VOL 5 • ISSUE 3, 2021
The Voice of Craft Brands
Gamechangers
Photo by: Ben Moisen Photography
How Roosters Brewing Co. continues to set the trends others follow
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VOL. 5 : ISSUE 3, 2021
GAMECHANGERS
How Roosters Brewing Co. continues to set the trends others follow
IN EVERY ISSUE: 3 EDITOR’S NOTE What a wonderful day for a beer 4 INSIGHTS Industry News
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MORE THAN A BUZZWORD Why empathetic marketing is your key to success right now (and always)
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YOU CAN DO THIS! 3 priorities when starting your business
editor’s note
What a wonderful day for a beer
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Mask restrictions. Winding down. Your favorite beer drinking destination. Opening up. With summer nearly hitting its stride, there is a lot of livin to catch up on. So, what are you waiting for? Just recently, I met up with a few fully vaccinated friends and took in a night of craft, food and live music. If you have done the same, I don’t think I have to tell you how it feels. From coast to coast, and everywhere in between, we are trying to pick up where we left off. Is it easy? No. Are things different? Yes. But we are a resilient lot. And we can push ourselves forward doing the things we love, it just makes things easier. Craft enthusiasts understand this because it’s not just about the beer—it’s about the community, too. And nothing says community like your local craft brewery haunt. Where are people kicking it these days? The real estate discount company Clever recently ranked the 50 top beer destinations in the country—a list each of us can get behind. The group analyzed publicly available data to rank America’s most populous metropolitan areas from best to worst when it comes to beer. The criteria included: > The number of breweries within each metro area > The density of breweries per 100 square miles > The number of beers per brewery > The number of beer styles per brewery Here’s a look at the Top 10: 1. San Francisco — With 144 breweries, San Fran featuers an average of 19 beers per brewery and 11 different beer styles.
2. Indianapolis — With 102 breweries and an average of 39 beers per brewery, Indy featured 20 different beer styles. 3. Chicago — The Windy City offers 180 breweries in the greater Chicago area, plus an average of 32 beers per brewery and 15 different beer styles. 4. Philadelphia — Philly’s 139 breweries has an average of 26 beers per brewery, and 15 different beer styles. 5. Los Angeles — LA delivers 158 breweries, an average of 20 beers per brewery and 12 different beer styles. 6. Portland — Portland posts an impressive 183 breweries, plus an average of 19 beers per brewery and 11 different beer styles. 7. Denver — The Mile High City features 155 breweries, and an average of 24 beers per brewery, and 14 different beer styles. 8. Tampa — One of the Southern gateways offers 83 breweries, an average of 29 beers and 13 beer styles. 9. Cleveland — The home of rock ‘n roll boasts 49 breweries, 33 average beers and 17 beer styles on average. 10. San Diego — America’s finest city has 69 breweries, 36 average beers, and 14 beer styles. And if you’re looking for some cool facts, check out these: > Collectively, the 50 metro areas offered a total of 70,067 unique beers.
Michael J. Pallerino
> The average American brewery offers 19 different brews—but the metro areas in the Top 15 all offered more variety, with an average of 28 types of beer per brewery. > Among the 50 metro areas ranked, six are in California, which boast 423 breweries, or 13% of the total number of breweries on the list. > Portland, Oregon has the most breweries in a single city, with 183, or more than seven breweries per 100,000 residents. > Nine metro areas on the list have more than 100 breweries: Portland; Chicago; Los Angeles; Denver; San Francisco; Philadelphia; New York; Minneapolis-St. Paul, Minn.; and Indianapolis. Where is your favorite brewery on this list? We want to hear from you. Follow us on LinkedIn and send a photo of your favorite neighborhood crew. Until then, raise one up for us.
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insights
Going all in Are you preparing a branding campaign? We have your checklist here. Everyone needs a good, old-fashioned marketing campaign to drive people toward your craft brand. Well, why not set yourself up for success and keep that campaign on track. Here’s a handy checklist from MarketingProfs to help you out. Step 1: Identify your goal Decide what you want to accomplish. You cannot create steps if you don't know what you’re working toward. Step 2: Choose your objectives Narrow your goal into numerous, specific objectives. They should be specific, measurable, achievable, realistic and timely. Step 3: Set your budget Determine which objective will result in the best ROI, and lead with that. Above all, stick to your budget. Step 4: Define your audience Who are you targeting? Maximize your budget to reach those who will actually turn into customers. Step 5: Plan your tactics Your tactics should be based on the previous steps. They should take into account your goal, budget and audience. Step 6: Align your messaging and design Express your message clearly and concisely using design that is both pleasing and brand-appropriate.
They said it... “A strong brand is critical to building a valuable and defensible business. In today’s current environment, we are all looking for more meaningful messages and efforts from everyone and everything—brands, included.” — StokeSignals founder Mark Speece on the power of making connections in today’s ever changing business landscape
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“ Think about what’s important to you, your loved ones and your community. What do you hold dear and what do you see that’s worth preserving? Those things that you value, and that already exist, probably could use some attention and care.” — The Maintainers’ founders Andrew Russell and Lee Vinsel on why it is important to let go of innovation for the sake of innovation and embrace a maintenance mindset
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“ You need the thought process to set things up for success, and the execution portion to track, refine, and access the success.” — The Go! Agency CEO Christopher Tompkins on why you should stop thinking about your strategy and execute
Walk Riding this way the rails 5 leadership skills you need to succeed What a difference a year makes. The pandemic has taken its toll on each of us. To survive, the best brands were the ones that had the best leaders— ones willing to rise above the adversity and provide a guiding hand. Here are five leadership qualities the team at Adobe believe you must embrace. 1. Be empathic Check in with your employees. Your team should know they’re not alone in their difficulties. Show them you care about their health and happiness. 2. Be creative Creativity is more important than ever. Here are key areas to hone in on: culture, skills, technology, data and experience. 3. Be agile Constant change requires agile
leadership. Let go of perfection and focus on the big picture. 4. Be collaborative Navigating the uncertain landscape ahead will take multiple areas of expertise and teamwork. Nobody has all of the answers. 5. Be flexible Be aware of the differing needs of your employees. Don’t be afraid to adapt your leadership style or plans to the situation.
3 ways to keep your brand’s narrative on track The key to building an attractive narrative rests in your ability to create a captive audience. According to the Cool Audrey™ podcast by branding thought leader Cole Baker Bagwell, brands will be successful if they: 1. Mindfully align to the 3 W’s (Who do we serve? What do we do? Why does it matter?) 2. Consider the dynamics and challenges people are navigating. 3. Meet people where they are.
Book Rec
Raving Fans: A Revolutionary Approach To Customer Service By Ken Blanchard & Sheldon Bowles “Your customers are only satisfied because their expectations are so low and because no one else is doing better. Just having satisfied customers isn’t good enough anymore. If you really want a booming business, you have to create Raving Fans.” And so sets the premise of Raving Fans by business thought leaders and authors Ken Blanchard and Sheldon Bowles. Written in the parable style of The One Minute Manager, Raving Fans uses a brilliantly simple and charming story to teach you how to define your vision and learn what your customers really want. Along the way, you will see how to institute effective systems and make the premise of the Raving Fan Service a constant feature—not just another program of the month. In a time when providing service in crisis has left a wake of dis-shelved customers everywhere, Raving Fans provides tips and innovative techniques that can help you create a revolution in any workplace—and turn their customers into raving, spending fans.
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The Voice of Craft Brands
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Interview by Michael J. Pallerino
Gamechangers
How Roosters Brewing Co. continues to set the trends others follow Growing up in Ogden, Utah, Kym Buttschardt remembers driving through the historic downtown area that Al Capone once scouted for business opportunities. Known for its repudiated lawlessness, Ogden was racked with prostitution, liquor, gambling, and worse. As legend has it, during Prohibition, after Capone stepped off the train and walked the notorious 25th district (then nicknamed “Two-Bit Street”), he hopped the next train west, telling an associate: “This is too rough a town for me.” Well, times have changed in Ogden. One of the milestones in its renaissance can be traced back to 1995, when a slew of storefronts set out to redirect its history. Among the businesses opening up was Roosters Brewing Co., operated by the husband and wife team of Pete and Kym Buttschardt. At the time, Roosters was also one of seven breweries in the state, which is known for its strict liquor laws. Setting up shop in a three-story, 1890s building filled with a sorted, yet quirky history (a house of ill repute, a Chinese laundromat, antique shop and Salvation Army Hotel), the Buttschardts pushed ahead. More than 25 years later, Roosters Brewing Co. has become one of the bells of the craft brewing ball, sporting two locations, a 13,000 square foot production brewery and a third location on the way. Holding court with myriad beer styles like Helevation IPA and Niner Bock, and its signature Honey Wheat, Irreverent Pale Ale, O-Town Nut Brown and Junction City Chocolate Stout, Roosters continues to cut new paths. We sat down with Kym to get her thoughts on where the market is heading and how Roosters will continue to lead the charge for all things craft.
also made quick changes in our meal services, adding delivery options and family style meals. But in all honesty, it was the beer sales that carried us through this time. With that in mind, we added virtual tasting events and pairings with other local producers so we could still have those engagement opportunities, and sell beer for these events people could watch and sip from home.
We’re so grassroots here in our community that it feels like people are celebrating any win we have, as if it were their own and we love that so much.
What are some of the adjustments you made to your business model surrounding the recent state of events?
Like most restaurants and brew facilities in the US, we had mandated closures and updated health guidelines that forced us to change immediately. Luckily we were already well positioned for online food orders that we were able to expand during these changes and our facility was licensed for beer sales to go which was a huge help in keeping things going. We’re located in Utah, which is known for being a tough state for liquor laws, but the state enacted quick changes that allowed us to use our licensed package agency in the front of our brew facility to add other local breweries canned lines to our retail sales. We have always cared about supporting the community of craft brewing and being able to help other breweries with this option was a huge opportunity for us. We
What kind of conversations are you having with your customers today?
We’ve always been a third place for our community members, a place to meet for committee meetings or to grab a beer after a long bike ride with your friends. It’s what we’ve aimed to be in everything we do. So with the COVID changes, our customer conversations have really centered on how we still provide opportunities to engage and connect, while also being separated and now that things are opening back up we’re seeing how much all the little things really matter.
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Roosters Brewing Co.
For example, keeping our patio open year-round provided a place for people to gather when they didn’t quite feel comfortable dining in just yet. But we’re also seeing just how much those club runs followed by a beer so you can settle in and chat. These moments really matter. It’s those small moments that people have missed the most and are treasuring the return to right now.
What role should a brand play in being a leader in a distressed market?
We feel incredibly honored to have a place in so many of our community member’s hearts. We’re so grassroots here in our community that it feels like people are celebrating any win we have, as if it were their own and we love that so much. Without that pride and sense of self people find in our brand, we wouldn’t be where we are today.
So, with that in mind, we really believe we have a responsibility to invite in other local businesses and support them with that same mentality: We win when they win. We like to say it’s showing some Roosters love. Leading with love is how we roll, distressed markets or otherwise.
What’s the best piece of advice you can offer to other brands in how to deal with the unthinkable like this?
Being in business is unthinkable anyways. If you can remember to think of owning a business as a constant practice in problem-solving, it doesn’t really matter what the new unthinkable thing is; you’ve been practicing for problem-solving and this is just a new problem. It’s easy to get overwhelmed, but if you can look back and remember what you’ve been through from startup to whatever stage you are in, it’s a good reminder you’ve done hard things before and you can do hard things again.
Give us a snapshot of today’s craft spirits market.
Craft is all about experience and exploration right now. People want beers that are changing and something new to try, but they also want that sense of place when they visit your location. It needs to provide an experience that is truly your brand’s vibe, whatever that means for you.
What’s likely to happen next?
We’re seeing so much development in seltzers and beer additives. There are so many options hitting the market right now. It will be interesting to see where the consumer focuses and really chooses to invest beyond a single season or two.
What’s your story from a brand perspective?
We’re an independent craft brewery based in Ogden, Utah. We love our town and we love outdoor recreation. When we started our first brewpub, we knew we wanted a place where people could gather and a means to support our outdoor recreation. Growing the brand has allowed us to give back to all those great outdoor spaces that made us fall in love with our town to begin with.
Walk us through your branding strategy.
We’ve changed up our strategy as we’ve grown, moving from one brewpub to two, then adding a production facility and canning line—moving from a local brewer to one that is distributing in four states and growing. Through all those changes, we’ve just gone with our truth: We love people, we love our community. The best branding we’ve ever done is just in showing up with love and kindness. That might sound silly or cliché, but it’s absolutely the basis of everything that’s worked.
What’s the biggest issue today related to the marketing/sales side of the business?
For us, it feels like there’s a very blurred line from the consumer’s awareness of true craft beer so you have a lot of the big labels marketing in the same space as you,
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Roosters Brewing Co.
but with these massive budgets for everything. We do a lot of grassroots marketing, which is really invaluable to us as we continue to grow and expand. We just have to make sure we continue to educate consumers on being truly independent craft.
What’s the secret to creating a branding story that consumers can buy into?
Again, just being true to the things you care about. We are very outdoors oriented so that’s where we’ve aligned ourselves. We started sponsoring and supporting the things we already were involved in so it’s never felt forced or contrived. It’s not a story we had to figure out; it’s just who we are. The best thing for a consumer to buy into is the absolute truth.
What are some of your biggest opportunities moving ahead?
Gosh, this is a tough one. There are so many opportunities out there. The challenge is in focusing in and picking where you want to put the time. For now, that’s in developing some new featured beers/seltzers and expanding our can production.
What’s the biggest item on your to-do list?
We have a new location opening soon, so that’s a huge focus for us right now. But beyond that, we are working to bring back in-person tasting events and collaborate brew festivals in house.
What’s the one thing every craft beer brand should do in the way of marketing?
We’d like to see more collaboration brews make their way beyond the breweries and onto the shelves. It’s a huge opportunity for independents to support their peer group and influence the market toward true craft.
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Sitting down with... Kym Buttschardt, co-owner, Roosters Brewing Co.
What’s the most rewarding part of your job? Hands down, it’s our customers sharing in our growth. As I mentioned, we have a new location opening. We haven’t announced it or done any marketing, but people who have seen it are sending in their selfies with the “coming soon” sign. Again, people feel like any win for us is their win, too. They’ve been so much a part of helping us grow. All of that just feels so incredible and like we’re all on the same team.
What’s the best advice you ever received? It wasn’t through verbal communication. It was modeling the ethics of places we liked to work and incorporating that leadership style into our business. We treat others like we like to be treated. A simple golden rule that has served us well.
What’s the best thing a customer ever said to you? There is not one best thing that stands out, but rather the overall feeling that our customers feel part of our energy, our success and our growth.
What’s your favorite brand story?
2 Silos Brewing Co. Manassas, VA
METROCERAMICS.COM | 1.800.325.3945
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Our brand story continues to evolve. We are grateful to be recognized as an anchor business in the revitalization of our town and are still considered community trailblazers today. Simply put, “We show up.” The community appreciates that and many creative ideas, businesses and organizations have been launched by simply gathering at our places over the years to enjoy a beer.
marketing
By Mary Ann O’Brien
More than a buzzword Why empathetic marketing is your key to success right now (and always) You have heard the old adage about walking a mile in someone else’s shoes. To be successful, marketers do not have to walk in their customers’ shoes. They just have to put them on. Empathetic marketing may be a buzzword now, but it has always been the key to acquiring and retaining loyal, satisfied customers. It revolves entirely around the customer journey. Do you know what experience your customers have with your brand? The customer journey is every interaction a customer has with your brand from first blush to brand evangelist. It is the Instagram post they see that makes them want to click to learn more.
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It is the Facebook Live video they tune in to and find themselves hooked on. It is wandering into your storefront and getting happily lost in the experience of finding something unique that makes them or someone they care about feel special. It is every touchpoint you have with your customers from advertising to purchase consideration to fulfillment to billing and service after the sale. Empathetic marketing seeks to understand the customer journey and optimize it for the
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customer’s wants, needs, interests and motivations. Practicing empathy in marketing is also essential to forming an emotional connection with customers, which is critical to long term success.
Connecting with customers is harder today
Reeling from a global pandemic, competition is fierce in every sector, but especially in retail markets. Supply chain disruption, economic upheaval and a demand for safety
and health at every checkpoint along the buyer journey has made operating at a profit exceedingly difficult for most, if not all, retailers. As in-person avenues are whittled away, retailers are challenged to find new ways to form emotional connections with consumers. Although it may require innovation, consumers desire to establish relationships with brands, perhaps more, than before. As we reel from the effects of a world staggering beneath the strain of COVID-19, people crave a closeness many cannot enjoy today. Virtual connections are filling the void left by a lack of physical closeness. Brands capable of connecting in this new virtual medium are snagging what disposal income people have to spend. Forming emotional connections is not magic. It is science. Investing in good customer journey research that reveals what your customers actually experience with your brand provides the insight you need to put yourself in your customers’ shoes. Surveys of current customers, lookalike audiences, sales members and back office staff are all important as they will reveal what gaps exist between what you think your customers think of your brand and what they actually do.
Loyalty will be for sale
The past year has been a “make it or break it” time for many businesses. In 2021, that is all the more true. It will be critical to realize that people will still spend money, even if they have less of it, they will be hunting for the best ways to invest their discretionary income.
The key to empathetic marketing is to ask all of those questions about your customer and not yourself. Empathy can help you be the brand of choice for your customers. How do your customers want to shop for gifts this year? Where do they want to shop? How can they most effectively see, snag and savor your special wares? How do they want to pay, ship and receive the items you sell? When they have an issue, how do they want to be able to connect with your brand for understanding and resolution?
The key to empathetic marketing is to ask all of those questions about your customer and not yourself. Instead of asking how you want to market, sell, shop and ship, put your customers at the center of that equation. Then, organize your marketing and operations around them. When you begin to think and feel like your customers, you will find yourself attracting many more of them to your brand.
Your 7-step guide to emphatic marketing 1. Empathize with your customer’s experience by going into their world to understand 2. Think like your clients when they set out to solve a problem and discover each step they may take to solve it. 3. Look for ways you can help your customers make their lives better 4. Provide your customers with what they want by understanding what motivates them. 5. Help your clients identify and solve problems. 6. Give customers content and expertise that helps them get clarity 7. Empower employees who directly touch customers with the resources, training, and tools to help them. Source: markempa
A nationally-recognized branding and marketing thought leader, Mary Ann O’Brien, founder and CEO of OBI Creative, has been entrusted by some of the most successful brands in the world to help steer their strategic marketing and communication direction. Over the years, she has led national and global strategic initiatives for Intel, Microsoft, Sony, Gateway, Stericycle, Viewsonic, Creighton Heider College of Business, Advance Auto Parts, Cobalt (formerly known as SAC Federal Credit Union), Borsheims Fine Jewelry, Nebraska Crossing Outlets, Guide One, Olsson, Travel and Transport, Delta Dental, Mutual of Omaha Bank, AgVentures and Miller Electric, among others. For more information, visit www.obicreative.com.
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business
By Luke Sheppard
You can do this!
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There’s no time like the present to start a new business. In the coming years and decades, we are likely to see a surge in innovation and economic activity due to people having more time, either by choice or by circumstance, to think about and solve big problems. According to recent data from the US Census Bureau, there have been nearly one million more new business applications in the United States in 2020 compared to 2019. This increase represents a 27% change in applications and the largest year-over-year increase in the past twenty. It is an exciting time to be an entrepreneur. But starting a business can be as terrifying as it is exhilarating. There is no question that your newfound freedom and independence, unique ability to solve a problem, and potential for a better livelihood are big motivators to strike it out on your own. Unfortunately, you’re facing tough odds. Two in 10 businesses fail within the first two years (per the US Small Business Administration), and that number rises to five in 10 after five years. As capable, confident, and committed as you might be, there’s more than a 50% chance that if you choose to start a business today, you’ll be doing something different within five years. The good news is that you can improve your odds by prioritizing three critical things at the outset of launching your business: yourself, your product or service, and your customers.
Priority #1 — YOU
When you first launch your business, this might be the only time that an indepth focus on yourself is possible. Once you get rolling and the money starts flowing, it will become increasingly difficult for you to carve out time for reflection and self-awareness. This top priority is so often missed by entrepreneurs yet is so vital for their business’s success. Prioritizing yourself in the early days of your business serves
several functions. It helps to align your values with your goals, and it enables you to identify and use your strengths to their fullest advantage (and conversely, promotes better awareness of your weakness and when you should ask for help). It also provides you with insight into where you need to slow down and be methodical with your decisions or use your intuition to make high-quality decisions on the fly. Here are three easy steps you can take to dramatically improve your self-awareness as soon as you decide to launch your own business: 1. Complete a personal values assessment — These values will guide you through experiences and situations with which you’ve had little to no experience, as is often the case when you first start a business. Your values define who you are and what you want (not necessarily what you have). When coupled with your strengths, it’s your values that make some of the most demanding tasks that much easier. Keep your values list short—five items or less, and know (and have conviction about) the first three. Power up tip: Used a paired comparison or similar process to rank your values so that you know those at the bottom and top of your hierarchy of values. 2. Complete a personal SWOT (strengths, weaknesses, opportunities, threats) assessment, focusing mostly on your strengths and weaknesses — Your strengths are the things you do well or advantages others don’t have. Your weaknesses are things you don’t do well or don’t like doing. These may relate to decisions and tasks that you assign to others, or you may choose to work on these weaknesses as you’ll need to overcome them when
you’re doing 90% of the work in your business in the early days. (Opportunity, at the early stage of launching your business, is your raison d’être: this why you’ve decided to shake up your world and become an entrepreneur. Threats are the obstacles that will prevent you from achieving your visionary goal). Power up tip: Review your SWOT with someone you trust and listen to their feedback (bite your tongue and open your ears, you will learn a lot). 3. Define your visionary goal — This is a simple, easy to understand, and communicate statement about the mountain you want to climb for your business. Ask yourself—what do I want my business to be? Power up tip: Conduct a pre-mortem (look into the future, and your business has failed) on your visionary goal to develop reasons and solutions as to why you didn’t achieve your goal.
Priority #2 — MVP
Your MVP (minimum viable product) is the product or service you believe: a) solves a problem, b) is valued by your potential customers, and c) will make you money. This is a version of what you intend to bring to market when you launch your business. But it may not be the actual product. That’s the beauty of an MVP: You create something and test it out with your potential customers. Suppose you spend an excessive amount of time perfecting your first product or service and end up pivoting to a different solution early in the life of your business. In that case, you will have wasted this time perfecting when you could have been selling or learning. In an analysis of why start-ups fail by CB Insights, the number
one reason new ventures fail to take off and become established as a meaningful enterprise is that there’s no market need for the product or service. An MVP approach allows you to address this significant barrier to success for your business head-on.
Priority #3 — Your Customers
The people buying your product are your business. Without them and their problem(s) — you are attempting to solve — you have no business. No sales, no profit, nada. Here are a few questions you can ask your customers, paired with the MVP approach: > To what extent have I solved your problem? > What do you like most about the product/service? The least? > What could be improved? Removed? > What would make you recommend my product/service to a friend? Listen, and really listen to their feedback. It is alright if you don’t agree with everything you hear. Ultimately you will have to decide whether or not to include your customers’ suggestions in the next version of what you offer them. But know that the deeper you connect with your customers, the more they will value your commitment to them and reciprocate that commitment at the point of sale. Starting a business is not for the faint of heart. The hours are long, the pay is not great (especially early on), and self-doubt can be nearly debilitating. But do not despair. The rewards can more than make up for the challenges—if you succeed. By prioritizing the right things at the early onset of your endeavor—yourself, your product or service, and your customers—you better position yourself for success.
Luke Sheppard, author of “Driving Great Results,” spent 20 years in the construction and forestry equipment industry, starting as an adventurous machine test engineer in the pine forests of Alabama and most recently as the VP of Customer Support with Nortrax, a John Deere company.
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It’s easier to sell during a pandemic if everyone on your staff is selling Every one of your employees, from the brewmaster to the cellar workers, can and should be selling for your craft brewery. Does your team know how to spot an opportunity to sell? Do they know what to say when the opportunity presents itself? In the Wall Street Journal best-selling business book Every Job Is a Sales Job, Dr. Cindy—also known as the First Lady of Sales—motivates your entire team, even non-sales employees, to bring in new business and nurture the customers you already have.
Visit www.DrCindy.com and get Every Job Is a Sales Job for your employees today. Use promo code CRAFT to get a special bonus with purchase. To contact Dr. Cindy for a personal consultation, visit www.OrangeLeafConsulting.com.
Dr. Cindy McGovern