Bar Business September 2022

bar business

SEPTEMBER 2022 VOL. 15 NO. 3

Bar Business Magazine (ISSN 1944-7531) is published by Simmons-Boardman Publishing Corporation 1809 Capitol Avenue, Omaha, NE 68102

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Bar Business Magazine (Digital ISSN 2161-5071) is published four times a year. March, June, September, and November are only offered in a digital format at no charge by Simmons-Boardman Publ. Corp, 1809 Capitol Avenue, Omaha, NE 68102. COPYRIGHT © Simmons-Boardman Corporation 2022. All rights reserved. Contents may not be reproduced without permission. For reprint information contact: Gary Lynch, Phone (212) 620-7247, Please call (US Only) 1-800-553-8878 (CANADA/INTL) 1-319-364-6167, Fax 1-319-364-4278, Publ. Corp, PO Box 1407, Cedar Rapids, IA. 52406-1407. information in this should only be

– Benjamin Franklin

FROM THE EDITOR

Welcome to the September issue of Bar Business.

If back to school is on your mind, we’ve got plenty of resources within our pages to keep your staff knowledgeable, your cocktail menus on trend, and your business successful.

In our Owning Up column on page 8, Doug Radkey returns for his series on business plans with an article about just what a feasibility study is and why a new bar business needs one.

If you’re looking for advice for your existing bar business, check out our feature on technology on page 16. On the fence about implementing a new POS system, software, or other technical solution? This article will show you why tech is the future of the bar industry, and why it may be easier to implement than you think.

We’re also covering staff training this month and why it’s so important for employee retention—a key factor in the labor-strapped hospitality market. Turn to page 20 to learn how to create and implement a training program for your staff members that will set them up for long-term success.

Mental health awareness is another big part of retaining employees, especially as the stresses in our industry continue to rise. Check out our wellness column on page 6 for a look at what one member of the hospitality industry is doing to support the mental wellbeing of industry workers.

In Behind the Bar on page 27, we tackle mixers and make a case for why

you should put down the soda gun and pick up premium options. This column also features some great fall-themed cocktail recipes to jumpstart your seasonal bar menus.

Rounding out the issue, we take a trip to the rooftop at Mezzanine in Door County, Wisconsin on page 24 to see how local flavor is affecting the menu

Thenthere.we

skip over to Africa (no flight or passport required) and chat with Spearhead on page 32 about how their company is hoping to make a name for African spirits in the bar

Speakingindustry.

of travels, this will be my last issue with Bar Business. It has been an honor to serve at the helm of this brand for the last five years. I hope I have provided your bar businesses with valuable information and inspiration over these last few years.

I won’t be going far, however. My next opportunity will keep me in the bar industry, where I will to continue to share the stories that make this industry so innovative and vibrant.

I look forward to sharing a cocktail with you all again soon.

ASHLEY BRAY, Editor

An investment in knowledge pays the best interest.

HEALTH & Hospitality

the physical side effects from all the drugs?

After 13 years, I started noticing a lot of past trauma come back in ways I didn’t know how to handle—much less want to deal with. Then add in booze and drugs throughout the years, and simply put, I needed to change. I needed to figure some shit out on my own, but I had no idea where/how to start.

Anxiety, depression, and PTSD are real problems that real people deal with, but it’s common in our culture to laugh it off and downplay it. With limited resources regarding mental health issues, how to properly manage the life we live, and how to navigate your way through it all, I felt it was time for us to make space for all of it.

We spend so much time making sure customers are taken care of, but what about us personally? What resources do we currently have to make sure we don’t lose another family member to some type of addiction/mental health stigma?

Ultimately, customer service is the reason why we do what we do; however, with that comes extreme emotions and everything else in between. We sign leases and make financial obligations based on (a primarily) tipped income and with that comes more stress. Being able to “fake it til you make it” is only sustainable for so long. So why not actually be knowledgeable with tools that can help you rather than constantly running on E with no money in savings for the off-season? This industry, as a whole, deserves to feel like we have a place in this crazy world. Which is exactly why What About Us was created.

Our Instagram has tips and tricks on how to manage anxiety at the workplace, how to help yourself and others, and how to create a safe space to discuss/vent/reach out for help. The website goes into a little more depth about each mental health diagnosis with resources available (locally). It also highlights those that are focused on shifting our culture and the services they provide.

BY LIZ CARINI

What About Us was created out of an extremely emotional time in my life—to say the least. It was February 2020 that my family lost a close friend in both our personal and professional lives; and although it wasn’t the first friend I had lost, everything in me had

to make sure it was the last, without having some type of resource/help available.

The bar and restaurant industry is often founded on partying, which can include drugs, binge drinking, and extremely bad decision-making in some cases. But what happens when all that partying catches up, and you don’t know how to handle it?

What happens when you start feeling

Stay knowledgeable. Stay hydrated. Stay wild.

Liz Carini is the owner of What About Us (https:// mentalhealthforus.us; @whataboutus.sd). After high school, Carini got into the restaurant in dustry and made her way up the chain. After graduating college in Hospitality Management and Event Coordinating, she moved to San Di ego. For the past six years, Carini has bartend ed, served, and gained as much knowledge as possible to better help our community.

A member of the bar industry creates mental health resources for the community.

BY DOUG RADKEY Owning

In my last column, I mentioned the phrase “strategic clarity” more than a few times; the understanding of who we are, where are we going, how we are going to get there, and why we are doing this.

Having true clarity makes for easier, quicker, and better business decisions. Who wouldn’t want that?

To get to that point as a bar or restaurant operator—to have strategic clarity and to make game-changing business decisions based on clear objectives, whether you’re a seasoned operator or looking to open your very first location—is to complete a series of nonnegotiable strategy plans.

The plans will drive the fundamental characteristics of a winning hospitality brand, which is being scalable, sustainable, profitable, memorable, and consistent.

If you’re thinking you just need to have a set of financials approved by an accountant or a basic fill-in-the-blank business plan template you found online to start or grow your business, you’re setting yourself up for early challenges, the likelihood of failure, and worst of all, wasted investments.

The first plan of 10 (yes, 10!) that you need to complete to set the foundations for strategic clarity is a feasibility study.

Why not just include the information from within the feasibility study into the business plan? The simplified answer is because we want to know the validity of the idea before we even invest time and energy into the concept and into the action plans.

What’s a Feasibility Study?

A feasibility study can be defined as a controlled process for comparing markets and neighborhoods for a new location, identifying potential problems and opportunities, determining day-to-day objectives, cross-analyzing a variety of situations, defining financial outcomes, and assessing the range of costs and benefits associated with your bar.

That all sounds important to have in place, if you ask me.

A winning feasibility study that will set the foundations for strategic clarity is to be used to determine the viability of these areas.

Market Research

You need to truly understand your hyperlocal market and both its demographics

and socio-demographics. You need to know and understand your audience, their behaviors, their spending habits, their travel habits, their eating and drinking habits, and their day-parts. You also need to cross-analyze different neighborhoods to locate the area that will be best suited for you to create a true destination based on the available market data. Just because you’ve possibly lived there for years and you think you know the neighbourhood, that is simply not good enough to start a successful business.

Location Assessment

Once you know the correct area, you need to analyze the commercial real estate and competitive landscape in that area.

Develop your wish list in a property. Is it going to be a first-generation (new-build) or second-generation (renovation) project?

Analyze the square footage you need and the cost per square foot available in the

COMPLETING A FEASIBILITY STUDY.

understand what is happening. Where is the industry going? Where does your concept fit in with the trends? What food, beverage, and entertainment is your target market truly seeking? What challenges (or opportunities) will your business face in terms of labor, inflation, operations, and supply chain management?

Financial Viability

What does the economic outlook look like in your country, state/province, and city? Is it improving or on a decline? Next, you want to take the time to outline a detailed, realistic start-up budget and begin to map out an ideal operational year in terms of cash flow and profit & loss.

You will then want to take those early projections and create a contingency plan. How will your business operate IF there is 10-25-50% less traffic than you anticipate? What IF your start-up budget ends up 10-25% higher than you anticipated? How long will it take for you to see a return on your investment? Can you still make debt payments? How much money do you need to live the lifestyle you want?

There are a variety of questions that need to be answered long before you even think of creating a concept and business plan or signing a lease.

market. What is the ideal and maximum scenario? You also need to complete a profile and SWOT (strengths, weaknesses, opportunities, and threats) analysis of the local competition. How will you successfully fill a gap in the market and create a connection with your community?

Technical Viability

Within this chapter, you want to outline the land, zoning, parking, engineering, and design features you will need to get permits for along with the variety of business, beer, liquor, wine, and healthrelated licenses you will need to operate. What are the costs, timelines, renewal periods, and restrictions that you may cross? What else do you require in terms of insurance, legal fees, and trademarking? It’s crucial to outline these details and eliminate surprises.

Business Viability

You may be experienced in the industry, but it is still recommended to outline and

How can you understand your market and prepare for all of this? How can you determine market and financial objectives? How can you solve problems and gaps in the market? How can you stay ahead of the trends? What technology will you need to remain competitive in the years to come?

The answer to all of these questions can be found through the preparation and development of a detailed feasibility study—the document that will position you to make game-changing decisions.

How we now plan new bars, restaurants, and hospitality-related concepts needs to be improved. We can no longer go into business without the proper planning.

Early-stage strategic planning holds the key to long-term success, and it sets the foundations for the next nine plans that we will highlight in this column.

Doug Radkey is president of KRG Hospitality Inc., the bar and restaurant start-up experts. He is also the author of Bar Hacks and Hacking the New Normal. Visit krghospitality.com

HAPPENINGS Fall 2022

1OCTOBER 1

NATIONAL PIZZA MONTH

Add a pizza special to your menu this month. Don’t make pizza? Team up with a local pizzeria for cross-promotion.

OCTOBER 14

DESSERTNATIONALDAY

Offer a dessert special or whip up an indulgent selection of dessert cocktails.

NOVEMBER 5 BOOK LOVER’S DAY

Looking for some inspiration? Check out the Bar Books channel on our site for the latest cocktail book releases.

NOVEMBER 6 DAYLIGHT

SAVING TIME

Daylight saving time ends and the days get shorter. Consider switching your menu over to dark spirits and warming cocktails.

OCTOBER 21

NATIONAL MEZCAL DAY

Introduce your guests to tequila’s smokier cousin by working this spirit into your bar program.

Upcoming EVENTSHAPPENINGS lagers—any do as as the to learn more a perfect

Choosing Music for Your Bar

Enjoying a drink at a bar should be an experience for the senses—taste, smell, sight, touch, but also sound. And when it comes to auditory considerations, the music you play in your establishment can be crucial.

“Music is an important key component of any bar or restaurant’s identity,” says Wyatt Magnum, president & CEO of Magnum Music Group. It helps set the mood, affects customers’ emotions, and can increase revenue. For example, playing slower tempo music (beats-per-minute) will encourage guests to linger, order more, and spend more per person. Conversely, playing faster or higher beats-per-minute can increase table turnover, thus increasing the number of guests served per hour.”

For over 30 years, Magnum has provided extremely customized music programming services to finer bars, restaurants, hotels, and other hospitality venues. Magnum is a charter member of Who’s Who in Entertainment and is considered to be

one of the world’s leading experts in recorded music programming to the hospitality industry.

He finds that most operators today want a variety of sounds playing in their venues. “They like familiarity but also songs that may not be necessarily recognizable but have a groove that fits their bar or restaurant. That’s where my expertise comes into play—incorporating the right new songs that fit or ‘mix’ well with their existing music library,” he says. “I often say my job is similar to a mixologist or sommelier—pairing sounds with concepts.

“It’s important to get the taste, feel, and vibe of the concept and their customers first before I begin to think about what songs or styles of music I wouldBeyondrecommend.”choosingthe right songs or styles of music, there are a few things bar owners should consider—like paying for music licenses. “If your music is being performed, played, or streamed, the songwriter needs to be compensated for your use of their

work in your venue,” explains Magnum. “These music licensing bodies use a specific formula to collect these fees for their artists. As with taxes and other overhead expenses, it’s a necessary part of doing business in the hospitality industry.”

Bars also need to ensure they have the proper sound equipment. “I highly recommend installing a bass cabinet in the bar or dining room,” says Magnum. “It makes a big difference.”

Speakers are also important. “Most bars and dining rooms simply do not have the correct number of speakers for their venue,” says Magnum. “It’s more desirable to have an effective number of smaller speakers strategically placed throughout the room than to have just a few large speakers in each corner.”

If you’re looking to overhaul your sound equipment or you’re just getting started with audio, Magnum recommends hiring a professional audio/video company with experience in hospitality sound application to evaluate your specific needs.

As many bar owners know, selling a business is no easy task. Many timeconsuming steps go into selling a bar. The sale of every business is unique, but the fundamentals are similar. Bar owners can take many steps to find the right deal. The more prepared the business owner, the more likely they are to maximize profits.

It is ideal to begin thinking about selling a business two years in advance. This allows the business owner to prepare the sale and command the best price possible. Selling a business for maximum profits depends on several factors including the time of the sale. Given the pandemic’s impact, more owners will likely be selling their businesses in 2022 due to the uncertainty of the economy and tax increases. This year is a great time to sell a bar due to

high market demand and consumer spending. Through my work at Strategic Business Brokers, we have facilitated the sale of many bars and restaurants over the past decade. Here are a few of the key areas I have found you need to focus on when deciding to sell your bar.

Consider Supply and Demand

Over the past year, the strength of small businesses was tested, and business values have increased steadily due to increased demand. Since there is more demand for business, owners looking to sell can potentially sell for more in 2022. The timing of the sale is important in achieving the best outcome. The landscape in 2022 caused by the pandemic and the recovering economy is setting up 2022 to be a great year for sellers.

Consider Labor Shortages

Labor shortages have hit multiple industries, especially the service industry, hard over the past year. Bar owners can make plans to fill these shortages, but labor may be a key reason to consider selling a business in 2022. Some bar owners will choose to wait out the current situation, while others will decide it is time to sell the business.

Labor shortages take a major toll on service industry businesses as many will close their doors until they can hire staff to fill empty positions. As a result, businesses lose income and can damage the overall profitability of the business when put on the market. Considering the overall loss in comparison to profit gained by a sale will help a bar owner determine if now is the right time to sell.

Selling Your Bar in 2022

Consider Tax Consequences

Under the Biden administration there is a possibility capital gains taxes will rise over the next couple of years. Reports show that a 39.6% capital gain bracket will apply to taxpayers earning more than one-million dollars. The indexing of this will allow for inflation in the future, which we are currently experiencing. Most bar owners will not feel this effect, but for those earning over one-million dollars, it may affect them. Even though Congress has not voted on any tax increases, it is a smart idea to consider future tax increases when selling a business.

Market Advantage for Sellers

With much pandemic uncertainty over the past couple of years, many bar owners have chosen to wait when deciding to sell their business. This has caused an imbalance in the market. Buyer demand now exceeds the supply of available businesses. Expect sale prices to continue increasing as buyers continue paying top-dollar for these businesses. Currently, it is a seller’s market. This will slowly begin fading as the pandemic passes and more people are expecting to retire and sell their businesses. As this takes place, the market will begin balancing out to pre-pandemic conditions. So, if selling a business is on the table, 2022 is the perfect time to considerBusinessesit.

are selling at record prices, and buyer demand continues to rise putting sellers in a position to negotiate with the many buyers looking to purchase a business. As the economy continues to recover, buyers will broaden their interests into different industries in re-opened sectors. Bar owners considering selling need to contact a broker and see what their business is worth and begin the process of selling as soon as possible.

By Brian Bond, the principal of Strategic Business Brokers Group (www.businessbro kerphoenixaz.com), in a liation with Ameri can Realty Brokers who has helped dozens of owners sell their businesses across Arizona. Bond has been named “Broker of the Year” by the Arizona Business Broker Association.

TechTURNING TO

HOW TECHNOLOGY IS HELPING TO IMPROVE BARS.

BY ASHLEY BRAY

When COVID arrived on the scene, it brought with it a number of changes to the bar/ restaurant industry. Some of those changes have faded away (goodbye, Plexiglas) while others, like technology upgrades, have remained.

PAIN POINTS

An increasing number of bars/ restaurants are turning to the solutions technology offers to their various pain points. Take the dual shortages in labor and the supply chain. “Some of the things our bar owners are facing to get around all these challenges are starting with the customer data, starting with the customer journey, and then working backwards into alleviating some staffing shortages,” says Angela DeFranco, head of product for SevenRooms, a guest experience and retention platform. “Or

if they see that there is particular demand week over week through reporting and analytics, they can start to tell what their high points and low points are and customize the inventory.” Sometimes just finding a staff member who can handle a certain task is hard enough. Take marketing, for example. Most independent bars don’t have a dedicated marketing person, and finding a technology solution that makes those tasks easier can be a boon for the Derekbusiness.Wilson, chief technology officer at SAVI, designer and manufacturer of a simple AV control system for digital signage, says that a tool like SAVI Canvas, which automates and simplifies the uploading of marketing content to platforms like TVs, is one way to reduce the marketing strain on existing staff members. “Bar owners and employees need a way to easily control and deploy content without a dedicated IT person,

marketing person, or needing to call their AV integrator,” he says. “Tools like SAVI 3, and specifically SAVI Canvas, give bars an opportunity to monetize their AV without making a bigger investment in the process.”

One of the bigger technology investments bars do make is in their point-of-sale (POS) system. Derek Henmi, president and co-founder of Vivid, a software and integrated payments leader for the restaurant industry, says bar owners are now looking for ways to get customer orders in and out faster, more accurately, and with more control over payments, “We’re seeing a trend in requests for more effective tab management and mobile or contactless ‘order & pay’ solutions.”

With all these challenges in mind, we’ve highlighted ways technology can positively impact and improve processes in your bar.

LABOR, INFLATION, AND THE SUPPLY C HAIN

“Our platform was built to address the current issues that bars face in today’s world,” says Henmi of Vivid, which offers a POS with features like pre-authorized bar tabs, inventory management, and key data analytics that streamline operations. “Labor shortages are a huge hurdle right now, and we’ve taken several steps to help overcome this.”

Those steps include operational efficiencies that allow you to run your bar with less personnel as well as an integration that allows bars to easily post jobs and hire qualified candidates.

Vivid’s data tracking also enables bars to plan their staffing accordingly. “Having too many or not enough staff at the wrong time can negatively impact your bottom line,” says Henmi. “Using Vivid’s analytics, which can show peak sales periods, owners and managers will have more information with which to make smart staffing decisions.”

When it comes to inflation and supply chain shortages, Vivid enables bars to better track cost of goods (COGS) and make pricing adjustments as necessary. “Vivid’s inventory and vendor management tools also help establishments weather supply chain

shortages—by utilizing data to identify peak days as well as popular items—such that management can make projections and plan ahead,” says Henmi, who says measuring COGS also helps with rising prices. “Understanding the COGS across your menu will help you optimize your margins to ensure every item is maximizing profitability.”

GUEST EXPERIENCE

A side from combating problems, technology can also be used to create a

unique customer experience. With younger generations increasingly seeking out experiences over products, it’s important for your bar to align with their“Weexpectations.canhelpbars create a unique and welcoming atmosphere backed by technology that scales as personalized experience. That makes it easier to retain loyal guests through tools that extend well beyond things like a traditional reservation system or event management system to things like segmentation,

SAVI offers tools for your screens.

Sevenrooms offers reservation management and more.

tagging, and email marketing automation, all based right within the platform,” says DeFranco of Sevenrooms’ platform. “These tools, in practice, help staff recall personal details of return guests—favorite cocktail, dietary restrictions, birthdays— and help recommend things to the operators in service.”

With the labor shortage in mind, a system that keeps track of all guest details—versus relying on employees to remember—is key at a time when turnover is high. “This is not the time or place to be hiring a bunch of people to keep all that data front of mind,” says DeFranco. “Especially with the rate of turnover, it’s really, really important to let software do the hard work.”

Marketing automation can even use those segmented details to create email campaigns that extend the experience beyond the in-person to pre-arrival and post-service. For example, if a guest comes in and always orders beer, you could send them a coupon for a free beer, with the intention of bringing them back in.

MARKETING MOJO

In-house marketing can also be bolstered by technology, and SAVI Canvas—a network-based content customization, distribution, and management system

built into AV control solution SAVI 3— reduces the expense and complexity of digital signage for bars and restaurants. “Bars and restaurants looking to differentiate themselves from the competition can offer unique, personalized, and most importantly, profitable experiences to their guests by leveraging what they already have—their displays,” says Wilson.

SAVI Canvas includes the ability to divide your display into multiple layouts; to create and upload content from your phone, tablet, or computer; and more.

“The most popular Canvas layout for bars with sports-heavy programming is the 2x2 where you can cater to more sports fans at once, showing four games on a single display without having to invest in additional displays,” says Wilson. “Bars are also taking more advantage of their peripheral TVs (the L-banner on landscape displays and the tri-pane on portrait displays) for branding and messaging—they’re now able to show live programming along with happy hour specials, new menu items, event promotions, and even sold ad space.”

When it comes to displaying ads, Wilson recommends starting with in-house promotions to bolster food and beverage sales. “Think more than just

happy hour—we’ve found that simply displaying a menu item the bar wants to promote, like a burger, will result in more burger sales. Inform more customers about your events like trivia or theme nights. Free platforms like Canva make it even easier for businesses to create custom branding opportunities, even when they don’t have a dedicated marketing or graphic design employee,” says Wilson. “After seeing how easy it is to leverage their AV system to drive sales, many bars and restaurants are beginning to use their displays for more profit opportunities by selling ad space.

OVERCOMING HESITATIONS

All of this is beneficial, but as a bar owner, you may still be hesitant. After all, if the tried-and-true ways are working, why change?

“Our goal is not to change the way owners like to operate their business but to offer technology that helps them supercharge the way they run things,” explainsDeFrancoHenmi.agrees and says that software isn’t trying to replace the human element but instead aims to enhance it.

“As a bar owner/manager, you’ve been in this position for so long and know your guests like the back of your hand, there is no possible way that software can replace that,” says DeFranco. “Operators are not necessarily in a position right now to totally hand over everything to technology, but they should absolutely embrace the technological tools and advancements that make it easier to create those experiences and automate them at scale.”

As an owner, you may also have a fear of the learning curve new tech would involve. Fortunately, many companies have taken on the onus of that education and work with clients to train them. “Adopting new technology is often scary,” says Henmi. “At Vivid, we approach each customer onboarding with a specific, tailored experience where our team works directly with the bar owner/manager every step of the way.”

Sometimes, the perceived learning curve doesn’t even exist. “We like to ask people—when they purchased their iPhone or Android, did they read the user manual? The answer is always no,” says Wilson. “We designed the SAVI UI in the same vein.”

Vivid offers a robust POS system.

As a veteran owner, operator, and consultant in the bar business, and having opened or turned around innumerable enterprises, I can guarantee that one key to long-term success is progressive training. By giving your new employees smaller modules of training to digest and increasing their knowledge base daily until they are self-sufficient, you can guarantee increased sales along with long-term employee retention. Knowledgeable employees exude a more positive personality, sell more product, create new “regulars,” and enhance the overall hospitality of your establishment.

Make no mistake, the training process begins on the very day you first interview the prospective employee. Ensure that you are communicating the 5C’s: Credibility, Candor, Clarity, Commitment, and Core Values on day 1, then practice what you preach during progressive training.

Many businesses hire someone who “looks the part” then places them with “our best guy or gal” and expects that person to train the employee in “how we do things here.” That approach leaves too much to chance and far too much money on the table. Training in a progressive format allows you to determine if this person is truly the right fit for your establishment, and if so, ensures they gain the training necessary to excel at their job.

I chart out the training process for a new employee on the first day of training (see attached sample chart on p 22). In this way, the new trainee and their trainers have a road map for what must be taught and learned on each day. At the end of the training shift, it is imperative for a manager to speak with both the trainee and trainer to assess how the shift went; then modify the next training

session accordingly. At all times, the 5C’s should be included in these conversations, thereby honing an overt message of your expectations to the new employee.

How do you break up training into digestible buckets? Let’s use a new bartender starting in a full-service bar/ restaurant as an example. Start by giving the new employee a very clear

orientation. This should include expectations of conduct, core values, business philosophy, uniform requirements, required paperwork, and anything else relevant to your specific business. Provide them with an employee manual/handbook and a clear expectation that it is read, in its entirety, before being placed on

THE KEY TO INCREASED REVENUE, GREAT HOSPITALITY, AND EMPLOYEE RE TENTION.

PROGRESSIVE

BY NICK MAUTONE training

theFromschedule.there, progress to training module Day 1. I assume that a new employee knows nothing and should simply observe in several areas of the restaurant before getting behind the bar.

The trainer should give them an overall tour of the facility outlining storage, emergency exits and procedures, etc.

They should observe in the kitchen to watch the chefs produce and plate food so they gain an understanding of how the kitchen works, the timing of dishes, and to connect with employees of anotherObservingdepartment.atthehost stand forces the new employee to view the bar from another perspective and gain empathy

and understanding for other roles in theAtbusiness.theendof the shift, a manager needs to check in and discuss day one with the employee, find out what they learned and what might have been missed, and continue to adjust training daily.

One of the biggest sticking points for many employees is working on the point-

STAFF

of-sale (POS) system ringing up checks and handling payments. Therefore, I like Day 2 to be a POS day. Station the employee in a busy section and have them just ring up orders, handle payments, split checks, move checks, and any other tasks required on the POS. In this way, they gain proficiency before being placed on a shift on their own. It also provides them an opportunity to meet employees of other departments and acquire a unique perspective into areas of the business besides the bar.

On Day 3, I place the new bartender with the barbacks and busser staff. By having a bartender work with these multipurpose employees clearing and resetting tables, bringing ice, stocking the bar, running food from the kitchen, etc., they gain understanding of how hard their coworkers work and further learn how to be a team player in the process. It is also a value to have the new bartender observe the service bar, watch how cocktails are made, how wine is poured, and how beer is tapped. You can discuss with them proper measurements, balance, and profiles in all beverage categories.

Since we interviewed this person, believe they have the chops to be a bartender in our establishment, and have had them observe and work in other areas, Day 4 becomes the first “put it all together” trial. I stage the new bartender solely at the service station, making drinks, pouring wine and beer, restocking as needed, handling all checks and payments, and servicing the waitstaff. By doing so, the employee gets comfortable behind the bar and now has a base of knowledge to draw on should a guest ask them a question or they get pulled out of the service area. This is also a good time for the manager and trainer to truly assess this person’s skills. Are they as good as they said in the interview? Or do you need to further train them in your way of service?

Day 5 is the final “put it all together” trial. In this final stage, my expectations are that this new bartender should collate all the information they have been given up to this point and handle a full station under observation without difficulty. Instead of throwing them to the wolves on day one, you have provided your new employee with a

broad and deep knowledge base to work from. Now it is up to the employee to show you what they have learned. This is also your final moment before putting this employee on a permanent schedule to ensure they have bought into your core values and business philosophy.

Once the employee is on the schedule, please understand that follow-up training is a must. No one knows everything on their first scheduled shift. Therefore, it is imperative to keep checking in with your new star to assure them you are on their side and willing to coach and counsel as needed. By doing so, the employee knows you care and are also watching out for theirProgressivedevelopment.training takes effort and energy to get in place. Once it becomes a continual, intrinsic process for your business, it is an effort that will be rewarded over time. I have set up businesses with intensive and elaborate training programs and others with much briefer and more concise procedures.

With a tight labor pool for the hospitality industry and the necessity of getting people trained and on the schedule quickly, you can easily adapt the program to a shorter format and layer in ongoing training once they are scheduled.

Don’t let a tight pool limit your training; you leave too much to chance and too much money on the table. Proper training will help retain great employees and keep turnover low. Can you afford not to?

Nick Mautone has 40 years of hospitality industry experience. Mautone believes in the power of mentorship, leadership, collaboration, and possibility. A highly regarded consultant, investor, and restaurateur, Mautone is the architect of an inventive process called “Hospitality Sabermetrics”—think Moneyball for Hospitality. He has a sixth sense when it comes to foreseeing trends, and he is known for nurturing sustained success, streamlining operations, and aligning core values in every sort of hospitality business.

Whether it’s seasonal specials, a signature holiday drink, or a selection of cocktails centered around a particular spirit, we have the perfect recipes to add to your bar’s menu.

Browse our recipes and elevate your cocktail menu.

BAR TOUR

Door County, Wisconsin is the embodimentultimate of “multigenerational travel”— decades before the term was even coined. Mid-20th century “supper clubs” remain popular, as do family-owned inns and diners. The influence of the original Scandinavian settlers is omnipresent, as is the legacy of the peninsula’s cherry growers whose heyday took place in the decade following World War II. One can also see how ’70s, ’80s, and ’90s food and lifestyle trends left their mark. The early 21st century “farm-to-fork” zeitgeist, begetting small growers and artisanal producers (including craft beer, spirits, and cheese), kept Door County’s restaurant and bar scene moving forward.

As a result, generations of city dwellers from Chicago, Milwaukee, Minneapolis, and Green Bay have been drawn to the peninsula’s nostalgic ambiance and down-to-earth way of life. The Masgay Group, a Wausau-based real estate and hospitality company (in the

BY ELYSE GLICKMAN

center of Wisconsin), kept a finger on the pulse of Door County’s ever-evolving base of visitors and full-time residents. As company founder Mike Masgay began his hospitality career as a dishwasher in Door County, the desire to set down new roots there made sense.

When the pandemic began winding down earlier this year, a restaurant space opened up in Egg Harbor, a beach town located midway up the west coast of the peninsula, and the Masgay Group made its move. “The fact that we already have a lot of Door County influence on our other menus made opening something in one of its busiest towns a no-brainer for us,” recalls Jesse Bartnik, the company’s director of Operations. “However, Mike insisted that if we were going to do it, we had to go all in.”

On a Tuesday evening at sundown just before the 2022 July 4th holiday, every single seat at the top of Mezzanine rooftop was filled. Smiling staffers brought out heaping trays of artistically arranged cheese and charcuterie platters, fried cheese curds, smoked

whitefish dip, whitefish cakes, whitefish chowder, and other whitefish main courses served with condiments crafted with locally-grown cherries, lavender, and mustard. Libations were just as homespun. When the servers were not weaving through waves of people (an impressive feat given how packed the place was), they relayed origin stories about the different menu items. The only time the action slowed was when the sun finally set.

“I love my staff, and they are a big part of everything that our growth is based on,” says Bartnik of the employees’ role in Mezzanine rooftop’s success out of the gate. “It’s about building a positive company culture where everyone internally can hold each other accountable while being excited to come to work every day.”

While restaurants and bars around the peninsula showcase regional ingredients, Bartnik stressed that management put a lot of thought into how Mezzanine could set itself apart to excite this year’s vacationers while cultivating a devoted following among

year-round Door County residents.

“Egg Harbor is at a crossroads where it’s continuing to grow, and while we never want to be in an area that’s too obscure, we also don’t want to be in an oversaturated area and continue to oversaturate it,” says Bartnik. “A lot of the time, restaurant groups may go into an area because it is booming. However, we would rather be on the cusp of that community’s growth and remain a part of it in the long run. As far as Egg Harbor goes, there are a lot of really great businesses and other restaurants, but nobody was really focusing on craft cocktails. From there, we realized we could sit in between the dive bar and fineBartnikdining.”describes the Mezzanine clientele as more driven by lifestyle rather than income, clarifying that this “lifestyle” involves the embrace of regional comfort food with simple but modern twists. In other words, if you’re someone who appreciates a good craft cocktail and interesting bites specific to the Door County region, you’re always welcome. Management, meanwhile, sets

out to ensure the staff is enjoying themselves and taking pride in what comes out of the kitchen.

“There are lot of things that we take into consideration whenever we’re building a cocktail or food menu, especially as we want to bring in local flavors and ingredients whenever possible,” says Bartnik. “But before any of that even starts, we’ve got to think about ensuring the workload is manageable for our staff, considering that we’re doing a high-volume business at Mezzanine, which is our smallest restaurant. This is a big reason why we go about our plans with intention.”

When developing Mezzanine’s cocktail menus, the first step is to make sure the recipes are fundamentally sound and easy to teach the bar staff. Every single cocktail also has to have a balance between sugar, acid, and liquor. When each recipe begins with that basic principle, it’s easier to balance consistency with creativity.

“Before flavors are even considered, we’re thinking about how quickly can these cocktails be made as it’s the

ingredients that will make the drink special,” says Bartnik. “When you’re talking about pulling [employees] from other locations or training a new bartender in the middle of the season, you need to be more efficient with fewer but intentionally chosen ingredients, such as cherries and other locally grown Relationship-buildingfruit.” with various local producers also helps ensure the final products will keep loyal customers coming back while generating word of mouth to bring new customers in. One of the first companies the Masgay Group reached out to was Lautenbach’s Orchard Country (a cherry growing institution since 1955 with its own winery and fruit orchards) in nearby Fish

AlliancesCreek. the company forged with Hatch Distilling, Door County Brewing, Island Orchard Cider, and 3 Sheeps Brewing (a craft beer producer out of Sheboygan, Wis., midway between Green Bay and Milwaukee) have helped Masgay management lay down a solid foundation for Mezzanine’s beverage program. Bartnik adds that Hatch was one of the first distilleries prominently featured on the Mezzanine menu, not only because of its quality spirits, but also because of the way the owners did business and kept their production

environmentally sustainable. Although Hatch Distilleries has its own cocktail bar, its owners, along with the aforementioned breweries and cider producers, have stopped in for a drink to show their continued support for the bar-restaurant.“Thelevelof support and camaraderie in Door County is special,” Bartnik affirms. “One thing to remember when

With the indoor and outdoor décor, Bartnik says the biggest challenge was finding a way to make Mezzanine a destination without overloading it visually and functionally as the focal points are meant to be the rooftop and its waterfront view. Additionally, while management wanted the “vibe to be fun and lively,” it also needed to be simple enough to establish Mezzanine’s sense of place in Door County. The “local flavor” running through the procurement of ingredients, the kitchen, and the bar had to resonate with customers.

you’re in an area like this is that everything you do needs to be authentic. Even though it’s a large tourist area, there are a ton of locals who will tell you exactly how they feel about anything at any given time, and they won’t hold back. In turn, you need authenticity in the product you’re selling and the service you’re providing.”

“As there is now an explosive growth of visitors to Door County, we’re all about trying to find balance between bringing in more customers—and boosting tax revenue, which helps everybody—and ensuring they get their money’s worth,” says Bartnik. “The last thing we want to see are people, especially the younger crowd, coming from Chicago, Minneapolis, and elsewhere and having a bad experience because there’s nowhere to park or there’s not enough

“We’restaff.here to make moments and make sure visitors are having the best vacation they can possibly have while reminding all customers that there’s a huge community of people who really care behind the scenes.”

I love my staff. They are a big part of everything.

Mezzanine’s rooftop and waterfront view are the focal points of the restaurant.

Island Orchard Cherry Sour Cocktail

BY ASHLEY BRAY

Let’s talk MIXERS

Premiumization is hitting mixers too.

Much has been made of mixers lately—and for good reason. As consumers opt for more premium spirits in both the on- and off-premise, they’re also paying attention to the cocktail ingredients further down the list as well. This means your soda gun won’t cut it anymore.

What a shame it would be to take a top-shelf pour and mix it with a bottom-shelf mixer.”

Melissa Nasits, innovation director at Monin Beverage, which offers gourmet syrups, sauces, drink mixes, purées, and more, agrees, “It’s important to note that you are only as good as your ingredients! Having pride in each step of the process is apparent when you place a delicious— and visually appealing—drink in front of your guest.”

And today’s saavy guests will notice any subpar ingredients. “A cocktail is the sum of its parts, and fresh ingredients are a must for juice-based the

“Quality is king,” says Eric “ET” Tecosky, founder of Dirty Sue, which offers premium olive juice, whiskey cherries, hand-stuffed olives and onions, and a new Bloody Mary mix.

“There are so many amazing spirits on the market today—more than ever.

Dirty Sue Martini

3 oz Gin

1/2 oz Dirty Sue

Garnish: olives

Rinse a chilled martini glass with dry vermouth. Shake over ice and strain into the rinsed martini glass. Garnish with two olives.

Recipe by Dirty Sue.

Pool Party

1 ½ oz Jack Daniel’s Tennessee Whiskey

2 dashes Jack Daniel’s Cocktail Bitters

¾ oz Fresh lemon juice

½ oz Simple syrup

2-3 Chunks of watermelon

3-4 Drops Angel Tears

To make the Angel Tears, in a fourounce dropper add ½ oz Dirty Sue Premium Olive Juice and 3 ½ oz spring water. Shake to combine. For the cocktail, muddle watermelon. Add the rest of the ingredients. Shake and fine strain. Garnish with watermelon slice.

Recipe by Dirty Sue.

PumpkinsSmashing

Paloma

1 ½ oz Reposado tequila

¾ oz Monin Spiced

Pumpkin Puree

1 oz Cranberry juice

½ oz Fresh lime juice

3 oz Grapefruit soda

Garnish: cranberries, orange peel, rosemary

Fill serving glass full of ice. Pour ingredients into mixing glass with 2/3 ice in order listed. Cap, shake, and strain into serving glass with ice. Add garnish.

Recipe by

BEHINDMonin.THE

recipes,” says H. Joseph Ehrmann, EVP National Account Sales and chief mixology officer for Fresh Victor, which offers nine varieties of fresh cocktail mixers. “Discerning customers will notice anything less.”

Of course, creating a completely fresh cocktail program with housemade mixers is a challenge— especially in today’s labor-strapped climate. Fortunately, quality bottled mixers are an easier way for bars to make the switch to using premium, fresh

“Mostmixers.operators that want fresh cocktails will attempt to make every ingredient themselves, risking inconsistency of drink execution, ingredient quality, and costs, and investing in constant training and systems controls,” says Ehrmann, who

notes a product like Fresh Victor provides a truly fresh mixer while eliminating labor for preparation, creation, clean up, and storage of an in-house made fresh mixer.

With little time for training and an influx of workers new to the industry, a product without a learning curve can be a boon for bars. “Bottled mixers can aid in taking the pressure off of new employees and any learning curve present,” says Nasits. “Ready-to-drink mixers soared in popularity during the pandemic, and bars can utilize many of these products to prepare batch drinks ahead of time, which cut down on rush times.”

Bottled mixers not only save on time and labor, but they also ensure consistency across cocktails. Anyone

Dirty Sue Martini

who’s juiced a lime, for example, knows the taste and the actual amount of juice can vary widely.

“[Bottled mixers] provide on-premise operators with previously unavailable consistency of flavor, quality, price, and execution to execute a vast myriad of cocktails, while saving on labor (prep and service), spoilage, and customer loss,” says KnowingEhrmann.theexact amount of a mixer you have on hand also helps in ordering and stocking, which can be a huge benefit when dealing with the current supply chain issues.

“Many bars and restaurants stick with weekly ordering, but it’s good practice to have at least a week’s worth of back up in case issues arise, especially with many supply chain shortages,” explains Nastis.

“Tailor your ordering style to the space available and the reliability of yourBottledsources.”mixers also last longer than juices made in-house. “The good news about products like this is that there is a pretty generous shelf life, which allows [bars] to keep stock and avoid the worry of running out,” says EhrmannTecosky.saysFresh Victor’s 85-day refrigerated shelf life and the ability to freeze makes it easy to keep enough on hand for a three- to

four-week supply with plenty of time to have overlap when reordering using a FIFO (first in, first out) inventory system.

For the fall season, Nastis says bars should be looking to order autumnal flavors, “Pumpkin spice is here to stay, but there are additional fall flavors coming into popularity including salted caramel, brown butter, apple, ginger, and cinnamon.”

Ehrmann says as fall cocktail menus tend to focus on barrel-aged spirits, he points customers toward Lemon Sour, Cactus Pear & Pomegranate, Three Citrus & Mint, and Pineapple & Ginger Root mixers, “Any of those plus an aged spirit brings the richness and spice expected, and they’ll all take a dash or two of aromatic bitters nicely to enhance the autumn spice profile.”

Beyond trending fall flavors, consumers are seeking more global ingredients. “People are expanding their palates to include more exotic tastes,” says Nastis. “Flavors like yuzu, cardamom, turmeric, and matcha are already popular, but recently more unusual ingredients like ube, sambal, and Buddha’s hand are hitting the scene.”

Tecosky is seeing a shift in taste from sweet to savory flavors. “When I first got in the business, it was all about sweet and also masking the spirits,” he says. “As we lean more into classics and also see an influx of high-quality spirits, I am seeing more of a focus on spirit-forward cocktails and more experimenting with savory flavors.”

Yuzu Spritz

1 oz Vodka

1 oz Monin® Yuzu Purée

¾ oz Fresh lemon juice

4 oz Champagne or sparkling wine

Garnish: key limes, lemon, mint

Combine ingredients in shaker in the order listed, except sparkling beverage. Cap and shake vigorously. Strain into chilled serving glass. Top with sparkling beverage. Garnish.

Recipe by Monin.

Pumpkinhead Sour

1.5 oz Fresh Victor Lemon Sour

1.5 oz Rye whiskey

.5 oz Jamaican rum (or any aged rum)

1 tablespoon pumpkin butter

2 dashes Dale DeGroff’s Pimento

Bitters or Angostura Bitters

Garnish: nutmeg, lemon twist

Add all ingredients to a mixing glass. Add ice to the brim. Shake vigorously for 10-15 seconds. Add ice in a rocks glass. Strain mixture over ice. Garnish with lemon twist and grated nutmeg.

Recipe by Fresh Victor Chief Mixology Officer H. Joseph Ehrmann

Hallowed Sangria

1.5 oz Fresh Victor Lemon Sour

1 oz Sauvignon blanc

.5 oz Amontillado sherry

1.5 oz

Garnish:Vodkasliced pears, sliced apples, pomegranate arils

In a 10-12 oz wine glass full of ice, add all ingredients, stir gently, garnish, and serve.

Recipe by Fresh Victor Chief Mixology Officer H. Joseph Ehrmann

Smashing Pumpkins Paloma

Yuzu Spritz

INVENTORY

LITTLE BOOK WHISKEY RELEASES THE NEXT CHAPTER

Little Book Chapter 6: “To The Finish”

Little Book Chapter 6: “To The Finish,” is the latest chapter in Eighth Generation Master Distiller Freddie Noe’s acclaimed Little Book Whiskey series. The name of this year’s chapter is inspired by Freddie’s passion for both whiskey-making and cooking, and more specifically his curiosity for how flavors come together. Freddie uses the traditional method of smoking hardwoods to create different aromas and flavors in food, and he’s applied that same method to the whiskey-making process, using unique wood staves and barrel techniques for Chapter 6. Little Book Chapter 6 “To The Finish” is composed of five liquid streams using different wood staves and barrel techniques that impart a unique profile due to the secondary aging. These liquid streams complement each other, resulting in an extremely approachable finished product, even for those who have yet to try a cask-strength whiskey. The whiskey imparts flavors of rich, toasted grains with hints of smoke.

littlebookwhiskey.com

MR BLACK COFFEE LIQUEUR COLLABORATES WITH ILEGAL MEZCAL

Mr Black Mezcal Cask Coffee Liqueur

Super-premium coffee liquor

Mr Black announces the launch of their Mezcal Cask Coffee Liqueur, a theOaxaca,importedAmericanmonthstheaward-winningworld’ssophisticatedMezcal.collaborationlimited-editionwithIlegalTobringthisblendofthebestcoffeeliquorandmezcaltolife,spiritwasrestedforthreeinIlegalMezcal’sOakbarrels,toAustraliafromMexico.Afteraging,MrBlackteamfortifiedthe

liquor with fresh joven mezcal to bring aromatic agave notes to the final blend. The blend boasts bold tasting notes of specialty coffee and rich, toasted notes of 100% espadín mezcal. The hints of smoke and nutmeg sing with Mr Black and the end result is an extraordinarily decadent blend of Arabica coffee and cooked agave, paying homage to Mexico’s ancestral spirit, while maintaining Mr Black’s characteristic balance and refinement.

mrblack.co

TEELING WHISKEY INTRODUCES NEW WONDERS OF WOOD SERIES

Teeling Wonders of Wood Single Pot Still Chinkapin Oak Whiskey

Teeling Whiskey announces the first release in the Wonders of Wood Series of Single Pot Still, limited edition bottlings in the U.S.: Teeling Wonders of Wood Single Pot Still Chinkapin Oak Whiskey. The Wonders of Wood Series is part of a mission to push the boundaries of flavor by utilizing unique styles of wood for the maturation of the Teeling Single Pot Still Whiskey. The first edition of the Wonders of Wood bottling consists of Single Pot Still crafted from a recipe of 50% malted barley and 50% unmalted barley, which has been triple distilled at the Teeling Whiskey Distillery in Dublin and then fully matured in virgin Chinkapin American White Oak barrels. When Chinkapin oak is used for the maturation of Irish whiskey, it produces a unique taste experience, layering a distinctive gingerbread spice and banana bread sweetness that is not traditionally found in Irish whiskey.

teelingwhiskey.com

POUR A COLD ONE ANYWHERE Perlick Mobile Tap

Perlick announces the launch of its Perlick Mobile Tap beverage dispensing solution on wheels. Designed with agility in mind, this portable beverage dispensing system can be easily transported between entertaining spaces and comes equipped with the elements needed to dispense your beverages from the unit itself. The Mobile Tap can go wherever you need it to go. This means bars/restaurants can dispense beer and wine on the patio for the cocktail hour rush, and then transition the unit indoors with ease for the dinner crowd. The Perlick Mobile Tap beverage dispensing units are available in four dispensing combinations. Choose from units that dispense beer and wine, nitro coffee and cold brew coffee or wine, or two varieties of either wine or beer. Perlick’s new turnkey beverage dispensing solution makes it easy for users to get up and running quickly, and the added durability in these new units make them ready to roll wherever you need them to go.

perlick.com

AGED GIN CELEBRATES

25-YEAR ANNIVERSARY

Citadelle Gin Juniper Décadence

NEW BOOK ON NEW ORLEANS DRINK CULTURE Cure: New Orleans Drinks and How to Mix ’Em

Neal Bodenheimer, owner of New Orleans bars and restaurants Cure, Cane & Table, VALS, and Peychaud’s, releases his first cocktail book this October, Cure: New Orleans Drinks and How to Mix ‘Em, with coauthor Emily Timberlake. The book showcases New Orleans’s cocktail scene through 100 drinks, each chosen to represent the city’s past, present, and future. The book features interviews with local legends plus insiders’ tips on how to survive your first Mardi Gras or find the best dive bars. Local chefs contribute recipes for snacks with local flavor.

https://amzn.to/3QQ7Me7

To mark the occasion of Citadelle Gin’s 25th anniversary, Master Blender Alexandre Gabriel and his team have built a new gin distillery in Cognac, which frees him to create even more avant-garde limited editions, such as the Citadelle Gin Juniper Décadence. Juniper Décadence pays tribute to its terroir and to the juniper tree so dear to the brand; a large portion of the juniper berries used in its composition were grown in Cognac, a short distance from the distillery. Juniper Décadence is aged in small juniper barrels. These special barrels have been toasted to accentuate the vegetal, minty, and slightly smoky aspect of juniper wood. Maturation in these barrels enhances Citadelle’s original recipe, with its progressive infusion of 19 botanicals, and heightens its notes of sweet orange peel, which meld wonderfully with juniper’s vegetal and smoky aroma.

QQA&A DAMOLA TIMEYIN

1 Tell us more about your goals for Spearhead and why you launched the company.

For us, launching an African Spirits portfolio was an opportunity to redress the balance in the spirits industry and bring authentic African craft, quality, and perspective to the industry. As children of the diaspora, we were well aware of the incredible ingredients, flavors, and cultures of the continent; our goal is to bottle that and share it with consumers around the world.

2 What do you hope to achieve now that Spearhead is launching in the U.S. market?

The U.S. is an incredible market; it’s diverse, complex, and full of incredible people throughout the supply chain.

We hope to build relationships that will allow our brands to thrive and connect with consumers who are looking for something genuinely different. We are just at the beginning of that journey.

juniper with the botanical, baobab fruit. Baobab is a superfood grown on the “tree of life” and has the highest antioxidant of any fruit in the world. Its quality and flavor contributes to the clean and refreshing profile of Bayab Gin.

5 How can bars introduce patrons to African spirits?

Africa’s story has yet to be told in the spirits category, and we are proud that our spirits provide an opportunity for owners, operators, and bartenders to tell that story.

For perhaps the first time, owners and operators can provide an authentic taste of A frica to their guests in a simple way—either through stories of provenance, new and interesting ingredients, or through A frican twists on classic serves.

6 What’s next for Spearhead?

CO-FOUNDER OF SPEARHEAD

Launched in March 2021 by Co-Founders Chris Frederick and D amola Timeyin in an effort to increase diversity in spirits and provide an A frican spirit option, Spearhead is a business with a growing portfolio of premium brands that include Bayab Gin and Vusa Vodka. Spearhead’s line of premium products have true A frican representingprovenance,thebest of the continent’s craft and produce that capture the vibrancy and creativity found in all corners of A frica. The spirits are distilled with bountiful local botanicals from across the continent, highlighting unique flavors of many of A frica’s different terrains and countries. Spearhead recently made its entry into the U.S. market thanks to $3 million in funding from Pendulum, a strategic investment and advisory platform for founders and leaders of color.

3 What is behind the increased interest in international spirits?

I think consumers have always been curious and many have always been adventurous with their taste, however, their curiosity hasn’t always been matched by brands in the market. I believe we are seeing the demand that curiosity creates, met with a supply of spirits from across the world that can quench the thirst of adventurous consumers.

4 How do your spirits Vusa Vodka and Bayab Gin showcase Africa and represent African spirits?

We have built a portfolio that is designed to showcase elements of Africa and African culture in a way that others haven’t before. With both expressions, we have put quality first and found African ingredients that deliver the quality that consumers demand and deserve.

With Vusa Vodka, we go against the grain by using sugarcane instead of grain to create our base spirit; this creates a cleaner and better tasting vodka.

With Bayab Gin, we balance the

We are focused on landing Vusa Vodka and Bayab Gin, however, we are constantly experimenting and innovating with new flavors that represent different parts of the continent, in our African Spirits lab.

Bayab Buck Bayab Gin Monin Mango Syrup Sūpāsawā

SHARING STORIES

FROM BEHIND THE BAR THAT Inf m,Educate AND Inspire THE BAR COMMUNITY

Bar Business Media is a digital platform dedicated to bringing stories from behind the bar to the forefront of the conversation through our newsletters, website, podcasts and virtual events.

From the smallest dive bar to the largest franchise, we highlight members of the community who are transforming the guest experience, advancing their company culture, inspiring others in their drive for success, and leading the industry into the future.