BY JACK ROBERTIELLO
T
o an extent not usual in most businesses, beverage alcohol retailers are frequently hemmed
in by forces outside their control concerning
how they can market, merchandise and sell
their wares. The size of the store, the specific
neighborhood, the spending power of their clientele,
the changing competitive landscape, the shifting tastes
and habits of their customers, and, of course, the shifting state and local restrictions on how and when they
operate, all make even the idea of tweaking their
approach to the marketplace seem overwhelming.
But conversations with several leading beverage
alcohol retailers reveal that continuing to do business
the same way today as yesterday may soon leave a retailer at a competitive disadvantage, whatever the type of
store and customer base. The stuttering economy, the
digital revolution, the growing interest among consumers for more information about wine and spirits – all
these offer opportunities to make change work to your
benefit.
Thus the Beverage Dynamics five tips to increasing
sales, in which we tap the knowledge and ideas of savvy
retailers to help you make a mark and build a broader
and deeper customer base.
KNOW YOUR BUSINESS
I
t's tempting, given the exuberant sales of, say,
moscato wines or flavored vodkas, to go whole hog
and buy pallets worth of whatever is surging in the
overall U.S. marketplace. But according to smart
retailers, it may be better to turn away potential
business than to change your store's direction and philosophy based on a sudden updraft in sales of a particular item. At Hi-Time Wine Cellars in Costa Mesa, CA,
for instance, when taking on spirit brands to discount,
liquor specialist Forrest Cokely prefers to focus only on
quality brands that for some reason or another may be
available, rather than a general approach to deep discounting that wouldn't provide items making a good fit
with his regular customers.
As the wine and spirit industry continues to divide
into segments – Big Box, wine specialist, etc. – maintaining connection with your core customers is essential. But there may be more than one type of customer
at that core, and so crafting a selection that suits each
group is essential. PJ Wine in New York City maintains
its position as a store with one of the best Spanish wine
portfolios in the country, a selection that brings in retail
and on-line buyers from all over the region. But the
neighborhood Hispanic shopper often has other items
66 • Beverage Dynamics • www.beveragedynamics.com • March/April 2013
