Are Gen Z and High Wine Prices Killing the Industry? Paul Mabray and Andrew Levy Answer.
It is going around. The wine business is slow. Slow to change, slow to recognize the market, slow to become digital...shall I keep going.
Two gentleman agree, at least on the retails front. Paul Mabray is an old friend. Andrew Levy is a new friend, and they have teamed up, with dozens of wine tech years between them, to solve some problems. Problems that seem natural to fix through tech in our trade.
Have a listen, these guys get it.
Paul Mabray and Andrew Levy have never been shy about shaking the wine industry’s dusty foundations. They’ve watched as old ideas about how wine gets into a drinker’s glass have collided with the demands of a digital-first world—and now they’re ready to pour out what most in the business are too scared to say out loud.
Think wine distribution’s stuck in the last century? You’re not wrong. This episode takes you inside the chaos and opportunity of “the final mile,” where millions in brand excitement evaporate because a shopper can’t actually find the bottle they want.
PourNow isn’t just another tech solution. It’s a weapon against dead-end marketing and the three-tier system’s ancient gatekeeping. Mabray and Levy aren’t interested in playing nice with tradition—they’re here to dismantle it.
Ever wondered why the average consumer ends up buying whatever’s on sale, not what they love? Hint: Supermarkets stuff shelf talkers at you because nobody has figured out how to truly connect excitement to purchase—until now.
Amazon’s ambitions to own the alcohol game? They fizzled. Listen in for what really happened behind the scenes—and how most digital marketplaces have failed drinkers and brands alike.
You’ll find out why “omnichannel” isn’t just marketing lingo, but a bare-knuckle fight for survival for small wineries, indie shops, and even industry giants. Turns out, nobody is immune from the shakeup.
Are you ready for the blunt truth about digital marketing “consultants” and the masses of self-proclaimed wine influencers? Mabray and Levy spill the real reasons most of them can’t hack it.
Discover why today’s shopper is digitally native and ruthless—expecting to buy whenever and wherever they want, even if it means bypassing the industry’s sacred cows.
This isn’t a glossy industry PR piece. It’s about hard metrics, hard lessons, and the hard reality that the wine business is forever at risk of being outpaced by its own customers.
Pour yourself something bold, because after this episode, you’ll never look at a wine shelf, a tasting, or an Instagram ad the same way again.
What you will learn:
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🍷 Why the three-tier system’s chokehold on wine sales is crumbling—and who’s panicking behind the curtain
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🍷 The dirty secret of so-called “omnichannel” marketing (hint: it’s survival, not strategy)
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🍷 How most consultants and digital “experts” are snake oil salesmen who can’t deliver real conversions
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🍷 The hidden tech and data tricks that actually trace every ad dollar to a bottle sold—exposing winners, losers, and frauds
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🍷 How PourNow is arming brands and retailers to bypass the old guard, break dead ends, and put power back in the hands of consumers and innovators
YouTube: https://youtu.be/f7_BbMITmE0
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AI Paul, in the end, it's another tool. The one thing
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that Paul and I, my Paul,
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recognizes, you know, talk to the customer, meeting with
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customers and sitting across the table face-to-face with them. And in this
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industry, that is part of the future. Sit back and
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grab a glass. It's Wine Talks with Paul Kaye.
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Hey, welcome to Wine Talks with Paul Kaye, and I am in studio today in
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beautiful Southern California, Monrovia, about to have a conversation with Andrew Levy
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and Paul Mabray about tech and wine and what's going on in the industry.
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Paul has been doing this for a long time. He's been part of the tech
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side of wine. He's one of the go-to newsmakers when it comes
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to digital marketing and digital wine, all things digital. Andrew Levy,
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just coming out of corporate BevAlc,
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Bev Alk. That's not even right. Adult Bev? Bev
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Adult? Hey, welcome to the show, you guys.
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Thanks for having us. Yeah. Yeah. Thanks. I was
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appreciative that you were available today. I
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had a blank day back in town. I'm out of town for a little bit
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and excited to have a conversation with you about your new product because I've been
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following it and it's called Pour Now. I've been following
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this a little bit to see what you guys are doing. Tell me
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what this impetus was. What was it you were trying to do when it came
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to what's on the street today and who this
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benefits? Well, look,
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Andrew and I, if we're going to do a startup, we want to do something
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that solves a big, big problem, not a small problem, something that touches the
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industry. And there's not a lot of big problems out there that really scale. And
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helping the shopper find and measurably buy the product
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is a very good problem. It's something that plagues every single wine,
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spirits, beer RTD that exists out there.
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You know, it's interesting when you said that earlier when we were talking and
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it just hit me when I was on, when the Wine Month Club was running
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and we, and Amazon had started allowing alcohol sales
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and they of course were were rumored to be going after the feds to try
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and break down those barriers. Uh, it didn't work. But at some point I
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had, I thought, oh, this is so cool. I'm going to put all this wine
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into Amazon and I'm going to get all these sales, which is
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always the entrepreneur's expectation.
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But what was interesting to me, and maybe this is what you're solving, one of
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the problems is that all they bought from me, if you can believe this, and
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I pumped everything, all my French Burgundies, Bordeaux, everything into the system.
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was Stella Rosa. And it seemed to me that
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that's because the Amazon shopper was the type of shopper that knew what they wanted
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to buy already and was just trying to find, trying to find it cheaper
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somewhere. And, and that was what ended up happening. How does this
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sort of supplement all that?
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Yeah, you know, what we've really seen is, is digital
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still remains the most cost-effective and efficient way
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for brands to be communicating with their consumers. But
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there's been this kind of final mile of shopping gap
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that results in the brand being able to engage and
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excite their consumer for, for the, for the brand, but then
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not being able to find a clean path to purchase to actually
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get it. And so that's really the opportunity that, that Paul and I
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saw, which is PourNow is not here to create that consumer
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demand. We're really here to be that final mile
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connector to the brand efforts and investments that they were
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already making to excite their consumer to actually close that gap
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and complete the purchase. And, and we think that's been,
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you know, the problem of dead-end brand marketing has only
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grown over the years since, since you've talked about it. It
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seems, it seems that, you know, my, my experience was 20 years
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ago, so much must have changed, will, did
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change. We all know this with consumer branding and
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direct-to-consumer marketing through the digital channels. And kind of evidenced
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by the fact that when I started on Facebook,
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you didn't leave Facebook to go buy something. It just didn't happen. You were there
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to socialize, and that's how Facebook was structured. And now it's almost
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entirely advertising and leaving
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Facebook to go buy something or buying it within the network itself.
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Paul, to go back to your point though, I mean, you're not wrong in the
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Amazon effort, with the wine that was bought there. But think about all
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the brands that you carried at your store, every single one of them that was
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doing some sort of marketing, and you were a needle in a
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haystack of a retailer that carried those products because no one could help you get
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there. That they did the marketing, the shopper got excited, and
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then they had to go searching for that needle in a haystack through a bunch
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of different tools that didn't get there. That's our job. We're the one that says,
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hey, look at the brand, did a message, a press release, anything. And
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hey, by the way, Wine of the Month Club holds that product. Let's help you
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get there. So I'm a consumer. I go to a restaurant.
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Well, let's see. I went to this wine bar that we're going to talk about
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a little bit in Hermosa Beach called Malandrina. And I
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tasted a sparkling Chambolle from
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Semeur. And I want to go buy that. What
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happens? Well, you usually go to the brand site first,
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right? You Google and go to the brand site. That's kind of the number one
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path that you do, or you Google it and try to find somewhere to buy
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it. But you Generally, you Google and go to the brand site or you'll see
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an advertisement from them that's a placement, and then that's where we take
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over. And what does that mean? So you're not iFraming
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into websites, but you are the website. Are you just
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handing off the information? So I come on one side and all the wineries and
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brands come on the other side and you are negotiating those relationships?
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No, we're iFraming into their website. We have landing pages,
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or there's lots of places that they can come into. They can embed other websites,
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they can embed your website and put a brand, and we can help that shopper
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find that. If you were doing an interview with a winemaker today, it doesn't
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matter where it goes. We're just that final mile that helps them find that product.
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Do you think that this solves— I mean, it seems to me it solves
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part of the headwinds that the industry is
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suffering right now in that We just go
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back to the same old thing because it's easier and the supermarket
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has it and there's 1,000 shelf talkers at Ralph's today
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and this is an opportunity to navigate
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this world without so much intimidation.
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I think, Paul, what we've seen, you know, what the rule of thumb that's
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developed is, is, oh, there's a limit to how much consumers
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want to search, shop, and discover
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online for our industry. And
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I would argue, we would argue that that's not true. I, you know, we, we
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believe that the problem is, is that there's been a dead
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end offered to the consumer as they're looking to search, shop,
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and discover. And that if we provide a path
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to licensed retailers, to the consumer,
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that they're The sales are there, um,
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and, uh, that's been part of the problem with the industry.
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So in terms of like overcoming the headwinds, uh, more sales
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definitely help mitigate those headwinds. And there's been an
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either-or conversation. You said it earlier, is it DTC or 3-tier?
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Look, if you sell to the trade, you should be doing both of those things.
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You're supposed to be able to walk and chew bubble gum at the same time
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and support your retailers while still trying to sell DTC. It's omnichannel is the right
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answer. I think we all witnessed that during COVID
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where, you know, brands that were not
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DTC got clobbered, brands that were only distributors
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got clobbered. So it certainly is at least a 2-legged stool,
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but probably more like a 3-legged stool to do this. So
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there have been a lot of different formats like this where,
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you know, some started out as information sites,
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some start as price competitive sites, but not necessarily, you
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know, DTC or e-commerce sites. How did you,
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how did you fathom putting all these pieces into one place, into one
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central location to massage the data and, and make it work for the
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consumer? A lot of lumps.
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I guess that was a loaded question. I don't know. Yeah, I think that Andrew
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and I have done a good job experiencing a lot of the internet and digital
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in general, and finding the answer was important for us. That was something that
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brought value back to the market. I mean, you don't see us taking a slice
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of the transaction. You don't see us, you
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know, being predatory and taking over things. We're trying to
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re-inject value back into the supply chain and get paid
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for it. And it's proven to be pretty true. I mean, we're approaching 500 brands
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in just what, 7 months, 8 months on Stealth. So that's a
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lot of brands in the system. So, and a lot of
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transactions going through the system in a very short order of time because we do
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it better. Are you— and I think, Paul, like one of the
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things that you, you just touched on, which is coming outta COVID,
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is that, you know, we want to meet, we want to enable brands to meet
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that consumer where they are. Sometimes they're gonna want it shipped.
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Sometimes they're gonna want to pick it up. Sometimes they're gonna want it delivered locally.
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You know, like let's, let's enable the consumer to get access to
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the product for the occasion that they're shopping for.
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And that's the way that we've structured our solution as well, to
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really be able to close that gap
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is let's get them to the sale and let's get them there the way that
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they want to get there rather than trying to dictate to them or say, oh,
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you have to wait 6 months because I don't ship.
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Maybe I don't ship in the summertime because it's too hot. But I'm available
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down the street at the, at the at the wine store. So
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let's get that brand and that bottle in the hands of the consumer
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when and where they want it. You know, that just
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struck me how unique that is. And we were talking about this
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new wine bar that opened in Hermosa Beach called Malandria. They're also a little retail
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store and they have very unique wines because,
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you know, we were talking about the distribution side of these things and how it's
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consolidated and how Southern's become this giant book how there's small
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distributors going away, but then there's some activity on the other side where some
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small distributors are banding together. And I didn't recognize a whole lot
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on their list, but they do sell them retail. So you,
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you can support a brand, a store like that. And
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I don't have to go searching for a liquor store or wine
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shop looking for one wine and settle on something else because they don't have the
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one I want. We know going out, walking out the door where that wine
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might be. That's 100% correct. And I mean, we're not
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trying to put our finger on the scale. We're trying to give the shopper the
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decision what they want to do, if they want to buy from an independent or
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chain, a regional chain, if they want to be shipped or pick up.
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And we're not trying to create extra friction in the supply chain by trying
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to take a slice of the pie or any of those things. We're trying to
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unlock that velocity that should have been there anyways.
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I got to tell you a scenario which just blew my mind the other day.
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We're down here mostly where we hang out much of the time and Instacart becomes
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a major player in feeding my grandkids.
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And my wife was complaining the other day because everything that she
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put on the list, and I forgot what it was, Sprouts, was
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being re— what do they call it?
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Was out of stock and they needed to replace it with something else. Almost
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virtually everything in the cart. And the guy's excuse was that the
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Instacart inventory is not kept up to
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date with the store's inventory. And I
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thought, how absurd in today's day and age that,
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that, that's a problem. I mean, there's, I mean, it's not even the word
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API anymore. It's, there's so many ways to connect the data
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and you've solved this problem. Yeah, I think we've
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done a pretty good job at it. I mean, we look for the availability at
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the store. That's the job. And, you know, you get different degrees of that
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availability, but we don't show in any of
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the, the locations unless it has availability that we've gotten from the store. That's
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an important part of our value proposition. I mean, it seems— it just
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seemed natural to have
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some kind of relationship between the store database and the, and the
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online database. You know, I just thought of a thought that's kind of
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interesting because, Andrew, I came from the DTC
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world of wine. I came through a very tumultuous part of it where
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at some point, much like Trader Joe's, the deals were actually real.
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You actually found interesting wines at a discounted price because of the millions of
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reasons why they weren't marketed properly. And that changed, that
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shifted gears, uh, in the, in the
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2012 to '15 sort of space where they started bringing in
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this 50-cent-a-liter, you know, Valencia wine stuff, and it was bottled
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under a bunch of brands and sold as legit wine,
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you know, a case of wine for $89, free shipping.
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And I think that did a lot of damage to the consumer's
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confidence in that kind of thing. And it seems to me that this
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product might start turning the tide like that, because I'm going to start
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looking for things I know I like or start looking for things I have
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had in the past at a restaurant. And I know I have access to them
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because I can get on PourNow and find them.
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Yeah, I really, you know, what Paul and I really saw was
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that, again, that opportunity to enable that consumer to
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search, shop, and discover for what products are around them or what
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product they want and how they can get it. One of the,
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one of the things that we've seen, for example, is
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brands doing tastings
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and really getting liquid to lips, which continues to be
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important, which, you know, do you want to, do you want to offer a
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cheap wine or a nicer, a nicer wine and be able to
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have the consumer experience that? Well, then give them a QR
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code that takes them to your brand's listing on PourNow
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where they can actually buy it by the bottle in the case. So,
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you know, the idea of really being able to engage
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that consumer when and where they are is something that
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I think the industry does talk about, but it hasn't
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quite closed the loop until, until now.
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That's a really interesting thought because
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I was part of a Bordeaux tasting at a private
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residence, Château Haut-Bailly. Good friends.
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The woman that put this on, a young girl, she's a Cornell enology student
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who got to work at Haut-Bailly thanks to Wine of the Month Club
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one summer. And what was kind of interesting to
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me was that Haut-Bailly, here's this
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Bordeaux house, you know, a classified growth of its own right from the
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Graves, that reached out to a young girl in
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America and said, would you mind hosting a dinner?
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You pay for the food, we'll pay for the wine. We want to expose
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some higher wealth clients to, to the brand.
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No sales talk, no Tupperware party, no nothing. Just expose the brand.
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And here it seems like a classic place to say, Here's a QR
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code for finding the wine.
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Yep. That, that's, it's exactly right. I mean, the purpose, the purpose
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of tastings, look, I've been in the industry for 20-plus years. I love going
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to a great wine tasting. I love experiencing the, the
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feel and the experience and the romance of the liquid. But in the
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end, if I'm that brand, I'm doing it to actually sell
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something. That's right. Right? I, I, I, I want, I want to build the equity.
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Yeah. But I actually wanna also sell. And,
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and, and again, like digital, the digital path continues to
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be the most efficient path for brands to engage with their
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consumers. And so why not take advantage of that? Convert that
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sampling, convert that tasting from a fantastic equity
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experience to an actual sale of a bottle or case at your,
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at your consumer's favorite local retailer that
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has it available. I think the point also
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of this event was that wine is, I think, and Paul and I have
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had this conversation before, headed back to the experiential side of
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things. Groups that were around in the '70s, like in this picture here,
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my father and I in 1975, you know, hosting events
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in Marineland, which is now Terrenea, for
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groups. Mondavi would speak. And I think, I think for this industry, and
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I don't— I'm not a doom and gloomer like everybody reads on LinkedIn. Oh my
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God, the industry's— it's only been around about what, 6,000 to 10,000 years? So I
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doubt it's going anywhere. But certainly, uh, there's pressures on it
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marketing-wise. And, and certainly, I think, as Oddity
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Global, uh, Group says in the Rhône, that, you know, wine is
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consumer-driven. That's what it is. That's— we expect to have consumers.
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But I don't see it as, as going away. It's
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almost ridiculous to even contemplate that. What are the— what do you think the pressures
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are The number one pressure, do you think it's
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the Gen Zers, which is— I'm not sure I agree with, but
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not that it's the Gen Zers, but it's how they buy, it's how those
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generations are coming to the table versus actual
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pressure on the brands. It's buzz for
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buck. I mean, that's the answer. I mean, if you're a Gen Zer or a
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younger person, where's your disposable income going to spend? How much money you
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have and the pressures on those generations has been exceptional
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from economics. I mean, and if you look, wine is premiumized
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pretty severely over the last 20 years at a price point that's pretty
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high. That's true.
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So, and I guess your software works with
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non-alc virtually. I guess it doesn't really matter what the product is. You can
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pretty much put anything you want in there. But
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do you think the non-alc movement has put pressure on this industry?
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And is PourNow just helping
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shortcut the decision-making process to make it easier
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and maybe give a boost in sales? Is that—
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I think that there's a lot of pressures, but I think that if you're talking
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wine, it's mostly price, right? And, but there's a lot of macroeconomic things
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happening, whether it's the implosion of R&D, tariffs,
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socioeconomic stuff. It's a mess out there, right? So there's a lot going
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on. Wine obviously has a more precipitous decline than all
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Alcove. But I think our job is to help everybody out.
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Our job is to really help the shopper buy the product they want to buy
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and not go to the out-of-stock Instacart solution or
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get an ad and not be able to find it. Right. I wonder
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if this is like 20, 20-plus years, Andrew, have you seen— I'm
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not gonna say turmoil, but as much
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much pressure from variety of outside sources on the wine
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trade only. And like in this picture of my father, we had Boone's Farm and
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Matus and Lancer's, and we had Cold Duck. Hey, Cold Duck, who
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remembers that? So, um, but have you seen
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a period where there's this many influences changing the way
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consumers buy? Paul, you haven't aged a day since that photo, by the way.
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Um, thank you. Appreciate that.
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Look, I think that there's always dynamic pressures across the industry.
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Sometimes it's on spirits. You know, spirits did a good job of lobbying to
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get more marketing access. You know, they got back on TV, they
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were able to get back and talk to the
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consumer in ways that they hadn't before. And that caused challenges
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across the industry. We now have kind of unprecedented
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distributor-tier disruption. There's always
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competition for the share of stomach or share of throat, however you want to frame
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it in terms of what people are drinking or the buzz that
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they're looking for. So I don't know if we're necessarily
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in a fundamentally different era other
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than we're just in another cycle of it.
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And the reality is, and I'll pick up a little bit on
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what Paul was saying in terms of we
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are in a shift, towards digital. The younger drinker
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is digitally native. They are looking to buy
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online. They are looking to search, shop, and
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discover online. They are looking for
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experiences with a brand.
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And so brands that win are gonna be able to
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offer an experience and translate that into a digital
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environment. where that consumer
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can continue to engage with the brand and get them to
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purchase. That's gonna be the, you know, kind of winning combination,
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whether you're talking about wine, beer,
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spirits, RTD, whatever it is. And I even expand
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on that. Yeah, I'd even expand. Andrew's saying the younger generation's there, but,
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you know, in any first world nation, it's the older generation too. We're all there,
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we're all digitally here. So it's, we all have smartphones, we all know how to
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use Google and Amazon and everything. I mean, We obviously have different levels of use,
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but like you said, your wife is using Instacart. I
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mean, it's pretty endemic, the digital tools. We have to
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meet the shopper where the shopper is, and if we're not meeting them there, we're
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going to miss them. It's that simple. And so this is
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extraordinarily attractive then to— let's go back to
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pre-COVID. I think we've had this discussion before, Paul, but I was on my way,
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I stopped to talk to Sarah Clearman from the, uh, Napa Valley
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Register. I thought this was gonna be a glowing article about the Wine of the
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Month Club, what a great guy I was. And it was more, it was more
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of her probing me on what are these wineries gonna do. They don't even
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have, uh, they barely have a website. They have, some don't have
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DTC at all, but let's say the ones that have a, a skeleton of a
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DTC program, they certainly don't have a customer service rep sitting
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at, at a monitor looking, uh, for the chat bell to go off.
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And I thought, okay, that's kind of interesting. These people were caught with their pants
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down. Does this, does this product then
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support brands like that that are, you know, let's
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face it, there's a lot of small places out there that really don't understand any
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of this still. It's hard to believe everybody talks about how slow the
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industry is. Well, it's once a year, but does this help those people?
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Yeah, we help anyone that's in distribution for sure. Just that
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simple. You know, we have different degrees of helping them. We made it simple
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for them to the degree that we help is, you know, how much
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traffic or how much, you know, distribution they have and how much they're advertising or
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marketing their product or promoting it. That simple. And does it
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matter whether they use 3-tier direct-to-consumer or, you know,
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tasting room traffic? Well,
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we supplement DTC. I mean, it's part of omnichannel, but really
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our focus is their distributed products. Right? We let them
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obviously offer DTC to be omnichannel, but our big
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help is the little brands that have distribution and aren't able to manage a market.
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And Andrew and I know we've gotten on planes before, we've flown to different states
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and rode along with a wholesaler, got a placement, went back home,
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and that next day there's another rep in this, the
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same car trying to bump us out of the thing. So this allows that little
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brand to still help keep that velocity from far away. Right? They're
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able to say, hey, we're in this state, we're in this area, we're in this
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city, and those sales can happen.
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You're offering them more eyes on the product, uh,
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simpler location, simpler ability to
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find it, which, you know, you mentioned earlier in the show that, you know,
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if you're going to Google a brand, who knows where that takes you when you—
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by the time you get past all the sponsored, you know,
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uh, auctioned-off locations or, you know, placements in the webpage, and then
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you, then you're the competitor of that person is buying the keywords
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for that search term, and you don't, you're not even sure what you're clicking on.
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So this is supporting the, the consumer as well as
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the brand. But if I, going back to this event thing, if I'm, if
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I'm holding an event, if, if wine really goes back,
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which I believe it is headed back to this experiential idea, then
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is it in the works now with PourNow to support some of those
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efforts, or is this on the chalkboard for the next release? I mean, we
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just— it was launched, right? So we have all these
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plans to, you know, develop more versions of the software.
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But what— how do we support the retailers that are doing these kinds of things?
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Andrew? Yeah, we're doing it now, right? And it really comes back to the
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brands, Paul. We enable a brand to be able to
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go in and do a tasting or an experience.
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And to be able to then provide a
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QR code or a link to that consumer
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who's participating and is now engaged with the brand to actually be
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able to find where they can go actually
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buy it. And so, you know, if I,
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if I am a brand, a distributed brand
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at retail, the way that I'm gonna stay on the
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shelf is by investing in
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activities that are gonna drive velocity. And some of that
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is gonna be the experiential. But the experiential has to
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convert to sales. You gotta convert to velocity.
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Some of it's gonna be brand marketing, right? Some of it, I'm gonna run an
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ad on Facebook or Instagram, or I'm
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gonna— now TikTok is the hot, is the hot thing, right?
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But in the end, what your distributor and retailer are looking for
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And if you're a brand, is do you have velocity to stay on the
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shelf? And so you've gotta be able to show that the investments
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that you're making within whatever your current budget is, is actually
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meeting those velocity hurdles. And we, we help with that.
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We're not the only solution, but we do help with that. So if I'm a
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brand, brand and/or retailer on the back end, I log into
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PourNow and I wanna start looking at the activity? What kind of
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metrics are you sending me that I can use to refine what I'm
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doing, my CRM or my SEO or anything? What's, what's, what do I see?
427
00:26:49,262 --> 00:26:52,804
Some very cool metrics. I mean, we measure attribution of every
428
00:26:52,804 --> 00:26:56,652
activity that you're doing marketing-wise, whether it's organic or paid, whether it's
429
00:26:56,652 --> 00:27:00,397
your website's where to buy function or a press
430
00:27:00,397 --> 00:27:04,147
release that you put a link. And we measure the
431
00:27:04,260 --> 00:27:07,316
price-to-consumer click-based attribution,
432
00:27:08,141 --> 00:27:11,796
um, and we measure that in the dollars, right? And so that's a, that's a
433
00:27:11,796 --> 00:27:14,966
universal metric. Is my social media or my
434
00:27:15,338 --> 00:27:19,076
influencer driving real dollars to the retail market? It's the best metric
435
00:27:19,076 --> 00:27:22,656
of all. It seems like, you know, we
436
00:27:22,656 --> 00:27:26,143
struggle with this a lot because the, uh, the, the processes
437
00:27:26,320 --> 00:27:29,954
weren't as defined as they would be today, um, and particularly with
438
00:27:29,954 --> 00:27:33,447
AI participating in some of this this analysis, but let's just say
439
00:27:34,040 --> 00:27:37,168
I belong to, I don't even know if Commission Junction's around or what's the other
440
00:27:37,168 --> 00:27:40,311
one, the affiliate marketing sites.
441
00:27:41,032 --> 00:27:44,705
And one of the things that was very profitable for us, thanks to my
442
00:27:44,705 --> 00:27:48,490
wife, was that she was able to determine the source of a
443
00:27:48,490 --> 00:27:51,745
lead that we were supposed to pay commission on.
444
00:27:52,499 --> 00:27:56,027
But we found that the people that come to our site first liked the
445
00:27:56,027 --> 00:27:59,239
product and then they went out and found a coupon. and came back and redeemed
446
00:27:59,239 --> 00:28:02,749
it, and we wouldn't pay commission on that since we stimulated the sale. Can we
447
00:28:02,749 --> 00:28:03,468
get that kind of information?
448
00:28:06,673 --> 00:28:10,127
I think that we're working on some of those. I mean, generally there's so many
449
00:28:10,127 --> 00:28:13,822
variations of the internet. Obviously you have codes that tell you where they came
450
00:28:13,822 --> 00:28:17,185
from, the UTM codes where the advertisements. So yeah, obviously all the key
451
00:28:17,201 --> 00:28:20,993
measurements on that. I think that what makes
452
00:28:20,993 --> 00:28:24,269
us special is most of the stuff that we have is not on the drawing
453
00:28:24,381 --> 00:28:27,046
board, or, you know, you said like, That will come in the future. Most of
454
00:28:27,046 --> 00:28:30,065
it's already built and running today across big brands. I mean, that was one of
455
00:28:30,081 --> 00:28:33,325
the reasons we've been so quiet and just started to talk about the product, 'cause
456
00:28:33,710 --> 00:28:37,387
it works across 500 brands and, you know, so
457
00:28:37,387 --> 00:28:41,080
many sales are going through our system to
458
00:28:41,160 --> 00:28:44,853
retailers, right? Just to the— and we're measuring that every day and we're
459
00:28:44,853 --> 00:28:48,627
improving that every single minute. So I guess my question is more
460
00:28:48,627 --> 00:28:52,456
about like, what has changed And you've been doing
461
00:28:52,488 --> 00:28:55,148
this for a long time and you've been involved with the digital side for a
462
00:28:55,148 --> 00:28:58,985
long time. It seems the veil has come off in
463
00:28:59,420 --> 00:29:02,965
much of the data that's available to be mined, and particularly in the last
464
00:29:03,245 --> 00:29:07,025
few years. How much has changed on what
465
00:29:07,025 --> 00:29:09,405
you're able to mine from all this?
466
00:29:12,235 --> 00:29:15,502
It's endless. I mean, we're trying to find all the answers. I think the difference
467
00:29:15,615 --> 00:29:18,963
is the approach, right? I think that's where we really kind of differentiate
468
00:29:18,996 --> 00:29:22,760
ourselves as opposed to trying to be the sole
469
00:29:22,889 --> 00:29:26,694
arbiter of where the traffic is driven. We are merely a
470
00:29:26,726 --> 00:29:30,515
conduit to help that shopper get to that product wherever they are.
471
00:29:31,077 --> 00:29:34,368
It's a very different approach than every other brand has ever done in the
472
00:29:34,368 --> 00:29:38,125
category. You know, every other digital platform, we're like,
473
00:29:38,206 --> 00:29:41,947
hey, we just are here to help that shopper find the right choices for
474
00:29:42,075 --> 00:29:45,848
them. That's very different than the usual search engines that have
475
00:29:45,848 --> 00:29:48,513
been out there. It's different than the retailers who are driving to a certain thing.
476
00:29:48,578 --> 00:29:51,709
We're like, our job is only to help that shopper find that product the way
477
00:29:51,709 --> 00:29:55,256
they want to buy it. It's a great job. It's
478
00:29:55,256 --> 00:29:58,081
interesting because all this, you know, we know all the products and I won't mention
479
00:29:58,081 --> 00:30:01,682
names. I'm not going to throw anybody under the bus, but for the most part,
480
00:30:02,684 --> 00:30:06,240
most of these consumer aids have bolted
481
00:30:06,240 --> 00:30:10,087
on something to their original core engine. And so,
482
00:30:10,200 --> 00:30:13,662
and it seems fairly obvious when you're trying to navigate some of these softwares
483
00:30:14,102 --> 00:30:17,736
and some of these websites to find wine or to find anything really,
484
00:30:18,507 --> 00:30:22,007
that it started as this functionality, but we're going to bolt this on or we're
485
00:30:22,007 --> 00:30:24,464
going to put this on. And then that doesn't seem to talk all the way
486
00:30:24,464 --> 00:30:27,467
around the circle. So obviously you end up with this, this
487
00:30:27,900 --> 00:30:31,577
unusual experience trying to find something. And it seems to me that this is
488
00:30:31,625 --> 00:30:35,093
native ground up, looking at the marketplace
489
00:30:35,864 --> 00:30:39,348
and helping understand, you know, putting the pieces together under one
490
00:30:39,397 --> 00:30:41,982
umbrella that are clearly integrated.
491
00:30:45,078 --> 00:30:48,765
Yeah. I mean, is that accurate? I think that's right, my sir. I mean, look,
492
00:30:48,781 --> 00:30:52,500
this was built by industry vets that are tech vets, Andrew and myself.
493
00:30:52,628 --> 00:30:56,363
This is built by our brands being side by side with us for
494
00:30:56,395 --> 00:30:59,504
6 months, big brands working and helping us build the product the way it should
495
00:30:59,520 --> 00:31:03,287
be built and with a perspective on what solves a
496
00:31:03,287 --> 00:31:06,990
problem versus, you know, what we think the problem is. So
497
00:31:07,054 --> 00:31:10,244
that's a lot of guidance that a lot of these other platforms haven't come. They've
498
00:31:10,244 --> 00:31:13,935
come with their own natural bias of what they want the market to do,
499
00:31:14,192 --> 00:31:16,938
not what the market needs. And I think that that's where Andrew and I really
500
00:31:16,938 --> 00:31:20,679
stepped out of the curve and said, look, brands are asking for
501
00:31:20,679 --> 00:31:24,452
this. This is their problem. Let's solve their problem. And this is the
502
00:31:24,452 --> 00:31:28,081
shopper's problem first. They have this problem, then meeting those together in a way
503
00:31:28,081 --> 00:31:31,919
that creates good economics. And that's also why we're not going to have to pivot
504
00:31:31,919 --> 00:31:35,226
as much because those other brands pivoted because they weren't making money on, we think
505
00:31:35,226 --> 00:31:37,648
the market needs this. And it's this big.
506
00:31:39,740 --> 00:31:43,184
Well, and it just seems like the native, the native
507
00:31:43,184 --> 00:31:46,693
ability in code today, uh, would make this product
508
00:31:47,194 --> 00:31:50,607
much more, um, much easier to,
509
00:31:50,931 --> 00:31:54,700
to modify. In other words, you know that it's not going to be the same.
510
00:31:55,040 --> 00:31:57,975
What did Kevin O'Leary tell me on the show once? He goes, what's working today
511
00:31:57,975 --> 00:32:00,592
is not going to work tomorrow. What's worked yesterday is not going to work today.
512
00:32:01,064 --> 00:32:04,177
And he's talking about digital marketing at that point. And you're— and
513
00:32:05,338 --> 00:32:08,821
you have all this to offer, and how are you keeping your ear to the
514
00:32:08,821 --> 00:32:12,287
ground to, to maybe even
515
00:32:12,320 --> 00:32:15,815
predict what the brands are going to need
516
00:32:16,319 --> 00:32:17,993
or want today?
517
00:32:21,303 --> 00:32:24,532
Do you want to try that one, or you want me? Yeah, I mean, look,
518
00:32:24,548 --> 00:32:27,793
we work hand in hand. So 2 things: we are a
519
00:32:27,793 --> 00:32:31,604
customer-driven product team, right? We, the sales
520
00:32:31,636 --> 00:32:35,049
team, the customer success team, we meet with our brands and ask them the questions.
521
00:32:35,161 --> 00:32:38,494
We're working very tight with them always. It's important to us. Also,
522
00:32:39,071 --> 00:32:42,420
we work very close with the tech valley. I mean, we're not that far from
523
00:32:42,677 --> 00:32:46,186
Silicon Valley. You know, I think that we are pretty dialed in with some pretty
524
00:32:46,218 --> 00:32:49,952
smart tech people and we use that as an absorption principle to see what's coming
525
00:32:49,968 --> 00:32:53,718
around the corner. And we really believe in agility. We wanted an
526
00:32:53,894 --> 00:32:57,742
AI-centric organization that was AI at a scale,
527
00:32:57,872 --> 00:33:01,415
but not AI to take over what we generate. And so that's also
528
00:33:02,224 --> 00:33:06,038
how do we keep getting faster and agile? And AI and digital transformation
529
00:33:06,038 --> 00:33:09,722
are just part of that agility, I think. And
530
00:33:09,899 --> 00:33:12,228
AI, Paul, in the end, it's another tool.
531
00:33:14,044 --> 00:33:17,886
But the one thing that Paul and I,
532
00:33:18,342 --> 00:33:22,074
my Paul recognizes, you know,
533
00:33:22,667 --> 00:33:25,928
Talk to the customer. Like, you know, we went out and we did, I
534
00:33:26,056 --> 00:33:29,348
don't know, like 6 customer meetings last week.
535
00:33:29,830 --> 00:33:33,444
We drove, you know, all over Napa and
536
00:33:33,460 --> 00:33:36,896
meeting with customers and sitting across the table face to face with them.
537
00:33:37,523 --> 00:33:41,313
And in this industry, no, like that is part of the
538
00:33:41,313 --> 00:33:44,975
future. AI is a tool to
539
00:33:44,991 --> 00:33:48,443
help us be more efficient, but the relationships, the knowledge,
540
00:33:48,604 --> 00:33:52,194
the The understanding of how this industry
541
00:33:52,451 --> 00:33:56,200
works is built upon those, those,
542
00:33:56,537 --> 00:34:00,158
you know, personal relationships. And, you know,
543
00:34:00,558 --> 00:34:04,308
that's, I don't think that's going to change anytime soon. We
544
00:34:04,388 --> 00:34:08,074
actually say usage is our oxygen, Paul, and that's the truth, right? The
545
00:34:08,074 --> 00:34:11,823
more we get used, the better we get on that. It's interesting that you
546
00:34:11,855 --> 00:34:15,156
guys put it that way because I had a podcast the other day with a
547
00:34:15,156 --> 00:34:18,929
new in-store brand, you know, the people that
548
00:34:18,993 --> 00:34:22,802
pour off samples or, and I, I was telling the story about
549
00:34:23,171 --> 00:34:26,819
being in Columbus Circle in New York and this young woman was
550
00:34:26,867 --> 00:34:30,627
trying to, I guess she was selling almond butter. I couldn't tell because she
551
00:34:30,627 --> 00:34:34,339
had no clue what she was doing. And she asked me to help her find
552
00:34:34,339 --> 00:34:37,553
a knife so she could cut the apples that she can dip into the almond
553
00:34:37,553 --> 00:34:41,184
butter that she was sent over to sell. And, but the point of
554
00:34:41,184 --> 00:34:44,505
that is that I used to stand at a booth,
555
00:34:45,564 --> 00:34:49,381
uh, for hours on end, uh, you know, most of the summer
556
00:34:50,135 --> 00:34:53,807
to sell memberships. And that, that handshake was so important and that
557
00:34:53,935 --> 00:34:57,784
ability to, to talk about wine and to, to understand the concept
558
00:34:57,784 --> 00:35:00,735
of the subscription model at that point, because subscription models were like,
559
00:35:01,682 --> 00:35:05,418
had a bad rap. But the point I'm making is it seems like that
560
00:35:05,547 --> 00:35:09,364
is where your data comes from. And it One of the points this woman was
561
00:35:09,396 --> 00:35:12,877
making on the podcast was, you know, we talk to a million people a year
562
00:35:13,503 --> 00:35:17,064
through 30,000, you know, in-store pourings.
563
00:35:17,738 --> 00:35:20,963
And I thought, wow, what are the— you want grassroots
564
00:35:22,069 --> 00:35:25,791
data to work from on what is needed, there
565
00:35:25,904 --> 00:35:29,738
you have it. And it seems like you're getting it now digitally, having
566
00:35:29,770 --> 00:35:33,443
a conversation with your brand, having a conversation with the people that are using your
567
00:35:33,443 --> 00:35:36,862
services. To preempt or hopefully
568
00:35:37,377 --> 00:35:40,995
satisfy. Is it too late if an
569
00:35:41,059 --> 00:35:44,710
article hits? First of all, frankly, I don't even
570
00:35:44,774 --> 00:35:48,379
trust most of the articles that come out in the journals these days. They seem
571
00:35:48,395 --> 00:35:51,727
so unresearched and just off the cuff,
572
00:35:52,623 --> 00:35:55,532
but let's just say some of them are legit. Is it too late,
573
00:35:56,243 --> 00:36:00,041
whatever that article might be presenting to the public or the, or the
574
00:36:00,041 --> 00:36:03,718
industry? That information is almost too late to react to because it's
575
00:36:03,831 --> 00:36:07,630
already hit the, hit the rags, or we can, we react to
576
00:36:07,630 --> 00:36:11,413
some of that stuff? Yeah, we can react to it.
577
00:36:11,461 --> 00:36:14,587
It's, it's the availability of the product in the market. And I also think that
578
00:36:14,587 --> 00:36:17,809
we don't leverage that media enough. We think it's a one-time
579
00:36:18,354 --> 00:36:22,106
piece of information. You can reuse that content from that media 6 times in a
580
00:36:22,106 --> 00:36:25,745
year and, you know, send it in an email, do it in a
581
00:36:25,745 --> 00:36:29,586
Facebook post, do it in a paid advertisement to drive more
582
00:36:29,586 --> 00:36:32,650
velocity. You know, the assumption that people are reading everything is
583
00:36:33,185 --> 00:36:36,502
absurd in a very noisy world. It's
584
00:36:36,680 --> 00:36:40,225
absolutely noisy. And so catching somebody
585
00:36:40,564 --> 00:36:43,251
in that moment of time, in that buying window,
586
00:36:44,557 --> 00:36:47,038
requires a lot more outreach than it did ever before.
587
00:36:48,820 --> 00:36:52,602
Well, that was, you know, I got the, like, whenever I
588
00:36:52,602 --> 00:36:56,268
say this term, because my last Full year in 2022, we sent
589
00:36:56,332 --> 00:36:59,690
33 million emails and people thought, weren't you annoying people? I said,
590
00:37:00,445 --> 00:37:03,948
I don't think that's the case anymore. It's catching that person at that moment
591
00:37:04,381 --> 00:37:08,157
that if you didn't send it that day and they had thought about
592
00:37:08,157 --> 00:37:11,884
buying something that you were offering and you missed that window,
593
00:37:12,800 --> 00:37:16,318
you lost the sale. And so really it's about as much communication as
594
00:37:16,415 --> 00:37:20,013
possible and the noise is just accepted, it
595
00:37:20,045 --> 00:37:23,479
seems like in this industry. Are you helping the, your
596
00:37:23,479 --> 00:37:25,387
brands understand that piece of it?
597
00:37:27,664 --> 00:37:30,967
Yeah, we, we spend a lot of time talking, talking to the brands about their
598
00:37:30,967 --> 00:37:34,205
marketing strategies because, because again, in the end,
599
00:37:34,782 --> 00:37:38,213
you know, the, the mission of, of Pournow is
600
00:37:38,630 --> 00:37:42,205
not to create the brand excitement or the brand
601
00:37:42,254 --> 00:37:46,037
engagement. It's to actually monetize the brand
602
00:37:46,037 --> 00:37:49,516
engagement that, that supplier has, has already done
603
00:37:49,709 --> 00:37:53,411
based on their research. And their tastings and
604
00:37:54,960 --> 00:37:58,736
etc. And, and, and so, you know, we do
605
00:37:58,736 --> 00:38:01,849
see, to be honest, some pretty uneven
606
00:38:02,648 --> 00:38:06,206
knowledge about how to effectively market.
607
00:38:07,880 --> 00:38:10,200
But I, but I, you know, to go back to something you were just talking
608
00:38:10,200 --> 00:38:13,808
about in terms of the 33 million emails, it goes back to the
609
00:38:13,937 --> 00:38:17,625
consumer, the shopper, and the occasion. Right. Like they could be
610
00:38:17,625 --> 00:38:21,432
sitting at their computer and thinking, oh, I need to send my mother
611
00:38:21,705 --> 00:38:25,415
next week a bottle because she's across the country for her
612
00:38:25,415 --> 00:38:29,109
birthday. Okay, that's an occasion. You got to catch, capture that
613
00:38:29,109 --> 00:38:32,916
occasion. The other side of it could be, geez, I'm on the way to
614
00:38:32,964 --> 00:38:36,385
Paul's house and I forgot that I'm supposed to bring a bottle with me. I
615
00:38:36,482 --> 00:38:39,308
want to get online, I want to order it so I can just, I can
616
00:38:39,308 --> 00:38:42,601
just pick it up on my way there. And so
617
00:38:42,922 --> 00:38:46,182
really understanding who your consumer is, And the
618
00:38:46,182 --> 00:38:49,785
occasions that they're shopping for really do
619
00:38:49,785 --> 00:38:53,436
become important because there is a lot of noise and you want to
620
00:38:53,484 --> 00:38:57,191
provide some of that signal through all that. Yeah. To me,
621
00:38:57,982 --> 00:39:01,774
medium at the occasion is the right purpose, right? And then maybe
622
00:39:01,774 --> 00:39:04,710
those multiple emails, you, they have different occasions at different times. I mean, look,
623
00:39:05,821 --> 00:39:09,523
we live in a world where the products are infinitely substitutable for the most
624
00:39:09,523 --> 00:39:13,194
part, right? And the stores that we buy them from are almost infinitely substitutable.
625
00:39:13,242 --> 00:39:16,720
So how do we, match that in, in their buying state.
626
00:39:18,474 --> 00:39:22,307
That's an interesting thought because, uh, just about this Haut-Bailly dinner,
627
00:39:23,649 --> 00:39:26,878
I'm waiting to hear what I hear from them because
628
00:39:27,738 --> 00:39:30,398
somebody might be saying, gee, I went to this dinner the other night and it
629
00:39:30,398 --> 00:39:34,033
was fabulous. And I remember the '22, you know,
630
00:39:34,807 --> 00:39:37,242
Grand Vin of that brand. I,
631
00:39:38,919 --> 00:39:41,668
I don't know where to get it. I wasn't told where to get it.
632
00:39:42,793 --> 00:39:45,925
I kind of remember the vintage. Then all of a sudden I get an email
633
00:39:45,925 --> 00:39:49,603
or a text. Hey, we enjoyed having you over for
634
00:39:49,619 --> 00:39:53,072
dinner, whatever the story is. And I would, oh,
635
00:39:53,779 --> 00:39:56,975
I remember now, right? That whole, that whole concept. Um,
636
00:39:57,585 --> 00:40:00,203
so we're not trying to make them wait 2 weeks to buy it sometimes. We're
637
00:40:00,203 --> 00:40:02,870
always trying to force them through a funnel saying, instead of saying, hey, you can
638
00:40:02,870 --> 00:40:05,970
buy it the way you want to buy it today. I think that's the differentiation.
639
00:40:07,554 --> 00:40:10,606
Right. There's a lot of movement. Let me ask you this question about some of
640
00:40:10,622 --> 00:40:14,105
this stuff, because I wasn't sure I bought off on the,
641
00:40:14,411 --> 00:40:18,217
on the need, this movement to, to
642
00:40:18,217 --> 00:40:21,695
have a buying experience. Well, let's say this particular—
643
00:40:22,323 --> 00:40:26,121
let me back up. At this thing, I expected them to say, hey, you know,
644
00:40:26,410 --> 00:40:29,688
we got it for sale and it's $135 a bottle. And, and then somebody orders
645
00:40:29,720 --> 00:40:33,415
2 bottles and then he goes, hey, what they used to do is upsell you
646
00:40:33,415 --> 00:40:35,478
to a case. Well, I can't sell less than a case, so you guys can
647
00:40:35,478 --> 00:40:39,162
split the case. And then, you know, that way I can
648
00:40:39,210 --> 00:40:41,776
order the whole case and you guys can do what you want with it. And
649
00:40:41,792 --> 00:40:45,480
that's, that was one of the sales techniques of these home tasting things. Didn't
650
00:40:45,480 --> 00:40:48,366
happen here because nobody's too respectful of a château.
651
00:40:49,168 --> 00:40:52,952
But there is a digital version of that going around, a couple of them where
652
00:40:53,401 --> 00:40:57,041
you can hand off a shopping cart to a friend and
653
00:40:57,586 --> 00:41:01,066
supplement the case. So you get your full case or get your economies of scale
654
00:41:01,114 --> 00:41:04,385
depending on what you're buying and split it. Is that part of this as well?
655
00:41:05,910 --> 00:41:09,555
Yeah. Do you think that's a need? Because I didn't.
656
00:41:10,226 --> 00:41:13,923
I think it's a rare, rare need. It's an edge case. I just, I
657
00:41:13,955 --> 00:41:17,792
haven't heard much from the 2 platforms that I talked
658
00:41:17,792 --> 00:41:21,582
to, but I just tried to, I was trying to think of like,
659
00:41:22,208 --> 00:41:25,708
like my average order at Wine of the Month Club reorder was 10 bottles, 10.8
660
00:41:25,821 --> 00:41:28,936
bottles or something. Okay. So they bought 10.8 bottles.
661
00:41:30,060 --> 00:41:33,020
Why is that a problem? You know, it's not a problem.
662
00:41:33,980 --> 00:41:37,320
It's in the warehouse anyway. We're just going to hack it up. But I thought
663
00:41:37,320 --> 00:41:40,900
that, I thought that was interesting. Maybe that's what's not happening. Maybe it's, it didn't,
664
00:41:40,900 --> 00:41:44,500
it hasn't occurred. So if I'm a consumer, something I
665
00:41:44,500 --> 00:41:47,960
download onto my phone? No,
666
00:41:47,960 --> 00:41:51,520
no, no. The ad will meet you. We'll meet you where the, the brand will
667
00:41:51,520 --> 00:41:54,900
use us to meet you where you're at, right? So whether it's a Facebook ad
668
00:41:54,900 --> 00:41:57,940
that the brand did, or if you showed up on the brand's website, or
669
00:41:58,600 --> 00:42:02,311
Lots of places where the brand is helping to try to communicate with
670
00:42:02,343 --> 00:42:05,892
the, do a touchpoint with the shopper. And then they, at that point, that's when
671
00:42:05,909 --> 00:42:09,125
they hand it off to us. And so if it's
672
00:42:09,125 --> 00:42:12,440
DTC fulfillment from the winery just before, or there's a—
673
00:42:14,041 --> 00:42:17,437
Yeah, DTC comes from the wine. If they choose the DTC choice, maybe I'm looking
674
00:42:17,437 --> 00:42:21,172
at options and there's a pickup and a buy and a ship and DTC, and
675
00:42:21,172 --> 00:42:24,907
they choose DTC, it'll come from the brand, right? Directly from their DTC
676
00:42:24,923 --> 00:42:27,905
operations, wherever that is. Wow.
677
00:42:29,171 --> 00:42:32,425
It's almost, it's, it's almost hard to get your, your head around this thing
678
00:42:33,579 --> 00:42:36,561
because it seems so flexible and so, um, uh,
679
00:42:38,051 --> 00:42:41,257
not, you know, flexible is the word, that it can, seems to handle
680
00:42:42,395 --> 00:42:45,826
the needs of the brands and whoever else. And then the
681
00:42:45,826 --> 00:42:49,544
consumer, it's almost seamless then. Yeah, it starts with the need of the
682
00:42:49,609 --> 00:42:53,043
consumer, the shopper first. And then it makes it easy for the brand to meet
683
00:42:53,043 --> 00:42:56,016
them there. That's what we've done. We've made it easy for the shopper first, and
684
00:42:56,032 --> 00:42:58,747
then the brand can use us to meet them there. That, that's the magic of
685
00:42:58,747 --> 00:43:02,151
what we've done is start with where does the shopper need help
686
00:43:02,784 --> 00:43:06,564
and how do we help the brand facilitate that? And when
687
00:43:06,564 --> 00:43:10,357
did it launch? January. Yeah, that is
688
00:43:10,470 --> 00:43:13,935
barely out of stealth in January. So the, you know, the first
689
00:43:13,952 --> 00:43:17,384
version, the beta was last June, but January is when it came out of
690
00:43:19,229 --> 00:43:23,017
You know, the, for early out of stealth slowly. And
691
00:43:23,017 --> 00:43:25,527
then we just really, this week was when we really came outta stealth in a
692
00:43:25,527 --> 00:43:29,152
full, full form. Wouldn't you say, Andrew? This is kind of our first like unveiling,
693
00:43:29,184 --> 00:43:32,776
unveiling. So we had a soft outta stealth and now
694
00:43:32,889 --> 00:43:36,525
we're really, you'll see a lot more of us every week. Yep.
695
00:43:36,688 --> 00:43:39,111
And if I'm a brand, how do I find you?
696
00:43:41,117 --> 00:43:44,724
Well, we recommend you go to launch.four.now and that will tell a
697
00:43:44,724 --> 00:43:48,294
brand exactly what the experience is. And how we work with them.
698
00:43:50,192 --> 00:43:53,125
And what, what does a typical brand, when they come there,
699
00:43:54,526 --> 00:43:57,943
they say, wow, you guys, this is
700
00:43:57,943 --> 00:44:01,665
incredible. I've been trying to find a solution for this.
701
00:44:01,810 --> 00:44:05,485
What, what are the, what's the number one need they seem to be
702
00:44:05,711 --> 00:44:09,093
excited about that they've saw you've solved? Really,
703
00:44:09,741 --> 00:44:13,127
it's a measurable path to purchase is that I can actually show
704
00:44:13,597 --> 00:44:16,660
the impact that my digital marketing or my sampling is having
705
00:44:18,289 --> 00:44:22,091
In the market, I mean, look, there's never been more
706
00:44:22,220 --> 00:44:26,021
pressure again on brands to be able to justify room
707
00:44:26,070 --> 00:44:28,663
on the truck and space on the shelf.
708
00:44:29,453 --> 00:44:33,126
And the way to justify that is investments
709
00:44:33,174 --> 00:44:36,885
driving velocity. So if you can, you can take and
710
00:44:36,967 --> 00:44:40,397
show a measurable path to purchase from the investments that you're making,
711
00:44:41,858 --> 00:44:44,014
you're going to win that argument. You're going to be able to go into your
712
00:44:44,062 --> 00:44:47,726
distributor and say, "Look, I ran advertise. I ran digital marketing in your market."
713
00:44:48,289 --> 00:44:51,741
It drove sales for, for our portfolio, for you,
714
00:44:52,431 --> 00:44:56,188
and it drove it to these local retailers who are your paying customers and probably
715
00:44:56,220 --> 00:44:59,159
were your dad's paying customers and your granddad's paying customers.
716
00:44:59,897 --> 00:45:03,687
And, you know, that's why you should give us
717
00:45:03,687 --> 00:45:06,641
another bottle on the shelf. That's why you should give us more cases on your
718
00:45:06,641 --> 00:45:09,933
truck and make sure that when that consumer wants to buy us, that we're,
719
00:45:10,350 --> 00:45:12,727
we're always available to be bought.
720
00:45:14,080 --> 00:45:17,250
That just stimulated 2 more thoughts. So I don't know if we're, 'cause I was
721
00:45:17,250 --> 00:45:20,890
thinking we're running outta time, but I gotta get the answers to this. Mm-hmm. One
722
00:45:20,890 --> 00:45:24,570
of 'em is, uh, certainly the earlier days of, of
723
00:45:24,570 --> 00:45:27,890
digital marketing and even up until I stopped doing
724
00:45:27,890 --> 00:45:31,290
it, you know, regularly, was this, the idea of these
725
00:45:31,290 --> 00:45:35,050
consultants and everyone's a consultant. I mean, just go to Facebook and Instagram and
726
00:45:35,050 --> 00:45:38,660
find how many consultants they are. Most of 'em don't know crap from Shinola.
727
00:45:39,172 --> 00:45:42,900
And most of them don't understand the trade, right? And I
728
00:45:42,932 --> 00:45:46,531
can't tell you how many people I've suggested to that you cannot bring
729
00:45:47,109 --> 00:45:50,307
the technologies of shoe sales
730
00:45:51,062 --> 00:45:54,806
and expect them to work in alcohol. They just don't. They never have. And you
731
00:45:55,063 --> 00:45:57,505
have to understand alcohol. And I won't bore you with all the details and all
732
00:45:57,505 --> 00:46:00,718
the stories, but for one thing for sure, I burned through
733
00:46:00,767 --> 00:46:04,253
consultants. And I needed the consultants not to tell me what to do, but help
734
00:46:04,302 --> 00:46:07,847
me do it because I can't do it all internally, right? And
735
00:46:08,087 --> 00:46:11,790
I finally landed on a couple where they took the blame if
736
00:46:11,854 --> 00:46:15,542
they didn't work out. They understood the— they took time to understand the
737
00:46:15,542 --> 00:46:19,021
marketplace and I stuck with 'em for a few years. So it seems like one,
738
00:46:19,469 --> 00:46:23,141
this thing can help a brand validate the people
739
00:46:23,397 --> 00:46:26,828
in their periphery trying to help them market and do things because you can just
740
00:46:27,004 --> 00:46:29,441
bear it out in the numbers and say you're wrong. 'Cause they
741
00:46:29,489 --> 00:46:33,240
said the biggest problem with most consultants is they put
742
00:46:33,257 --> 00:46:35,357
you in the mill and you just go right through the process and you get
743
00:46:35,357 --> 00:46:39,028
some, You know, 30-something telling you this, and then they pass off to the next
744
00:46:39,028 --> 00:46:42,699
guy and the next guy and the next person and get nothing. The
745
00:46:42,715 --> 00:46:45,905
other, the other thing I think is really interesting, because I have a really, really
746
00:46:45,985 --> 00:46:49,688
good friend right now that's got an RTD that's really, really good. Oh.
747
00:46:50,153 --> 00:46:53,599
And, and they're a little, not much younger than me, but they're out
748
00:46:53,599 --> 00:46:57,110
standing at Costco and, and Whole Foods and all those
749
00:46:57,142 --> 00:47:00,989
places pouring off, you know, 3 quarters of an ounce. Is
750
00:47:00,989 --> 00:47:03,044
it maybe it's a quarter of an ounce? of alcohol.
751
00:47:04,908 --> 00:47:08,669
And that's the number one deal, right? You cannot get a distributor today at all
752
00:47:09,746 --> 00:47:13,458
to taste anything unless you show them this track record,
753
00:47:13,474 --> 00:47:17,305
unless you show them that you've got 100 placements or whatever the number is
754
00:47:17,499 --> 00:47:21,234
that they expect. But they are closed doors to any new
755
00:47:21,364 --> 00:47:24,940
brands. And who wouldn't be, right? You know, you— there's no
756
00:47:25,021 --> 00:47:28,824
brand builders anymore in this business. You, you just— the logistics people,
757
00:47:28,888 --> 00:47:32,722
that's all they are. With sales— with salesmen in tow. So
758
00:47:32,722 --> 00:47:35,579
it seems like this, this would be a huge benefit for somebody
759
00:47:36,494 --> 00:47:39,993
who can start showing the distributors this, these metrics and these
760
00:47:40,025 --> 00:47:42,353
numbers of what's going on out there.
761
00:47:42,915 --> 00:47:46,398
100%. I can't say anything better than that.
762
00:47:46,687 --> 00:47:50,379
100%. Hey, I got it right. That
763
00:47:50,379 --> 00:47:54,151
was good. You got it right. It
764
00:47:54,151 --> 00:47:57,992
took a little while to figure it out, but I get it. And it's
765
00:47:57,992 --> 00:48:01,709
the same thing you can do with your chain friends showing that you're
766
00:48:01,709 --> 00:48:05,102
driving velocity to the market and the marketing dollars are landing in their pocket instead
767
00:48:05,102 --> 00:48:08,827
of some ad that affects Alaska and you're an
768
00:48:08,827 --> 00:48:12,294
Arizona retailer, right? So everything
769
00:48:12,828 --> 00:48:16,574
is about attribution. Does this not have
770
00:48:16,832 --> 00:48:20,639
teeth? I have a niece who started a salad dressing line. It's called
771
00:48:20,703 --> 00:48:23,284
the Law of LAV, and it's a
772
00:48:24,388 --> 00:48:27,665
Higher, higher-end single-serve dressing.
773
00:48:28,564 --> 00:48:32,371
And so seems to me that this would work with all the entrepreneurs,
774
00:48:32,499 --> 00:48:35,937
the self-made entrepreneurs online. They become
775
00:48:36,354 --> 00:48:39,840
influencers on Instagram and then they launch a product
776
00:48:40,290 --> 00:48:43,839
and some actually really explode and some, you know, fail like,
777
00:48:44,064 --> 00:48:47,903
like the old days. But can't this do the same thing
778
00:48:47,999 --> 00:48:51,826
for just about any kind of product? It can, but it
779
00:48:51,891 --> 00:48:55,435
won't. We are dedicated
780
00:48:56,341 --> 00:48:59,643
to the beverage alcohol market in
781
00:48:59,739 --> 00:49:03,393
particular, you know, the omnichannel and distributed
782
00:49:04,472 --> 00:49:07,835
brands. So, you know, that's another place that we really differentiate
783
00:49:07,835 --> 00:49:09,426
ourselves from others
784
00:49:11,708 --> 00:49:14,953
that may talk about the path to purchase.
785
00:49:15,360 --> 00:49:19,040
Uh, we're built specifically for beverage alcohol
786
00:49:19,040 --> 00:49:22,800
and we're focused on beverage alcohol.
787
00:49:22,800 --> 00:49:26,140
And we're just— well, that's good news. Yeah, we're disciplined. I mean, that's the thing.
788
00:49:26,140 --> 00:49:28,920
You build something and you want to build it good and you spread wide and
789
00:49:28,920 --> 00:49:32,680
you're jack of all trades, master of none. We have one job is to help
790
00:49:32,680 --> 00:49:35,880
the, the, the alcohol industry, um, wine, spirits, and beer
791
00:49:35,880 --> 00:49:39,680
RTDs achieve success. But I'm always looking
792
00:49:39,680 --> 00:49:42,760
for good salad dressing. If you want to send me a link, I'd definitely love
793
00:49:42,760 --> 00:49:45,280
that. She's great. I would follow the whole, the whole
794
00:49:46,976 --> 00:49:50,822
It's very fun. She's done a great job, but she used to be an
795
00:49:50,822 --> 00:49:53,530
intern at Wine of the Month Club, and I'd got a whiteboard out. I said,
796
00:49:53,546 --> 00:49:55,773
okay, let's go over your product. And
797
00:49:57,087 --> 00:50:00,148
at the end of the first analysis of
798
00:50:01,253 --> 00:50:05,019
selling price, distributor fees, and all the rest of it, there was $3
799
00:50:05,564 --> 00:50:09,281
left to buy a new customer. And I told her,
800
00:50:09,313 --> 00:50:12,326
that's just not enough. It's just not going to make it.
801
00:50:13,352 --> 00:50:17,078
But more importantly, on the other side of this wall here
802
00:50:17,672 --> 00:50:21,109
is a new store. It's called Ten Over, which is,
803
00:50:21,543 --> 00:50:25,221
as soon as I got my, the, the Type 21 transferred, I'm going to be
804
00:50:25,237 --> 00:50:27,887
open. I'm not sure how many hours a day or a week I'm going to
805
00:50:27,887 --> 00:50:30,554
do it. I got to sit with my wife and we're going to only sell
806
00:50:31,485 --> 00:50:35,163
the high-end stuff, you know, the unique bourbons, the unique scotches, unique vodkas,
807
00:50:35,822 --> 00:50:39,355
and, uh, classified growth burgundies, high-end Nappas, stuff like that.
808
00:50:39,853 --> 00:50:43,466
And just so to have the license and keep running, it
809
00:50:43,466 --> 00:50:47,223
seems like this would where I need to land first. We'll help you
810
00:50:47,223 --> 00:50:50,899
easily. We'll send sales to you for sure. And you'll
811
00:50:50,915 --> 00:50:53,388
have to say thank you when Andrew and I come down and pop a few
812
00:50:53,420 --> 00:50:56,936
bottles. Obviously. We'll do that. Yes. All I want is stanchions
813
00:50:56,936 --> 00:50:59,296
outside saying you got to stand in line to get in here.
814
00:50:59,987 --> 00:51:03,824
Okay. What a great conversation, an interesting
815
00:51:03,920 --> 00:51:07,710
story to tell, and listening to you two guys with such
816
00:51:07,710 --> 00:51:11,547
a key thumb on the metrics, the pulse of the
817
00:51:11,547 --> 00:51:15,096
industry. And we need this. We need these
818
00:51:15,160 --> 00:51:18,435
avenues that are tech-related, that circumvent all these
819
00:51:18,692 --> 00:51:22,016
old-school methodologies that just can't work
820
00:51:22,241 --> 00:51:26,078
anymore. And you're bridging the gap. And so bravo
821
00:51:26,078 --> 00:51:29,530
to that. Thanks. Thanks for having us, Paul. Yeah.
822
00:51:30,173 --> 00:51:33,645
Pleasure. Talk to you soon, and I will take you up on you coming down
823
00:51:33,645 --> 00:51:36,684
and us opening something. Yeah,
824
00:51:36,845 --> 00:51:40,157
overdue. Cheers. Thank you.
825
00:51:40,800 --> 00:51:41,009
Thanks.