A halfway decent wine from a brand that shares their values? Instant heart emoji. Especially with younger consumers, purpose drives purchase. They want brands that reflect their worldview—not just their palate. So if you’re not telling people what you stand for, don’t assume they’ll stick around to figure it out. Because today, clarity is currency. And silence is a story, too.

Discussion Questions

•    Do our brand values show up in our experience-not just in copy, but in behavior?

•      Would someone browsing our site or walking into our tasting room know what we stand for?

5) Self-Expression: It’s easy to dismiss posting online as vain or superficial. But for younger generations, it’s how they connect. How they communicate. How they belong.  A post isn’t just a picture. It’s a statement. “This is who I am. This is what I value. This is where I’ve been.”

  When they choose to share your winery, your experience, your wine—it’s not random. It means your brand aligns with their identity. That’s powerful. So, if the space you create doesn’t offer moments worth capturing…you’re missing a major opportunity to be part of their story. Because for today’s consumers, if it’s not shareable, it’s forgettable. And being seen on their feed might matter more than being remembered in your CRM.

Discussion Questions

•     Does our winery give people something to connect with and share?

•     Are we offering moments and messaging that reflect their identity-not just ours?

6) Education Without Ego:  Education used to be the core of the winery experience. We told visitors how wine is made. Why our soil matters. What flavors to find in the glass. And while that worked for generations who came to learn, today’s guests come to explore. Education implies hierarchy: “I know something you don’t.” Rules. Correct answers. A right way to taste.

  Exploration is different. It’s open. Personal. It says, “Let’s see what you discover.” Modern consumers don’t want to be corrected. They want to be included. So if we trade the lecture for a conversation, we don’t lose authority. We gain engagement. Because the best experiences today don’t feel like school. They feel like discovery.

Discussion Questions

•     Are we making wine more approachable or more intimidating?

•     How can we reframe our story so it invites rather than lectures?

7) Community &

Belonging:  For previous generations, discovering something special was a private thrill. A tucked-away winery. A hard-to-find bottle. A quiet restaurant. The instinct was to protect it. To keep it close. Because having access meant having an edge.

  But today’s consumer is wired differently. The first instinct isn’t to hide the experience—it’s to share it. To tag a friend. Post a photo. Spread the word. Why? Because for this generation, joy is amplified through connection. Sharing isn’t about showing off—it’s about pulling others in. Community is the new currency. And that means creating spaces, products, and moments that feel worth passing on. If your brand gives people something to share, it gives them a way to belong. And belonging is a much stronger bond than exclusivity ever was

Discussion Questions

•     What are we doing to create a sense of welcome and shared experience beyond a transaction?

•     Are we building a community-or just a customer list?

8) Transparency:  Today’s consumers are savvy—and skeptical. Especially online, where everything can be filtered, staged, or Photoshopped. And if every image is too perfect, every bottle too polished, every person too posed…it starts to feel like a façade. The result? Disconnection. Distrust. A scroll-past, not a double-tap.

  Transparency isn’t just a virtue—it’s a strategy. It builds trust. It signals confidence. And it’s one of the fastest ways to stand out in a crowded, curated world. Show your team. Show your process. Show the messy harvest days, not just the golden-hour tastings. Because consumers don’t expect perfection anymore. They expect honesty. And when they see themselves reflected in your story, they’re far more likely to want to be a part of it.

Discussion Questions

•     Are we clear and open about how we make our wine, how we price it, and what’s inside? Or are we still hiding behind wine-speak and vague terms?

9) Emotional ROI:  Picture your customer. She’s working full-time. Maybe raising kids, managing a household, checking in on aging parents. Her phone never stops buzzing. Her weekends are booked out. Her to-do list is a mile long. And still—she carves out time, gets in the car, and drives an hour out of the city to come to your event. That’s not casual. That’s a commitment.

  She could’ve gone to brunch, taken a nap, or stayed home and done nothing—which sounds pretty great, honestly. Instead, she picked you.

So when she leaves your tasting room and heads back down the highway, she’s asking herself one question: ”Was it worth it?”  Was it meaningful? Memorable? Did she feel welcome—not just as a buyer, but as a person? Because that’s Emotional ROI. It’s not about the wine—it’s about how the whole experience made her feel.

  If the answer is yes, she’ll come back. She’ll tell her friends. She’ll bring them next time. If not? She won’t complain. She just won’t return. And you won’t even know you lost her.

Discussion Questions

•    What emotional payoff does someone get from visiting us? Do they feel joy, wonder, connection, or just… meh?

10: Frictionless Access:  Yes—we’ve said access isn’t the crucial selling point it used to be. And it’s true: rare wine, limited clubs, remote location. They don’t carry the same cachet anymore. But let’s be clear access still matters. It’s just expected.

  Today’s consumer assumes they can get what they want, when and how they want it. Not because they’re entitled—but because that’s the world they live in. They can book a cabin, schedule a haircut, and buy a car—all from their phone, in minutes. So if buying your wine, visiting your tasting room, or joining your club feels complicated? You’re not exclusive—you’re inconvenient. Frictionless access isn’t about removing effort. It’s about removing unnecessary effort. Make it simple. Clear. Mobile-friendly. Immediate. That’s the new luxury.

  Because the minute someone must call, wait, or wonder? You’ve lost them to someone who made it easier.

Discussion Questions

•     Where are the hidden barriers in our experience?

•     What small points of friction, online or in person, could be costing us future fans?

  Don’t just file these ideas in a folder. Use them. Add to them. Argue with them. That’s how real change starts.

  We are not in a wine recession. We are in a wine realignment. The future isn’t less wine. It’s wine in a new context. Let’s stop selling bottles—and start creating reasons for customers to show up, stay longer, and come back.

  Susan DeMatei founded WineGlass Marketing; the largest full-service, award-winning marketing firm focused on the wine industry. She is a certified Sommelier and Specialist in Wine, with degrees in Viticulture and Communications, an instructor at Napa Valley Community College, and is currently collaborating on two textbooks. Now in its 13thyear, her agency offers domestic and international wineries assistance with all areas of strategy and execution. WineGlass Marketing is located in Napa, California, and can be reached at

707-927-3334 or

wineglassmarketing.com

A Note on Federal & State(s) Tied House Distinctions

Cyndi

Tied house evil is a concept that most alcohol beverage industry stakeholders are aware of. 

a man sitting in front of his laptop computer on his cell phone

By Brad Berkman & Louis J. Terminello of Greenspoon Marder LLP

For the beverage marketer, operating within its confines is virtually mandated to avoid regulatory scrutiny and potential administrative action by state and federal regulatory authorities. Most marketers do indeed adhere to general tied house restrictions when developing and executing programs. However, it is also likely that the distinction between federal and state tied house laws is overlooked. The purpose of this article is to instruct the reader on the distinctions between the two to avoid potential missteps that may lead to regulatory adversity. An effective way to conduct this analysis is to examine select statutory and code provisions.

A General View of State Tied House Evil

  Using Florida law as an example, Florida Statue §561.42 is the state’s tied house statute. In part, the statute states:

561.42 Tied house evil; financial aid and assistance to vendor by manufacturer, distributor, importer, primary American source of supply, brand owner or registrant, or any broker, sales agent, or sales person thereof, prohibited; procedure for enforcement; exception.—

(1) No manufacturer, distributor, importer, primary American source of supply, or brand owner or registrant of any of the beverages herein referred to, whether licensed or operating in this state or out-of-state, nor any broker, sales agent, or sales person thereof, shall have any financial interest, directly or indirectly, in the establishment or business of any vendor licensed under the Beverage Law; nor shall such manufacturer, distributor, importer, primary American source of supply, brand owner or brand registrant, or any broker, sales agent, or sales person thereof, assist any vendor by any gifts or loans of money or property of any description or by the giving of any rebates of any kind whatsoever. No licensed vendor shall accept, directly or indirectly, any gift or loan of money or property of any description or any rebates from any such manufacturer, distributor, importer, primary American source of supply, brand owner or brand registrant, or any broker, sales agent, or sales person thereof;

  Florida’s tied house evil essentially prohibits upper-tier industry members from having a direct or indirect financial interest in a vendor of alcoholic beverages. They shall also not assist any vendor by any gifts or loans of money or property of any description or by the giving of any rebates of any kind whatsoever (unless there is a stated exception in the law).

  By comparison, below is a partial reprint of the Texas tied house evil statue. Even a quick reading shows similarities with Florida law.

Sec. 102.07.  PROHIBITED DEALINGS WITH RETAILER OR CONSUMER.  (a)  Except as provided in Subsections (b), (d), and (g), a person who owns or has an interest in the business of a distiller, rectifier, wholesaler, class B wholesaler, or winery, or the agent, servant, or employee of such a person, may not:

(1)   own or have a direct or indirect interest in the business, premises, equipment, or fixtures of a retailer;

(2)   furnish, give, or lend any money, service, or thing of value to a retailer;

(3)   guarantee a financial obligation of a retailer;

(4)  make or offer to enter an agreement, condition, or system which will, in effect, amount to the shipment and delivery of alcoholic beverages on consignment;

(5)   furnish, give, rent, lend, or sell to a retail dealer any equipment, fixtures, or supplies to be used in selling or dispensing alcoholic beverages, except that alcoholic beverages may be packaged in combination with other items if the package is designed to be delivered intact to the ultimate consumer and the additional items have no value or benefit to the retailer other than that of having the potential of attracting purchases and promoting sales;

(6)  pay or make an allowance to a retailer for a special advertising or distribution service;

(7)   allow an excessive discount to a retailer; or

(8)  offer a prize, premium, gift, or similar inducement to a retailer or to the agent, servant, or employee of a retailer.

  The essential takeaway is that, generally, state-level tied house statutes essentially contain similar prohibitions, including:

•Direct or indirect interest by an upper tier industry member in a vendor

•The upper tier industry member provides money or things of value to a vendor.

Federal Tied House by Comparison

At the federal level, alcohol beverage law regulations can be found in Title 27 Chapter 1 of the Code of Federal Regulations (C.F.R.), and federal tied house regulations can be found in Part 6.1 through 6.153 of that section.

Interestingly, certain parts of federal tied house prohibitions resemble those of the states, as illustrated in the following section of the C.F.R.:

§ 6.21 Application.

Except as provided in subpart D, it is unlawful for any industry member to induce, directly or indirectly, any retailer to purchase any products from the industry member to the exclusion, in whole or in part, of such products sold or offered for sale by other persons in interstate or foreign commerce by any of the following means:

(a) By acquiring or holding (after the expiration of any license held at the time the FAA Act was enacted) any interest in any license with respect to the premises of the retailer;

(b) By acquiring any interest in the real or personal property owned, occupied, or used by the retailer in the conduct of their business;

(c) By furnishing, giving, renting, lending, or selling to the retailer, any equipment, fixtures, signs, supplies, money, services or other thing of value, subject to the exceptions contained in subpart D;

(d) By paying or crediting the retailer for any advertising, display, or distribution service;

(e) By guaranteeing any loan or the repayment of any financial obligation of the retailer;

(f) By extending to the retailer credit for a period in excess of the credit period usual and customary to the industry for the particular class of transactions as prescribed in § 6.65; or

(g) By requiring the retailer to take and dispose of a certain quota of any such products.

  A careful examination of the above reveals an expressed and distinct element of federal tied house. The reader should pay specific attention to the use of the term exclusion, which is further defined in § 6.151 and § 6.152:

§ 6.151 Exclusion, in general.

(a) Exclusion, in whole or in part, occurs:

(1) When a practice by an industry member, whether direct, indirect, or through an affiliate, places (or has the potential to place) retailer independence at risk by means of a tie or link between the industry member and retailer or by any other means of industry member control over the retailer; and

(2) Such practice results in the retailer purchasing less than it would have of a competitor’s product.

(b) Section 6.152 lists practices that create a tie or link that places retailer independence at risk. Section 6.153 lists the criteria used for determining whether other practices can put retailer independence at risk.

§ 6.152 Practices which put retailer independence at risk.

The practices specified in this section put retailer independence at risk. The practices specified here are examples and do not constitute a complete list of those practices that put retailer independence at risk.

(a) The act by an industry member of resetting stock on a retailer’s premises (other than stock offered for sale by the industry member).

(b) The act by an industry member of purchasing or renting display, shelf, storage or warehouse space (i.e., slotting allowance).

(c) Ownership by an industry member of less than a 100 percent interest in a retailer, where such ownership is used to influence the purchases of the retailer.

(d) The act by an industry member of requiring a retailer to purchase one alcoholic beverage product in order to be allowed to purchase another alcoholic beverage product at the same time.

  Placing retailer independence at risk is a fundamental element of the concept of exclusion. TTB investigators, when examining a case for exclusion, look for the presence of evidence of Subsection 2 § 6.151 – that is, did the industry members’ actions result in the retailer purchasing less of a competitor’s product as a result of those actions or practice. § 6.152 provides us with guidance as to practices that give rise to exclusion, but that same section states that the list is not exhaustive.

  For the alcohol beverage marketer, this presents a unique challenge. After all, the goal of both the sales and marketing teams is to increase sales through shelf or back bar presence or placement on a wine list. A natural extension of a placement of this sort is that another brand very likely will lose its spot on the aforementioned selling real estate.

  The lesson to be gleaned under federal tied house regulations is that brand builders should put practices in place that arguably feature their brands at retail and allow consumers to make the choice. Retailers will govern themselves based on consumer preference rather than on the exclusion of one brand over another, thereby putting retailer independence at risk.

  Tide house violations can take many forms and can occur both at the state and federal levels. Investigators are well versed in building and prosecuting cases of tied house violations. Though the discussion above does not address the full scope of potential violations, it is incumbent on marketers of alcohol to be aware of state and federal laws in this area and tailor their programs with the objectives of sales success and regulatory compliance.

Covered Bridges Winery

Cyndi

Showcasing all Iowa has to offer, including Award-winning wines

Covered Bridges Winery main building from the outside

By Gerald Dlubala

Covered Bridges Winery started on 75 picturesque acres in Winterset, Iowa, in Madison County. Yes, that Madison County, of The Bridges of Madison County movie fame, and the birthplace of John Wayne.  They have since expanded to another 12 acres where the winery now sits.

  Kevin and Jean Fifo and their friends, Kevin and Rose Boyle, purchased the property in 2002.

  “We were all living in the suburbs of Des Moines,” said Fifo. “Kevin Boyle grew up on a farm in north central Missouri. At the time I traveled for a living but were looking to get out of the hustle and bustle of city life. We looked at properties and found 75 acres in Winterset, about 30 minutes southwest of Des Moines. We contacted the Boyles and asked if they wanted to buy half and start a winery. They were on board, so we moved into the farmhouse on the property, even though we really wanted to build. There were 50 acres of trees and 15 acres in the Conservation Reserve Program (CRP), along with a small farm pond. The acreage was reasonably clear, but we had to buy out of the CRP contract. Besides that, going through it and preparing it for planting was a straightforward process.  The first grapes went in the ground in 2004, and our first commercial harvest was 2008.”

Getting Started

  “We spent the first eight years out on the farm with the winery housed in an old, converted pole shed,” said Fifo. Our production facility started at 800 square feet with an output of as much as 1000 cases annually. But other than the wine, there weren’t any truly good reasons to come out here. We were just a property on a dead-end gravel road. We bought the property the winery now sits on about 10 years ago, and Kevin Boyle, a furniture maker and cabinet maker by trade, designed and laid out the new building. I was a project manager by trade, and we both had done the contracting on our own homes, so I acted as the general contractor to get everyone lined up and arranged and built the building. We then opened the new tasting room and production facility in August 2016.”

  “The first varietals we planted included Marechal Foch, Frontenac, La Crosse, Edelweiss, and Geneva Red,” said Fifo. “We planted a little of everything, working with other wineries and universities to get an education as to what we are getting into. We wanted to plant cold-hardy varietals that were in demand and known to produce excellent-tasting Iowa-made wines.”

  Fifo told The Grapevine Magazine that they found the Geneva Red varietal to have a better tannin structure than other reds and subsequently turned out to be a good blender.

  “We still use it today as an integral part of our blends,” said Fifo. “We’ve since added La Crescent and Marquette vines and will wait for spring to see what happens there. Madison County sits in a big shallow bowl and is about a half zone colder than our surrounding counties. We tried to grow Seyval grapes, but they’ve never grown well here, and Marquette has also struggled at times. We’ve restructured our Marquette vines but are still struggling with production at times.

Local Influence Resonates Throughout the Winery

  “We are in Madison County, Iowa, of Bridges of Madison County fame, so we have a tourist-oriented county because of that movie and by being known as the birthplace of John Wayne,” said Fifo. “We are fortunate that the tourists are already coming to this area for those reasons, but Iowa wineries are also very much a tourism industry, so we contribute to bringing in winery tourism.”

  “Sitting in the North River Valley just north of Winterset, we have one of the most outstanding views in the entire state,” said Fifo. “We have a wraparound patio to look down into the valley across farm fields with a picturesque silo. Guests really enjoy the peace and quiet that accompany those views.”

  Fifo said that the prominent feature in their tasting room is a 16-foot arch-topped window overlooking the valley.

 “With views like ours, building orientation was, and is, important,” said Fifo. “There are wood-finished ceramic tile floors reminiscent of our famous covered bridges. We feature local artwork in our tasting room, from quilts to photographs to pencil sketches and stained glass. All of our wall sconces are custom-made with bridge silhouettes on them. There is a powerful local influence on everything we do and produce. We’ve always been adamant about supporting locals, and it’s the foundation of everything we do. Our founding principle was to be 100% Iowa-grown and produce wines. To this day, we still are. Most of our traffic is Midwest-based, but we bring in people from all over the world because of the bridges. We are open year-round, featuring a wide variety of music, events, and local vendors. Hours vary per season, but events go on year-round. You must remain truly diverse in this business and give folks a reason to return.”

  “As to available wines, we continue to feature over 20 labels available here at the winery, so there is something for everyone,” said Fifo. “Our wines go from dry to sweet, in reds and whites, and we offer some specialty wines like port-style wines and bourbon barrel-aged reds, which are currently a popular feature. A lesson I’ve learned coming up in this business is that you make sweet wines for customers and dry wines for yourself. Roughly 70% of what we sell has at least some sweetness to it, meaning anywhere from 1 1/2-3 % residual sugar, which, because of the amount of acidity we carry, are considered off-dry wines by Midwestern standards, but are extremely popular. We always rotate two dry reds and two dry whites. These are wines that I’m especially proud of because they’re all Iowa-produced, award-winning, recognized wines. We submitted 11 wines and took home seven golds from the Iowa State Fair commercial competition this past year.”

Lessons From a Winemaker’s Journey

  Fifo reflected on his winemaking journey, which led him to be one of the most awarded authorities in Iowa winemaking. He mentioned three essential keys to his success, all of which he says help him continue living the winery life he loves so much.

•   You need a good product. “It took us eight years to make really good wines from the hybrid grapes we grow,” said Fifo. “It’s easy to get that first bottle sold in the tasting room, but you have to earn the purchase of the second bottle.”

•   You must be able to adapt. “When I first started, all winemaking was based on California wine growing techniques,” said Fifo. “And obviously, we can’t grow California grapes here, so there was a lot of learning about the different grape varietals and acidity levels involved. You can either fight it or embrace it, and we choose to adapt and embrace it.”

•   You need a great venue. “You have to give your guests reasons to come back, and we do that,” said Fifo. “In addition to all of our local charm and outstanding views, our event schedule makes sure that there is always something going on here to make our guests want to come and spend time with us, whether that includes wine-related classes or events, bands, or local markets featuring local vendors that may not have a physical storefront. We do as much as we can outside. We have a 20-by-30-foot outdoor stage for music and events, weather permitting, of course. We feature solo artists, acoustic sets, and duets on our patio, and we can even move some performances indoors if necessary. We can seat 72 inside. We also offer charcuterie plates, pub-style mixes for snacks, and chocolates for wine pairing.”

Future Expectations Include Giving Back

  “We’d really like to perfect our wine club program and get it up and operational no later than November of

this year for our first wine club release,” said Fifo. “Additionally, we’ve built another 40 by 60 feet of enhanced production space, which is almost completed. Our tasting program is stable, as are our event schedules. We host weddings, receptions, graduation parties, corporate events, for example. Wholesale expansion is always tough, but we’re in some local specialty restaurants that take time to educate their staff about Iowa wines. Shelf space is so hard to get, especially for locals.”

  Fifo retired from his day job a couple of years ago, so he’s excited about having the time and opportunity to give back to Iowa’s wine industry. He was named Winemaker of the Year in Iowa in 2020. Additionally, he serves on the Wine Growers Association Board of Directors. He also serves on the Advisory Board at Iowa State with the Midwest Grape and Wine Industry Institute.

  “I’ve earned a good, strong reputation for making quality dry wines,” said Fifo. “I’m immensely proud of that. I’ve presented to the Iowa Wine Growers Association at their annual conference about making dry reds in the Midwest. It’s still a hard sell. To the average person, only sweet wines are produced here in Iowa. I love changing their mind, but they won’t come to that conclusion on their own. They must be convinced. But I love collaborating with other winemakers and helping to bring up and encourage the next generation of winemakers. It’s still an agricultural industry that demands a lot of hard work, so new winemakers need encouragement to keep our industry going. Iowa winemaking is a very cooperative environment, and the best thing that could happen is for more folks here to make great Iowa wines. You want people to go to our wineries, have great times, and seek out other Iowa wineries.”

  Fifo said there is a never-ending set of challenges for winery owners, from chillers and equipment that may not be working correctly to simpler things, including clogged restrooms, so an owner must be well-versed in every facet of a production and service-related business.

  “It really is a great industry,” said Fifo. “We continuously meet great and wonderful people who come through our winery. We’ve also met awesome and interesting characters within the industry. But overall, we’re having a ton of fun here, and I encourage folks to seek us out along with other Iowa wineries for some great experiences and excellent wines.”

  For more information on Covered Bridges Winery, including hours of operation and event schedule:

Covered Bridges Winery

2207 170th Trail

Winterset, Iowa 50273

www.CoveredBridgesWinery.com

Info@CoveredBridgesWinery.com

515-729-WINE

T.V. Munson

Cyndi

Honoring his legacy and advancing innovation in global viticulture

L to R: Dr. Jeffrey Savell, Vice Chancellor and Dean, College of Agriculture and Life Sciences, Mr. WB Bunson, Ms Susie Munson – TV Munson family members, Dr. Amit Dhingra, Profession and Head, Department of Horticultural Sciences with the ASHS Hall of Fame Plaque
L to R: Dr. Jeffrey Savell, Vice Chancellor and Dean, College of Agriculture and Life Sciences, Mr. WB Bunson, Ms Susie Munson – TV Munson family members, Dr. Amit Dhingra, Profession and Head, Department of Horticultural Sciences with the ASHS Hall of Fame Plaque

By Amit Dhingra, Professor & Head, Department of Horticultural Sciences, Texas A&M University

Mr. T.V. Munson, the “Da Vinci of Denison,” was a Texas horticulturist who changed the course of the global wine industry. From designing new horticultural tools to flying machines, and from developing new ornamental and fruit varieties including magnolia, strawberries, and over 300 grape varieties this U.S. horticulture legend traveled more than 50,000 miles on horseback across the southern United States searching for wild grapes. He was recently inducted into the American Society for Horticultural Science Hall of Fame, a recognition that places him among the most influential horticulturists in history.

  More than a century ago, Thomas Volney Munson (1843–1913) dedicated his life in Denison, Texas, to studying native American grape species, meticulously cataloging, breeding, and testing hundreds of varieties. He conducted this work during a time when Europe’s vineyards were being devastated by the root-feeding insect Phylloxera. Munson recognized that the wild grape species of North America carried natural resistance to this destructive pest. Through his collaboration with French scientists, he supplied resistant rootstocks that ultimately saved European vineyards and secured the future of the wine industry worldwide.

  For his groundbreaking contributions, Munson was awarded the Chevalier du Mérite Agricole by the French government. His work remains one of the most significant horticultural achievements in history, placing Texas at the heart of global viticulture. Yet his influence extends far beyond grapes. His meticulous record-keeping, belief in biodiversity, and deep understanding of adaptation continue to inspire scientists who see in his work a model for how agricultural heritage and modern innovation can come together to address global challenges.

The Munson Legacy Project: Science in Service of Heritage

  Building on this remarkable legacy, Texas A&M University’s Department of Horticultural Sciences has launched the Munson Legacy Project, which is a multi-year research and education initiative designed to preserve, characterize, and celebrate Munson’s scientific contributions through the integration of modern genomics, data science, and student training.

  The Munson Legacy Project represents a convergence of heritage and cutting-edge research. Its mission is to safeguard Munson’s cultivars for future generations while uncovering new insights into their unique traits. The project aims to source and authenticate as many of T.V. Munson’s grape varietals as possible, map their genomes through DNA sequencing, and share that information globally via an open-access repository of DNA-tested cultivars.

  Using state-of-the-art molecular tools, Dr. Amit Dhingra’s research team is sequencing and analyzing Munson’s hybrids and parental lines to identify genetic factors that confer resilience to drought, heat, and disease—traits that are critical for profitable production under increasingly extreme environmental conditions.

  The project also serves a vital educational purpose. It provides hands-on training for graduate students and research personnel in horticultural genomics, molecular biology, and data curation, aligning perfectly with Texas A&M’s land-grant mission to integrate education, discovery, and service. Students participating in the program gain practical skills that prepare them for careers at the intersection of science, technology, and profitability.

  A key component of the project is its collaboration with Grayson College, which houses the historic T.V. Munson Collection. Texas A&M’s Horticultural Sciences team will provide correctly identified materials, DNA data, and repository access to Grayson College and other designated partners. This collaboration ensures that both the physical vines and their digital genetic profiles remain preserved, validated, and publicly accessible for research and teaching worldwide.

Connecting Past & Future

  Munson’s original work demonstrated that the diversity of native grape species holds the key to environmental resilience. The Munson Legacy Project extends that vision into the genomic era. By analyzing the DNA of these cultivars, scientists can trace evolutionary relationships among species, identify adaptive genes, and use that knowledge to inform modern breeding and biotechnology approaches.

  The data generated through this project will have broad applications, including:

Rootstock improvement: Identifying genetic traits that enhance drought and pest resistance.

Environmental resilience: Breeding vines suited to emerging viticultural regions with changing climates.

Biodiversity conservation: Preserving unique genotypes that might otherwise be lost through neglect or environmental pressure.

Historical preservation: Providing a scientifically validated archive that honors Munson’s contribution to the heritage of Texas and the world.

 In doing so, the project transforms Munson’s 19th-century field notebooks into a 21st-century scientific resource which will be a living bridge between the past and the future.

From Denison to College Station: A Texas Legacy Continues

  Texas A&M University is uniquely positioned to carry Mr. Munson’s legacy forward. The state’s vast ecological diversity that ranges from arid plains to humid coastlines, mirrors the environmental gradients that shaped Munson’s original breeding programs. With its 1300 soil types and 11 different growing regions, Texas is the world’s laboratory of all types of terroir and is home to one of the fastest-growing wine-producing regions in the United States, and the department’s research directly supports the needs of this expanding industry. By linking genomic data with field performance, the Munson Legacy Project aims to provide Texas growers with new, scientifically validated tools to improve productivity, sustainability, and product quality.

  Beyond its local impact, the project holds international significance. The online data and DNA-certified plant repository will be accessible to viticulturists, geneticists, and historians worldwide, enabling collaboration and cross-referencing with other germplasm collections. In this way, Munson’s legacy originally born in Texas will once again serve a global community.

Celebrating Munson’s Legacy through the Spirited Learning™ Program

  While the Munson Legacy Project anchors the scientific effort, the Department of Horticultural Sciences also celebrated Munson’s life and achievements through the Spirited Learning™ program, an experiential learning and professional development platform for Texas A&M students that fosters engagement with the Texas horticulture industry and the broader community.

  In September 2025, the program hosted a special event titled “Texas A&M Honors T.V. Munson: Savior of the World’s Vineyards.” The event brought together more than 500 attendees, including students from over 100 majors, faculty, administrators, alumni, and leaders from the pecan, wine, nursery, and other horticultural sectors.

  The program included the celebration of T.V. Munson’s induction into the American Society for Horticultural Science (ASHS) Hall of Fame in 2024, the highest honor bestowed by the Society to individuals whose contributions have profoundly shaped the field. During the event, the ASHS Hall of Fame plaque was formally presented to members of the Munson family by Dr. Jeffrey Savell, Vice Chancellor and Dean of the College of Agriculture and Life Sciences, symbolizing both national acclaim and Texas A&M’s stewardship of Munson’s legacy.

  Jeffrey W. Savell, Ph.D., vice chancellor and dean for Agriculture and Life Sciences, called Munson’s impact “a powerful reminder of the difference one person can make.”

  “He made a tremendous impact on the wine industry, and his legacy continues to shape agriculture and horticulture more than century later,” Savell said.

  The event highlighted how historical insight and modern science converge through the Munson Legacy Project, illustrating how legacy can inspire innovation. It also encouraged students to view horticulture not only as a discipline of cultivation but as a dynamic field that connects science, technology, art, business, culture, and sustainability.

  Through this celebration, the department not only honored one of Texas’s greatest scientific figures but also strengthened its commitment to engaging the public in understanding horticulture’s relevance to everyday life from vineyards and orchards to urban gardens and global food systems.

Texas A&M at the Forefront of Global Horticulture

  Horticulture is an interdisciplinary profession that integrates the science, technology, art, and business of producing and improving high-value, healthful, edible, and beautiful plants, including fruits, vegetables, nuts, tea, coffee, flowers, wine, medicinal plants, turf, and ornamental plants, along with the design and management of landscapes and interior spaces. Horticulture emphasizes sustainability, food security, wellness, and environmental enhancement, supporting both human well-being and ecosystem resilience.

  The Munson Legacy Project is one of several initiatives positioning Texas A&M University as a global leader in horticultural innovation, including the genetic conservation of grapevine germplasm. It reflects a broader vision shared by the department’s faculty and staff to unify research, teaching, and Extension around the principles of sustainability, wellness, and food security.

  By combining historical preservation with genomic research, the project offers a model for how traditional agriculture can connect with high-technology innovation. It also underscores the importance of public–private partnerships in supporting long-term, mission-driven research that benefits society.

  The project’s outcomes are expected to contribute to international databases and collaborative networks focused on plant biodiversity and climate adaptation. Its findings will also inform industry training, student education, and policy dialogue, ensuring that Munson’s legacy continues to influence not just vineyards but the broader scientific and horticultural communities.

Looking Ahead

  As the Munson Legacy Project advances, the team envisions expanding its reach to create a comprehensive digital atlas of grape diversity, integrating DNA data with environmental, phenotypic, and historical information. The goal is to provide an enduring platform for innovation that adapts to new technologies while preserving the wisdom embedded in Munson’s original work.

  The project exemplifies Texas A&M’s commitment to connecting heritage with innovation. It embodies the university’s land-grant mission to serve society through science and education, demonstrating that the lessons of the past remain vital tools for addressing the challenges of the future.

  Through the Munson Legacy Project, T.V. Munson’s spirit of inquiry, resilience, and collaboration continues to guide the work of scientists, students, and growers. His vines, once rooted in Texas soil, now grow in the digital landscapes of global science, a living proof that a legacy nurtured with vision can bear fruit for centuries to come.

You Can’t Market to Everyone

Cyndi

Why demographics still matter in wine

three generation of positive women smiling while looking at camera and hugging isolated on grey

By Susan DeMatei, Founder of WineGlass Marketing

At first glance, it may seem logical to take a broad approach to wine marketing—after all, shouldn’t the goal be to sell wine to anyone who’s willing to buy it? Not exactly.

  In practice, marketing to “everyone” is a fast track to appealing to no one. You water down your message, misfire your tactics, and wind up wasting both budget and energy trying to reach people who were never going to buy from you in the first place. Smart marketing is selective, not scattershot. And that’s where demographics come in.

  At their core, demographics are just the quantifiable details about your customers—things like age, gender, income, education, and marital status. But in the hands of a capable marketer, demographics become strategic tools. They help decode how different consumers make decisions, what cultural cues they respond to, and how best to approach them with offers they’ll actually care about.

  Wine, with all its history, nuance, and ritual, may be universally loved—but not uniformly understood. That’s why understanding the demographics of your audience is one of the most important investments a winery can make. Not in the abstract, but in the applied: how different generations buy, what they value, and how to speak their language.

Age Isn’t Just a Number-It’s a Strategy

  Among all demographic variables, age remains one of the most predictive indicators of consumer behavior in the wine space. Your 67-year-old customer and your 27-year-old customer may both enjoy Chardonnay—but the stories, channels, and experiences that led them to that bottle couldn’t be more different.

graph reflecting results of a 2023 benchmark segmentation stury of wine drinkers vs non-wine drinkers

  So how do you use this knowledge?

  You start by recognizing that each generation brings a unique set of preferences, priorities, and expectations to the table. These differences are shaped not just by age, but by shared cultural context—what technology they grew up with, how they were marketed to as teens, and how they define things like quality, authenticity, and value.

  Here’s a breakdown of how different generations engage with wine—and what your winery should do about it.

The Silent Generation (Born 1928–1945):

The Loyal Traditionalists

  While their presence in the market is shrinking, their loyalty is unwavering. The Silent Generation prefers reliability over novelty and is far more likely to value a long-standing relationship with a winery than to chase the latest release.

  They tend to gravitate toward established varietals, classic packaging, and consistent pricing. Most importantly, they still respond to print. Think newsletters, phone calls, and handwritten notes—not push notifications.

Action Step:  Reinforce value and familiarity. Printed materials, bundled discounts, and a personal touch go a long way.

Baby Boomers

(Born 1946–1964):

The Experience-Driven Collectors

  Boomers are the architects of modern wine culture in the U.S. They invented the wine tasting as vacation activity. They made critic scores a thing. They turned mailing lists into badge-worthy status symbols. For much of the past three decades, they were the ones buying the library vintages and signing up for vertical tastings with religious fervor.

But time changes habits. As they approach retirement, Boomers are buying less and moderating more. They still want quality and ritual—but they also want convenience and value.

Action Step:  Focus on smaller format options, curated selections, and loyalty programs that emphasize connection over exclusivity. They still appreciate prestige—but they now appreciate sensible pricing just as much.

Generation X

(Born 1965–1980):

The Forgotten Powerhouses

  Gen X is frequently left out of marketing conversations. This is a mistake.

Despite their smaller size, Gen Xers are in their peak earning years, and they value quality and reliability in their purchases. They’re skeptical by nature—raised in an era of economic uncertainty and cultural disillusionment—and they’re not easily swayed by flash or trend.

  They also exist at the intersection of analog and digital. They read emails and engage with apps. They’re on social media, but they also like printed tasting notes. They’re pragmatic, fiercely independent, and allergic to anything that feels like a sales gimmick.

Action Step:  Speak directly and respect their intelligence. Offer clear value, consistent product quality, and customer service that rewards loyalty without fluff. Combine digital convenience with occasional analog moments.

Millennials

(Born 1981–1996):

The Values-Driven Explorers

  Millennials are the largest consumer cohort in U.S. history, and they’ve been quietly reshaping wine culture for years. Where Boomers sought status, Millennials seek alignment. They care less about Robert Parker scores and more about soil health. They want transparency, flexibility, and values that match their own.

  They are also deeply influenced by visual storytelling. Experiences matter—but only if they’re worth posting. They prefer inclusive, approachable brands that make wine feel less like a secret society and more like a good party.

Action Step:  Show your work. Be transparent about sourcing and sustainability. Ditch the formality and engage authentically on digital platforms. Offer flexible wine club options and behind-the-scenes storytelling. And yes, your label design matters—don’t let it look like a Word doc from 2003.

Generation Z

(Born 1997–2012):

The Unfiltered Futurists

  Gen Z isn’t just digital-first—they’re digital-only. If your website isn’t optimized for mobile, if your online store takes more than five seconds to load, or if you’re still asking people to download PDFs to join your club… you’ve already lost them.

  This generation values fun, flexibility, and visual relevance. They will try your wine if it appears in a trending video. They will buy it if the branding makes them feel something. But they won’t stay loyal unless you earn it—every time.

  And they have no patience for old rules. They like slushies, canned wines, pet-nats, sweet reds, and anything that gets people together. They’re not here for tradition. They’re here for the moment.

Action Step:  Prioritize mobile, visual storytelling, and interaction. Think sampler drops over verticals. Think memes over mailing lists. Your wine club should feel like a community, not a contract.

A Note on the Underage (for Now): Generation Alpha

  Gen Alpha is still pre-legal-drinking-age, but they’re already influencing your customer base—through their Millennial parents. They’re the reason your tasting room has crayons and juice boxes now. And they’ll be of legal age by 2034.

  Smart wineries are thinking ahead: creating family-friendly experiences, building tech infrastructure, and embracing sustainability initiatives now—so when Gen Alpha gets here, you’re already fluent in their expectations.

In Summary:

Choose Your Audience Before You Choose Your Campaign

  Marketing to everyone is marketing to no one. Demographics, and particularly generational cohorts, give you a powerful filter for your strategy. They tell you who your audience is, where they’re most comfortable, what they care about, and how to speak to them in a way that resonates.

  So the next time someone says “our wine is for everyone,” feel free to politely disagree—and then ask them which generation actually signs the credit card slip.

P.S. This blog is based on decades of research, but we’ll never pretend it’s the final word. People are complex. Trends shift. If you’ve seen different behavior from your own customers or cracked the code on reaching Gen Z through interpretive dance and Instagram stickers, we’d love to hear it. Knowledge is meant to be shared—preferably over a glass of something interesting.

  Susan DeMatei founded WineGlass Marketing; the largest full-service, award-winning marketing firm focused on the wine industry. She is a certified Sommelier and Specialist in Wine, with degrees in Viticulture and Communications, an instructor at Napa Valley Community College, and is currently collaborating on two textbooks. Now in its 13th year, her agency offers domestic and international wineries assistance with all areas of strategy and execution. WineGlass Marketing is located in Napa, California, and can be reached at 707-927-3334 or wineglassmarketing.com.

The Heartbeat of the Tasting Room

Cyndi

Why wine education matters

By Rachel Brown, Thirsty Bandit

What makes a great tasting room great? Is it the decor? The view? The glassware? While these tangible items are great for stylistic enhancement of a tasting room, it’s the intangibles that go the distance: the community, the friendships, and the engagement that can only come from deep bonding and the craftsmanship of storytelling. At the root of all of it: wine education.

  Wine education is the pulse point and the heartbeat of the tasting room. It connects the bridge between the product and the experience, parceled prettily for guests that come into the tasting room. It takes casual, laid-back tasters to life-long fans and repeat customers. With so many tasting rooms sprouting up like wildflowers, the education-driven programs and intense staff training separates the extraordinary from the ordinary and keeps customers coming back for more.

  For me, storytelling is everything — the engagement, the connection, the real-life application. Even the most stunning tasting room can’t make up for a team that struggles to articulate the wines or connect with guests. Wine — its artistry, its beauty, its ever-changing nature — should become a kind of love language, a part of your genetic makeup. To truly inspire others, the wines must first become meaningful to the staff, woven into their lives as more than just products, but as personal staples worth sharing.

  This level of storytelling doesn’t come easily, I’ll admit. It takes a lot of time— not just being behind the tasting bar walking your team through the wines, but creating digestible materials for existing staff and new employees coming in. And not just on your wines either, but the wines of your region against the world. Vintage comparisons side-by-side, different barrels and their flavor profiles, blind tastings, roleplaying tasting room scenarios. These training tasks aren’t luxuries, they’re necessities. 

  While programs like WSET have their place and are invaluable certifications to attain, they aren’t wholly necessary for every tasting room. Really, it comes from creating a culture that makes asking questions okay. Fostering that open communication is imperative. Letting people learn and grow in the way that makes the most sense for them. For every staff member I’ve hired and trained, my first question is always: What’s your learning style?

  Being able to create educational programming is one thing but being able to apply it to everyone in a way that makes it stick for them is where I’ve found most of my success. Having multiple sources of information— training binders, educational videos, flash cards, quizzes and customer-based scenarios allow for every member of the team to receive a cohesive training program in a way that suits them best. 

  This level of training fosters both confidence and authority when speaking about your wines. The more knowledge and assurance we can equip staff with, the stronger and more seamless the guest experience becomes. It’s reflected in their dialogue, their ease during tastings, and their ability to handle questions that go beyond the standard portfolio — topics like vineyard management, barrel integration, and bottle ageability.

  When the basis of knowledge is applied, the focus shifts to the guests walking into the tasting room. Now, those within the industry can wax poetic about acid levels and PH and back blending, but for the guest coming into your tasting room— who may be a novice or a pro— those numbers and figures won’t mean the same as they will for the seasoned veterans.

Play

 

Rachel and Corey discuss the importance of staff training and development in winery tasting rooms, emphasizing the need to hire people with the right intangible qualities rather than solely focusing on wine experience.

This is where storytelling comes in. Teaching your guests about wine, adding context and information, but not overwhelming them. Real life application travels much farther than any of the technical jargon we study. In my experience, the first thirty seconds of interaction with a guest lets me know the level of information I need to provide. Body language cues are another one of those intangibles that staff needs to be able to pick up on. Some guests will want to know PH and soil composition. Some simply want to know how to hold their glass or what pairs best with their Friday night pizza night. Both of which are amazing pieces of information to know, by the way.

  My staff is trained to begin every tasting with two key questions: “Have you been here before?” and “What do you like to drink?” While simple, these prompts open the door to truly meaningful conversation—allowing us to share the winery’s story, discuss the region’s climate and terroir, and start building a personalized experience. From there, thoughtful follow-up questions naturally unfold: Are you looking for something more fruit-forward? Higher in acidity? A touch of sweetness? This subtle game of twenty questions helps narrow the focus, guiding your team toward two or three well-matched wine recommendations that are tailored to each guest’s palate.

  If your guest loves Riesling from the Rheinhessen in Germany, automatically the staff should be able to guide them to a wine on the portfolio, if you’re not currently offering one. If you are currently offering a Riesling, they should be able to do a quick compare and contrast based on what the guest likes to drink and how it either matches or differs from what you’re currently offering on your portfolio. 

  Often, guests don’t know how different regional nuances can be in wine. For example, Cabernet is not a one-size-fits all sort of wine. French Cabernet is vastly different from that coming out of Napa Valley. Without staff explanation, a guest may be set up for failure and disappointment if they try it expecting something else. It’s a missed opportunity to not only set the expectation early on, but it’s a level of hospitality that often goes missing in tasting rooms. Teach them about your area. Tell them who you are. What you stand for. All these puzzle pieces shape into the guest experience within the tasting room. 

  This is what we, as life-long wine lovers and educators, are here for. To give them the information they want, to make it fun, approachable, something they can take home and use in their everyday life. This is where education morphs into hospitality. It emboldens staff to move around their dialogue and use some key life phrases. For example, explaining tannins to someone who has never heard the term before. Making the comparison to steeped black tea or bitter dark chocolate puts a very real image— and often an experience— at the forefront of their mind. 

  The key is the invitation. To open the dialogue. To let the guest at the bar know that they can ask whatever they want— without fear of judgement or an eye roll. We all started somewhere. This openness, the willingness to take time, to answer their questions and make them comfortable takes a maybe standard experience and makes it remarkable. They know they’ll be welcomed and heard. This, to me, is the highest level of hospitality. What a thing it is to be a steward in someone else’s wine journey. What a privilege to foster the ‘light bulb’ moment of wine. 

  All these things blended together add up to a high-quality visit to your tasting room. Vision, education, ethos, and regionality are things that need to be learned. A guest may forget exactly what malolactic fermentation is, but they won’t forget the uniqueness of a grape that’s harvested at midnight on the shores of a nearby lake, or if the winemaker’s mother makes the bread used for their private tastings. Those details will stick with them long after their visit ends.

  As approachable as we can make wine, the better. The ‘pinky up’ stereotype permeates the wine world and often makes it so that inexperienced drinkers are terrified to dip their toe into the barrel. Staff training, educational documents, supporting videos, and customer roleplay set up any tasting room for success. Foster and nurture your staff. Encourage them to fold the wines in your portfolio into their everyday life with their favorite dishes and foods.

  We’re here to offer more than just a product — we’re here to offer a purpose, an experience. And that experience begins with your people. It’s your staff who make the wine approachable, memorable, and meaningful — and that kind of impact doesn’t happen without education. Yes, the wine may bring guests back, but it’s the staff who shape the experience and give it lasting value. There’s no better feeling than seeing a returning guest light up as they share what they learned during their last visit — how they used that knowledge, and how proud they were to pass it on to friends.

  Developing a strong, well-rooted wine education program can transform every aspect of your tasting room. Its impact will resonate throughout your business — from your team’s confidence to the guest experience. I encourage every tasting room to grow collectively: hold regular tastings, ask thoughtful questions, and invest in ongoing education. That commitment to knowledge and care is something your guests will notice — and remember. Because in the end, it’s not just about what you pour — it’s about what you share.

 About the Author

  Rachel Brown is a Level 2 Sommelier with over nine years of experience in the wine industry. Certified by WSET, ISG, and the Napa Valley Wine Academy, Rachel has dedicated her career to curating exceptional wine experiences — from building tasting rooms and leading educational classes to hosting intimate private dinners. Her passion lies in making wine approachable, engaging, and unforgettable for everyone she meets. Outside of her work in the wine industry, she enjoys reading, writing, and spending time with her husband where they live in West Chester, PA.

Purchasing a Forklift for Your Winery

Cyndi

When searching to acquire a forklift let’s look at the many factors before you purchase

By Thomas J. Payne, Winemaking Consultant

Most hands-on winemakers praise, cherish, and respect their forklift.  Maximizing the use of the winery forklift is crucial to saving labor and dollars.  Try to take the labor energy and dollar savings and re-invest it into focusing on winemaking’s finer details.  A great deal of thanks is owed to the forklift industry for saving our aching backs with these hugely useful tools. 

Factors to Consider:  Energy source, size, number of wheels, tire size and material, load capacity/size, lift height needed, fork length, options (tilt, side shift, rotating head) turf.

Energy Source:  Electric is recommended for any type of indoor use.  These are quiet and they do not emit carbon monoxide gases that can build to levels of toxicity in an indoor environment.  Make sure the electric power source at your winery will be ample and properly configured to charge the forklift when speaking to suppliers.  Propane and other fuels are only recommended in well-ventilated areas and typically outdoors.

Size:  Do the best you can to get the smallest size forklift possible that will be able to handle the largest jobs anticipated.  This will help conserve space in the winery by limiting the “swing room” needed to properly navigate certain areas.  The smaller the turning radius, the larger amount of space that will be conserved for product storage and that equals greater return for the use of your building(s) floor space and overall utility bills. Look at doorway openings you plan to enter and exit rooms through and make sure the lift will be able to enter these areas.  Look at any ceiling supports and/or free span areas to be confident the storage area can be maximized with the use of the forklift.

Number of Wheels:  There are four-wheel and three-wheel models to consider.  In general, it can be said the four-wheel models may have a touch more stability while balancing loads at heights.  These, in my opinion, do not seem to have a swing room radius to that of a three-wheel model.   The extra swing room one gets from a three model makes the three-wheel model a better choice for the small winery.  Drive both types before deciding on this feature and review the overall needs before locking in on a choice. 

Tire Diameter Size and Material:  The size of the tires makes a major difference in terms of the terrain it may operate on.  Larger tires may operate on more infirm surfaces, such as gravel dust, while smaller tires get stuck easily when driven off concrete or macadam surfaces.  Pneumatic tires and solid tires are the choices but do keep in mind pneumatic tires may have less stability mostly at higher stacking heights.  Most indoor winery forklifts have solid tires.  The tire material will make a significant difference, especially in the cleanliness look of your winery.  White tires are an option with most companies, and they leave less marking on floor surfaces if that is a concern to you and your operation.  Keep in mind a forklift is often limited by even minor changes in flooring level heights so small edges, even an inch or more, in the flooring will need to be overcome if the winery has them.  The tire size affects this.

Load Capacity/Size:  The load capacity will range greatly with your needs.  The size of the load one can lift will vary with the size and weight of the lift.  Smaller wineries will want to review the following numbers at a minimum.  If handling four standard 60-gallon barrels on racks one must calculate the weight to consider this will weigh approximately 2800 pounds.  Then consider if your building and barrel room program is set up to stack these three, four, five and even six high while full. (Please do your own in-house calculations to generate your own numbers, review with your forklift supplier and winery safety personnel).  The next potential calculation can be the bottled warehouse goods.  Assuming 60 cases per pallet in standard glass one must calculate that load will be near 2600 pounds.  Please remember the load size and fork length can greatly impact the height level of lift.  Larger cumbersome items become unstable while smaller items keep the center of mass more manageable.   [See the Rotating Head section]

photo showing forklift

Photo Credit: ForkliftTrader.com

Height:  Review the above comments to understand the weight of an item factored in with the maximum height it may be stacked will influence the model forklift needed.  The higher one desires to lift heavier items the heavier the actual forklift should be.  Other items to consider are:  Will a side shift feature exist on the lift?  Does the lift have a tilt feature (most do)?  How long are the forks on the lift?  Has an extension to the forks been made, such a rotating head, which will affect the load capacity?  These are all important considerations to keep in mind.  Keep in mind that in most cases the lifting beams are triple recessed masts that extend upward one mast at a time allowing for better navigation while stacking.  Again, the above-mentioned four or three wheel models will factor in greatly due to stability.

Fork Length:  Look at the many variable day-to-day items one may use the forklift for at your location.  Handling bins, pallets, and barrels may be the top needs for the lift.  Size the forks to fit these needs both in length, width, and thickness and that the width may be adjusted between the forks.  There are forklifts with thicker forks that have issues with getting into and out of certain areas.  I prefer the thinnest thickness and width possible in conjunction with the best length.  Most winery’s find 50-to-52-inch fork length ample ( some prefer 42 inches as well ).  Double check to make sure this will manage your needs and your equipment set up.  Wineries also source removable fork extensions that can be used for odd jobs and easily placed on or off the existing forks.

Options to Consider

Rotating Head:  Forklifts also offer options that a winery may find useful.  Make sure that if you think you will select and add an option in the future, that the unit selected will have the space or control levers present for that option and enough capacity, especially hydraulic, to run the option.  The feature that comes to mind the most and perhaps is one of the best adaptations of the forklift to the winery trade, is the dumping option; they dump forward or use a 360-degree perpendicular rotating head feature.  If handling fruit in bins, this feature should be highly considered.  A rotating head is very practical feature for use in the winery. It also helps with other material handling such as pomace, lees filter cakes, tasting room and winery refuse etc.

  Side shift as previously mentioned is a great asset in terms of stacking palletized case goods, barrels and other materials that should have uniform stacking.

  When adding additional options be sure to investigate the actual load capacity of that individual option.

NOTE:  In the past I have been able to obtain forklifts with both side shift and the rotating head feature.  This, however, is becoming difficult to obtain directly from the manufacturer.

  Other options could include a cage roof, lights, capitulating forklifts (hydraulic center swivel), and a host of other items to discuss with your sales representative.

  Always keep safety in mind when having personnel operate the forklift.  Make sure they have taken courses with an emphasis on safety since these units have obvious potential safety concerns.

Also to Consider

•    In the humid east coast region’s summer weather, we notice considerable condensation when taking the forklift from the cooler cellar and warehouse rooms outside.  There are forklifts that are made to resist condensation, resulting in electrical issues, so that feature could be explored as well with your supplier.

•    Longer forks increase the swing room radius needed; make sure the rating of the floor will manage the weight of the lift as well as the items(s) carried.

•    Relate the above into the PSI (pounds per square inch) per tire surface contact point and investigate your flooring. 

•    Watch items on the other side of what is being handled to make sure the forks do not pierce walls etc.

•    Make sure loose items are secure before raising them to certain heights.

•    Know when to get off the forklift and use a pallet jack, walk behind models or other means. 

•    Always, always, always be safe on or around a forklift.

Floor:  In all cases make sure the floor load will manage the forklift PSI rating.   This includes the flooring any tractor trailers may drive into.  While setting up numerous wineries with engineers involved, they have always found the forklift was the single greatest psi rating issue to review when discussing the floor load ratings.  As mentioned before, abrupt surface level changes of an inch and a half or more may be just enough height change to restrict a forklift from going into certain areas.  Review this feature, also, in your building before selecting or sourcing a forklift.   Make sure the flooring has an ample roughness to the floor, so traction is maintained.  A light broom concrete finish is often ample or an epoxy with at least some aggregate.  Avoid slick glazed concrete surfaces and if your winery has glazed concrete floor be especially cautious to keep it dry.  These floors become very slick when wet!

As you can see, one does not just venture out and buy any forklift.  Research must be done taking into consideration what one expects to do with the lift, factor in any building limitations and move forward from there.  Select the smallest forklift possible that will adapt to your building and be able to do the largest job expected. The above is essential to maximize the forklift’s use for your operation, maximize your capital and keep labor costs at a minimum.

Practical Tips

Cyndi

How to Maintain Beverage Inventory Levels in Uncertain Times

man with clipboard counting bottles of wine

By Nick Fryer, Vice President of Marketing, Sheer Logistics

Managing beverage inventory has never been simple, but in today’s environment it’s harder than ever. Geopolitical tensions, climate-related disruptions, shifting consumer demand, and rising logistics costs have all made supply chain management a high-stakes balancing act for wine, spirits, and beverage brands.

  Take the March 2025 tariff scare, for example. When the U.S. threatened new duties on European goods, hundreds of Chianti orders were suddenly grounded in Tuscany. For importers, it was a stark reminder that sales performance alone doesn’t determine success. If products aren’t where they need to be, when they need to be, revenue is lost. Similarly, when President Trump announced a 25% tariff on Canadian whiskey, some Canadian provinces ordered the removal of American-made spirits from retail shelves, causing a 66% drop in sales between March and the end of April.

  So how can beverage producers minimize delays, manage risk, and keep shelves stocked without overcommitting inventory? Below, we’ll break down the most effective tools and strategies to build resilience—from smarter freight partnerships to just-in-time inventory systems that actually work.

How to Forecast Seasonal Spikes and Holiday Demand

  Many reports have appeared in the last year bemoaning customers who are drinking and spending less. Even as some note declines in wine sales, there are still plenty of spikes that businesses can take advantage of.

  Food and beverage consumption has major seasonal variations. So much so that entire studies have been done to determine the environmental and psychological factors at play. Most craft beverage operations don’t need in-depth academic research on the issue, though. What they need is clear and accurate predictive analytics.

  The best way to forecast seasonal spikes is through forecasting platforms. Usually powered by AI and advanced algorithms, this technology uses internal, historical sales data as well as external market, season, and weather trends to determine when certain products will be in demand. The value of this is that it not only improves sales approaches but it helps craft beverage operations avoid supply chain disruptions.

  Businesses can plan what to have in stock, where, and then bolster shipping operations accordingly. Forecasting demand makes it much easier to ensure that inventory and logistics are ready for demand spikes like holiday demand rather than overwhelmed by it. There’s a competitive advantage in this as well.  Businesses that can get ahead of seasonal trends the most from them.

Tips on Selecting Reliable Freight Partners for Your Craft Beverage Shipments

   As e-commerce customers demand increasingly quick and easy deliveries, that pressure invariably trickles back to the businesses targeting those customers. For that reason and many others, having a reliable freight partner is an invaluable part of any beverage manufacturing or distribution operation. Here’s what to look for:

Craft Beverage Experience:  Most wines, if not sold in cans or boxes, are sold in fragile glass bottles that need to be handled with care at every step. That’s why a logistics partner with some experience in this industry is so important.

Proper Compliance and Permits:  Transporting spirits across national and state borders comes with legal requirements that can cause lengthy delays if not complied with. This again is an area where experience helps, as it ensures that logistics teams have better knowledge of permit systems and are up to date on regulations.

Cold Chain Capabilities: The right freight partner needs to have cold chain capabilities that match the needs of your products to ensure end-to-end quality control. In-transit conditions should protect the integrity of your product, not degrade it.

References:  Track-records speak volumes. Hearing from others who have worked with a logistics team is a great way to get a sense of their reliability. It’s also worth checking public records on insurance claims histories, etc., for potential red flags.

Technology and Tracking: Many wineries and beverage makers are shipping their products for delivery over long distances. Freight partners that offer up-to-date technology and tracking can make these journeys far less stressful.

  Tracking ensures transparency and makes it easier to keep customers accurately informed on delivery times. It’s also important that tools like routing technology are in use to keep transit as efficient as possible.

Flexibility:  How would the team respond to a last minute delivery request due to demand spikes? What plans do they have in place to deal with delays? These questions can expose the flexibility and resilience of a freight partner and how well they can pivot in tight situations.

The Trick for Maintaining Product Integrity in Transit: Packaging and Temp Control

  Wine and many other craft beverages are adversely affected by temperature variations. That said, even when temp control has been maintained, damaged packaging can give the impression of a damaged product. Maintaining quality in transit is all about addressing both areas.

  IoT (Internet of Things)devices that track environmental factors can help keep wine packaging and its contents in perfect condition. The devices will automatically flag if temperature or humidity levels go out of range so that logistics teams can quickly intervene. This then prevents condensation from forming that could damage packaging. It also stops chemical reactions from occurring, such as accelerated fermentation, which could degrade product quality or even lead to bursting cans. This is a common problem with wine spritzers transported without proper temperature control.

  Packaging itself also impacts temperature control. In this instance, however, it’s not about whether wine is stored in a bottle or a can but how it’s packed in transit. Insulated boxes, for example, ensure that even if there’s a delay on the road, wine is still kept at a steady temperature.

How to Cut Inventory without Sacrificing Stock Availability

  Shipping delays are often discussed in terms of what goes wrong in transit. It’s the reason why GPS tracking and data-driven routing are so important. However, many delays actually begin in the warehouse with inventory issues.

  Overstocking can crowd storage areas and slow fulfillment, while understocking has its own issues. The last thing any craft beverage operator wants is demand coming in that their inventory levels can’t match. Here’s how to balance both:

Predictive Analytics:  This technology empowers businesses with insights that allow them to cut the inventory that’s unlikely to sell and instead only stock what’s needed. This makes deliveries much easier to manage as stock is easier to find. It also prevents stockouts and the costly shipping delays that come with them.

Inventory Tracking:  Another way to reduce inventory without threatening availability is through better tracking. Here again, IoT sensors can be useful. RFID tags are another tracking option. Either way, these devices can automatically track inventory levels in real time and, when paired with an IMS, help automate restocking to keep up with predicted demand. This prevents businesses from holding onto too much stock while still ensuring that they have enough to meet customer demand.

FINAL POUR:

Key Takeaways for Reliable Shipping & Inventory

  The trick to addressing shortages and delays in craft beverage operations comes down to inventory and shipping management. Here’s a quick overview of how businesses can make these areas more reliable:

•    Track inventory and use predictive analytics to forecast demand and prevent warehouses from being overloaded with stock or scrambling due to shortages. Data takes the guesswork out and puts the balance back.

•    Invest in great packaging and temperature control in order to protect the quality of your products throughout the logistics network.

•    Pick freight partners carefully based on their experience, use of technology, and the kind of flexibility they can offer.

  Nailing the above can help businesses prevent and handle delays. Most importantly, it builds systems that can thrive no matter the season or the directions this industry takes.

Author Bio:

  Nick Fryer is the Vice President Of Marketing, Sheer Logistics with over a decade of experience in the logistics industry, spanning marketing, public relations, sales enablement, M&A and more at 3PLs and 4PLs including AFN Logistics, GlobalTranz, and Sheer Logistics.