National Liquor News February-March 2025

BrightSide

Editor’s note

Welcome to the 2025 Leader’s Forum edition of National Liquor News, where we explore the trends and insights shaping the Australian liquor retail industry. This edition delves into the evolving landscape as consumer preferences continue to shift, and the sector adapts to new demands and challenges.

One thing is clear: the market is moving towards a ‘drink less, drink better’ mentality. Consumers are prioritising quality over quantity, seeking premium, lighter options that align with healthconscious and sustainable lifestyles. From low- and no-alcohol offerings to products made with natural ingredients, retailers need to stay on top of these demands to remain competitive.

Sustainability, too, is taking centre stage. More shoppers are looking for brands that align with their values, making environmentally responsible practices a crucial consideration for businesses looking to win customer loyalty. At the same time, the pursuit of innovation continues to drive growth, particularly in categories like RTDs and spirits, where lighter, more refreshing options are increasingly popular.

As we look ahead, the market will continue to see growth in both high-quality, premium products and those designed for everyday moments – think sessionable, crowd-pleasing beverages that cater to a variety of social occasions. For retailers, this means a balancing act: offering value-driven, accessible options while also embracing opportunities to deliver exclusive, premium experiences.

In this issue, we’ve gathered insights from industry leaders to help you navigate these trends, alongside data and analysis to keep you informed about the latest shifts. Thank you to everyone involved in this edition, and, as always, thank you to you, our readers, who inspire and drive everything we do. Here’s to a successful 2025!

Cheers, Deb

Deb Jackson, Managing Editor 02 8586 6156 djackson@intermedia.com.au

Tel: 02 9660 2113 Fax: 02 9660 4419

Publisher: Paul Wootton pwootton@intermedia.com.au

Managing Editor: Deb Jackson djackson@intermedia.com.au

Senior Journalist: Molly Nicholas mnicholas@intermedia.com.au

Journalist: Lachlan Galea lgalea@intermedia.com.au

General Manager Sales –Liquor & Hospitality Group: Shane T. Williams stwilliams@intermedia.com.au

Group Art Director –Liquor and Hospitality: Kea Thorburn kthorburn@intermedia.com.au

Prepress: Tony Willson tony@intermedia.com.au

Production Manager: Jacqui Cooper jacqui@intermedia.com.au

Subscription Rates

1yr (7 issues) for $70.00 (inc GST) 2yrs

Saving 30% To subscribe and to view other overseas rates visit www.intermedia.com.au or Call: 1800 651 422 (Mon – Fri 8:30-5pm AEST) Email: subscriptions@intermedia.com.au FOOD & BEVERAGE

this little pig has a new f lavour crush

wine spritz

News

For retailers around the country

Dr Tim Cooper announces retirement after 23 years

Dr Tim Cooper, Managing Director of Coopers Brewery, has announced his retirement after 23 years at the helm. Effective 1 March, he will pass leadership to Michael Shearer, Coopers’ General Manager for the past six years. Dr Cooper will continue to contribute as a Director and Chief Brewer, maintaining his involvement in the company’s brewing and technical operations.

Coopers Brewery will remain familyowned, with the Board chaired by fifthgeneration family member Mel Cooper. The majority of Directors are members of the Cooper family, ensuring the company’s legacy continues.

Dr Cooper’s journey to brewing was unconventional. After studying medicine at the University of Adelaide and practising cardiology in the UK, he pursued brewing science in Bristol. He joined Coopers Brewery in 1990 as Technical Manager and later became Operations Manager before being appointed Managing Director in 2002. Reflecting on his career, Dr Cooper

shared, “To lead Coopers Brewery over the past 23 years has been both a privilege and a fulfilment. We have an impressive team at Coopers, and together we have achieved more than what any of us could have imagined.”

Under Dr Cooper’s leadership, Coopers expanded significantly, including relocating to the state-of-theart Regency Park brewery and opening a world-class visitor centre. He also established Premium Beverages in 2002, which helped increase Coopers’ national market share from 1.5 per cent to five per cent over 15 years. The sales team grew from 10 employees in South Australia to 65 nationwide.

Dr Cooper also revitalised Coopers’ maltings operation, fulfilling his father Bill Cooper’s dream of bringing maltings back to the brewery site.

Dr Cooper’s impact extends beyond Coopers. He was President of the Institute of Brewing and Distilling and was awarded a Member of the Order of Australia (AM) for his contributions to the

brewing industry. He also established the Coopers Foundation in 2006, raising $8.2 million for Australian charities.

As he prepares for retirement, Dr Cooper has full confidence in Shearer’s leadership: “Michael has the experience, knowledge, and respect of his team. He’ll take Coopers to new heights. Michael is an exceptional leader who has been instrumental to Coopers’ growth. I step down knowing that the company is on a steady path and will be in safe hands under Michael’s stewardship.”

Shearer expressed his admiration for Dr Cooper, saying, “Tim is one of the true legends of Australian brewing. His fearless and inspiring leadership has seen Coopers grow to become the country’s largest independent brewery, while remaining authentic and true to its heritage.”

Looking ahead, Dr Cooper will continue as Chief Brewer, focusing on brewing and process improvements, and is excited about Coopers’ new visitor centre and its upcoming single malt whisky production.

L-R: Michael Shearer and Dr Tim Cooper

NSW Government halts further regulations of alcoholic soft drinks

The NSW Government has decided not to proceed with additional regulations targeting alcoholic soft drinks. This follows a review by Liquor & Gaming NSW (L&GNSW) in May 2024, which proposed new guidelines aimed at curbing products that resemble confectionery and dessert items, citing concerns they may appeal to minors.

Premier Chris Minns intervened to prevent further regulation of flavoured premixed beverages, confirming that no new rules would be introduced.

Retail Drinks CEO Michael Waters welcomed the decision, stating, “The NSW Government had been considering additional regulations on these products, despite strong opposition by consumers and industry.” He argued the proposals would have stifled innovation and conflicted with consumer preferences, with unclear rules on packaging, branding, and taste.

Waters expressed concern that such regulations could create barriers for NSW residents, limiting access to products available elsewhere. Retail Drinks worked to oppose the proposals, citing the effectiveness of the existing self-regulatory systems, like the Retail Drinks Product Ranging Guidelines and the ABAC scheme.

A spokesman for Minister David Harris confirmed the government’s stance, saying: “The Minns Labor Government has determined that no further regulation is needed regarding alcoholic versions of soft drinks. The government believes the current regulatory environment is appropriate for managing the risks of underage drinking without stopping adults from making their own decisions about what they drink” (The Daily Telegraph).

Hawkers and White Bay merge as Social Drinks Group

Hawkers Beer and White Bay Brewery have merged to form Social Drinks Group, combining their expertise while preserving their independence in a challenging market. The merger allows both breweries to enhance their portfolios and operations, leveraging their unique strengths in Melbourne and Sydney.

Judd Michel, CEO of Social Drinks Group, brings significant industry experience and sees great potential in the merger.

“The synergy between the Melbourne-based Hawkers, with its strong following, and the up-and-coming Sydney-based White Bay, creates efficiencies in sales, marketing, and supply chains,” Michel says.

The new entity will enable both brands to expand across borders and offer more to customers in a single transaction.

Hawkers Beer Founder Mazen Hajjar and White Bay Founders Adam Trippe-Smith and Tim Condon share a vision of scaling their breweries while staying true to their principles. The merger enables both brands to produce at scale and maintain their local relevance.

The partnership also brings stronger production capabilities, utilising Hawkers’ seven-million-litre Melbourne facility and White Bay’s two-million-litre Sydney facility. Fans can look forward to collaborative limited-release beers.

Social Drinks Group, which launched on 1 February, has raised $1.5 million in new capital to support growth. Michel’s immediate focus is aligning teams, driving efficiency, and increasing volume, with plans for future acquisitions and brand expansions within Australia. istock.com/Stockah

L-R: Mazen Hajjar, Adam Trippe-Smith, Judd Michel and Tim Condon come together to form Social Drinks Group. Photography: Samantha Hanton

Marketplace

Brand news and promotions

Zonzo Estate unveils canned Bellina range

Yarra Valley winery Zonzo Estate has found incredible success with its trio of wine spritzes, and the latest update to the line of beverages is the addition of Bellina in a 200ml canned format.

Bellina, a peach-flavoured spritz, follows in the footsteps of Zoncello which was the first of the spritz range to be canned.

“A lot of our consumers wanted a single-serve product, so we knew there was a market for it. It was also something we wanted to do because the product lends itself to being taken on all kinds of adventures,” Zonzo Estate Director Rod Micallef explains.

Speaking about the design process, he added: “This was a natural process and stemmed from the original products. We think they work seamlessly with the originals. In our research from looking at the can aisles in bottle shops, everything was screaming for attention – so bright and loud, so we paired our designs back a little to just have the one colour with the branding in the hope that this would draw the eye due to its simplicity.”

In addition to Bellina, Zonzo’s spritz range also includes the OG Zoncello, a limoncello spritz, and Cicchio, a pistachio spritz. So, will Cicchio cans be next?

Micallef says: “We certainly hope so, and it is our aim. However, being that this product is still so new to the market, we want to give it some more time to see how it performs.”

Distributor: Zonzo Estate

De Bortoli's fresh take on Rutherglen Muscat

For over 150 years, Rutherglen has been synonymous with Australia’s finest Muscats. The region’s sun-drenched vineyards and unique terroir produce wines renowned for their rich, complex flavours. Today, De Bortoli Wines is introducing a modern twist on this iconic style with the Muscat Aperitif, a vibrant, approachable version of the classic Muscat.

“The Muscat Aperitif redefines the way people see Muscat,” says Marc Scalzo, Chief Winemaker of De Bortoli Rutherglen Estate. “By blending fruit at different stages of ripeness, we’ve created a wine that’s fresh yet retains the depth and character Rutherglen Muscat is known for.”

With delicate flavours of peach, rose water, and orange blossom, the Muscat Aperitif offers a balance of honeyed sweetness and a refreshing, bitter finish. Its versatility shines through, whether chilled, over ice, or in cocktails. The Muscat Spritz, combining the Aperitif with De Bortoli Prosecco, is an easy way to enjoy its lively, floral profile.

De Bortoli’s Muscat Aperitif represents the perfect blend of tradition and innovation, offering a modern interpretation of a beloved Australian heritage wine.

Distributor: De Bortoli Wines

Sammy Piquant brings distilled complexity to non-alc category

Sammy Piquant is an Australian non-alcohol brand with a range of distilled non-alcoholic spirits and RTDs crafted by Founder and Managing Director, Marcus Child. Child has used the experience gained from developing spice-led drinks at chai tea business, ChaiMe, to develop drinks with a blend of spices and botanicals, which have then been macerated, infused and aged.

Child says: “We were determined to do more than just replicate the taste of alcoholic drinks with synthetic ingredients or predictable flavours, which are already out there. Instead, we wanted to create drinks that stand on their own, crafted with carefully blended spices and botanicals sourced from all corners of the globe to deliver a rich and memorable drinking experience.”

The Sammy Piquant range comprises two spirits and two RTDs. The spirits include Jetsetter, a classic bitter aperitif-style spirit; and Oaxacan – a non-alc take on a classic Mezcal, with charred agave, salted lime and habanero.

For the RTDs, Sammy Piquant has: Mediterranean Spritz, a bittersweet and zesty take on an Italian aperitivo, and South Pacific Spritz, a fiery and fresh take on a Dark and Stormy.

The spirits carry an RRP of $40 for 700ml, $15 for 200ml, while the RTD RRP is $15 for a four-pack of 250ml cans. Distributor: Direct

Fellr launches Double Watermelon

Fellr has released the latest addition to its high-ABV Fellr Double range, launching Double Watermelon Seltzer at six per cent ABV.

Responding to high demand for Fellr’s lower ABV watermelonflavoured seltzer, Fellr Co-founder Will Morgan shared his excitement about the latest product.

“We’re pumped to introduce Fellr Double Watermelon into the Double range. It’s a fan favourite, and our number one seller, so doubling it up gives consumers the chance to dial up their evenings and celebrate Aussie summer nights with an even bigger burst of flavour and energy.”

The seltzer, which comes in at 1.6 standard drinks per can, is all-natural, gluten free and vegan friendly. It’s low in calories with only 113 per can and is also low in sugar, containing only 0.2 grams per serve.

The Fellr team said this new launch highlights the brand’s dedication to providing low-calorie and low-sugar alternatives for its consumers, joining the existing Passionfruit, Green Apple and Lemon Squash flavours in the existing Fellr Double range.

Distributor: Direct

Act of Treason continues momentum with Extra Aged release

After the debut success of Act of Treason Australian Agave Spirit, the brand has unveiled a new addition to its portfolio, Act of Treason Extra Aged.

Just 12 months since the launch of Act of Treason, in which time the inaugural Blanco and Reposado received recognition at prestigious global spirits competitions and exceeded sales expectations, the new release replicates the more refined style of añejo tequila.

Aged in ex-Australian whisky barrels, Act of Treason Extra Aged is said to “capture the familiar backbone of cooked agave, cut grass and lime notes” with layers of vanilla, caramel and oak.

Distilled from 100 per cent blue weber agave grown on the Australian Agave Project’s Eden Lassie farm in the Whitsundays, Queensland, the intense environment imparts a distinctly Australian flavour on the agave.

Trent Fraser, CEO of Top Shelf International, which owns Act of Treason, says: “There is no doubt the spirits world has taken notice of Act of Treason in its first year. Everything we do is inspired by the traditions of tequila but brought to life through Australian ingenuity and the unique terroir that our location offers us.” Distributor: Top Shelf International

New look for Taylors revealed

Clare Valley family winery Taylors Wines has unveiled the new labelling for its award-winning range, Taylor Made, which aims to modernise the brand’s design.

The new labels feature a black, white and copper colour palette with minimalistic artwork as well as a geometric version of the brand’s recognisable seahorse positioned at the bottle’s neck – a design element that Tanya Marler, Chief Marketing Officer at Taylors Wines, says the family was eager to preserve and build upon.

“Our comprehensive consumer research revealed a significant shift in what consumers seek from crafted and artisanal wines. Craft is no longer defined by brown craft paper and rustic packaging. Instead, we wanted a more contemporary representation of craft in winemaking.

“While Taylor Made wines have consistently appealed to younger premium wine drinkers, our consumer research showed that the new packaging design not only resonated very strongly with younger wine drinkers but also demonstrated excellent appeal across a broader range of age groups,” she told National Liquor News.

Taylor Made Pinot Noir 2023, Malbec 2022, Shiraz 2022 and the BDX Blend 2022 are among the latest products to be stocked on shelves with the new labelling. The remainder of the newly designed range is set to roll out next year.

Distributor: Direct

Brown Brothers expands sparkling portfolio with new Spritz range

Australian wine producer Brown Brothers has introduced two new additions to its sparkling portfolio, Passionfruit Vanilla & Lime Spritz and Ginger & Lime Spritz.

Designed to capture the interest of a younger audience of drinkers, the new Spritz range is tastedriven and approachable, says Emma Brown, Head of Innovation.

“We wanted to introduce flavours that are easy to understand and have broad appeal. Brown Brothers new Passionfruit Vanilla & Lime Spritz and Ginger & Lime Spritz will attract Gen Z and Millennial consumers through their sophisticated yet approachable flavours that deliver to taste and refreshment.

“They can be placed in the middle of the table and shared amongst a group of friends for a celebration or just simply to get together, they are fun and equally convenient.”

Both wines are packaged at eight per cent ABV in 750ml bottles and designed to serve chilled over ice. Ginger & Lime Spritz is best served with a garnish of fresh lime and sprig of mint, while Passionfruit Vanilla & Lime Spritz should be poured over a slice of lime and fresh passionfruit.

Distributor: Brown Family Wine Group

GO ON, GIVE IT A DRY.

3.5 % ALC 2.6 CARBS 91 CALS

Millon Wines unveils debut sparkling wine

Australian winemaker Millon Wines has launched its first sparkling wine, crafted with Chardonnay and Pinot Noir grapes from its Eden Valley vineyard in South Australia.

Millon Wines Sparkling Chardonnay Pinot Noir is a fresh and balanced wine which uses the Charmat method, where secondary fermentation takes place in stainless steel tanks to ensure a vibrant, fruity flavour while also achieving fine, elegant bubbles.

Tasting notes for Sparkling Chardonnay Pinot Noir describe aromas of lemon zest, green apple, white peach, almond blossom and brioche. On the palate, expect layers of ripe stone fruits, pear and strawberries for a refined taste.

Marking Millon Wines’ debut in the sparkling category, the wine retails at $27.

Distributor: Direct

New look for Jervis Bay Distilling Co.

Jervis Bay Distilling Co. has revealed a unique custom bottle and stopper design as part of a bold rebranding designed to capture the coastal culture and premium craftmanship of the Australian distillery.

Robert Bartlett, Founder and Head Distiller, says: “This rebrand is about more than just packaging – it’s about capturing everything that makes Jervis Bay special. From the nostalgia of our surf culture to the beauty of our white beaches, we wanted to create a product that not only tastes incredible but looks stunning on any bar cart.”

The new turquoise bottle was inspired by the waters or Jervis Bay, featuring etched lines and the catchphrase “purity distilled” pressed into the glass. The bespoke wooden spherical stopper was designed to represent an ocean buoy, wrapped with a copper brand for a premium feel.

The new bottle soft launched in late 2024, with Jervis Bay Distilling reporting a considerable uplift in sales since then. Lilly Bartlett, Director of Marketing, says the unveiling of the new bottles signals the upcoming release of some innovative spirits and aperitifs.

“We’re just getting started. We’ve made a big impression with our new look, now just watch this space,” she stated.

Distributor: Direct, ALM and Paramount

Yeah Nah beer expands distribution

With health-conscious consumers representing a bigger market segment than ever before, The Ethical Drinks Company (TEDCO) has shared ambitious plans for Yeah Nah beer in the months ahead.

Having already secured national retail distribution in Singapore, TEDCO Founder Jason Redfern is optimistic about capturing market interest in Australia, where non-alcoholic beers currently account for 45 per cent of non-alcoholic beverage sales and 10 per cent of the overall beer market.

With sales of non-alcoholic beer expected to double in the next four years in Australia, Yeah Nah is expanding its national presence through a distribution partnership with First Sip Group, targeting both the onand off-premise.

Yeah Nah has partnered with Brisbane Lions AFL player Mitch Robinson on a national advertising campaign on sporting radio network SEN, alongside a partnership with Surf Life Saving Australia, becoming an official partner of the Australian Surf Live Saving Championships and the Ironman Series.

Distributor: First Sip Group

Your brand can reach up to 250,000+ trade customers across 6 national publications. Download the 2025 group drinks deck.

Suppliers, retail, wholesale & services

Leaders from all corners of the Australian liquor industry share their thoughts and experiences with our evolving market environment, highlighting key opportunities for success in the year ahead.

ALDI’s liquor growth strategy for 2025

ALDI reflects on a successful 2024, and outlines plans for growth in 2025, focusing on value and sustainability.

In 2024, ALDI’s liquor business saw significant growth, particularly in spirits, with whisk(e)y and vodka performing strongly.

Paul Handley, ALDI Liquor Expert, noted the success was partly driven by increased foot traffic from ALDI’s grocery offering.

ALDI’s reputation for delivering value has been key to attracting more customers to its liquor range.

“Within liquor, this resulted in growth well ahead of market across all segments with spirits being the standout,” Handley said.

Handley explained that ALDI’s liquor strategy sets it apart from competitors.

“We don’t try to attract customers into our stores with crazy pricing to shop our liquor offer – they are already there in large numbers to do their grocery shopping.

Customers know that our tightly curated range represents great value – both across the core range as well as our seasonal and specials programmes.”

This approach, focusing on quality and value rather than aggressive promotions, has helped ALDI build a loyal customer base for its liquor offerings.

For 2025, Handley sees continued growth in the liquor category, particularly through converting grocery shoppers into regular liquor customers.

“The main opportunity for ALDI will be in continuing to convert our existing grocery customers to do more and more of their liquor shopping with ALDI through our tightly curated range of great value, great quality core range products supported by an exciting selection of seasonal and Special Buy products across the year,” he explained.

This strategy leverages ALDI’s strong grocery base to attract more liquor purchases from the same customers.

Sustainability remains a key focus for ALDI as it looks ahead to 2025. Handley highlighted the company’s commitment to improving its environmental footprint.

“Our commitment to sustainability means we’ll continue working with our business partners to make improvements in packaging, supply chain and recyclability. This includes reducing single use plastics, difficult to recycle black plastics and ensuring packaging is recyclable, reusable or compostable,” he said.

Sustainability is becoming increasingly important to consumers, and ALDI is determined to meet this demand with more eco-friendly packaging and sourcing practices.

Trends shaping the liquor sector in 2025 include moderation, lighter alcohol products, and sustainability. Handley predicted that these trends would continue to grow in importance.

“Lighter styles, lower-in-alcohol products, sustainable growing and manufacturing practices and new and interesting products, flavours and varietals will be key to success,” he said.

Amid ongoing cost-of-living pressures, ALDI is committed to offering high-quality products at competitive prices. Handley said that this focus on value has helped ALDI navigate economic challenges.

“We are proud to continue our laser focus on delivering market-leading prices on high-quality goods for our customers at a time when they need it the most during a cost-of-living crisis,” he said.

As ALDI continues to innovate and focus on value, sustainability, and growth in the liquor market, it is well-positioned for further success in 2025. “At a time when shoppers are continuously seeking better value, we have never been more aware of the need to continue to deliver on our promise to offer Aussies the highest quality products at the lowest possible prices,” Handley concluded. ■

Paul Handley Liquor Expert ALDI

Asahi Beverages clinches awards, drives innovation

Asahi Beverages recognised with major awards for its leading multi-beverage alcohol portfolio.

Asahi Beverages finished 2024 with strong momentum after a year of major achievements despite challenging conditions persisting across much of the industry.

Asahi were big winners in October at the Australian Liquor Industry Awards, winning the prestigious Best Off-Premise Supplier award.

The awards also showcased Asahi’s leading multi-beverage alcohol portfolio, with its brands picking up several of the top gongs.

Great Northern Original won Best Full Strength Beer for the second straight year, Balter’s Captain Sensible won the Best Mid or Low Strength Beer and Asahi Super Dry won Best Premium International Beer. Meanwhile, Never Never’s Triple Juniper won Best On-Premise Spirit/Liqueur, capping a remarkable few months for the super-premium distillery following the announcement of its acquisition by Asahi in May.

Group CEO Amanda Sellers said: “The ALIA Awards were a major highlight of 2024. They showed how we continued to show up for our customers as we innovated and heavily invested to stay ahead of evolving consumer trends and give Australian drinkers what they want.

“Never Never’s recognition underlined its premium range and commitment to quality that led us to acquire it last year - enhancing the value proposition for our customers and plugging an important gap in our offering.

“And while it didn’t win, I was especially proud of Balter Cerveza being highly commended in Best Premium Beer Domestic, a great achievement for a beer launched only a year earlier.”

Innovation continued apace at Asahi throughout 2024. The launch of Hard Rated Zero Sugar varieties and the transition of Vodka Cruiser Zero Sugar from bottles to cans helped consolidate its position as number one in light RTDs.

Last year also saw the launch of premium beers Great Northern Long Run and Cascade Origin – brewed to mark Cascade’s 200th birthday – plus mid-strength Carlton Dry 3.5%. It’s become Australia’s best new-selling beer and an important addition to Asahi’s range of no-, low- and mid-strength beers, which now account for a third of its total beer sales. This is a great example of how Asahi is giving Australian beer lovers more opportunities to moderate their alcohol consumption.

Asahi Beverages clearly continues to invest substantially in its innovation pipeline, delivering new products and packs that are loved by consumers and create real value for customers.

However, as tough economic conditions have lingered so too have the challenges for the industry, customers and consumers.

Sellers said: “We expect conditions to improve this year and are well positioned to capitalise on these more positive conditions with our comprehensive portfolio of iconic brands and new product launches.

“2025 is also a milestone year for our sustainability program. We have a number of big goals with 2025 targets that we have been working on for many years.

“Firstly, our major goal to have 100 per cent of our purchased electricity sourced from or matched with renewable sources this year. It is through power purchased via solar farm and solar panels at our sites that this will be achieved. Secondly, our goal to have 100 per cent of our primary packaging (excluding caps and labels) recyclable, reusable or compostable by the end of 2025.”

Sellers added: “Our beverages bring enjoyment and connection to everyday moments in life. We are committed to ensuring Australians can celebrate these moments in a more sustainable way that reduces the impact on our planet.

“We’ve started 2025 with momentum and big plans to deliver more for our customers as we create mutual value and deliver Australia’s best beverages.” ■

Amanda Sellers Group CEO Asahi Beverages

Asahi Beverages Group CEO Amanda Sellers sharing a Cascade with Tasmanian Premier Jeremy Rockliff at Cascade’s 200th birthday celebrations.

Networking &

Insight driven category management.

Everyday Value Program

Core range based on your store size (Large, Medium or Small)

EXPERT KNOWLEDGE Managers with extensive liquor & retail experience

Disruptive marketing support.

National marketing campaigns at key selling periods

‘Always On’ digital advertising

Exclusive activations with big brands

Market leader in loyalty.

Bacardi-Martini deepens roots in Australia

After a vibrant year for Bacardi-Martini Australia, Managing Director Luiz Schmidt is confident about the group’s expanding influence in ANZ.

Marked by numerous major milestones, 2024 was a transformative year for Bacardi-Martini Australia (BMA), and despite the challenges of shifting consumer preferences, Managing Director Luiz Schmidt speaks to renewed industry optimism and a resilient portfolio.

Expanding its prestige spirits offer, BMA celebrated the launch of Patrón El Alto, Grey Goose Altius and Angel’s Envy last year, while enhancing its premium brand experience offering with the opening of the world’s first standalone Grey Goose bar, Le Martini, in Melbourne.

Despite declining gin consumption, Schmidt says: “Bombay Sapphire retained its status as Australia’s leading premium gin brand, with continued growth of 3.7 per cent in the last quarter, supported by this year’s Sapphire Hour campaign, which reinvigorated the category by celebrating its versatility and elevating the sense of occasion associated with gin, strengthening customer engagement and loyalty.”

New market segments

Strengthening BMA’s position in the prestige spirits category, the Australian launch of Angel’s Envy was highlighted by a visit from Master Distiller Owen Martin, and while it’s still early days, Schmidt says the initial response has been encouraging.

“Our outlook for the brand’s development in the Australian market in 2025 is extremely positive. Bourbon is Australia’s secondlargest spirits category after vodka, and as the fifth-largest global market by volume and third-largest by value, Australia presents tremendous opportunities for growth.

“The ultra-premium Bourbon segment, in particular, is expected to continue its rapid expansion, with IWSR forecasting a 5.8 per cent compound annual growth rate for ultra-premium Bourbon between 2023 and 2028.

“Angel’s Envy’s unique profile – finished in Port barrels for a smooth, slightly sweeter taste – aligns perfectly with Australian consumers’ preferences for rich, flavourful whiskies. Moving forward, we hope to continue building awareness and momentum for Angel’s Envy, positioning it as a go-to choice in the growing ultra-premium Bourbon segment in Australia,” he stated.

The 2025 outlook

Looking to the year ahead and feeling energised by the successes of the last 12 months, the focus for BMA is continuing to strengthen its core brand portfolio, says Schmidt.

“We’re fully committed to leveraging the power and heritage of our portfolio, refining our strategy to drive further growth and relevance in the market.

“In 2025 we’re focused on delivering exceptional experiences for consumers, building deeper connections with both our trade partners and end users, and ensuring that our brands not only stand out but also thrive in the evolving Australian market. By staying focused on what matters most – our people, our brands, and our consumers – we’re confident that we’ll continue to make significant strides throughout 2025 and beyond.” ■

Committed to ANZ

Cementing its position in the ANZ market, BMA relocated its offices to Sydney’s CBD last year. It’s a move that, according to Schmidt, aligns with BMA’s strategy to strengthen its local presence, foster collaboration with industry partners and expand market influence in the region.

“This is more than just a strategic investment – we’ve created a space that can energise our team and nurture future leaders. With a strong belief in the region’s potential and an ambition to lead the premium spirits sector here, the relocation signals our readiness to drive sustainable growth and innovation in the years ahead,” he stated.

Luiz Schmidt Managing Director Bacardi-Martini Australia

Australia’s largest wholesaler of liquor to the independent retailer networks

Strengthening our partnerships through

11 Distribution Centres – supplying customers nationally

ALM Connect – giving retailers and venues access to a supplier’s full portfolio

One Stop Shop – online portal, with a single source of truth for all retailer and customer internal communications and updates

Owned & Exclusive Portfolio – driving higher margin and differentiation for retailers and venues

Access to a retail bannered network through IBA

Shopper Driven Programs – creating growth and value for retailers and on premise customers

Loyalty Program – shopper loyalty program across Cellarbrations, the Bottle-O, Porters Liquor and soon to launch IGA Liquor

E-commerce – enabling shoppers to browse, shop and compare

Store Refurbs – refreshing your store with the latest cool room and fit out solutions

On-premise customer base of

8700 venues

Better Beer unlocks new growth capabilities

With a first-of-its-kind loyalty program on the horizon, Better Beer’s new partnership with Casella Family Brands will enhance its national distribution.

Despite what was an incredibly tough year for Australia’s beer industry, from a financial perspective Better Beer enjoyed its best year yet. This is especially rewarding, says CEO and Co-founder Nick Cogger, given the brand’s challenges in its final months with Mighty Craft.

“As the CEO, I’ve tried my hardest to insulate our team and our customers from what was a less-than-ideal partner given the financial position they’ve been in over the past couple of years,” Cogger told National Liquor News.

“Since the creditor vote and our new shareholder in Pure Asset Management, we have been on a tear increasing our distribution points by over 4,000 new retailers.”

In 2024, the brand hit $100m in revenue within just 30 months of operation, making it Australia’s second-largest independent operator in branded beer sales.

“There are so many factors that have contributed to that result including our great branding and name, the Inspired Unemployed’s ability to create hype and deliver our core messages, plus the use and capacity of John Casella’s brewery,” Cogger continued.

“However, the true advantage as to why we are still growing, in what is now a crowded category, is that we had first mover advantage in the macro zero carb space. We’ve seen almost 15 zero carb products launched in the past two years with one major brewer launching four at once.”

Category innovation

With new additions to the Better Beer portfolio, including the launch of Better Cider, and new pack formats, the brand’s NPD pipeline was a key growth driver in 2024.

“Better Cider was created for two reasons – retail partners were desperate for life to be brought back into the cider category, and timing. Timing because with the cost-of-living pressures in the market right now, you can get a 10-pack of RTDs for $45-$55, or you can try a carton (24-pack) of Better Cider for $55. It’s early days, however we’re happy with where sales have been to date.

“This calendar year, Australia will be based around launching pack formats, but we will try and deliver some NPD into the New Zealand market,” Cogger explained.

“We also have a major promotion happening later in the year, that we think will take us to the next level in terms of brands in Australia. It will be the major, almost sole focus for the year – a first-of-its-kind loyalty program.” ■

Expanding distribution

In 2025, Better Beer is focused on enhancing its distribution capabilities and national presence under a new distribution agreement with Casella Family Brands. Following the collapse of Mighty Craft in 2024, Casella will support Better Beer to realise its full potential in the domestic market, with Better Beer maintaining full ownership of the brand.

“As a business, we wanted to be on the Casella trucks for the last two years, however our agreements with Mighty Craft wouldn’t allow a separation. I believe the Mighty Craft sales team were and still are some of the best in the industry, but we wanted to get into a bigger and more widely-covered beast. With Casella, we’ll have over 40 reps across the country and our aim is to service and grow our new 4,000 distribution points plus the on-premise,” Cogger explained.

Nick Cogger Chief Executive Officer Better Beer

Brewguru set to disrupt Australian market

Having solidified its position as the dominant RTD brand in Korea, Brewguru is here to challenge those competing in Australia’s booming market.

Headquartered in Seoul, Brewguru is Korea’s leading RTD producer having captured over 80 per cent of the market share in 2024, and internationally, Brewguru expanded rapidly.

This success was driven by Brewguru’s Fresh Lemon and Lime Highball, a first-ofits-kind RTD with fresh fruit slices, which sold more than 22 million cans in Korea after launching in April and is rapidly gaining traction across Asia.

“We sold over one million cans in Taiwan and Hong Kong last year while scaling our production to meet surging demand, with capacity set to reach 16 million cans per month by April 2025,” says Mikkeli Han, Australia CEO, Brewguru.

With an RTD market almost 10 times the size of South Korea’s, Han shares Brewguru’s plans to bring something new and exciting to the Australian consumer.

“In 2025, we’re focused on introducing our flagship products to Australia. Our Fresh Lemon and Lime Highballs, with real fruit slices, are designed to offer premium, innovative drinking experiences that align with Australia’s growing demand for highquality, standout products.

“We’re not aiming for a small slice – we want to make a real impact and eventually capture a significant share of the market.

“We’re not just here to introduce K-culture; we’re here to have fun and bring a fresh approach to the RTD category. We’re a company led by a bunch of gurus with a ton of recipes and ideas, and we believe Oceania has huge potential for us in the future,” he stated.

Be bold

In the year ahead, Han expects Australian consumers to continue prioritising premiumisation, innovation and unique drinking experiences.

“Consumers are seeking products that stand out – be it through quality, authenticity, or a story worth sharing. Health-conscious choices will also drive demand for lighter, refreshing beverages with a focus on natural ingredients,” he explained.

With an NPD pipeline which he says is “driven by creativity and fun”, Han sees huge potential for Brewguru to disrupt the competitive landscape of Australia’s RTD market with bold new products.

While Brewguru is wellestablished in the Asian RTD market, not only does the group plan to take the Australian market by storm, but it will also expand the realms of its portfolio.

“In 2024, we welcomed Barry MacAffer, former Master Distiller of Laphroaig, also known as Malt Boy to his global whisky fans, who is now leading the creation of premium K-Whisky at our largest distillery in Korea, setting the stage for our entry into the global whisky market.”

“We have lots of exciting recipes and ideas that reflect our philosophy: we’re a fun-driven company with a deep desire to bring new, unexpected experiences to the market. As we expand, we’re excited to tell these great stories alongside our innovative products,” he continued.

“We believe the Oceania market holds huge potential for us, and we’re looking for local trade partners who share our passion for bringing new, exciting experiences to Australian consumers.

“Together, we can create something special and ensure Brewguru becomes a key player in the RTD space,” Han concluded. ■

Mikkeli Han Australia Chief Executive Officer Brewguru Portfolio

BrightSide uncovers the brightest drinks industry talent

As drinks industry recruitment continues to evolve, BrightSide has the network, tools and knowledge to deliver.

Much like the rest of the industry, BrightSide faced its challenges in 2024, feeling the knock-on effect of restructurings, mergers and consolidation. The team worked hard to support clients in more creative ways, and overall had a positive 12 months with strong candidate and client introductions.

One of BrightSide’s Director’s Amber King says: “A real highlight for us has been teaming up with Suntory Oceania to launch its national recruitment campaign for territory managers. It’s an exciting time for Suntory, which is officially launching its new $3bn Suntory Oceania partnership in July this year. The business is looking to hire more than 130 new Suntorians across Australia and BrightSide is looking forward to contributing and being part of that growth story.”

Staying ahead

Being Australia’s only dedicated drinks specialist for 10 years, BrightSide has guided the industry through evolving recruitment trends, and Sue Lauritz, Co-director, says e-commerce is a space to watch, with many businesses bringing these skills in-house as they ramp up their digital approach.

She has also observed sustained demand for national accounts and business managers, but she has seen a change in this talent.

“The pool seems to be getting smaller, and candidates won’t leave their current roles unless there’s more money, a category they’re more passionate about, or a promotion. We’ve worked with many clients around succession planning internally to ensure talent is being hired for these roles in the future.

King adds “We encourage our clients to engage in pre-planning sessions annually, as the more we know, the more we can truly partner and support their business. It could be around growth plans, talent gaps, future hires, leadership and structural changes.”

In 2025, BrightSide will continue to deliver solutions to clients by uncovering talent that supports their growth plans, specialising in sales and marketing, e-commerce, digital, online, category and trade, whilst they continue to expand into finance, HR and ops.

“BrightSide has worked incredibly hard to be the preferred supplier to the drinks industry, we pride ourselves on our reputation and capability to partner and support our clients, whilst building peoples careers”

Enhanced opportunities

One major change King and Lauritz have observed in drinks recruitment of late is the reinstatement of field sales roles in larger businesses to enhance career development opportunities and longevity for sales reps.

“It’s always encouraging to see companies build out these layers, as we typically see reps transition into roles like field sales, key account management, or trade marketing when they move off the road. Reps carry a wealth of intellectual property, and when they’re constantly moving on, it can be disruptive to businesses of any size,” says Lauritz.

“BrightSide has the networks, the tools and the intimate knowledge of the industry, which enables us to deliver the brightest talent from both passive and active markets. We also take the headaches away like rejecting candidates, setting up interviews, salary negotiations and the like,” says Lauritz

In the year ahead, BrightSide will also support its clients with employee retention.

“We’re using a fantastic new tool with many of our clients to improve retention, for benchmarking and to encourage team building. It can be used as part of the recruitment process, ensuring you hire the right person every time, and for performance reviews to get the most out of your staff by understanding their motivations more intimately,” King said. ■

Amber King and Sue Lauritz Directors BrightSide

Changing Rank

BrightSide announces recent placements

BrightSide Executive Search is the only dedicated drinks recruitment specialist nationally and has been a trusted advisor to the industry for well over a decade. Through accessing its wide-reaching network of potential candidates, BrightSide takes the hassle out of recruitment for drinks businesses, advising how they can stay nimble and competitive in a tight market to attract the absolute right person for each role. The latest BrightSide success stories below show the strong abilities of the recruitment agency in partnership with drinks businesses of all sizes, country-wide.

Bryson Doak joined Casella Family Brands as National Account Manager ED supporting the business on its growth trajectory.

Zerlina GoodmanLahz is excited to be representing the Proximo Spirits portfolio across Brisbane and Cairns as ASM QLD.

Check out our new website

Joval Wines is loving the passion and industry expertise Philippa (Pip) Askham brings to the team as National Marketing Manager.

Jocasta Patterson brings a new level of account management expertise to Aurora Lites as National Business Manager Independents.

Irene Ivanusic brings well-rounded sales experience to her new role as Sales Manager for Doozy Drinks Victoria.

Travla welcomed David Leslie who is guiding and coaching the national sales team while also managing key on-premise groups.

Coopers has welcomed Jessica Douglas to its head office team in SA with her broad marketing experience as Brand Manager Coopers.

Casella Family Brands is enjoying Emma Vitnell representing its portfolio in the Central Coast and Newcastle as Area Sales Manager.

Ben Seybold leads strategy and transformation in a newly created position as Sales Optimisation Director for Joval Wines.

Maddison McCarthy brings energy, passion and experience to her new role as Social Media Coordinator for Coopers SA.

Casella Family Brands drives innovation and sustainability

Chris Blockley, General Manager – Sales at Casella Family Brands, discusses growth, innovation, and the company’s outlook for 2025.

Casella Family Brands (CFB) enters 2025 with optimism after a strong 2024. The company achieved growth through product innovation, strategic partnerships, and sustainability initiatives, despite facing challenges in a competitive market.

In 2024, a standout success for CFB was the [yellow tail] Sparkling Cocktails range, particularly the Mediterranean Lemon Spritz, launched in October. This product performed exceptionally well, attracting a younger audience to the [yellow tail] brand.

Chris Blockley, General Manager – Sales at CFB, attributes the success to their focus on innovation, saying: “We’re excited to build on this momentum in 2025.”

Additionally, CFB’s Ampersand brand performed strongly in the ready-to-drink (RTD) space, especially with light RTDs, which are growing faster than dark RTDs. The introduction of new variants like Vodka & Lemonade and Vodka Raspberry Lemonade catered to the increasing demand for convenient, refreshing options. This growth in RTDs aligns with broader market trends and is expected to continue into 2025.

Sustainability has been another major focus for CFB. In 2024, the company launched Australia’s largest solar facility in the beverage sector at its Yenda site. This initiative reduced its carbon footprint, offsetting 7,800 tonnes of greenhouse gas emissions annually – equivalent to planting 325,000 trees. Blockley sees this as significant in supporting the Australian wine sector’s carbon reduction goals.

“We’re incredibly proud of our

Sustainability efforts and community impact

In addition to the sustainability milestone of launching Australia’s largest solar facility in the beverage sector, Casella Family Brands is also committed to supporting community-based projects. In 2024, the company invested in 18 such initiatives across regions where it operates, focusing on biodiversity projects in South Australia, health and wellbeing programs, and the improvement of community facilities. These efforts demonstrate CFB’s dedication to making a positive impact beyond the business world.

sustainability efforts, especially our solar facility, which supports both our business and broader environmental objectives,” Blockley said.

CFB also made significant strides in expanding its portfolio through a partnership with Better Beer, managing its distribution in Australia. This partnership allows CFB to enhance its product

offerings and compete in the increasingly competitive market.

Alongside these innovations, CFB’s wine and whisky brands garnered recognition in 2024. Peter Lehmann Wines (PLW) and Morris of Rutherglen both received numerous awards, including prestigious gold medals and trophies, further strengthening the company’s position in the market.

Looking ahead to 2025

Blockley sees continued innovation as essential to CFB’s growth in the year ahead. The demand for low-alcohol and healthier beverages, particularly in the RTD category, will remain a key focus. CFB plans to meet evolving consumer preferences with new product innovations and range expansions.

“Consumer tastes are evolving rapidly, and we’re committed to staying ahead of trends, especially with products in the ‘Better for You’ space,” Blockley said.

Additionally, CFB remains dedicated to sustainability. The company plans to further expand its environmental initiatives in 2025, ensuring they meet both consumer expectations and industry standards.

Despite the opportunities, Blockley acknowledges the challenges ahead. The competitive landscape is fierce, and staying ahead of shifting consumer demands will require ongoing investment in innovation. However, CFB remains confident in its ability to adapt and grow.

“Staying ahead of evolving consumer expectations will require constant innovation, but we’re confident in our ability to adapt and thrive,” Blockley says. ■

Chris Blockley General Manager - Sales Casella Family Brands

CCEP gears up for transformative year

Navigating a portfolio change and a huge boost in production capacity, CCEP GM Mitchell Lenaghan is excited about the opportunities ahead.

As cost-of-living pressures persisted, CocaCola Europacific Partners Australia (CCEP) General Manager Mitchell Lenaghan observed a clear shift into the off-premise in 2024. While this created an interesting macro-landscape to navigate, he says it was a dynamic and rewarding year for CCEP, balancing inflationary pressures while meeting consumer expectations for value.

“With consumers being more selective in their spending, we focused on supporting impactful activations for our core portfolio of brands. Collaborating closely with our customers, we’ve been able to create meaningful opportunities for consumers to connect with our brands.

“We’re also proud of the growth in share of the Jim Beam high-ABV RTD range; it continues to go from strength to strength,” Lenaghan stated.

Boosting production

In November last year, CCEP unveiled a $22.2m can line upgrade at its Richlands production site in Queensland. Being the largest manufacturing site in its Australian operations, the facility will support CCEP’s future growth plans in alcoholic and nonalcoholic RTD.

“In 2024 and beyond, we’ll focus on increasing production capacity, upgrading equipment, implementing new technologies, and advancing sustainability at this site, and others. These efforts are critical to meeting rising consumer demand while minimising our environmental footprint,” Lenaghan explained.

With an additional $75m investment

allocated to a new can line at the same facility, Lenaghan says this production capacity boost allows the business to better serve its Australian customers.

“It reflects our commitment to innovation, efficiency, and sustainability. By enhancing our operational capabilities, we aim to support customer growth, meet rising demand, and affirm our position as an Australian industry leader in alcoholic/ non-alcoholic RTD for years to come.”

The 2025 roadmap

As CCEP undertakes the final six months of an 18-year partnership with Suntory Global Spirits, 2025 will be a transformative year for the business, with a focus on achieving the best results for customers.

“It’s been an incredible journey and one through which we’ve developed deep category knowledge and expertise across manufacturing, sales and distribution,” Lenaghan recalls.

“A major change in portfolio is not something to be taken lightly, and we’re laser-focused on how we manage this for our current brand partners, our customers and our future brand partners. We are determined to do this well.

“We also respect that our customers expect us to partner with them to deliver mutual growth and drive overall category performance, especially in a difficult macroeconomic landscape. We’re as motivated as ever to ensure we play our role in partnering with our customers to deliver on these priorities as we navigate this transition.

“Looking to the second half of the year

A show of support

“On behalf of the CCEP team, I’d like to express my gratitude to our customers for their trust and partnership throughout 2024. In 2025, we’re excited about the opportunities ahead. We understand the upcoming change in our portfolio is just as important for you as it is for us. It will mark a new chapter in alcohol for CCEP Australia, and we’re committed to staying closely connected with our partners to ensure mutual success as we turn the page,” says Lenaghan.

and beyond, we’re excited to continue participating in the alcohol category, leveraging our market leadership to support our major brand partner, The Coca-Cola Company, and its ambitions to accelerate growth in alcoholic RTD,” he concluded.

Mitchell Lenaghan General Manager Coca-Cola Europacific Partners

Coles Liquor prioritises customer experience

Through its Liquorland consolidation program and a focus on value, Coles Liquor surpassed customers’ needs in 2024.

In 2024, the focus for Coles Liquor was simplifying its strategic priorities to ensure it better delivers to its customers, leading the group to commence a pilot program consolidating its Vintage Cellars and First Choice Liquor Market banners under Liquorland.

Utilising Coles’ largest and most-recognised brand, Chief Executive Michael Courtney says the program brings together the best elements of each brand to create a more compelling offer with greater reach.

“The pilot, which kicked-off in South Australia and a small number of stores in Victoria and Queensland, signals the next phase of our Liquorland transformation, which for the past four years has seen more than 600 stores converted to the successful Black & White format.

“Select Vintage Cellars stores have been converted to Liquorland Cellars and participating First Choice Liquor Market stores have been rebranded as Liquorland Warehouse,” he stated.

Continuing its investment in the Liquorland brand, the group also acquired 20 stores in Tasmania, which also transitioned to the Liquorland Black & White format.

A seamless shopping experience

With cost-of-living pressures continuing to impact liquor market growth, Coles retained its focus on delivering choice and value to customers, and further enhanced its loyalty offering.

The group made it easier for Flybuys customers to receive instant savings in-store, and delivered exclusive Flybuys bonus points offers on the drinks its customers know and love, including the Summer Upgraded by Flybuys program.

Coles Liquor also delivered key initiatives at seasonal occasions through cross-promotions with Coles Supermarkets and partnered with key suppliers and brands to offer vouchers redeemable across the network.

“By investing in these initiatives to deliver great value to our customers, we ensured we were the destination that meets customer needs through a strong product range, outstanding quality, value beyond price, clear and simple merchandising and compelling communication that meets and surpasses customers’ needs both in-store and online,” Courtney explained.

In 2025, Courtney says: “Our focus will be to continue putting

A focused sustainability strategy

Coles Liquor’s approach to sustainability continues to evolve, and last year the group made significant progress. It contributed to the phasing out of 293 tonnes of single-use plastics packaging and achieved 87.4 per cent recyclable packaging across Coles Own Brand and Coles Liquor Own Brand, up from 83.8 per cent in FY23.

“We had solar panels installed at First Choice Liquor Market in Bendigo as part of Coles and Origins landmark strategic alliance. We also embarked on an ambitious private label and exclusive liquor brands packaging simplification workstream which has seen 57 SKUs moved to brown board, saving 140+ tonnes of carbon dioxide equivalent,” says Courtney.

effective strategies in place to serve our customers the drinks they want when they want them. Customer and consumer preferences are ever-changing, and it remains our priority to continually adapt to the needs of our customers.”

One element of this strategy will be AI-driven, which according to Courtney, uses technology to deliver relevant and compelling offers to customers with a more curated range in-store and online.

One example is a recent partnership with QSIC to bring AI-driven in-store audio to Coles Liquor stores.

Additionally, with the use of AI, Courtney says: “Adaptive demand forecasting is driving an improved fulfilment capability in liquor and automating the stock replenishment in stores and our supply chain, resulting in both improved availability and more efficient use of working capital.” ■

Michael Courtney Chief Executive Officer Coles Liquor

Landmark year for Coopers Brewery

In 2024, Coopers celebrated the opening of a $70m world-class visitor’s centre, with lager also driving growth for the brewery.

With the official opening of its new $70m home, 2024 marked a milestone year for Coopers Brewery. Welcoming visitors back to Regency Park for the first time since the pandemic, the new visitor’s centre offers a world-class beer experience.

Housing a restaurant, bars, interactive history display, microbrewery and single malt whisky distillery, Coopers’ General Manager Michael Shearer says the team are pleased with the strong patronage and welcomed the 10,000th visitor in December.

“We receive a lot of positive feedback about the venue, in particular the dining experience. Our Head Chef Fabio Castello has done an amazing job in creating a diverse and authentic menu, and the beer tastings and tours are also very popular.”

A bold vision

In 2025, Shearer says the focus at Coopers remains the same, brewing the best tasting Australian beer possible, with new products already in the pipeline.

“There are no doubt serious challenges facing our industry – including the rising cost-of-living and cost-of-business as well as the excessive tax on beer. Coopers is not immune to these pressures, but we remain positive and optimistic for the year ahead.

“We’ll be releasing an exciting limitededition beer in early 2025 that we feel will resonate well with drinkers and be something different for us. Of course, there will also be the annual Coopers Vintage Ale to look out for.”

As consumer tastes evolve, the new microbrewery allows Coopers to explore

Lager-led growth

Coopers had a successful year from a sales perspective, achieving growth in a declining beer market – an encouraging result given the challenges faced by the beer industry last year.

“Our total beer sales rose 1.5 per cent to 78.7 million litres for FY24, at a time when the national market contracted 2.6 per cent. A key factor was the successful launch of Coopers Australian Lager, which has proven popular among drinkers across the country.

“From our initial research and development, product trialling through to packaging and marketing, it was a significant undertaking to create our unique and modern Australian lager. It all paid off as Coopers Australian Lager has quickly become our fifth-highest selling Coopers product, appealing to a broad range of our existing drinkers and, importantly, new drinkers of all demographics,” Shearer explained.

new beer styles on a smaller scale. The brewery also sees a strong future in whisky, which is a natural progression given the maltings facility on site and decades of experience in mashing and fermentation.

“Our microbrewing team, led by Iain Cooper, will continue to experiment with new beer styles so I’m sure we’ll have a wonderful selection of craft brews for visitors to sample exclusively in the year ahead.

“Whisky production is well underway, and the first product is being barrelled.

We have underground stillage for 5,000 whisky barrels, which we’ll continue to fill over the years ahead. Given the extended timeline for spirit maturation, it will be a few years before the first single malt whisky is available for sale, but we’ll make sure it’s worth the wait.

“At the same time, it’s vitally important that we don’t lose focus on the beer that we have produced for more than 160 years and helped us grow to be Australia’s largest independent brewery,” says Shearer. ■

Michael Shearer General Manager Coopers

Copper & Oak embraces change while keeping community at the heart

The dynamic Perth liquor retailers share insights into the evolving market and future trends.

In 2024, Copper & Oak continued its impressive growth, earning multiple accolades including Best Metropolitan Liquor Store and Best Western Australian Liquor Store. These recognitions reflect the business’s deep commitment to quality service and customer experience, with the Perth-based retailer demonstrating resilience and innovation in a changing landscape.

Founders Jose and Nelio Pestana reflect on the achievements of the past year and the ever-evolving landscape of liquor retailing, revealing how their focus on customer experience and community has shaped their success.

One of Copper & Oak’s key milestones in 2024 was the successful renovation of their Guildford store. Initially taken over in late 2022, the store underwent six months of extensive renovation, including updates to the 1853 red brick building. These changes not only improved the retail space but also allowed for the addition of more shelving, fridges, and a broader product range, with a particular focus on local wines, beers, and spirits from Swan Valley and Perth Hills. This move brought the store closer to the heart of its community, enhancing the shopping experience for both consumers and local producers.

Nelio Pestana shared: “The Guildford community, and broader Eastern suburbs and Perth Hills, have been incredibly welcoming. Even now, there’s still new customers discovering what we do, which is always exciting.”

Adapting to changing trends and consumer behaviour

The retail liquor industry has evolved significantly over the past two decades, and Copper & Oak has kept pace with changing trends. According to Nelio, consumers now have greater access to information and are more influenced by viral trends, particularly through digital platforms. This shift has led to a growing openness among consumers to explore new wine varietals, cocktails, and beers, a shift that has been accelerated by post-Covid travel and a rising interest in international beverages such as Italian and Greek wines, as well as Japanese sake.

Jose Pestana noted: “If there is an overall trend it’s that consumers are now more open to trying new things and that is the recipe which Copper & Oak was built upon. For the last 20 years we have

consistently had one of the largest liquor ranges in Western Australia across the spirits, beer and wine categories.”

Looking ahead to 2025, both Jose and Nelio are focused on maintaining the balance between traditional and emerging trends. Jose observed that the trend towards moderation has gained momentum, with consumers opting for drinks with lower alcohol by volumes (ABVs) or premium products in smaller quantities. This shift in consumer behaviour will likely continue, with Copper & Oak adapting to the demand for quality over quantity.

Nelio added: “Look after the customer. Focusing exclusively on price at the expense of value doesn’t build community or culture.”

With the growing competition from online retail, Copper & Oak has remained committed to providing the same level of service online as it does in-store. The company’s use of video on social media has helped bridge the gap between the bricks-and-mortar experience and the digital world, keeping the brand engaging and accessible.

When asked about advice for the next generation of liquor retailers, Jose emphasised the importance of staying true to one’s purpose.

“Have a really good understanding of who you are, why you do what you do, and who you do it for. This will help you better look after your customers, build industry relationships and help you through the challenging times.”

Nelio added: “This is an incredibly fun industry. It’s hard work, but so rewarding, and the people are amazing.”

As the business heads into 2025, they remain focused on delivering quality products, exceptional service, and continuing to adapt to the ever-changing landscape of the liquor retail industry. ■

Jose Pestana and Nelio Pestana Owners Copper & Oak

Copper & Oak Guildford

This year marks a golden milestone—50 years of ILG. From our humble beginnings to becoming Australia’s largest liquor co-operative, our journey has always been about empowering our members and shaping the future of the liquor industry.

Every member, partner, and team member has been a cornerstone of our success, and we reflect with immense gratitude on the trust and loyalty that has fuelled our growth.

De Bortoli Wines

De Bortoli Wines looks ahead to 2025 growth

De Bortoli Wines reflects on 2024 successes and outlines sustainability and innovation priorities for 2025.

De Bortoli Wines has experienced a year of resilience and innovation in 2024, facing economic challenges while maintaining its commitment to quality and sustainability. Managing Director Darren De Bortoli shares insights into the company’s achievements and its outlook for the future.

Resilience and new releases in 2024 2024 proved to be a year of both challenges and successes for De Bortoli Wines. High interest rates, inflation, and rising operational costs have affected many businesses, but De Bortoli adapted by continuing to deliver quality wines.

“2024 was a year of resilience and innovation for De Bortoli Wines,” says De Bortoli. “Despite tightened consumer spending and rising costs, we remained focused on offering wines that reflect the best of Australian winemaking.”

Among the year’s highlights were the expansion of De Bortoli’s portfolio with new releases like the One Line range, the Limoncello Spritz, and the Woodfired Tempranillo. The company also maintained strong support for established brands such as the De Bortoli King Valley Prosecco and Rosé Rosé.

“Each release highlights our focus on crafting wines that resonate with both tradition and the evolving tastes of our consumers,” De Bortoli adds.

Looking ahead to 2025

De Bortoli’s focus for 2025 will be on advancing sustainability efforts and refining operational efficiency to meet growing consumer demands.

“We’re dedicating ourselves to refining processes across the business, ensuring we continue to provide quality and value despite the rising cost pressures,” says De Bortoli.

The company is also tapping into emerging trends, particularly the rise of wine cocktails and spritzes, to cater to consumers seeking new and approachable ways to enjoy wine.

“We’re capitalising on trends like the rise of wine cocktails and spritzes, catering to consumers looking for new and approachable ways to enjoy wine,” he says.

Sustainability remains a major focus for De Bortoli, with significant progress made in 2024. The certification of its Rutherglen site through Sustainable Winegrowing Australia marks an important milestone in the company’s goal of becoming a Zero Waste Wine Company.

De Bortoli Wines 2024 highlights

New releases: One Line range, Woodfired Tempranillo, Limoncello Spritz

Strong support for established brands: King Valley Prosecco, Rosé Rosé

Sustainability milestones: Sustainable Winegrowing Australia certification for Rutherglen site

Trends to watch: Rise of wine cocktails and spritzes, focus on lighter, easy-drinking wines

“We aim to build on this foundation, with sustainability remaining central to every decision we make,” De Bortoli says. The company is investing in renewable energy and biological farming practices to reduce its environmental impact.

Trends to shape the future

De Bortoli predicts that the “drink less but better” mindset will continue to shape consumer preferences in 2025. There will be a growing interest in wines that authentically reflect their regions and are made with sustainable practices, especially among younger, environmentally conscious consumers.

As the market evolves, De Bortoli Wines is committed to creating wines that blend tradition with modern appeal, satisfying both casual drinkers and wine connoisseurs alike. ■

Darren De Bortoli Managing Director De Bortoli Wines

Category resurgence delivers growth for Drinkworks

After a successful year reinvigorating the beer and cider categories, Drinkworks General Manager Stephen Hopkins is optimistic about the opportunities ahead.

In times of economic downturn, Drinkworks General Manager Stephen Hopkins feels it is more important than ever to ensure brands resonate with and meet the needs of consumers, leading Drinkworks to focus on innovation and activation in 2024.

“Drinkworks has evolved in the last 12 months, taking on some big challenges. Our retail partners were clear with us on the importance of cider and beer and how strategically important these categories are to their business; we took on this responsibility to lead change through customer-first innovation in beer and cider.

“This led to product launches from our Heineken portfolio that are truly exciting to our consumers and partners – including Strongbow Hard Cider Zesty Lemon, Desperados and Tiger Soju,” he stated.

Through a focused approach, Strongbow delivered 16 per cent yearon-year growth and gained 4.7 per cent market share, while Stella Artois became the fastest growing international premium beer in the category.

“These great results are a testament to the hard work, planning and dedication from the Drinkworks team and great collaboration with our customers,” Hopkins added.

In 2024, Drinkworks also took over Australian distribution of Birra Moretti, demonstrating commitment to pursuing growth in areas that align with the longterm strategy.

“We look forward to showcasing this

A world-class supplier

Hopkins told National Liquor News : “Wholly owned by The Heineken Company, Drinkworks was established to provide Aussies with the world’s finest beers and ciders. We may be small, but our talented team is nimble, crafty, and hungry for success. These traits have allowed us to deliver Australians excitement year after year in one of the most competitive markets in the world.”

heritage brand’s Italian history, authenticity and enhancing its appeal to the modern beer drinker and will give it the focus the brand deserves. Birra Moretti is the fastest growing brand in the UK, and we will bring all of the marketing activations to Australia,” he added.

Raising the bar

After a successful year responding to the evolving demands of consumers, Hopkins is optimistic about the year ahead, and what the future holds for Drinkworks. With an abundance of NPD, big new brands like Birra Moretti and Desperados, a flourishing Strongbow and resurgent Stella Artois, he says the business is equipped to tackle the evolving landscape.

“One of the key challenges we are all facing is the lack of pricing architecture in the beer market. Drinkworks understands the challenges our partners are facing, and we want to support the reset of this architecture to deliver value back into the beer category.

“The acquisition of Birra Moretti presents a key opportunity – aspiration and quality delivering pricing architecture in the premium sessionable space,” he explained.

“In 2025 we will continue to focus on consumer insights and how we can meet these needs through the Heineken portfolio or innovation to the Australian market. Our 2025 NPD is focused on delivering on the rapidly changing Australian demographic and generational shifts. The bar has been raised and the customer is excited.” ■

Stephen Hopkins General Manager Drinkworks

New year, new brews for Empire Liquor

The South Australian wholesaler underwent substantial portfolio changes as it continued to distribute international brews to the Australian market.

Empire Liquor had a significant year of change in 2024, adding four new UK breweries to its portfolio of 100 per cent imported beers and ales, with more additions expected in 2025.

Managing Director Brenton Quirini, explains that a major change to Empire Liquor’s UK beer portfolio presented an opportunity to pivot away from the ‘larger’ UK brewing players and align with smaller, regional family-owned brewers.

“Many of our new beer brands have centuries of history, with one first established back in 1777. It is a privilege to be working with these owners. The depth of brewing knowledge and heritage they possess is impressive.”

The new additions are Theakston Brewery in North Yorkshire, Badger Brewery in Dorset, St Austell Brewery in Cornwall, and Timothy Taylor’s Brewery in West Yorkshire. Of these new additions, three products in particular have driven immediate success, these being Theakston’s Old Peculier Dark Ale, St Austell’s Proper Job IPA, and St Austell’s Tribute Pale Ale.

“The authenticity of these beer styles has been very well received, and the quality has surprised consumers, once again proving that beers made with tradition, experience, and quality will stand the test of time and are always well received,” said Quirini.

Hofbräu Munich sales also continued to grow in 2024, leading Empire Liquor to extend its sales network for independent trade customers across Australia. This enabled a wider customer audience across the country and helped consumers embrace German beers.

“We have been very pleased to see that consumers are increasingly prepared to accept higher prices for authentic brands and products. We see this as a definite encouragement for us to seek further growth.”

In 2025 Empire Liquor will also be adding Sullivan’s Brewing Co. to its portfolio, an Irish brewery that is steeped in history.

“Their beers are brewed by local experts, by hand, in small batches, with enormous heart and the finest locally sourced ingredients. From the high morals and integrity of Mr Sullivan in the 1700s, to the reckless and rebellious Master Sullivan in the early 1900s, this brewery has a tale or two to tell. Resurrected in 2016 after a nearly 100-year hiatus, their Kilkenny brewed beers are of exceptional quality and we can’t wait to share them with Australia.”

Realigning values

“2024 was always planned as a consolidation year for us and we dedicated a great deal of time to assessing all aspects of the business, especially around logistics, process and procedures, looking at where improvements could be made, and efficiencies could be found,” Quirini said.

Looking forward, Empire Liquor will continue to build on its national distribution, with a focus on its portfolio of premium international beers, while also growing distribution of its wine portfolio.

“On a national level we will be continuing our distribution drive for our imported beers, looking to gain new listing in venues that understand the value of an authentic quality product,” says Quirini.

“For our local South Australian market, our focus will be finding distribution growth for our wine portfolio with key listings in independent retail and on-premise venues.

“In order for the smaller family-owned brands to continue doing the things we love; we must keep supporting them.” ■

Brenton Quirini Managing Director Empire Liquor

Customer-centric approach drives success for Endeavour Group

Ahead of his departure from Endeavour Group, CEO Steve Donohue reflects on the successes of 2024.

Despite a challenging economic and customer backdrop, Endeavour Group CEO Steve Donohue says he is proud of what the group achieved in 2024, maintaining its position as a leading liquor retailer while still progressing strategic initiatives.

Reflecting on Endeavour’s key retail achievements, he told National Liquor News: “We continued to enhance our network, adding nine Dan Murphy’s and 18 BWS stores, while completing the renewal of 52 BWS stores and 16 Dan Murphy’s stores over the course of 2024.

“Pinnacle Drinks continues to be a market leader for product innovation and customer choice. We launched approximately 400 new products last year – which drove over half of Pinnacle’s sales growth – and won over 900 product awards.”

Highlighting the importance of value to the consumer last year, Donohue says Endeavour Group focused not only on price leadership, but also loyalty and rewards.

“Effective investment in our omnichannel capabilities helped drive active members of our My Dan’s membership program up to 5.4 million, while Dan Murphy’s personalised offers delivered material sales uplifts. The launch of BWS Appy Deals drove monthly active app users up 155 per cent, and BWS also added 500,000 new customers through ultra-convenience partnerships.”

Donohue also recognises the impact of responsible growth on long-term shareholder value and shared the group’s progress in committing to a positive and sustainable imprint.

“In FY24, we continued to focus on our foundations – resourcing, training, frameworks, controls and oversight – to better support our regulatory obligations and drive responsibility and compliance through our operations.

“This is reflected in improved metrics like a 92 per cent completion rate for our unique ‘leading in responsibility’ training across all team members, and 44 million engagements with our customers during the year with responsibility messaging.

“There is more work to do; but sharing our performance and targets for improving responsibility metrics demonstrates our commitment to transparency and action,” he stated.

Putting customers first

Over the past decade, purchasing behaviour has been influenced by macro factors such as technological advancements, sustainability initiatives and a focus on mindful consumption, says Donohue, making it more important than ever to place customers at the heart of Endeavour’s strategy.

Looking to the year ahead, he says: “Our biggest opportunity and challenge is to continually create meaningful experiences for our shared social customer and through our investments in our customer foundations, in order to drive performance in our core businesses and to deliver the value our customers seek.”

A new era for Endeavour Group

After 30 years in the business, Donohue has stepped down from his position at Endeavour Group. While the job will now fall to a new CEO, he expresses his gratitude to the industry.

“I’d like to pay tribute to the 30,000+ team members who create memorable social experiences for our customers, and importantly, connect them with the innovative products being made by winemakers, brewers and distillers across Australia. At Endeavour, we’re all passionate about the role we play in the industry, and I am as invigorated about this as I was when I first started in the business over 30 years ago.

“And finally, to the industry, I have built three decades’ worth of great memories and good friends and could not be more grateful,” he concluded. ■

Steve Donohue Chief Executive Officer Endeavour Group

Fassina Liquor Stores celebrates 50 years

Celebrating 50 years of family-owned success, Fassina Liquor Stores reflects on the past and looks forward to the future.

Fassina Liquor Stores, a cornerstone of South Australia’s liquor retail scene, is celebrating an incredible milestone – its 50th year of trading.

Founded by Joe and Ross Fassina in 1975, the business has not only withstood the test of time but thrived, thanks to a blend of innovation, dedication, and a commitment to local customers. As it celebrates its golden anniversary, the business is in its third generation of family ownership, led by Adam and Elise Fassina, who continue to carry forward the values passed down through the generations.

“We are so proud to have reached this milestone,” said Elise Fassina. “It’s a testament to the hard work of my grandfather Joe, my father Ross, and my aunt Eleanor, who built this business from the ground up. Joe was well-loved in the local community, and it’s heartwarming to hear stories about him even today.”

A future focused on technology and customer service

Looking ahead, Fassina plans to continue its evolution, embracing technology to enhance the customer experience.

“Our next phase will focus on offering a more seamless shopping experience, both online and in-store,” she explained. “We’ve already built 50 years of expertise in the South Australian market, and we’re excited to use that knowledge to grow and compete with the bigger players in the industry.”

As part of the strategy for future growth, Fassina Liquor is upgrading its systems to provide even better service.

“We’re taking our time to make sure everything is perfect,” Fassina added. “When the new system rolls out, our customers will love the enhanced store experience and loyalty program.”

But what truly sets Fassina Liquor apart from its competitors is its focus on customer service. Fassina notes that this personal touch is the foundation of their continued success.

“We offer real customer service. Whether it’s carrying a carton to someone’s car or sourcing a product, we go the extra mile. We’ve lasted this long because we’ve built trust with our customers through consistent, honest service.”

Support for local suppliers is also a critical element of Fassina’s identity.

“We’re passionate about showcasing South Australian products,” said Fassina. “There’s been a shift in young people’s preferences towards lighter wines like Pinot Noir and Rosé, and we’re expanding our range to meet that demand. We’re also

seeing an explosion in interest in Limoncello Spritz, which has become a great entry point for younger consumers to explore wine.”

For 2025, Fassina Liquor is planning a range of special promotions to mark the milestone year, including premium masterclasses with well-known wine experts, tastings, and rare prizes for loyal customers. Additionally, the company will spotlight its impressive collection of rare back-vintage wines, including a significant selection of Penfolds back vintages.

“Our large warehouse helps us offer great value every day, even with price volatility in the market,” Fassina noted. “This is the perfect time to highlight our unique offerings, especially our back-vintage wine collection.”

As Fassina Liquor celebrates its 50th year, the company remains focused on its core values: customer service, local products, and innovation. With a clear vision for the future, the family business is ready for another 50 years of success. ■

Elise Fassina Marketing Manager Fassina Liquor Stores

L-R: Elise Fassina, Adam Fassina, Ross Fassina, Eleanor Fassina

Good Drinks Australia celebrates an exceptional year

In 2024, Good Drinks Australia solidified its retail presence, fostering stronger partnerships, driving category growth and expanding its portfolio.

Experiencing exceptional growth in both volume and value, 2024 was a standout year for Good Drinks Australia (GDA), and according to data from Circana, the group was the fastest-growing manufacturer in both metrics in the last six months of the year.

Mick McKeown, GDA’s Head of Sales and Marketing, told National Liquor News: “At the start of the year, we set a new strategic direction focused on fostering stronger partnerships with our retailers and international brands. This ‘partner to win’ mindset has driven remarkable outcomes across our portfolio.

“In 2024, GDA also made a strategic decision to employ more sales representatives in key markets, which was at odds to the rest of the industry. We believe our focus on people and building relationships contributed significantly to our success last year.”

One example of strong retail growth is Gage Roads, which remains Western Australia’s number one craft beer brand, having recently launched a 10-pack format of Single Fin in WA and celebrated Side Track as the state’s fastest-growing midstrength beer.1

As citrus-flavoured beverages grew in popularity, the launch of Matso’s Vodka Lemon Lime Crush surpassed expectations, while the launch of Miller Chill Lime cans saw the brand return to growth.

Looking at cider, Magners continued to excel as the fastest growing cider band in value and volume, with sales up 73 per

Celebrating success

Reflecting on a year of collaborative success, McKeown says: “At GDA we say: ‘let’s not work somewhere, let’s build something’ and to achieve that we need the incredible support of our customers and consumers alike. Thank you to our incredible retail partners, store owners and retail staff across Australia, we couldn’t have had the year we had without your continued support.”

cent year-on-year. Expanding its cider portfolio, GDA also took on exclusive Australian distribution of Rekorderlig Cider in July, and in the short time since, has reclaimed almost 70 per cent of lapsed accounts across the country.

“Retailers have embraced the transition of Rekorderlig’s distribution to GDA. Our proven success in revitalising international

brands – such as Miller Chill, Coors, and Magners – through strategic reinvestment both above and below the line has instilled confidence that Sweden’s famous cider brand would follow the same trajectory,” McKeown explained.

“These accomplishments reflect the strength of our retail partnerships and the dedication of our team. Collectively, our retail performance across the entire portfolio surpassed 2023 results – a true testament to the power of collaboration and innovation.”

Upping the ante

Looking to the year ahead, the focus for GDA is sustaining its momentum, kicking off the year with promotions on its flagship SKUs Miller Chill and Matso’s – giving consumers the chance to win a once-in-a-lifetime trip to the USA and a Mercedes motorhome valued at $110,000.

McKeown said: “Beyond promotions, we’re doubling down on innovation and deepening our collaboration with retail partners. A key focus for 2025 is driving category growth by tailoring pack sizes to help retailers better address the cost-ofliving challenges faced by consumers.

“As part of our three-year strategy we’ll continue to close some strategic category gaps. There will be more flavours to come as part of the Matso’s Crush range, some new and exciting products we’ve been working with Rekorderlig on and some exciting new news on Gage Roads.” ■

1Source: Circana MarketEdge Australia Liquor Weighted, MAT To 06/10/24

Mick McKeown Head of Sales & Marketing Good Drinks Australia

Rum renaissance positions Husk for growth

With the support of a new distribution partnership, Husk is prepared to capitalise on the rum category’s year-on-year growth.

Marked by expansion in domestic and international markets, 2024 was a big year for Husk Rum and its sister brand Ink Gin. While Husk launched in France, Ink Gin entered the Indonesian market and ran its third Ink Art Competition in support of emerging Australian artists.

Although the wet season prevented Husk from getting all its cane off the paddock and into barrels, the installation of a new bottling line saw both brands ramp up production, and in 2024, Husk announced a new distribution partnership with Proof & Company.

Harriet Messenger, Head of Brands at Husk and Ink Gin, says: “Joining forces with Proof & Company has been transformative. We can now focus on what we do best – making honest spirits that reflect the land. Proof has levelled up both our sales force and our ability to engage with our community, which is so important when you operate from a farm in a regional area.

“In 2025 we’ll work hand in hand with Proof & Company to shape the next chapter of Australian rum history – a new taste of Australian rum, born from the terroir of this beautiful country.”

Consumers return to tried-and-true brands

Globally, the rum category is experiencing year-on-year growth, and in Australia alone the market is worth more than $600m. For Husk, this represents a huge opportunity to showcase the depth, versatility and value of its portfolio.

“We’re seeing fantastic growth in Husk Rare Blend, our modern Australian rum. It’s the perfect deliciously accessible trade-up or starting point for new rum drinkers.

“As consumers become more curious about rum, we’re also seeing great interest in our Australian Cultivated Rum (ACR). These are dry, complex pure single rums made with 100 per cent cane juice. As well as our mainstay Husk Signature ACR, in 2024 we released two special barrel finishes, one made in collaboration with Stone & Wood and the other with local legends Earth Beer. They quickly sold out, and collectors should expect exciting new finishes in the coming year.

“We saw some strong flavour trends in 2024 such as lemon, coconut and coffee. As the world’s most diverse spirit, rum is well placed to capitalise on new flavour trends, and we’ll continue to do this into the new year.”

For this reason, the new Husk Coconut release is quickly becoming

Economic headwinds

Like many other distilleries, Husk felt the impact of inflation, reduced consumer spending and bi-annual excise increases last year.

“No matter what we do, our margin is being eroded every six months with excise indexation, and prices go up. It’s simply not sustainable. The only thing we can do is ride it out, continue to make exceptional quality products and hope that the Australian Government provides some relief in the form of spirits excise reform,” Messenger said.

a favourite among consumers. At the same time, Messenger says gin isn’t going anywhere.

“In 2023-2024 we saw a boom in new gin micro brands and consumers suffered from palate and decision fatigue in the gin aisle – so many gins to try, such little time. As the category consolidates, we’re seeing a strong return to tried-and-true brands like Ink, Four Pillars and Tanqueray.

“Our original innovation Ink Dry Gin is still Australia’s favourite indie gin, and by far our best seller. Ten years on and going strong.”

Harriet Messenger Head of Brands Husk Distillers

ILG celebrates 50 years of the cooperative

With a year-long celebratory campaign underway, ILG CEO Paul Esposito highlights the importance of cooperatives to independent retail.

Although 2024 was a challenging year for much of the liquor industry, it provided an opportunity for Independent Liquor Group (ILG) to continue strengthening its community. Along with the successful recruitment of new members, the group sustained growth across its retail base in NSW, ACT and Queensland and continued expansion into Victoria.

ILG CEO Paul Esposito attributes this growth to the cooperative’s straightforward retail offering, its rebate structure based on total packaged product sales, industry-leading freight rebates and strong service levels.

Last year, the group also made significant investment in e-commerce and digital marketing, creating a comprehensive solution that opens new opportunities for members by diversifying their revenue streams and enhancing their business capabilities.

“These capabilities include access to a broader customer base, while online shopping enables members to sell to customers outside their immediate geographic area through increased visibility, and the opportunity to trade around the clock,” says Esposito.

Members also benefit from the ability to analyse purchasing habits and adjust inventory, pricing or marketing strategies, use data insights to create personalised campaigns, and deliver a seamless shopping experience that leads to long-term revenue growth.

Enduring success

This year marks ILG’s 50th year of trading, and for Esposito, it signifies a remarkable milestone of longevity, resilience and success.

“It’s a testament to the co-operative’s

Made by Hand.

Crafted by Passion.

ILR eyes growth and innovation for 2025

Independent Liquor Retailers plans to enhance competitiveness with technology and tailored strategies.

Independent Liquor Retailers (ILR) is entering 2025 with a bold strategy for growth, focusing on technology, supplier partnerships, and supporting its members in a competitive and evolving market.

CEO Anthony Abdallah reflects on ILR’s achievements in 2024 and outlines the vision for the year ahead. He says that 2024 was a year of transformation for ILR, marked by an impressive expansion of its membership base and the implementation of data-driven strategies that have bolstered both member support and business performance.

“We’ve focused on rolling out key strategies designed to better support our members and position the group for long-term success,” he says. “One of the standout achievements last year was the incredible growth in our membership base, reflecting the value and trust that members place in ILR.”

ILR’s focus on operational efficiency has also been a key driver of success. The introduction of the MarketPlace platform, which streamlines supply chains and simplifies order processing, has allowed members to reduce inefficiencies and focus on core business activities.

As Abdallah explains: “By providing actionable data, ILR empowers members to make smarter decisions that enhance profitability.”

To address the challenges posed by rising operating costs and wage inflation, ILR is leveraging its collective buying power. Negotiations with suppliers, banks, and service providers have delivered better deals and discounts for members.

Looking ahead to 2025, ILR’s strategies are focused on diversification and embracing the growth of e-commerce. Abdallah highlights the importance of adapting to changing consumer demands, particularly in the areas of RTD and low-alcohol products.

“In 2025, I see the liquor retail industry continuing to grow in RTD and low-alcohol products,” he says. “Consumers are prioritising convenience and health-conscious options, and we are preparing for that.”

Another focus for ILR in the year ahead will be enhancing its online presence. Through the development of member-specific microsites, ILR is positioning itself to meet the growing demand for digital and omnichannel shopping. Abdallah is confident that these steps will allow ILR’s members to thrive in a competitive, increasingly digital marketplace.

Anthony Abdallah Chief Executive Officer

Key 2025 trends for ILR members

• RTD and low-alcohol products will continue to gain popularity.

• Consumer demand for value-driven offers, like multibuys and one-litre formats, will grow.

• E-commerce and digital shopping will increase, necessitating seamless online and in-store experiences.

• Data-driven insights and tailored strategies will be essential for profitability.

“We’re enhancing our online presence to meet the growing demand for e-commerce and convenience,” he explains.

To stay ahead of the curve, Abdallah encourages ILR members to embrace adaptability and innovation.

“Use tools like MarketPlace and digital activations to enhance efficiency and customer engagement,” he urges.

As the retail landscape continues to evolve, ILR is committed to staying ahead through stronger supplier collaborations and strategic investments in technology.

“By embracing innovation and enhancing marketing efforts, we help our members thrive in an increasingly competitive retail landscape,” Abdallah concludes. ■

Independent Liquor Retailers

Discover

Available through Samuel Smith & Son

Tasmania with Jess Bonde

Lion optimistic about future of beer as it moves into new categories

Although economic pressures limited category performance, investment in core brands and innovation spearheaded growth for Lion.

Like most of the drinks industry, Lion felt the impact of global inflationary pressures, increasing alcohol tax and challenging market conditions in 2024. These factors put huge pressure on category performance, but despite this, the business continued its transformation and growth.

James Brindley, who returned to Lion Australia as Managing Director and coleader in May last year after a two-year hiatus, told National Liquor News: “Beer remains a core strength and an important force in the alcohol market. We’re dedicated to the beer category and investing in our iconic brands to elevate them further.

“At the same time, the RTD and spirits categories are key growth areas for Lion, and we’re building the capabilities to become a respected challenger in these segments.”

Meeting consumer needs

Last year, Lion created a set of category growth drivers that identified opportunities for category growth into the future, says Anubha Sahasrabuddhe, Chief Growth and Commercial Officer and co-leader of Lion Australia, leading the business to invest in its core brands and embrace innovation.

“One of the drivers of category growth was mindful choices – consumers were telling us they wanted to enjoy beer but with less of the guilt around carbs, calories and alcohol,” she explains.

“From this insight, we developed our zero-carb range of Ultra beers across XXXX, Tooheys, Hahn and Byron Bay Brewery and have seen success in the initial results.

“Further to this, we continued to

Where next?

Sahasrabuddhe says: “We’re focused on starting the year with the momentum that we finished with in 2024 – off the back of strong share performance and growth in beer, RTDs and spirits, and some great recognition from our customers that we’re on the right track.”

premiumise the beer category, with Stone & Wood continuing to experience strong national growth, Guinness in phenomenal growth globally and in Australia, and Kirin Ichiban moving to be a top 10 international brand in Australia, growing second-fastest only behind Guinness in this segment.”

Not only has the launch of the Ultra beer range shown promising results and successfully recruited consumers back into beer, Lion also saw rapid growth in Australia’s highly competitive RTD market.

“We’ve been able to give our customers what they want, when they want, so they can meet the needs of their consumers, including bringing authentic Japanese flavours to Australians via our new RTD, Kirin Hyoketsu,” Brindley added.

“We have had a strong focus on improving execution with our customers,

which is reflected in Lion achieving an advantage survey score of number two in the market, up from six, and number one in the on-premise, and winning Supplier of the Year at the Coles, Independent Liquor Group and Star Liquor Group awards. It has been a true team effort, with every member of the Lion team pulling together to get us to where we want to be – and we’re hungry to improve further in 2025.”

Looking ahead, Lion has clear and confident plans to win Australia in the next 12 months, says Brindley.

“Whether it’s growing our brands, partnering with customers, strengthening our operations, developing talent, or advancing our Force for Good agenda, we will continue to drive Lion’s transformation. We’re excited to see where the year takes us,” he concluded. ■

James Brindley and Anubha Sahasrabuddhe Co-leaders Lion Australia

Liquor Barons toasts a winning 2024, eyes growth in 2025

Liquor Barons, WA’s leading liquor cooperative, reflects on key achievements and plans for 2025 growth.

2024 was a standout year for Liquor Barons, which saw continued success despite ongoing economic pressures. The group not only achieved positive sales growth but also received the title of Best Retail Liquor Group at the Australian Liquor Industry Awards (ALIAs) for the fifth time in 11 years. This accolade highlights the effectiveness of the cooperative model and the group’s ability to outperform larger national chains.

Chris O’Brien, General Manager of Liquor Barons, reflects on the year’s highlights, emphasising that despite the cost-of-living crisis and new liquor restrictions in regional Western Australia, the cooperative managed to drive growth in all categories.

“We even achieved a slight increase in profit margins for our members,” O’Brien said. “This success is a testament to our independent cooperative model and unparalleled data access, which allows us to respond proactively to market challenges.”

A key achievement for the year was the expansion of Liquor Barons’ footprint with three new stores in Leederville, Wundowie, and Augusta. O’Brien noted that the cooperative’s deep understanding of local consumer trends has been critical in enabling such growth and maintaining their competitive edge.

Winning Best Retail Liquor Group at ALIA was another key highlight. O’Brien sees this achievement as a reflection of the cooperative’s strength and its ability to compete with larger, national chains.

“It’s a testament to the strength of our cooperative and the dedication of our

independent, family-owned businesses. To consistently outperform national chains is an incredible achievement,” he said.

One of the standout initiatives in 2024 was Liquor Barons’ marketing campaign, A Thirst for Discovery, which repositioned the brand as a destination for those eager to explore new and unique beverages. The campaign resonated deeply with consumers, particularly with younger audiences, through its fun, adventurous concept.

The campaign featured their mascot, The Baron, embarking on a global exploration to uncover hidden drink gems, engaging customers with billboards, digital ads, and print media.

Looking forward to 2025, O’Brien is excited to build on this momentum.

“In 2025, we aim to further solidify the A Thirst for Discovery campaign and reinforce our updated brand identity across Western Australia,” he said.

Additionally, the cooperative plans to continue fostering partnerships with

local breweries, wineries, and distilleries, a strategy that has proven successful in driving exclusive product releases and supporting local businesses.

“We are proud to champion Western Australian producers and look forward to more exciting collaborations in 2025,” O’Brien said.

As for the trends to watch in 2025, O’Brien predicts that younger consumers will continue to shift away from traditional beer and wine in favour of sweeter, more approachable beverages. This trend presents both challenges and opportunities, with Liquor Barons keen to adapt its offerings to meet evolving consumer preferences.

With its strong foundation in 2024 and a clear focus on member profitability, strategic marketing, and local partnerships, Liquor Barons is set to maintain its leadership position in 2025. O’Brien expressed confidence in the group’s ability to navigate the evolving landscape and continue delivering exceptional results. ■

Chris O’Brien General Manager Liquor Barons

Liquor Legends’ strategic vision for 2025

John Carmody, Managing Director, Liquor Legends outlines its key strategies for 2025, focusing on innovation, growth, and customer engagement.

Liquor Legends has experienced robust growth throughout 2024, positioning itself as a leader in the competitive liquor retail space.

John Carmody, Managing Director of Liquor Legends, reflects on the company’s achievements in 2024 and shares its key strategies for the year ahead, focusing on innovation, growth, and market responsiveness.

Liquor Legends enjoyed a successful year in 2024, with consistent growth across both value and volume. Carmody highlights several key achievements, including the milestone of one million Rewards Members, who now represent almost 50 per cent of retail sales.

“We’ve also driven growth by providing exceptional retail strategies and handson in-store support for our independent members,” he says.

Despite challenges such as fluctuating consumer demand, rising operational costs, and competitive pressures, Liquor Legends has maintained its leadership.

“We’ve used insights from our loyalty program to refine our offerings and pricing strategies while strengthening supplier partnerships to manage cost pressures,” says Carmody.

Key priorities for 2025

Looking to the future, Liquor Legends will focus on customer engagement, operational innovation, and responsiveness to market changes.

“In 2025, we will continue to enhance our Loyalty Rewards program, delivering

Liquor Legends key to success

One million Rewards Members:

Nearly 50 per cent of retail sales are driven by loyalty members.

Premium Product Leadership: Strong performance in New Product Development and premium categories.

Operational Efficiency: Focus on cost management through supplier partnerships and tools like LARA and electronic shelf labels.

E-commerce and Omnichannel: Integration of online shopping with in-store experiences for a seamless customer journey.

personalised offers to over one million members,” Carmody says.

He also emphasises the importance of expanding the company’s omnichannel capabilities, with plans to strengthen its e-commerce platform to ensure a seamless customer experience.

“We are committed to integrating technology such as LARA (Legendary Automated Replenishment App) and electronic shelf labels to improve operational efficiency,” he adds.

Despite ongoing market volatility, Liquor Legends has maintained stability in key areas like transaction counts, average sales, and margins. According to Carmody, the company’s loyalty program has been a crucial driver of repeat business.

“Our loyalty program fosters repeat

purchases, which significantly impacts sales. By leveraging customer data, we’ve been able to implement highly targeted promotions and optimise pricing strategies,” he says.

Additionally, Liquor Legends has focused on high-margin categories to ensure strong profitability.

“Optimising category management allows us to stay agile and responsive to shifting consumer preferences,” says Carmody.

E-commerce and technology integration

E-commerce continues to be a key focus for Liquor Legends as part of its omnichannel strategy. Liquor Legends is enhancing its e-commerce platform to offer personalised online shopping experiences and seamless loyalty integration.

As Carmody explains: “E-commerce is integral to our growth, allowing us to cater to customers who prefer the convenience of online shopping.”

Looking to 2025, technology will play a pivotal role in streamlining operations and improving the customer experience. “

Tools like LARA and electronic shelf labels will enable us to manage inventory more effectively and provide pricing transparency,” Carmody says.

“Technology-driven personalisation and omnichannel retailing will continue to be key factors shaping the market,” he adds.

With its focus on innovation, customer engagement, and operational excellence, Liquor Legends is well-positioned to lead the industry in 2025. ■

John Carmody Managing Director Liquor Legends

Moretti

Drinkworks, part of the Heineken Company, welcomes Birra Moretti, the authentic Italian lager, to its portfolio. Orders can be placed with your preferred wholesaler or contact us directly e: orders@drinkworks.com.au

e: orders@drinkworks.com.au

NSW: Robert Montgomery 0447 600 116

VIC/TAS: Saban Petrovici 0481 151 139

QLD: Jeremy Cooke 0447 601 045

WA: Jeremy Chittock 0447 600 119

SA/NT: Chris Linhart 0418 601 348

LMG’s vision for success

CEO Gavin Saunders highlights LMG’s focus on innovation and member support for long-term success.

Liquor Marketing Group (LMG) has had a year of remarkable achievements, consolidating its position as a leader in the liquor retailing sector. CEO Gavin Saunders highlights the group’s continued growth in 2024, driven by innovation, technological advancements, and a strong focus on member support, with plans to build on this success in 2025.

Driving growth in a challenging market

“LMG’s like-for-like scan performance has delivered growth versus a market in value decline. We’ve outperformed the market by +1.8 per cent, but our focus remains on long-term success for our members,” says Saunders.

The key to LMG’s success over the past year has been a combination of strategic investments and a member-first focus. A standout initiative was the introduction of the ‘More Rewards’ loyalty program across Sip’n Save and Harry Brown, with the Bottlemart rollout scheduled for March 2025. The integrated platform gives shoppers exclusive offers, digital catalogues, and member benefits, while providing valuable first-party data that helps members boost sales and profitability.

A member-first approach to growth

LMG has remained committed to sustainable growth, focusing on long-term success rather than short-term gains.

As Saunders explains: “As a membership-owned group, we invest all our revenue into member benefits. This includes price support, loyalty programs, and technologies like electronic shelf labels (ESL).”

The ESL technology, implemented throughout 2024, has made a significant impact, streamlining inventory management and improving margins. It saves time with automatic price updates and better management of clearance lines. Additionally, LMG’s store refreshment program has resulted in increased customer count and enhanced product offerings.

Supporting members for sustained success

LMG’s ongoing commitment to member support is a key driver of its success.

The year ahead for LMG

In 2025, LMG plans to continue building on its foundation of innovation and member support. The expansion of the ‘More Rewards’ loyalty program, alongside further use of ESL technology and store refreshment programs, will help drive both growth and member engagement.

“It’s the small, consistent improvements that set us apart –‘better than yesterday’ is not just a mantra, it’s a promise to our members,” Saunders says.

With a clear vision for the future, LMG’s unwavering commitment to long-term growth, innovation, and member profitability positions it as a leading force in the liquor retailing industry.

“We work closely with our members to help them build their family assets and achieve sustained business improvement,” Saunders says.

In addition to this, LMG provides Business Intelligence (BI) reports, offering members real-time insights into their performance. Looking ahead to 2025, LMG plans to enhance its loyalty platform further, complementing existing efforts like digital marketing and catalogues.

“Loyalty provides an additional tool to drive performance and engagement in 2025,” added Saunders.

A focus on long-term growth

LMG’s strategy prioritises long-term growth, ensuring that members achieve sustained profitability.

“Our focus is on winning for our members over the long term,” says Saunders. He believes that retailers who adapt to shoppers’ evolving needs – through better offers, range, pricing, and experiences – will continue to thrive.

Despite fierce competition in the liquor retail sector, LMG’s ability to stay ahead of market changes is key to its success. By remaining focused on long-term profitability, the group ensures its members stay competitive in an ever-changing landscape. ■

Gavin Saunders Chief Executive Officer Liquor Marketing Group

Local player Menulog delivers more for partners and customers

After a transformational year in the drinks space, Menulog is looking forward to building its strength further in 2025.

A lot has changed for Australian-born on demand delivery platform Menulog since its beginnings in the takeaway food industry more than 18 years ago. 2024 was no exception, being a transformational year for the drinks side of the business.

Morten Belling, Managing Director at Menulog said: “We’ve evolved a lot over the years, reacting to the wants and needs of local businesses and their customers. Today, we’re proud to offer convenient access to a growing range of whatever Australians feel like – from takeaway food to groceries, flowers, convenience products, pharmacy items and more, and of course drinks.

“Last year was significant in this evolution for Menulog, with many key achievements enhancing our alcohol proposition. This, combined with our strong history with regional Australian communities, has allowed us to cement a strong and responsible base to support liquor retailers connecting with customers across diverse areas and zones throughout QLD, NSW, ACT, VIC and TAS.”

That strong base has helped carve out Menulog’s identity as a key industry player, with multiple big new partners in 2024. Throughout the year Menulog welcomed Coles Liquor, with more than 650 stores under the Liquorland, First Choice Liquor Market and Vintage Cellars brands launching on the platform, and Endeavour Group, with more than 900 BWS stores now live. From the independent side, Menulog

signed agreements with banner groups including Australian Liquor Marketers and Independent Liquor Group, to deliver new opportunities for their members.

Belling says this means great things for partners of all sizes: “Having partnerships like this is important as it strengthens our overall ecosystem, helping Menulog to become an attractive destination for customers to explore when shopping for drinks.”

A bright year ahead

For 2025, Menulog will continue to stay focused on delivering the best for its partners, customers and couriers. By doing this the business can address what Belling calls the biggest opportunity – customer penetration.

“We have a large customer base that knows and loves us for our takeaway food offering, considering our almost two decades of history in this category. However, many of them haven’t yet explored what we can offer in the retail space as well. We have a great opportunity to change this and bring even more convenience to these customers,” says Belling.

To do this, Menulog will stay committed to showcasing its strengths, which champion value and a wide-reaching footprint supporting businesses in both metro and regional areas.

“There’s so much potential in the competitive Australian on-demand delivery market, as customers explore and define what convenience and value means to them. As we already have strong courier networks in so many areas delivering food, we can leverage them to deliver more types of products, which in turn creates more earning opportunities for local couriers in the community,” said Belling.

“We have this exciting challenge to demonstrate to our customers how they can tap into this to get more value and convenience from us. You don’t need to find time to head to the shops to grab drinks before friends arrive - our couriers are already on the road and can do this for you. Already we’re finding that social occasions like this are driving alcohol to be one of the fastest growing sectors where customers are enjoying the convenience of delivery.”

Morten Belling Managing Director Menulog

Metcash focuses on localised value and innovation

Kylie Wallbridge, CEO of Liquor, Metcash, shares insights on growth, innovation, and the future of independent retail.

Metcash’s Liquor division has achieved impressive results despite challenging market conditions. Both sales and market share have increased, thanks to a strong focus on delivering value and tailored local experiences for Australian shoppers.

Kylie Wallbridge, CEO of Metcash Liquor, attributes this success to the company’s commitment to meeting the evolving needs of its customers.

Reflecting on the current state of the liquor industry, Wallbridge acknowledges the challenges faced by all retailers, especially the ongoing cost-of-living pressures. However, Metcash has seen continued success across all its liquor sectors – wholesale, on-premise, and retail banners.

A key driver of this success is Metcash’s emphasis on enhancing the shopper experience.

“Within the IBA retail banners, we’ve focused on localised ranges, competitive offers, differentiated brands, and exceptional in-store experiences,” Wallbridge says. “Our retailers are dedicated to creating memorable experiences for their customers.”

The on-premise channel has also shown stability, with positive momentum, as the hospitality sector continues to recover.

Investment in logistics

A pillar of Metcash’s strategic initiatives is its significant investment in logistics. The new Truganina Distribution Centre (DC) in Victoria is a prime example of this investment. At 115,000sqm, it enhances Metcash’s ability to efficiently serve both independent retailers and on-premise venues.

“Australian Liquor Marketers (ALM) is Australia’s largest wholesaler to the independent retail network, handling over 60 million cases annually,” says Wallbridge. This infrastructure investment strengthens Metcash’s position as the leading wholesaler to independent retailers.

Looking to 2025, Wallbridge shares: “We are focused on continuously improving our service offerings for wholesale customers and suppliers, ensuring access to a national network in a cost-effective way, and supporting the competitiveness of the independent trade.”

Retail momentum

IBA will continue to prioritise strategies that support shoppers and retailers. Key initiatives include expanding the loyalty program, which delivers personalised offers to shoppers at the right time with the right product.

“With an expanding loyalty program, we’re driving engagement and delivering the right product to the right customer,” Wallbridge says.

Metcash is also enhancing its partnership programs, such as the Platinum Program, which launched in 2024. This initiative focuses on data partnerships, POS integration, ranging, execution, and digital programming to create growth opportunities and ensure the long-term sustainability of independent retailers.

Looking ahead, Wallbridge is optimistic about the continued success of independent retailers and the broader

Metcash Liquor’s competitive strategies

Logistics and infrastructure: Investment in the 115,000sqm Truganina DC to improve efficiency.

Partnerships: Collaboration with suppliers, data platforms, and retailers to drive growth.

Access to suppliers’ full portfolio:

ALM Connect gives retailers and on-premise venues full access to the products their shoppers want

Localised shopper experience: Tailoring offerings to meet local preferences.

Personalised loyalty programs: Increasing customer engagement with targeted offers

industry. She emphasises the innovation and reinvention driving the alcohol category’s ongoing relevance.

“We all bring energy and creativity to ensure the alcohol category remains vibrant,” she says.

Metcash’s commitment to innovation and supporting independent retailing positions the company for continued success in 2025 and beyond. ■

Kylie Wallbridge CEO of Liquor Metcash

Pernod Ricard sets the stage for future growth

Pernod Ricard Australia reinforced its market position last year and continues its commitment to innovation in 2025.

2024 was a year of market growth for Pernod Ricard Australia, seeing a boost in brand awareness and relevance. Managing Director of Pernod Ricard Pacific, Kevin Mapson, highlighted the business’ strength and adaptability, which brought its fair share of highlights and challenges.

“Our commitment to innovation and understanding consumer preferences has paid off, as evidenced by our growth outpacing the market in every category. Even in challenging categories like Champagne, where the market faced declines, we’re the only major Champagne House with our whole portfolio in growth, with G.H. Mumm at +19.3 per cent and Perrier Jouët at +7.4 per cent, while the market sits at three per cent decline.

“The year was, of course, not without its challenges. As an industry we faced the slowest rate of market growth in 40 years, which underscores the impact of changing consumer behaviours and economic uncertainties. The Australian market has become intensely competitive, requiring us to be more innovative and agile than ever before.”

Pernod Ricard’s core portfolio performed strongly, with Scotch being the number one growth driver in both blends and single malts, alongside the continued success of Altos tequila and the launch of Skrewball Peanut Butter Whisky, which has performed vigorously among on-premise customers.

Conviviality in 2025

Following Pernod Ricard’s decision to sell its wine portfolio to AWH, Mapson says by positioning itself as the preferred house of premium brands and experiences, Pernod Ricard aims to double net sales over the next decade.

“We want to be the first choice for our customers and consumers and understand that people’s sense of connection to our brands, beyond just product satisfaction, is pivotal. We’re focused on delivering superior experiences and elevating consumption standards.”

The immediate focus for Pernod Ricard in 2025 will be ensuring efficient strategy placements for spirit and Champagne growth in the future.

“2025 marks a year of opportunity for us as we focus our attention on becoming a pure player within spirits, while continuing to drive

category growth in Champagne. Thanks to our comprehensive and diverse portfolio of premium brands, we’re well-equipped for success,” said Mapson.

“An ongoing challenge in 2025 will be navigating the brittle, anxious, non-linear and incomprehensible world we now live in. Markets are in constant flux and today’s landscape demands more than a one-size-fits-all approach.

“To be successful, we need to embrace a world of increasing consumer complexity by continuing to meet their needs with an agile mindset. Our strength will lie in our ability to tap into our diverse portfolio of brands, including global acquisitions and partnerships such as Malfy, Luc Belair, Bumbu and Skrewball, to ensure we’re able to satiate the evolving needs of Australian consumers.

“Ultimately, many of our successes are the direct result of the support we receive from our trade partners. It’s been a challenging few years for them and following the improvement in trading conditions over the Christmas and New Year period, I’m optimistic about the year ahead.” ■

Kevin Mapson Managing Director Pernod Ricard Pacific

Proof Drinks upholds consumer expectations

Proof Drinks continues to see portfolio growth across its brands in a time of economic adjustment and shifting consumer trends.

2024 was a year of change for Proof Drinks Australia. Economic pressures saw a shift in consumer behaviours and drinking trends. Adjusting to last year’s ever-changing economic landscape, the business saw growth across its portfolio, which Managing Director Drew Doty intends to continue over 2025.

“Some key highlights have been our event executions from the team and seeing the positive impact of our core brands hitting shelves nationally in major retail. Also, Sunshine & Sons Vodka winning best in the world,” said Doty.

He was pleased with Proof Drinks’ product performance across its portfolio. The company saw agave continue to have a strong impact with a growing number of new entrants in the category. Cazcabel Tequila, Ole Smokey Bourbon, Sunshine & Sons award-winning Vodka, and the Lucky Sod Honeycomb Irish Whisky, which exceeded expectations since its release, were among the best performers.

Promoting Sustainability

Sustainability has been an influencing factor in consumer purchasing. Doty emphasises the importance of sustainable products and brands as this affects consumer decisions and drinking trends. Proof Drinks looks to continue its contribution to sustainable practices across its portfolio in 2025.

“Most, if not all of our portfolio showcases sustainability in one form or another. Whether it be Cazcabel’s 100 per cent sustainable farming and production techniques to Nil Desperandum Rum using

100 per cent Organic Molasses. We are very proud of all our brands for championing sustainability and Proof Drinks will continue to ensure that our portfolio expands with this at its heart,” said Doty.

“It isn’t only the brands that contribute to our sustainability, it is also our team as we find new ways to ensure we have less impact on our environment.”

Optimistic for 2025

As Proof Drinks steps into 2025, the focus will be on maintaining growth while adapting to the evolving market. Doty is particularly enthusiastic about the year ahead, emphasising that the team will continue to build on their success with a refreshed portfolio and deeper engagement with both on-trade and retail partners.

“I want to thank the trade and all our partners for a great 2024. We look forward to continuing to support in 2025 and look forward to showcasing some new opportunities this year,” said Doty.

With ongoing cost pressures and changing consumer behaviour, Proof Drinks sees potential in addressing the increasing demand for value. Doty predicts a shift back toward more familiar, trusted spirits as consumers seek quality and affordability.

“There are just so many opportunities to chase; it will be hard to see which will be key to our success this year, but first and foremost will be our team,” he added.

This dual focus on innovation and sustainability positions Proof Drinks for a strong year of growth and positive change in 2025. ■

Drew Doty Managing Director Proof Drinks Australia

Red Bottle is staying agile in challenging times

Red Bottle celebrates key achievements in 2024 and outlines its strategy for continued success in 2025.

2024 has proven to be both a challenging and rewarding year for Red Bottle, one of Sydney’s leading independent liquor banner groups. Despite a difficult retail environment marked by cost-of-living pressures and evolving consumer behaviours, the company has secured key wins, setting the stage for continued success in 2025.

Andrew McKay, Associate Director at Red Bottle, describes the past year as challenging.

“We continue to see moderation in liquor consumption and customer buying habits, coupled with cost-of-living pressures, which has seen less foot traffic in some of our CBD stores,” he explains.

However, McKay remains positive, noting significant achievements such as the Retail Drinks Liquor Store Manager of the Year award for Michael Frost, Manager of Red Bottle’s Australian Wine Centre. The group was also named Best Retail Banner Group at the 2024 Australian Liquor Industry Awards (ALIA), highlighting its focus on strong business practices and customer service.

Red Bottle’s Central Park store also earned a Top 10 Liquor Store award, showcasing the group’s resilience.

“This shows me that given good people and good business practices, Red Bottle can overcome the current challenging trading environment and continue to set ourselves up for further success in the future,” says McKay.

Despite these successes, Red Bottle has faced significant challenges. McKay highlights the rise in retail thefts and incidents of aggressive behaviour towards staff in some stores. To address this, Red Bottle has partnered with Retail Drinks Australia on

Key achievements for Red Bottle in 2024:

• Red Bottle voted ALIA Retail Banner Group of the Year.

• Michael Frost named Liquor Store Manager of the Year at the Retail Drinks Awards.

• Top 10 Liquor Store award for Red Bottle Central Park.

the Safe to Serve program, improving store layouts and boosting staff training.

“We need to ensure our stores are safe and welcoming places to shop to ensure repeat business,” he says.

Another ongoing challenge has been changing consumer buying habits. With financial pressures on consumers, many are now buying and drinking less alcohol, particularly in categories such as beer and spirits.

“We are continuing to see downtrading, especially in categories such as beer and spirits, especially gin,” says McKay.

“Consumers are reverting back to known, trusted, valued brands.”

Looking ahead to 2025, McKay predicts that cost-of-living pressures will continue to steer consumers towards more affordable options.

Ensuring a broad range of products at different price points will be essential for staying relevant in a competitive market, and McKay says: “We will continue to work closely with our key supplier partners to ensure our quarterly promotional catalogues reflect this change in shopper behaviour.”

Red Bottle also plans to stay ahead of trends. McKay believes younger consumers will continue to favour easy drinking, refreshing beverages with popular flavours like lemon. Additionally, as suppliers innovate to meet shifting demands, McKay expects more soft drink-inspired offerings to enter the market.

Red Bottle’s strategy for 2025 centres on store-specific flexibility and responsive management.

“We are fortunate that we can react quickly on a store-by-store basis to identify the challenges in each outlet and put plans in place to facilitate positive change,” McKay says.

This adaptability will be key in maintaining relevance, particularly in dynamic areas like Sydney’s CBD, where demographics and tourist behaviours shift constantly.

With a focus on value, agility, and innovation, Red Bottle is well-positioned to continue thriving in 2025. ■

Andrew McKay Associate Director Red Bottle

Premiumisation drives growth for Samuel Smith & Son

With Ty Menzies now leading sales in Australia and New Zealand, Samuel Smith & Son is pleased to see the wine market back in value growth.

Samuel Smith & Son saw the retail wine market return to small value growth in 2024, with whites attracting interest at a premium price point and reds overcoming challenges of the last 18 months.

Executive Director Sales for Australia and New Zealand, Ty Menzies, describes the consumer trends that shaped 2024.

“The wine consumer demands value at all price points, particularly below $20 in retail. The value trend is an understandable reaction to the economy’s cost-of-living challenges. We are optimistic that some relief may come this year, though we are conscious that the wine shopper will continue to seek outstanding value from every dollar spent,” he said.

Despite this, Samuel Smith & Son saw success in the off-premise market in 2024 with a focus on presenting premium wine.

“Our premium portfolio has been well aligned to the market with our key brands leading growth – Y Series and Winesmiths for the lifestyle shopper, Yalumba Samuel’s Collection, Wirra Wirra, Jim Barry and Vasse Felix leading the way in premium price segments,” Menzies said.

Samuel Smith & Son also saw growth among its Champagne, sparkling and imported categories. Pol Roger remained one of its key brands and saw a boost in distribution, as did Jansz Tasmania, which remains a key player in the super-premium sparkling segment, and La Vielle Ferme Rosé, which is now a top three premium rosé in independent Australian retail.

New appointments

With more than 23 years of experience within the organisation, Menzies took the reins from Paul Midolo in December last year as Executive Director Sales for Australia and New Zealand, and he aims to focus on the alignment of customer and company priories this year.

“The diversity of experience through moving to different cities and markets over my career has been essential to learning how to connect with people and understand the importance of the little differences. It provided me with a sense of empathy with our people and customers.

“I encourage our teams to get a breadth of experience; most of our senior management team today have had successful careers in our

company and industry due to their willingness to try new challenges, whether through different markets or roles,” he said.

“My focus for the year ahead is to spend plenty of time connecting with our people and customers. I will be new in the role, but our strategy and approach will remain consistent. So, I will be in trade regularly, talking to customers about their business and working with our teams to ensure we align our resources to focus on our customers’ priorities.”

Menzies also expressed his gratitude for Midolo’s leadership during his 29-year tenure with the company, and he looks forward to building on the relationships Midolo established in the trade.

Prospects for 2025

Samuel Smith & Son seeks another prosperous year in 2025 with a focus on representing its customers and enhancing consumer relations.

“For 2025, the key industry themes will continue to build around premiumisation, sustainability, and digital transformation in customer experience. From a product portfolio perspective, our folios of Samuel Smith & Son and Negociants Australia represent family-owned wineries celebrated for their fine wines and classic expressions of the regions they proudly represent,” Menzies said.

“We are encouraged to see our customers more curious about exploring our broad range of offers and purchasing and promoting wines from more regions and varieties.”

Samuel Smith & Son

Ty Menzies Executive Director Sales ANZ Samuel Smith & Son

Suntory Oceania ushers in a new era in beverages

Suntory Oceania is set to transform the beverage landscape in 2025, marking the official launch of a new business underpinned by sustainability, innovation, and category growth.

As Suntory Oceania prepares to pour its first round on 1 July, with alcohol production kicking off at its new Queensland manufacturing facility, Australia Sales Director Gordon Treanor reveals how Suntory plans to disrupt the market and lead in both alcohol and non-alcohol categories.

A key component of Suntory’s 2025 strategy is the creation of a new team that will drive the business forward. Treanor emphasises that this is a unique opportunity to help build a business within a globally renowned company with iconic brands.

“We’re recruiting a best-in-class licensed sales team, and it’s an exciting time for people to come on board and be part of something new,” he said. “We’re also focusing on gender balance and inclusivity to bring diverse perspectives into the business from the outset.”

The $400 million carbon-neutral manufacturing facility in Ipswich, Queensland, will be the heart of Suntory Oceania’s operations, producing its portfolio of more than 40 brands. The facility, with a capacity for over 50,000 pallets of product, will support the growing demand for both alcohol and non-alcohol beverages.

Recruiting for a diverse future

Building a diverse, talented team is a top priority for Suntory Oceania in 2025. As the company looks to recruit for various roles, Treanor is particularly focused on achieving gender balance across all areas of his team, including the field sales team.

“We’re excited to bring more female leaders into the licensed channel, recognising the vast opportunities in this area. Suntory Oceania is

committed to making a difference, and we’ve set ambitious targets for female representation to achieve this,” Treanor explained. “By embracing diversity, we ensure our team brings fresh perspectives, and our workplace culture remains inclusive and supportive for everyone.”

Expanding reach with a strengthened portfolio

Suntory’s diverse portfolio, spanning everything from premium spirits to energy drinks, allows the company to adapt to changing consumer preferences, with a continued focus on strengthening core brands.

“Our portfolio of over 40 market-leading brands offers us a unique opportunity to meet evolving trends across different beverage categories,” Treanor said.

With the official launch of Suntory Oceania just months away, Treanor is confident that the company is wellpositioned to lead the beverage industry through innovation and sustainable practices. The combined expertise of Suntory Global Spirits and Suntory Beverage & Food will enable Suntory to create more memorable beverage moments for Australian and New Zealand consumers.

“Through our unified approach, we’ll bring exciting products to market and continue to lead the way in both alcohol and non-alcohol categories,” Treanor said.

Sustainability and innovation at the core

Sustainability is at the heart of Suntory’s operations, with the Queensland facility designed to set a new benchmark for sustainable manufacturing. Powered by 14km of solar panels and equipped with waste management, water recycling systems, and renewable energy sources, the facility showcases Suntory’s commitment to its ‘Growing for Good’ vision.

“This facility demonstrates our commitment to sustainability while allowing us to produce high-quality products efficiently,” Treanor said. “Water sustainability is a key pillar of our environmental strategy, and we’ll be introducing new initiatives focused on this area in 2025.”

With the RTD category growing rapidly, Suntory aims to meet the demand for convenient, premium beverages through its iconic brands like -196, Canadian Club, and Jim Beam. As consumers increasingly seek high-quality, innovative drinks, Suntory is focused on expanding its offerings within these established brands, ensuring a variety of flavours and a continued commitment to excellence.

“Innovation in the RTD category is all about meeting evolving consumer tastes,” Treanor said. “By focusing on well-known brands, we can enhance variety while maintaining the quality and trust that consumers expect.” ■

Gordon Treanor Australia Sales Director Suntory Oceania

Building community at Thirstville

Imogen Murphy reflects on Thirstville’s first year, the challenges of a slowing industry, and her award-winning approach.

Imogen Murphy, General Manager of Thirstville in Marrickville, shares her journey of creating a unique bottle shop and bar, and her success in the industry.

As Thirstville celebrated its first birthday in late 2024, Murphy reflected on the journey so far.

“One of the biggest highlights has been the way we’ve been received by the Marrickville community,” she says. “When we opened, I was a bit unsure if we were trendy enough for the area, but the people here have really embraced us.”

Building strong relationships with the local community has been one of the most rewarding aspects of her first year. However, the first year wasn’t without its challenges. With the broader liquor industry experiencing a slowdown in 2024, sales didn’t grow as expected.

“We definitely saw a drop in sales industrywide, which slowed our growth,” admits Murphy. “But we were lucky to have a duallicence model – while retail sales were slower, we had our bar customers to keep morale up.”

Murphy draws on her extensive experience at Dan Murphy’s and an independent liquor store to guide Thirstville’s operations.

“Dan Murphy’s taught me the importance of systems and processes,” she explains. “But running an independent store like Thirstville gives us more autonomy to cater to our customers’ needs.”

Creating a third space for the community

Thirstville isn’t just a bottle shop – it’s a space for people to relax and connect. Murphy and

Events and masterclasses at Thirstville

Thirstville is dedicated to offering more than just a place to buy drinks – it’s about creating unique experiences for the community. In 2025, the venue will host a series of exciting events, including wine and sake masterclasses with local producers, DJ sessions for a relaxed Sunday vibe, and quirky competitions like its Lasagna Wars. Murphy is also thrilled to offer classes with experts like the Deputy Chair of the Australian Sake Sommelier Association, bringing a deeper appreciation for quality products to her customers.

her husband wanted to create a “third space,” a place beyond home and work where the community could unwind.

“We completely reworked the layout to make it open, clean, and airy,” she says. “It’s a space where people can grab a drink, relax, and connect with others.”

That culture of connection extends to the store’s unique atmosphere, which is very community-based – whether in pyjamas or ball gowns, everyone is welcome at Thirstville.

“We have bench seating that encourages conversation. It’s not unusual for customers to meet and bond over shared interests.”

Winning recognition and looking forward Murphy’s dedication to Thirstville was

recognised when she won the inaugural Best Liquor Retail Manager award at the 2024 Australian Liquor Industry Awards.

“I was gobsmacked when I won,” she says. “To get that recognition so early in our journey was incredibly humbling. It’s a reminder to keep believing in ourselves.”

Looking ahead, Murphy is excited for 2025. She plans to host more communitydriven events, such as wine and sake tastings, DJ sessions, and fun local competitions like the popular “Lasagna Wars”.

“It’s about bringing people together and having fun in a way that feels personal,” says Murphy. “We want to showcase the hard work behind the products we sell.”

With a strong first year and a clear vision for the future, Murphy is set to continue Thirstville’s success as a beloved local hub. ■

Imogen Murphy General Manager Thirstville

Thirsty Camel’s growth, loyalty boosts and 2025 vision

Thirsty Camel Victoria celebrates 2024 growth, highlights loyalty program success, and outlines ambitions for 2025.

In 2024, Thirsty Camel Victoria experienced significant growth and innovation, successfully navigating a dynamic and evolving market. Adrian Moelands, General Manager, shares insights into the company’s key achievements, challenges, and exciting developments for the year ahead.

One of the standout successes for Thirsty Camel in 2024 was the growth in key product categories. Moelands highlighted the impressive performance of glass spirits and ready-to-drink (RTD) beverages, both of which saw significant growth compared to the previous year.

“Glass spirits and RTD were the outstanding category performers for Thirsty Camel, growing significantly on the previous year,” he said.

Another major success was the company’s Hump Club loyalty program, which Moelands described as a vital part of delivering value to customers.

Thirsty Camel achieved a remarkable +107 per cent year-on-year growth in loyalty transactions, a testament to the program’s appeal and effectiveness in meeting customer needs.

However, 2024 was not without its challenges. The ongoing cost-of-living crisis posed a significant hurdle, but Thirsty Camel managed to address it through targeted programs that focused on providing value to customers. Programs such as Everyday Value and Top Drops, along with Hump Club, offered discounts and rewards on relevant products, ensuring customers received the value they sought.

One of the standout initiatives in 2024

was the launch of Thirsty Camel’s inaugural Roadshows. Moelands emphasised how these events allowed the company to connect with key regional areas, fostering stronger relationships with bottle shop managers and staff.

“Having an opportunity to travel out to our key regional areas… and talk to bottle shop managers and casual staff was instrumental to the growth we’re now seeing,” Moelands explained.

The year also saw the opening of Thirsty Camel’s new state-of-the-art head office in South Melbourne, which has proven to be a valuable asset for the business. The new office has provided a venue for hosting roadshows, focus groups, and masterclasses, contributing to a stronger company culture and greater engagement with stakeholders.

“Our intention was to create a space where we could collaborate and build stronger connections with our Thirsty Camel members, suppliers, and staff,” Moelands said.

Looking ahead to 2025, Thirsty Camel has ambitious plans for the Hump Club loyalty program. Version three of the

program will introduce personalised offers, unlimited rewards, and enhanced gamification to further engage customers and deliver value in a challenging economic environment. Moelands is confident that these innovations will make Hump Club one of the strongest loyalty programs in the Australian liquor industry.

In terms of market trends, Moelands predicts that RTDs will continue to rise in popularity, driven by consumer demand for new flavour profiles. Glass spirits will also remain a strong category as consumers balance value with occasional premiumisation.

Thirsty Camel’s focus on member engagement will remain at the forefront in 2025, with a major milestone on the horizon.

The company will mark its 49th international conference, where members and suppliers will gather in Montenegro and Romania, further cementing the strong community the brand has built over nearly five decades. With innovation, value, and collaboration as core pillars, Thirsty Camel is poised for continued success in 2025 and beyond. ■

Adrian Moelands General Manager Thirsty Camel Victoria

SAME SPIRIT MINI CAN

Innovation drives Treasury Premium Brands forward

Portfolio strengthening was a key focus for Treasury Premium Brands in 2024, with innovation and consumer trends shaping the NPD pipeline for the year ahead.

With a focus on bringing premium wine to more consumers on more occasions, Treasury Premium Brands (TPB) successfully evolved its portfolio in 2024, driving growth in new and existing markets globally.

Responding to the challenges of the last few years, the business positioned itself to better serve its customers and consumers, catering to evolving trends with distinctive brands and innovative products, says Angus Lilley, Managing Director.

“One of the key highlights of the year was globally launching a new line of premium wines, Drop of Sunshine, in partnership with Candle Media’s Hello Sunshine – a multi-channel media company founded by Reese Witherspoon,” he recalls.

“After recognising an opportunity for an authentic, female-focused wine brand, the women-led Treasury Wine Estate team found the ultimate partner in Hello Sunshine, which puts women at the centre of every story it creates, celebrates and discovers.”

Meeting consumer expectations

As consumers are enjoying more choice than ever – health and wellness trends, premiumisation and a demand for experimental flavours, all informed TPB’s NPD in 2024. This included Squealini, a trio of fruit-flavoured sparkling wine spritzes launched under the Squealing Pig brand.

“Featuring three flavours – Zesty Lemon, Fuzzy Peach and Spiced Apple Pie – consumers can now experience something more than just the classic wine, it’s an alternative that captures the essence of summer fun and refreshment and brings

Cultivating a brighter future

Since launching an enhanced sustainability strategy three years ago, Lilley is pleased to see sustainability become ingrained in the way TPB does business.

“With an over-arching goal to reach net zero by 2030, we’re on track to being powered 100 per cent by renewable electricity by the end of the 2024 calendar year. A large portion of our progress is from our planned multi-year $29m investment in on-site solar generation, with 80 per cent of our electricity usage now coming from renewable sources.”

vibrancy to the wine category. The response to this new line has exceeded expectations, so as a result, an extension of the portfolio is already in development, due to launch early-2025.”

The business also tapped into Halloween trading opportunities with a collaboration between 19 Crimes and Universal Pictures’ Dracula and Frankenstein, creating a limited-edition glow-in-the-dark range which, due to its success, will be expanded upon this year.

“Looking forward, the NPD pipeline will continue to be shaped by innovation in product offerings, targeting emerging markets and an increasingly healthconscious consumer base as well as the exploration of new and unique wine styles or premium and limited-edition offerings.

“A prime example of our innovation is the Squealing Pig cans we launched last year, which have already seen great success in the market,” Lilley added.

In addition, Lilly stated that TPB will also retain a laser focus on other brands in the portfolio that tap into premium offerings.

“Pepperjack and Wynns are some of the most renowned Australian wines, beloved by consumers, which is why as we head into another year, we plan to provide greater promotional flexibility while protecting the value of our core range.

“Everything we do is dedicated to realising our ambition of becoming the world’s most admired premium wine company. Through world-class winemaking, award-winning wines, implementing more sustainable operations and fostering a team of dedicated brand marketers and sales professionals – our business will continue to stay focused on meeting evolving consumer interests across the globe, and on delivering sustainable growth,” he concluded. ■

Angus Lilley Managing Director Treasury Premium Brands

Leadership and passion in liquor retailing

Claudia

Castles, Store

Manager of

Dan Murphy’s Bullimba, shares insights on leadership, customer service, and the future of the industry.

Claudia Castles, Store Manager at Dan Murphy’s Bullimba, has carved out a successful career in liquor retailing, blending her background in customer service with a growing passion for product knowledge.

After being named Young Liquor Retailer of the Year at the 2024 Retail Drinks Awards, Castles continues to rise through the ranks, leading her store with enthusiasm, authenticity, and a commitment to exceptional service.

Castles’ journey into liquor retail began with a focus on customer service. After reaching a ceiling in her previous retail management job, she sought a career that offered growth opportunities. She joined Dan Murphy’s and quickly discovered her passion for learning about wine and whisky, which led her to take on leadership responsibilities.

“My background is in customer service, so it was what I could bring with customer service that initially drew me to Dan’s,” she says.

A passion for people and products

Having been involved in opening several stores, Castles learned the importance of cultivating strong team culture from the ground up. She believes in connecting with her team and setting expectations early to ensure alignment with company goals around customer service, Responsible Service of Alcohol (RSA), and ID25 compliance.

“Being a part of the opening of a Dan Murphy’s store is an awesome experience as you get to build your team culture,” she says.

Castles finds excitement in connecting with customers and sharing her love of wine and spirits. She particularly enjoys recommending wine for special occasions and working with local brewers and distillers to introduce new products to her customers. Her role allows her to combine her passion for drinks with a genuine desire to help others discover the perfect product.

Under Castles’ leadership, the Bullimba store has built a reputation for outstanding customer service. She strives to create a fun, welcoming atmosphere that motivates her team to provide memorable experiences.

“Providing amazing service to customers starts with a genuine passion from each team member,” she explains. “We are so proud of our reputation for customer service, so it’s easy for us to do what we love.”

As a leader, Castles values authenticity and care. She aims to foster an inclusive workplace where the team supports each other and celebrates successes.

“It comes down to having passion for what you do and sharing that passion with others.”

Claudia Castles

“One of my values, not just in leadership, is always being my authentic self,” she shares.

Looking ahead, Castles plans to continue developing her product knowledge and pursue a leadership role that allows her to lead a larger team.

Castles sees the industry adapting to changes in customer behaviour, including the rise of e-commerce and the increasing demand for value and convenience.

“Customer needs are evolving and changing with convenience offerings,” she says.

As customer preferences shift, Castles is committed to ensuring the store continues to meet these demands and offers the best range of products.

For anyone considering a career in liquor retailing, Castles offers this simple advice: “Dream big. It comes down to having passion for what you do and sharing that passion with others.” ■

Research & Associations

To make the smartest business decisions, it’s important to have the most up-to-date and useful insights from across the market. In this section, thought leaders from our industry associations, data organisations and researchers reveal key predictions and things to watch in the retail industry in 2025, while analysing some of the most important reflections of 2024.

ABAC to monitor compliance with social media age restrictions

ABAC commissions audit to monitor social media age restrictions compliance for alcohol brands in 2024.

ABAC’s latest initiative is commissioning JWS Research to undertake an independent random audit of alcohol brand age restrictions on social media (Instagram, Facebook and Youtube).

It is an ABAC Code requirement that alcohol and alcohol alternative marketers apply available age restrictions to exclude minors from viewing their alcohol marketing on social media. This builds on a similar audit in 2022 but will expand the brands tested to also include those that have not signed up to the ABAC Scheme, to test responsibility in the wider alcohol industry. The last audit found 71 per cent compliance across Instagram brands tested, and we would like to see an improvement this time.

All alcohol and zero alcohol brands should check they have age restrictions in place for their social media accounts. ABAC has freely available checklists on its website to assist companies with the steps needed to activate age restrictions.

2024 initiatives

2024 has been a rewarding year for ABAC with an independent review of its operations and governance finding ABAC to be selfregulatory best practice.

ABAC has also implemented a range of new initiatives, including changes to ABAC Complaints Panel process to improve the efficiency of that system and the publication of a new Sponsorship Best Practice Guide.

The new guide highlights how the Code currently applies to sponsorship activity and

the broad range of sponsorship marketing the Panel has examined over that period, from a regional rugby league club promoting a sponsor’s beer brand on its Instagram account through to product placement in television, radio and Facebook Live segments and also in-stadium sponsorship advertising such as competitions and announcements.

Importantly, the new guidance for sponsorship agreements will assist industry to proactively ensure that their decision to engage in an agreement with a particular individual, group or event is socially responsible. We encourage industry to familiarise themselves with and adopt the recommendations included in this latest Best Practice Guide.

Code complaints, determinations and breaches

During 2024, ABAC has seen complaints,

determinations and breaches of the Code increase. Pre-vetting advice requests have declined over the past two years but are still at levels higher than in the first year of the COVID pandemic.

With rising Code breaches, we remind the industry that statistically they have a much lower (almost negligible) risk of a breach of Code standards if they first seek advice from the ABAC Pre-vetting Service.

Digital marketing communications, especially on Instagram, are most likely to raise the concerns of complainants, and as in prior years, feature heavily in upheld determinations.

Themes that have attracted a notable number of breaches in 2024 include alcohol during water-based activities, suggestions an alcohol product offers a health benefit and associating alcohol with confectionery. ■

Hon Tony Smith Independent Chair ABAC

Fostering future retail leaders

Leading companies shift focus to hands-on talent development, fostering future retail leaders through practical experience.

There has recently been a noticeable shift in thinking, by many leading companies, on what constitutes a strong professional development program. While many have had or continue to have solid graduate programs, the marketplace is saying we need more hands-on talent. Perhaps a shift away from the necessity of a degree and a greater focus on passion for the industry and the talent to make things happen for the future. Retail, while dynamic and unique in the many roles that it provides, needs a future leader’s plan.

The availability of training courses has not diminished greatly but the practicality of these programs is in question. It is fine to give employees sales, merchandising, brand and management and other skills in a classroom, but the same delivered inhouse can be far more effective. Heaven forbids that we should go back to the old ‘cadetship’ style approach and show young talent what retail really means. Learn from the bottom up not the top down.

The liquor industry is in the middle of this strategic change with consumers seeking more than just directions to the pertinent refrigerator or shelf. Employees must have a wider knowledge of the wider range of products and services that their own brand delivers. You don’t learn that in a training room.

The other valuable development option is motivating young employees to participate in well-known and acceptable talent competitions such as the Joe Berry Award. This program is unique in that it allows the whole-of-industry to compete

“Employees must have a wider knowledge on the wider range of products and services that their own brand delivers.”

and exposes young talent to the industry at large. This strongly sponsored award allows young and talented employees, through an essay submission, to show their employer, their peers, the industry and themselves just what they are capable of achieving.

Equally, this award allows all supporting companies and their executives to give

back to the industry by fostering future talent. Research support, mentoring, introductions, critiques and town-hall presentations will motivate young leaders far more than a certificate of attendance. They are exposed, they are applauded, and they are recognised. What could be better than that? ■

Keith Quigg Chief Executive Officer Activate Group

ADA drives momentum for growth and global expansion in 2025

Australian Distillers Association advocates for policy measures to unlock industry growth and export opportunities in 2025 and beyond.

The Australian Distillers Association (ADA) begins 2025 with strong momentum built through sustained advocacy efforts to unlock a new era of growth for Australia’s 700 distilleries.

With a federal election due in the first half of the year, we’re campaigning for the Federal Government to accelerate the industry’s export growth potential to reach $1 billion in trade value within the decade. The campaign acknowledges the challenge of realising this ambition while distillers are subject to the world’s third highest spirits tax.

Australian Distillers has aligned our policy recommendations with the national economic priorities of boosting domestic manufacturing, creating jobs in the regions, generating tourism, and diversifying exports to realise opportunities in new markets, aided by Australia’s strengthened trade ties.

The campaign builds upon Australian distillers’ significant advocacy throughout the Parliamentary Inquiry into Food and Beverage Manufacturing in Australia, which generated over 50 submissions from the Australian distilling sector and its broader supply chain. This resulted in public hearings and site visits from the Committee in five states and territories to understand the depth and breadth of the issues facing the industry.

Just as the Australian wine industry benefited from government interventions stemming from similar bipartisan inquiries, our members eagerly await the recommendations from this committee in 2025 to support opportunities for the industry’s continued growth.

While we look forward to future export prosperity, we take inspiration and learnings from state organisations progressing their distilling strategies and export plans. Distillers from South Australia, Victoria and Tasmania have committed to trade missions to explore export opportunities at trade shows in South-East Asia and Europe. We look forward to the day when colleagues from other states and territories can join them in a national pavilion at major international spirits shows to elevate award-winning Australian spirits on the world stage.

This spirit of knowledge sharing and collaboration has been confirmed in Memorandums of Understanding between the national body and most state organisations, underpinned by the shared ethos that we are stronger together. We expect this process to conclude in

2025 to strengthen our advocacy and support of members. This will enable us to roll-out further professional development and training opportunities, particularly around safety.

‘Stronger Together’ is the theme of the 2025 Annual Conference, which will be held on the Gold Coast on 1-2 April. The conference celebrates the association’s 21st anniversary and will provide members with an opportunity to network and learn from the collective wisdom of their peers and industry suppliers to ensure Australian distillers remain at the forefront of innovation.

In the meantime, I am focused on the immediate opportunities presented by a Federal Budget in March and upcoming election.

Our message for policymakers is one of urgency. Australia must not be left behind other spirits-producing nations that have already acted decisively on the trade opportunities presented by global consumer interest in premium spirits.

A vibrant and productive distilling industry can help showcase Australia to the world, promoting growth in domestic manufacturing and tourism, increasing employment and trade, supporting innovation and technology, and helping the growth of regional industry. ■

Paul McLeay Chief Executive Officer

Australian Distillers Association

Establishing cider as a premium contender

Cider Australia has successfully solidified cider in the Australian market throughout the course of the last year with aims to continue the momentum in 2025.

Cider Australia continued to represent the craft cider industry in Australia in 2024, with Warwick Billings, President of Cider Australia, pleased with the results.

“Like everyone in hospitality at the moment, things are more complicated than usual. Highlights are that in a difficult market, craft cider seems to have a bit of headway as a recognised premium drink. We like to say, ‘local and real’ are our strength,” he said.

“Our biggest opportunities have been a real consolidation of the drink less but better movement, which is supporting the market for quality craft cider.”

Market developments in cider production

The 2024 Australian Cider Awards highlighted some interesting developments in the cider category.

“The awards are a fantastic gathering of cider from around the country – 191 entries in total, down a little from preCovid, but by far the largest Cider Show in Australia. Innovations were a Stewards’ Award for best can design, recognising that growth in cans is significant,” said Billings.

“Very low alcohol cider really cemented its position in the category this year with some excellent examples that delivered complexity and true cider character.”

The awards also showcased flavoured cider variants entering the market, mirroring growth in this category throughout the year.

“Drinkers will always come back to core ranges, but drinkers are receptive to new

options. In terms of the flavours added, unique ingredients such as Australian native botanicals or anything that adds tannins and texture – think berries and cherries and spices – are winners,” said Billings.

Prospects for 2025

Cider Australia will focus on reminding all drinkers that cider is an excellent choice in 2025.

“One of the greatest opportunities is that traditional cider can naturally offer seven to eight per cent alcohol with flavour and complexity – there are a lot of wineries trying to explore this at the moment and we already own it,” said Billings.

“Our focus will be on keeping craft in front of people, local, real, and recognisable by looking for the 100 per cent Australian Grown logo.”

With a versatile profile and growing diversity in offerings, cider is poised for continued growth in the Australian market in 2025. ■

Key cider trends to watch in 2025

Flavoured ciders: Ciders infused with unique ingredients like Australian native botanicals, berries, cherries, and spices are gaining popularity, offering consumers a new tasting experience. These creative blends are resonating with drinkers, who appreciate the complexity they bring.

No-alcohol and low-alcohol ciders: The demand for no-alcohol and low-alcohol ciders continues to rise.

With many producers expanding their portfolios, these options are proving that light and refreshing can still offer depth and character.

Visibility challenges: Despite growth, cider still competes for space on drink menus, taps, and retail shelves. In 2025, cider producers will need to focus on increasing their visibility to ensure they remain top of mind for consumers.

Warwick Billings President Cider Australia

Finding growth in the future of retail

In 2025, retail growth hinges on digital investment, consumer trends, AI, personalised experiences, and circular strategies.

In 2025, the retail industry will be buoyed by an improving economy. As inflation recedes, volume recovery is beginning to shape up, leading to intensified competition for consumer spending. With discretionary spending on the rise, online retail is expected to outperform significantly, generating disproportionate growth.

To navigate this competitive landscape, retailers must sustain digital investments and ensure comprehensive omni-channel touchpoints in their business plans. Growth must be stimulated without over-relying on pricing strategies. At the same time, careful management of margin compression is vital as more funds are allocated to marketing and price reductions. Moreover, a slight relaxation in spending scrutiny is anticipated, making it crucial to entice consumer spending using a full spectrum of marketing tools. Key shopper trends to incorporate include:

• Nostalgia – Consumers seek comfort

in familiar brands, products, and experiences reminiscent of simpler times. Emphasise the emotional resonance of classic items rather than focusing on reinvention and education.

• Inspiration and aspiration – Engage shoppers through content, influencers, and activities that elevate their moods and help them achieve their goals. Optimise aspirational shopping experiences that align with desired feelings without encouraging overspending.

• Self-care – Shoppers are increasingly proactive about self-care in areas like mental and social health, weight management, lifestyle, and energy. This trend presents a significant growth opportunity, particularly in products labelled ‘energy,’ ‘protein,’ ‘sugar-free,’ or endorsed by experts.

Executional efficiency and effectiveness are critical as loyalty and trust remain under scrutiny. AI technologies will facilitate

productivity and efficiency gains, such as assisted workflows in retail operations and marketing activations. Additionally, harnessing customer data with precision for personalised promotions, leveraging retail media dominance, and integrating physical and digital commerce to deliver an elevated customer experience are essential for success.

Key strategies for growth in 2025

1. Experiencing the experience economy

The experience economy continues to evolve, with consumer escapism trends on the rise. A personalised experience can become essential to a shopper’s life, reshaping customer relationships and even entire categories. Advanced data analytics and rapid delivery enable retailers to anticipate and fulfill consumer desires, creating hyper-personalised experiences. An interesting development is the rise of gamification in retail marketing. On the other hand, pop-up real-life experiences

can drive in-store foot traffic and create memorable shopping moments. While experiences are subjective, amidst ongoing cost-of-living pressures, even the experience of a ‘little luxury’ holds significance.

To maximise customer lifetime value, leveraging omnichannel-enabled, data-driven technology to personalise experiences and build trust is critical. Furthermore, internal data transfer systems must support and enhance the customer experience seamlessly.

2. The impact of subconscious commerce

Subconscious commerce helps create hyperpersonalised and responsive customer experiences based on emotions, habits, and other choice drivers. Marketers are adopting neuroscience techniques, such as eye-tracking technology to monitor ad or packaging engagement and facial coding to analyse reactions to stimuli.

Emotion AI, which measures, understands, simulates, and reacts to human emotions, is widely used in advertising effectiveness research. It also influences other areas, such as mental health, where it supports innovations like wearable olfactory displays releasing scents based on the wearer’s physiological state. Sensory marketing’s fundamental elements – visual, olfactory, tactile, and taste – are being revolutionised by AI integration, creating exciting opportunities for innovation.

3. The stretch factor of elastic brands

The pandemic, natural disasters, and global geopolitical instability have exposed supply chain vulnerabilities. These challenges, coupled with inefficiency, lack of transparency, and security threats, can lead to significant revenue losses and reputational damage. Strengthening supply chains to expand or contract based on demand is crucial.

Technological advances, data analytics, and automation enable real-time risk

management and market responsiveness. Blockchain technology is revealing its potential to reduce risk and increase visibility and trust across complex supply chain ecosystems.

Retailers and manufacturers must collaborate more closely to succeed in this new retail environment. Joint efforts in redesigning processes to reduce waste, co-purchasing raw materials, or improving forecasting to enhance service levels and mitigate risks are essential. The growth of industries like health and wellness offers opportunities for retailers to merge ecosystems.

4. The evolution of circular retail

Reshaping consumption patterns and production processes through a circular economy strategy enhances business resilience, attracts new customers, and fosters innovation. This approach includes sharing, renting, repairing, reusing, recycling components or materials, and adopting refillable and reusable packaging. A circular economy strategy addresses the entire product lifecycle, setting higher standards and transparency across the supply chain and mitigating vendor management risks.

Future sales prospects are also promising,

with AI and analytics playing a crucial role. A notable challenge is that the growth in e-commerce has increased return rates, generating additional financial and environmental costs. Utilising AR and VR technologies (e.g., virtual changerooms), improving communication about product benefits, and adopting renting or subscription models can drive a more circular future in returns management and reverse logistics procedures. All supply chain stakeholders must be involved, including product and packaging designers, manufacturers, retailers, and consumers.

The future lies in data and analytics

Data plays a pivotal role in rewiring retail for future growth. Advanced analytics and rapid delivery enable retailers to anticipate and fulfill consumer desires, creating hyper-personalised experiences. However, unprecedented demand and supply challenges continue to add complexity. Dayto-day supply chain excellence depends on balancing ongoing inventory, maximising on-shelf availability, optimising store operations, and enhancing the effectiveness of promotions, new product introductions, and seasonal events. ■

The cultural shift continues

DrinkWise focuses on evolving education and partnerships to support positive alcohol behaviour shifts in 2025. By

Simon Strahan, CEO, DrinkWise

DrinkWise continues to innovate in its delivery of programs to ensure that the positive changes to Australian’s attitudes and behaviours towards alcohol continue during 2025.

Central to the DrinkWise approach is the development of impactful education campaigns and initiatives that resonate with Australians. These campaigns are amplified through effective channels to reach consumers – and this is where industry and other stakeholders continue to play an important role. These collaborations embody DrinkWise’s whole-of-community approach, emphasising the collective effort required to achieve meaningful and sustainable cultural shifts.

As we embark on a broad range of initiatives in 2025, it is important to reflect on the highlights and achievements of 2024. DrinkWise collaborated with a wide range of partners, including federal and state governments, law enforcement, academia, support services, liquor accords, and major retailers. These efforts encompassed expanding campaigns like Always respect, always DrinkWise at major events such as the AFL Gather Round, NRL/NRLW State of Origin, the AFL/NRL/NRLW Finals Series and concerts, while also promoting moderation through innovative initiatives such as ‘Stay tasteful while tasting’ at cellar doors and wine festivals across the country. DrinkWise also advanced its e-commerce work by partnering with major online alcohol retailers to integrate responsible consumption messages and address risky purchasing behaviours.

Driving cultural change in 2025

Additionally, DrinkWise continued to increase awareness of Fetal Alcohol Spectrum Disorder (FASD) through tailored programs including specific messaging for remote and Indigenous communities. DrinkWise was also invited by the Speaker of the House of Representatives to co-host a zero-alcohol information and tasting event at Parliament House, which highlighted the role zero-alcohol products can play in helping those drinking at risky levels to reduce their alcohol intake. Partnerships with organisations such as the University of Adelaide and Richmond Football Club further demonstrated the value of collaboration to deliver impactful, evidence-based programs to diverse audiences.

Encouragingly, both Government and DrinkWise research released in 2024 revealed further positive shifts in Australian

drinking habits. The evolving behaviours of young adults at Schoolies, for instance, reflected a broader societal change, with more individuals choosing safer and more balanced approaches if deciding to drink. These insights also garnered media attention, showcasing how Australians are rethinking their relationship with alcohol and making healthier and safer choices.

In 2025, DrinkWise will build on these cultural shifts by evolving the successful ‘How to Drink Properly’ campaign. Targeted at young adults, this campaign will continue to promote moderation for those who choose to drink but adapt to changes in the habits of this audience and their peer interactions. New programs will also address ongoing and emerging risky behaviours, ensuring that support and education reach those who need it most.

Importantly, DrinkWise will ensure that cultural norms towards safer choices are promoted, whether those be around choosing to abstain, the growing range of zero- and lower-alcohol alternatives or the availability of support services for those having trouble managing their alcohol consumption. This ongoing cultural shift is a critical element to the progression of healthier Australian attitudes and behaviours towards alcohol, which DrinkWise will continue to promote through collaborative efforts.

With the support of media, industry, academia, government and community organisations, DrinkWise is well-positioned to drive further progress in 2025. The ongoing commitment to consistent messaging, innovative campaigns and evidence-based strategies will remain at the heart of DrinkWise’s mission to reduce risky drinking behaviours and foster a culture of moderation and respect across Australia. ■

Simon Strahan Chief Executive Officer DrinkWise

TRADE BUYER’S GUIDE

Australia’s alcohol market faces shifting trends

Shifting consumer habits, health trends, and economic pressures reshape Australia’s alcoholic drinks industry landscape, writes Research Analysts

Arshad Mawla and Cindy Nguyen.

Evolving consumer habits have influenced shifts in Australia’s alcoholic drinks industry. In the past year, the premiumisation of alcoholic drinks has come to a slowdown due to consumers’ prioritisation of value-for-money, while accompanied by more innovations in the readyto-drink (RTD) category, driven by consumers’ changing palates and preferences.

Health and wellness trend

Euromonitor International’s Global Consumer Trends 2025 report explores key shifts shaping consumer habits. One of the trends, ‘Healthspan Plans’ identifies wellness as continuing to be a top priority. Notably, focus has shifted to long-term, proactive health management, with consumers choosing to invest in holistic wellbeing to live healthier for longer.

This trend undoubtedly impacts alcohol consumption habits, with the health and wellbeing

trend reshaping Australia’s alcoholic drinks industry. Many Australians have reduced their alcohol intake or chosen to abstain altogether, particularly those under 60 years of age. According to Euromonitor data, a growing number of Australians are actively seeking to cut back on alcohol consumption, fuelling strong growth in low- and no-alcohol options compared to the overall market.

Additionally, consumers are seeking healthier alternatives within traditional alcoholic categories, prompting suppliers to innovate. For example, the rise of low-carb beers has been significant in the past year, with notable launches such as Victoria Bitter Low Carb, offering 33 per cent fewer carbs while retaining full flavour, and Hahn Ultra Zero Carb, designed for consumers pursuing a low-carb lifestyle. While these healthier options thrive, traditional alcoholic beverages, including spirits, wine, and full-strength beer, are experiencing declining sales.

Drop in premiumisation

Over recent years, the Australian alcoholic drinks market has seen a strong premiumisation trend, with consumers favouring higher-quality beverages despite their higher price points. However, this trend has reversed as rising inflation and interest rates strain household budgets, leaving many Australians with less disposable income to spend on discretionary items. As a result, high-end spirits, wines, and craft beers have seen declining sales, with consumers prioritising essential expenses.

For instance, Champagne has experienced a sharp drop in demand, while Prosecco has gained market share within the sparkling wine category due to its affordability, making it more accessible amid the current cost-of-living crisis. According to Euromonitor data, red wine has experienced an increase in unit price, coinciding with a decline in demand. This trend aligns with Wine Australia’s statistics, which show that red and rosé wines category recorded the sharpest drop in domestic sales.

Additionally, the growing preference for low- or noalcohol beverages, as discussed above, is further reshaping the market, as these options often come at a lower price point than premium alternatives.

“Consumers are actively seeking healthier alternatives within traditional alcoholic categories, prompting suppliers to innovate.”

Innovation in RTD

Changing consumer preferences, particularly among Gen Z and Millennial Australians, are driving significant innovation in the ready-to-drink category. The growing demand for healthier options has led to the launch of RTDs with lower alcohol content, reduced sugar, and natural ingredients, aligning with the trend toward healthier lifestyles as discussed above.

Furthermore, increased exposure to diverse cultures is fuelling experimentation with new and exotic flavours, reflecting Australia’s multicultural landscape, for example the rise of Asian culture is driving the popularity of Suntory -196. Light flavour profiles, such as lemonflavoured RTDs, are gaining popularity as they appeal to younger consumers who prefer easy-drinking options over bitter or strongly alcoholic beverages. Hard Rated, an alcoholic version of its lemon flavoured soft drink, has become a standout success in this space. Moreover, RTDs provide the convenience of ready-made cocktail flavour combinations in a can, making them an attractive option for consumers seeking simplicity without compromising on taste.

The elevated cost-of-living in Australia will influence how the alcoholic drinks industry performs. As some consumers are likely to cut drinks from their budgets to help with essential costs, there is greater potential for trading down or category shifts, with RTDs set to further benefit by offering better value for money. ■

istock.com/djiledesign

istock.com/Carlos Barquero Perez

The three key metrics we all need to understand and monitor

Retail liquor sales decline due to fewer, less intense consumption occasions and rising alcohol abstinence rates.

We’ve heard the narrative and seen the data, retail liquor sales are down since the peak of COVID, and while there have been some small pockets of growth, on the whole this is the overarching environment the Australia liquor industry has been facing for the past few years.

Growth Scope has been measuring alcohol consumption behaviour every single day since June 2020, understanding the who, what, when, where, why and how much of alcohol consumption occasions. Understanding consumption occasions is the key to understanding retail sales behaviour because to put it simply: Without consumption occasions there is no need to purchase.

Through analysis of our Growth Scope database, we’ve identified three key metrics that underpin the growth trajectory of the Australian liquor industry.

1. Frequency: How often people have consumption occasion

Low tempo occasions (solo or with partner occasions) have seen the steepest decline in frequency of re-occurrence from an average of 11.8 occasions per month in 2021 down to 10.8 in 2024. Social occasions also saw a similar sized decline in frequency between 2021 and 2023, however there was a slight recovery in 2024 resulting in an overall decline of 0.8 social occasions per month between 2021 and 2024.

2. Intensity: The number of serves of alcohol consumed per occasion (one serve is a single unit of consumption e.g. one pot of beer, glass of wine or can of RTD)

The average number of alcohol serves consumed per social occasion declined from 5.1 to 4.8 serves per occasion between 2021 and 2024.

“This may seem small, but adding all occasion types together it comes to a total of ~1.6 billion fewer alcohol serves consumed.”

Mel Anderson

Mel Anderson Director: Research and Product Growth Scope

The multiplication effect outlined below means this seemingly modest decline of 0.3 serves per occasion actually has a profound impact on overall volume consumed.

Intensity of low tempo occasions has held steady over the last three to four years, so while not driving a decline they are also not offering any reprieve in terms of offsetting any social occasion intensity losses.

3. Abstinence: total liquor abstinence in the population

There has been an overall increase in abstinence of nearly seven per cent among the adult Australian population between 2021 and 2024. With the younger cohorts leading the charge in terms of increase abstinence behaviour.

The metrics multiplication effect

To put the impact of these three metrics into context: 4.8 serves on 0.8 fewer occasions across 12 months multiplies to an average of 46 fewer serves

consumed per person on social occasions in 2024 vs 2021. For low tempo occasions the overall loss in serves is 40 fewer serves per person. This may seem small, but adding all occasion types together and multiplying the loss in serves by the size of the total (declining) adult drinking population in Australia it comes to a total of ~1.6 billion fewer alcohol serves consumed by Australians in 2024 compared to the peak of COVID in 2021. At an average of 300ml per serve that’s a decline of more than 50million 9LE cases.

These topline insights are based on total alcohol (the average of all categories combined) across all occasions and locations (on- and offpremise). Of course, some channels, subcategories or brands suffered more than others, and others were winners in a declining market. Subscribers to Growth Scope know the occasions where growth is strong, and the occasions to steer clear of for their categories and brands. Reach out to Growth Scope to learn more: www.growthscope.com.au ■

“Without consumption occasions there is no need to purchase.”

Mel Anderson

IBA advocates for struggling craft brewing industry

While 2024 proved very challenging for the industry, the IBA is helping independent brewers to become more efficient, profitable and sustainable.

“It’s no surprise that Australia’s independent craft brewers have been challenged in these last 12-18 months,” says Kylie Lethbridge, CEO of the Independent Brewers Association (IBA).

“At our last count, and I’m sure there are others we’re not aware of, 46 of our breweries have either gone into voluntary administration, liquidation or simply closed their doors.”

The industry has been heavily impacted by these closures, leading to significant job losses and supply chain issues, and due to reduced income, the IBA was forced to reduce its operational staff, cancel the 2025 Indies Independent Beer Awards and BrewCon conference.

Growth-inhibiting tax increases

With almost 700 independent craft breweries across the nation, there is one challenge impacting almost every brewery – the biannual CPI increase, which has led Australia to have the world’s third-highest beer tax.

“Along with spirits and fuel, ours is the only tax that increases twice a year, unlike the wine equalisation tax (WET) which hasn’t increased since 1999.

“In our view, it’s an unfair playing field. It means that those operating under WET are highly resourced by the Federal Government, yet beer is completely unsupported. It has no minister, no policy or strategy framework, and that’s why it continues to be ignored,” Lethbridge explains.

Making up a significant portion of the cost of beer, Lethbridge says the craft brewing industry has for many years absorbed excise

increases, but with ingredient, production and freight costs also rising, that’s no longer feasible, forcing brewers to raise their prices.

“That overlaid with the cost-of-living pressures Australia is experiencing means people cannot afford to spend that little bit extra on independent craft beer. And so that taxation framework, we’re saying, is unfair, and no longer fit for purpose.”

Optimism for the future

While independent craft breweries employ more than 50 per cent of the entire beer industry in Australia, they only account for approximately eight per cent of total beer market share. In 2025, the IBA’s advocacy efforts will reach directly to the consumer to raise awareness and the benefits of supporting our Australian owned independent brewing businesses.

“We’ll also focus on enshrining state strategies where there aren’t any. We’ve done a lot of work in the last four years around state strategies that support independent craft beer, the most recent

being the Western Australia Craft Brewing Strategy launched in partnership with the Government and industry.

“We’re looking at finalising the new Queensland artisan liquor strategy, facilitating g an updated New South Wales strategy, finalising South Australia, and Tasmania has been approved, ready to launch. This means that while we work on the federal issues, which is a much longer game, we know our breweries are supported at a local level.”

The association also hopes to relieve some of the financial strain on independent brewers by exploring bulk energy buying.

“We understand that that is one of the greatest costs of doing business, and with the state and federal targets in regard to conversion to renewables looming, without any grant funding underpinning this is going to be a very expensive exercise for a brewery.

“Energy buying has to be done at a state level, so we’ll try and run with one state as a benchmark,” Lethbridge concluded. ■

Kylie Lethbridge Chief Executive Officer Independent Brewers Association

With RTD still on top, how is the wider alcohol sector competing?

RTDs continue to dominate market share, but data from the IWSR reveals ow innovation, e-commerce and a moderation mindset set categories apart in 2024.

Once again, the retail liquor landscape proved to be a bold and dynamic space in 2024, shaped by shifting consumer preferences, digital advancements and a wave of new product development.

Over the last 12 months, data collected by industry analysts IWSR illustrates modernisation of the shopping experience, meaning e-commerce held more prominence than ever before. In recent years, spirits, beer, cider and RTD brands have invested heavily in e-commerce channels to meet the evolving needs of consumers, with online alcohol sales in these categories now representing a key growth area.

The global wine e-commerce market, however, is on a downward trajectory according to the IWSR, after a surge during the Covid pandemic and subsequent lockdowns. As economic conditions put

pressure on discretionary spending, wine buyers have returned to physical retail, which the IWSR attributes to an older consumer base whose online buying frequency is less.

While online alcohol sales represent a growth opportunity for some categories, bricks-and-mortar retail remains at the core of liquor retail, but according to Sarah Campbell, Research Director for APAC at IWSR, in-store shopping habits are still impacted by the online journey.

“Recent consumer insight shows that two-thirds of purchases in the physical offtrade are influenced by online research, an increase on 2023.

“While e-commerce sales have moderated, strong online activation will remain crucial in shaping the shopper journey; ultimately, clicks convert to dollars,

regardless of which channel the final sale is transacted through.”

Sustained growth for RTDs

Looking to category performance, while the market for RTDs is maturing, the IWSR expects the category to maintain growth and continue to expand its share of total beverage alcohol.

Although consumption frequency and consumer recruitment have slowed in recent years, the affordability of RTDs and effective innovation has driven a resurgence in these areas, and volume growth is expected in all of its top markets, including CAGR volume gains of 3.5 per cent between 2023 and 2028 in Australia.

Speaking to the evolution of the RTD category, Campbell says: “The combination of evolving consumer preferences and a

growing tax burden will see the category continue to evolve outside of the core cocktail/long drinks/FAB segments.

“Having maintained shopper interest, the wine spritz trend looks set to continue, with flavour profiles broadening out from the core bitters/lemon offerings. Although RTDs fell three per cent in H1 2024 versus H1 2023, total category volumes are forecast to grow at a CAGR of five per cent between 2024 and 2028.”

Shifting consumer behaviours

While RTD experiences a recruitment resurgence, the wine category is also undergoing an interesting evolution.

In 2023, rosé wine volumes were up by more than 10 per cent when compared with the previous year, and Campbell attributes much of this growth to the premium segment.

“Whilst ranging has reached a plateau, opportunities remain in premium still rosé wine. The category continues to become increasingly gender neutral, with wealthier, more experimental consumers who are prepared to spend more,” she explains.

On the opposite end of the spectrum,

IWSR data also highlights a wave of innovation in the wine category as winemakers seek to recruit Gen Z consumers to counteract reliance on drinkers aged 55 and above.

Between 2010 and 2023, the proportion of legal drinking age (LDA) consumers up to the age of 24 who consumed wine on a monthly basis halved, with data pointing to the moderation mindset and less familiarity with wine terminology. As a result, many winemakers have adopted more casual, accessible language and differentiated their branding to appeal to this cohort.

South Australian family winery Taylors Wines found success with it’s The Aromantiques range, taking cues from the beauty industry with perfume-like bottles, and newer innovations include Gonzo Vino’s modernisation of the bag-in-box wine format and Gibson Wines’ unveiling of a single-serve Riesling Seltzer just last year.

While Gen Z consumers are exploring non-traditional wine formats, they’re also moderating consumption – a behaviour that isn’t exclusive to this demographic or category.

“Moderation will continue to gain momentum and is relevant across all generations of consumers, but for varying reasons. Boomers are motivated by lifestyle and health factors, whilst the youngest LDA cohort appears to be giving up or cutting back for financial reasons.

“As monetary pressures ease, the big question is how the behaviour of economic moderators will evolve. The no-alcohol category continued to grow in 2024, by two per cent versus 2023, driven by nonalcoholic beer,” Campbell explains.

While the wine category undergoes a transformative period, so does the wider no- and low-alcohol (NoLo) market segment, which the IWSR expects to grow at four per cent volume CAGR through to 2028, predominantly driven by no-alcohol volume gain of seven per cent CAGR.

As outlined by Campbell, non-alcoholic beer will spearhead this growth, gaining seven per cent volume CAGR by 2028, with factors such as taste, availability and brand leading consumers to explore other categories in the NoLo market. ■

LSA WA faces challenges and opportunities in 2025

LSA WA tackles regulatory pressures, evolving consumer trends, and embraces sustainability to shape Western Australia’s liquor industry’s future.

The Liquor Stores Association of Western Australia (LSA WA) is at a pivotal moment in 2025, navigating both challenges and opportunities that will shape the future of the industry in Western Australia. The association faces a rapidly changing landscape, driven by evolving regulations, shifting consumer preferences, and the rise of e-commerce. Balancing advocacy, innovation, and community engagement will be key to ensuring the success of the liquor retail sector.

Challenges facing LSA WA

A major challenge is ongoing regulatory pressure, particularly regarding liquor restrictions in the northern regions of the state, limited trading hours, and rising compliance costs. These policies, often intended to reduce alcohol-related harm, can disproportionately impact small, independent liquor store owners. Unlike larger supermarket-affiliated chains, smaller retailers struggle to absorb these costs, which makes them more vulnerable to regulatory changes.

The LSA WA has supported measures like the Banned Drinkers Register (BDR), which bans individuals with a history of alcohol misuse from purchasing alcohol. However, the association stresses the importance of coupling such restrictions with adequate support services, such as counselling, to help individuals with rehabilitation.

Another growing challenge is the rise of online liquor sales, as consumers increasingly seek the convenience of

shopping from home. While some liquor stores have adapted by implementing e-commerce platforms, standalone online liquor stores pose a significant threat to traditional business models. The increase in online sales is likely to erode the market share of physical retailers, necessitating proactive strategies from the industry.

Additionally, consumer preferences are shifting, with younger generations increasingly favouring low-alcohol and no-alcohol options in line with broader health trends. Traditional liquor stores must diversify their product offerings to cater to this demand. This requires careful inventory management and an openness to change, as the retail landscape becomes more competitive and diverse.

Areas of positive sentiment

Despite these challenges, there are key areas where LSA WA can capitalise on positive sentiment to drive growth. Western Australians have a strong cultural affinity for locally produced beverages, such as craft beers, boutique wines, and artisanal spirits. By promoting and partnering with local

producers, liquor stores can meet consumer demand for unique, locally made products while supporting small businesses and strengthening local economies.

Sustainability is also a growing trend, with many consumers prioritising ecofriendly practices such as recyclable packaging and locally sourced products. Through its partnership with WARRRL and the Containers for Change program, LSA WA has helped divert billions of containers from landfills, fostering the creation of circular economies. Liquor stores that align their business models with sustainability are likely to attract a loyal customer base who value environmental responsibility.

Finally, experiential retail is gaining traction. Consumers are increasingly seeking experiences rather than just products, which presents an opportunity for liquor stores to offer tastings, educational workshops, and personalised services. By fostering customer engagement through these experiences, liquor stores can differentiate themselves from competitors. LSA WA can support its members with training programs and events that enhance customer loyalty and engagement.

In conclusion, the liquor retail industry in Western Australia is undergoing significant transformation. By advocating for sensible regulations, embracing e-commerce, and tapping into local, sustainable, and experiential trends, LSA WA can help its members navigate current challenges and ensure long-term success. Unifying and empowering its members will be crucial in shaping a resilient and dynamic future. ■

Peter Peck Chief Executive Officer LSA WA

https://theshout.com.au/national-liquor-news/subscribe

The interplay between on-premise venues, retail liquor stores and drinks brands

On-premise venues, retail stores, and drink brands must collaborate to meet evolving consumer expectations and trends.

The relationship between on-premise venues, retail liquor stores, and drink brands is interdependent. Trends that begin in one channel often flow across to the other, driving new opportunities and consumer needs.

Post-pandemic, under economic pressures, as consumers shift between athome and out-of-home drinking occasions, brands, venues, and retailers must work together to meet evolving expectations for value, quality, consistency, and experience.

1. Cocktail culture: Driving cross-channel momentum

Cocktail trends are the perfect example of the interaction between on-premise and retail. During the pandemic, consumers turned to retail for premium spirits, cocktail ingredients, and pre-mixed options to try and recreate bar-quality cocktails. Postreopening, bars capitalised on this renewed interest, with cocktail penetration peaking at 34 per cent in September 2022 before declining to 27 per cent by late 2024.

Rising costs in on-premise have created headwinds for the category. The price paid for a 30ml serve of spirits has risen 19 per cent since 2022, while consumers’ willingness to pay for a cocktail has only risen by four per cent, affecting perceived value. To address this, venues and brands are innovating with cost-effective solutions like pre-batched and draught cocktails.

Tom Graham Senior Manager NielsenIQ

Retail benefits as these innovations also translate into accessible at-home options. With awareness of on-premise pre-batched cocktails rising from 39 per cent in March 2024 to 45 per cent in October 2024, and conversion rates increasing from 51 per cent to 56 per cent (those aware of them going on to order them). It suggests a greater acceptance of the quality and experience provided by batched solutions – spelling potential for retail stores to talk up their own pre-mixed/batched offerings.

2. Light RTDs: From retail hero to on-premise staple RTDs have grown from a revitalised retail success story to critical on-premise drivers. Light RTDs, have reshaped the category in both channels. More recently brands have prioritised on-premise innovation, leading to on-premise RTD penetration climbing from 48 per cent in March 2024 to 55 per cent in October 2024. Draught RTDs, where light expressions have grown in availability, offer unique advantages for bars, while also reinforcing loyalty and brand salience for retail store sales.

For brands and venues, Draught RTDs present an opportunity to: Drive experimentation: RTDs on draught can introduce beer drinkers to spirit-based beverages in a more familiar format. Enhance accessibility: Draught RTDs appeal to non-beer drinkers, broadening the draught line audience and facilitating inclusivity in venues, and opening the draught drinking ritual to new consumers.

Bridge experiences: A consumer who tries a draught RTD in a bar is likely to purchase it in retail for at-home occasions, creating a seamless connection.

Brands that expand their presence across both channels will maximise RTD growth potential while fostering loyalty.

3. Navigating economic pressures together

Economic challenges are reshaping consumer priorities. One-intwo on-premise visitors report being significantly affected by rising costs, leading to more selective outings, prioritising meaningful experiences and foregoing later night drink-led antics. Retail and on-premise can work together to meet consumers where they are, encouraging complementary behaviours:

Pre- and post-drinks: Consumers increasingly pair nights out with after visit at-home drinking/socialising (24 per cent of consumers doing so on most of their visits – 37 per cent of

whom are increasing their frequency vs 2023, compared to only15 per cent decreasing). Brands and retailers can promote products tailored to these occasions.

Value messaging/loyalty: Loyalty schemes are becoming an increasingly integral part of both retail liquor shopping and onpremise venue visitation. Smart retailers may find ways to directly collaborate with on-premise venues to integrate loyalty points and drive greater omni-channel value for consumers – driving greater loyalty for both businesses.

Conclusion: A full-view of trends

The chemistry between on-premise venues, retail stores, and drink brands drives the liquor industry forward. By recognising how consumer behaviours overlap across these spaces, brands, venues, and retailers can better align their strategies. For each player, the approach is simple:

Retail stores: Understand the trends in on-premise venues and shape your offerings, marketing, and activities to maximise the impact these trends have on your sales.

On-premise venues: Recognise that trends also start in retail stores. Categories like RTDs and no/low alcohol options for example are driving consumer demand for a greater range in on-premise settings.

Drink brands: Develop an omnichannel strategy that reflects the role your brand or category plays in each channel. Ensure that brand innovation or activity in one channel can enhance brand engagement in the other.

By working together, retailers, on-premise venues, and drink brands can create an integrated strategy that meets evolving consumer needs and drives industry growth.

NIQ’s on- and off-premise insights will allow you to stay ahead of shifting consumer trends, and discover how brands, venues and retailers can collaborate to thrive in a dynamic market.

To understand how you can create seamless experiences across on-premise and retail channels, get in touch with Tom Graham, Senior Manager at NielsenIQ - Tom.Graham@nielseniq.com. ■

Making hay while the RTD sun shines

RTD is forecast to continue its growth trajectory for the few years. How best to manage and leverage it?

Norrelle Goldring

Norrelle has spent 20+ years in the liquor and FMCG industries in strategy, research, category and channel, and marketing roles for manufacturers, retailers and consulting houses. Contact Norrelle: norrellegoldring@hotmail.com.

RTDs continue to gain share within total beverage alcohol, albeit within a shrinking alcohol ‘pie’. They are gaining share from cider, beer, and to an extent, wine. Much of the growth has stemmed from new product introductions and premium offers, and category volume is anticipated to increase by 3.5 per cent between 2023 and 20281

Many of the new RTDs tap into a number of consumer trends including health consciousness, premiumisation and affordable luxury, and nostalgia and simplicity (which is where all the lemon and citrus SKUs come in).

However, SKUs have proliferated, creating challenges for retailers, brands and shoppers alike. Ampersand, for instance, has more than 10 flavour variants. Given the continued growth outlook for the category over the next few years, the game now becomes about managing and optimising it.

Expansion on a number of fronts

What an RTD is, and who is producing them, is expanding in a number of ways:

• Subcategories now include seltzers, sodas, spritzers and canned cocktails

• A range of ABVs, sugar levels and natural ingredients

• Producers include breweries e.g. Yulli's Brews, Matsos, even James Squire. Winery collaborations and bases Zonzo’s Zoncello

• Base alcohol types used are expanding e.g. agave, tequila, wine

• Consumer audiences are broadening beyond 18–29-year-olds. Baby Boomers and Generation X consumers are increasingly choosing premium RTDs, particularly those with lower alcohol content, more refined flavours, or lower sugar options. Given the broadening of the category definition, coupled with the growth of mindful drinking, this begs the question of where non-alcoholic beverages fit in.

Non-alcoholic options such as sodas and cocktails are becoming an integral part of the RTD category, appealing to younger consumers, non-drinkers and mindful consumers who may occasionally swap out an alcoholic RTD for its non-alcoholic counterpart.

This means that non-alcohol RTDs should be positioned alongside their alcoholic counterparts in the chiller and at shelf to encourage exploration and highlight similarities in occasions. No longer should they be relegated to obscure corners of the store. Further, non-alcoholic and alcoholic RTDs can be bundled together for shared occasions such as barbecues and picnics, showcasing them as complementary offers.

With expansion comes challenges

Market saturation with a volley of producers and new products, often in bold packaging, means obtaining shelf standout amid the riot of colour is simultaneously more crucial but also more

challenging. The proliferation of SKUs can make the category difficult for shoppers to navigate. They face decision fatigue due to the array of flavours, formats and brands. Similar flavours across brands exacerbate this, especially with popular options such as citrus based RTDs. Yes, lemon is hot right now, but how many lemon SKUs do you really need?

With the rise of premium offers, RTDs are exhibiting wider price variations. And given smaller can sizes, shoppers may perceive RTDs as overpriced compared to other categories or to bottled spirits, and value-for-money based shopping becomes more difficult.

As health-conscious trends grow, consumers increasingly demand detailed information on ingredients, calorie counts, and alcohol content. Clear labelling is a must. Call out any unique ingredients such as botanicals or superfoods.

Managing the beast

• Range: Balance variety and simplicity. Reduce duplication of flavour variants across brands, while retaining a diverse range of trending flavours, and lowcalorie, low-alcohol, premium and organic options. Offer variety packs, limited-edition flavours, and pick-andmix to drive trial.

• Space and layout: Allocate space based on performance metrics. With RTDs outpacing cider in growth, consider reallocating shelf space. Create an intuitive shelf and chiller flow that incorporates non-alcohol options, and both highlights key segments and encourages crosscategory exploration. An example space flow, left to right (if beer is on the left of the RTD category) could look like: ginger beer > non-alcoholics > seltzers > spritzers > cocktails > sodas & light RTDs > dark RTDs.

• Visibility and display: Create a dedicated RTD display zone or endcap

that showcases and rotates the latest new product introductions and limited editions. Use signage to highlight features such as ‘crafted with natural ingredients’ or ‘only 100 calories per serve’.

• Pricing and promotion: Clearly communicate the value proposition of premium RTDs. Encourage category trial and repeat purchase through bundled promotions, including bundling alcoholic and non-alcoholic RTDs together for a specific occasion. Run tastings for new product introductions or across a brand to drive trial and exploration.

• Persuasion and recommendation: equip store staff with product knowledge in order to make effective recommendations. This should include flavour profiles, key ingredients, and relevant occasions. Tap into brand manufacturer tools and resources for this. Encourage staff to share personal favourites or suggest pairings, such as matching RTDs with snacks. As is often done with wine, promote ‘staff picks’ at shelf and chiller.

The RTD category shows strong potential for continued growth due to shifting consumer preferences toward convenience, health-conscious choices, affordable luxury, and the cocktail culture.

To sustain frequent product introductions, brands will need to focus on true innovation, unique consumer needs, and market differentiation. Products that align with changing consumer preferences, such as low alcohol, low-sugar, organic, or sustainable may have a better chance of longterm success in an often-fickle category.

By addressing shopper challenges and optimising range, space, visibility, pricing, promotion and staff recommendations, retailers and brands can enhance the shopping experience and further drive RTD category performance. ■

Sources:

1https://www.thespiritsbusiness.com/2024/10/rtd-growthslows-as-category-matures/

“Many of the new RTDs tap into a number of consumer trends including health consciousness, premiumisation and affordable luxury, and nostalgia and simplicity (which is where all the lemon and citrus SKUs come in).”

New Zealand Winegrowers highlights industry’s sustainability story

It was a positive year for New Zealand wine, from rebounding exports to the release of the New Zealand Wine Roadmap to Net Zero 2050.

Globally, the wine industry faces some serious short-term challenges, from flat or declining sales and high inventory levels to cost increases and supply chain destocking. Despite this, it was generally a positive year for the New Zealand wine industry.

Globally, consumers purchased 81 glasses of New Zealand wine per second, and selling prices also increased, making New Zealand’s average selling price in 2023/24 the second highest of all countries competing in its key markets.

From July 2023 to January 2024, export volume declined 24 per cent with value down 22 per cent, due to reduced replenishment orders from importers, distributors and retailers who relied on their inventories. But despite tough economic times, consumers continued to buy New Zealand wine, and orders soon resumed.

Catherine Wansink, Australia Market Consultant at New Zealand Winegrowers, says: “By February 2024, exports rebounded and by June had lifted six per cent from their January lows. Overall, for the June year end, exports totalled $2.1bn – the second-highest annual level for the industry, but still down 11 per cent on 2023’s record-setting level.”

Sustainability achievements

In line with the industry’s sustainability ambitions, New Zealand Winegrowers released its New Zealand Wine Roadmap to Net Zero 2050 in August last year.

“The Roadmap identifies the industry’s current greenhouse gas emission footprint

and, consistent with the industry’s goal, sets out where the wine industry needs to be at 2030, 2040 and 2050. The Roadmap offers vineyards and wineries practical options for innovation that will help to reduce emissions as much as possible, as fast as possible.

“As wine consumers increasingly demand greater transparency of environmental credentials, this next step by the New Zealand wine industry will see that it is well poised to continue to hold onto its exceptional reputation as a leader in sustainable wine production,” says Wansink.

Supporting the New Zealand wine industry in addressing the longterm challenge of climate change, the Roadmap is complementary to the work of Sustainable Winegrowing New Zealand (SWNZ), which this year celebrates its 30th anniversary.

“Over three decades SWNZ has evolved into a robust, independentlyaudited programme that now certifies 96 per cent of New Zealand’s vineyard area and approximately 90 per cent of wine production by volume. That level of participation by both winegrowers and winemakers sets this programme apart as the only one of its kind around the world.

“The SWNZ programme has never sat still, but has continuously evolved to meet an ever-changing world. It focuses on six key areas: climate change, water, waste, plant protection, soil and people,” Wansink added. ■

Representation in Australia

Reflecting on activity in the Australian market, Wansink recalls the New Zealand feature region activation at the Pinot Palooza festivals on the eastern seaboard as a highlight.

“We had multiple New Zealand wine regions represented at the events showcasing the diversity and uniqueness of Pinot Noir from New Zealand. It was a delight to have our winemakers telling their stories in person and building brand awareness in the largest export market for New Zealand Pinot Noir,” she stated. While growing awareness of the sub-regions of Marlborough and Central Otago paves the way for further premiumisation of New Zealand Pinot Noir, Wansink says Pinot Gris/Grigio and premium Chardonnay have also been in demand in Australia.

Catherine Wansink

Australia Market Consultant

New Zealand Winegrowers

Retail Drinks looks to continue to build on its success throughout 2024

Retail Drinks aims to strengthen advocacy, member services, and tackle industry challenges throughout 2025.

Throughout 2024, Retail Drinks saw a number of major highlights both from a policy and advocacy and member services perspective. The most significant was the development and commencement of a new Strategic Plan, which has set the organisation’s overarching goals and agenda through to 2027.

The Plan includes three major platforms with accompanying objectives:

1. Proactive and effective policy and advocacy

2. Championing industry responsibility

3. Focused, complementary engagement and services.

In addition to the Strategic Plan, Retail Drinks also made significant amendments to its Constitution, the first changes since the organisation was formed in 2018. These changes included reducing the number of membership categories, changing the number of board seats, enhancing the eligibility requirements for board directors and amendments to streamline decision making. All these changes will greatly assist Retail Drinks in functioning more effectively and achieving its vision and objectives.

From an advocacy perspective Retail Drinks looks forward to building on the momentum achieved in 2024. One major success was significantly paring back planned increases to liquor license fees in NSW. This involved mobilising Retail Drinks’ considerable membership base in NSW to rally against large license fee increases proposed by the NSW Government.

“As a direct result of Retail Drinks’ advocacy efforts and engagement with the NSW Government, we ultimately saved the industry millions of dollars,” says Michael Waters, CEO, Retail Drinks Australia.

In the year ahead, Retail Drinks will continue to meet the challenges facing members throughout the country. One of the most concerning and highly visible is the ever-increasing rate of retail crime, including retail theft and the assault of staff members.

Through Retail Drinks’ Safe to Serve Committee, members are better equipped with the necessary resources to minimise the impact of these alarming incidents. Retail Drinks’ advocacy with governments has also seen legislative changes, including harsher penalties for assaults on retail workers. The increase in retail crime unfortunately has not shown any signs of abating and Retail Drinks anticipates that this will continue to affect business owners throughout 2025. Unquestionably, the sector also faces

similar challenges to other areas of the Australian economy from the cost-ofliving crisis, which we expect to continue.

Retail Drinks, through its comprehensive suite of member services offerings, assists store owners in achieving savings for their businesses, including through overheads such as electricity, insurance and point-ofsales systems.

While pleased with the progress that has been made as an organisation throughout 2024, Retail Drinks certainly will not be letting its foot off the pedal.

“Already in 2025, we have been on multiple stakeholder visits to Victoria and Tasmania, meeting with key political stakeholders, including Ministerial offices, Departments and Regulators. We have no doubt that the 12 months ahead will be hugely eventful for both Retail Drinks and the industry as a whole and we are excited to press forward with our priorities and continue delivering for our members,” says Waters. ■

Michael Waters Chief Executive Officer Retail Drinks Australia

Spirits & Cocktails Australia advocates to create the conditions for a stronger spirits industry

Spirits & Cocktails Australia is keeping one eye on emerging global challenges, while focusing the other on domestic growth opportunities.

As 2025 sets off at pace, Spirits & Cocktails Australia is optimistic about the potential to continue working across the Parliament to deliver the conditions for a stronger and more competitive environment for our members.

We began the year by lodging a Pre-Budget Submission calling on the Federal Government to freeze and review spirits excise to enhance productivity and attract greater investment into the Australian spirits industry.

Analysis completed by Deloitte Access Economics for Spirits & Cocktails Australia in 2024 revealed that spirits excise is the largest barrier to growth facing spirits manufacturers operating in Australia.

The lack of reform to Australia’s outdated tax system has created an uncertain trading environment for spirits producers, curtailing the investment needed to effectively grow and scale manufacturing operations.

It has also impacted Australia’s ability to compete for global market share to meet growing consumer demand for quality spirits, stifling exports and placing Australia at a significant disadvantage to other spirits exporting nations.

That’s why we have also used this Pre-Budget Submission to call on the Federal Government to implement our Spirits Export Accelerator Strategy. The Strategy recommends incentives and policy measures to accelerate exports to reach $1 billion in trade value within the decade.

Such reforms would enable Australia to follow in the footsteps of New World Whisky markets like Japan, which ascended global trade rankings – from 27th to 13th in the world – after decisive action by the Japanese Government to provide the investment and coordination needed to take Japanese whisky to the world.

The urgency of such trade reforms is more pronounced in 2025, as the world braces for what a second Trump presidency may mean for global trade and international world order, and as nationalist movements gain traction across Europe.

The final days of the Biden administration reminded the wider alcohol industry that we cannot afford to keep our eyes off emerging

threats to our license to operate, with a new advisory from outgoing US Surgeon-General Dr. Vivek Murthy calling on cancer warning labels to be displayed on alcohol packaging. This advice follows similar moves by the Irish Government, which will introduce cancer warning labels on alcohol products from 2026.

The United Nations will also convene a High-Level Meeting in September 2025 to develop a political declaration on NonCommunicable Diseases (NCDs). The meeting provides an opportunity for the spirits industry, along with colleagues in beer and wine, to encourage the Australian delegation to consider the strong progress Australia has made in reducing the harmful consumption of alcohol, to protect against any further constraints on the industry’s licence to operate.

Spirits & Cocktails Australia will be active in our support of Alcohol Beverages Australia in the lead-up to this meeting to ensure that any declaration remains focused on reducing harmful alcohol consumption and advocating for industry to be part of the solution.

We look forward to 2025 delivering progress to support a stronger and more resilient spirits industry in Australia. ■

Greg Holland Chief Executive Officer Spirits & Cocktails Australia

Driving the future of liquor retail: Insights for success

Adapting to consumer trends, leveraging data, and empowering teams is key to thriving in liquor retail.

The Australian liquor retail market is evolving rapidly, driven by changing consumer behaviours, regulatory complexities, and growing competition. Success in this dynamic environment requires more than just stocked shelves – it demands innovation, agility, and a data-driven strategy. Expert partners in retail merchandising and field marketing can provide the tailored solutions retailers need to thrive.

Adapting to changing consumer expectations

Today’s liquor shoppers seek convenience, personalised experiences, and diverse product options. At the same time, retailers must navigate stringent regulations and a fragmented market. To stay competitive, businesses must adopt innovative strategies and excel operationally. By enhancing instore execution and improving customer experiences, retailers can unlock sustainable growth opportunities.

Merchandising that drives results

Merchandising is critical to liquor retail success and, when done effectively, can transform the shopping experience:

• Strategic shelf layouts: Proper planogram implementation ensures high-margin and popular products are placed for optimal visibility, creating an intuitive shopping journey.

• Seasonal promotions: Capitalising on holidays and events with engaging displays boosts sales and enhances brand visibility.

• Stock optimisation: Maintaining inventory levels through data insights prevents empty shelves and lost sales opportunities.

Empowering retail teams

Frontline staff play a vital role in creating exceptional customer experiences. Supporting and empowering teams with the right tools and training makes a significant impact:

• Product education: Knowledgeable staff confidently recommend products, providing personalised shopping experiences.

• Customer engagement: In-store sampling events introduce new products, foster brand loyalty, and increase sales.

• Quality assurance: Mystery shopping delivers actionable feedback to ensure service consistency across locations.

Harnessing Data for Competitive Advantage

In a fast-paced industry, relying on intuition alone is insufficient. Data-driven

decision-making provides the insights needed for success:

• Consumer insights: Understanding purchasing patterns allows retailers to curate product selections aligned with customer preferences.

• Performance analytics: Measuring the effectiveness of promotions and merchandising efforts fosters continuous improvement.

• Tailored strategies: Analysing market trends helps predict changes and proactively adjust strategies.

Turning compliance into strength

Operating within the regulatory framework of the liquor industry can be challenging, but compliance offers a unique opportunity:

• Audit support: Regular audits ensure legal, and licensing requirements are met, fostering trust with customers.

• Supplier collaboration: Strengthened supplier relationships ensure adherence to agreements and maximise promotional opportunities.

The future of liquor retail

The future of liquor retail lies in creating a seamless, customer-centric experience that blends convenience with discovery. Retailers who embrace innovation, invest in their teams, and leverage data-driven strategies will be the ones to lead the market.

A forward-thinking approach, supported by strategic partnerships, like with Strikeforce, can help liquor retailers reimagine operations, delight customers, and achieve sustainable growth. ■

Daniel Pizzolato

Group Client Service Manager Strikeforce istock.com/Su Arslanoglu

Capitalising on opportunity: Wine Australia’s vision for 2025

Wine Australia sets its sights on innovation, sustainability, and market expansion as it prepares for a transformative 2025.

2024 proved to be a transformative year for Wine Australia, marked by significant achievements and ongoing challenges. The reopening of the Chinese market played a crucial role in boosting exports, with wine export values to China reaching $612 million (59 million litres).

Wine Australia’s CEO, Dr Martin Cole, said the reopening of the Chinese market delivered a substantial boost for many producers, reaffirming China’s importance as a key market for premium Australian wines.

In addition, the sector made significant progress in reducing its stock-to-sales ratio.

“For the second consecutive year, total wine sales exceeded production, helping to ease the stock overhang that has burdened the sector in recent years,” Cole explained.

Although the stock-to-sales ratio has dropped by 14 per cent, Cole acknowledged that the sector still faces challenges with balancing supply and demand, particularly in red wine.

Driving sustainability and innovation

Sustainability continues to be a top priority for the Australian wine sector. The Sustainable Winegrowing Australia program – run in conjunction with the Australian Wine Research Institute (AWRI) and Australian Grape & Wine (AGW) – saw impressive growth, with more than 1,450 members by June 2024, a 20 per cent increase from the previous year. Additionally, the number of certified members grew by 42 per cent, reflecting the sector’s commitment to adopting sustainable practices.

“Sustainability is not just a goal for Wine Australia; it is a strategic imperative,” says Cole.

Wine Australia also made significant strides with the Emissions Reduction Roadmap, which includes a baseline for emissions, mitigation opportunities, and collective targets for the sector.

“We’ve seen really positive feedback on the Emissions Reduction Roadmap and are progressing alternative low-emissions packaging options through Governmentfunded grant initiatives,” said Cole, highlighting the sector’s proactive approach to reducing its environmental footprint, of which packaging currently represents 44 per cent of all emissions.

The EcoVineyards Program is also growing in popularity, with over 220 vineyard managers attending events in 2024 to help improve vineyard profitability and sustainability.

Opportunities and challenges in 2025

Looking ahead to 2025, Cole sees several key opportunities and challenges for Australian winemakers. As consumers and governments increasingly demand sustainable practices, Australian wine has a unique chance to strengthen its position in global markets.

Additionally, innovation in the NOLO and mid-strength categories will be crucial to meet changing consumer preferences.

“With declining consumption trends, these categories represent a significant opportunity for Australian wine,” Cole added.

Market diversification is another area of focus, especially as competition in traditional export markets intensifies. With around 60 per cent of Australian wine exported, Cole emphasised the importance of expanding into emerging markets where wine consumption is growing.

Despite these opportunities, the sector faces several challenges, including environmental, technical, and economic pressures. However, Cole remains optimistic.

“The leadership changes in Wine Australia have positioned the organisation well to support the sector as we work towards these opportunities and challenges.”

In 2025, Wine Australia’s immediate focus will be implementing the One Grape & Wine Sector Plan, which aims to address oversupply, advance sustainability, and drive innovation.

“The One Grape & Wine Sector Plan will provide a unified approach to meeting the sector’s challenges and seizing new opportunities,” said Cole. ■

Dr Martin Cole Chief Executive Officer Wine Australia

Better together

The WCA continues to unite the wine industry through education, mentorship and the celebration of excellence.

2024 was both challenging and rewarding for the Wine Communicators of Australia (WCA), and Executive Chair Angus Barnes is proud of the WCA’s performance despite the challenges facing the wine industry and additional pressures on volunteer wine industry organisations.

The WCA saw great success in its Wine Industry Mentor Program which attracted more than 100 participants, strong attendance for its 10 webinars, and the reinvigoration of its Wine Media Cadet Program.

“This year, our short list [for the WCA Wine Media Cadet] was particularly strong, but Teri van Aalst was eventually selected as this year’s recipient, both because of her previous work in the media, wine and education space, but also because of her motivation and passion for the industry.

“Luckily for Teri, this year’s cadetship included a trip to Verona, Italy to participate and accompany the Adelaide contingent to the Great Wines Capital Annual Conference.”

Winners of the Wine Communicator Awards were also revealed, with the champions showcasing evidence of progress across the industry in what Barnes referred to as “moving the dial”.

“For the 2024 awards, we spent a great deal of time reviewing what we have done in the past and also what we have seen in other global wine communications awards,” he stated.

“We had a near record level of entries, which we hope in some way reflects the acceptance and appreciation of the work that is put into these awards. I would also like to say that we haven’t rested on our laurels since then. We have a sub-committee charged with making the Wine Communicators Awards the best that they can be – you can expect to see some new categories in 2025 as well as some improvements in our existing awards.”

Looking ahead

“The WCA sits down every year to prioritise our key actions for the following 12 months. These actions should remain aligned to our WCA vision: To connect, develop, engage, and inspire Australian wine industry professionals,” says Barnes.

In 2025, the WCA will continue its leading mentorship and provide education to its members as they navigate their wine industry journey.

WCA focuses on strengthening retailer-producer connections

While liquor retailers are already a large part of the WCA community, Barnes believes the WCA can create networks between liquor retailers and the industry in a noncompetitive environment.

“As I always like to point out, we are better together,” he says.

“It’s a chance to connect and engage with other industry members across the entire wine industry spectrum, and to be educated about the industry through things like our webinar program and mentor program. I also find that the networking done between retailers and producers at the wine show lunches in Sydney, Adelaide or Melbourne can also be very valuable to both parties.”

It will also work closely with partners and sponsors to strengthen its alignments and tap into its communities through state-based events. After 13 years as Executive Chair, Barnes has however announced his resignation to take up the position of General Manager at Bunnamagoo Estate Wines in Mudgee, NSW.

“I have thoroughly enjoyed the privilege that was my time at the WCA. I have met great people and hopefully in a small way contributed to this great wine industry. The board is the best it has ever been, and I believe that with the incoming Chair, Lynda Schenck, the WCA will continue to act as a valuable institution in the Australian wine industry,” said Barnes. ■

Angus Barnes Executive Chair Wine Communicators of Australia

From footy finals to festive season: Unlocking the power of in-store displays

Off-locations are crucial in establishing a strong in-store brand presence during key selling periods.

Manon Vanmol, Senior Director at Snooper, Wiser’s crowdsourcing platform, shares how emerging trends are shaping the retail landscape.

The power of the offline sales channel

Offline sales channels remain essential for the liquor industry, particularly during key periods like footy finals and the festive season, when in-store engagement is critical. With close to 90 per cent of alcoholic beverage sales occurring through offline channels1, brands and retailers are relying on in-store executions to stand out amidst rising cost-of-living concerns. Leveraging ‘Share of Display’ data 2 , 3, Wiser helps retailers and brands optimise activations and maximise visibility. Here are the main insights from recent sales periods.

Contrasting approaches on displays

While both BWS and Liquorland rely heavily on displays, they adopt distinctly different display strategies. During the festive season, BWS averaged 7.2 displays per store – approximately 10 per cent fewer than last year – focusing on a variety of categories such as wine and beer. Liquorland, on the other hand, showcased a more minimalistic approach, averaging 1.1 displays per store, about 15 per cent fewer than the previous year, primarily highlighting wine and spirits2

In an effort to streamline its display strategy, BWS has significantly reduced the number of branded displays this year, featuring only a handful of big names –such as Penfolds or Diageo-owned brands (Johnnie Walker, Bundaberg).

Notably, Ready-to-Drink (RTD)

beverages, which were the standout category last year, have seen a decline in the number of branded displays. This year, RTDs have a reduced footprint in the number of displays and their size and are now only featured in select stores.

As retailer displays increasingly shape the in-store landscape, it is imperative for brands to ensure they execute these activations to the highest standard, maintaining both a strong physical presence and clear brand messaging that resonates with shoppers.

Wine at the top

Across both retailers, wine remains the category with the highest in-store visibility. At Liquorland, this prominence is particularly pronounced, with more than 60 per cent of off-location space allocated to wine. During the festive season, display visibility expands to include spirits, creating a two-pronged strategy. The introduction of Penfolds-branded displays this year has boosted wine visibility by an additional 10 percentage points, significantly elevating the category’s stopping power. BWS, in contrast, takes a broader approach by devoting more emphasis to beer as well as spirits, sparkling, and RTDs to engage a wider audience.

When asked about their purchasing preferences during key selling periods, shoppers unsurprisingly cite beer as their go-to choice for footy finals, while spirits and sparkling wines are favoured during the festive season. However, the most visible in-store categories do not always align with these preferences – highlighting a potential opportunity for both retailers and brands.

Cost-of-living impact

Rising living costs have significantly reshaped shoppers’ purchasing habits. During footy finals, many are buying less alcohol for events than in previous years – around 40 per cent report no change in buying behaviour for the occasion – largely due to fewer gatherings and a preference for watching the game at home4 Under these conditions, price discounts and

Manon Vanmol Senior Director Snooper

Minimalist display/non-themed spotted in Liquorland, while dedicated Christmas themed giftpack areas are found in BWS.

Penfolds and Bundaberg branded displays found at Liquorland and BWS

loyalty to favourite brands become the top purchase drivers.

By contrast, the festive season remains a pivotal opportunity for brands, as consumers are more inclined to invest in premium products, eye-catching packaging, and limited editions to impress guests and gift recipients5. Notably, attractive packaging is the leading purchase driver for festive – an exception compared to other key selling periods – followed closely by price discounts and limited-edition releases. For brands reluctant to adjust their price points, offering distinct limited editions or standout seasonal packaging can be an effective way to capture consumer interest.

Deals and drops

In-store, shifting consumer sentiment is reflected in deal activations and promotional ends during both the footy final and festive season. At BWS, gondola ends are largely dedicated to deals accessible through the BWS app as part of their membership program. Meanwhile, Liquorland’s displays highlight price drops and ‘while stock lasts’ offers.

Maximising visibility during peak periods

Gift packs continue to be a highly appealing option, as they strike the right balance between eye-catching presentation and practical value – two qualities shoppers crave during the holidays. Featuring both a core product and a gift pack guarantees placement in two distinct locations in-store, boosting visibility and making it easier for gift-seekers to find the perfect option.

An illustrative example is Billson’s, whose ‘12 Drinks of Christmas’ multipack helped the RTD brand capture around 40 per cent of RTD visibility this festive season. Meanwhile, key players like Grey Goose, Aperol, and Baileys further bolster their presence through bundles (e.g., glassware, Prosecco mix packs) or limited-edition festive packaging, all of which elevate their in-store visibility.

Key learnings on unlocking brand visibility

As the industry prepares for the year ahead, three essential insights can help alcoholic beverage manufacturers strengthen in-store visibility and sales:

1. Decode retailer strategies

Each retailer has its own playbook –ranging from distinct display assets to specific category and brand priorities. Understanding these nuances is key to positioning your brand effectively in-store and navigating the competitive landscape with greater precision.

2. Navigate cross-category dynamics

Monitor how different categories compete and interact within the store. By looking beyond surface-level trends and recognising how emerging sub-categories are reshaping the market, brands can leverage innovative tactics to challenge established frontrunners and capture new growth opportunities.

3. Craft creative visibility strategies

Elevate your presence with creative approaches like attention-grabbing gift packs, new product launches, and collaborations that stand out among competing brands and categories. A wellexecuted visibility strategy can ensure your offerings remain top-of-mind with shoppers, especially during key selling periods.

Curious about the visibility of your category, brands, and competitors? Contact us intel@ wiser.com to learn more about our Liquor Key Selling Period Report. ■

Sources:

1Ibis World Australia

2Data based on a total of 162 store visits during December 2024 (N = 108 store visits in BWS, N = 54 store visits in Liquorland)

3Data based on a total of 186 store visits during September 2024 (N = 125 store visits in BWS, N = 61 store visits in Liquorland)

4Data based on a total of 111 store visits and survey results during September 2024 (N = 44 store visits in national retailers, N = 67 stores visited in independent retailers)

5Data based on a total of 104 store visits and survey results during December 2024 (N = 43 store visits in national retailers, N = 61 stores visited in independent retailers)

Fellr’s display at the BWS Bondi Beach store is notably smaller in 2024 compared to the execution in the same store in 2023.

BWS and Liquorland rely heavily on promotions during key selling periods

BWS and Liquorland showcase gift pack displays during 2024 festive period

Industry leaders predict 2025 trends

Some of the key trends expected to dominate the retail liquor landscape and drive sales in the year ahead, as identified in the National Liquor News 2025 Leaders Forum.

General

“Next year, we’re also predicting that light and fresh flavours will be a core consumption trend across all alcohol categories, which will be due to a shift in the time of consumption occasions becoming earlier in the day – think the aperitif moment, sundowners, and afternoon drinks. Spritzes, aperitifs, super-premium local sparkling wines, and light RTDs will all continue to grow off the back of this trend.” – Kevin Mapson, Managing Director, Pernod Ricard Pacific

“The evolution of flavoured drinks will continue to gain popularity with a growing interest in understanding their make-up and associated health benefits. As the Australian drinking culture is undergoing a transformation, the option for non-alcoholic drinks will remain widespread.”

– Paul Esposito, CEO, Independent Liquor Group

“Consumers are increasingly seeking moments to relax and reward themselves with high-quality, familiar, and refreshing drinks. Social occasions will continue to drive demand for sessionable, crowd-pleasing beverages that enhance human connection. Additionally, a significant portion of consumers are willing to pay a premium for better quality products that allow them to feel sophisticated and in the know.” – Gordon Treanor, Sales Director, Suntory Oceania

“In 2025, we anticipate that the drink-lessbut-better mindset will continue to shape consumer choices, with people prioritising quality and sustainability even in the face of economic pressures.”

– Darren De Bortoli, Managing Director, De Bortoli Wines

istock.com/skynesher

“Balancing sustainability with practicality will become an emerging focus. Customers are increasingly committed to making environmentally friendly choices, but they’re approaching sustainability with a practical lens. While sustainable alternatives align with personal values, purchasing decisions hinge on how well these products meet their immediate needs.” – Michael Courtney, CEO, Coles Liquor

“In 2025, we expect to see premiumisation continue to dominate, with consumers seeking higher-quality, unique beverages. Healthconscious trends will push demand for low sugar, natural options without compromising on flavour.”

–

Mikkeli Han, Australia CEO, Brewguru

istock.com/AleksandarNakic

“While NPD has been a strong growth driver in 2024, we expect a more targeted focus on high-profit products that drive transactions. Also, technologydriven personalisation – increased reliance on apps and data analytics for tailored customer experiences, and omnichannel retailing – enhanced integration of online and offline channels for seamless shopping experiences.”

– John Carmody, Managing Director, Liquor Legends

“Nostalgia continues to play a role in customer behaviour, as people often seek comfort in familiar tastes and experiences. Customers are continuing to be drawn to products that evoke memories, leading to a revival of interest in vintage cocktails, retro branding, and time-honoured recipes. We’ve seen old diner flavours like lemon squash and creaming soda make a comeback over the last few years. Suppliers have really embraced flavours from the 80s and 90s combined with branding and packaging of today.”

- Steve Donohue,

CEO, Endeavour Group

“Moderation, sustainability and innovation will be key in 2025. Lighter styles, lower-in-alcohol products, sustainable growing and manufacturing practices, and new and interesting products, flavours and varietals will be key to success.”

– Paul Handley, Buying Director for Beer, Cider, Spirits & RTDs, Aldi Liquor

“We’ve observed a growing trend of younger consumers, over 18, entering the alcohol market with a preference for sweeter, more approachable beverages. This shift away from traditional beer and wine presents both challenges and opportunities for the industry.”

–

Chris O’Brien, General Manager, Liquor Baron

istock.com/PeopleImages

“The evolution of flavoured drinks will continue to gain popularity with a growing interest in understanding their make-up and associated health benefits. As the Australian drinking culture is undergoing a transformation, the option for non-alcoholic drinks will remain widespread.”

– Paul Esposito, CEO, Independent Liquor Group

“In 2025, value-driven offerings will continue to be a key trend, with consumers increasingly seeking deals like multibuys and one-litre formats for better affordability and convenience. However, value will need to be balanced with occasional lead campaigns and promotions that create excitement and drive customer engagement. These could include limited-time offers, seasonal promotions or exclusive product launches designed to capture attention and encourage impulse purchases. By blending valuedriven deals with strategic promotional campaigns, retailers can appeal to a broader range of customers – from the cost-conscious shopper to those seeking unique or premium experiences.”

– Anthony Abdallah, CEO, Independent Liquor Retailers

“In 2025, key trends in the off-premise channel are likely to include increased demand for better-for-you products, with a focus on specific occasions and consumer needs for healthier, and low- and no-alcohol options. Also, innovation and excitement in product offerings, as brands look to differentiate themselves through new flavours, formats, and unique experiences to capture consumer attention.”

- Chris Blockley, Head of Sales, Casella Family Brands

istock.com/sspopov

istock.com/NeonShot

Spirits & RTDs

“We see several key drink trends shaping the Oceania beverage markets. The RTD category is growing impressively, at twice the rate of the total alcohol market and five times the rate of beer. This growth is driven by consumers’ passion for convenient, high-quality beverages, with both lighter and dark RTDs seeing healthy growth.”

– Gordon Treanor, Sales Director, Suntory Oceania

“Right now, we’re seeing changes in consumption habits across a variety of consumer segments, especially in adults under 30. To connect with this demographic, it’s likely we will see a high volume of innovations flood the market this year; particularly in the RTD category. Space in-store is limited, however, and innovation will need to be tailored and truly ‘whitespace’ to drive meaningful cut-through with this consumer.”

- Mitchell Lenaghan, General Manager, Coca-Cola Europacific Partners Australia

“Light RTD innovation will continue to deliver both volume and value growth in 2025 and flavour will continue to be a differentiator. As RTD pricing continues to rise, cider will be back in volume growth in 2025 with both high-ABV and full-strength innovation.” – Mick McKeown, Head of Sales and Marketing, Good Drinks Australia

“We’re expecting that tequila will continue to be a key trend in glass spirits, especially in key metro markets. Our focus will be on helping to simplify the cocktail occasion at home – think cocktail packs and product bundles, especially if consumption evolves from Margaritas to other simple tequilabased serves.” – Kevin Mapson, Managing Director, Pernod Ricard Pacific

“We expect to continue to see RTD trending in 2025 as consumers look for that next flavour profile. Glass spirits will also continue to grow as consumers look for value but also are prepared to premiumise for those special occasions.”

– Adrian Moelands, General Manager, Thirsty Camel Victoria

“In 2025, we expect to see premiumisation continue to dominate, with consumers seeking higher-quality, unique beverages. RTDs will evolve with more innovative, functional ingredients – such as real fruit and botanicals – catering to a demand for both authenticity and refreshment.” – Mikkeli Han, Australia CEO, Brewguru

istock.com/Irene Cheng

“We see several key trends shaping the spirits category in the year ahead, with premiumisation continuing to lead the way. Consumers are increasingly gravitating toward higher quality experiences, driving growth in whisk(e)y and other established categories while making waves in newer segments like tequila and agave spirits. Tequila, in particular, is undergoing a significant transformation; once seen primarily as a party drink, it’s now gaining recognition as a sophisticated drinking experience, as we’ve seen with Patrón El Alto. With more consumers discovering the complex flavours and unique aged expressions that come with artisanal production methods, we expect this trend to accelerate in 2025.” - Luiz Schmidt, Managing Director, Bacardi-Martini Australia

“We thought tequila and mezcal was going to be the next big thing, but we haven’t seen the growth in Australia or the UK that has been seen in the US. In 2025 I think we’ll continue to see the strong gin category mature, new excitement in the rum category, and continued interest in clean vodka. Maybe we’ll see a flavoured vodka come back? Time will tell.”

– Harriet Messenger, Head of Brands, Husk

istock.com/lucentius

“Within Aldi we experienced significant growth in 2024 driven by more shoppers, buying more, more often. Within liquor, this resulted in growth well ahead of market across all segments with spirits being the standout. Whisk(e)y and vodka continue to be standouts along with continued growth in light RTDs at the expense of cider and seltzer.”

- Paul Handley, Buying Director for Beer, Cider, Spirits & RTDs – Aldi Liquor

“We expect RTDs, especially light RTDs to continue to be driven by innovation and disruptive players. In order to stay ahead we believe that dark RTDs will need to find a way to compete with the newer light RTD offerings.”

- Anubha Sahasrabuddhe, Chief Growth and Commercial Officer, Lion Australia

“Key trends for 2025 will include continued growth in light RTD beverages, as consumers seek convenient, lower-alcohol options that align with their wellness and lifestyle preferences.”

- Chris Blockley, Head of Sales, Casella Family Brands

Beer & cider

“The mid-strength beer category has become increasingly popular among Australian drinkers in recent times, and we see that continuing in the year ahead. We conducted research in 2022 which showed that beer being wellpriced and Australian was of equal importance to drinkers. Given that cost-of-living pressures on households show no signs of easing in 2025, we see affordability and being Australianmade and -owned will continue to be important factors in consumer decisionmaking.”

– Michael Shearer, General Manager, Coopers Brewery

“We’re an industry that produces a significant amount of SKUs and some wild and crazy beers, that were certainly growing in trend pre-pandemic. But, when times are tough, we’ve seen more breweries pull back into what are more traditional styles of beer, but just craft versions of them. You’ll see an increase in craft lager and craft draught, and more flavoursome versions of those traditional beers.”

– Kylie Lethbridge, CEO, Independent Brewers Association

We are optimistic that the beer category should start to stabilise in 2025 – while the cost of living will remain an issue, overall concern has started to drop. Consumers are adjusting to the new normal and we expect this to be reflected in their spend on alcohol and experiences. In beer, we are confident that zero and low carb offers will continue to outpace category growth as it continues to meet a growing consumer need.” –

James Brindley, Managing Director, Lion Australia

“With the amount of marketing dollars getting pushed into the zero carb category, I would expect this will continue to grow. However, in terms of trends, I think the Japanese beers in Kirin, Asahi and Sapporo will continue to grow, and if they aren’t already, start taking market share from other international brands like Peroni, Corona and Heineken.”

– Nick Cogger, CEO and Co-founder, Better Beer

“Seasonality remains a significant trend, with consumers drinking more beer and cider during the warmer months. Australian Beer Co’s volume was up 139 per cent in November versus last year, reflecting the heightened demand leading into summer. Low carb products are also increasingly popular, aligning with broader category trends and competitor releases from major brands.”

- Chris Blockley, Head of Sales, Casella Family Brands

“In 2025, [beer and cider] shoppers prioritised trusted brands that delivered value with a preference for easydrinking styles. Strongbow and Stella Artois performed exceptionally well gaining share across the market with Strongbow driving Cider back into growth.”

– Stephen Hopkins, General Manager, Drinkworks

“Consumers are seeking healthier alternatives within traditional alcoholic categories, prompting suppliers to innovate. For example, the rise of low carb beers has been significant in the past year, with notable launches such as Victoria Bitter Low Carb, offering 33 per cent fewer carbs while retaining full flavour, and Hahn Ultra Zero Carb, designed for consumers pursuing a low carb lifestyle. While these healthier options thrive, traditional alcoholic beverages, including spirits, wine, and full-strength beer, are experiencing declining sales.” - Arshad Mawla and Cindy Nguyen, Research Analysts, Euromonitor International

“I feel we will continue to see a rationalisation in the craft beer space as producers struggle with increased costs and lower demand.” – Andrew McKay, Associate Director, Red Bottle

“Many producers are adding no-alcohol ciders to their portfolios, as well as expanding their repertoire of ciders flavoured with other fruits and botanicals. It remains to be seen if the higher strength imperial cider trend will take off in Australia as it has in the United States, but so far Australian consumers seem to be reaching for products at the lighter end of the spectrum.” – Warwick Billings, President, Cider Australia

“Within the beer segment we have continued to see growth across the contemporary and classic segments which has driven solid performance within the category for us.”

- Paul Handley, Buying Director for Beer, Cider, Spirits & RTDs – Aldi Liquor

“In 2025, Australia’s beer scene looks poised to see a renewed focus on reliable, refreshing styles of beer that focus on fresh Australasian ingredients. Think Australian pale ales, New Zealand pilsners and crisp, refreshing lagers. While the more adventurous styles such as highalcohol hazy IPAs and barrel-aged stouts are maintaining their popularity, there is a movement back to beers that are less exclusive.”

- Tom Champion, Brewery Director, Felons Brewing Co

Wine

“There will be pockets of growth in premium-and-above wines and a focus on the customer experience, as well as innovation with flavour and format with a focus on lighter, fresher styles, and refreshment. No- and low-alcohol wines are also attracting increasing interest as technology improves taste and production techniques. Plus, innovation in new occasions for wine consumption in line with the shift from solo towards social occasions.” - Catherine Wansink, Australia Market Consultant, New Zealand Winegrowers

“The off-premise wine sector is likely to be shaped by evolving consumer behaviours, technological advancements and industry shifts. Some of these trends include nonand low-ABV options, wine in sustainable or convenience-focused alternative formats, continued growth of e-commerce and online wine sales, the rise of wine in social media and influencer marketing, the continued interest in premium and personalised offerings, as well as the exploration of new wine regions and unconventional varietals.” - Angus Lilley, Managing

Director, Treasury Premium Brands (TPB)

“Value will remain a key driver for the market as consumers maintain their close eye on their disposable income. We don’t see this as a trade down trend, more of a focus on ensuring that when they invest in quality, it is for a special occasion. Our focus will remain on representing the best of style and region, always presenting a substantial and compelling offer to the consumer.”

– Ty Menzies, Executive Director Sales for Australia and New Zealand, Samuel Smith & Son

“Sustainability will dominate as a key trend, with more producers seeking certification and consumers demanding transparency. The NoLo and mid-strength categories pose significant opportunities as drinking habits continue to evolve. We also anticipate an increased emphasis on storytelling and branding, as Australian winemakers work to differentiate themselves in crowded global markets.”

– Dr Martin Cole, CEO, Wine Australia

“In the wine space, rationalisation of the ‘old guard’ of traditional wine suppliers will continue as many struggle for relevance without genuine innovation or fail to explore more climate friendly varietals such as Spanish or Italian that are more suited to our climate. These varietals also deliver lighter, more easydrinking occasion-based wines that consumers are continuing to look for.” – Andrew McKay, Associate Director, Red Bottle

istock.com/Lavju

istock.com/eopleImages

istock.com/OksanaKiian

“There’s a growing interest in wines that authentically reflect the region in which their grapes are grown, especially those made with sustainable practices. This is especially true among younger generations who care deeply about transparency and are drawn to natural and organic wines. In addition, we predict that there will be continued growth in lighter, easydrinking wines – think fruit-flavoured Spritzes and wines that are perfect for casual, everyday occasions. The focus is on creating wines that are approachable, yet distinct, and that fit into a variety of moments without compromising on quality.” - Darren De Bortoli, Managing Director, De Bortoli Wines

“With economists predicting a gradual economic recovery in 2025, underpinned by easing inflation and potential rate cuts by the RBA, it’s likely that we’ll see Champagne bounce back.” – Kevin Mapson, Managing Director, Pernod Ricard Pacific

“As a marketer, I think we now need to tell the story on sustainability a lot better. The industry is already working hard to make the wine industry more environmentally and financially sustainable. I just don’t think we are telling the story well enough. This needs to come both centrally from our industry organisations but also from each individual business telling its own unique story.” – Angus Barnes, Executive Chair, Wine Communicators of Australia

istock.com/Xsandra

“Over the last decade, there has been a big shift in younger customers towards the lighter styles of red wine like Pinot Noir and GSM and also rosé. We’ve also recently seen the explosion in interest with the new lemoncello Spritz products now available. We love this style because it’s made to be accessible to wine and non-wine lovers alike, and because of that it’s a great entry point for young consumers interested in embarking on their wine journey.” - Elise Fassina, Marketing Manager, Fassina Liquor Stores istock.com/DuxX

Pastis: The cooling and soothing spirit

Pastis, an anise-flavoured spirit, combines cooling and medicinal properties, offering both refreshment and relief, writes Kasia Sobiesiak from My Wine Advisor.

Since antiquity, across the Occident and the Orient, aniseed, fennel, and star anise have been known for their medicinal properties. People used them to soothe maladies and ward off ominous dreams. Today, anethole –the major oil component of these herbs and spices – helps us deal mainly with heat and provides a cooling refreshment in the form of an alcoholic solution: pastis.

The anise-flavoured spirit was created in France after 1915 as an alternative to absinthe and quickly became an intoxicant in its own right. However, it was banned during World War II due to its predecessor’s negative reputation, only to rise again after restrictions were lifted in 1951. Today, it is most commonly found in the Mediterranean, and remains a popular summer refreshment, though this wasn’t always the case. While perfect for a cooling respite, its shady origins also suggest a drink meant for pain-numbing and soul-soothing.

In 1918, right after the absinthe ban was introduced across France, the son of an absinthe producer in Avignon, Jules-Félix Pernod, modified and rebranded the family’s production as Anis Pernod. However, it was Paul Ricard, who in 1932 commercialised the anise spirit and named it pastis, an Occitan word for a mash-up or blend. A catchy tagline, “the true pastis of Marseille” was added for the ultimate victory of the brand. After years of fierce competition between Pernod and Ricard, pastis’ great commercial success eventually led to the companies’ merger in 1975. Today, the Pernod Ricard conglomerate remains the biggest producer of pastis globally, with Ricard alone selling over 40 million litres of it annually.

Pastis may be popular among the French, but it’s often a polarising drink outside the Mediterranean. Sure, the Greeks have ouzo, the Turks raki, the Lebanese arak, the Balkans mastika, and the Italians sambuca or anisette – each based on the family of anisederived aromas and flavours. However, it can be a hard-to-love drink if, for some,

Kasia Sobiesiak My Wine Advisor

a distaste for its medicinal-like flavour is rooted in childhood memories of cough syrup. Despite the presumed repulsion, looking back at the remedial history of anise and other anethole-bearing herbs, it’s hard to overlook their healing properties.

Pastis’ dual nature of anaesthetising pain by numbing, and quenching thirst by cooling is truly magical. So, what makes it a refreshing and soothing marvel at the same time? The aforementioned anethole works on our taste buds and soft tissue by triggering nerve receptors much like menthol in mint gives a cooling sensation or capsaicin in chilli creates perceived heat. This is the anaesthetic property, but anethole is proven to work as an anti-inflammatory and anti-bacterial compound as well as an antioxidant in our bodies. You can find

“Today, the Pernod Ricard conglomerate remains the biggest producer of pastis globally, with Ricard alone selling over 40 million litres of it annually.”

Jean Boyer Pastis de Campagne, 45% | $125 | jeanboyer.com

Importer: Cerbaco Distribution | cerbaco.com.au

Top shelf of French pastis. Jean Boyer was founded in 1994 as a company working closely with boutique producers of hand-crafted spirits. This one has quite a rich nose, with hints of cocoa powder and baking spices, green coffee bean and rum-aromatised dark chocolate with hints of fresh leather. On the palate it resembles infusion of a masala mix. Sweet tones evoke winter vibes but offer ultimate refreshment in summer’s heat, no less.

Jean Boyer Pastis Domaine des Restanques, 45% | $120 | jeanboyer.com

Importer: Cerbaco Distribution | cerbaco.com.au

anise-flavoured lozenges for a sore throat but let’s be honest, if you’re looking for true cure and pleasure combined, you know what comes to the rescue: pastis. The recipe for crafting the real deal is strictly regulated by law in European Union.

The precise definition, presentation, labelling, and protection of geographical indications of spirit drinks are closely controlled by the European Parliament. Accordingly, a spirit labelled ‘pastis’ must contain specific amounts of natural extracts of anethole but also glycyrrhizic acid, which is derived from liquorice root. The sugar content is limited to fewer than 100 grams per litre, and the alcohol content must be at least 40 per cent. There’s an additional designation – a grand cru if you will – ‘pastis de Marseille’. When this is stated on the

The whole Jean Boyer collection of pastis is exquisite, so you can’t go wrong with any given style, and they have a few. This one is yet another take on pastis, bringing to mind aromas a la gin. It’s full of dried herbs giving a bitter-savoury finish. It’s a composition of candied citrus peel, meadow flowers and herbs, think lavender, thyme, rosemary, lemon balm, tarragon with essential oils scents like tea tree and stone pine needle. Its composition takes your nose straight into the Mediterranean garrigue. Gin lovers are going to love it.

Pastis Garagaï Cuvée 2022, 45% | $92 | distillerie-garagai.fr

Importer: Mosaique Wines | mosaiquewines.com.au

Idiosyncratic expression. It was started by Maixent Dubois in 2019 in Puyloubier at the foot of the Montagne Sainte-Victoire. It’s a beautifully ‘raw’ expression, slightly cloudy and sweetened by Butinarello lavender honey. In the glass with water, it becomes cloudy with a green tinge. It shows lots of savoury tones of herbs that open up with lemon and grapefruit peel, green peppercorn, green tea leaf, nettle, clove and just a smidge of nougat. It’s a unique and delicious pastis worth seeking out.

Jean Boyer Pastis de Campagne, 45% | $125 | jeanboyer.com

Importer: Cerbaco Distribution | cerbaco.com.au

Top shelf of French pastis. Jean Boyer was founded in 1994 as a company working closely with boutique producers of hand-crafted spirits. This one has quite a rich nose, with hints of cocoa powder and baking spices, green coffee bean and rum-aromatised dark chocolate with hints of fresh leather. On the palate it resembles infusion of a masala mix. Sweet tones evoke winter vibes but offer ultimate refreshment in summer’s heat, no less.

Jean Boyer Pastis Domaine des Restanques, 45% | $120 | jeanboyer.com

Importer: Cerbaco Distribution | cerbaco.com.au

The whole Jean Boyer collection of pastis is exquisite, so you can’t go wrong with any given style, and they have a few. This one is yet another take on pastis, bringing to mind aromas a la gin. It’s full of dried herbs giving a bitter-savoury finish. It’s a composition of candied citrus peel, meadow flowers and herbs, think lavender, thyme, rosemary, lemon balm, tarragon with essential oils scents like tea tree and stone pine needle. Its composition takes your nose straight into the Mediterranean garrigue. Gin lovers are going to love it.

Pastis Garagaï Cuvée 2022, 45% | $92 | distillerie-garagai.fr

Importer: Mosaique Wines | mosaiquewines. com.au

Idiosyncratic expression. It was started by Maixent Dubois in 2019 in Puyloubier at the foot of the Montagne Sainte-Victoire. It’s a beautifully ‘raw’ expression, slightly cloudy and sweetened by Butinarello lavender honey. In the glass with water, it becomes cloudy with a green tinge. It shows lots of savoury tones of herbs that open up with lemon and grapefruit peel, green peppercorn, green tea leaf, nettle, clove and just a smidge of nougat. It’s a unique and delicious pastis worth seeking out.

Argalà Pastis Artigianale, 45% | $100 | argalart.com

Importer: Giorgio De Maria Fun Wines | giorgiodemaria.com

This is a wild card – an Italian pastis! Yes, Italians make sambuca, but this is different, and it couldn’t be more ‘Italianesque’ in character. Established by Enrico and Piero in 2011 in Bove, a small town in the foothills of the Maritime Alps. Made with 35 locally sourced botanicals, it’s a darker, brick-orange-tinged colour, sweetened with muscovado sugar, and you can’t help but think of Italian Amari. Burnt orange peel, a hint of cola root, espresso, Campari, saffron, bergamot tea, caramel, persimmon, apricot stone. You’re going to love this if you love Earl Grey and negroni.

label, the requirements for ingredients are stricter, with alcohol at a minimum of 45 per cent. Pastis is often of an amber or yellow hue, and this is due to the brown sugar or caramel used for colouring and sweetening.

The list of prescribed ingredients and their limitations isn’t long, but other herbs can be added according to the producer’s recipe or house style. The production of pastis follows the principles for maceration of botanicals and distillation, sometimes involving redistillation of the alcohol with herbs and spices or the addition of prior distilled essences. The aromatic oils extracted during distillation are soluble in alcohol but not in water. When diluted in aqueous solution the drink turns magically cloudy white. Chemically, it emulsifies – the oils are no longer soluble and form larger particles in the watery suspension scattering the light. This ‘ouzo effect’ is scientifically called louching (pronounced: looshing).

On that note, as chemically fascinating or mystical as it may seem, there’s a specific sequence of building a pastis drink in the glass, so the louching takes effect. The Paul Ricard method suggests a ratio of five parts water to one part pastis (though this doesn’t quite cut it for my vodka-washed palate). This might be the ideal refreshing mix, but if you need something stronger, un p’tit jaune – literally ‘a little yellow’ aka undiluted – might just do the trick for you. The principal rule is to add icy cold water to the already-poured pastis and then drop in an ice cube, but only if you must. Don’t reverse the order: the delicate essential oils in pastis may experience ‘shock’

istock.com/Gutzemberg

Echuca Distillery Pastis, 45% | $78 | echucadistillery.com.au

Echuca is a distillery in the Murray River region and the owners are head distiller David De Vries and his wife Fiona. Their production started with the love of gin and now includes other spirits. Their pastis opens with a strong floral perfume, coriander, caraway, sweet blossoms a la frangipani, scented candle wax, green parsley, and mandarin peel. It turns quite opaque-milky after water addition and remains very perfumed in the mouth. Flavours follow with sugar almond and almond friand, orange peel and honey/rose water-soaked baba. An opulent and aromatic example.

Hurdle Creek Still Pastis, 45% | $95 | hurdlecreekstill.com.au

Owners Simon Brooke-Taylor and Wendy Williams craft a range of artisanal spirits. The main botanicals for their pastis are native aniseed myrtle and round-leaf mint bush. There’s a strong character in this pastis, fresh chamomile flowers and herbal tea, wild honey and fennel, herb garden, quince skin –all beautifully concentrated and with great depth of detailed flavour. Earthy notes of mushroom, sage, and caraway, along with hints of dark chocolate wrapper create a savoury, bitter finish. A wonderfully composed pastis.

7k Distillery Modern Pastis Sweet Liquorice Spirit, 43% | $85 | 7kdistillery.com.au

7k Distillery is owned by Tyler Clark and it’s based in Tasmania. This modern pastis comes with a twist. In addition to anise, it has been infused with elderberries, thus reminding a sloe gin styled spirit or patxaran (Galician anise drink steeped in sloe berries). The aromas are of poached strawberries and rose hip, cranberries, cinnamon and rooibos tea. While it may look and smell sweet, that’s not quite the case in flavour. There’s a hint of red liquorice to taste, but it’s well-balanced and remains herbaceous and spicy. With this one, it feels just right to pour it over ice (!) with a blood orange wedge.

Forêt Pastis, 43% | $99 | foretdistilling.com.au

if poured directly over ice, causing crystallisation. This makes the colloid appear sparkly like snow in the sunlight but a bit grainy, resembling whey separated from milk solids. While it doesn’t affect the flavour, it loses some of its magic potion charm and smooth texture.

Forêt Pastis is a very small, boutique production, a pastis-only passion project started between two friends, Charles-Andre Lemire and Nathan Malcolm. This could easily be the gateway drug for pastis newbies, as it has a very gentle nature full of herbs and citrus, blossoms, fresh spice and it’s easy on the aniseed intensity. In the glass, it evolves into notes of pear, tarragon, mint, nettle, fennel, grapefruit, and melon skin, with hints of rose water, sugar almond, and strawberry friand. So much pretty detail.

Molly Rose Brewing Our Pastis and Buckets Of Love, 45-48% | $78 | mollyrosebrewing.com

Molly Rose Brewing in Melbourne’s Collingwood is led by the founder and brewer Nic Sandery. Beside beer, he makes a couple of different pastis styles. First, ‘Our Pastis’, finished with fresh pandan leaves, has toasty aromas with crushed cereal, caramel nuts, pine needle, marzipan and amaretti biscuits on the nose, then candied grapefruit peel and spice in the back palate. The second, ‘Buckets of Love’, is made with cocoa husks and it has a pure chamomile tea extract with honey, the aroma of freshly made hot chocolate and then a refreshing pine resin scent; it’s a little fruity and a touch nutty, which works well. Both are very tasty, creative and adventurous drops.

This summer, with pastis perfectly prepared to your taste, whether on the rocks with soda water and a wedge of lemon, or as a Piscine cocktail with water to spirit ratio of 7:1 (or as a straight up shot for a sore throat), you might dream of the Mediterranean sun, azure waters, or lavender fields. And even if your first instinct in 30-plus-degree Antipodean heat is to down a bucket of your favourite Tassie gin with tonic, a well-chilled Clare Valley Riesling, or perhaps guzzle a few pints of Pacific Ale, remember – there’s pastis. Don’t get me wrong, these are all fine selections, but it’s possible to kill two birds with one stone – not only the chaleur exquise but also douleur exquise, and it’s scientifically proven too. ■

About Kasia Sobiesiak

Kasia Sobiesiak is Co-founder of My Wine Adviser, a wine consultancy firm providing brokerage services, and a wine reviewer for The Wine Front. She completed the WSET Diploma and Certified Sommelier courses. Currently, she’s studying in the Master of Wine program.

Top stories of 2024

A look back at some of the defining industry news from the past 12 months.

Paramount launches new banner group BottleStop

Paramount Liquor launched a new banner group, BottleStop, which CEO Nathan Rowe described as a next-generation concept empowering retailers. BottleStop was introduced at Paramount’s Re:Tail event in Melbourne, with over 150 attendees from the city’s off-premise sector.

Rowe explained that, while the Sessions banner targeted the premium market, BottleStop was designed for the mainstream with a tech-first approach. Paramount developed Beverage Cloud, a POS system integrating e-commerce, loyalty, and an app, available free to both Sessions and BottleStop members.

Paramount’s five-year strategy aimed for around 50 Sessions stores and 150 to 200 BottleStop stores. Rowe emphasised quality over quantity, focusing on member success and volume growth.

Having grown from a Victorian wholesaler to the secondlargest in Australia, Paramount aimed to double its revenue over the next five years, partly through its retail expansion. Four retailers had already joined BottleStop, with stores expected to open in Victoria, New South Wales, and South Australia in the coming months, with future plans for Queensland.

Rowe expressed confidence in Paramount’s resources and capabilities to lead in the retail sector, noting positive feedback from suppliers about BottleStop’s potential.

Bottlemart catalogues ranked best in class

Shopper Intelligence found that Bottlemart’s catalogues were best in class for driving customer purchases across all retail sectors. In September of the previous year, Liquor Marketing Group (LMG) launched the ‘More in Store’ platform for Bottlemart and Sip’n Save, which boosted brand awareness, consideration, and advocacy. This resulted in increased transactions during the crucial Christmas and New Year period.

One key factor driving in-store purchases was Bottlemart’s catalogues, with Shopper Intelligence noting that over one-infour purchases were influenced by seeing the catalogue before visiting the store. LMG General Manager – Merchandise and Marketing, Damien Page, confirmed that catalogues remained a vital part of LMG’s strategy. He explained that catalogues provided more than just product and price – they engaged shoppers through offers, new products, and inspiration to try new items.

LMG’s catalogues outperformed other retailers, with 28 per cent of shoppers recognising their impact, surpassing the likes of Chemist Warehouse (25 per cent) and IGA (17 per cent). Page noted that catalogues and digital marketing would be complemented by the launch of a loyalty program and ongoing digital engagement efforts later in the year.

Carlingford Cellar Door packs a punch for its size

After transitioning from a career in wine supply and distribution, Proprietor Tore Margiotta opened Carlingford Cellar Door in Sydney’s northern suburbs, offering a unique range within its small footprint.

Margiotta, who began his wine career in 2006 and most recently worked as State Sales Manager for Pure Wine Co., drew on his experience with Delegat, Treasury Wines, and his Wine & Spirits Education Trust Diploma to fuel his passion for wine.

Margiotta focused on small producers, featuring names like De Salis and See Saw from Orange, Silent Way from Macedon Ranges, and cult wineries such as Wendouree and Rockford. He also showcased an impressive international range,

particularly Italian wines, alongside local beer and spirits producers.

Since opening, the store has received strong support from the Carlingford community, with a growing interest in local producers like The Primary Goods Co. and Village Days Brewery. Margiotta engages customers with tasting events on Fridays and Saturdays, introducing them to new products. These tastings, promoted via Instagram and TikTok, have become a key attraction.

Margiotta ensures customers get value for money, offering a diverse range that evolves with each visit, encouraging exploration of new and unique products.

L-R: Nathan Rowe, CEO Paramount Liquor and James Wasley, National Retail Manager, Paramount

Euromonitor reveals the megatrends influencing consumer behaviour

Euromonitor International released a megatrend analysis report identifying the 10 most influential consumer behaviour themes. These megatrends are shaped by economic, population, environmental, technological, and cultural shifts and provide insights into customer values, preferences, and priorities. The report noted that understanding these long-term trends is crucial for businesses aiming to create effective long-term strategies.

The 10 identified megatrends were convenience, digital living, diversity and inclusion, valuing experiences, personalisation, premiumisation, pursuit of value, reinventing shopping, sustainable living, and wellness. Of particular relevance to Australia’s liquor retail industry were convenience and digital living, with consumers seeking seamless, tech-integrated experiences and valuing time-saving options.

Personalisation also emerged as key, with many consumers expecting tailored experiences. Additionally, the report highlighted a trend toward premiumisation, with consumers increasingly willing to pay more for higher quality products aligned with their values, such as health and sustainability.

Euromonitor also launched an e-commerce solution, offering businesses valuable insights into consumer engagement with brands online, reflecting the growing importance of e-commerce in retail, especially in Australia, where online shopping grew by 27 per cent between 2019 and 2022.

Coles Liquor trials fleet conversion to Liquorland

Coles Liquor Group launched the next phase of its transformation with a pilot program to rebrand select Vintage Cellars and First Choice Liquor Market stores as Liquorland. Over the past four years, the Liquorland transformation has converted more than 600 stores to its Black & White format, offering customers more spacious layouts, clearer signage, and locally relevant product ranges.

Building on the success of this transformation, nine stores in South Australia, along with selected stores in Victoria and Queensland, adopted the Liquorland brand. Vintage Cellars stores were rebranded as Liquorland Cellars, while First Choice Liquor Market locations became Liquorland Warehouse. The pilot aimed to create a stronger customer offering by merging the best features of Liquorland, First Choice Liquor Market, and Vintage Cellars under the most recognised brand.

Courtney explained that the change was based on positive customer feedback, with surveys showing strong support for the rebranding. The pilot program, which began in November, capitalised on the success of the Black & White conversions, with Liquorland emerging as the strongest-performing banner. The pilot included nine stores in South Australia, along with stores in Queensland and Victoria.

The program focused on ensuring a smooth transition for customers, engaging store teams, and using digital and loyalty channels to communicate directly with shoppers. Feedback from customers and store teams would guide future expansion plans for 2025.

Why investing in Gen Z today will pay off tomorrow

Despite being labelled the ‘broke generation’, Gen Z (born 1997-2012) was found to have substantial spending power, according to NIQ’s Spend Z report. The study, in collaboration with World Data Lab, revealed that Gen Z was the largest generation ever, with two billion members worldwide. Their combined global spending power was set to reach $12 trillion USD by 2030, surpassing Boomers in spending and overtaking Gen X by 2040. In just over 15 years, Gen Z would become the wealthiest generation globally.

Although Gen Z’s spending growth in Australia lagged behind North America and Europe, they still spent over $3.6 billion USD in the Asia-Pacific region in 2024. Tracey Massey, COO of NIQ, highlighted the importance of businesses pivoting to cater to Gen Z’s unique needs and preferences, particularly around authenticity and sustainability.

Gen Z’s shopping habits were characterised by a preference for online research and social media reviews, but they also had higher in-store spending than other generations. Their focus on health, wellness, and sustainability made them an essential target for brands looking to grow in the future.

istock.com/filadendron

Michael Courtney, CEO, Coles Liquor

Celebrating excellence in WA’s retail liquor industry

Over 300 guests from the liquor industry, retail, and government gathered at the Pan Pacific in Perth for the Liquor Stores Association of Western Australia’s (LSA WA) 29th annual awards. The LSA WA Lion Liquor Industry Awards recognised excellence in the independent packaged liquor store sector, as well as suppliers and sales representatives.

Copper & Oak Liquor Merchants in Guildford emerged as the major winner, taking home two significant awards: Metropolitan Liquor Store of the Year and the Peter Basioli WA Liquor Store of the Year. Founded by Jose Pestana and his

New countertrend offsets slowdown of premiumisation

brother Nelio, Copper & Oak Guildford, established in 2022, received strong local support.

Liquor Barons Northam won Country Liquor Store of the Year, while Basil Giglia from Liquor Barons Carlisle took home the Employee of the Year award. Healthy Mind Menu, led by Paisley Maddison, received the Anita Grace Community Service Award for its work in mental health advocacy.

Nine News Perth reporter Amber Wilkinson won the Media Award for highlighting retail worker violence. Racing and Gaming Minister Paul

In the aftermath of the Covid pandemic, the premium and superpremium alcohol segments grew significantly, with many Australian beverage producers investing heavily in this trend. Despite the ongoing economic pressures, manufacturers countered declines in overall alcohol sales by focusing on higher-quality offerings. However, new data from the IWSR revealed a shift in premiumisation trends, as growth in the premium spirits sector slowed last year.

While premium spirits sales dropped, the super-premium-andabove category continued to show growth. This shift is partly driven by a younger, more gender-balanced demographic, with emerging consumers seeking a broader connection with brands, including their positioning, experiences, and societal impact.

The IWSR noted that in the US whiskey market, Millennial females now dominate the premium and above segment, with similar patterns observed in other spirits categories like tequila. Circana’s Jarna McLean pointed out that the key trends driving the market were moderation in both spending and consumption, rather than an outright decline in premiumisation. She emphasised that while spending has moderated, the definition of value has evolved, ensuring premiumisation remains relevant but has shifted.

Liquor Barons campaign drives ‘A Thirst for Discovery’

The Australian Liquor Industry Awards’ Best Banner Group, Liquor Barons evolved its ‘The Baron’ marketing campaign as it worked to position the group as the premier destination for alcohol exploration.

The banner group comprises more than 90 independently run stores, each staffed by locals. The campaign, featuring the tagline ‘A Thirst for Discovery,’ invites customers to engage with the brand.

Lisa Hegarty, Marketing Manager at Liquor Barons said: “This is a bold step for Liquor Barons but one that also brings a level of cohesiveness to our look and feel. It’s been a thrill to not only see The Baron brought to life, but to have our change in strategy expressed in such a fun, irreverent way.”

The campaign was developed by Perth agency Hypnosis, whose Guy Patrick said: “West Australians recognised The Baron but knew little about him. It was exciting to develop his character, transforming him into a richly layered and intriguing personality.”

The campaign unfolded across various channels including out-of-home advertising (OOH), online videos, print, and social media. Liquor Barons aims to not only elevate its brand but also enrich the customer experience by celebrating the joy of exploration in the world of beverages.

Papalia praised the hard work of familyowned liquor stores, while LSA WA CEO Peter Peck commended the industry’s community impact.

L-R: Nelio Pestana, Jose Pestana and Guy Southern

Winners of the 2024 Retail Drinks Industry Awards revealed

The 2024 Retail Drinks Industry Awards in Sydney celebrated the exceptional achievements of individuals and businesses in Australia’s retail liquor sector, with a record 532 nominations, marking a 20 per cent increase from the previous year. These awards recognise dedication to excellence, from outstanding customer service to innovation.

Liquorland Greensborough was named Liquor Store of the Year, while Dan Murphy’s Sunbury won Large Format Liquor Store of the Year. Liquorland also took home the Online Liquor Retailer of the Year award, demonstrating its strength in both physical and digital retailing. The Young Liquor Retailer of the Year award went to Claudia Castles from Dan Murphy’s Bulimba for her leadership and passion.

The Liquor Store Owner of the Year title was awarded to Paul Rajkovski of Bottlemart D’Amore Cellars for his commitment to customer experience, while Liquor Store Manager of the Year went to Michael Frost from Red Bottle Circular Quay, who highlighted the team effort behind the win.

On the supplier side, Lion won Beer Supplier of the Year and National Supplier of the Year, while Treasury Wine Estates was named Wine Supplier of the Year. Diageo took home Spirits Supplier of the Year, and Shane Beer from Diageo won Sales Representative of the Year. Uber Eats earned the new Services Partner of the Year award for its support of the industry through its delivery platform.

The event highlighted the continued growth and professionalism of the industry, with increased nominations underscoring the sector’s resilience and passion.

The extraordinary power of loyalty programs

In the Australian liquor retail sector, customer loyalty has become essential, particularly amid tightening discretionary spending. With the rising cost-of-living, consumers are more selective about their purchases, and loyalty programs have proven to be a crucial tool for retailers.

One small independent store owner shared that investing early in a points-based rewards system helped his business survive fluctuations in sales. Loyalty programs offer customers added value, and in tough economic times, this can drive sales growth. Coles Liquor, for example, saw a 4.1 per cent increase in e-commerce revenue in FY2024, partly due to its loyalty program, despite an overall sales decline.

Independent retailers are also embracing loyalty schemes. Liquor Legends recently reached one million REWARDS members, with impressive engagement and a 92 per cent redemption rate. The program’s success reflects the importance of personalisation and customer data, allowing businesses to offer targeted offers and build stronger relationships.

Gamification, like Thirsty Camel’s Hump Club, adds another layer of engagement, helping to build emotional connections. Loyalty programs not only boost short-term sales but also foster long-term customer relationships, crucial for weathering economic challenges and competing in the crowded liquor market.

Paramount acquires BoozeBud and Barrel & Batch

After launching the Bottle Stop banner group, Paramount Retail unveiled an ambitious growth strategy, acquiring BoozeBud and Barrel & Batch while planning a new store rollout. CEO Leigh Rowe explained that the acquisitions allowed the company to combine physical and online retail through its omnichannel brands – Bottle Stop and Barrel & Batch.

Paramount Retail aimed to open over 100 bottle shops in the next four years, including 75 Bottle Stop stores and 25 Barrel & Batch stores. Rowe highlighted the importance of an omnichannel buying experience, combining lean, data-driven e-commerce with physical stores for maximum profitability in a competitive market.

In April 2023, Paramount acquired BoozeBud, which was rebranded as Bottle Stop in October to better align with its retail-friendly network. Rowe noted that Bottle Stop’s new brand was designed for versatility, fitting various locations from neighbourhood shops to drive-thru setups.

In addition to Bottle Stop, Barrel & Batch focused on premium liquor, with stores already established in New South Wales. Paramount Retail also acquired three Bottle Stop stores in Victoria and planned to launch about 20 new stores in 2025, with a focus on Victoria and New South Wales.

Lion won Beer Supplier of the Year and National Supplier of the Year

TAKE A SIP INTO UNCHARTED TERRITORY.

Welcome, ye of adventurous palate, on a sipper’s stroll around the world.

well-priced Japanese whisky? Kanpai.

I am your tour guide through beer, wine and spirit and you may call me

The Baron (or Baba, if you are the fruit of my wandering loins).

Fret not at the absurdity of my beard, for each tendril represents a drinks category which I have mastered.

After a beginner Burgundy? Voilà. A

Something herbaceous that can be added to cocktails or sipped elegantly from a small and curiously shaped glass? I thought you’d never ask!

Adventure awaits, along with a staggering variety of libations at Liquor Barons.

Enter with a thirst and I’ll ensure you exit with a discovery.