What It’s Like To Launch A Booze Brand During A Pandemic

With the world stuck in quarantine, the age of Covid-19 isn’t the best time to do anything, let alone launch a brand. But with the future postponed, the founders of Monkey in Paradise Vodka decided against pushing back their brand launch. Instead, they birthed their brand into a world in crisis.

Launching a brand in the current climate is not an endeavor for the faint of heart. Supply chains are unpredictable with factories short-staffed and global shipping closures. Marketing strategies are loaded⁠—brands must balance messaging with awareness for the current climate.

Retail channels have changed dramatically. On-premise is almost nonexistent, and other traditional off-premise routes are filled with uncertainty. Direct-to-consumer and online models are thriving (online sales of alcohol have skyrocketed to 2 times 2019 sales, up 234% according to Nielsen), but brands have found it tough to pivot to a new retail channel so quickly. 

Why go through with a launch?

The decision, “wasn’t as analytical as one may think,” says Peter Pace, who handles marketing at Paradise Brands, Monkey in Paradise’s parent company.

“We have a capital investment structure that is committed to making these brands develop,” expands Patrick McGeeney, CEO and CFO of Paradise Brands. “We had very big momentum on our side with both consumers and distributors and we did not want to stop our sales plan. We had secured distribution and placements before Covid-19 hit and we wanted to follow through and make sure the product moved off the shelf.”

Part of it was luck⁠. If the shutdown had happened thirty days later, they would have been blocked from introducing a product to the market.

The launch is not without challenges. Paradise brands had to scrap its initial launch strategy. “The biggest hurdle during this time period is human interaction,” says Pace. “On-premise is being seriously hurt and that’s a real challenge and difficult to watch. Albeit the Off-Premise channel is doing well, but it has its own hurdles, with limited face-to-face visits and no tastings. “

So the brand is creating resonance and impact through community-driven strategies. The team is buying food for first responders and giving grocery gift cards to employees at on-premise locations.

Employees are supporting off-premise locations by helping stock shelves and clean carts. “As a small upstart, we can’t deploy dollars in large quantities, but we can make a positive lasting impact,” describes Pace.

Paradise Brands is the baby of a range of spirits experts. McGeeney, “entered the spirits industry about eleven years ago taking our investor group into the bourbon category with the Clyde Mays Bourbon brand. I developed Clyde Mays Bourbon and grew it until a private equity group took over.”

After Clyde Mays caught its stride, they started a new project, aimed at building brands from scratch. Now, Paradise Brands includes Monkey in Paradise vodka and in Q1 of 2020, Paradise Brands acquired Blue Nectar Tequila. 

As the brand catches it’s stride, “we will have to work harder and smarter and in very different ways like carrying more inventory due to supply line concerns,” describes McGeeney. Transit and production times are unstable, making delays in inventory common. 

To build relationships with retailers, the Paradise must be extra cognizant of supply levels. 

As an upstart, the brand does not have the option to have orders refilled automatically, so the entire brand staff are monitoring the points of the supply chain. “We used our entire staff to check inventory levels closely and inform our retail partners of any low inventory issues. We even had our people helping to wipe down and return shopping carts from parking lots to help out the retailers.”

As the brand moves forward, McGeeney and Pace will focus on how home drinkers are changing their routines. On-premise openings will be slow, so the brand is funneling efforts towards creating a strong e-commerce presence. “We’re optimistic we’ve positioned ourselves well as a company,” describes Pace.

On-premise sales are almost non-existent, but off-premises sales are up. “Our off-premise numbers actually saw a 55% growth in March and April, compared to January and February.”

 “It’s challenging in many ways but simultaneously inspiring,” says Pace. “I say inspiring because it forces you to look, plan and see beyond today. You’re forced into being multi-faceted and grounded as a person, a business and a brand.”

“It’s going to be hard, even heartbreaking at times, but we all have to help ourselves and each other because tomorrow matters. “