![]() ![]() It is gut feeling amongst a couple people. In this case, we do not have outside agencies. He may have a hook or may have a beat that he likes and sits on it, not knowing what to do with it. There’s a great parallel here with how a recording artist creates. Knox: When you are developing a brand, what inspired the choices you make around the bottle and the brand overall?īerish: I think it is so many things. So unfortunately, or fortunately, it is how we got here. It is a slow roll, but it has worked. I can do all these other brands for the first time. I think it is amazing and I support the hell out of it. On one hand, I love Ace of Spades to death. So for us it was, "Okay if we sold this, now we have capital to do 3, 4, 5, 6 other brands." And that is exactly what happened. Villon, another brand, same thing our gin, same thing. It just sat on my shelf because I did not have the capital to launch it. Bumbu was a brand that was created 12 years ago. We have controlled our own destiny, and we did not have the resources to continue to grow. I did not want to do it, but we were not a company that raised outside money. Knox: While you have four brands today, one of your most successful brands was Ace of Spades, which you sold off. Why did you make the decision to sell the brand vs keep it in the family?īerish: Selling Ace of Spades was the hardest decision I have ever made but also the best decision. Why should he be drinking champagne? I do not want to force it. And if Lil Wayne drinks rum, let’s have him drink rum. I do not want to force a brand on anybody. I want to be associated with people who love our industry, who love socializing, who love drinking, who are supportive of the brand. ![]() We learn about people, and they share with us their experience with our brand and use that to drive our decisions. We are not bringing talent on to work with us on day one because we do not know what the “brand” is yet. It is the same thing when it comes to the relationships that we have with brand ambassadors and celebrities. And that does not sound corporate, because it isn’t, but it works for us. We never assume or dictate the consumer before we release a brand, because how could we? We just release a brand and then we figure it out. We didn't know if this was going to be an on-premise brand, off premise brand, or where's it going to sell. How we get there is going to depend on what happens the day we showcase the brand. With our rum Bumbu as an example, we have big plans and we have big aspirations. Knox: Sovereign has a remarkable go-to market strategy as you build your brands. What drives your approach to brand building?īerish: The go- to market strategy for us is a feel. And the result was that while it showed we were supportive of the trade, it also helped our brands. That is what we were doing on an everyday basis. We gave them the tools that they didn’t have in order to drive traffic. We also created assets they could use on social media, in-store TVs and emailers, and educated them on how to customize our assets to speak to their core consumers. How can we help them? How can we drive traffic to them? How can we get our consumer with online orders or curbside pickup or delivery? For the distributors, it was the same thing. We were probably the first ones to start integrating Zoom calls and online calls with our accounts and with our distributors. And I think we did everything right in the sense of we wanted to be there for our accounts. So for us, it was “don't wait for things to change, don't sit back.” It was “go at it.” We took action and figured it out as we went – that’s who we are. Our company is made up of problem-solvers, we dig right in and we run at issues. Berish: I am so proud of the way we handled things and it reinforced our company strategy, philosophy, and ethos.
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