Many backyard grilling chefs will pop open a chilled, tasty brew to accompany their smoky burgers and sausages in celebration of Independence Day. They may opt for a light commercial lager brewed by an international conglomerate or a more interesting craft brew, possibly produced locally. Back in 1776, at the time of the signing of the Declaration of Independence in Philadelphia, beer in the colonies was much different than it is today.
When the Pilgrims arrived at Plymouth Rock, Massachusetts, they were off course (intending to arrive in Virginia) and had run out of a very important staple, beer. Water did not travel well in those pre-refrigeration days and became brackish and a potential disease vector. Beer is boiled when made and is generally free of microbes and bacteria. An entry in the ship’s dairy states, “We could not now take time for further search… our victuals being much spent, especially our beer…”
The local Native Americans showed the Pilgrims how to make beer from locally available maize (corn), an ingredient that is employed in some very popular commercial brews today, along with birch sap and water.
As the colonies grew, innovative brewers often did not have access to the classic source of fermentable sugars, malted barley. Instead they turned to a broad array of sweet fruits and vegetables, including persimmons, spruce tips, ginger, molasses and pumpkins. The pumpkin brews in those days were devoid of the pumpkin pie type spices that would be found in the modern pumpkin craft brews that are released around October. Instead these brews may have been seasoned with spruce tips, ginger or even ground ivy, a common weed. Since these brews were not delicious, they never caught on in popularity.
During the 1700s, farmers were planting vast fields of barley to meet the demand. Brewers steeped the barley in water until it began to sprout, releasing fermentable sugars. The grains were cracked by hand and boiled, resulting in a substance that resembled oatmeal. It was poured into a barrel that had been sawed in half and the sweet liquid could be separated and boiled with hops. After it cooled, yeast was added so fermentation could begin. Most beers were brewed with dark grains, and warm-fermenting ale yeast was pitched.
When the Continental Congress convened in Philadelphia in 1774, representatives became enamored of a porter brewed locally by one Robert Hare. Hare had arrived in the city the previous year and desired to make a brew as good as an English one. The colonists were furious with King George and had no desire to purchase English goods. Hare’s porter earned a reputation as the best in Philadelphia and was so popular that John Adams wrote to his wife, “I drink no Cyder, but feast upon Phyladelphia Beer, and Porter. A Gentleman, one Mr. Hare, has lately set up in this City a Manufactory of Porter as good as any that comes from London.” George Washington liked Hare’s porter so much that he had it shipped to his home in Mount Vernon as well as his locations on the front during the Revolutionary War.
Hare became a socialite due to the popularity of his beer and entered politics. Just as his career was getting underway, his brewery burned down in 1790 and the recipe was lost. The brew would have undoubtedly been a strong dark ale, as lagers were not practical in those pre-refrigeration days. The book, “The Homebrewer’s Recipe Guide” by Higgins, Kilgore and Hertlien recreated the recipe based on original accounts of what the brew tasted like. The recipe uses amber malt, dark malt, crystal and chocolate malts, as well as molasses, and yields a stout and robust brew.
While Washington was Commander of the Continental Army, he mandated that every soldier would receive a quart of beer with his daily rations. As the war dragged on, beer supplies became scarce and Washington had to fight with the Continental Congress to maintain the supply of beer for his troops.
Thomas Jefferson, Patrick Henry and Samuel Adams all brewed beer, though Adams was respected more for his skill with malting barley than beer making. When Washington retired to Mount Vernon, he brewed what was referred to as a Small Beer. In those days, small beer referred to a low-alcohol version that was consumed as nourishment by everyone, including servants and children. Regular beer produced by breweries was known as “strong beer.” Washington’s recipe for small beer was saved and can be viewed on Mount Vernon’s website at mountvernon.org. The recipe calls for bran, molasses and hops to be boiled with 30 gallons of water and then allowed to cool. When the beer reaches a temperature of “blood warm,” yeast is pitched and, if the weather is cold, the brew should be covered with a blanket. My advice to you homebrewers is to not try this at home.
On Sept. 15, 1787, Washington and his cohorts celebrated the signing of the Constitution and his election as president at the City Tavern in Philadelphia. The guest list included 55 politicians, soldiers, friends and family in addition to 16 support personnel. According to the First Troop Cavalry Archives, 54 bottles of Madeira were consumed along with 60 bottles of Bordeaux, 22 bottles of porter and other potent potables. At the end of the event, the bar tab, adjusted for broken glass, totaled over 89 pounds, or over $17,000 in today’s dollars! Our constitution was signed two days later.
Colonial law decreed that beer was to be served in pint, half-pint or quart portions. Patrons often drank from a tankard fashioned from waxed leather called a “blackjack.” Later, pewter tankards became fashionable, but when tin could no longer be imported from England, existing pewter was melted down and re-formed. Since there was no refrigeration, these dark brews were usually consumed at cool cellar temperature. As you quaff your ice cold light beer, you can reflect on the murky, lukewarm libation that our forefathers enjoyed. Happy Fourth of July!
July 01, 2020 at 10:00AM
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Good Libations: What was colonial beer like in 1776? - Roanoke Times
We recently learned the winners of the first-ever Craft Beer Marketing Award. The awards are referred to as Crushies. Some of our local, Washington breweries received recognition. I should note, we do not know who did and did not submit designs for the awards. There is a lot of great artwork happening these days in the beer biz.
Reuben’s Brews led the way for Washington breweries. Working with Top Hat, they brought home four Crushies.
One local agency that works with several breweries across the nation, Blindtiger Design, really raked in the awards, bringing home seven Crushies. Blindtiger Design has created dozens of logos, labels, and other artwork for several local breweries. The client list includes Scuttlebutt Brewing, Best of Hands Barrelhouse, Bale Breaker Brewing, Black Raven Brewing, Chuckanut Brewery, 7 Seas Brewing, Wander Brewing, Stemma Brewing, and several others.
The Craft Beer Marketing Awards (CBMA) is the first award series to focus on craft beer marketing and packaging efforts. It was developed to recognize and award the very best marketing in the brewing industry across the nation. The CBMA invited breweries, their designers, their marketing agencies, and their marketing partners to entier their best efforts for consideration. The CBMAs included over 30 categories, recognizing all aspects of beer marketing. Entries were judged by more than 100 beer industry professionals.
So let’s get straight to it. Here are the local winners.
Best Can Design / 8oz (237ml), 12oz Can
Gold Crushie: Aslan Brewing, Fish Have Feelings IPA
Designed by Andrew Allen
Gold Crushie: Scuttlebutt Brewing, Pineapple Hefeweizen
Designed by Blindtiger Design
Gold Crushie: Bale Breaker collaboration with Modern Times Beer, Palm Springs Pils
Designed by Blindtiger Design
Aslan Brewing, Fish Have Feelings.
Best Bottle Design / 22oz, 25.36oz (750ml) Bottle
Gold Crushie: Reuben’s Brews, BBIS
Designed by Top Hat
Best Website Design / Best Design
Gold Crushie: Reuben’s Brews
Designed by Top Hat
Website Design / Best Showcase of Beers
Platinum Crushie: Reuben’s Brews
Designed by Top Hat
Best Can Design / 16oz, 19.2oz Can
Gold Crushie: Reuben’s Brews, Patio Party
Design by Top Hat
PEOPLE’S CHOICE – Best Cause-related Original Video
Onyx Crushie: Sound to Summit Brewing, Haywire Brewing, SnoTown Brewery collaboration.
Designed/Produced by Julianne Diddle
American beer companies have shipped nearly 1.9 million fewer barrels of beer this year compared to 2019, according to figures from the Washington D.C. trade group the Beer Institute (BI).
The BI, citing unofficial estimates of domestic tax paid shipments from the Alcohol and Tobacco Tax and Trade Bureau (TTB), last week reported that U.S. beer deliveries in the month of May fell 6.6% (1 million barrels) versus the same period a year ago.
U.S. brewers also shipped 700,000 fewer barrels in April 2020 (13.5 million) compared to April 2019 (14.2 million), a decline of 4.9%.
Although the group said it expects “significant revisions” to March, April, and May figures after the TTB gave manufacturers an additional 90 days to report shipment volumes during the coronavirus pandemic, the steep drop over the last two months begins to paint a picture of how tough it has become for brewers to hit volume targets while bars, restaurants and other on-premise venues have been forced to close or operate at reduced capacity levels.
“The loss of the on-premise channel was a big hit to our wholesale business,” said Castle Island Brewing founder Adam Romanow, who noted that half of his Massachusetts-based company’s sales-to-retailers (depletions) are typically made to on-premise clients.
“In April and May, our net depletions to those accounts were negative due to keg returns, dragging our wholesale business down by 60%,” he said. “And as if the loss of sales wasn’t enough, buying back those kegs cost us more than $40,000 before adding in the cost of destroying the out of code beer.”
Before COVID-19 began rapidly spreading across the U.S. in March, overall U.S. beer shipments were relatively flat. Domestic brewers had moved just over 38 million barrels of beer and were only down about 200,000 barrels from 2019.
But when governors across the country ordered bars and restaurants to halt on-site consumption in an effort to slow the spread of the coronavirus, beer that was sitting in tanks waiting to be filled in kegs and served on tap either had to be destroyed or packaged into smaller vessels and sold at off-premise retail accounts.
“Like many, we shifted all production to packaged beer and saw huge spikes in off-premise sales,” said Port Brewing and Lost Abbey owner Tomme Arthur, who added that on-premise and taproom sales account for 70% of his San Diego-based company’s business.
According to market research firm IRI Worldwide, which tracks scans at major retail chains, volume sales of beer at large grocery, convenience and club stores are booming. Category-wide volume sales are up 13.6% year-to-date through June 14, 2020, and dollar sales are approaching $19 billion.
But that hasn’t been enough to offset declines for many breweries.
“Total brewery production volume remains down at least 30% year-to-date as of right now,” Arthur said, adding that his distributors only started placing orders for draft beer two weeks ago.
“”It will take a long time to see that pipeline coming back to full strength,” he said.
Much of the current off-premise growth is being driven by sales of flavored malt beverages — including hard seltzer — which are up 88.7% according to IRI.
Moreover, since the week ending March 21, 2020, off-premise weekly dollar sales of hard seltzer specifically have exceeded last year’s best-selling period — the week of July 4 — according to research firm Nielsen.
“The week ending June 13, 2020 represented the fourth consecutive week during which hard seltzer drove more than $100 million in retail off-premise dollar sales, and the 10th consecutive week during which annual retail hard seltzer dollar sales increased by at least $50 million,” the firm shared recently.
Surging sales of hard seltzer is not all that surprising — consumer interest in the fizzy alcoholic beverage is growing steadily. According to Nielsen, one million U.S. households bought a hard seltzer product for the first time in April.
Meanwhile, the on-premise channel for hard seltzer remained relatively underdeveloped heading into 2020, shielding the segment from most of the coronavirus-induced headwinds.
For their part, craft brewers and other alcohol manufacturers who rely heavily on over-the-bar sales say they will be monitoring on-premise developments while continuing to identify creative opportunities to slow overall volume declines through the balance of the year.
“We were notified yesterday that bars, wineries and breweries that don’t serve food must cease operations at midnight tonight, so the channel just shrunk again,” said Arthur, who launched direct-to-consumer beer deliveries and started selling vintage beer from his cellar in the wake of the pandemic.
Meanwhile, Romanow recently turned his brewery’s parking lot into an outdoor beer garden and teamed up with a local catering outfit to “create a safe and socially distant space to grab a bite and a beer.”
“Without taproom and on-premise revenue, the beer garden is a major shot in the arm that allows us to stave off any additional furloughs or layoffs,” he said. “We actually hired an additional 10 seasonal employees to run it, and it is enabling us to once again provide top notch hospitality to our guests, something we haven’t been able to do since early March.”
July 01, 2020 at 12:53AM
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US Beer Shipments In Decline Despite Strong Off-Premise Retail Growth - Forbes
Kemps came up with a way to food-insecure families get access to milk, and now you can help, too.
GOLDEN VALLEY, Minnesota — The need at food shelves has grown exponentially during the COVID-19 pandemic, and there are often products that families can't find, like milk.
A Minnesota Company is trying to fill that void.
"It is one of the most high-in-demand items from our food shelf and other hunger relief partners, but it's a really tough thing to donate because it requires refrigeration from start to finish when it finally shows up on somebody's table,” says Heather Olson with Second Harvest Heartland.
A Minnesota company that knows a thing or two about the delicious and nutritious drink has stepped in to fill the void.
“It's a unique way to satisfy that need for milk in a situation where refrigeration isn't readily available,” says Rachel Kyllo with Kemps.
Kemps started making shelf-stable milk, milk that doesn't need to be refrigerated. It's not a new concept: in fact it's used a lot in other countries, but Americans are used to grabbing their milk fresh and cold from the dairy case.
“It just is processed at a different temperature, and filled into a 100% sterile package, and sealed in a way that is able to stay fresh for up to a year in shelf stable temperatures,” says Kyllo.
Last year Kemps made the shelf-stable milk exclusively for food shelves, but this year they not only upped their donation to 750,000 containers, but they also added a consumer twist.
“It's a new feature to our program where we're actually making the product available to supermarkets throughout Minnesota. Where a shopper would buy one container, we make a commitment to donate a container to the food shelves,” Kyllo says.
So, why would you want to try it? Well, the donation component of course, but it's also extremely convenient.
“One of the side benefits of course, because it is shelf stable, it's perfect for a backpack or any situation where you might not have refrigeration with you,” says Kyllo.
Now that may be a rare situation for you, but take a moment to think about those who rely on food shelves and what a difference a product like this might make in their lives.
“Families can get it, and depending on their home-life situation, if they're experiencing homelessness, it doesn't require refrigeration and that's the ticket that is so huge,” says Olson.
If you'd like to buy the 2% shelf-stable milk, it's sold at Cub, Kowalski’s and Festival Foods, but look in the aisles because you won't find it next to the other milk.
Recent price volatility related to COVID-19, though not a new phenomenon, and a modification to milk pricing rules in the 2018 farm bill are now likely to result in negative or very low returns from Federal Milk Marketing Order (FMMO) revenue sharing pools, i.e., negative producer price differentials. These negative producer price differentials (PPDs) are expected to offset recent price increases in some dairy farmers' milk checks to the effect of $5 to $7 per hundredweight.
Subsequently, these negative PPDs are likely to lead to large volumes of manufacturing milk being de-pooled from FMMO revenue sharing pools.
What causes negative PPDs
Approximately 80% of the milk in the U.S. is marketed and pooled on FMMOs. FMMOs ensure the orderly marketing of milk through end-product pricing formulas, minimum price enforcement and market-wide revenue sharing pools.
A key component of FMMOs are the revenue sharing pools, which, at a high level are designed to redistribute the higher prices extracted from the beverage milk market to the manufacturing markets. This form of cross-subsidization is achieved by establishing a Class I milk value that is (generally) higher than the value of milk used to manufacture milk products such as cheese, butter, dry milk powders or dairy ingredients.
In multiple component pricing orders, proceeds from the pool are based on the difference between the classified value of the milk and the component value of the milk – which is effectively the Class III price. When the component value of the milk exceeds the classified value of the milk, the proceeds from the pool are negative and result in a negative producer price differential.
Historically, and prior to farm bill price changes and COVID-19, the difference between the Class III milk price and the Class I mover ranged from a low of -$4.96 per hundredweight to a high of $6.02 per hundredweight and averaged -47 cents. In general, the greater the difference (on the positive side) between the Class I mover and the Class III price, the greater the PPD.
As evidenced in Figure 1, the PPD and the difference between the Class I mover and Class III prices are highly correlated, with a correlation coefficient of 70%. The takeaway is that negative PPDs generally occur when the Class III price exceeds the Class I mover. Importantly, based on current futures prices for Class III milk, the difference between the Class III milk price and the Class I mover is likely to be record large in June and the third highest in July at $9.51 and $5.08 per hundredweight, respectively. Some dairy industry analysts indicate the June PPD could be in the range of -$5 and -$7 per hundredweight in some portions of the country. The July PPD is also expected to be negative due to the wide difference between the Class III and the Class I milk price. August Class I milk prices have yet to be announced, but some also anticipate a negative PPD in August too. As a result of these negative PPDs, milk prices paid to dairy farmers are likely to be well below the $20-per-hundredweight headlines.
What caused recent negative PPDs?
There are two predominant factors that led to the current negative PPD situation. First, COVID-19-related price volatility resulted in a sharp decline in milk prices beginning in March, followed by a rapid increase in spot cheese prices in early May. Given the two-week lag from the Chicago Mercantile Exchange spot market prices to USDA’s National Dairy Products Sales Report prices and the nature of advanced pricing (Class I prices are announced one month in advance), the June Class I milk price was established using late-April and early-May spot market prices for cheese, butter, dry whey and nonfat dry milk. This means that the market lows experienced in late April – six weeks ago – are now being used to price fluid milk in June. (For more information on the relationship between the CME and USDA’s NDPSR see How Milk Is Really Priced in the U.S.)
Consider that between mid-March, when social distancing and stay-at-home orders first went into place, and May 20, when the June Class I mover was announced, the Class III milk price declined by 21%, or $3.30 per hundredweight. Similarly, the Class IV milk price declined by 26%, or $3.80 per hundredweight. This contributed to a Class I price decline of 34%, or more than $6 per hundredweight, from March to June. The June Class I mover was announced at $11.42 per hundredweight – the lowest since the Great Recession.
While the June Class I milk price suffered a steep price decline, by mid-April, the June Class III milk price began to rally on the back of anticipated demand spurred by restaurant reopenings and the USDA food purchase and distribution program. Cheese prices more than doubled during this time, and as a result, between mid-April and June 29, the June Class III milk price increased by 89%, or nearly $9 per hundredweight. In fact, the June and July Class III milk prices are higher now than pre-COVID-19 levels.
The second reason PPDs are expected to be negative in June and July is the modification to the Class I milk price formula in the 2018 farm bill. The 2018 farm bill changed the Class I milk price from the higher of the Class III or Class IV advanced price to the average of the Class III and IV advanced skim milk price plus 74 cents per hundredweight, i.e., Proposed Changes to Fluid Milk Pricing. While the June milk price under this newly implemented pricing formula is above the higher-of pricing formula, the July Class I milk price, announced in June at $16.56 per hundredweight, is $2.57 per hundredweight below what would have been the higher-of July Class I price of $19.13 per hundredweight.
Currently, the July Class III milk price is $5.08 per hundredweight above the July Class I price. Had the higher-of formula still been in place, the Class III price would have been only $2.51 per hundredweight higher. Not only would this have reduced the magnitude of the negative PPD expected in July, but the Class I mover price would have been nearly $20 per hundredweight, and as much as $25.13 per hundredweight in portions of Florida.
De-pooling likely
For the most part, the only milk that is required to participate in the FMMO pool is milk delivered to a regulated Class I milk processor. All other milk, i.e., milk in manufacturing classes, has the option to participate in the pool. Given the current price relationships, there is an economic incentive to keep Class III milk out of the pool, i.e., de-pool the milk. By de-pooling the milk, handlers do not have to “share” the higher Class III proceeds with other producers in the pool and de-pooled milk is not subject to FMMO minimum price enforcement. As a direct result, for June and July – and potentially August -- the FMMO minimum prices and the mailbox milk price paid to farmers may not fully reflect the high Class III values currently in the market.
If the Class III handler is a dairy cooperative, the higher proceeds from the Class III market would belong to their producer-owners. Dairy cooperatives are not required to pay FMMO minimum prices so the additional Class III revenue could be used to offset anticipated or previously incurred operating, marketing or balancing costs, COVID-19-related revenue declines, used as retained equity or used to pay higher milk prices to their members.
Although de-pooling is highly likely, FMMOs do have provisions to discourage de-pooling. This is done by limiting the amount of milk that can be re-pooled in subsequent months, e.g., 125% of the previous month’s pooled volume. However, there is a provision that suggests that these re-pooling limitations can be waived administratively by the FMMO market administrator for “an existing handler with significantly changed milk supply conditions due to unusual circumstances” – meaning the disincentive to de-pool milk could be reduced administratively by relaxing these re-pooling rules. This would allow any milk that was de-pooled due to the current price relationships to quickly regain access to the pool when the price relationship is more favorable to the pooling handler, i.e., a positive PPD. Further clarification on this provision is being sought by AFBF staff from USDA.
Summary
COVID-19-related milk price volatility combined with recent modifications to the Class I milk price formula are contributing to a record-large spread between the Class III milk price and the Class I base price. The expectation is for large negative producer price differentials in both June and July alongside wide de-pooling of milk from FMMO revenue sharing pools. The combination of large negative PPDs, de-pooling of milk and the lack of minimum price enforcement on de-pooled milk could prevent many dairy farmers from realizing the price increases experienced in recent months.
Moreover, the price risk associated with the PPD can only be managed through the terms of a forward contract. Commercial exchanges cannot entirely cover PPD-related price risk. In addition, Dairy Revenue Protection and Livestock Gross Margin federal crop insurance policies are based on the announced USDA prices and do not include the PPD as it is not a publicly-traded instrument. It’s unclear at this point what the impact of large negative PPDs will be on the U.S. all-milk price and the Dairy Margin Coverage payments that will be based on that price. As a result, the large negative PPDs are unlikely to be fully offset by federal risk management programs. However, payments from the Coronavirus Food Assistance Program to dairy producers will help to offset a portion of this negative PPD – but it is based on first quarter 2020 production only.
Currently, there is no mechanism to prevent negative PPDs. FMMO price reform 20 years ago established end-product pricing formulas, and with multiple component pricing comes the possibility of negative PPDs. Historically, negative PPDs occur less than 15% of the time. Methods to prevent or mitigate negative PPDs -- such as eliminating the advanced pricing component, reconsidering the higher-of pricing formula (but with forward contracting of Class I milk), requiring mandatory pooling of milk in all Classes or consideration of decoupling the Class I milk from the price of manufactured milk products – could be explored. These considerations would require FMMO reform, which traditionally occurs through a formal hearing process, but as evidenced in the 2018 farm bill, it could also be done through congressional action.
John Newton is the chief economist for the American Farm Bureau Association
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July 01, 2020 at 02:00AM
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Negative PPDs offset milk price rally - Wisconsin State Farmer
Since the death of George Floyd, people have come together in solidarity protesting, campaigning, donating and more in the name of ending the systemic racism found within the fabric of our society. Seen and unseen, many industries are riddled with inequality, along with an evident lack of diversity. Beyond monetary transactions, a crucial way to support Black-owned businesses is to listen to the experts in their fields who are changing the status quo—leaders who seek ways to make sustained, meaningful change within their wheelhouse.
We spoke to three Black wine experts on their journeys within the industry. From confronting and overcoming social biases and racial injustice to amplifying Black voices on matters of race, representation and inclusion in every aspect of the wine world, here is what they had to say.
Theodora Lee, Owner and Vintner, Theopolis Vineyards
What initially got you interested in the wine industry and what was the catalyst in turning that into a career?
My interest in the wine industry began when I moved to California in the 1980s. When I began practicing law in the 80s, if I needed a law firm partner to review a legal document, I would drive it to that partner’s weekend home. While the partner reviewed the brief, I would be invited to stay for dinner, fine wine and could walk the vineyards. I envisioned owning my own vineyard, which would allow me to combine my love for farming and the outdoors, and become a grape farmer. I fell in love with the wine lifestyle—great wine, great food and being out in the vineyard.
My dream of being a grape farmer came to reality in 2003 when I planted 5 acres of grapes. Initially, I sold my Petite Sirah to Carlisle Winery, Halcon Vineyards and a few other premium wineries. I was quite content simply being a grower. Then, in 2012, an ill-timed rain fell during harvest and I rushed to pick my grapes at 23 brix. The buyer at that time (no longer Carlisle) had contracted for grapes at 25 brix, so they rejected the entire lot.
Faced with no one willing to purchase fruit at a lower brix level at the last minute, I decided to have my fruit custom-crushed. I then bartered to get the wine produced. Specifically, I gave the winemaker half of my harvest for free, if, in turn, he would process the other half and make my wines. So, that 2012 vintage was bottled in 2014.
Fortunately, my 2012 Petite Sirah received a gold medal from Sunset Magazine and soon thereafter, Theopolis Vineyards was underway. Since then, we have consistently produced 90 + point, Best in Class, Double Gold and Gold Medal wines.
What types of barriers have you experienced due to race and how did you move past them? What’s your advice to others who may be experiencing the same things?
Well, unfortunately, racism exists in every facet of society, and the wine industry is no exception. The wine industry is a white male dominated one. I have faced barriers finding distributors and getting my wines in high end restaurants and wine bars. However, as a lawyer, I have been fortunate enough to overcome many of these barriers by having my law firm partners introduce me to restaurant and bar owners, and that introduction has facilitated me overcoming those hurdles.
I am happy to state that our wines are carried in some of the finest restaurants in the San Francisco Bay Area. I believe in hard work and grit and I never give up. My advice to others is that you must be persistent, persevere and keep going until you get what you deserve. Even though I produce award winning wines, distributors still reject doing business with me.
Recently, one distributor told me he questioned the marketability of one of my varietals. Despite consistent rejection, I keep pounding the pavement. Earlier this year, Southern Glazer's, a premier beverage distributor for world-class wines, picked up our wines for distribution in Florida thanks to the demands of a prominent Florida Restaurant Group. So, as mentioned above, you must be like a dog with a bone and keep pushing.
The number of Black winemakers, winery owners and professionals is comparatively low. What do you think wine companies can be doing better to raise awareness and amplify Black voices in the industry?
To compact racism in the industry, we need to build cultural bridges and have a candid conversation about race. We must confront passive racism, educate everyone about Black history and create diverse and inclusive environments that stand against racism. Wine companies, like every major company in America, need to revisit their anti-discrimination and harassment policies to reiterate a Zero tolerance, train employees, and establish a strategic diversity and inclusion initiative.
Currently, there has been an outpouring of support for Black winemakers, Black winery owners and Black wine professionals. Let’s hope this outpouring of support can be sustained, and is not just a moment, but a momentum. To raise awareness and amplify these Black voices, there must be continued exposure and financial support.
For example, Cooper's Hawk has established a Scholarship for Black American Wine Professionals. The scholarship is designed to assist Black Americans who are passionate about pursuing a career in the wine industry. Also, larger wineries and other wine businesses should support the Association of African American Vintners.
A major issue in the wine world is the lack of diversity. Beyond that, and perhaps more importantly, is that oftentimes even when diversity quotas are met the foundation and support system to help people of color isn’t sufficient enough to ensure lasting success in the industry. What needs to change?
I believe outreach is the key to diversity in the wine industry. Indeed, there are many highly qualified wine professionals available. However, what is the industry doing to uplift and connect with those highly qualified professionals? Perhaps, the industry should consider the Rooney Rule, which is a National Football League policy that requires league teams to interview ethnic-minority candidates for head coaching and senior football operation jobs. It is an example of affirmative action, even though there is no hiring quota or hiring preference given to minorities, only an interviewing quota.
When it comes to inclusivity in both tasting rooms and the industry side of things, Black people, particularly Black women, are marginalized. If there was one thing that you could set the record straight on, what would that be?
As a Black woman who owns her own winery, when I show up to trade shows or to restaurants or distributors to pitch my wines, most people assume I work for the winery. When I tell them I am Theodora Lee, the owner and vintner of Theopolis Vineyards, they are shocked. However, I persevere and the award winning wines speak for themselves.
To set the record straight, I want everyone to understand that Black women are the backbone of the Black community and were key contributors to the civil rights movement, and will be critical in creating a diverse and inclusive environment in this and every industry. We will not be denied. We are leaders and deserve a seat at the table.
Given America’s current state, people are looking more than ever to support Black businesses, wineries and restaurants. In what ways do you think owners and industry leaders could best contribute to this shift to ensure it remains a conscious effort in people’s minds going forward?
In light of the COVID-19 pandemic, the protests in the wake of the senseless death of George Floyd, and the growing momentum of the Black Lives Matter movement, I believe we have a watershed moment of change. Indeed, on Blackout Tuesday, there was an intense focus on not only Black lives, but Black businesses. As a result, wine sales for Theopolis Vineyards have skyrocketed. Indeed, there has been a massive increase in online sales as everyone is promoting Black businesses and urging support.
The question is whether this is a moment or a momentum. I am optimistic and hopeful. However, we need to stay in the limelight and have proper exposure to remain in the consciousness of everyone going forward. Social media has helped to push this focus on Black business, wineries and restaurants, and we need everyone to keep spotlighting these Black owned businesses, and then “put your money where your mouth is.” Without sustained economic support, Black businesses, like any other business, cannot survive.
Further, I believe industry leaders need to work with the Association of African American Vintners, and help our small wineries not only survive, but thrive through small business loans, partnerships, and the hiring and promotion of qualified Black wine professionals.
On the flip side, do you have advice to consumers who want to support Black-owned businesses, progression and inclusivity past monetary transactions?
I am happy to state that consumers have embraced Theopolis Vineyards, and have not only purchased our wines, but have taken to social media to support and endorse our brand. These are consumers from all walks of life and all ethnic groups. To create long-term and sustainable change for diversity and inclusion, we need consumers to continue buying our wines.
Additionally, we need consumers to introduce our wines to their friends and work colleagues. Until there is a vaccine for COVID-19, we need consumers to host virtual tastings featuring African American winemakers. We need consumers to look at themselves in the mirror and own their unconscious biases and work to overcome those biases.
We need consumers to see Black wine makers as producers of fine wine and not some affirmative action project. We need consumers to take us seriously, purchase our wine and support organizations that promote social justice and inclusion. We need consumers to tell retailers to carry our wines.
Brenae Royal, Ranch Leader, Monte Rosso Vineyard, E. & J. Gallo Winery
What initially got you interested in the wine industry and what was the catalyst in turning that into a career?
I became interested in wine by drinking it! In my last year of college, I started drinking Apothic Red and that immediately sparked my interest in learning how to farm it. I have a degree in Crops and Horticulture Science, and while I had never worked with grapevines, I had a strong foundation in farming and knew I could learn viticulture.
At the last career fair in my senior year, I stumbled upon E. & J. Gallo’s recruiting table and there was a magnum of Apothic on the table as a display. I ran up to them to hear about the internship opportunities. Not too long after that, I interviewed and was hired, just one week from graduation, as a vineyard operations intern. That lead me to where I am today.
What types of barriers have you experienced due to race and how did you move past them? What’s your advice to others who may be experiencing the same things?
I haven’t encountered barriers because of race per se, but it is well known that Black people are underrepresented in the field of agriculture. So, I guess it could be looked at as a barrier because there isn’t anyone on my immediate team that looks like me. And that can be daunting. I grew up being one of the few or the only person of color, whether that be when I was in FFA, band or sports.
Early on, I saw it as an advantage because I stood out. And even though I stood out, it wasn’t a negative thing. My advice for anyone who has a similar experience would be to find support with your colleagues. Even though I cannot relate with everything my coworkers do, I feel supported. Don’t let the notion of standing out hold you back.
The number of Black winemakers, winery owners and professionals is comparatively low. What do you think wine companies can be doing better to raise awareness and amplify Black voices in the industry?
I think the best way to amplify Black voices is to hire Black voices. Wine companies should look for and find opportunities to increase diversity in all areas of the business, including management. Create space and opportunities for more diversity in your organization and recognize the value you add by doing so. It’s not just a diversity and inclusion opportunity, but a business opportunity as well.
A major issue in the wine world is the lack of diversity. Beyond that, and perhaps more importantly, is that oftentimes even when diversity quotas are met the foundation and support system to help people of color isn’t sufficient enough to ensure lasting success in the industry. What needs to change?
More diversity is needed across many organizations and many industries. You need diverse talent in order to hire, retain and promote a diverse team. This also means offering critical trainings around unconscious bias, micro aggression, overt and covert racism… etc. Companies need to see the value of adding team members that do not look, think, or act like them. It’s very comfortable for people to work alongside others that have the same views, but the opportunities for growth personally and professionally are limited when doing that.
When it comes to inclusivity in both tasting rooms and the industry side of things, Black people, particularly Black women, are marginalized. If there was one thing that you could set the record straight on, what would that be?
I would use this as an opportunity to engage in a conversation about wine. Ask me questions, the same you would any wine drinker. Don’t judge me based on the color of my skin. Don’t assume I am uneducated about wine or like only sweet wine. Black women drink wine and if we don’t know about something, or want to learn something new, we ask.
Given America’s current state, people are looking more than ever to support Black businesses, wineries and restaurants. In what ways do you think owners and industry leaders could best contribute to this shift to ensure it remains a conscious effort in people’s minds going forward?
I think people need to support businesses because they are good, you want to be there, and there’s a great product being offered. Industry leaders that have major platforms can use this opportunity to promote these businesses with positive reviews and thoughtful attention. Move away from any stereotypes that may be associated with something being Black-owned and support it because it’s a legitimately good business and the services are great.
On the flip side, do you have advice to consumers who want to support Black-owned businesses, progression and inclusivity past monetary transactions?
Tell your friends, colleagues, and everyone about the experience you had. Recommend these businesses. Write reviews. Take your business meetings there. Word of mouth is one of the most effective ways you can a promote businesses you like and appreciate.
What initially got you interested in the wine industry and what was the catalyst in turning that into a career?
I actually did not set out to be in the wine industry. I am opening a champagne bar (now on pause due to COVID), in which I wanted to have my own private label champagne. As I began the research and process I became more intrigued and made the decision to expand the brand to retail.
What types of barriers have you experienced due to race and how did you move past them? What’s your advice to others who may be experiencing the same things?
At some events I've attended, the room lacked diversity with only two to four Black professionals in the room in which I am sometimes the only Black female present. When I first started out, I was shunned here and there or I was told you cannot have your own champagne brand, it's not attainable (by one specific individual).
I literally looked at this person, with a straight face and sarcastically said, “OK” but in my head I was saying "you evidently do not know me." Comments like that further motivate me, I believe all goals are attainable some may have more obstacles and take a little longer but never give up.
The number of Black winemakers, winery owners and professionals is comparatively low. What do you think wine companies can be doing better to raise awareness and amplify Black voices in the industry?
I believe larger wine companies can use their platforms (in which some are doing now) to highlight Black winemakers, owners and professionals, help inform consumers who might not have known about the Black voices in the industry.
To be honest, sometimes it is the companies with the larger platforms to educate consumers. I personally reached out to certain companies about B. Stuyvesant Champagne and no response, only recently have I began to receive responses, write-ups and acknowledgement.
A major issue in the wine world is the lack of diversity. Beyond that, and perhaps more importantly, is that oftentimes even when diversity quotas are met the foundation and support system to help people of color isn’t sufficient enough to ensure lasting success in the industry. What needs to change?
I despise that the color of my skin puts me in a "quota" category. If it can exist, be color-blind, just embrace a fellow wine professional. I personally do not care what your ethnicity is. I just want swap knowledge, learn from others and share my views and knowledge on the industry. I'm open to partnerships, bridge the gap and help educate many on the wine industry.
When it comes to inclusivity in both tasting rooms and the industry side of things, Black people, particularly Black women, are marginalized. If there was one thing that you could set the record straight on, what would that be?
From a Black woman perspective, we are not insignificant, versus judging by one’s physical attributes take the time to have an open conversation and do not speak down to us as if we are not intelligent.
To share a personal experience, I attended a professional conference and was making my way around the room, I ended up in a conversation with two gentlemen. There are times that I am so excited and enthused about a topic that I stutter, the gentlemen made the poor decision in thinking I did not know how to pronounce a word and made a bad joke.
I quickly had to correct him, educate him professionally and highlight where he made the conversation condescending. There should be no pre-judgements and we are all in the same industry, learning and educating. Nobody knows everything.
Given America’s current state, people are looking more than ever to support Black businesses, wineries and restaurants. In what ways do you think owners and industry leaders could best contribute to this shift to ensure it remains a conscious effort in people’s minds going forward?
This is not a fad. Black businesses and wineries are not going anywhere. We have always existed and it would be great that industry leaders and consumers keep this same energy! In my opinion, it is harder for a Black business to open, remain open, eventually expand and succeed. So yes, support Black businesses and pertaining to the wine industry awareness of Black owned wineries just began, we are small but growing… we need to enhance the diversity of the wine industry.
On the flip side, do you have advice to consumers who want to support Black-owned businesses, progression and inclusivity past monetary transactions?
For consumers who want to support Black-owned businesses, like Nike's slogan "Just Do It". In addition to monetary support, talk about Black owned businesses, post pictures, articles, referrals, and leave a review. Stores such as Target, Amazon, Walmart, Costco, BJ's, Sam's Club (just to name a few) expand out and carry additional Black owned products.
June 30, 2020 at 02:02PM
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3 Black Wine Experts On Diversity, Representation And Inclusion Within The Industry - Forbes
French varieties and winemaking techniques altered the face of Chilean wine in the 19th century and the effects of France continue to be felt in Chile today. The phylloxera epidemic of the mid to late 19th century first wreaked havoc on vineyards in France, causing French winemakers to seek other lands in which to ply their trade. Wealthy Chilean landowners had already begun importing French grapevines; an emigration of enologists from Bordeaux to Santiago followed.
Don Silvestre Ochagavia Echazarreta, who founded Viña Ochagavia in 1851, is widely credited as the first Chilean to import and grow French Vitis vinifera varieties from Bordeaux, including Cabernet Franc, Cabernet Sauvignon, Malbec, Sauvignon Blanc and Sémillon. About twenty years later, Don Maximiano Errazuriz founded Viña Errazuriz, also using French varieties and employing French techniques. Both continue to make award-winning wine today, as do their contemporaries Undurraga, Concha y Toro and Cousiño Macul.
Today vintners in Chile are crafting single vineyard and small plot wines that rival the best of Bordeaux, often at a significantly better value. Montes Folly, Altamana, and Don Melchor are among the “Super Chileans” that exemplify the best the country has to offer. A newcomer to the Super Chilean designation is VIK, founded by Norwegian-Uruguayan billionaire Alex Vik. With the aim of making the finest wine in South America, he hired French consultants Patrick Valette and Gonzague de Lambert to find the land on which to grow what are commonly called “the Bordeaux varieties.” After locating 12 small valleys spread out over almost 11,000 acres in Chile’s Millahue Valley, Vik brought in a team of experts to test the soil, water conditions, base temperature and wind currents in order to determine perfect placement for different grape varieties. The result is a series of plots with distinct microclimates, which many experts agree is the basis for making great wine.
Winemaker Cristian Vallejo with a bottle of VIK.
Víctor Galleguillos
Vik also hired winemaker Cristian Vallejo, a native Chilean who worked in Spain, France and Italy before returning to his native country. Among the notable wineries on Vallejo’s resume are stints at Viña Valdivieso and TerreMater in Chile, Clos Mont Blanc in Spain, and France’s Chateau Margaux, Leoville Poyferre, and Chateau Berliquet. Vallejo returned to Chile in 2006 to begin work at VIK, an estate winery that produces three wines, the entry-level Milla Cala (SRP $45), midrange La Piu Belle( SRP $100), and high-end icon wine VIK (SRP $165), an exquisite Cabernet Sauvignon-based blend that has received scores in the mid to high 90s from a variety of international wine critics.
Here Cristian Vallejo talks about his background, Viña Vik, and what makes the wine so special.
World Wine Guys: How did the years you spent making wine in Spain, France and Italy influence your technique when you returned to your native Chile?
Cristian Vallejo:France showed me how to manage the vineyard throughout the year, prune the harvests, work the tannins from the vines, and make the wine. It all starts in the vineyard. Spain showed me how to express the best side of your terroir in the wine and finally, Italy taught me how to extract delicately pure and fine aromas from the terroir.
WWG: Who were your winemaking mentors and how did they impact the way you make wine today?
CV: Paul Pontallier and Philippe Bascaules from Chateaux Margaux focused my vineyard management and improved my precision in winemaking to achieve the perfect tannins with tension, structure, and finesse.
WWG: Viña Vik is often described as a “holistic winery.” What does this mean?
CV: The ‘whole’ in holistic is our wines. Every single step involved in producing them is important and considered. We take that awareness of all elements and how they interact to make the most elegant, dynamic and expressive wines.
WWG: The winery at Viña Vik is very beautiful. Can you describe some of the features of the winery that contribute to its sustainability measures?
CV: Our winery was built with the intention of maximizing nature’s energy. The reflecting pool that sweeps across the entrance to the winery serves the function of cooling the barrel warehouse below it and maintaining humidity levels. The white fabric roof is a unique material that simultaneously illuminates the winery during the day and regulates the temperature of the winery from the outside. When we have to cool down a tank during the summer the quantity of energy needed required is less.
The reflecting above Vik's underground winery helps to cool the barrels of wine stored below.
Mike DeSimone
WWG: How do the site of Viña Vik’s vineyard and the climate of the Millahue Valley affect the quality of the wine made there?
CV: The vineyard is high-density planted for low yield to concentrate flavors. We use 100 percent rootstock to homogenize ripening and harvest time for each parcel. The geography of Millahue is expansive and dynamic giving a variety of sun exposures, altitudes, and soils. All of that translates into terroir, complexity, and depth of flavor. The Pacific Ocean sweeps the vineyard with very cold breezes that preserve fresh flavors in our wines.
WWG: How would you describe the three tiers of Viña Vik wine, Milla Cala, La Piu Belle, and Vik? Other than price, what makes these wines distinct from one another?
CV: VIK, for me, is a book telling the beautiful story of passion and dedication where every glass is a chapter and every sip is a page. The blend of Cabernet Sauvignon and Cabernet Franc comes from the coolest area of the property giving this wine complexity, elegance and, layers of flavors and aromas.
Milla Cala is the introduction to Vik; it’s the abstract of that story of dedication and passion. Elegance and easy to read. A beautiful wine for every moment.
La Piu Belle is the art of the new world, passionate but very refined. It shows other flavors of our terroir with different varieties like Carmenere and Syrah from a different valley of the property. It expresses totally different aroma based on blackberries, dry plums and spicy notes.
WWG: In what ways does Vik compare to the great wines of Bordeaux?
CV: Bordeaux inspires me with its layers of aromas and its depth of color. Our wines share elegant tannins, fine structure, linear acidity, and richness of aroma.
June 30, 2020 at 09:00PM
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Can Chilean Wine Be As Good As Bordeaux? Ask Winemaker Cristian Vallejo - Forbes
“It’s probably one of the most difficult decisions that we’ve had to make because we knew people would be frustrated."
NEW ORLEANS — Dixie Brewery General Manager Jim Birch wants to set the record straight about why the name of his beer is changing.
“This is really a retirement of a brand,” Birch said. “This isn’t us trying to rewrite history or trying to tell a different story.”
Birch admits since owner Gayle Benson announced plans to re-brand the beer on Friday, he’s received threatening emails and angry phone messages from people who disagree with the change.
He says he’s also gotten feedback from people who support the idea.
“It’s probably one of the most difficult decisions that we’ve had to make because we knew people would be frustrated,” Birch said. “We know there’s a tremendous amount of heritage and great memories associated with the brand.”
There are several different theories about the origin of the nickname “Dixie.”
It’s been traced back to the Mason-Dixon line that once divided North from South.
Another theory is that it came from $10 bills printed in New Orleans in the 1800s that were branded with "Dix," French for "ten," and known as "dixies."
Some don’t like the word because it’s also been used to describe the old south during a time of slavery and the Confederacy.
The decision to rename Dixie Beer comes as many people across the country are now calling for the removal of symbols associated with racist figures.
“When people want to hear Dixieland jazz, do you now say we want to call it something else, said New Orleans historian and author Charles Marsala.
Marsala said getting rid of words like “dixie” is a slippery slope.
“Now we have to say how far down the slope have we gone with renaming a lot of items that are now at risk and when we do that how much are we going to lose of our heritage, Marsala said. “At the same time, I appreciate what Mrs. Benson is doing. She’s a wonderful lady.”
Dixie Beer’s GM says renaming the brand positions the brewery to be around in New Orleans another 113 years.
“What we’re making here is New Orleans in a bottle,” Birch said. “That’s what we’ve been saying about Dixie and it’s what we’re going to be doing in the future.”
Birch said the new name will be inclusive while also reflecting the history of our region. He added that it will likely take 6-12 months to re-brand the beer. But, he’s hoping that product will be available for sale by Mardi Gras 2021.
Dixie Brewery wants to hear your ideas for the beer’s new name.
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June 30, 2020 at 05:13AM
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Dixie Beer GM on name change: 'This isn’t us trying to rewrite history' - WWLTV.com
“We recognize, however, that our nation and community are currently engaged in critical conversations about racism and systemic social issues that have caused immeasurable pain and oppression of our black and brown communities,” Gayle Benson said in a statement. “As New Orleans, and our country, continue to evolve we find it necessary to reflect on the role our brewery can play in making our home more united, strong and resilient for future generations.”
TORRANCE, Calif., June 29, 2020 /PRNewswire/ -- Health-Ade Kombucha co-founders Daina Trout, Justin Trout and Vanessa Dew launch a new beverage line under the Health-Ade brand name.
Introducing "Health-Ade Booch Pop"
The notion of what a soda is -- is changing for the better. The three beverage entrepreneurs behind Health-Ade know this and have created what could be the nation's buzziest beverage this summer – Health-Ade Booch Pop. It's what CEO Daina Trout is calling "a needed, celebratory addition to the beverage aisle. You'll drink it because you WANT to, not because you feel you have to. It's delicious and makes you feel good too."
If Daina Trout's name isn't immediately familiar, the brand she co-founded, Health-Ade, is. For a generation of men and women who love the fermented, sparkling beverage known as kombucha, Health-Ade is the brand of choice. Its popularity and success led to the creation of Health-Ade Booch Pop, a totally new kind of soda: lightly carbonated, with prebiotics, minerals, and healthy acids from fermentation. These unexpected and good-for-your-gut ingredients -- with the full-flavored satisfaction that's often missing from better-for-you options -- are the foundation of a drink you'll describe as "soda, redefined."
"Health-Ade Booch Pop is the evolution of soda. When we first launched this company, our dream was to make our original kombucha drinks and healthier, bubbly beverages a staple in every home in America. Health-Ade Booch Pop is another step forward to achieving that goal," says Daina Trout. "I want people to discover that kombucha is versatile as a beverage ingredient and that soda doesn't have to be made with the same stuff every time."
The Health-Ade Booch Pop "soda, redefined" check list:
Each variety is deliciously full-flavored and of course, refreshing, thanks to the base ingredient of kombucha
Organic, 100% natural ingredients such as cold-pressed juice distinguish Health-Ade Booch Pop from the rest of the pack
70-80% less sugar than regular soda
No artificial sweeteners or stevia
Functional, belly-centric benefits, because a lot of what keeps you feeling good, starts in the gut
No sodium
Health-Ade Booch Pop is available in three flavors: Lemon+Lime, Ginger Fizz, and Pom-Berry. These flavors are now sold on Amazon and will be available in Los Angeles locations such as Gelson's Markets and other retailers starting this summer. Health-Ade Booch Pop plans to introduce additional flavors in the future. The drinks are sold in 12 fl. oz. recyclable aluminum cans with a suggested retail price of $2.49 for a single unit, $20.00 for an 8-pack or $30.00 for a 12-pack.
"Health-Ade Booch Pop has the potential to open up an entirely new category of soda, because after months of staying at home, we're revisiting everything we eat and drink, and looking for little moments of joy and celebration. Drinking Health-Ade Booch Pop is one of those moments," says Daina Trout.
More about Health-Ade Kombucha and Health-Ade Booch Pop Health-Ade is the fastest growing kombucha brand in the US and a proud manufacturer of beverages with belly benefits. The company's new Health-Ade Booch Pop beverage line is made starting with kombucha used for its original kombucha line, and then blended with organic, gut-friendly ingredients such as prebiotics from cranberry husks and seaweed-derived minerals, creating a delicious soda drinking experience that will leave you feeling as good as the drinks taste.
This year, the Health-Ade brand celebrated its eighth year in business. Under Daina Trout's leadership, the brand is consistently among the top selling kombucha brands nationwide and is sold in over 30,000 stores. The brand's retail partners include Target, Whole Foods Market, Publix, and Trader Joe's. In 2019, the brand contributed 80% of the total growth in the US kombucha beverage category, which reached $1 billion in sales. Health-Ade operates its own 50,000-square-foot brewery in Torrance, California and with the introduction of Health-Ade Booch Pop, the company is now extending its presence into the ambient soda aisle.
June 30, 2020 at 02:00AM
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Health-Ade Takes On Soda And Introduces "Health-Ade Booch Pop" Line Just In Time For Summer - Yahoo Finance
