Summer 2017

The Alliance of Beverage Licensees

the

Publican

• Liquor Policy Changes p24

• Using Your Data to Make Decisions p30

• Pub Management Software p12

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HistoryThe ofBeer ParloursThe Strath

Ale, Wine & Spirits Merchants

From Saloons to Tasting Rooms

Featuring

p22 p8

http://www.gib.ca

Features8 The History of Beer Parlours: From Saloons to Tasting Rooms12 Managing your Pub with New F&B Software16 Lowering Labour Costs: Analyze Staffing Levels22 Profile - The Strath Ale, Wine & Spirits Merchants24 Liquor Policy Changes: How They Impact Your Business28 Cider Growth Strong: Stock Your Shelves for Spring30 Using Your Data to Make Insightful Decisions

The opinions & points of view expressed in published articles are not necessarily those of ABLE BC. Advertisers are not necessarily endorsed by ABLE BC.

On our cover: Circa 1899 - Interior of a Steveston saloon and barbershop. Courtesy of City of Vancouver / AM54-S4-: Out P679

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Departments4 President’s Message 5 Executive Director’s Report 6 Product Showcase7 Beer Notes15 Wholesale & Hospitality Sales18 Wine Report19 Names in the News33 BCHF Update34 Upcoming Events35 What's New?36 ABLE BC Membership Update38 Spotlight on Unique BC Craft Spirits

Publicanthe

Summer2017

Featured Publican

Grant Olson at The Strath Ale, Wine & Spirits Merchants

Quarterly Publication for the Alliance of Beverage Licensees

2nd floor 948 Howe Street, Vancouver, BC V6Z 1N9T 604-688-5560 F 604-688-8560Toll free 1-800-663-4883info@ablebc.ca www.ablebc.ca @ABLEBC

2016-2017 Board of Directors & ABLE BC Staff

President Poma DhaliwalVice President Al DeaconTreasurer & Director Steve SmithDirectors Brady Beruschi, Michael Brown, Patrick Greenfield, Trevor Kaatz, Al McCreary, Stephen RoughleyDirector-At-Large Lorne FolickExecutive Director Jeff GuignardManager of Membership & Communications Danielle Leroux

The Publican Editorial Committee: Dave Lindsay, Marilyn Sanders, Shannon Gavin, Michael Brown, Trevor Kaatz & Dean Gaudry.

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by Poma DhaliwalPresident's Message

A United Voice for BC’s Private Liquor IndustryAs members well know, BC’s private liquor industry has recently experienced some of the most significant policy changes in a generation. For many of our members, this has led to big changes in the way they do business. That’s why, now more than ever, it is vital that we work together as a united industry to find common solutions to shared challenges.

On behalf of ABLE BC’s board of directors and staff, I am excited to let you know about a new agreement with the BC Private Liquor Store Association (BCPLSA). In April 2017, ABLE BC and the BCPLSA signed a Memorandum of Understanding (MOU) to ensure that all of BC’s private liquor retailers are represented to industry and government by a single organization.

Under this agreement, the BCPLSA has officially ceased operations and is encouraging its members to join ABLE BC. Both parties believe this agreement is a necessary and positive step forward for our industry. This will allow ABLE BC to best represent our members’ interests by articulating one vision for the private liquor industry.

Although our membership is growing, advocacy for BC’s small and large private liquor retailers remains a core function of ABLE BC. This includes advocating for the sale of recreational cannabis in liquor stores,

maintaining the 1 km distance rule and LRS license moratorium, and allowing BC’s liquor stores to sell to pubs, bars, and restaurants. Learn more about our policy priorities at ABLEBC.ca.

ABLE BC’s board of directors and staff look forward to welcoming former members of the BCPLSA to the ABLE BC family. I also want to thank all current members for their ongoing support as we grow our association and continue working together to ensure all of your businesses thrive in an ever-evolving marketplace.

Second Annual SUMMIT Conference a SuccessOn April 3rd and 4th, the BC Hotel Association (BCHA) and ABLE BC hosted the second annual SUMMIT hospitality industry conference in Victoria. The conference was attended by over 200 hoteliers, liquor store and pub owners and operators, and hospitality industry vendors. Thank you to everyone who attended the conference and helped make SUMMIT 2017 a success.

BC Hospitality Industry AwardsI’d like to offer my sincere congratulations to the winners of the inaugural BC Hospitality Industry Awards:

Liquor Retailer of the Year - Paul Rickett, Bowen Island Beer and Wine Cellar

Publican of the Year - Paul Doherty, The Blarney Stone Irish Tavern

Hotelier of the Year - Michelle Le Sage, Oak Bay Beach Hotel

Hotelier of the Century - Terry Farmer, Hotel Zed/Accent Inns

BC Liquor ConferenceBe sure to save the date for the second annual BC Liquor Conference: Monday, October 23, 2017 at the Sutton Place Hotel in Vancouver. Visit www.BCLiquorConference.com for more details.

Join ABLE BC TodayOnly by working together can we build a thriving and sustainable private liquor industry. I hope you will consider joining the Alliance, if you are not already a member. For more information about ABLE BC, our exclusive member benefits and advocacy work, and to sign up for your membership, visit www.ABLEBC.ca.

If there is anything else we can do to help or if you have any questions about liquor policy changes and issues, I hope you won’t hesitate to get in touch. You can contact us any time at info@ablebc.ca or 604-688-5560.

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A few days ago, British Columbians elected their next government. While this article was written before the election results were known, I have no doubt that—no matter who won—our new government will have significant consequences for our business environment. Regardless of who you supported, I hope you took the time to vote and that you encouraged your staff to vote as well.

Both the BC Liberals and the NDP released comprehensive policy platforms during the campaign, which are still available for your perusal on each party’s respective website. I should note that the Liberals detailed a few specific commitments for the liquor industry (found on pages 63-64 of their platform), including a pledge to maintain the moratorium on new LRS licenses until 2022. For their part, the NDP platform made little mention of our industry, but a few details are available on page 74.

Throughout the campaign, ABLE BC and our members connected directly with several candidates to ensure they were aware of our industry’s key policy priorities, the economic impact of private liquor businesses, and the people you employ in your community. I hope you had an opportunity to connect with candidates in your community as well.

While a full list of our current policy priorities is available on ablebc.ca, during the campaign we focused on a few key messages:

• Our members create jobs and help grow BC’s economy.

Every year, BC’s private liquor industry generates billions of dollars of economic activity in every community throughout the province. Together, BC’s pubs, private liquor stores, nightclubs, and hotels purchase more than $1.6 billion of liquor from the BC Liquor Distribution Branch and employ nearly 100,000 British Columbians. Taken together, BC’s liquor industry contributes more than $1 billion of direct profit to the BC government, making our industry one of the top sources of provincial revenue.

Simply put, BC’s private liquor industry contributes substantially to our economy and our province’s overall prosperity.

• Our industry needs a stable, predictableregulatory framework to thrive.

Since we sell a controlled product, government

by Jeff Guignard

Executive Director's Report

regulations are a vital part of our business models. The 1 km distance separation between liquor retailers is a long-standing and resoundingly successful government policy that allows our businesses to compete fairly while offering indispensable certainty to our financial institutions. It is critical to our industry’s success that this distance rule be maintained.

However, it is also time to modernize some out-dated policies. For example, it makes no sense that private liquor stores are forbidden from selling products to restaurants and bars, or that these “hospitality customers” are forced to buy at full BC Liquor Store retail prices. Allowing restaurants and pubs to purchase from BC’s private retailers and creating a “hospitality discount” at government stores are the next logical steps in creating a level playing field in BC’s liquor industry.

• Liquor retailers are experts in safe, responsibleretailing of controlled substances.

Recreational cannabis will soon be legalized by the federal government. When that happens, BC’s liquor retailers will be ready to offer the provincial government a safe, responsible option to retail legal, adult-use recreational cannabis. Our age-controlled environments and decades of experience with controlled substances mean that BC’s liquor retailers are best positioned to promote the safe, responsible use of this new controlled product. We look forward to demonstrating this experience to British Columbians in the days ahead.

• We are partners for future prosperity.

ABLE BC has a long and proud tradition of working productively with our government partners on behalf of a thriving and sustainable private liquor industry. As our new government assumes power, members can rest assured that we will continue to advocate for your interests and work to protect your investments.

As always, if you would like to discuss these or other issues further, please don’t hesitate to contact me directly at jeff@ablebc.ca.

Ask the Editor: Send your questions to jeff@ablebc.ca and I will provide responses to them in the next issue of The Publican.

6 The Publican

Product Showcase

VIÑA SANTIAGO TEMPRANILLO 2015Red WineSpain

New Spec at Incredible Value

In the early 13th Century, the Knights of Santiago were established to take responsibility and to care for the vines in Spain. The native Spanish Tempranillo grape has flourished in Spain’s arid climate since this time.

Dark cherry red with purple hues. Expressive nose of red berries. Medium bodied with soft fruit character.

This wine makes an excellent match with savoury pasta and meat dishes.

Speculative750ml - cases of 12+708305$6.99 W $8.49 R

604-737-0018dhs-wine.com

CIRCUS MALBEC 2016Red WineMendoza, Argentina

New LookA perennial best seller, Circus Malbec now has a new and exciting package.Consistently rated 90pts. Winescores.ca this Best Value Malbec is a great addition to any wine store selection.This Malbec is a consistently ripe and satisfying red, offering peppery black plums and blackberry jam, vanilla, toasted spices, licorice and roasted mocha. The palate layers mocha, licorice and black fruit with spice flavours.

750ml - cases of 12Spec +775072 $11.53 W $13.49 R

New:Circus Extra Brut sparkling90pts. Winescores.ca

750ml - cases of 6Spec +575084 $14.93 W $17.99 R

604-737-0018dhs-wine.com

NZ PURE LAGERLagerNew Zealand

NZ Pure Lager is a new class of premium lager made exclusively from New Zealand malt, hops, water and specially selected yeast.

No additives or preservatives!

Medium bitterness, full body.

Striking NEW Package!

Well supported in the BC market.

440ml +830166$1.74 Whsl

604-365-4861www.kirkwooddiamond.comwww.independentdistillers.ca

COBRALagerUnited Kingdom

88 Gold Awards at the Monde Selection across the range since 2001.

Five essential ingredients are used within this recipe. It is this, coupled with a special three-temperature fermentation process, which gives this beer its sophisticated, premium taste.

The initial hit is less aggressive than other lagers, cleansing and mildly stimulating but without challenge. The mid-mouth has a smooth, hoppy note that fades, and wheat/rice notes from the rounded maize/rice elements, provide a comforting, soothing gentleness.4.8% alc./vol.

BDL +2506330ml x 24$40.37 Whsl

604-556-7875www.cobrabeer.com

CONFEDERATION 150 Maple Cream AleCanada

Cheers on 150 years Canada!

We started brewing Begbie Cream Ale 21 years ago in Revelstoke.

This special edition incorporates a Canadian Classic, organic maple syrup from Quebec.

Smooth and easy drinking, this one is for you Canada!

5% ABV

All natural

No preservatives

Unpasteurized

650ml +795831 $4.60 Whsl

250-837-2756www.mt-begbie.com

6 The Publican

7The Publican

by Jan Zeschky

Beer Notes

Adding Lactose to BeerMilk and sugar? They’re ingredients you’d expect to add to tea, not beer.

However, many brewers are doing just that, by supplementing their beer’s body and sweetness with lactose, a complex sugar found in milk.

However, adding lactose is far from the latest way for craft brewers to push the boundaries of beer. In fact, brewers in Britain have been doing it for at least a century.

There’s even evidence before then that milk was mixed with dark beer, such as stout, to create a fortifying lunchtime drink for workers. Thankfully, these likely-curdled cocktails were put to rest when lactose was isolated and added to stout recipes instead.

These “milk” or “cream” stouts were typically low in alcohol–as little as 2% ABV–yet rich and sweet from the lactose and low hop additions. As such, they were even deemed a healthy drink for breastfeeding mothers.

Like many beer styles, milk stout fell out of favour when lager began to dominate global sales, but was then picked up again by the growing legion of 21st-century craft brewers–particularly over the past five years or so.

First came the craft milk stouts, higher in alcohol (typically 4-6% ABV) with more malt roastiness balancing out the sweetness; the overall effect can taste a lot like coffee and cream. It’s a hearty, almost decadent beer to take your time over on a cool evening, and despite its lower alcohol level, can pair nicely with fruity desserts. If you don’t think you like dark beers, a milk stout will likely convert you.

Of course, it wasn’t long before brewers thought about adding lactose to other styles–and so, one of the latest trends in craft beer was born: the milkshake IPA.

Thankfully, it’s not a return to those milk/beer cocktails. These opaque orange ales are brewed with bags full of hop varietals such as Citra, Galaxy and Mosaic that are known for their citrus- and tropical-fruit characteristics. The hops are added late in the boil to preserve their aromatic qualities and keep bitterness to a minimum. They’re usually also steeped in the beer during fermentation (a process known as dry-hopping) for even more fruity hop presence.

What really sets milkshake IPAs apart though is the inclusion of lactose, which lends the beer a creamy quality and lingering sweetness. Often, oats are also added to lend a silkiness to the mouthfeel, while some of these beers even contain vanilla to enhance the cream soda-style effect.

Taken all together, the creamy fruitiness can be discombobulating. The traditional American IPA has a reputation for being crisp, dry and bitter, but milkshake IPAs are the direct opposite: rich, full-bodied and sweet. Along with the recent trend for “juicy” IPAs, which also have a reduced bitterness, ample body and full fruitiness, milkshake IPAs have been described as a new entry point into the craft market for drinkers who may not necessarily like the bitter bite that’s found so often in craft beer.

So, as per the milk stouts, if you don’t think you like IPAs, a milkshake IPA could well convert you.

Beer purists may frown at this perceived dumbing down of the American IPA, which is now effectively regarded as a classic style. But let’s be honest, adding lactose to IPA isn’t that far removed from adding it to a stout.

It should also be mentioned that it’s not just the brewers of Britain who have a history of modifying their beer with sugar. The Belgians, regarded by many as the original craft brewers due to their disdain for set styles, have long used simple, fermentable sugars in their recipes to lighten body and dry out a beer’s finish.

Lactose, again deals in the opposite. This complex sugar can’t be fermented by beer yeast, and so any beer in which it resides will retain its richness and sweetness.

As with all beer, balance is vital. Too much lactose and the beer will become thick and cloying. However, when used sparingly, lactose sugar lends a lightly sweet, almost nourishing-tasting boost to these beers.

It’s yet another example of craft brewers pushing the envelope; but this time, using an ingredient that has a long-standing tradition in brewing.

8 The Publican

FROM SALOONS TO TASTING ROOMSTHE HISTORY OF BEER PARLOURS

Chris Fisher, the first female beer parlour waitress in Vancouver. August 1970. Courtesy of Ken Oakes/Vancouver Sun (70-1930)

by Jan Zeschky

8 The Publican

9The Publican

From the sawdust-floor saloons of the 19th century to the ritzy cocktail lounges that sprang up in the 1950s, the evolution of licensed premises in BC is closely tied to two things: the hotels that housed them and government control of the liquor industry.

Yet, 100 years ago the province’s liquor industry as a whole was staring at oblivion, following a referendum in September 1916 that favoured Prohibition. BC officially went dry on October 1, 1917.

Although Prohibition was overturned three years later, it wasn’t until 1924 that licensed drinking establishments were allowed again in BC.

BC’s Drinking ProblemTo understand the authorities’ concerns over alcohol, it’s worth bearing in mind that BC had a pretty serious drinking problem in the 19th century. The rate of alcohol consumption in BC was nearly

double the national average in the 1890s, writes Robert Campbell in Demon Rum or Easy Money, a history of government control of liquor.

A powerful temperance movement soon took shape, urging the need for moderation for the sake of society. Squarely in their sights was what they deemed to be that den of iniquity: the saloon.

The Rise of SaloonsSaloons in BC took after the British tradition of the inn, providing food and shelter as well as drink. Perhaps the most famous saloon in BC’s history was the one belonging to Gassy Jack, around which the community of Gastown, and later Vancouver, was formed.

To control the number of saloons, the government required them to be housed in hotels in the hope that the high cost of operation would act as a deterrent. It had little effect, however, with many unlicensed saloons operating under the radar and many hotels effectively operating as saloons by another name.

The temperance movement, which had a growing wing calling for complete Prohibition, focused in on this breakdown in regulation, citing the saloon as a hub of drunkenness, drugs, crime, and prostitution.

Helped in their cause by the First World War and its pressures on resources, the “dry’s” got their wish when British Columbians voted for Prohibition.

However, BC became anything but dry. Many saloons remained open, selling legal “near beer”, a watery 1.5% ABV brew. Many new unlicensed saloons appeared too, competing with hotels. Both sold illegal liquor, ready for quick disposal upon the sight of an inspector.

The Fall of ProhibitionWhen it was clear that Prohibition had been a failure, the government set another plebiscite, asking voters to either keep it or replace Prohibition with strict government control. In 1921, they voted the latter.

At first, government stores were the only way the public could buy liquor. Saloons had been banned, but soon pressure emerged to bring them back. Liquor store prices were set discouragingly high, which meant that bootlegging continued. Meanwhile, private clubs, in which the laws around selling beer remained murky, drew hundreds of members.

The most famous saloon in BC’s history was the one belonging to Gassy Jack, around which the community of Gastown, and later Vancouver, was formed.

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Together with the Moderation League movement, the newly organized British Columbia Hotels’ Association (BCHA) lobbied the government for the right to serve beer by the glass. The BCHA saw the chance to at least partially alleviate the crippling effects of post-war depression on the industry by having controlled alcohol sales.

The Birth of Beer ParloursIn 1924, the province brought back beer by the glass and the beer parlour was born.

These parlours were the result of an informal arrangement between the government and the BCHA. Hotels were deemed to be the most suitable venues because they already had the facilities and space, as well as the tradition of licensed public drinking.

However, the government, likely fearing the Wild West days of the saloons, laid down some draconian rules on how beer parlours should be run.

Only draught or bottled beer was allowed; no food, soda or cigarettes. Only one brand of draught beer could be served. Patrons couldn’t stand with their drink, but were instead served at tables by waiters. There was no bar. There was no advertising. No entertainment or games of any kind were allowed.

June 30, 1944. Beer Parlour at the Kinsmen Carnival. Courtesy of Donn B.A. Williams / City of Vancouver Archives #: CVA 586-2866

11The Publican

Pubs had to provide food and entertainment to prevent patrons from drinking to excess.

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The atmosphere is neatly summed up in the title of Campbell’s history of the beer parlour, Sit Down and Drink Your Beer.

For a time, only men were allowed in beer parlours, with the authorities citing the saloons’ past reputation for prostitution. Soon, a separate space was allocated for women and escorts – but during the Second World War, officials’ fears over a “fifth column” of venereal disease led to a six-foot-high partition being installed between the two sections of the parlour. The rule wasn’t repealed until 1963.

The Arrival of Entertainment and FoodBy the 1960s, some other rules had been relaxed. The 1953 Government Liquor Act allowed music, radio and TV in beer parlours and sandwiches could be served. At the same time, restaurants and cabarets were given the chance to apply for liquor licences and cocktail lounges were allowed for the first time. The BCHA, which had battled unsuccessfully to keep its monopoly on licensed premises, now fought to keep control over the beer parlour. Luckily for the hotels, the conservative Social Credit government saw no need to further relax the liquor laws.

“The BCHA resisted change, so did the province, and what emerged was a profitable status quo for both sides,” Campbell says.

New Neighbourhood PubsThings didn’t significantly change until 1974, when a new NDP government unveiled a raft of liquor reforms, including the first licences for neighbourhood pubs. In a complete reversal to the thinking behind beer parlours, these pubs had to provide food and entertainment to prevent patrons from drinking to excess. Beer parlours, meanwhile, were given the right to serve wine in a bid to attract more women and standing, at last was allowed.

The varying models of licensed premises soon began blending into each other. By the 1980s, the beer parlours in their original guise had all but disappeared. Today, many of the old parlours have been refurbished beyond recognition, while others, such as those at the Empress and Balmoral hotels in Vancouver’s Downtown Eastside, have fallen into sad decline.

It was Expo 86 that symbolically sealed the beer parlour’s fate, when liquor laws were relaxed for the world’s fair. British Columbians got a taste of pub culture and liked what they saw. The politicians of the day approved Sunday opening hours for pubs as well as BC’s first private liquor stores.

New Liquor LawsWhen the provincial liquor policy review began in 2014, many more of the laws dating back to the repeal of Prohibition were relinquished.

Now, alongside pubs, bars and restaurants there are tasting rooms, lounges and picnic areas at BC’s growing number of breweries, distilleries and wineries. In the former beer parlour of Pat’s Pub at the Patricia Hotel in Vancouver, there’s now an in-house brewery. In Courtenay, there’s a brewery lounge attached to the Best Western the Westerly Hotel. The evolution continues.

12 The Publican

WITH NEW F&B SOFTWARE

MANAGING YOUR PUB

12 The Publican

by Kathy Eccles

13The Publican

High-tech bar management software can do everything from tracking food and labour costs to monitoring real-time performance remotely. For those looking for a new pub operations platform, it can take time to wade through the pros and cons of the array of new technology on the market. Alternatively, it can help to rely on the expertise and experiences of others, including reliable third parties conducting market research on the best available systems.

Research Unbiased Third Party Sources For many pubs and bars, the POS system is the most important technology under their roof. In March, BusinessNewsDaily.com published its top picks for “Best POS Systems 2017.” The e-zine’s editorial staff reviewed programs that could do more than just process sales and payments. They looked for “additional time-saving features such as inventory management, staff management, marketing tools, customer data gathering, [and] task automation.” High scores went to POS systems that were cloud-based, iPad- and Android-friendly, offered 24/7 support, could be specifically tailored to individual business needs, or were cost-effective for small operations. Top-rated systems offered a range of features, from setting automatic discounts during happy hour to pre-authorizing credit cards and managing a music playlist.

Online software research firm, Capterra provides

personalized software-to-business matches, industry-specific blog posts, and a score list of bar and restaurant management software based on customer reviews. The site allows users to search their industry and use filters to look for desirable features, such as split checks, gift card management, online ordering, and loyalty program support.

Software advisors at Softwareadvice offer free telephone consultations and data-driven assessments that can also help managers choose the best operating solutions for their pub or bar.

Shop Face-To-Face with Multiple VendorsAt the Nightclub & Bar Trade Show in Las Vegas last year, Dave Lindsay, a partner at Kelowna’s Train Station Pub, was impressed with a demonstration of BevSpot’s bar management software. It tracks orders, takes inventory, makes sales data accessible on any device, and backs up information on the cloud. Within a few months, the new software program was up and running at his pub.

Lindsay’s pleased with his choice: “We looked for a system to help us better manage our overall beverage program. Others out there are draft-specific. These guys can work off our smart phones or tablets. Each person can dial in.”

Lindsay confirms the system has had a positive impact on the pub’s bottom line, cutting back on labour costs for conducting weekly inventories. “It imports data from our POS to give us our variances, ounces to bottles. It can break down which items rank higher in sales, can remove an item, or come up with something different.” He adds, “We can build drink recipes right within the system using different spirits and see how it costs out.”

The set-up process for the new software took about five weeks. Lindsay advises there were weekly procedures that had to be completed to get the system ready to go. During the transition, BevSpot “made it almost painless,” he says, noting, “They gave us great feedback and held us accountable to keep us on track with reminders ‘You need to check on this.’”

The system has had a positive impact on the pub’s bottom line, cutting back on labour costs for conducting weekly inventories.

14 The Publican

Consider Technology that Suits End-UsersTwo years ago, the Mark James Group (MJG) was on the search for a new operating platform. Fraser Boyer, director of operations recalls, “We knew we had to move, but didn’t know who to go with. TouchBistro ticked off the most boxes for us.”

Boyer favours the system for its flexibility. “It’s cloud-based and not tied to any office. I can see how many cheeseburgers we sold in Whistler, at what time, from a beach in Vancouver. Other systems we use complement it.”

MJG uses the software at three of its pubs and restaurants, including BrewHouse in Whistler, which now has about 20 iPads linked to the POS, allowing staff to conduct transactions with guests inside and outside on the patio. The system suits the end-users, servers who are mostly in their 20s. Boyer stresses, “The millennials understand it. It’s forward-thinking. It’s cloud-based, and Wi-Fi-based. It makes their lives easier.”

Boyer also likes the system’s ability to download data into spreadsheets using any of his devices. Working on his laptop, he says, “Right now, I’m sitting in Yaletown doing month end at one of our other locations, and I’m doing Whistler next.”

Seek Advice from Industry PeersPeers, influencers from within and outside a given sphere, and even competitors can provide valuable perspectives gleaned from their own experiences.

Carl McCreath, president of restaurant operations for Steamworks Brewing Company, shares his past experience with a software vendor, where cultural differences in product descriptions were just one issue. “We heard a great sales pitch and switched to a new provider. The way it handled taxes, [had] weird inventory descriptions, and the stability of the system was a nightmare. It was problem after problem.” After that, McCreath concluded, “If it’s not a reputable brand and a proven system with historical results, I’m not interested.”

Four years ago, McCreath chose Optimum Control to manage costing and inventory control at the 754-seat Steamworks Brew Pub in Vancouver’s Gastown. “I’ve saved a lot of money because of it,” he notes, but concedes that the program is labour-intensive. Only McCreath, a couple of managers, the chef, and sous-

chefs are trained on the program. He doesn’t recommend it for smaller pubs or restaurants. “You can spend too much time counting your costs and if you don’t spend so much on labour, it’s not worth it.”

He explains, “Optimum Control is suitable if you have a 50-item menu using a lot of ingredients.” He uses it to price menu items, maintain a costing score card, and for inventory control of commodities. “It can tell you how much chicken you should have used, how much you did use, and then you have to go figure it out.”

When looking for a new platform, McCreath advises, “Get references and be incredibly thorough. Talk to people who are using the software and truly understand what it can do.” When talking to sales people, he cautions, “If it’s too good to be true, it is.”

McCreath uses Optimum Control to price menu items, maintain a costing score card, and for inventory control of commodities.

15The Publican

Wholesale & Hospitality Sales

Wholesale

Hospitality

PRODUCT LITRES % CHANGE

Beer Domestic BC Commercial 40,513,763 -10.5%Beer BC Micro Brew 5,148,504 +16.1%Beer BC Regional 8,962,577 +3.0%Beer Import 10,249,765 -6.0%Cider Domestic & Import 3,814,956 -1.7%Coolers 3,900,244 +2.7%Gin 362,384 -0.5%Rum 1,323,216 -1.7%Tequila 190,103 +6.0%Vodka 2,276,933 -2.0%Whisky 2,168,774 -1.0%Wine British Columbia 10,424,330 -7.2%Wine Canadian 144,928 +40.7%Wine USA 2,330,503 -7.2%Wine Total 21,204,835 -4.6%

PRODUCT LITRES % CHANGE

Beer Domestic BC Commercial 7,383,110 -11.6%Beer BC Micro Brew 2,239,677 +11.8%Beer BC Regional 2,085,410 -5.4%Beer Import 2,255,073 -8.1%Cider Domestic & Import 458,316 -6.1%Coolers 162,553 -8.2%Gin 66,083 +9.3%Rum 97,734 -9.6%Tequila 62,105 8.1%Vodka 244,930 -6.5%Whisky 153,484 -2.2%Wine British Columbia 1,314,921 -7.3%Wine Canadian 14,619 -5.3%Wine USA 219,965 -11.6%Wine Total 2,391,076 -7.3%

Sales in Litres with % Change 2016 vs. 2015October - December 2016 – LDB’s 3rd quarter

Source: BC Liquor Distribution Branch

16 The Publican

ANALYZE STAFFING LEVELSLOWERING LABOUR COSTS

by David Swanston

Managing employees’ performance and controlling labour costs continue to demand a significant portion of management’s attention. Fueled by increasing minimum wages, labour scarcity, and hyper competition for talented staff, operators are finding it increasingly difficult to attract and retain strong employees. Paying wage premiums as well as lower team performance and productivity have resulted in higher payroll costs, cuts to staffing levels, and inferior customer service.

In any retail operation, the largest overhead cost is usually for staffing. Not only is payroll a regularly occurring expenditure, along with it are the additional associated costs of taxes, benefits, vacation, sick days, etc. Managers stressed by dropping margins might consider reducing payroll to improve cash flow, but this may be counter-productive. Less is not always better, as

lower staffing levels can reduce effectiveness while increasing other risks such as loss due to theft. Over time, inferior service will result in sales decreases, prompting the need for additional labour reductions. This negative cycle will prove difficult to break.

Setting Minimum Staffing LevelsTo avoid this paralyzing downward spiral, it is critical for operators to ensure that they are achieving the minimum effective labour cost for their business. This target will vary for each operation based on a variety of factors. A store could start by planning to schedule one salesperson per shift based on a predetermined amount of sales, and add a second person only when forecasted sales are going to exceed that amount. That amount will vary in each

store, depending on the value of your average sale.

However, loss prevention must also be considered. Although a small store may get away with one person being cashier and salesperson, that situation creates issues with theft since one individual would have difficulty watching the exit if they are assisting a customer with product selection.

The desired customer service level must also be considered, as minimum staffing levels make it difficult for staff to spend quality time giving advice, building relationships, and promoting customer loyalty. Industry averages provide a good starting point, but schedulers must consider the unique characteristics, service processes and objectives for their operation when determining minimum staffing levels. Sometimes, a lower labour cost is not better.

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Contingency StaffingScheduling managers should avoid contingency staffing. Often, businesses schedule employees at certain levels “just in case”. Some of the examples include “just in case the store gets an early rush”, or “just in case the cashier can’t handle the long line-up”. Managers must track business volumes and schedule at levels that reflect what they reasonably expect, not what might happen. Staff and managers can always be stretched to get through unexpected busy periods, but significant amounts of money are often wasted with staff working well below capacity as they wait for business that might happen.

Start and Stop TimesAdjust your start and stop times. Many operators by convention schedule staff to start on the hour or half hour. Business normally doesn’t follow these time periods, so it is illogical and costly to schedule staff this way. Employees often start their shift at slower times and get gradually busier or wait until every customer has finished or the store closes before they leave. Adjusting start and stop times to reflect ten- or fifteen-minute increments will allow managers to better match the number of staff scheduled throughout the day with actual sales flows. These small efficiencies will add up to large savings over time and will have minimal impacts on service levels.

When extra staff is needed on scheduled delivery days, an employee could be brought in for a few hours to handle the receiving, storing, and stocking of the goods rather than being scheduled for a full shift.

Making Schedule AdjustmentsOnce schedules have been rationalized and a new labour plan is implemented, management must still be prepared to monitor and make adjustments on the fly based on actual business conditions. This may involve starting an employee early to help with an unexpected rush, calling extra staff during holiday periods or when receiving deliveries, or keeping someone later should business volumes warrant it.

Calculating VariancesLabour variance reports can be used to measure the effectiveness of management’s response to business fluctuations and to facilitate future schedule adjustments. Forecast sales and labour targets, based on the posted schedule, can be calculated for each day of the week. Following each business day, the actual sales and labour expenditure (including full labour costs) can be determined and compared to the targets.

The resulting variances will reveal the effectiveness of management to react to actual business fluctuations that deviate from the norm. If sales were lower than expected, did management take steps to cut staff accordingly? If sales were above forecast, was management able to achieve a less than proportional increase in labour? Not only can this be evaluated for the whole operation, it can also be quantified for each staffing function to help target areas for improvement.

Reducing TurnoverIn reality, your staff might be your largest non-product cost, but they are also your biggest asset. It has been estimated that the cost of employee turnover - including hiring, training, and limited productivity - can range from 20-30% of an employee’s salary. Even though you’re trying to lower overall labour costs, ensure you pay your staff fairly and offer good benefits so you can retain good employees. Retention is often more correlated to how employees are treated and their level of satisfaction than pay levels.

Maintaining Customer SatisfactionEfforts to lower labour costs will be wasted if they result in decreases in staff performance and customer satisfaction. Management must set the context for the new labour model by establishing and maintaining high service standards. Setting the bar high for customer service - and not accepting less - will create a culture that promotes productivity and high performance. With staffing set at appropriate levels, not only will labour costs be reduced, but employees will be busy, productive and positive. These steps will be the foundation for long-term profitability and superior service, and will provide operators with a sustainable competitive advantage.

David Swanston is a Hospitality and Foodservice Consultant and Principal of Focused Industry Training Seminars. He is a faculty member at the University of Toronto Department of Management and is an instructor at other major Canadian university business schools. Since 1997 he has helped a wide variety of organizations develop and launch new concepts, turn around troubled operations, and improve sales, profits, controls and efficiency. He welcomes any comments. Contact him directly at 905.331.6115 or contactsmc@swanstonconsulting.ca

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by Tim Ellison

Wine Report

The Wines of OntarioWine culture is here. You see it every night at your bar and in your retail store. Your guests snap up value wines from the south of France and Italy, eastern Spain, and pretty much everywhere in the southern hemisphere as well.

However, they are also loyal supporters of BC wines (even at a premium price) and are keen to support the wines from their home country. Additionally, wine lovers are always on the hunt for something new. And to celebrate our nation’s 150th birthday, why not make that something ‘new’ a little something from somewhere else in Canada? Say Ontario?

Presently, there aren’t too many choices. Ontario’s reputation as a pioneer and senior statesman in the Canadian wine world hints at this being as good a place to start as any. They have the capacity to reliably supply export markets. They have enough depth and range of quality, styles, and price levels to satisfy all types of consumers.

In 2012, the BC government allowed shipments of wine made from Canadian grapes purchased for personal consumption from other provinces to BC. Ontario doesn’t really have any laws restricting the practice. And in democratic countries like Canada, if something isn’t expressly prohibited, it is assumed it is permitted. The results are that consumers are seeing more and more Canadian wines from outside BC and they are curious about them. They want to buy and try them and share them with their friends. This sounds like an opportunity to me.

Ontario Wines Available in BCThere are a few Ontario wineries represented in the BC market by any number of importers. Ask your various reps if they have any other Canadian wines in their portfolio. If they don’t supply Ontario wines, ask them to recommend someone they know who can help you out. It strengthens their relationship with you, makes them a valuable resource, and creates a mutually beneficial opportunity for all involved. If there are specific wineries that your customers are asking after, contact them via their websites and ask who represents them in BC. WinesofCanada.com is a good resource. They list and provide links to a surprisingly large number (almost 250 in Ontario

alone) of Canadian wineries and the site allows search by province and region. According to Wine Country Ontario (winecountryontario.ca/media-centre/ontario-wine-available-outside-ontario) the chart below lists all the wineries that presently have representation in BC:

Angels Gate WineryBlack Prince WineryCave Spring CellarsChâteau des CharmesClosson Chase VineyardsDiamond Estate WinesFielding Estate WineryHenry of Pelham Family EstateInniskillinPelee Island WineryPillitteri Estates WineryRivervies CellarsStratus VineyardsTawse WineryWillow Springs Winery

Ontario Wine RegionsThere are three primary regions further subdivided into 16 sub-regions as recognized by the Ontario arm of the Vintners Quality Alliance (www.vqaontario.ca).

1. The Niagara Peninsula is shaped by the natural wonders of the Niagara Escarpment and the majestic Niagara Falls. The Niagara Peninsula provides ideal cool-climate conditions for wine growing. Its diversity has resulted in the identification of 10 sub-appellations.

2. Lake Erie North Shore stretches along the warm, shallow waters of Lake Erie. Vines in this southerly appellation enjoy the most sunshine in Canada, providing excellent ripening conditions and full bodied wines.

3. Prince Edward County borders Lake Ontario and the Bay of Quinte. This appellation–Ontario's newest wine appellation–is surrounded by water and features a rich terroir dominated by stony soils.

Wines Showcased at VIWFLately thousands of wine lovers had a chance to taste the wines of Ontario as there were a number of their wineries represented at this year’s Vancouver

International Wine Festival. They demonstrated that there are quality wines being produced at a price that consumers will find appealing. Some highlights were Le Clos Jordanne, Bachelder, Domaine Queylus, Hidden Bench Estate Vineyards & Winery, and Trius Winery.

Tawse also made an appearance. They make an amazing Reisling and sumptuous Meritage. The Meritage is expensive, but it’s a top-end red from one of the country’s most ambitious estates. A classic blend of Merlot, Cabernet Franc and Cabernet Sauvignon, with a smooth, soft core of berry and dark chocolate infused with sweet pipe tobacco, earth and vanilla. It gives Napa a run for its money at 2/3 the price. It’s perfect with beef or lamb roasts and is opulent all on its own.

Another standout was Closson Chase, which is based in Prince Edward County in eastern Ontario, but the grapes hail from Niagara’s Beamsville Bench district. These are fabulous wines from world-class grape grower and winemaker Deborah Paskus.

Colio Estate Winery was there pouring some gems from their Lake Erie North Shore appellation.

Also in attendance was the powerhouse that is Château des Charmes. They have an imposing estate on the Niagara landscape, and it remains a family-run affair. They have built a reputation for consistently producing good wines at affordable prices. Other producers at the Vancouver International Wine Festival included Norman Hardie Vineyard and Winery, Inniskillin Niagara Estate, Jackson-Triggs Niagara Estate, Pelee Island Winery, and Pillitteri Estates Winery.

So consider offering your patrons something different from right here at home. I think it’s good to keep things in Canada. Let’s grow our own wine economy and culture by supporting our fellow hard-working Canadians whose dedication and skill have helped make this country the best place on earth for the last 150 years.

Tim Ellison is a Canadian Certified Chef de Cuisine and Sommelier with almost

a half century of experience in the hospitality industry. Currently, he is the

Director of Food and Beverage Service at The Vancouver Club.

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New ABLE BC Members & AssociatesABLE BC welcomes the following new members and associates:

• Asahi Canada• Black Bear Pub in Nanaimo• Bowen Island Beer and Wine Cellar• KD Technical Services• JM Media• Squires Four Liquor Store • The Blarney Stone Irish Tavern

BC Hospitality Industry AwardsABLE BC and the BC Hotel Association announced the winners of the inaugural BC Hospitality Industry Awards at the SUMMIT Industry Dinner on April 3rd. These awards recognize the province’s most exceptional hoteliers, liquor retailers, and publicans.

Names in the Newsby Marina Lecian

L-R Jeff Guignard, Paul Rickett, Al McCreary. Courtesy of Landon Sveinson Photography.

Michelle LeSage & Terry Farmer. Courtesy of Landon Sveinson Photography.

Paul Doherty

Recipients were nominated by their peers for their outstanding contributions to their communities, leadership in business, and the inspiring impact they have had on our industry.

Liquor Retailer of the Year - Paul Rickett, Bowen Island Beer and Wine CellarPublican of the Year - Paul Doherty, The Blarney Stone Irish Tavern in Big WhiteHotelier of the Year - Michelle LeSage, Oak Bay Beach HotelHotelier of the Century - Terry Farmer, Accent Inns/Hotel Zed

AwardsOkanagan Spirits Craft Distillery received five Gold, one Silver and two Bronze medals at the 2017 World Spirit Awards. Gold medal winners included Taboo Absinthe, Aquavit, Blackcurrant Liqueur and Haskap Liqueur, along with the Laird of Fintry Single Malt Whisky being a repeat gold winner.

Congratulations to Church & State Wines on winning Best New World Chardonnay with its 2015 Chardonnay BC VQA Okanagan Valley at the 27th New World International Wine Competition in February. This wine was also awarded Best of Varietal and Best of Class. Other notable awards from this competition:

Best of Class / Double Gold - Church & State Wines 2014 Merlot BC VQA Okanagan Valley

Gold - Backyard Vineyards 2014 Gossip Red BC VQA Okanagan Valley Backyard Vineyards 2016 Pinot Gris BC VQA Okanagan Valley

8th Generation Vineyard’s long-time tasting room employee, Yolanta Malkovska, has won the Customer Service Award from Destination BC and the Tourism Industry Association of BC. This award recognizes frontline employees whose exceptional customer service contributed to outstanding experiences for visitors.

Okanagan Crush Pad in Summerland received the Sustainability Leader Award from their local Chamber of Commerce on March 17. They were also co-recipients of the Award for Excellence in Agriculture. These awards celebrate excellence in green practices seeking out the most innovative, ambitious and effective initiatives for achieving environmental sustainability and recognize outstanding contributions to the advancement and promotion of the agricultural industry in Summerland.

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by Joanne Sasvari

Back in 1918, when George Washington Ward settled his property overlooking Okanagan Lake in South Kelowna, he knew he was on to a good thing. A big plot of gently sloping, sandy loam that was sun-soaked during the day and cooled by lake breezes at

night seemed like the perfect place to plant an apple orchard. And so it proved to be, which is why nearly 100 years later, when his descendants launched their line of hand-crafted apple ciders, they named Wards Cider after him.

“My Great Grandad Ward immigrated from England and brought with him a love for apple cider,” says Jennifer Molgat. “As our family cider business develops, it is gratifying to know that we are building on something historic.”

For over half a century, the family orchard was the site of Wards Packinghouse, which was built in 1922. Originally, local farmers would bring horse-drawn wagons full of apples to be sorted, crated and

shipped to market. However, times changed, and with the onset of larger co-op packing plants, Wards Packinghouse closed. Then in the 1990s some changes were made to the orchard. Half of the 111-acre property was transformed into vineyards and the other half was devoted to cider apples. Instead of just using eating apples the way most of BC’s cideries do, they decided to do things the way they do it back in the old country and plant European cider varieties. Over the years, sweet fresh market varieties have been replaced by tart apples with names like Bramley, Jersey Chisel, Bulmers Norman, Porters Perfection, Lord Lambourne, Belle de Boskoop, and Cox’s Orange Pippin.

In 2007, historic Wards Packinghouse became the home of The View Winery and Wards Cider under the direction of grandson Chris Turton and great granddaughter Jennifer Turton-Molgat.

“I had actually gone off and started another career. I was teaching elementary school, which I loved, and I had also started a family,” describes Jennifer, who is the mother of two young children. She was just coming off maternity leave, when her father approached her about being involved in a cider project on the property. “That really appealed to me. I love the history and the viability of the land,” she

A D V E R T I S I N G F E AT U R E

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says. “I really, really love the process of growing this beautiful fruit, all the people involved, and the pride of the local industry–you really feel a part of something special.”

Wards Hard Cider is the company’s approachable flagship cider. Picker’s Hut Premium is a touch drier and comes in an attractive 650 ml painted bomber bottle. Pickers Hut Winter Spice, its seasonal counterpart, is delicious served chilled or warmed up, and is released for the winter season in November. Wards Ginger Apple Cider is made with natural ginger and has a zippy spiciness and a crisp, refreshing finish. Festive Cherry Apple Cider is a blend of apple cider and tart Montmorency cherry. It boasts delicate, well-integrated cherry notes and an attractive rosé hue.

These are all clean, crisp ciders with plenty of luscious, apple flavour and just a hint of sweetness. They are wine-like in their crisp, clean, well-balanced style and are made according to very similar processes; indeed, the same team is behind both Wards ciders and The View’s wines, including the Wine/Cider-Makers Kristy French and Mike Anderson.

“The cider apples have a relatively high acidity,” Jennifer explains. “The reason it’s so nice to have the high acidity is that we can achieve a flavourful, fruit-forward cider with a nice, natural, crisp finish. Plus, we ripen our apples to the extreme. We give them lots of hang time on the tree until they’re fully ripe. That’s how we get nice natural sugars and a rich complexity of flavours.”

Jennifer Molgat, President

Mike Anderson, Wine/Cider-Maker

Kristy French, Wine/Cider-Maker

The timing couldn’t have been better to launch a prestige cider brand. Cider sales are soaring; it’s the fastest growing category in liquor retail sales. Like craft beer, craft cider is particularly popular with a young, discerning market as well as people searching for a lower-alcohol, gluten-free option with the food-friendly qualities of wine.

“The cider business has almost become glamorous,” Jennifer describes with a laugh, “But, really we’re just farmers. It all starts in the orchard.”

Trends aside, what really sets Wards Cider apart is its use of tree ripened, cider apples–and the family’s 5th generation apple growing legacy. “Our vintage building and our historic

family land really have soul," Jennifer says reflectively. “We’re branching out, but we always remember our roots.”

Order a product from the Wards Cider portfolio for your store:

Wards Cider +144543Festive Cherry Apple Cider +698084Wards Ginger Apple Cider +880443

Picker’s Hut Premium Cider +749143Picker’s Hut Winter Spice Cider +451633

For more information, visit www.wardscider.com.

Represented by The Wine List 604-630-3076 in the Lower Mainland and Vancouver Island and Cat&Co Wine agency 778-581-9463 in the

Okanagan and Kootenays.

A D V E R T I S I N G F E AT U R E

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The Strath is, quite simply unique in BC. Co-owner Grant Olson describes his family’s Victoria property as “a beverage-oriented hotel” and laughs a little when he says, “I think we were a little bit crazy to keep pouring dollars into creating and growing this entertainment complex.”

The Strathcona Hotel is a sprawling historic property that covers the east side of the 900 block of Douglas Street. Known as “Victoria’s Entertainment Centre,” it boasts several bars as well as the 72-guestroom hotel and the Strath Ale, Wine & Spirits Merchants liquor store. It opened in 1913, originally as an office

The StrathAle, Wine & Spirits Merchants

by Joanne Sasvari

building called the Empress Block. The building was expropriated for officers’ barracks during the First World War, then reborn as the Strathcona Hotel when the war ended.

In 1946, Olson’s grandfather, Barney Olson, bought it for something to do after he’d sold his bus company, Trans Canada Coach Lines to Greyhound. The hotel had fallen on hard times and was badly in need of what would become the first of many renovations. Barney’s sons, Keith and John, started working in the hotel and slowly the family started transforming it into a downtown Victoria landmark.

On July 1, 1954, the Olsons made BC history when they opened The Strathcona Room. The 32-seat space where Big Bad John’s hillbilly bar is now located, was British Columbia’s first cocktail lounge; the first drink ordered was allegedly a martini. Although Prohibition had been repealed in BC in 1921, the Strathcona Room was the first place in Victoria to sell beverage alcohol by the glass since the law was enacted in 1924.

Today, the hotel’s venues have a capacity of 1,600 and comprise the Distrikt Nightclub, The Sticky Wicket Pub and Restaurant, the Rooftop Patio with

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its beach volleyball courts, Big Bad John’s, The Clubhouse, and the Games Room. However, for many locals and visitors alike, its prime destination is The Strath Ale, Wine & Spirits Merchants, which has been selling fine wines, spirits and beers since it opened in April 2004.

“This was back when the government was going to get out of the liquor store business,” Grant Olson says. He travelled to Alberta, which had privatized its liquor stores a few years earlier, to study how the high-end private liquor retailers operated in Calgary and Edmonton. His plan was to open a sophisticated store that would not only cater to downtown business people, but would supply surrounding hotels and restaurants, including The Fairmont Empress. “We were setting up to be a full-service retailer providing product to all those outlets,” Olson explains. “A month before opening, we were informed that the BC Government was not only NOT getting out of the liquor business, but rather it was going to open stores on Sundays, build more and bigger stores and add refrigeration.”

And so, Olson says, “We decided to go big or go home.”

Instead of becoming a convenience store like so many other private retailers, the Olsons decided to become a destination for the finest quality products, such as whisky. “We’ve become the centre of the scotch scene in Victoria,” Olson says. The store’s manager, Megan Carson, adds, “We’re one of only two retail outlets in BC for the Single Malt Whisky Society, with new releases every month. I’ve managed the store for just over a year now, so I’ve inherited a lovely selection of whiskies and a knowledgeable staff, but it’s not just the whiskies.”

The store also promotes the growing number of high-quality local craft beers, wines and artisan spirits. “We seem to be finding these interesting spec products and getting them to our customers,” Olson says. Carson adds, “And there’s more coming along all the time. I’m struggling with space, and we have all these good things we want to sell.”

As a result, they have developed a booming trade selling to tourists who are specifically looking for regional products. “We’ll get some nice big yachts that will load up when they’re in the harbor, and that’s always a nice buy,” Olson describes. “We had a Chinese navy ship that came in right before Christmas and they bought every single bottle of ice wine in Victoria.”

Education and service are also an important part of the store’s strategy. Highly trained staff features wines of the week, leads specialized tastings, and plays a key role in the Victoria Whisky Festival and Art of the Cocktail. Plus the Strath supports everything from sports teams, Kidsport, Women in Transition, as well as marquee events such as the annual PGA Golf Tournament and the Victoria Highland Games & Celtic Festival. “We’re trying to be a good community supporter of all sorts of things,” Olson says.

In part, it’s because the Strath’s many venues appeal to every market from seniors’ bus tours to sports teams to business people.

“We committed as a family and team to create and grow a unique, multifaceted venue a long time ago, opening venues that are dynamic, and we continue to renovate every couple of years to keep people coming back," describes Grant. Simply put “There’s something for everyone at the Strath.”

We seem to be finding these interesting spec products and getting them to our customers.

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HOW THEY IMPACT YOUR BUSINESSLIQUOR POLICY CHANGES

by Michelle Carr

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It’s been full steam ahead at LCLB in the months following the many liquor policy changes that took effect January 23, 2017. The work initiated by my predecessor, Doug Scott, has continued and I am proud of the accomplishments we’ve achieved so far in working toward implementing the 73 recommendations of the Liquor Policy Review Final Report.

Our work is ongoing at the Branch, and finding a balance between industry’s needs, public interest, and public safety has been, and continues to be, top of mind. I know that many of the new policies have had a direct impact on you and your business. In order to answer common questions ABLE BC members have raised, I will attempt to clarify some of our new policies here.

Non-Traditional Businesses Applying for a Liquor Primary LicenceAny business, except one that operates in a motor vehicle or is primarily directed at minors, can now apply for a liquor primary licence. This new policy allows businesses, such as spas and art galleries, to offer liquor as an additional service to their patrons. The application process, including fees, gathering the views of local residents, and the terms and conditions of the licence are the same for all businesses applying for a liquor primary.

So far, we have seen a very small intake of non-traditional businesses applying for a liquor primary. The vast majority of liquor primary applications are still from bars, pubs, and night clubs.

There have been some questions about how this new policy affects licensing in movie theaters. In fact, movie theaters have been able to hold a liquor licence since 2012. This has not changed. Today, there are five licensed cinemas in the province.

Promotions with Agents and ManufacturersFood primary and liquor primary establishments may enter into a joint promotion with a liquor manufacturer or agent to feature a manufacturer's products during an event, such as a brewmaster's

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at establishments. There are still strict requirements concerning what both the manufacturer/agent and the licensee must do during such promotions, which are outlined in the new Terms and Conditions handbooks.

or winemaker's dinner. This joint promotion is allowed as long as the event includes a full meal and the liquor served at the event is purchased through the Liquor Distribution Branch. The full rules around these joint promotions have not changed and continue to be outlined in the new Terms and Conditions handbooks, available on the LCLB website.

What has changed is that manufacturers and agents are no longer required to have a theme night or an educational component to promote their products

Food primary and liquor primary establishments may enter into a joint promotion with a liquor manufacturer or agent.

Sampling RulesLicensee retail stores and wine stores are now permitted to sell samples (or give free samples) when conducting their own consumer tastings. They may also host a maximum of two manufacturers or agents providing free samples in their store at one time. Manufacturers/agents are still not allowed to sell samples; they can only provide samples free of charge.

When sampling within a food primary or liquor primary establishment, the licensee may sell samples (they cannot give them away) and a manufacturer/agent can only give samples for free (they cannot sell them).

Sampling sizes for manufacturers on their manufacturing sites and at markets remain unchanged. However, sample sizes for retail stores, food primaries and liquor primaries have been increased to half a standard drink–whether there is a charge or they are provided for free. Half a standard drink is 75ml wine, 175ml beer, or 20ml spirits in total per person, per day, divided as the licensee chooses.

In addition to the maximum sample size allowed, there are other rules both the licensee and the manufacturer/agent must follow when samples

are being provided, such as who must serve the samples. Full details on sampling rules and consumer tastings can be found in the new Terms and Conditions handbooks on the LCLB website.

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Product Vouchers for Retail StoresBC has rules around how liquor products can be advertised, sold or promoted, which complement the federal government’s rules surrounding advertising of alcoholic beverages. For example, no advertisements or promotions may exist that encourage overconsumption. For this reason, ‘Buy 1 Get 1 Free’ promotions on liquor products are strictly prohibited. This has not changed.

Manufacturers and agents may provide vouchers for liquor products directly to members of the general public. The rules around these vouchers have not changed and are outlined in full in the new Terms and Conditions handbooks, available on the LCLB website. Vouchers must be redeemed at participating retail stores only (not at bars, pubs, or restaurants), must specify how much liquor is redeemable, and are subject to the following size restrictions:

• Wine: The smallest available size per product per vintage (not exceeding two litres) • Spirits: One bottle of the smallest available size per product (not exceeding 750ml)• Beer/cider/coolers: 12 of the smallest available bottles or cans (total not exceeding four litres)

Michelle Carr is Assistant Deputy Minister of Liquor Control and Licensing Branch.

Licensee retail stores and wine stores are now permitted to sell samples (or give free samples) when conducting their own consumer tastings.

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STOCK YOUR SHELVES FOR SPRINGCIDER GROWTH STRONG

Courtesy of Darby’s Pub.

by Tim Vandergrift

Craft beer currently has the biggest share of mind in retail today, and the beer category is still Canadians’ #1 choice for beverages. However, other categories are showing strong growth – cider in particular. According to Statistics Canada, national beer sales were up 3.1% in fiscal 2015 while the cider category tripled that at 9.2%. Total category sales for cider are only 10% of beer sales, but no other category is seeing such large increases.

Driving the new interest in cider are two phenomena. The first is the interest in gluten-free products. Consumers who want a moderate-alcohol beverage and are trying to avoid grain-based beer are looking to cider.

The second is the ongoing interest of Millennial consumers in ‘authentic’ experiences. A lot can

be said about them as a consumer category, and Millennials have a record for focusing on products right at the tipping point of popularity. Their interest is fuelling not only a revival of traditional artisanal European ciders, but also new local brands from apple-growing regions like BC and the Pacific Northwest.

ProducersThe category has attracted the attention of international beer companies in Canada and the US who identified cider as a profitable brand extension. The cider brands of one Canadian brewery now account for more than 23% of national marketshare.

Recently, medium-sized producers such as regional

breweries and apple producers have launched their own product lines to capitalize on the market.

The craft category of ciders is smaller than national/regional brands, but it generates most of the interest and the fastest growth. Unlike larger brand manufacturers, these craft producers tend to be orchard-to-bottle operations, using apples from their own or other local orchards, without concentrated juices or flavourings.

The CidersMost of the national and regional brands fall into the same description: fruit forward, off-dry to sweet, well carbonated, and between 4% and 8% ABV. These not only meet current consumer

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expectations, they also have broad appeal as an alternative to beer and mixed drinks.

Craft ciders tend to be very different. In some cases they are fermented with specialty yeast, which can add intense character and sometimes a unique wild yeast ‘funk’. Some are aged in oak barrels, or even married to hops for increased complexity.

Also in this category are artisanal ciders from Europe. These include examples from Spain and France, fermented with indigenous yeast in equipment that’s hundreds of years old. These ciders appeal to discerning drinkers who love craft products and seek out intensity and authenticity in their drinking experiences.

Not all craft cider is earnestly traditional and apple-only: blended and flavoured ciders are being made with local fruits like raspberry, cranberry and blueberry, appealing to drinkers who want a refreshing twist on plain apples. Perry, a cider made from pears, is also a small but strong niche. With softer flavours and a more rounded finish it has distinct appeal.

CustomersIn a 2011 survey, 76% of BC’s cider drinkers were found to be between the ages of 25 and 44. More recent surveys of US consumers showed that 38%

of cider drinkers are under 35 years old (compared to 17.5% for beer drinkers), and 50% earn $70,000/year or more. Another key market identified for these ciders is women, who account for 46% of cider sales. Consumer demographics like these bode well for long-term interest in the category.

Producers are taking their sales cues from the craft beer market, using the same kind of packaging and POS that appeals to upscale beer connoisseurs. This attention to positioning attracts buyers who are willing to pay a premium price and are engaged in the idea of a handcrafted product.

Generating new sales is the single toughest task facing a liquor retailer, and competition for consumer dollars is intense. Despite strong growth, cider is still a small category, making it easier to manage than wine or spirits, and consumer interest

is not only higher than it has ever been, it is on course to increase at double-digit rates for the foreseeable future.

Factor in the demographic appeal of cider and it becomes obvious that as a retailer you can’t afford to miss the opportunity to cash in on cider sales, both for your immediate bottom line and for future growth.

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38% of cider drinkers are under 35 years old and 50% earn $70,000/year or more.

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USING YOUR DATA TO MAKE INSIGHTFUL DECISIONS

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by Tim Shein

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“The goal is to turn data into information, and information into insight.”

Carly Fiorina, former CEO of HP

Your point-of-sale (POS) system is collecting data every day, but what are you doing with that information? Some people think that collecting and analyzing big data is reserved for large corporations that can afford marketing departments and analysts, however, small businesses can benefit just as much.

The data you collect can be used to do a great deal of significant, proactive and impactful actions for your business’ future survival. You can improve your cash flow, increase profits, manage your front end better with staffing decisions, focus on important metrics to improve operations, and increase focused marketing. These are just a few of the significant key performance indicators for your business to grow.

A Case StudyLet’s meet Lee, one of your loyal and regular customers! You and your staff know him by first name. You recognize his needs and have a sense of what he is looking for by engaging and interacting with him.

The data you collect can be used to do a great deal of significant, proactive and impactful actions for your business’ future survival.

Lee has been frequenting your store for years, and by listening to his requests and watching his purchases and interactions, you bring in his favourite products, knowing he will buy from you because you listened. Lee feels that he is relevant to your business. However, Lee has a busy lifestyle, so how do you make his life easier and more convenient while making your business more relevant to him? Letting him know when you have a new scotch for him to try, or a special promotion on one of his favourite products will make him even more loyal.

Using Point-of-Sale-RecordsAnalyze the answers to these questions: How big is your average sale? (You may be missing opportunities for upselling.) What products are moving slower than others? Why? (You can look for creative ways to sell slow-moving inventory and ensure you don’t buy more of those products.) When are your busy times during the day or week? What times of the week are slower? (You can improve your cash flow by managing the hours the store is staffed during consistently slow periods and improve customer service by adding staff during peak times.)

Managing InventoryHaving control over the tracking of your inventory allows you to make informed and intelligent

32 The Publican

decisions on just-in-time inventory or buffer stock. Do you know how long the supply chain takes to fulfill your stock? Tracking your inventory allows you to better control it.

Promoting LoyaltyLet’s look at Lee again. Anticipating Lee’s purchases and the timing of his needs will make him feel special, relevant, engaged, and invested in your business. A loyalty program will not only give you great information, it will reward your loyal customers.

Analyzing Social Media and your WebsiteHow can you survive a day without hearing about Twitter, Facebook, Snapchat, or Instagram? Social media and your website are critical to your brand and the future of your business. Analytics show the demographics of your audience so you can market to more people within a particular demographic.

Examine what people are saying about you or your establishment and be sure to reply to both positive and negative reviews. Follow your customers, like their comments to show them you’re paying attention to them, and make note of concerns to improve your service and selection.

Developing Marketing StrategiesData reports bring you information allowing you to gain insight to deliver timely and powerful marketing messages. As you’re finding out more about your customers, divide your database into the types of products each customer likes and the types of events that interest them, so that when a new product comes in you can instantly let your customers know about it. For example, those customers that enjoy wine tasting events can be delivered a personalized invitation to a special vintner’s event. You can create a feeling of adventure, curiosity and a sense of discovery!

Be sure all of your marketing materials, including e-news flyers, reflect your brand and corporate identity.

Improving your Bottom LineWhen you capture and analyze your data you can increase sales, manage your team, control expenses, manage prices, service existing customers and attract new customers. Talk to your service provider and find out the best way to capture the relevant data to achieve your goals.

Tim Shein is Principal, King Business Services Corp. Helping customers with peace of mind for their POS needs and

preparing them for their future growth!

Having control over the tracking of your inventory allows you to make informed and intelligent decisions.

33The Publican

BC Hospitality Foundation Update

It’s time to swing into summer! The summer months are arguably some of the busiest months of the year for hospitality professionals. Pubs, liquor stores, restaurants and hotels are full of happy travellers from across the province and beyond, excited to explore the best of what BC has to offer.

For the BCHF summer signals the arrival of our annual Hospitality Golf Tournaments. This year’s Vancouver Tournament takes place at Westwood Plateau Golf & Country Club on July 10 (supported by ABLE BC and the BC Hotel Association), followed by our Victoria Tournament (in partnership with Tourism Victoria) at the Westin Bear Mountain Resort on September 19.

Thanks to the amazing golfers, sponsors, and volunteers that make these tournaments a success. The money raised goes directly to supporting more than 150 hospitality workers to date in financial crisis, while providing almost 140 scholarships to future industry leaders. We could not have done that without your support.

Some of these recent beneficiaries include Zach Wheeler, a restaurant worker in Vancouver, Mickey Golodinyi, a bartender from Vancouver, Jason Jacques, a server from Victoria, and Dominika Pilat, a server at a pub in Vancouver. At time of writing, your charity of choice has provided emergency financial assistance to more than 10 industry workers across the province, with $50,000 in combined support. And that’s just in 2017 alone.

In recognition of Canada’s 150th birthday, we encourage you to get out and explore the best of BC’s legendary hospitality and acclaimed local products. Sip the latest vintages from our progressive local wineries, either at their tasting rooms or at your favourite liquor store; head to a local pub to sample unique culinary delights, paired with locally-produced spirits, ciders, and other tasty beverages, each one served with authentic homegrown charm.

34 The Publican

AdvertisersABLE BC 36Barnet POS Systems 31BC Hospitality Foundation 33BCHF Golf 32Black Fly Beverage 17BWI Business World Inc. 11David Herman & Son 6Distillers Pride 6Granville Island Brewing IFCHomelife Benchmark Titus Realty 27Independent Distillers 5,6,7,BCJM Media 4Johnstone's Benefits 27

Matthews Campbell 34McClelland Premium Imports 10MJB Lawyers 26Mt Begbie Brewing Co 6Northwest Stoves 33RBC 33Red Truck Beer Co. IBCRoyal LePage Sterling Realty 14Sun-Rype 9Sysco 25Ward's Cider 20-21Western Financial Group Ins Solns IBC

May 18Dish ‘n Dazzle, featuring wines of AustraliaVancouverwww.bchospitalityfoundation.com

May 24Top Drop VancouverVancouverwww.topdropvancouver.com/trade

May 27-June 5Vancouver Craft Beer WeekVancouverwww.vancouvercraftbeerweek.com

May 28-29The Grape and The GrainSurreywww.thegrapeandthegrain.ca

JUNEJune 3-5Tofino Food & Wine FestivalTofino www.tofinofoodandwinefestival.com

June 18East Kootenay Beer FestivalFairmont Hot Springswww.fairmonthotsprings.com/events-and-festivals/beerfest/

JULYJuly 10BC Hospitality Foundation Golf TournamentVancouverwww.bchospitalityfoundation.com

July 14-17Taste: Victoria’s Festival of Food and WineVictoriawww.victoriataste.com

AUGUSTAugust 6Galiano Wine & Beer FestivalGaliano Islandwww.galianowinefestival.com

August 6Romancing the DesertOsoyooswww.desert.org

August 13Mile High Wine & MusicVernonwww.thewinefestivals.com

MAYMay-SeptemberLCLB Educational Sessions for Licenseeswww2.gov.bc.ca/gov/content/employment-business/business/liquor-regulation-licensing/health-safety-education/licensee-education-program

May 2IVSA New Product SalonVictoriawww.ivsa.ca

May 4-14Annual Kamloops Wine FestivalKamloopswww.tourismkamloops.com/annual-consumer-wine-festival

May 8IVSA New Product SalonVancouverwww.ivsa.ca

May 14Art of Wine FestivalChilliwackwww.chilliwackculturalcentre.ca

Upcoming Events

35The Publican

by Marina Lecian

What's New?Helderberg Winery Cabernet Sauvignon 2013 displays aromas of blackcurrant, dark plums, red berries, light lead pencil whiffs and hints of fynbos. On the palate the wine exhibits a great balance of ripe fruit character with an elegant, structured and silky finish. 750ml $15.23 whsl +8342

Le Cellier des Princes Rosé la Princesse This dry Rosé wine has a brilliant and bright colour. It is very aromatic with intense red fruit aromas and citrus. In the mouth, its freshness with a moderate acidity and bright fruits show a great balance. The label will change once the temperature reaches 12°C/53°F. 750ml $11.35 Whsl +262022

DFJ Vinhos 2013 Paxis Red Blend This dark, structured wine with its balanced blend of Touriga Nacional, Touriga Franca and Tinta Roriz is firm with tannins and dense berry fruits. Full in the mouth, it is a concentrated wine that brings out a strongly chalky texture. 750ml $9.99 whsl +4083

Dr. Zenzen 1636 Pinot Noir On the palate you have a hint of raspberries and strawberries at the beginning leading to a jammy finish. 750ml $18.60 whsl +643544

2016 Miss Molly Kitchen Thief Sauvignon Blanc expresses an explosion of fruit forward aromas, dominated by guava and tropical fruit salad. The palate is full-bodied, textured and balanced. It is rich and ripe in style. 750ml $12.99 whsl +522045

Domaine Gautheron Chablis Vieilles Vignes 2014 is a very traditional Chablis made from 55-year-old vines, fermented and matured in stainless steel vats. It has fresh, floral aromas, apple flavours and a complex, rich minerality. The palate is fruity with notes of citrus and green apples. 750mL $26.99 whsl +958512

Wente Beyer Ranch Zinfandel This full-bodied Zinfandel has aromas and flavours of raspberry, blackberry, spice and black pepper. It has a firm tannic backbone and ripe chewy finish. 750ml $15.98 whsl +600239

Le Grand Noir Chardonnay 2015 has a fresh, pineapple flavour, with a subtle hint of oak and a touch of mango and ginger. 750ml $12.39 whsl +818575

Le Grand Noir Cabernet Sauvignon 2015 The blend of rich blackcurrant Cabernet and gently peppery Syrah makes this a distinctive wine. The vanilla character of the oak is subtly present and the tannins are softer than in many Cabernets. 750ml $12.38 whsl +818575

Chateau Mont Redon Lirac Rouge 2014 offers plenty of substance and depth in its crème de cassis, blackberry, pepper and wet rock-like minerality. It is medium-bodied, perfectly balanced, pure and streamlined. 750ml $22.03 whsl +581074

Sweet Casal Garcia presents a lime juice colour with a clear appearance. This is a fruity and balanced wine, showing an excellent texture in the mouth. 750ml $9.15 whsl +28858

Wine

Lohin McKinnon Craft Distilled Single Malt Whisky Matured in premium oak barrels, this smooth and refined small batch Whisky is made from the finest Canadian Malted Barley and Pure BC water. The aroma is pleasantly woody and has rich, dark fruity notes like cherry or grape, subtle honey, and vanilla. 750ml $44.95 whsl +194571

Destilerias MG Master’s Gin is distilled with refined cereal alcohol and a careful selection of aromatic plants and citrus fruits. The Master’s citrus note is achieved by macerating lemon, sweet orange and bitter orange rind in grain alcohol for 12 months. 750ml $29.99 whsl +684704

Samuel Adams Fresh as Helles is an unfiltered Helles Lager with orange blossom and natural flavours, dry hopped with Mandarina hops. 6x355ml bottles $10.54 whsl +17866

Moosehead Anniversary Ale 473ml can is a truly Canadian pale ale brewed with 100% Canadian ingredients sourced from coast to coast. 473ml $2.19 whsl +52132

Beer League Craft Brewed Lager was designed to be a best in class craft beer with an easy drinking flavour. 15x355ml $15.00 whsl +19610

Twisted Shotz Moscow Mule Kick is a quality mixed drink that has two great flavours in one Shot! The great taste of Lime Liquor on one side & Ginger Liquor on the other. 4x30ml $6.95 whsl +335836

Vodka Mudshake Espresso Martini is smooth and easy to drink. With a sophisticated touch of espresso it’s the perfect indulgence that can be enjoyed hot or cold. 4x270ml $9.88 whsl +002983

Truly Spiked & Sparkling uses all natural cane sugar in the brewing process. The cane sugar fermentation provides a crisp, clean flavour profile just like sparkling water. No artificial sweeteners or flavours. The 12-pack variety pack has three flavours: Colima Lime, Grapefruit & Pomelo and Pomegranate. 12x355ml $21.10 whsl +3283

Mobile Wine Merchandiser has a durable steel tube construction which allows you to maximize merchandising capabilities in a small amount of space. www.actionretailoutfitters.ca

Feature Wine Tasting Station This mobile fixture features a tabletop ideal for sampling products in high impact areas. Angled wire shelves support additional stock while providing an eye-catching display opportunity. www.actionretailoutfitters.ca

Spirits

Beer

RTD

Other

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by Danielle Leroux

ABLE BC Membership Update

ABLE BC Webinar Series Launches May 25, 2017Beginning this spring, ABLE BC members and industry professionals will have online access to exclusive webinars and training guides. These online training tools have been designed by ABLE BC with the liquor store and pub owner, manager, or staff member in mind. Our goal is to help you adopt industry best practices and adapt to today’s changing business environment so you can raise revenues, grow your customer base, and increase profitability.

I am excited to announce our first webinar will take place on Thursday, May 25, 2017 presented in partnership with Bert Hick and Rebecca Hardin of Rising Tide Consultants. Attend this 45-minute webinar to learn more about:

• Recent liquor policy changes that most impact your business

• What liquor inspectors are looking for when they inspect your establishment

• Key components of a binder you should keep on site to satisfy an inspector’s questions

• Recent changes to the licensee terms and conditions

To register and learn more visit: https://ablebc.ca/membership/webinars/

Future webinar topics include: inventor y management, store layout, HR and staff training, marketing and social media, financial management, workplace safety and compliance, and consumer behaviour. If there is a topic you would like to see covered for yourself and your staff please don’t hesitate to contact me at 604-688-5560 or danielle@ablebc.ca.

If you are interested in participating in a webinar and sharing your expertise, please reach out to me.

Attend a Member Meeting in your CommunityABLE BC’s Executive Director Jeff Guignard is hitting the road again this spring with a series of member meetings across the province. Whether you own a pub, liquor store, hotel, or simply have a professional interest in the liquor industry, these

meetings are a critical opportunity for us to answer your concerns directly and to learn, face-to-face, about the issues that matter most to you and your business.

Non-members are always welcome. For upcoming meeting dates and locations visit https://ablebc.ca/events/ or contact our office at 604-688-5560.

Join ABLE BC Today for as Low as $55 per MonthOnly by working together can we build a thriving and sustainable private liquor industry, so please consider joining the Alliance today. Our annual membership fee for liquor primaries and private liquor stores is $675, and each additional license is $375. Our annual membership fee for associates (industry suppliers, service providers, manufacturers, agents) is $420.

How to join: visit www.ABLEBC.ca and sign up for your membership online or contact Danielle Leroux (Manager of Membership and Communications) at 1-800-663-4883 or danielle@ablebc.ca.

LIQUORRETAILER.comVisit

www.LiquorRetailer.com

38 The Publican

Spotlight on Unique BC Craft Spiritsby Shaun Layton

First craft beer, then craft spirits. BC is in a golden age for those who like to indulge. Many distillers in BC started off with unaged spirits, because something has to pay the bills. By law, whisky in Canada has to be at least three years old, so distilleries have to do more than just wait for their spirits to mature. Clear spirits are also quite popular in North America, and with the booming cocktail culture, possibilities are endless for craft spirit producers. Here are some examples of unique and delectable bottlings in BC.

Vermouth is a product that could use a little more attention these days. It’s known to be a key ingredient in many classic cocktails. Vermouth’s elegance and beauty served solo or with a couple of ice cubes and a slice of orange, is a tipple not widely enjoyed on this side of the pond. In Europe, vermouth is much more than just that dusty bottle grandma pulls off the shelf at Christmas dinner. Vancouver’s Odd Society Spirits started making their bittersweet fortified wine with a base of BC Viognier grapes. Wine distiller Gordan Glanz adds upwards of 25 botanicals including wormwood, gentian, and local foraged goods like arbutus bark. Three types of citrus (orange, lime, and lemon peels) round out the pleasant, yet complex vermouth. Look for their very small batch expression that is further aged in ex-bourbon barrels. It’s a real treat.

Gin is something we have seen a lot of from our young field of distillers, though we are now seeing some very bold and exciting ingredients going into the bottle. Sheringham Distillery debuted their Seaside gin last year, and it’s a striking expression of our terroir. The Seaside gin uses a handful of traditional botanicals, but what makes this gin truly unique is the addition of locally harvested winged kelp. You may wonder, “How can a gin taste like the sea?” To me it is a walk along the sea shore, with waves pounding the beach, and kelp being left behind. While juniper and citrus do play a part on the palate, a refreshing floral and fruity profile dominates the nose. A briny, savoury note lingers nicely on the finish. This gin is just begging for some ice and an artisan tonic.

Serious cocktail imbibers may think amaretto is long gone, as are the sickly sweet 1980s cocktails that made it famous. The liqueur, which is based on apricot kernels (not almonds), is making a comeback thanks to a couple of BC boys. James Lester and Richard Klaus run the Sons of Vancouver Distillery in North Vancouver. The painstaking process of finding the perfect recipe took 82 tries, hence the name No.82 Amaretto. The silky smooth liqueur features only five ingredients, based on the boys’ wheat- and barley-based vodka. Apricot kernels, bourbon vanilla beans, and orange peel flavour the brew. A kiss of blackberry honey adds sweetness and a luscious mouthfeel.

Aperitivo in Italy is more a lifestyle than routine, kicking back at a cafe in the early evening, facing a lively piazza, crushing Spritz and Americano cocktails. Goodridge & Williams Distilling in Delta has launched Bitterhouse, a line of potable bitters. Bitterhouse Rubato is infused with different herbs and spices, with rhubarb being the highlight. Don't get thrown off by the colour, this candy apple red elixir is far from sweet. Ripe stewed rhubarb

aromas lead to bright, fresh strawberry on the palate, with an innocent, yet bitter finish. Rubato Negroni anyone?

One thing that never left, and isn’t going anywhere soon, is vodka. The square of the spirit world, vodka is colourless and odourless. Our friends at Wayward Distillery in the Comox Valley have made a nectar so alluring that one would swear they must be breaking the rules. What’s the secret? Natural, unpasteurized BC honey is fermented into honey wine or “mead”. The mead is carefully distilled and blended with glacier water, resulting in a truly sultry spirit. Pop a bottle of this in the freezer and pour it straight into a chilled glass, ice optional. It’s a product truly emphasizing the quality and complexity that can come from great ingredients and meticulous standards.

With more and more distilleries setting up shop all over the province, keep your eyes peeled and lips puckered for new and innovative spirits. Ask distillers to conduct tastings at your store and add these local ingredients to make a new signature cocktail in your bar.

http://independentdistillers.ca