Craig, you run a consultancy service for export and distribution in the beverages market… Tell us more about your experiences in the consumer goods industry.

For the past eight years, I’ve specialised in exporting premium British alcoholic beverages, working with regional and national producers to bring their brands to a global audience.

Collaborating with breweries, cideries, and distilleries, I’ve helped position their products in key markets across Europe, North America, and Asia. Emphasising the unique provenance of British drinks—whether distinctive regional water profiles, traditional apple varieties, or centuries-old distilling techniques—has been key to differentiating them internationally.

I’ve built strong relationships with specialist importers and distributors, ensuring these brands reach the right consumers through carefully selected channels.

Additionally, navigating Brexit, international shipping, regulatory compliance, and quality control in transit has given me valuable expertise in alcoholic beverage supply chains.

The growth of the beverage market has grown exponentially; what do you attribute this to?

Due to some significant changes, the global beverage market is expected to reach a staggering £380 billion by 2029. Product innovation and diversification within the industry have been spurred by shifting consumer preferences. Manufacturers are responding more and more to the increased demand for plant-based and functional beverages.

Younger consumers are favouring alcohol-free and low-alcohol options. Domestically, this is demonstrated by the specific shelf space set up for it in retail establishments as well as on and behind bars in the on-trade. Additionally, export markets are seeing an increase in demand for these products from overseas consumers.

What are some of the common errors that wholesalers (*suppliers) make when exporting their drinks abroad?

Common export mistakes include poor market research, labelling compliance, value chains, unreliable partners, lack of cultural adaptation, and impatience.

What are the main factors to consider when researching new markets?

Success requires understanding local markets, navigating regulations, setting competitive prices, choosing the right partners, and being prepared to invest and be committed for the long term.

How important are regional branding strategies to serve the new markets targeted?

Successful exporters walk a fine line between staying true to their brand identity and adapting their messaging to connect with local audiences. Each market brings its own distinct challenges—different consumer behaviours, competitive landscapes, regulatory frameworks, price sensitivities, and cultural nuances.

The art of adaptation lies in making your brand relevant to new audiences without losing your core essence. Get it right, and you’ll stand out from competitors while navigating compliance requirements and positioning your products effectively. Get it wrong, and you risk alienating potential customers before they’ve even tried your products.

The most effective exporters understand that this isn’t about completely reinventing your brand for each market—it’s about thoughtful adjustments that respect both your brand heritage and the unique characteristics of each market you enter.

How do you approach buyers with your product?

When engaging with export buyers, I emphasise what makes British drinks truly unique and impossible to replicate elsewhere.

Our ales owe their distinctive character to regional water profiles, particularly the mineral-rich hard water that gives our bitters their signature dryness.

When it comes to cider, the secret lies in our traditional bittersweet and bitter sharp apple varieties, cultivated for generations in historic orchards. These apples provide the ideal balance of tannins, acidity, and natural sweetness, creating a depth of flavour that sets our ciders apart.

This British character gives our portfolio a genuine competitive edge in international markets, where consumers are increasingly drawn to products with true heritage and provenance.

How can a business manage its cash flow to support its growth and international distribution?

Managing cash flow for international growth requires strategic planning. Implement rigorous forecasting to anticipate shortfalls before they become critical. Negotiate favourable payment terms—securing deposits from overseas clients while extending supplier payments creates working capital advantages.

Consider specialised export finance solutions like trade credit insurance and factoring to protect against non-payment risks and release tied-up cash. Optimise inventory management to prevent excess stock, particularly important with longer international lead times.

Develop currency management strategies to minimise exchange rate risks and explore government export support programs, which often provide valuable cash flow assistance. Ensure your pricing strategy accounts for all international costs, including tariffs, shipping, and compliance.

The key is balancing growth investments with maintaining sufficient liquidity to navigate the inevitable challenges of international trade.

How has BREXIT changed the distribution process for the drinks market?

The post-Brexit landscape has hit UK drinks businesses hard. Many European importers have simply dropped British products from their portfolios due to the added costs and red tape. This has created a domino effect—as SKUs get delisted, companies lose vital export revenue, forcing them to cut production and operate less efficiently.

The real-world impact has been painful. Businesses have had to make tough choices, including staff redundancies, while some companies that relied heavily on EU sales have shut down completely, unable to find alternative revenue quickly enough.

How do you keep a work-life balance?

By setting clear boundaries on working hours, creating physical separation between work and home spaces, taking proper breaks throughout the day, and scheduling time for family, friends, and personal interests.

Where do you see the opportunities in the drinks market?

The no/low alcohol category has transformed dramatically, now offering sophisticated, credible alternatives that stand on their own merits rather than merely mimicking alcoholic counterparts. These products deliver complex flavour profiles and social drinking experiences without the alcohol.

Premiumization continues to drive market growth, with consumers increasingly willing to invest in quality products backed by compelling narratives about provenance, craftsmanship, and values alignment.

The functional beverage sector is experiencing remarkable momentum, particularly drinks offering probiotic benefits and digestive wellness. What’s particularly interesting is how products like kombucha have successfully crossed over from specialist health stores to mainstream retail, appealing to a broader audience seeking both health benefits and sophisticated taste experiences. These fermented beverages satisfy consumers’ dual desires for wellness advantages and the complex, adult flavour profiles traditionally associated with alcoholic drinks.

Do you feel there is enough support from the government for the export market?

I believe the government’s export support falls significantly short of what UK businesses need to compete effectively. The current system is fragmented across multiple departments, creating a confusing landscape that’s particularly challenging for SMEs without dedicated export teams.

The financial backing available through UK Export Finance simply doesn’t compare to what our European competitors receive from their governments. Digital resources tend to offer generic rather than targeted information, while trade missions often seem designed more for political visibility than for creating genuine business opportunities.

Post-Brexit, exporters face considerable new regulatory hurdles that we’ve largely been left to navigate independently. There’s a troubling disconnect between the ambitious rhetoric about export growth and the insufficient practical support that’s available on the ground.

How has social media changed advertising and marketing strategies for business?

Social media has transformed marketing by enabling genuine two-way customer conversations rather than one-way broadcasting. The precise targeting capabilities now available make marketing investments significantly more efficient, along with analytics to measure the impact.

Additionally, social media platforms have lowered barriers to entry, allowing smaller businesses to compete effectively against much larger competitors through creativity rather than budget alone.

Customer service has also become a public-facing marketing function, with responses to enquiries and complaints directly impacting brand perception and purchase decisions.

Where do you see your business developing over the next 5 years?

Though we’re still in our early stages, I can see the necessity over time to expand our product range beyond our current core categories. Consumer preferences are in constant flux, so our ability to respond swiftly and adapt our offerings will be crucial to ensure we are well-positioned to meet emerging market demands and capitalise on new opportunities as they arise.

If you could give some advice to anyone planning a launch for a new drinks brand, what would it be?

If you’re entering the drinks market, you’ll need to offer something genuinely distinctive. Test your product thoroughly with potential customers before launch; feedback is invaluable. Create branding that stands out yet authentically represents what the drink is about. Above all, be patient. Success rarely happens overnight but comes to those who consistently refine their product while building meaningful relationships.

Lastly, if you weren’t running your business, what would you be doing?

Involved in export and sales in some capacity!