Stand out: how to secure spirits distribution
Distributors and importers explain how brands can achieve listings in an increasingly competitive spirits space.
*This feature was originally published in the March 2025 edition of The Spirits Business magazine.
Room for one more? It’s no secret that for new brands, pinning down a spot on a distributor’s portfolio is a difficult one these days, particularly considering the current spirits climate, but that doesn’t mean it’s an impossible one.
While it might sound like an over-used business cliché, opportunity does exist if you look hard enough and have the right approach. Drinksology Kirker Greer (DKG) operates on both sides of the fence: as a producer and distributor of its own brands under the Kirker Greer Spirits name, such as Kadoo Caribbean Rum, Japanese gin and vodka brand Ukiyo, and Born Irish Whiskey, and as brand builder for the big companies (see the sale of Malfy Gin to Pernod Ricard, which DKG distributed in the UK), developing distilleries and designing brands for them from its studio in Belfast. It also presides over its own direct-to-consumer website, Spiritly, which holds more than 5,000 products.
The company is closely tapped into what consumers are looking for, and also what the big distributors want when considering a new brand looking to enter the market.
Ryan McFarland, DKG’s chief commercial and strategy officer, says the first thing in terms of new partnerships is that the brands and people behind them are aligned from the get-go, from a value perspective. He explains: “People behind brands are really important when it comes to entering markets. The specifics for me are brands that need to have a market fit – there’s no point in pushing if not. And is there a clear positioning and compelling story?”
For large distributors, brands also need to prove that they’re in it for the long run, so, as McFarland says, they have to have “people that are there to invest in their brands, people that are there to make sure that their brands are engaging consumers, sticking with them, and creating value rather than looking for short-term revenue”.
Once the basics have been covered – as well as factors like commercial viability and operational readiness – McFarland moves onto the importance of having a point of difference, especially in highly developed aspirational markets like the UK, which he calls a “lighthouse market”, since it is “where trends start and where some of the best bartenders and retailers in the world are”.
Different tastes
While there has been a natural rhythm of people pivoting back to what they know after the Covid-19 pandemic, McFarland feels consumers are “always intrigued by things that can pop off a shelf and tell them a story, and bring tastes that are slightly different”.
Using Ukiyo as an example that stands out in an era where overall gin sales are slowing, he says it is “bringing Japanese flavours and botanicals within beautiful packaging”, “significant year-on-year growth” and listings with retailers and the on-trade”.
Of the appeal, he adds: “It’s got a unique proposition in terms of where it’s come from, then the last piece is it’s interesting to consumers, but also bartenders. When you make the packaging as interesting as the liquid, someone will pick it up and try it.”
Chris Seale, managing director of UK-based Speciality Brands, says in the UK, one of the most competitive markets on the planet, “the quality has to be an absolute given”. He agrees it is necessary for brands to have a “point of difference” to be considered by Speciality. He explains that “categories are so busy that brands need a demonstrable point of difference – otherwise they would struggle to get in front of us, really”.
The breadth and depth in categories now makes it hard work for new brands to find that point of difference. Speciality Brands’ world whisky portfolio already covers India (with Amrut), Taiwan (with Kavalan) and Australia (with Starward), and the company will soon bring a single malt whisky from New Zealand’s Thomson Distillery to the line-up. “It’s a classic case in point,” Seale says. “It’s got a great range, but it’s got a real unique selling point in Manuka. The distillery uses Manuka wood to smoke some of its barley. It’s also really well priced and it’s a good example of being a real point of difference in our New World portfolio. Brands like this can come in and they can make an impact.”
Seale also insists that the need to offer something different stems from a tough moment where consumer confidence has been rocked by high interest rates and inflation. He adds: “In these challenging times that are very competitive, you’ve got to do something different so you can stand out from the crowd.”
If the UK is one of the hardest markets to break into, Asia has also changed in the past few years, or has “experienced volatility”, as Brandon Grusd, general manager of Proof & Company in Singapore, puts it. It is one of Asia Pacific’s bigger independent spirits distributors, and Grusd says the focus is on brands that offer a “strong value proposition”. The company distributes more than 50 spirits brands, and has more than 5,000 retail partners and 10,000 hospitality clients. Grusd says there has been a “shift in consumer behaviour towards more considered purchases” and that “consumers are becoming more value-conscious”.
With this in mind, he says: “Consumers, particularly in Singapore, are drawn to spirits with authentic heritage, craftsmanship, and transparency in production.”
For smaller, newer brands, Grusd suggests they focus on innovation in their proposals and be the first to market with new flavours or production methods, as well as engage with the trade and build bartending advocacy. He stresses the latter two are “critical” in a cocktail-forward market like Asia, and that brands in the firm’s portfolio – such as Brass Lion and N.I.P Gin – have “successfully expanded their presence by focusing on these differentiators”.
Whether the bottles are destined to end up on shelves or in e-commerce, he maintains that “regardless of the channel, a brand’s ability to carve out a clear identity and educate consumers is critical for success”.
At Denmark’s Sprit & Co, a premium spirits importer, brand manager Jesper Erik Skov believes in working with people rather than the brand. This means not putting something to market with the aim of “bandwagoning” on a trend or category. He says: “The most important thing is that we can see and feel a passion for the work and heritage of the product instead of just being made for profit and growth.”
A business with a future
Carlos Gallego Labajo, area director, Spain, at Zamora Company (owner of Spanish liqueur Licor 43) holds the same view that brands must demonstrate quality – an “excellent product with certifications and processes that endorse it” – but also that it is a matter of “convincing that the brand is not just a good idea, but a business with a future”.
Therefore, he notes, other boxes need to be ticked: “Does the brand have the ability to scale and adapt to market changes? Does it stand out in a saturated market? Does it resonate with consumers on an emotional level?” In essence, Labajo says: “I am looking for a brand that not only offers a product or service, but also builds a strong and meaningful relationship with its customers.”
Adding to the sentiment, Jo Taylorson, head of marketing and product management of UK-based Kingsland Drinks (which provides the full service of bottling, distributing, creating, and supplying wine and spirits), notes that “standout qualities, beyond actual quality” are needed.
Explaining this, Taylorson infers that ‘quality’ is often a given, as “producers have nailed their production and created a highly competitive space”.
For example, she says: “We know retailers have limited shelf space, and they want to list products that resonate with consumers and fit into today’s drinking trends. Having an authentic story to tell, whether it’s about the founding family, sustainable qualities, an aspirational proposition, or a compelling campaign that speaks to the target audience allows brands to create a connection with consumers. They want to know more about what’s in their glass and what it stands for to enrich their drinking experience.”
Conscious of value
Looking at trends for the rest of the year, and in 2026, Proof & Company’s Grusd highlights the more “value-conscious” mindset of consumers. In Asia, he says: “While ultra-premium spirits remain strong, there is a heightened focus on value-for-money offerings in the premium segment.”
Zach Poelma, senior vice-president, supplier strategy at Southern Glazer’s Wine & Spirits, the largest alcohol distributor in the US, says: “In today’s environment, if a consumer can get a quality product at what they perceive to be great value, that goes a long way towards a newer brand having some success out of the gate.”
However, brands cannot rely solely on distribution. Poelma stresses that a brand also “has to have sufficient financial backing to support investment behind the brand – as newer brands cannot win on distribution alone. A distributor must be focused on the execution, and the distribution strategy needs to align and tie closely with how the brand is investing to drive consumer awareness and trial. Too often brands think that by just growing distribution, that alone is enough to drive success.”
On-trade focus
An example would be the work Specialty Brands did in the UK with Japanese whisky Nikka on its 90th anniversary last year. Seale says the company held 90 days of activations from October to December 2024, and was rewarded for the effort.
“It was on-trade-focused, with lots of masterclasses and cocktail programmes in bars and restaurants,” he says. “There were e-commerce photos with lots of banners and a lot of awareness, drive and activity. The same at independent retail, generating tonnes of excitement about the brand and the products, and sales were hugely buoyant thanks to all this activity.”
He adds: “If you read the press, the Japanese whisky market is under a lot of pressure at the moment. It is, and sales have certainly flattened off compared with what they were, but we had massive success in doing this with Nikka.”
How people are drinking in 2025 cannot be ignored either, especially with younger people (namely Gen Z). Taylorson, of Kingsland Drinks, says the company’s work with challenger brands has allowed it to “understand this audience more deeply, as we see younger drinkers moving away from conventional or mainstream products and seeking brands with a unique proposition that fits into their lifestyle. We’re seeing a ‘drink less, drink better’ attitude among consumers; they’re drinking less or opting into lower-ABV options and going out less. When they do either, they’re doing them better – especially when it comes to spirits. Yes, they want to enjoy excellent drinks, but it’s not necessarily about it being cheap – they want good-quality, tasty products and experiences at an affordable price.”
This is how Poelma at Southern Glazer’s feels too, as he says: “We’ll continue to see consumers gravitate towards products and brands in our space that are viewed as more authentic. Whether that means additive-free, organic, gluten-free, or even lower in sugar, all these characteristics are coming up more often with consumers.”
Point of difference
Beyond their audience, brands also have to understand their market, or where their brand could be best positioned. As McFarland points out: “Every country or even region within countries will be different – for both parties.”
He says that for Kirker Greer: “Yes, there’s increasing interest in brands that bring something new to the conversation, but we also have to consider when it’s more sensible to lead with a gin brand, or a heritage brand like Jawbox, or in other markets where brown spirits are a lot more prevalent than white spirits, such as with some of the Asia markets.”
Jawbox Gin, for instance, plays strongly in its home market of Ireland, but McFarland notes it doesn’t offer the same ‘“regional relevance” in the UK, which is dominated by its own huge conveyor belt of craft gins.
Instead, Ukiyo can bring that idea of diversity to the UK against the local offer “because it’s coming from Japan, it’s offering different botanicals, it’s got different packaging and it has a unique point of difference”, he says.
Nevertheless, McFarland adds: “If you’ve got the right proposition, and you’re prepared to invest the time and energy, the opportunity exists. We’ve proved with brands like Ukiyo that new market entrants can succeed and thrive, even within challenging categories. Distributors ultimately want to ensure they create value – for themselves, customers and consumers.”
Industry insights
What is the most important thing you’re looking for when assessing a brand for market?
Jeff Diego – CEO and founder, Helmsman Imports
“As an importer facilitating new brand launches in the US market, I’ve observed a significant shift in distributor priorities. Factors such as pricing, brand narratives, and sustainability, which once were primary concerns, now play a secondary role. The current focus is on how a brand can collaborate with distributors to educate both retailers and consumers, embodying the ‘elevating through education’ philosophy. This change means distributors are now seeking brands that not only deliver exceptional product quality but also lead in thought and innovation in their category. In the Tequila sector there’s a strong interest in partnering with brands committed to educating retailers about the high-quality agave, meticulous production processes, and the purity of the Tequila. These educational efforts significantly deepen the category’s understanding, helping new brands seamlessly integrate into the distributor’s strategic plan.”
Søren Hansen – sales director, Bemakers
“For us, it’s all about the mindset. We partner with brand owners who take ownership of their success and growth. Our most successful partners don’t sit back and wait for orders. They understand that building their brand, both locally and internationally, is their responsibility. They stay engaged, proactive, and committed to generating demand.”
Jack Rackham – managing director, Emporia Brands
“The liquid must be exceptionally well made, with an inspiring story, and supported by brand owners invested in building long-term partnerships. Any brand we take on must align with our unwavering commitment to quality and innovation.”
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