Marcus Wiebe, founder of Dead Horse Cider Company in Manitoba, and Adam Keil, co-founder of Mountainview Brewing in British Columbia, discuss their tips and tricks for making going to markets and events easier for craft alcohol producers.

Booth design and set-up

One key element of creating a successful and eye-catching booth is incorporating elements of the brand’s physical location and atmosphere. Keil says the focal point of Mountainview Brewing’s booth is its jockey box – a portable draft beer dispensing system. Most of the jockey box cover is made of wood, which gives a rustic look to the booth display. It also helps evoke the feeling of the brewery, surrounded by woods in the rural town of Hope. In the future, Keil plans to update the jockey box cover to be a miniature replica of Mountainview Brewing. He believes that doing so will transform their jockey box cover into a natural conversation starter and attract more visitors to their display booth.

Wiebe, whose cidery is also in a rural location, echoes a similar sentiment. He says the backdrop of a display should not necessarily be more product. Instead, it should “be pictures of your taproom, vineyard or cidery, to convey your brand.” Wiebe uses markets to extend the cidery business, and so his focus is to introduce people to the brand and entice them to visit Dead Horse Cider Company. “We want to draw people to our cidery [and] to our orchards, so that they make the drive out to see us. That is the goal with the markets. [It] is to show people who we are and get them to come to us,” he said.

When Wiebe first started going to farmers’ markets in 2019, he had extravagant displays that took a lot of work to set up three times a week. Since then, he has opted for a more stripped-down look, prioritizing displays that are easy and repeatable. He stresses that booth set-up and tear-down should be something other team members can easily replicate, since, as the business grows, there may be multiple events on the same day.

Aside from making the process of setting up a display as efficient as possible, Keil tries to envision how people will interact with the booth when they approach it. For instance, if the booth is at a drink festival and drink tokens are given out, how will the tokens be taken? How will people receive their samples? It is important to consider the flow of people around the booth and build the booth display around that.

Keil has also observed the value of having something vertical on the display table and not just having everything sit flat. “That vertical piece is hugely important in catching people’s eyes. They’ll try the sample and hang around for a moment to appreciate the display,” Keil said. This vertical piece is another value-added feature that helps start conversations with potential customers. It can be as simple as a raised wooden display stand with products on it, or as complicated as Keil’s vision of a miniature replica of his brewery.

Packing and transport

When packing up for markets, Wiebe goes through his checklists to ensure that no items are forgotten. Most items already live in a specific set of bins that contain the necessary supplies and equipment for events. Having these designated bins helps to streamline the process of loading and setting up the display booth. Before loading up the van, Wiebe also tries to forecast sales so that he doesn’t bring too much or too little of his products to the market.

Supplies Wiebe considers essential include wipes for cleaning spills, a cash box, a point-of-sale (POS) system and a backup POS system for emergencies. Cleaning rags are an essential item for Keil, too. He is also sure to bring garbage bags, extra gaskets and tools for fixing the draft system.

After each market, Wiebe will debrief with his team to discuss what worked and what didn’t, so that they can improve for future markets. Even with this thoughtful planning, Wiebe has experienced some market mishaps. He’s had his vehicle break down while on route to a market and has had his tent fly up and away on windy market days. Still, he takes it all in stride and reminds himself not to “get too caught up in it and remember that it is going to be okay.”

What to bring and what not to bring

Historical sales, geography and seasonality inform much of what Wiebe and Keil decide to bring to events. Keil observes that fruited sours seem to sell better in the Lower Mainland, closer to the city of Vancouver. However, traditional beer styles seem to be favoured in the British Columbia Interior communities. After analyzing past sales in each area, Mountainview Brewing decides what to bring to events. This often results in different products being brought to events in Vancouver versus the Okanagan.

In the early days of going to markets, Wiebe brought many single 355 millilitre cans in various flavours. He quickly realized that packing, transporting and displaying so many single cans made setting up his display more difficult. He also felt that it wasn’t worth his time to only make a $5 sale. He stopped bringing single cans in favour of four-, eight- and 12-packs in various flavour combinations. This way, customers still had a variety to choose from, and the minimum spending amount was raised.

In desperate times, [markets have] helped us stay afloat.

Marcus Wiebe, Dead Horse Cider Company

Wiebe advises craft alcohol producers to “pick a number that is worth your time and don’t bring anything under that.” Since marketgoers are often eager to support local businesses, Wiebe thinks it makes more sense to raise the minimum spend at a market booth, especially since it is often the same amount of work to make a $5 versus a $30 sale.

In Mountainview Brewing’s early days, Keil brought a variety of merchandise to events, including T-shirts and hoodies. While smaller items such as branded tasting glasses and stickers proved popular impulse buys, he never sold a single hoodie. Keil reflects that it is most likely because the price point of clothes, especially hoodies, is higher, and hoodies aren’t an item that people buy in the spur of the moment. Keil stopped bringing hoodies to events, but continues to bring branded glassware and stickers.

Marketing to customers

The popular mantra, “getting liquid to lips,” holds true for craft alcohol producers when marketing their products at events. While giving out free samples of alcohol at events always entails additional paperwork and can necessitate bringing extra staff, having people taste a product is the single best way to make a sale.

Wiebe cautions against getting caught up in talking to a single customer for too long. He tries to streamline the process of handing out samples by limiting sample options. Instead of offering 10 samples and overwhelming people with choices, he limits sample options by asking pointed questions to get a sense of what a person likes to drink. “If they like to drink beer, then I know what sample I am going to offer them,” he said. Wiebe has seen people start drifting away when he spends too much time talking about all the different samples, so now he tries to just give them what he thinks they will like and lets them have their space.

Additionally, Keil notes the importance of having an extroverted and friendly manner. Rather than waiting for people to approach your booth, “invite people to come talk to you. Sometimes people are sort of just window shopping.” If you can get their attention, try to invite them over for a free sample, or make a comment that will “invite them to come and hang out for a few minutes and learn about your product. It’s kind of silly, but I think that is the best tactic.”

In terms of social media, Wiebe tries to post an image on their brand accounts to let people know what market they are in and whether any seasonal, market-only products are available. Wiebe admits that these kinds of posts can feel repetitive after a while and finds social media marketing to be a totally different landscape than it was just five years ago.

Another marketing strategy Wiebe has tried is giving customers a card for free shipping when they order online. He admits that this ‘free shipping’ card idea was a flop. Wiebe believes that since the savings from ‘free shipping’ only amounted to around $5, it probably wasn’t enough of a discount to entice people to start ordering online. Although he has yet to try it himself, Wiebe has seen other craft alcohol producers give customers a ‘free drink’ card when they bring a friend to the brewery. Mostly, Wiebe hopes to build the brand by maintaining consistency when going to markets, since showing up at the same market routinely can help the brand develop a loyal following.

Lessons learned

In the early days of going to events, Keil once brought a pilot batch of beer that was made with fresh-harvested plums. While the beer wasn’t reproducible on a larger scale, Keil was proud of it and wanted to share it with others. However, he noticed that people who tried the product were quickly disappointed when they found out that this amazing product was not available for purchase anywhere else. Now, Keil makes sure to always bring his core products and seasonal products that are available in the brewery or at liquor stores. He no longer brings these “one and done beers,” as he wants there to be the potential for a second sale.

Another lesson Keil learned is how to adapt his business in the face of changing consumer demand. When Mountainview Brewing first opened, its fruity and sour beers garnered a lot of attention, so Keil transitioned the business to producing more unusual beers that would catch people’s eye. Over the past two years, he has seen the market switch again, where their more traditional beer styles are selling year-round, so he pivoted again, putting the primary focus on core products rather than special releases.

Staffing

When staffing markets, craft alcohol producers usually look at their sales data to determine how many staff are needed. If historical data isn’t available, they will usually ask event organizers how much foot traffic is expected. For small markets where people are spread apart, one person is usually enough. Larger markets with denser foot traffic can require two people, especially if samples are being poured.

Keil says it’s important to have the right person at a market, someone who is interested and genuinely cares about the product. When training staff for events, both Keil and Wiebe bring their staff to the taproom to teach them who they are, what the brand stands for and have them sample the products.

Sales and customer experience

In terms of tools for managing sales on the go, Wiebe uses Square, since it is well-known, has an app that integrates with phones to accept payments and has standard fees. Other common POS systems include Clover, Shopify POS, PayPal and Stripe.

To connect with customers, Keil makes sure to bring business cards to events and encourages people to reach out to them on social media. In order to reduce the friction for potential customers to purchase their products, Keil created a QR code that links to Google Maps with the location of all the liquor stores that carry their products. Keil says that loading all the store locations into Google Maps and keeping the map up to date is a bit of a hassle to maintain; however, it is an extremely useful tactic to make buying their products as easy as possible.

Advice

For Wiebe, going to markets has been a huge help in growing Dead Horse Cider Company. “In desperate times, [markets have] helped us stay afloat,” he said. Nevertheless, Wiebe acknowledges it takes a lot of hustling and grinding to keep setting up and taking down the booth constantly. “There are a lot of farmers’ markets. It takes a lot of your time, a lot of your weekends, but we have had to do it to stay in it,” he said.

As well, it can take time to determine which markets and events are worth going to. Some markets can yield extremely profitable sales, while other markets are just a means to further advertise the business and introduce people to the brand. For craft alcohol producers who are going to their first market, Wiebe and Keil say that the most important thing is to be excited to be there and not be on your phone. Being part of an event is “a chance to talk to people that are your future customers. They’re the ones who matter most,” said Keil.

The consumer leads the way

“Being consumer-centric isn’t just about knowing where the consumer is. It’s about understanding who they are, what drives them and how we can show up meaningfully in their lives,” Niccoli said. “At Diageo, we don’t follow trends – we follow people, to build brands that earn their place in culture by adding real value to real moments.”

This shift in consumer tastes and preferences is largely driven by cultural diversity, sustainability, mindful consumption habits and economic factors. With a vast portfolio of brands steeped in history and heritage, Diageo Canada is uniquely positioned to connect with the country’s diverse consumer base. “We want to make sure we’re leading the category and evolving as consumer preferences evolve,” Niccoli said.

Balancing premiumization against economic sensitivity

While premiumization has been a strong trend in recent years, economic pressures are a key consideration. Niccoli acknowledges that consumers are increasingly value conscious. “It’s important we reinforce the value proposition of our brands and present value-seeking consumers with opportunities to lean into our offerings,” she said. Ensuring Canadians see themselves reflected in the brands they love is central to this strategy, but the company is also invested in introducing products that cater to shifting preferences, particularly the rise in demand for non-alcoholic beverages and mindful consumption.

The rise of mindful consumption

Gen Z has been at the forefront of the mindful consumption movement, with Millennials quickly following suit. “This presents a great opportunity for us to showcase our expanding non-alcoholic offerings and reinforce with consumers that we’re adapting to their evolving preferences and offering choices that align,” Niccoli said.

A prime example is Seedlip, Diageo’s non-alcoholic spirits brand. Niccoli says increasing the visibility of Seedlip by featuring it on cocktail menus in both independent and national establishments helps solidify the non-alcoholic offering as an integral part of the social and hospitality experience.

Guinness 0 has been another success in the Canadian market, reinforcing the demand for mindful consumption. Rather than launching it as a separate sub-brand, Niccoli’s team leveraged Guinness’s strong legacy. “Guinness 0 was one of the most successful launches in Canada because we introduced it authentically, focusing on the community and togetherness that Guinness has fostered over its 200-year history,” Niccoli said. “Young adult Canadians are very attuned to inauthentic messaging. It’s crucial that our communications are sincere and reflect our commitment to our values, whether it’s maintaining our brand’s tone and voice, upholding sustainability efforts or ensuring our moderation practices remain consistent.”

Beyond product innovation, Diageo also prioritizes responsible drinking, partnering with strategic partners to promote moderation and responsible choices among Canadians during festive seasons. In 2022, Diageo and Traffic Injury Research Foundation formed a public-private Traffic Safety Coalition to promote education and awareness programs on the dangers of impaired driving.

Building purpose-driven connections across Canada

A key aspect of Diageo’s strategy is building meaningful connections with Canadian communities. Through partnerships with iconic local brands and grassroots initiatives, the company strives to show up in ways that feel authentic, relevant and grounded in purpose. “Canada’s consumer landscape is rich and diverse, and it’s crucial that our brands reflect that,” said Niccoli. “Whether we’re celebrating the Toronto Caribbean Carnival with Guinness, or Lunar New Year and Diwali with Johnnie Walker, it’s important we’re ensuring Canadians of all cultural backgrounds see themselves represented in our offerings.”

It’s about fostering authentic connections, not just launching products.

Nadia Niccoli, Diageo Canada

Diageo Canada balances its large-scale brand presence with localized engagement, ensuring that macro sponsorships and partnerships translate into meaningful, community-level interactions. By focusing on both broad initiatives and smaller, high-impact activations, the company connects with consumers in ways that resonate on a personal level.

“We are deeply connected with local partners here in Canada, and that’s a vital part of our strategy,” Niccoli said. “We’re not simply lifting and shifting global playbooks – we’re building fit-for-purpose work that resonates locally through meaningful partnerships with Canadian brands, people and cultural moments. It’s about bringing the best of Diageo to life in a way that’s authentically Canadian.” A great example on the macro scale is Diageo Canada’s partnership with Tim Hortons and Baileys. Designed for a mass Canadian audience, Diageo collaborated with the iconic Canadian brand to introduce a unique lineup of limited-edition, non-alcoholic menu items. This collaboration leveraged Tim Hortons’ deep cultural significance to create offerings that felt both familiar and exciting to consumers.

At the community level, Diageo Canada has also embraced brand-love micro activations, such as partnering with Good Behaviour in Toronto to create a limited-edition Guinness ice cream for St. Patrick’s Day. “These micro-level initiatives build a network of community influence, touching different parts of people’s daily journeys,” Niccoli said. “It’s about fostering authentic connections, not just launching products.”

Community engagement always starts at the brand level. “Wherever we can, we try to raise a glass to the incredible people who continue to shape our legacy,” said Niccoli, referencing the Crown Royal Rig – a larger-than-life, whisky barrel-inspired purple 18-wheeler, which recently toured Manitoba to give back to the communities that have long supported Crown Royal’s craftsmanship and heritage. As part of the campaign, Crown Royal donated non-perishable food items to support Harvest Manitoba, encouraging consumers to contribute as well, packing over 9,000 pounds of food at a time when food insecurity is at its highest across Canada. “We’re not just showing up; we’re showing up with purpose,” Niccoli said.

These efforts are also embedded within the organization itself. Diageo is committed to inclusion within the industry, providing support and mentorship to female students enrolled in food and beverage programs in colleges in Ontario. The company has also collaborated with Business in The Streets, a local organization in Ontario, to support young entrepreneurs in Toronto and Ottawa with business skills training.

Sustainability at the core

Across all brands, sustainability and ethical sourcing are a common thread. Diageo has ambitious sustainability goals, including reducing its environmental impact through its “grain-to-glass” initiative. This strategy encompasses responsible sourcing, emissions reduction, improved water stewardship and inclusion efforts across the company’s operations and supply chain. Diageo aims at reaching net zero carbon at its operations and harnessing 100 per cent renewable energy by 2030. “Consumers are favouring locally and ethically sourced products, and sustainability is paramount for Diageo,” Niccoli said. “Anytime we have the opportunity to educate consumers about our sustainability commitments, we take it.”

Looking ahead

By reflecting what Canadian consumers want and value, from mindful drinking and sustainability to cultural authenticity, Diageo Canada is successfully tailoring its global legacy to local needs. Niccoli and her team remain focused on staying ahead of trends and ensuring that their portfolio continues to resonate with Canadians. Whether through expanding non-alcoholic offerings, championing sustainability, or forging meaningful local partnerships, Diageo Canada is committed to delivering high-quality experiences that align with evolving consumer preferences.

As the landscape continues to change, one thing remains constant: Diageo Canada’s belief in the power of listening to its consumers and responding with innovation, authenticity and responsibility.

He says Canadian craft distillers have seen a huge increase in sales since the movement began. “When I was talking to our distillers here in B.C. and distillers within the national association, I think it’s fair to say that since the threat of tariffs came into place, there has been a substantial increase in sales, probably in the realm of 30 to 50 per cent,” Dyck said.

The biggest sales bump occurred after the newly elected American president began referring to former prime minister Justin Trudeau as governor and Canada as the 51st state. “That is when most producers saw a doubling or tripling of sales,” Dyck said.

“Halfway through February, when the real rhetoric started going back and forth, that’s when most producers in Canada say it really started. Imposing tariffs is one thing … but questioning our sovereignty is more of an insult. That’s when you saw Canadians step up and sales of craft liquor really went up, especially for whisky,” said Dyck. He also attributes the sales increase to American products getting pulled from government liquor stores in provinces across Canada. He says that and Trump’s 51st state comments served as a “one-two punch” that encouraged Canadians to actively seek out alcohol alternatives produced in their own backyard.

One of them is BRBN, a bourbon-style whisky made from corn that Okanagan Spirits Craft Distillery has been making for the past 15 years or so. Thanks to the U.S.-Canada trade war, sales of BRBN have never been better, having increased by 2,200 per cent, helped by the company’s strong marketing push that taps into the prevailing “Buy Canadian” sentiment.

While it’s probably unrealistic to expect the current pace of sales to last indefinitely, Dyck doesn’t expect to see this trend abate any time soon.

I would call this almost a viral moment for craft producers because people are now searching out authentic products made in Canada, made in Saskatchewan or in Manitoba or B.C.

Tyler Dyck, Okanagan Spirits Craft Distillery

“This is something that was long overdue, [and] I think it is here to stay in Canada,” he said. “It’s probably been the biggest, most substantial shift that I’ve seen in the last 20 years toward people actually caring about where their products come from. Now, people are organically starting to ask, ‘Where does my cheese come from? Where does my wine come from? Where does my beef come from?’ They are shifting toward the regional brands that are those farm-to-bottle producers … I always tell our producers, even at the national level, that there are certain trends within our industry, and you have to have your finger on the pulse of those trends. I think that moving forward, the distillers who focus on this new heartfelt pride of Canadians will really benefit from it.

Dyck says enthusiasm toward buying local isn’t limited to Canada, something he and his Okanagan Spirits team saw when they attended the World Spirits Awards, held in Germany in March. “We were talking with Czech producers, Italian producers, French producers, English producers, Scots, guys from the Caribbean, [and] everybody [was] talking about their ‘buy local’ movements and how much this has changed,” he said.

Craft distillers who commit to building a strong online and social media presence stand to benefit the most from the “Buy Canadian” movement.

“I would call this almost a viral moment for craft producers because people are now searching out authentic products made in Canada, made in Saskatchewan or in Manitoba or B.C. They are actively looking for that content, and if you’re active on social media right now and you can draw those eyes in, your audience will expand vastly….” he said. “I think all craft distillers in Canada really need to invest in their social media platforms and also in their online platforms and online sales portals right now. If they don’t have that kind of presence, they’re at a huge disadvantage.”

Dyck says Okanagan Spirits has had a lot of success with its online and social media marketing campaigns that lean into pro-Canadian messaging.

“Our taglines of ‘Unapologetically Canadian’ is a play on Canadians always apologizing for everything, but now it’s time to drop the gloves, using this sort of real Canadiana imagery in marketing,” he said. “We spend a disproportionate amount of money driving home the importance of [being] terroir-specific and local production, and that really ties directly into the ‘Buy Canadian’ and ‘Buy British Columbia’ movements,” Dyck said. “I tell our members all the time, you’re not selling a product, you’re selling an experience. That’s what it really is. And what makes your product different than everyone else’s is that it’s uniquely you, and it should be unapologetically you. It should be a Winnipeg whisky. It should be a North Bay gin.

Dyck says liquor authorities across Canada can do more to support this trend by making locally produced spirits more accessible and affordable in government liquor stores. He says pulling American brands from liquor store shelves hasn’t helped business as much as it could because of steep price markups that continue to be a barrier for many craft distillers in Canada.

This is not a criticism of your packaging design – and it isn’t a pitch from a design agency to re-design your packaging. It is an argument that your packaging needs to get with the times and take advantage of technology to deliver more content to your consumers so that you can forge a deeper relationship with them. This stronger relationship can deliver greater brand loyalty and may even help reduce your marketing budget.

First, let’s start with what your packaging looks like now. It probably has a great front label with a brand name and logo that consumers know and love. However, your back or side label is another story. There’s not a lot of space to work with. The Universal Product Code needs to be there, your address and other mandatory information are a must-have, and maybe a brief – very brief – description or story about your brand can be squeezed in.

That brand story is probably the most important piece, but there just isn’t enough room to tell the entire tale. Think of your brand as a person and the purchase process as dating. The front label of your package is your brand’s face and that’s what your consumer (or date) sees first. That might be enough to get the sale (a second date), but what if your consumer (date) wants to know more and your only response is your name, address and phone number? Chances are the sale (or date) will end and there will be no further relationship.

Many brands aspire to tell longer and more compelling stories that highlight what differentiates them in the market. There is often a desire to capture consumers’ data and opinions to refine offerings and establish a deeper connection. Engaging consumers through social media platforms or gaining geographic insights about their customer base are additional objectives.

However, limited label space presents a significant challenge. Traditional packaging lacks the room to deliver extensive content or engage consumers dynamically – but technology now offers a solution. Advanced tools make it possible to communicate more effectively with consumers and receive valuable feedback in return. Two key trends have emerged to facilitate this transformation: convergence and the increasing use of QR codes.

Convergence: Bridging the physical and digital worlds

Described as the fourth industrial revolution, convergence merges physical and digital experiences. This shift is evident in innovations such as virtual reality, augmented reality and digital integrations like IKEA’s virtual furniture previews or Disney’s RFID-enhanced park experiences. Packaging can participate in this revolution by becoming a gateway to digital engagement.

QR code adoption: A growing trend

QR code usage has soared, with creation rates quadrupling between 2021 and 2024. Post-COVID-19, these codes have become a common tool for accessing product information and incentives. Studies show that 80 per cent of consumers trust QR codes, frequently using them to learn about products or unlock benefits. Advanced QR codes go beyond static links to offer dynamic and interactive experiences, enabling brands to collect data, conduct surveys and engage users with personalized content.

Most of the QR codes being used today are simple connections between the code and content, such as links to websites or menus. However, QR codes can deliver much more than a simple link between the code and a singular static piece of content.

The Smarter Code uses more sophisticated and dynamic QR codes that can collect contact information so brands can re-market to their consumers, ask questions so their package can deliver consumer research insights, provide custom content, connect to social media and add call-to-actions combined with sending incentives.

The addition of a “smart” QR code is the way brands can squeeze more content onto the back label of their package. This is the way you can tell your full story and forge a deeper relationship with your consumers. Using the dating analogy, if your front label is the face of your brand, the QR code could be the brain. The power of The Smarter Code can also be applied to merchandising materials, in particular bottle neck tags. The Smarter Code has used QR code-empowered neck tags to help brands sell more and gain more insights.

Neck tags were developed with a “smart” $8 digital rebate. This was an experimental program designed to boost sales. QR codes were added to the neck tags in order to effectively aid the redemption process and communicate how the program works. The QR code system also asked several questions of consumers to help gain greater insight on the brand.

Consumers indicated they discovered the rebate in the store, with 73 per cent saying they found the neck tag in stores versus only 19 per cent finding the rebate through social media. The rebate was effective in getting new consumers to buy and try the brand; 59 per cent indicated that they were new users, while 32 per cent had previously purchased it. The Smarter Code’s sister company, Smart XM, has had great success using these QR codes in experiential marketing to go beyond one-and-done sampling, building stronger relationships with consumers.

The Smarter Code is a new company pioneering the use of advanced QR codes. The Smarter Code is currently looking for brands who want to turn their packaging into a more powerful marketing asset. With this in mind, they are offering these QR codes for free.

To discuss this opportunity, email info@thesmartercode.com or scan, tap, or click the QR code in this article (which offers an automatic link to email – another way QR codes are smarter).

“Smart XM is an experiential agency,” said Ken Kuzmich, Smart XM founder. “We do events, face-to-face interactions with consumers, sampling and those kinds of activities. We do it like most agencies, with a brand ambassador, face-to-face, but we use technology to enhance the experience.”

At first glance, the name Smart XM might evoke images of a radio station, but the reality is far more dynamic. Central to Smart XM’s strategy is the innovative use of QR codes. Unlike the standard QR codes that simply link to a website, Smart XM’s QR codes are interactive and data rich. “We use QR codes to capture consumers’ contact information so that we can go beyond the one-and-done interaction,” said Kuzmich. “Typically, a sample is given out, and then the brand ambassador waves goodbye to the consumer. And that’s it. It’s over. But there’s so much potential to do more.”

These smart QR codes engage consumers by asking questions, collecting data and displaying content, providing a more interactive experience than traditional methods.

“Not all consumers comply because they worry about privacy and being bombarded with emails,” said Kuzmich. “We’ve done this in about 15 to 20 different events. Although it’s new for us, we’ve piloted it and get a good response when incentivized. You need to offer something in exchange for their contact information.” Kuzmich says by offering incentives, such as contests, rebates or chances to win gift baskets, Smart XM has managed to encourage higher levels of participation, helping alleviate some of these hinderances for clients.

The journey from initial deployment to the current iteration of Smart XM’s technology has been a learning process. “The human element is still crucial,” said Kuzmich. “Brand ambassadors need to approach consumers in a way that makes them feel comfortable about providing their data.”

This involves more than just presenting a QR code. It requires a well-trained ambassador who can communicate the value exchange and reassure consumers about privacy concerns. Kuzmich says a successful brand ambassador must be part salesperson and part marketer.

Typically, a sample is given out, and then the brand ambassador waves goodbye to the consumer. And that’s it. It’s over. But there’s so much potential to do more.

Ken Kuzmich, Smart XM

“They need to sell the brand and have their elevator pitch down pat because they only have 30 to 60 seconds with the consumer,” he said. “They must be succinct, convincing and knowledgeable about the brand.”

For beverage alcohol brands, traditional metrics of success in sampling often include the number of samples given out or event attendance. However, Kuzmich says there are limitations to these metrics. “These metrics are often anecdotal and clichéd, and don’t provide real insight,” he said. “With our technology, we can capture potential consumers’ information, ask specific questions and measure purchase intent. This data helps brands make informed decisions.”

By capturing detailed consumer data through their technology, Smart XM can offer more precise measurements of purchase intent and other valuable insights, enabling brands to make more informed decisions about their marketing strategies. “Clients are often amazed that we can do this,” said Kuzmich. “They love the data, which helps them decide whether to continue or modify their sampling strategies.”

This data-driven approach has proven its value in several success stories, such as a tequila brand that effectively used collected contact information to drive sales through targeted discounts and future communications.

“The first time we used this technology was for Los Arango [Tequila] at a tequila expo,” said Kuzmich. “Consumers wanted to participate, and we used that contact information to inform them about discounts and incentivize purchases.”

Kuzmich says the future of Smart XM focuses on a broader application of their technology. “There’s actually a second company we’re developing that uses this technology to enhance packaging, point of sale and retail,” he said. “For instance, a QR code on a bottle could provide detailed product information that goes beyond what is possible with a traditional label.”

For Kuzmich, this extension of their technology opens up new avenues for consumer engagement and information dissemination.

The importance of strong branding

A strong brand is essential for success in the beverage alcohol market. Branding encompasses everything from the name and logo of the product to the packaging, advertising and promotional materials. A well-crafted brand creates an emotional connection with consumers, making them more likely to choose that product over others. For Bry Simpson, national brand ambassador at Moët Hennessy, an alcohol brand must have a strong brand story if it is to break into the Canadian market.

“Recently, there has been a trend where brands aim to be seen as high-quality from the beginning by sharing a compelling story, usually about a specific person that is a part of their team. They do not focus too much on the place where the product was made, but they are still receiving praise from enthusiasts and making good sales. It is interesting to see how companies are diversifying their products, not by changing how they make them, but by having a unique story to set them apart from their other products,” he said.

The Canadian company Lot 40 is a prime example of a beverage alcohol brand that has successfully differentiated itself through strong branding. Lot 40 is a premium Canadian whisky that has become a household name in Canada, due to its unique flavour profile and distinct packaging. The brand has leveraged its Canadian heritage to create a strong emotional connection with consumers, and its commitment to quality and authenticity has helped to build a loyal following.

In addition, they have diversified their product portfolio to include different types of whisky and limited-edition releases, which have helped to create buzz and excitement among whisky enthusiasts. Its success highlights the importance of branding, marketing and diversification strategies in Canada’s competitive beverage alcohol market.

“We have invested a great deal of time developing the Lot 40 brand to be more than just a great whisky, but also a lifestyle brand that consumers can relate to and connect with on a deeper level,” said Dave Mitton, global ambassador for the brand.

As the beverage alcohol market in Canada becomes increasingly competitive, brands need to differentiate themselves through strong branding, marketing and diversification strategies. One effective branding strategy is to tap into the cultural identity of Canadians, while another is to demonstrate a commitment to sustainability and environmental responsibility, as exemplified by Molson Coors.

Sustainability as a branding strategy

One of Molson Coors’ significant sustainability achievements is the reduction of its water usage in Canada. The company has set ambitious water reduction targets, and through innovative technology and efficient processes, it has reduced water usage by over 22 per cent since 2012. Furthermore, Molson Coors has partnered with local communities and organizations to protect watersheds and promote responsible water usage practices.

The company has also taken steps to reduce its greenhouse gas emissions in Canada. Molson Coors has invested in renewable energy sources, such as wind turbines, solar panels and biomass boilers, to power its breweries.

“At Molson Coors, we are dedicated to constructing a sustainable future and recognize that it is our duty to safeguard the environment and preserve natural resources. We are pleased with the advancements we have made in the areas of sustainable packaging, renewable energy and water conservation. Working with our partners and stakeholders to improve the environment and the communities where we live and work, we will continue to advance sustainability in Canada,” said Frederic Landtmeters, CEO of Molson Coors Canada.

Véronique Gonneville, communication director Canada at Moët Hennessy, also emphasizes the importance of addressing eco-consciousness and ethical production for alcohol brands on the Canadian market.

“We also understand that we also need to do our part to reduce our overall environmental footprint. We have been doing this by eco-designing our packaging and marketing assets within an overall circular economy strategy, opting for low-carbon transportation, improving energy efficiency, accelerating the roll-out of renewable energies across our maisons, and reducing and recycling our waste. Most importantly, we involve our suppliers and partners at every phase of the value chain, from grapes and crops to communication and client consumption,” said Gonneville.

Tapping into cultural identity

Another successful branding strategy in the beverage alcohol industry is to tap into the cultural identity of Canadians. Brands that celebrate Canada’s heritage, landscapes and local ingredients have been able to differentiate themselves and create a sense of pride among Canadian consumers. For example, Moosehead Breweries leveraged its status as the oldest independent brewery in Canada and its use of local ingredients in its beers to create a strong brand identity that resonates with Canadian consumers.

The importance of marketing

In addition to branding, marketing is also crucial for success in the beverage alcohol market. One effective marketing strategy is to engage with consumers through social media and influencer partnerships. Social media platforms such as Instagram and Twitter provide a stage for brands to showcase their products and connect with consumers in a personal and interactive way. Influencer partnerships, in which brands collaborate with popular social media personalities to promote their products, can also be effective for reaching a wide audience.

For Maria Sutton, group marketing manager at Campari Canada, which owns various Canadian spirits brands including Forty Creek and Ungava Gin, keeping up with social media trends is crucial.

“I always use social media as my culture thermostat, people are hyper-connected and never shy to share their opinions. On top of that, I have access to a lot of industry and market research, and I try to stay up to date at least with the newsletters of top insight outlets like WARC, IWSR, Mintel, etc.

No matter the agenda of the day, I make sure to dedicate the first 30 minutes of my day to read the news, industry headlines, and at least two or three industry articles. I find this exercise a good routine to stay up to date with the world and trends,” she said.

Hosting events and experiential activities is also an important step to follow for brands that care about keeping their buzz going. Unique and memorable experiences can create a sense of excitement and buzz around their products. For example, in 2019, Absolut Vodka launched a pop-up bar in Toronto that used facial recognition technology to recommend cocktails based on the customer’s mood. This innovative experience generated significant media attention and helped to build the brand’s reputation as a leader in innovation and technology.

Expanding product portfolios

In addition to branding and marketing, diversifying product portfolios has become an increasingly important strategy for beverage alcohol brands in Canada. Diversification involves expanding the range of products offered to include different types of beverages, flavours and packaging formats to appeal to a wider range of consumers.

One trend in Canada’s beverage alcohol industry is the rise of hard seltzers, which are low-calorie, flavoured alcoholic beverages that have gained popularity in recent years, particularly among younger consumers. Brands such as White Claw and Truly have become household names in the United States, and Canadian brands are starting to follow suit. For example, in 2020, Molson Coors launched Vizzy, a hard seltzer brand that uses real fruit juice and antioxidant vitamin C to appeal to health-conscious consumers.

Jazzing up product portfolios to appeal to a broader range of consumers, has been a successful brand diversification strategy. It is essential for companies to keep up with changing consumer preferences, emerging trends and new technologies to remain competitive. The beverage alcohol industry has witnessed significant changes in recent years and companies that can leverage these shifts to their advantage can create new opportunities for growth.

The beverage alcohol industry is dynamic and constantly evolving, and companies that can adapt, innovate and prioritize sustainability will be the ones that succeed.