Industry News Update

El vino sin alcohol gana espacio en un momento en que las ventas de vino tradicional pierden fuerza y parte del sector busca nuevas vías de crecimiento. La categoría, que durante años se vio como una opción secundaria o de consumo ocasional, empieza a recibir más atención por parte de bodegas, distribuidores y restaurantes, sobre todo por el cambio en los hábitos de consumo y por la demanda de bebidas con menos graduación. Los datos del informe State of the U.S. Wine Industry 2026, elaborado por Silicon Valley Bank, reflejan la presión sobre el mercado estadounidense. En 2025, el volumen de vino cayó hasta unos 329 millones de cajas, frente a los 335,9 millones del año anterior. El valor total bajó a unos 74.300 millones de dólares, desde 75.500 millones. Las ventas retrocedieron un 2% en cajas y un 1,6% en dólares. Ese descenso no supone un derrumbe del sector, pero sí muestra que el vino ya no cuenta con una demanda automática. En ese escenario, el vino sin alcohol aparece como una de las pocas categorías vinculadas al vino con una evolución positiva y con margen para crecer si logra mantener calidad y credibilidad. La definición tampoco es simple. El vino sin alcohol suele elaborarse primero como vino y después se le retira la mayor parte o casi todo el alcohol. No es lo mismo que un zumo de uva, porque pasa por fermentación y conserva parte de la relación con el servicio, la mesa y el maridaje. En muchos mercados se considera sin alcohol cuando tiene menos de 0,5% de alcohol por volumen, aunque las normas cambian según el país. También hay otras etiquetas que se usan con frecuencia: dealcoholizado, bajo en alcohol o NA wine, por sus siglas en inglés. Esa mezcla de términos genera confusión entre consumidores y profesionales. Aun así, la categoría avanza porque cada vez más personas buscan beber menos sin renunciar del todo al gesto social que acompaña al vino. Amy Mundwiler, directora nacional de vino y bebidas del grupo Maple Hospitality Group, explica que la mejora del producto responde a dos factores: más tecnología y más interés real por parte de quienes lo elaboran. Susie Streelman, fundadora de Zeroproof Experiences, coincide en que la percepción ha cambiado mucho en poco tiempo. Según cuenta, en catas y viajes especializados nota más curiosidad y más interés que hace unos años. El impulso no llega solo desde quienes dejan el alcohol por completo. NielsenIQ informó en agosto de 2025 de que las ventas fuera del canal horeca de cerveza, vino y destilados sin alcohol alcanzaron los 925 millones de dólares en Estados Unidos, un 22% más interanual. La firma prevé que la categoría supere los 1.000 millones antes de cerrar 2025. Además, el 92% de quienes compran bebidas sin alcohol también adquieren productos con alcohol. Ese dato cambia una idea muy extendida en el sector: que estas bebidas solo interesan a personas abstinentes. En realidad, muchos consumidores alternan entre distintas opciones según la ocasión. Pueden tomar una copa de vino una noche y elegir una bebida sin alcohol otra vez si quieren mantener el ritual pero reducir la ingesta. Mundwiler ve ese patrón en restaurantes y bares. A su juicio, la demanda procede sobre todo de consumidores habituales de vino que quieren moderar su consumo sin salir del universo del vino. Streelman apunta algo parecido desde su trabajo con eventos y experiencias sin alcohol: cada vez hay más personas que no quieren dejar el vino, sino ajustar cuándo lo toman. La cuestión generacional también pesa. El Wine Market Council señaló en su estudio de 2025 que los millennials representan el 31% de los bebedores de vino, por delante de los baby boomers, con un 26%, mientras que la generación Z ya alcanza el 14%. El mismo informe indica que el vino se percibe cada vez más como una bebida para ocasiones especiales y no tanto para el consumo diario. En paralelo, un 24% de la generación Z y un 21% de los millennials dijeron haber cambiado el tipo o la cantidad de alcohol que beben durante el último año para mejorar sueño, energía o estado de ánimo. Ese cambio no implica rechazo al vino, sino una forma distinta de integrarlo en la rutina. Mundwiler relaciona esa evolución con varios factores: la curiosidad por reducir alcohol, el uso de fármacos GLP-1 para pérdida de peso y una revisión general de hábitos tras la pandemia. Muchos consumidores siguen dentro del mundo social ligado a las bebidas alcohólicas, pero buscan más control sobre cuándo beben. Para las bodegas y marcas, ahí aparece una oportunidad clara. El vino sin alcohol puede mantener presencia en cenas entre semana, comidas laborales o encuentros informales donde parte del público prefiere evitar el alcohol pero quiere seguir participando del mismo tipo de servicio. El sector también observa señales fuera de Estados Unidos. IWSR indicó en enero de 2026 que el volumen mundial equivalente sin alcohol creció un 9% estimado en 2025 y prevé un avance del 36% entre 2024 y 2029. Entre los compradores de vinos y destilados sin alcohol, un 40% citó como motivo principal llevar una vida más saludable. Aun así, la categoría tiene límites claros. Su tamaño sigue siendo pequeño frente al mercado total del vino y no puede resolver por sí sola los problemas estructurales del sector. Mundwiler advierte además que hablar de auge puede llevar a error si no se compara con las cifras generales del negocio vinícola. La calidad sigue siendo otro punto sensible. En especial en los tintos tranquilos, retirar el alcohol afecta a la textura, al aroma y a la persistencia en boca. Por eso muchos consumidores prueban una vez y no repiten si la experiencia no cumple sus expectativas. Streelman señala que esa primera impresión es decisiva. Si una copa cuesta entre 10 y 15 dólares en un restaurante y no convence, cuesta mucho recuperar al cliente después. La fidelidad depende menos del interés inicial que del resultado final en copa. El propio sector reconoce esa limitación. Mundwiler admite que todavía hay distancia entre un buen vino tradicional y muchas referencias sin alcohol actuales. También subraya que no todas las ocasiones requieren una copia exacta del vino convencional para funcionar comercialmente. En Alemania, donde varias bodegas llevan años trabajando en dealcoholización y conservación aromática, Streelman dice haber probado propuestas con muchas variedades distintas dentro del segmento sin alcohol. Según su experiencia, algunas ya ofrecen resultados sólidos para determinados momentos de consumo. El informe ProWein Business Report 2026 apunta en esa dirección: un 61% de los productores y un 54% de los profesionales consultados creen que los vinos cero o sin alcohol tendrán buen comportamiento durante los próximos dos años. Para restaurantes y tiendas especializadas, esto obliga a revisar cartas, lineales y mensajes comerciales. Ya no basta con ofrecer una sola referencia como gesto simbólico. El consumidor pide opciones mejor definidas según estilo, ocasión y precio. Mundwiler cree que la evolución dependerá también del etiquetado claro y de una mejor presentación en tienda y sala. A medida que mejore la tecnología aplicada a la dealcoholización, espera vinos más cercanos al perfil sensorial que busca parte del público. La tendencia apunta a un escenario mixto: menos consumo automático de alcohol y más combinación entre bebidas con y sin graduación dentro del mismo día o incluso dentro de la misma comida. Para parte del sector vinícola español e internacional, eso abre una vía comercial nueva que ya no puede tratarse como algo marginal Fundada en 2007, Vinetur® es una marca registrada de VGSC S.L. Vinetur emplea Inteligencia Artificial en todos sus procesos Sede y oficinas en Vilagarcía de Arousa

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The vice president of international marketing at the Wine Institute in California takes the temperature of the Golden State’s offering, from cool-climate wines to fire safety. By Sarah Neish . “Wine doesn’t have an awareness problem. It has a relevance problem,” says Honore Comfort, a leading marketing strategist at the Wine Institute in California. If we were doing this interview 10 years ago, Comfort would have been pushing the idea that the Golden State is capable of making serious, terroir-driven wine from regions beyond Napa Valley. However, “that ground has been won”, she says, and California’s biggest marketing challenge is now something quite different: getting its wines in front of younger consumers. “Globally, the wine sector is undergoing a generational shift and recalibration,” she says, pointing to “a rising generation of wine drinkers who are looking to consume less, but step up in price and quality when they do”. Despite the core values of wine – “authenticity, sustainability, discovery” – already resonating with many 25- to 45-year-olds, “wine just isn’’t showing up in their everyday lives”. As a fourth-generation Californian who has lived in the state her entire life and was raised in a family of farmers, Comfort has a deep-rooted interest in the fate of the region’s winegrowers. It’s why she is such a cheerleader for the Share Wine Co-Lab, an online learning hub launched last year by the Wine Institute, which helps wineries explore “what drives today’s consumers”, as well as test new approaches, share what’s working and, presumably, what isn’t. According to Comfort: “If we do our job well, the next decade of California wine marketing will be less about telling the world we make great wine – and more about making sure the people who would like our wines can actually find them.” Despite the considerable progress made in communicating the diversity of wines from California, there are still a few lingering preconceptions to dance around. “We still bump into the assumption that California wines are big, rich and concentrated, and predominantly Cabernet Sauvignon,” she says. People are often surprised to realise, Comfort adds, that California’s signature style is actually “marked by freshness and crisp acidity”, and that white grape varieties are almost as prevalent as red ones. Consumers, too, are often unaware of the sheer size and scale of the state. “California would be the world’s fourth-largest wine-producing region if it were an independent country,” says Comfort, with the current winescape made up of “more than 6,200 producers and almost 500,000 acres (202,000 hectares) of grapes”. Within California alone, there are a mindblowing 154 American Viticultural Areas (AVAs) and, according to Comfort, “more than 120 of those are directly influenced by the cold Pacific Ocean”. The combination of wind, fog and cool ocean temperatures, she argues, puts California in plum position to make lighter-style red, white and rosé wines to complement those gutsy Cabs. “You can argue with a preconception for ever; it’s much harder to argue with a glass of cool-climate Sonoma County Pinot Noir or a Lodi old-vine Cinsault in front of you,” she says. Additionally, more than 70% of the state’s winegrowing acres are now certified sustainable, organic, biodynamic or regenerative organic, meaning that these lighter wines are also meeting the green standards increasingly desired by modern consumers. However, while the trade is wising up to California’s wine offering beyond the globally acclaimed Napa Valley, Napa’s prices can have a reverse-halo effect on the wider state. “Yes, California produces world-class luxury wine, but that tier is a small share of actual volume – just 10% of California’s total,” Comfort explains. “The vast majority of California wine is in the everyday and premium tiers, and in wine shops around the world you can find excellent California Chardonnay, Zinfandel, Pinot Noir and Sauvignon Blanc, from serious producers at prices competitive to wines of similar quality from other regions.” Indeed, Napa’s hallowed reputation can be alienating to those looking to drink wine rather than collect it, which is why events such as the music, food and wine festival BottleRock Napa Valley, taking place this month (22-24 May), is so important. “It’s a reminder that Napa is a working wine community, not a museum,” Comfort insists. Emphasising that Napa is the exception, rather than the rule, she explains: “We have producers making headline-grabbing wines that sell for hundreds of dollars a bottle, but California’s sweet spot is producing excellent US$10–US$25 bottles from serious winemakers.” In reality, those producers, she says, are struggling to keep prices as low as they are, as geopolitical tensions continue to see winery bills inch skywards. Comfort points out that “glass, closures, barrels and packaging are all largely imported” into the state, and that the cost of these materials has shot up. “In California, labour, insurance and compliance costs have all also risen,” she says. So, while most wineries work to “absorb as much of the increase as they can”, the margins are thin. Exacerbating this is the conflict between the US and Israel on one side and Iran on the other. “Our wineries are feeling it through increased costs and market disruption,” Comfort reveals. “Higher fuel prices flow through the business, affecting grower operations, harvest logistics, transportation and moving finished goods to different markets. Crop material costs have come under pressure too, which hits growers directly.” On the export side of things, restricted shipping routes such as the Strait of Hormuz also “mean California wines take longer and cost more to reach retail shelves and restaurant wine lists abroad”. All of a sudden, that US$25 bottle of Californian wine doesn’t seem so steep. One thorny issue at the heart of the imminent Los Angeles mayoral election, due to be held on 2 June, is fire safety. It has been well documented that California has experienced some of the worst wildfires in the US, with more than half of the state’s 20 largest fires occurring in the last eight years, according to calmatters.org . The scale of the damage is unthinkable; one set of blazes caused by lightning strikes in August 2020 burned more than 4.3 million acres to the ground, and blanketed California with smoke for weeks. Mayoral candidate Spencer Pratt (former star of reality TV show The Hills ), is basing almost his entire campaign around fire safety, having lost his own home in the Pacific Palisades fires of 2025. But what kind of positive changes might a new Mayor be able to implement for California’s wine community? While the Wine Institute “doesn’t take positions on individual candidate races at any level”, Comfort suggests that fire safety is not exactly top of the list. “Fire makes headlines and the imagery is dramatic, but it’s not what keeps most California winemakers up at night,” she says. “The fires that we’ve seen across wine country over the past decade have had real local impact, but the industry as a whole has come through them in better shape than the media coverage might suggest. Producers have adapted, vintages have come through and insurance and planning have evolved.” The real issues shaping decisions at most wineries, Comfort continues, “are longer-running and quieter”, with water and climate challenges to the fore. “California has finite water resources, a variable climate and groundwater compliance under SGMA (the Sustainable Groundwater Management Act) still being worked through,” Comfort reveals. “How we grow grapes – where, with what irrigation, on what rootstocks, with what canopy management – is evolving quickly.” The conversations surrounding them involve “multi-decade” decisions. In the meantime, the Wine Institute will keep advocating for California wineries at state, federal and international level, focusing on a number of important subjects. For instance, the Institute has been working on opening up states to direct-to-consumer (DTC) shipping since the Supreme Court approved the move in 2005. Progress has been slow, sometimes painfully so, with the change rolling out on a state-by-state basis depending on local legislature. “The most recent market to open up was Mississippi with a new law taking effect in July 2025,” Comfort says. But the advantages shine through any frustration. “Wineries can now ship to consumers in 48 states, reaching roughly 95% of US adults”, she adds. Another big ‘win’ was helping to get Assembly Bill 720 – which allows wineries to host events at their properties – over the line in September 2025. “There are restrictions on the size and frequency, and wineries must operate with their existing event permits (which can be quite restrictive). But it is a significant step forward, ultimately leading to increased revenue,” she says. Internationally, the Institute’s number one focus “is lifting the ban on US wine in Canada”, with Comfort vowing to “work with government agencies and on both sides of the border until the ban is lifted.” The bread and butter of any marketeer is getting people talking about their product, and this year Californian wine is set to steal the show at a number of high-profile events. “This is a big focus for us – and something I care about a lot,” says Comfort, who wants people to recognise that “wine complements so many of the things they already love in life”. It’s why she can’t speak highly enough of the deal struck between Sonoma producer Jackson Family Wines (JFW) and the Women’s National Basketball Association (WNBA). Calling it “one of the most interesting wine sponsorships anywhere right now”, Comfort explains that the agreement, signed in 2024, sees JFW’s La Crema brand poured at women’s basketball games across the US. With “women’s sport the fastest-growing area of all US sport”, Comfort hints that the exposure will be worth its weight in gold. Beyond the basketball court, California wine will also join the glitz and glamour of the Cannes Film Festival (12-23 May), as part of a drive to show that “California’s cultural footprint goes well beyond our own borders”, says Comfort. These kinds of placements, she adds, are strategic and intentional. “We need to meet consumers in the cultural spaces they already inhabit, and let wine be part of the joy of those moments, rather than a stand-alone formality. That’s the California approach, and it’s how we intend to build the next generation of wine drinkers.” In 2019, Honore Comfort joined California’s Wine Institute as vice president of international marketing. Before this, she worked in “most sides of the wine sector”, including brand marketing and development, global strategy and leading a regional winery association. The Wine Institute advocates for a sector that generates around US$73 billion in annual economic activity across California and supports approximately 422,000 people, according to the Institute’s most recent economic impact study. The organisation also advocates for winegrowers and producers at state, federal and international levels. Comfort lives in Sonoma County, and her family owns a wine brand and vineyard – so, as she puts it: “I still have dirt on my boots when I need it.” Why a big bird could reignite California redwood trees feud Your email address will not be published. Required fields are marked *

The Drinks Trust has launched a new awareness campaign promoting its confidential 24-hour Support Line as pressure intensifies across the hospitality and drinks sectors. The initiative coincides with Mental Health Awareness Week and focuses on financial hardship, redundancy, family pressures and mental health challenges affecting industry workers. The Drinks Trust said the new campaign has been developed to ensure more people working across the drinks and hospitality sectors are aware of the support available and feel able to seek help when needed. The campaign centres on the experiences and inner thoughts of industry workers facing difficult circumstances, reflecting what the charity described as growing pressure on employee wellbeing across the sector. Nicky Burston said: “This new campaign has been created with our industry colleagues at its heart, ensuring they always know they can turn to us for support. “Professional counsellors staff our confidential Support Line. Moreover, through The Drinks Trust, colleagues facing difficult times can also access up to 6 free counselling sessions.” The campaign launches against a backdrop of worsening economic conditions within hospitality. According to recent industry reports referenced by The Drinks Trust, two-thirds of hospitality businesses are considering reducing staff numbers because of rising operational costs, including higher business rates and wage bills. At the same time, figures from the British Beer and Pub Association show that almost two pubs a day closed across Britain during the first quarter of 2026. As previously reported by the drinks business , 161 pubs closed across England, Scotland and Wales during that period, with the BBPA warning that mounting taxation and operating costs continue to threaten venues, jobs and investment. The Drinks Trust also pointed to findings from Mental Health UK’s Burnout Report 2026, which showed that 63% of UK employees are now experiencing signs of burnout, compared with 51% two years earlier. The charity said the figures reflect the ongoing toll recent economic and workplace pressures are having on staff wellbeing throughout the industry. Burston said: “What we are experiencing currently as an industry is something quite unprecedented, and the constant pressure on our colleagues is now taking a real toll on their lives and health. “We are seeing too many people suffering in silence, and it’s our responsibility as an industry charity to encourage anyone to please reach out for any difficulty they might be experiencing.” She added: “Our Support Line is here, available 24/7, completely confidential, and staffed by trained, qualified professionals who can assist you at any stage of your life. Please don’t suffer in silence, we are always here to help you.” The campaign arrives only months after drinks industry research revealed wider concerns around workplace culture and employee wellbeing. As previously reported by the drinks business , research commissioned by Drinks United found that nearly a quarter of drinks professionals had considered leaving the industry because of harassment or discrimination. The study also suggested younger workers and frontline employees were particularly vulnerable to feelings of insecurity, burnout and exclusion within the sector. Michelle Brampton said at the time that the scale of the findings demonstrated deeper cultural and psychological pressures affecting parts of the trade. The Drinks Trust’s Support Line is available 24/7 and provides immediate, professional and confidential support to anyone who works or has worked in the industry, regardless of the length of service. Anyone working in the drinks and hospitality industry can contact the Support Line by calling 0800 9154610, emailing [email protected] or WhatsApping “Hi” at 07418 360 780. Club Soda founder to swim 140km to mark 140 years of The Drinks Trust Jancis Robinson to host fine wine masterclass at BBR in aid of The Drinks Trust Your email address will not be published. Required fields are marked *

The “potentially perfect” Cheval Blanc 2025 has been released onto the market (Monday 11 May) at an increase of around 21%, on last year’s price, ostensibly bucking the overall trend so far for modest reductions for the 2026 campaign. Will other follows this move? The Saint-Emilion heavy-weight released the latest vintage en primeur at €336 HT ex-negoces, up from €276 last year yesterdays. This came off the back of the 2025 vintage being the smallest harvest at the estate since 1961, with yields reported to be just 15 hl/ha. As db’s Bordeaux correspondent Colin Hay pointed out, “that’s a tiny quantity for them, and that, of course, comes with a certain amount of constraint.” But is isn’t just quantity that has called for an increase – the quality of the 2025 is impressive. It scored 98-100 with several critics, among them db’s Colin Hay and William Kelley of The Wine Advocate, with Hay describing it as “so complete, so harmonious, so elegant and so perfectly integrated”, naming it among the best of the appellation. It is also worth bearing in mind that this increase follows its lowest prices in a decade in 2025, and what proved to be one of larger price cuts in the early campaign. The 2024 vintages was down 29.5% on the 2023 vintage, and a whopping 43% on the 2022 vintage. It was also an a 8% discount on the 2021 market price, and a 22% discount on the 2020. Therefore, the 2025 is still at a discount on the €384 release price of the 2023 vintage, as well as the €390 opening price of the 2021 release, so in effect, it is still offering good value for what is an excellent vintage. As such one can argue that despite the apparent increase, it is still in line with the restraint that is being called for. Guy Seddon of Corney & Barrow pointed out that although the wine was priced slightly outside the merchant’s pre-release guide range, there had been good interest, particularly given that the 2025 vintage remains one of the best-priced Cheval Blanc’s on the market. As Hay pointed out, Cheval is likely to be “a major release defining the campaign” – does this mean others will fall in line with the underlying ethos of restraint, or take the headline rise instead? Cheval Blanc is, after all, in a very healthy position compared to many others, with previous vintages having sold very well, leaving very little on the market. As a result, the estate is in a position to price “appropriately” one industry insider told db . “It is not something that every chateau is in a position to do,” they pointed out. Speaking to the drinks business yesterday, David Roberts MW, buying director of Goedhuis Waddesdon, agreed, arguing that it is not a a wine that can be used “as a barometer”. “At the end of the day, it has released 100% of its crop, which is 50% down on their release volume of last year, so actually, the total production is even down on that and [the 2025] is not going to come back on the market again in terms of no more excellent stock. So I think that the price increase reflects supply and demand.” Christian Seely managing director of AXA Millésimes and Château Pichon Baron told db that although the commercial situations of each individual chateau will vary considerably, they were cognisant of the need to make sure this year “works”. “I think everybody will be trying to price their wine in relation to the market price of equivalent vintages on the market, and that will vary enormously from chateau to chateau so I think you will see collectively an intelligent effort to organise the pricing in relation to those factors.” He said there was not likely to be a “global rule” across the board, and that every Chateau has to look at their won situation, and the situation of their wines from previous great years and “assess the “intrinsic quality of the wine they made this year and price their wines accordingly.” “I am confident that this is a year that consumers are going to go for,” he added. “Of course, it’s very early days, [and] we’ve only had a few [releases] but I’m very confident everything is in place for this to be a vintage to seduce consumers. I think some people in the trade, who might be feeling gloomy – it’s not a feeling that I ever succumbed to – are going to be very surprised by how successful their campaign is going to be.” And so far, we’ve seen fairly modest reductions in the first ten days of the release – the opening salvo of Pontet Canet, which saw a “symbolically highly significant reduction” on the 2024 release price, has largely been “well-received” according to Seddon along with Château Batailley in Pauillac. Other chateaux out this week included L’Evangile and Château de Fieuzal. Bordeaux 2025 en primeur: Pomerol ‘rain came just in time’ Bordeaux 2025 en primeur: Saint-Émilion 'terroir turned out to be crucial' Your email address will not be published. Required fields are marked *

Scotch whisky maker Compass Box has appointed Ivo van den Brand as its chief marketing officer to support the next phase of global growth. Brand’s appointment comes as the company aims to enhance its focus on consumer-driven growth and locally relevant brand development in global markets. Nishat Gupte , CEO of Compass Box, commented: “Ivo brings extensive international experience across brand, growth and communications from leading global consumer businesses. “His appointment reflects Compass Box’s ambition to continue evolving as a modern Scotch whisky brand with an even stronger focus on consumer understanding, cultural relevance, and meaningful connections with whisky drinkers in local markets around the world.” Brand has previously held senior positions at companies including surplus food marketplace Too Good To Go, software company DiDi, and electronics firms Huawei and Philips. Commenting on his new role, Brand said: “Compass Box has built something truly special over the past 25 years: a brand with real soul, a loyal following, and an uncompromising commitment to flavour, liquid excellence and creativity. “What excited me most about joining the business is the clarity of the company’s ambition for future growth, and the opportunity to help more people discover Compass Box in ways that feel culturally and locally relevant to them. “Our aim is now to build on these foundations and unlock the next chapter of growth across key markets in North America, Asia and Europe, while ensuring everything we do continues to reflect the quality, creativity and character that defines Compass Box.” In addition to welcoming a new chief marketing executive, Compass Box will increase its focus on its Orchard House blend. With its ‘smooth, bright, easy to drink, and fruit-forward’ character, Orchard House is said to play a key role in Compass Box’s goal of making whisky more accessible and appealing to a wider audience of modern whisky drinkers worldwide. New initiatives for the blend include forming locally relevant partnerships and creating new formats, such as an upcoming limited release ready-to-drink highball in collaboration with Lawson in Japan. Compass Box was established in 2000 by John Glaser , who exited the company in 2024. Earlier this year, the brand unveiled its 2026 Hedonism release , featuring Jumanji actor Karen Gillan, illustrated by artist Emma Hack. Behind the celebrity spirits: people, stories & strategy TWE reveals 44,000 people choose to ‘say it with booze’

From raising awareness on responsible drinking to celebrating short kings, here are April’s best spirits marketing moves. Spirits marketing in April heated up with a link-up between a British apéritif and a luxury pleasure brand, while a big-name Tequila shook up the ‘world’s fastest Margarita’ in a Nascar car. Elsewhere, serious initiatives promoted responsible drinking with a former Premier League football manager, but there were campaigns on the lighter side, too, with one starring comedian and The Hangover actor Ken Jeong . Read on for the rest of the marketing moves that made us take notice last month. For more marketing wins, see how brands pushed their products in February and March . Mixer brand Double Dutch renamed its Riviera Tonic Water to Sun & Sea Tonic Water . The name change was made to “broaden the product’s world beyond a geographic reference” and also ensure clear global trademark ownership as the brand continues to expand internationally, Double Dutch said. The product launched as Riviera Tonic Water in September 2025, and is made from a botanical blend of aromatic thyme, rosemary, bittersweet wormwood, and zesty lemon. In the EU, the name change will be completed within six months, while in the UK the change is already taking place. Pernod Ricard launched a campaign for Malibu in support of its new guava­-flavoured liqueur, Malibu Pink. Titled Get Ready with Malibu Pink, the campaign stars TikTok influencer and comedian Sabrina Brier. It seeks to add a sweet touch to the shared getting-­ready ritual. Brier said: “The best part of going out is getting ready, and Malibu Pink fits so perfectly into that ritual.” Through spring and summer, Malibu will also host a series of live events and curated social moments for the campaign in collaboration with New York City-­based lifestyle brand LoveShackFancy. Pre-mixed cocktail supplier Nicholson has been appointed as an official supplier of The Kia Oval in London for the 2026 season. Located in London’s Kennington, The Kia Oval is home to Surrey County Cricket Club (Surrey CCC). Nicholson’s Pitch Perfect Cocktails range will be available throughout the venue, with ready-­to-­drink (RTD) cans, bottled cocktails, and on­-tap options. Alex Johns, CEO of Nicholson, said: “We are incredibly proud to work with Surrey CCC and the Kia Oval to bring Nicholson’s unique range of pre-­mixed cocktails to fans. From cans to bottles to on-­tap serves, everything is delivered with speed and efficiency for the ultimate fan experience.” California-based Hello Soju has signed a deal with Major League Soccer’s Los Angeles Football Club (LAFC) to be the team’s soju partner and official spirit­-based ready-­to- drink (RTD) partner. Through the partnership , the brand’s canned RTDs will be available at the club’s ground, BMO Stadium, during home games at retail and concession locations. Fans in premium club spaces, including the Founders Club and Figueroa Club, also have the opportunity to try the brand’s soju as part of the matchday experience during designated matches. Hello Soju CEO Elisabeth Baron said: “LAFC fans bring an energy that’s unmatched, passionate, global, and deeply connected to this city. That’s exactly the community we’re building around Hello Soju.” Irish whiskey Jameson has brought its Know Your Score campaign back for a second year, starring former footballer and manager Alan Curbishley . The campaign was created in partnership with UK alcohol charity Drinkaware and offers a free three­-minute online drinking check. Jameson is an official partner of the English Football League, and will use the partnership to spread awareness of the campaign to football fans across the country. Curbishley, who fronts the campaign, delivers what appears to be a motivational pre­match pep talk that turns into a serious reminder on responsible drinking. De Kuyper Royal Distillers has launched Archers, its peach-­flavoured liqueur, in South Africa . Leo Evers, CEO of De Kuyper, said: “With its vibrant cocktail culture and the liqueur category showing yearly double­-digit growth of the past five years in South Africa, this is a very promising market for us.” Archers is available in South Africa via distribution partner Nicholson Smith. It can be found nationwide at key retailers and wholesale channels, including Makro, Checkers, and Ultra Liquors. Archers’ strategy in South Africa will be to focus on refreshing, easy-to-­mix drinks that align with the local climate. Illva Saronno has launched a global campaign for its Italian liqueur Disaronno, titled The Dolce Side of Life . The campaign invites consumers to enjoy “the sweet pleasures of everyday life”, and, along with the brand’s long­-term platform, Everyday Dolce, aims to build momentum in the UK and attract a new generation of drinkers. Peter Dries, marketing director at Disaronno, said: “Dolce Side of Life is about bringing a fresh, contemporary energy to Disaronno while staying true to its Italian heritage.” The campaign is based on insight that modern drinkers are increasingly looking for experiences that enhance their everyday moments. It was developed by creative agency 72andSunny Amsterdam. Taiwan distillery Kavalan appointed Gulf Brands International (GBI) as its official distributor in the Kingdom of Bahrain . Eight of the distillery’s Taiwanese whiskies are now available in Bahrain through GBI, including flagship single malts Kavalan Classic and Concertmaster, as well as Kavalan Lán, Distillery Select No.1, and Solist Ex­-Bourbon Cask. The whiskies are distributed in the market through GBI’s multi­channel platform, which includes premium retail, select on­-trade venues, e­commerce and duty­-free channels. According to YT Lee, chairman of King Car Group, Kavalan’s owner, GBI will establish the brand as a leading premium Asian single malt whisky in Bahrain. Lee said: “This is Kavalan’s first market expansion in 2026. We’re very pleased to be working with one of Bahrain’s leading premium beverage distributors.” Stoli Group signed distribution partnerships in both Australia and Italy . In Australia, the company has partnered with Amber Beverage to expand distribution of its flagship vodka brand, Stoli. Through Amber Beverage Australia, Stoli Vodka secured new retail listings across the country, which included 100 Local Liquors stores in New South Wales for its 700ml premium format. The brand is now available in more than 1,790 stores in Australia. In Italy, Stoli Group has appointed Molinari Italia as the new distributor for Stoli and Elit vodkas, as well as Cenote Tequila. House of Angostura has given its rum portfolio a redesign and incorporated more sustainable packaging for the range. Angostura’s new look was inspired by the brand’s 200­-year legacy and presence in Trinidad & Tobago. It aims to build on the reputation of its namesake bitters. The design is being rolled out across the UK, and features sustainable components with a modern, lighter­weight bottle, as well as a butterfly logo in the centre of the label made from responsibly sourced paper. The annual arrival of butterflies landing on the sugar cane is a signal that it’s time for harvest in Trinidad. Campari Group-owned Espolòn Tequila teamed up with actor and comedian Ken Jeong to celebrate Short King Week, which took place from 1­-9 May. The campaign highlighted the quality of Espolòn’s Tequila, while cheekily nodding to its bottle, which the brand said is “admittedly a bit of a short king”. Jeong, who is 5’5”, stars in a series of videos to bring the campaign to life. “I feel very seen by this campaign,” The Hangover and Community actor joked. “What I love about Espolòn is that they don’t take themselves too seriously. They’re just focused on making great Tequila and are having fun with it. That energy felt incredibly relatable to me.” Espolòn has also created a Nine Days of Short Kings advent calendar, which includes ‘fun­-size’ essentials for making the perfect Margarita at home. As part of its partnership with Nascar as the motorsport racing league’s official Tequila, Proximo Spirits’ Cuervo brand introduced what it dubbed as “the world’s fastest Margarita”. Ahead of the Jack Link’s 500 race at Talladega Superspeedway from 24 to 26 April, the brand hit the track in a Nascar racecar with a cocktail shaker and all the Margarita ingredients. The velocity from the track, where cars top 200mph, shook the shaker to create the cocktail. Craig Stimmel, Nascar’s senior vice president and chief commercial officer, said: “The debut of Cuervo’s World’s Fastest Margarita is another way we’re elevating the fan experience in a uniquely Nascar way.” Gin brand Hayman’s launched an international on­-pack retail competition with a trip to London up for grabs. The promotion features a bottle­neck tag that gives gin shoppers in New Zealand, Australia, Canada, Denmark, Germany, the Netherlands, Croatia, and Hungary the chance to win an all­-expenses-­paid trip to London worth more than £7,000 (US$9,443). To enter, participants must buy a 70cl bottle of Hayman’s gin and scan the QR code on the neck tag to access the competition landing page. The winner will be chosen in December 2026. Miranda Hayman, co-­owner of Hayman’s Gin, said: “The chance to win a trip to London is a wonderful prize – from enjoying classic cocktails at London landmarks, a West End performance and, of course, visiting our London Distillery.” Export partner Brand Venture has appointed Maison Ferrand as Koch Mezcal’s exclusive distributor in the UK . Koch Mezcal joins brands such as Adriatico Amaretto and Boann Irish Whiskey in Maison Ferrand UK’s distribution portfolio. Jan Bernd Koster, partner at Brand Venture, said: “The UK is a key market for premium spirits. Maison Ferrand is a strong partner with the right expertise and portfolio to build Koch Mezcal’s presence in a meaningful and sustainable way.” In April, Koch Mezcal also launched in Hungary through a partnership between Brand Venture and Jan­ker/Mr Alkohol. Jan­ker/Mr Alkohol is one of the country’s leading platforms for premium spirits sales, imports and wholesale distribution. “Hungary offers a knowledgeable and curious audience, and Jan­Ker, powered by Mr Alkohol, is a strong partner to support long­term growth,” Koster added. British apéritif Botivo has joined forces with Coco de Mer on a limited edition aphrodisiac-­inspired expression. Crafted in collaboration with Coco de Mer in celebration of the luxury pleasure brand’s 25th anniversary, the expression has layers of cherry, chilli, velvety cacao, and warming ginseng, which have been incorporated into the non­-alcoholic apéritif’s botanical base. Limited to a run of 1,000 bottles, and positioned as a collectable cultural object, the bottle’s label artwork was designed by Rozalina Burkova, and reimagines Botivo’s illustrated characters through Coco de Mer’s sensual lens. Botivo x Coco De Mer is available at Coco de Mer’s flagship London store for £34 (US$46).

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Tarquin’s Spirits’ flavoured whisky brand, Tinner Bros, has exceeded £1 million (US$1.36m) in sales since its launch last year. Described as the fastest-growing brand in the Tarquin’s Spirits portfolio, Tinner Bros achieved the milestone within the first 12 months following its launch in March 2025 . Founded by master distiller Tarquin Leadbetter, the English brand has gained momentum across retail, export, and direct-to-consumer channels since its inception. Exports are said to account for a third of the brand’s sales, with listings secured across 10 countries, including Coop in Switzerland, Netto in Poland, Alko in Finland, and Edeka in Germany. In Cornwall, where Tarquin’s is based, Tinner Bros has also opened its first brand home in the town of Padstow. Tinner Bros claims to be tracking 200% year-on-year growth for its second year. According to Future Market Insights cited by Tarquin’s Spirits, the flavoured whisky market is predicted to grow from US$32 billion to US$65bn by 2034. Tarquin’s Spirits and Tinner Bros recently launched their first crowdfunding round to accelerate global growth, raising nearly £870,000 (US$1.17m) in two weeks. With expanding distribution, emerging markets, and increased consumer awareness, Tarquin’s Spirits expects its whisky sales to continue to grow. Leadbetter said: “£1 million in year one proves this brand has real legs. We built Tinner Bros to have genuine character and authenticity, and the market has responded. Major European listings, a new brand home, and nearly £870,000 from our community of investors: the foundations are in place. Now we scale.”

Established by Lodovico and Piero Antinori in the Tuscan hills of Bibbona 25 years ago, Tenuta di Biserno was developed under the guidance of the late Michel Rolland. Now CEO Niccolò Marzichi Lenzi is on a mission to make the wines more contemporary and approachable, as Richard Woodard discovers . The influence of the late Michel Rolland stretched far beyond his native Bordeaux, extending throughout Europe and around the winemaking world. The wine consultant, who came for many to personify the ‘Parkerisation’ trend of the 1990s and 2000s, was involved from the outset with Tenuta di Biserno, the estate in the Bibbona hills of the Upper Maremma founded by Lodovico and Piero Antinori in 2001, around the time that Lodovico sold Ornellaia to the Robert Mondavi Winery. But times and fashions change, and the philosophy at Tenuta di Biserno today, run since 2014 by CEO Niccolò Marzichi Lenzi, the Antinori brothers’ nephew, has evolved significantly. In particular, the aim is to make flagship wines Il Pino and Biserno – both Cabernet Franc-dominated Bordeaux blends – more approachable in their youth. “More recently, I have really tried to do what I thought was very important for the estate, making the wines as contemporary as possible,” explains Marzichi Lenzi. “I don’t like ‘modern’, because modern sometimes is something that fades away. Contemporary means not turning your back on your DNA or your origins.” Because Biserno’s two leading wines are Cabernet-based, they have a natural structure and affinity with food. The aim lately has been to shift the balance from extraction to finesse, but judiciously. “We are trying to maintain that aromatic persistence in the mouthfeel,” Marzichi Lenzi says. “This is so important. It’s easy to make wines that are lean with less extraction, but more difficult to maintain the complexity and have nothing harsh.” Approachability, however, should not imply a lack of longevity. And here, argues Marzichi Lenzi, acidity is key. “I’m a firm believer that wines that are meant to last for the long run need to have good acidity,” he says, with an emphasis on pH levels, rather than total acidity, because “perception of pH gives you a sensation of freshness”. To give one example, in the high-quality but very dry vintage of 2021, Biserno’s pH was 3.55. Achieving this balance between youthful charm and an ability to age has meant changes in both vineyard and winery, including “a little bit more courage” in fixing picking dates, in order to achieve ‘al dente’ fruit, alongside “an honest interpretation of the vintage”. No more green harvest or leaf removal either. “We used to push the limit to give the most maturity. Now we’re looking for the plant to have the best balance possible and trying to protect it from sun exposure.” This entails a philosophical shift from the past, not only in response to market trends, but also in line with the changing climate. “We don’t have to chase for maturity, because the maturity is chasing us,” says Marzichi Lenzi. “We have to know that the viticulture from the 1990s and early 2000s was the result of having a hard time getting maturity in the 1980s. I was young, but I remember very well the Sangiovese at my father’s estate had a hard time reaching 12%.” In a place where chaptalisation is forbidden, that’s a problem. “People paid special attention in selecting rootstock, clone, vineyard management to push maturity in cool vintages. Now, thanks to climate change and global warming, with old vineyards we have to let them get good balance. When we’re planting, we’re planting further apart, with clones that are not so vigorous, and rootstocks less sensitive to drought, and that work well in our soils.” This new approach should also bring, theoretically at least, a more lucid expression of location and terroir. The main estate lies in Bibbona, but borders Bolgheri and shares characteristics with the northern part of that appellation: deeper soils, bigger rocks, vineyards surrounded by woods, some with more clay or limestone, combining contrasting exposures. “These varieties allow us to have very distinctive parcels, which we vinify separately,” explains Marzichi Lenzi. “There are lots of components that are very different.” If there is a common thread, it is a balsamic note, and a touch of spice, that persists in hot or cool vintages. But, tasting Il Pino and Biserno together, the contrasts are more striking than the similarities. To understand the relationship, Marzichi Lenzi says, it’s necessary to eschew conventional ideas of ‘first’ and ‘second’ wines. Describing Il Pino as “second label, but not second choice”, he explains: “Although people are influenced by the Bordeaux way of thinking – the best goes into the first wine, the younger vines into the second – we don’t like that. The wine should be distinctive in terms of style, but not quality.” So Il Pino is “more lively, more youthful” than Biserno, with Merlot bringing roundness, while the Cabernets contribute articulation. In 2023, (the current vintage for Il Pino), he adds, Cabernet Franc is “singing”. Whatever your thoughts on first and second wines, Biserno is, by comparison, bigger, more structured and more austere in its youth – although the current 2022 vintage was a cool year, bringing enhanced aromatics and less richness than its predecessor, leading Marzichi Lenzi to suggest that “2022 came along to make you keep 2021 for longer in the cellar”. How are the wines different in production terms? The vineyard parcels are the “number one player”, he says. “These parcels allow us to keep the fruit on the plant a little longer [with Biserno], bringing a little bit more extraction and depth. Biserno needs a little bit more time to deliver all the layers.” Choice of wood is important too – Il Pino will age in 20%–30% new wood, while for Biserno the figure is closer to 70% – as is the level of extraction during the winemaking process. The subject of extraction brings us back to Michel Rolland. With a wry smile, Marzichi Lenzi recalls “arguing in a very productive way” with the great consultant about fermentation and extraction times, as he sought to move the style of Tenuta di Biserno away from the richer, more powerful template of the past. In the end, they appear to have respectfully agreed to disagree – but, even as Rolland had less of a hands-on role with the estate, Marzichi Lenzi was still keen to seek his “benediction” for each new vintage. Even now, that process of gradual evolution is not over. “It’s always a work in progress,” he says. “I like to compare myself to a rainbow chaser – a little kid looking for the bucket of gold at the end of the rainbow. Really I think I would like Tenuta di Biserno to be recognised worldwide as a classic. ‘Icon’ would be too pretentious – but definitely an estate that remains in history for being solely focused on quality and making the best expression of terroir.” Tenuta di Biserno’s wines, including current releases Biserno 2022, Il Pino 2023 and Insoglio del Cinghiale 2024 (a Syrah-heavy blend with Merlot, Cabernet Sauvignon, Petit Verdot and Cabernet Franc) are imported into the UK by Corney & Barrow: https://www.corneyandbarrow.com/tenuta-di-biserno UK national jailed for 10 years over US$97m fine wine fraud Fine wine maturing rapidly as an asset for US investors Discover the newcomer seeking to redefine the wine fair experience Your email address will not be published. Required fields are marked *

Warm weather gave Britain’s pubs and bars a lift in late April, but weaker trading either side of the sunny spell left drinks sales broadly flat overall. Britain’s managed pubs, bars and suppliers experienced an uneven April as changing weather patterns drove sharp swings in drinks sales, according to NIQ’s latest Daily Drinks Tracker powered by CGA intelligence. Sales in managed venues were up by 4.1% year-on-year in the week to Saturday 25 April, helped by a spell of warm and dry weather that encouraged consumers into pub gardens and terraces for the first time this year. However, this stronger performance was bookended by weaker trading periods. Sales in the weeks to Saturday 18 April and Saturday 2 May were down 4.8% and 4.3% respectively compared with the same periods in 2025. NIQ said more mixed weather conditions, including lower than usual temperatures in parts of Britain, may have discouraged visits to pubs and bars. Weekly year-on-year comparisons were also affected by the timing of Easter, which fell earlier in April in 2026 than in 2025. Despite this distortion, the combined figures indicate drinks sales across the month were broadly flat overall, with gains from stronger trading days and public holidays offset by quieter weeks. April’s sunnier periods proved particularly positive for Long Alcoholic Drinks (LAD) categories. Beer sales in the week to 25 April were up 7.1% on the equivalent week in 2025, while cider sales surged 19.2% as consumers looked for more refreshing options. Wine delivered the most consistent performance among major drinks categories. Sales rose by 2.9% in the week to Saturday 25 April and by 1.1% in the week to Saturday 2 May. By contrast, soft drinks recorded declines in all three recent weeks, though NIQ noted these comparisons were affected by school holiday timings. Spirits remained under pressure, with sales falling by between 8.9% and 15.0% across all three weeks, extending what NIQ described as a prolonged period of difficult trading. NIQ suggested April’s softer results may also reflect continued caution around consumer spending. The business said uncertainty surrounding the Middle East and its potential impact on energy-related prices could be affecting confidence and prompting some consumers to reduce discretionary spending. Rachel Weller, NIQ’s commercial lead, UK & Ireland, said: “April is always an unpredictable month for the On-Premise, as the fast-changing weather makes it harder for consumers to plan their visits to pubs and bars. However, while overall trading is still muted, it’s clear that people remain very eager to drink out when the weather allows. Consumers and businesses alike will be concerned about future inflation, and spending is likely to remain cautious for some time. But if the sun shines, suppliers can be hopeful about the release of some pent-up demand in the on-premise as we move towards the summer.” Your email address will not be published. Required fields are marked *

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Tecate es una de las cervezas más reconocidas del norte del país y una marca ligada desde hace décadas a carnes asadas, estadios y bares. Pero la bebida que hoy aparece en casi cualquier tienda nació en un pequeño pueblo fronterizo y durante sus primeros años exportó casi toda su producción a Estados Unidos.La historia de Tecate no empieza con un brindis. Empieza con un tren.Antes de fabricar cerveza, la familia Aldrete vendía malta a todo MéxicoUna tesis de maestría en historia elaborada en la Universidad Autónoma de Baja California, con base en documentos del Archivo General de la Nación y del Archivo Histórico del Estado de Baja California, reconstruye el origen de la marca:El proyecto de instalar una fábrica de cerveza en la frontera norte de México tiene un antecedente fallido. En 1917, Enrique Aldrete Palacio solicita una concesión por 10 años para instalar una planta en Tijuana, con la intención de aprovechar la conexión ferroviaria con San Diego para transportar materia prima. Pero el gobierno no le concede las exenciones fiscales que pide y el proyecto muere antes de arrancar.Una década después, la familia lo intenta de otra forma. En 1927, Alberto V. Aldrete Palacio —hermano de Enrique— se asocia con inversionistas estadounidenses y funda la Compañía Mexicana de Malta en Tecate. La planta opera desde 1928 en un punto deliberadamente elegido: junto a la estación del ferrocarril Tijuana–Tecate. Desde ahí, la malta sale hacia cervecerías en el resto del país. Todavía, el negocio no es la cerveza. Es el insumo.Inauguración de la Cervecería Tecate en plena frontera ferroviariaEl 30 de noviembre de 1943, Alberto V. Aldrete y sus hijos —Alberto, Alfredo Jesús y Humberto— constituyen formalmente la Cervecería Tecate, S. de R.L. La planta se construye junto a las instalaciones de malta y aceites que la familia ya opera, consolidando un complejo industrial cuya arteria principal sigue siendo el ferrocarril.La Segunda Guerra Mundial convirtió a Tecate en proveedora del ejército estadounidenseEn 1944, la industria cervecera de Estados Unidos está orientada al esfuerzo bélico. La Segunda Guerra Mundial deja un vacío de abastecimiento que la Cervecería Tecate aprovecha: sus primeras ventas van dirigidas a las tropas estacionadas en la Base Naval de San Diego y al Pacífico. Durante su primer año de operación, la planta exporta el 95% de su producción.ImageAldrete hipoteca sus otras empresas —la maltera y la aceitera— para financiar la modernización de maquinaria y la ampliación de la planta. Paralelamente, en junio de ese año, la familia funda la Financiera del Pacífico para manejar operaciones de bonos y créditos relacionadas con sus empresas.Alberto V. Aldrete pasó de empresario cervecero a gobernador de Baja CaliforniaEn agosto de 1946, la empresa se reconstituye como Cervecería Tecate, S.A . con un capital de 20 millones de pesos, eliminando formalmente la participación de socios extranjeros. Más tarde, ese mismo año, Aldrete apoya con tres millones de pesos la campaña presidencial de Miguel Alemán. Tras el triunfo electoral, en diciembre es nombrado Gobernador del Territorio Norte de la Baja California.El fin de la Segunda Guerra Mundial arrastró a Tecate a deudas y acusaciones de fraudeCon el fin de la guerra, la industria cervecera estadounidense se recupera y Tecate pierde su principal destino de exportación. A partir de ahí, comienza una acumulación de crisis que la empresa no logra contener.Tras solo 10 meses en el cargo, Aldrete renuncia a la gubernatura. Después, las empresas de la familia son intervenidas por el Banco Nacional de México, que toma el control administrativo para garantizar el pago a los acreedores. El hijo publica una carta asumiendo la responsabilidad total de las irregularidades financieras, con el propósito explícito de deslindar a su padre y hermanos.La familia que construyó Tecate la pierde en menos de tres años.Cervecería Cuauhtémoc rescató Tecate y la convirtió en la primera cerveza en lata de MéxicoImageTras su adquisición en 1954 por parte de Cervecería Cuauhtémoc, Tecate comienza una nueva etapa enfocada en expandir la marca a escala nacional. Bajo ese nuevo dueño, la compañía introduce uno de los cambios que la distinguirían en el mercado mexicano: Tecate se convierte en la primera cerveza en lata de México. Para 1990, sus envases evolucionan a latas completamente de aluminio.La cerveza mantiene un perfil tipo lager —de baja fermentación—, con notas amargas y carácter equilibrado. Ya en 1992 llega al mercado una versión light, que de acuerdo con el sitio oficial de la marca fue la primera cerveza light completamente mexicana. Durante la presentación de Tecate Ice Light, la marca aseguró que ese lanzamiento respondió a un cambio estructural en los hábitos de consumo: la cerveza, explicaron, se toma hoy de forma más ligera que antes.Hoy Tecate es una de las marcas más importantes del portafolio de Heineken MéxicoActualmente, Tecate opera bajo el paraguas de Heineken México dentro de un portafolio que incluye más de veinte etiquetas: desde Heineken Original, Amstel Ultra, Carta Blanca, Bohemia, Dos Equis, Indio, Sol y Coors Light, entre otras. La marca tiene tres versiones vigentes en el mercado: Tecate Original, Tecate Light y Tecate 0.0.Ochenta años después de su inauguración en una frontera que olía a vías de tren y cebada, la cerveza que nació abasteciendo a marines estadounidenses en el Pacífico es hoy una de las marcas más distribuidas de México. Mientras el ferrocarril que la hizo posible ya no existe, la lata sí.

Jack Daniel’s owner Brown-Forman has rejected Sazerac’s reported US$15 billion takeover bid just weeks after its merger talks with Pernod Ricard collapsed. According to The Wall Street Journal , advisers for Brown-Forman informed Sazerac on Monday (11 May) that the company was rejecting the US$32-a-share cash offer the BuzzBallz owner recently made. It is reported that Wells Fargo and Apollo Global Management financially backed Sazerac’s all-cash offer. The deal would have allowed Brown-Forman’s Class A shareholders to either take cash or roll their shares into the new company. Neither Brown-Forman nor Sazerac have publicly commented on the deal, which would have created an ‘exceptional concentration of American whiskey brands’ , with Jack Daniel’s, Woodford Reserve, Buffalo Trace, Pappy van Winkle, Blanton’s and Eagle Rare all coming together under one roof. The Spirits Business has reached out to both companies for comment. While Brown-Forman is publicly traded, a majority of the company’s voting stock is controlled by Brown family members. Meanwhile, Sazerac is privately held and entirely family-owned. It was reported that Brown-Forman’s merger attempts with Pernod Ricard failed due to issues with deal structure and economics . The decision to cease discussions was mutual, Pernod Ricard said. Brown-Forman reported stagnant sales in the nine months to 31 January 2026 as Canada’s year-long ban on US alcohol significantly impacted its revenue. The company is set to report its final audited results for the full fiscal year (ending 30 April 2026) on 4 June. Its reaffirmed full-year guidance shows the firm expects organic net sales growth in the range of 1% to 3%. It is not known how Sazerac has performed financially due to its status as a privately held company. The company’s most recent investment saw it back Kendall Jenner’s 818 Tequila . Stock Spirits: mergers, acquisitions and creating value in a competitive market

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The funds are earmarked for areas including inventory, logistics, hiring and distribution. UK business Drip Water is raising funds to “accelerate” its expansion across the US.

Export and distribution partner Charter Brands has officially welcomed Finland-based One Eyed Spirits and Come Hell or High Water Rum to its portfolio. Come Hell or High Water Rum joined Charter Brands’ Incubator programme last year. After a mutually beneficial experience, Charter Brands has now added the rum to its core portfolio. Under the new agreement, Charter Brands will promote the One Eyed Spirits-owned rum brand in international markets. Olli Hietalahti, CEO of One Eyed Spirits, commented on the development: “Over the past year, we have gotten to know Charter Brands, their team and working method intimately and have been very impressed. We are now excited for the chance to leverage their full team and get all of Charter Brands’ muscle in use. “Charter Brands’ global reach and commercial expertise allow Come Hell or High Water Rum to scale strategically and unlock new opportunities.” The move follows a successful funding campaign last year, during which the Finnish company raised €1.5 million (US$1.76m) for global expansion. Come Hell or High Water is currently available in 20 countries, while Charter Brands operates in more than 80 markets and collaborates with over 125 distributors worldwide. Matt Ashton-Melia, managing director at Charter Brands, said: “We have thoroughly enjoyed working with One Eyed Spirits. The rum’s ‘Rough journey makes a smooth rum’ branding has proved itself to be an inspiring brand platform, while multiple awards in recent weeks are a testament to quality. It really ticks a lot of boxes and truly stands out. “The entire Charter Brands team has loved working with such creative people, fully leveraging Charter Brands’ global expertise and commercial network. ” Earlier this year, Charter Brands merged with Scale Drinks , bringing Renais Gin and Duppy Share rum under the company’s umbrella.

As well as more than 30 flavours of juices and nectars, Alain Milliat's product range also encompasses products including jams, condiments, iced teas and sparkling drinks. French wine producer La Famille Perrin has acquired a majority stake in Alain Milliat, a local soft-drinks manufacturer.

Maine Beer Co. is dining out on lunch. Not the meal, but its flagship IPA (7% ABV), which isn’t named for an eating occasion at all, but rather a whale spotted off the Maine coast in 1982. Her dorsal fin was missing a chunk, which had ostensibly become lunch for a shark.

A “small number” of staff have left C&C as the drinks group looks to “simplify” its business. C&C Group has merged Matthew Clark and Bibendum to “simplify” its on-trade distribution operations. A “small number” of staff have left C&C as part of the move, which the UK-listed group said would be completed this summer. Matthew Clark distributes products including beer, wine and spirits to UK on-premise clients. Bibendum, meanwhile, focuses on wine. “There are areas of crossover, particularly in wine, which has informed the move,” a C&C spokesperson said. The new business – Matthew Clark Bibendum – will help the company’s customers “drive profitable growth in an evolving hospitality landscape”, the spokesperson added. “To better serve customers and strengthen our position in wine, we are integrating the Matthew Clark and Bibendum businesses into a single customer proposition. This will give customers access to our full range, through one route to market, one aligned, specialist team, while removing unnecessary duplication.” C&C is set to publish its annual financial results for the year to the end of February next Tuesday (19 May). In January, the Tennent’s and Orchard Pig owner cut its profit forecast amid “weak” consumer confidence in the UK. C&C said at the time “customer performance” in November and early December had been hit by “weak consumer confidence associated with the November UK Budget”. There had, the company said, been “softer than anticipated demand” in the hospitality sector. Drinkers were switching from wine and spirits to beer, it added. Asked today if C&C was looking for cost savings from the combination of Matthew Clark and Bibendum, the spokesperson said: “This proposal is being driven by our stated objective to simplify the business to better serve our customers and suppliers and, whilst cost efficiency is a factor, it is not the primary driver.” An undisclosed number of sales staff have departed. “The integration of Matthew Clark and Bibendum has been considered as part of a broader programme of simplification and improvement across the business,” the spokesperson added. “A small number of colleagues from the Matthew Clark and Bibendum sales teams have been impacted by the changes and following a consultation period have left the business.”

From drink recommendations to premium brand advocacy, new data highlights the growing commercial importance of bartenders in bars and restaurants worldwide. Bartenders remain a powerful force in the on premise, with new research from NIQ underlining just how much influence they hold over guest purchasing decisions and premium brand advocacy. Bartenders are continuing to play a pivotal role in shaping consumer purchasing decisions in bars and restaurants, according to the latest Global Bartender Report 2026 from NIQ. The report, now in its third year, found that 88% of bartenders globally typically make a drinks recommendation every shift, while 95% said guests will order that recommended drink “most times or more”. As a result, NIQ estimates that the average premium+ bartender influences 10,976 consumer drink decisions over the course of a year. The research highlights the growing strategic importance of bartender advocacy in the on premise, particularly as consumers increasingly prioritise quality when drinking out. According to the report, 58% of consumers globally are likely to pay extra for a better-quality drink when in the on premise, up two percentage points versus 2024. NIQ noted: “Guests are opting more and more for quality over quantity when it comes to what they are drinking, and are much more willing to listen to bartender recommendations than ever before.” The study also found that “consistently high-quality brands” were ranked as the number one brands best placed to thrive in 2025, according to bartenders. However, the report stressed that premium pricing alone is not enough to win bartender support. While 54% of bartenders said they typically recommend a premium or luxury brand, 46% said they recommend value or affordable brands. One respondent said: “I usually recommend brands that don’t gouge for their quality. There are a lot of exorbitantly expensive newer Japanese whiskies that are simply bad.” NIQ concluded that larger price tags do not automatically translate into stronger advocacy, with product quality and perceived value remaining critical. NIQ positioned bartender recommendations as a crucial driver of brand success in the On Premise, arguing that bartenders act as an essential link between brands and consumers. The company said the findings can help drinks businesses improve brand advocacy, strengthen supplier relationships and better understand emerging trends across categories. The report is based on NIQ’s BarSights research network, which surveyed 1,700 hospitality professionals globally. The study was conducted in partnership with bartender associations to capture what NIQ described as “high-quality responses from committed hospitality recipients”. NIQ’s wider hospitality research network includes more than 100,000 professionals globally, with more than 60,000 hospitality professionals surveyed across 26 markets. The report also found that bartenders are increasingly focused on practical support from brands rather than performative initiatives. Anna Sebastian of Celebrate Her said: “I think people need to stop hosting panels where people talk about their feelings. I’m so bored of it. I don’t want to sit on another, I do it to support people, but who has time to go to a panel and talk about feelings with no action. All I can think when I see brands doing this is, what is the takeaway? What is the action? Instead of just ticking a box, do something that has a bit more meaning and redirect the funds in a way that’s going to make change”. Danil Nevsky of The Indie Bartender added: “We’re moving away from virtue signalling to, practicality and tangibility. And yes, of course it’s important to talk about issues to raise awareness to them for sure. […] At some point someone needs to do something, otherwise it’s just a lot of talk.” Alongside its global report, NIQ is also offering country-level bartender reports covering markets including the UK, France, Germany, the US, Mexico, India, Australia, Japan, Korea and Emerging Asia. Cornwall pub sold at 72% loss after failed housing plan Olympian Jessica Ennis-Hill taps into mid-strength wine boom with 7% rosé Restaurant wine sales fall as value and new trends drive US growth Your email address will not be published. Required fields are marked *

Matthew Clark and Bibendum are being brought together into a unified route to market operation under the new Matthew Clark Bibendum proposition. Parent company C&C Group said the move is designed to simplify customer access, strengthen supplier opportunities and create a more integrated hospitality offer across the UK. C&C Group has confirmed that Matthew Clark and Bibendum will merge into a single customer proposition under the name Matthew Clark Bibendum, or MCB. The two companies have been under common ownership since 2018, when C&C acquired them from the collapsed drinks wholesaler Conviviality. According to C&C, the integration is intended to combine Matthew Clark’s scale and logistics network with Bibendum’s wine expertise and premium portfolio. Under the new structure, customers will gain access to a single combined wine portfolio supported by one aligned specialist team operating across the country. A spokesperson for C&C Group told the drinks business : “Integrating the Matthew Clark and Bibendum businesses into a single proposition will give customers access to our full range, through one aligned specialist team, while removing unnecessary duplication and barriers. “Our customers will benefit from the value, range and service Matthew Clark is known for, combined with Bibendum’s industry-leading wine expertise and leadership, enabling them to drive profitable growth in an evolving hospitality landscape. In addition, our industry-leading service levels will remain.” The company said the combined operation is intended to support hospitality businesses facing increasingly difficult trading conditions while simplifying engagement for customers. The move is likely to attract particular attention within the premium on-trade, where Bibendum has traditionally held a strong position among restaurants and fine dining operators. C&C said the integrated proposition would continue to offer dedicated wine specialists and regional support teams while providing broader portfolio access across categories, including beer, spirits, cider and soft drinks. Rob Sandall said: “Bringing Matthew Clark and Bibendum together is a confident step forward for our customer proposition by simplifying how we operate, removing unnecessary duplication and unlocking the full potential of our range, expertise and scale. “At a time when hospitality is under real pressure, our focus is on delivering value, quality and service, and on building a strong, sustainable business for the long term.” Questions had emerged over what the integration could mean for smaller wine producers and independent suppliers previously working specifically with Bibendum. C&C said existing supplier agreements would remain unchanged and described the combined operation as offering broader opportunities rather than reduced access. A spokesperson for the group told the drinks business : “Our current producer and supplier agreements remain in place and continue to be of the utmost importance. “Suppliers would benefit from a full market view, unlocking the widest customer opportunity in the UK with a range designed for the evolving hospitality landscape.” Gillian Murray added that the integration would create “clearer routes to market, deeper collaboration and stronger, more effective partnerships”. The merger marks another major chapter in the evolution of the businesses since Conviviality entered administration in 2018. As previously reported by the drinks business , C&C Group completed the acquisition of Matthew Clark Bibendum that year with financial backing from AB InBev. At the time, the purchase included Matthew Clark, Bibendum and subsidiaries including Catalyst, Peppermint, Elastic and Walker & Wodehouse. Matthew Clark and Bibendum will continue operating separately during a transition phase before the full MCB proposition is implemented later this summer. Your email address will not be published. Required fields are marked *

Scott Conchar, general manager of Jebsen Wines & Spirits Hong Kong, shares his aspirations for the established family business distributor with Rebecca Lo. Scott Conchar did not mince words when stating his goal for Jebsen Wines & Spirits: “I want us to be the number one independent spirits distributor in Hong Kong by the end of 2026.” Lofty ambitions indeed considering that the beverage industry veteran began serving as the company’s general manager in January 2026 after relocating to Hong Kong from Sydney. “This is the first time that I am formally living in Hong Kong though I have been many times,” Conchar admitted, settling into his chair within the boardroom of Jebsen’s headquarters in the heart of Causeway Bay. “The city has a real soul with plenty of opportunities.” Originally from Edinburgh, his decade-long stint as owner and operator of a string of successful clubs and bars sparked his passion for premium spirits. After emigrating to Australia in 2006, Conchar worked for 14 years with Moët Hennessy in different capacities including business development and sales across the Asia-Pacific region. “I have a deep understanding of the challenges that Jebsen customers face because I used to be one,” he explained. “From a corporate perspective, I understand the process from creation to marketing and sales: both ends of the supply chain.” Conchar was approached by Frederic Noyere, managing director of Jebsen Beverage, to lead its wine and spirits in 2025; the two met when they both worked for Moët Hennessy. Jebsen Beverage also includes Jebsen Beer, the owner of Hong Kong market share leader Blue Girl Beer, and Jebsen Wellness Beverages. In early May, Noyere announced that he will part ways in June 2026 after five years with Jebsen. “Jebsen has a very established footprint in Hong Kong as a wine merchant,” Conchar said. “The challenge that we face is the global decline of the wine category, further amplified in Hong Kong by a significant shift of visitors over the past decade from international travellers to mainland Chinese visitors. “This evolving visitor profile has different consumption preferences, with a stronger bias towards spirits over wine. Additionally, as more Hong Kong residents travel across the border into mainland China on weekends and holidays, the pressure on local wine consumption becomes even more pronounced.” Jebsen has been mitigating these trends by simultaneously rationalising its wine portfolio and strengthening its spirits offerings. As it redefined priorities to the company’s core products under Suntory, Campari and William Grant & Sons, it maintained a focused premium wine selection. For example, brands including Glenfiddich, The Balvenie, Hendrick’s and Monkey Shoulder under William Grant & Sons have been introduced to rebalance their positioning and capture growth in faster-expanding spirits categories. To streamline operations and prioritise resources, Conchar adopted a back to basics strategy in February 2026 dubbed ‘knowing our ABCs’. He set clear pillars for sales and marketing teams to encourage active distribution and accelerate engagement. By emphasising nuanced transactions that explore how consumers buy beverage products, teams could tap into understanding how to create desire. “It is also about the balance between mental and physical availability of a product,” Conchar noted. “Such as having stock in the right place at the right time – there is no point in loading up a product if no one has yet heard of the brand. “With the introduction of the ABCs framework, we now have guidance. Feedback so far has been very positive – it has brought greater clarity across the business while team-specific strategic pillars align to strengthen overall performance. Together, they create meaningful value for our customers, principals, and ultimately for Jebsen Wines & Spirits.” To facilitate closer collaborations with Jebsen’s leading customers, a joint business planning programme will be piloted later this year to deepen partnerships while driving mutual growth. “Its overarching objective is to establish both short and long term goals that are closely aligned with the strategic priorities of both businesses,” explained Conchar. “Another challenge since I joined has been managing competing priorities whilst not always having the depth of data needed to fully analyse current performance and, crucially, to shape future strategy.” To address this, the third quarter will see the launch of SPM, Jebsen Beverages’ cloud-based business planning and performance management platform. The investment will provide the company more timely market insights and promote decision-making driven by data. Jebsen Wines & Spirits is part of Jebsen Group, founded in 1895 by Danish cousins Jacob Jebsen and Heinrich Jessen in Hong Kong. To this day, it remains a family business with third generation descendent Hans Michael Jebsen currently serving as its chair. Alongside beverages, the group’s other divisions include motors, consumer products and services, and investment. “The opportunity to engage daily with Jebsen Group exco members fosters a strong culture that encourages an agile and entrepreneurial spirit,” said Conchar. “The family business emphasises long term partnerships, giving the team confidence to drive sustainable growth rather than focus purely on short term transactions to hit the numbers. I genuinely believe these attributes give Jebsen Wines & Spirits a strong competitive advantage.” Rare Japanese whiskies to go under the hammer in Hong Kong Your email address will not be published. Required fields are marked *

From 1 May, China has axed tariffs for all but one African country, so what does this mean for the future of South African wine? db reports. Beijing has slashed tariffs on African goods in a bid to address a trade imbalance between the continent and China, in a two-year pact that covers a diverse range of goods from seafood, to minerals, to, of course, wine. The deal comes under the China-Africa Economic Partnership Agreement, which now allows products from 53 African nations to enter China tariff-free. On 1 May, the day the new deal came into force, Shenzhen Bay port in southern China cleared 6,000 bottles of South African wine – marking the first time that the wine entered the harbour without a tariff ranging from 14%-20% attached. The deal will initially last until 1 May 2028, meaning the wine sector has two years to bolster South Africa’s trade relations with China, and set the groundwork for longer-term trade agreements. Christo Conradie, stakeholder management and market access manager at South Africa Wine, told South African outlet wines.co.za , that zero tariffs present a “significant step forward for the South African wine industry”. Siobhan Thompson, CEO of Wines of South Africa (WoSA), agreed that the development presents a “crucial opportunity”, allowing producers to compete on a more level playing field, showcasing the “quality, diversity and value” of the industry. The deal follows advocacy and engagement from the industry aiming to address structural barriers to trade. The axing of tariffs is forecasted to boost price competitiveness, reviving trade interest and supporting re-entry into the market. Despite this, the deal isn’t a golden ticket: when it comes to elevating South African wine’s position in the Asian nation, challenges. persist. At the moment, South African wine accounts for just 1% of export volume to China, with 16 countries exporting more wine. Added to this, China’s wine market has shrunk in recent years, with 2025 statistics revealing volumes down by nearly 70% from 2019, pointing to a structural transition in how wine is purchased and drunk. Industry experts have warned that tariff removal itself will not secure success, largely due to intense competition. “This is about building a sustainable, long-term position for South African wine in China through partnership, consistency and investment,” Thompson told NovaNews. Could Cheval Blanc 2025's nominal increase define the campaign? Producers highlight 2024 vintage Port with UK masterclasses Collery's reworked blanc de blancs is 'a tribute to Pinot' Your email address will not be published. Required fields are marked *

“We think we’ve got lightning in a bottle with this one,” Boston Beer innovation associate director Tim Kerrigan said. The Boston Beer Company is rolling out a range of RTDs sold in “glow-in-the-dark” packaging. In a statement yesterday (11 May), the US-based brewer said Lytt Electric Coolers will hit “select US markets” in later this month, with wider distribution planned during the year. The initial launch covers Florida, Ohio, Texas and Washington, with limited distribution in Illinois. The company described the malt-based RTD line as “cocktail-inspired” with a 15% abv. The range includes six variants: Strawberry Rita, Blue Raspberry, Peach Mango, Tropical Punch, Grape and Long Island Iced Tea. Boston Beer innovation associate director Tim Kerrigan said: “Lytt stands for standing out in the crowd. The single-serve convenience factor packs a punch on flavour and abv while clearly signalling that our drinker is ready to light up the occasion. “We think we’ve got lightning in a bottle with this one and are excited to bring Lytt to even more markets later this year.” The products come in a patent-pending, lightbulb-shaped 200ml container. The Samuel Adams brewer said the pack is resealable and “widely recyclable”, with materials designated as widely recyclable under the How2Recycle labelling system. Boston Beer sustainability senior manager Jill Westra said: “As the first Boston Beer venture into plastic containers, identifying widely recyclable materials for Lytt’s single-serve container and resealable closure was paramount to our path forward. Credibility from How2Recycle is a bright light in Boston Beer’s sustainability journey.” The group has also launched a website, drinklytt.com, to help consumers find stockists. Boston Beer competes in RTDs through brands including hard seltzer Truly and flavoured malt beverage Twisted Tea. In the first quarter of the company’s 2026 financial year, ended 28 March, the group’s total shipment volume fell 6.9% to 1.56 million barrels, driven mainly by declines in those two brands. The drop was partly offset by growth in Sun Cruiser, a vodka-based canned hard iced tea RTD. The company does not provide a financial or sales breakdown for its RTD business. Net revenue for the quarter declined 4.4% year-on-year to $433.9m. The company also incurred a net loss of $145.3m in the 13-week period, compared to $24.4 profit in the first quarter of 2025. However, in 2025, Boston Beer’s net income rose 81.7% to $108.5m, although net revenue slipped 2.4% to $1.97bn. For 2026, Boston Beer has lowered its profit guidance to reflect litigation expenses recorded last month. The brewer is facing damages of more than $175m in a US legal dispute over a packaging contract.

Martinique rum brand Clément has adopted a new proprietary glass bottle for its aged rum range. The rum brand was founded in 1887, with the redesign aiming to balance contemporary innovation with the heritage and craftsmanship that have defined the brand for more than 135 years. Glassmaker Saverglass and design studio Linéa are behind the new silhouette. ‘Clément’ and ‘1887’ are now engraved directly into the glass itself. The new bottle is on average 23% lighter than the former design, cutting emissions across both glass manufacturing and transportation. Direct glass screen printing has also been removed, improving recyclability, and all labels now use FSC-certified paper. Rhum Clément has also refreshed its designs, with its signature green colour anchoring the collection. Its flagship VO expression has cream and green tones, which shift into copper, gold and amber for its longer maturations. Mangrove Global, part of the Spiribam Group, distributes Rhum Clément in the UK. Nick Gillett, the distributor’s managing director, said: “Rhum Clément is a Mangrove spirit through and through – the liquid is exceptional; a rum that’s rooted in the unique terroir of Martinique and crafted with an attention to detail that you can taste in every expression. “What’s particularly exciting about this new bottle is that the packaging now tells that story too. The redesign is heritage-led and carries real shelf authority, while the sustainability credentials demonstrate that this is a house thinking seriously about its future as well as its past. “It’s a modernisation done with great care and respect for everything that makes Clément, Clément. And we’re thrilled to be bringing it to customers in the UK.” In 2025, Rhum Clément unveiled a range of agricole rums that were finished in different casks from around the world.

draftLine AR redefine la estrategia mundialista de Cerveza Quilmes Latinspots.com

Acción The Coca-Cola Company (US1912161007): Gigante de bebidas mantiene posición en mercados glob AD HOC NEWS

The Coca-Cola Company Unveils the Next Generation of Beverage Dispensing: Faster, Smarter, Customized marketscreener.com

The Fort Myers-based brand launches Electric Shores, Hot Tropic, and Glow Getter—positioning itself alongside energy drinks and adult beverages as a new functional occasion for modern consumers. Vibes Beverages LLC has launched its debut lineup of functional tonics, introducing a three-SKU platform the company calls a Functional Social Tonic system. Available at drink-vibes.com and rolling out across Florida, Georgia, North Carolina, Texas, and Utah, the brand is built around active functional ingredients—ketones, kava, hops extract, and a shared nootropic stack—designed to create real, perceptible states across three distinct consumer occasions. The brand sees itself as a complement to established beverage categories rather than a competitor. In the same way energy drinks grew alongside beer and spirits as an occasion of their own, Vibes is positioning its tonics as an additive choice—something consumers reach for when the moment calls for function alongside sociability, not necessarily instead of anything else. A next-generation energy tonic powered by goBHB ketones, natural caffeine from green tea, and an electrolyte hydration blend. Citrus-tropical flavor. Positioned as a cleaner, smoother evolution of the energy drink—sustained fuel without the crash or jitters. 0% ABV. A kava-powered calm tonic with 60 mg kavalactones per can. Mango habanero flavor. Inspired by traditional kava ritual, elevated with a modern nootropic blend for social ease and relaxed presence. 0% ABV dietary supplement. A functional hops tonic with Alpha GPC, L-Theanine, and green tea caffeine. Citrus hop brightness with a sparkling finish. Among the first beverages to leverage hops extract specifically for its relaxation and social-flow properties, paired with a nootropic stack. 0% ABV. Each product in the lineup shares a core nootropic stack—Alpha GPC for cognitive support, L-Theanine for calm focus, and green tea extract for clean, sustained energy—layered beneath its occasion-specific functional active. The company describes these three as the first of a growing pipeline of functional compounds it intends to introduce as the platform scales. Electric Shores, the brand's energy SKU, is differentiated from conventional energy drinks through its use of goBHB beta-hydroxybutyrate ketones alongside natural caffeine and a hydration mineral blend of magnesium glycinate and potassium gluconate. The formulation targets consumers who want sustained cognitive and physical performance without the stimulant-heavy profiles common in the category. Glow Getter, the hops-forward social tonic, is one of the more novel entries in the functional space. While hops have appeared in non-alcoholic beers for flavor, Vibes is among the first brands to deploy hops extract as the primary functional active—specifically for its naturally occurring relaxation and sedative-adjacent properties—stacked with nootropics for smooth social performance. The brand is manufactured in partnership with Burma Brewing in Fort Myers, Florida, and will distribute across retail, direct-to-consumer, and on-premise channels. All three SKUs are 12 fl oz, 0% ABV, and designed for repeat, occasion-based purchase. The company has not disclosed distribution partners, investment details, or pricing at this time. Vibes Beverages LLC is a functional beverage company based in Fort Myers, Florida. Its debut platform—the Functional Social Tonic system—consists of three 0% ABV SKUs: Electric Shores (ketone energy tonic), Hot Tropic (kava chill tonic), and Glow Getter (hops social tonic). All three products feature a shared nootropic foundation of Alpha GPC, L-Theanine, and Green Tea Extract, with additional functional ingredients in development. Manufactured by Burma Brewing, Fort Myers, FL. For more information, visit drink-vibes.com. Unlock the articles, expert interviews, and data reports that power the beer and beyond industry. Join our community and stay ahead with exclusive insights from Brewbound.

Coca-Cola trae Estrella Galicia a Argentina para entrar en el mundo de las cervezas (pero nadie comunica nada de esa marca) InfoNegocios

Trivento ha sido reconocida entre las Mejores Empresas de Argentina dentro del programa MEdA, una iniciativa impulsada por Deloitte junto con socios académicos y financieros. La bodega figura entre las 23 compañías con mejor desempeño sostenido del país, según la comunicación difundida por la propia firma. La distinción sitúa a Trivento en una selección que reúne a empresas argentinas evaluadas por su evolución y por la continuidad de sus resultados. La compañía, con sede en Mendoza, comunicó la inclusión en ese grupo a través de su boletín de mayo de 2026. El reconocimiento llega en un momento en el que la bodega viene apareciendo en distintos medios argentinos por su actividad comercial y por su estrategia de negocio. En las últimas semanas, varios artículos han recogido declaraciones de su consejero delegado, Marcos Jofré, sobre la situación de la vitivinicultura argentina y sobre las demandas de los consumidores internacionales. También se ha informado de que Trivento está consolidando el enoturismo como una unidad estratégica de negocio, en paralelo a su actividad principal en torno al vino. Esa línea de trabajo forma parte de la diversificación que la empresa viene mostrando en sus comunicaciones recientes. Además, la bodega ha presentado novedades de producto en distintos mercados. Entre ellas figura el lanzamiento de tres nuevos vinos tintos en Brasil, así como la presentación de The Wine Gin Del Gran Jardín, una propuesta en la que el Malbec adopta una formulación distinta a la habitual. En otra de las piezas difundidas por la compañía, la periodista Virginie Boone ofreció su visión sobre el portfolio de Trivento. La bodega también ha dedicado contenidos a Malbec, un varietal que sigue ocupando un lugar central en su catálogo y en su discurso de marca. La presencia de Trivento en el programa MEdA añade un nuevo reconocimiento a una empresa que ha reforzado su visibilidad dentro y fuera de Argentina. La selección de las 23 compañías con mejor desempeño sostenido coloca a la bodega mendocina en un grupo reducido de firmas que han sido valoradas por su trayectoria reciente y por la continuidad de su gestión. Fundada en 2007, Vinetur® es una marca registrada de VGSC S.L. Vinetur emplea Inteligencia Artificial en todos sus procesos Sede y oficinas en Vilagarcía de Arousa

Michelob Ultra presentó este 12 de mayo el comercial “The Superior Match”, una pieza de casi 180 segundos donde Lionel Messi, Ronaldo Nazário y Guillermo “Paco Memo” Ochoa entre otros aparecen

Brown-Forman has rejected a $15 billion takeover offer from Kentucky rival Sazerac.