PM Spirits

Provider of Geeky Spirits

Passion Powers The Hustle

Nicolas PalazziComment

The past 12 years showed me that if one really really believe in something, if one relentlessly go at it, if one surrounds oneself by good people who help one in those moments of doubts (Tactical Nuclear Penguin), eventually someone might notice.

A over a decade ago i had started organizing a break-even bottle event where a friend at a bar or restaurant i knew accepted to give me a PDR or some sort of private space for a couple hours. A special bottle would be chosen, something cool and weird and rare and it would be sold by the ounce, at cost, on a first come first served basis. I was emailing a list of indsutry people, explained why i had picked that bottle, gave a day and time and would mention that the event would go on for as long as there would be liquid left in that bottle.

I had nothing to sell, PM wasnt a thing yet nor even a thought, i had no real plans of what i would be doing in the business. I felt it was just an accasion to for one who likes booze to pop in for 10mn without the certianty there would be anything to drink left, have a taste, have a quick chat and leave. On paper, it sounded like a cool idea and as i truly wanted to learn more about spirits in general, it was a way to force myself to read and learn about that specific bottle i had selected.

In practice very, very, very few people showed up for the first 10 or 15 tastings.

One night in a bar of the South Street Seaport, the bottles (with an “s”, there were two) were this high-proof beer by Brew Dog called Tactical Nuclear Penguin; in my mind it was kind of exciting to drink/taste/chat about a 32% beer. Turns out that 45mn after the start of this tasting, i was still on my own as not a soul had showed up. Then a lady walked in (Kara, you remember..?), probably thinking that everybody had gone already. Little did she know... She was the only person to show up that night which in itself was great, as nobody got in the way of us introducing each-others and chatting for a bit. Fifteen years later i can still taste the feeling i had of how much of a loser i must have looked like to the restaurant’s staff seeing a dude by himself doing an event that nobody is showing up to.

I have been sing this example to tell my girls that if they deeply believe in something, and if the first attempts are failures, they should keep going despite the unpleasant feeling the failed attempts generate in one’s brain.

Thoughts On Import Brand Creation & How To Approach The US Market

Nicolas Palazzi

In my opinion, Brand Owners would benefit from doing some of the following:

  • Understand that nobody is waiting for one's brand to be available; the market is likely already saturated or close to it, especially in the US. Every brand/product on the planet is either already there or trying to enter the market right now.

  • Learn about the market, its organizations (tiers), and margin structures.

Being successful in Germany, Australia, or Belgium is great. It means nothing about how the brand will fare in the US.

  • Define your Global Suggested Retail Price point (GSRP) for the Product.

This is the suggested retail price one's product should be sold for at shops/retailers around the world, should the stuff be available worldwide. Seeing widely different price points for the same thing on sites such as wine-searcher.com is not helping anyone.

  • Walk back from said GSRP for each target market based on said market's structure, to define how much one needs to sell the Product to the Importer.

Inevitably some markets will see higher profits than others, the home market often being one of them. This means that with a three- and in some states, a 4-tier system, one would realize that one's home market prices are likely too low to not see the US retail be 3 or 4 times that amount.

  • Identify which product or line of products will likely be a good fit for the market.

Too many items may be a hindrance; too few might turn off the Importer and/or wholesaler (too much work for only one SKU). Ideally, each product occupies a specific need/price point/has a well-defined individual story.

  • Where does said product(s) fit in the market (retail? cocktail?) in one's mind.

Does reality fit with the intended use (is this item replenishable? is its price point in the target market suitable for cocktails? etc…)

Answers can be provided by prospective import partners as well as any actors with actual market experience (operators such as bars, restaurants, or retailers).

  • Trademark the brand name in the market.

Ideally, the brand is relatively easy to pronounce; one is aware of whether it could have a meaning in the language spoken in the export market. Research as to the existence of similar brands in the same category (beer/wine/spirits) in the market might be helpful: the brand will need to be registered via the TTB for importation to the US. If a similar brand already exists in the market, it might object to the registration.

  • What are one's sales projections for the market (after the intro period, e.g., in year 2 or 3)?

    • How much margin does this represent for the Brand Owner?

    • For the Importer?

    • For the Wholesaler?

Based on volume projections and margins, assess how hard people might want to fight to promote/sell the product(s).

A single SKU of a niche product, which will require time and efforts to likely sell 100 cases in year one and generate 6K in profits for the importer (or wholesaler), might be a hard sell.

  • Meanwhile, saturate one's home market.

  • Network with the expats (bartenders/buyers/influencers) who live in one's home market and are coming from the target country.

  • Bring value, be nice, be helpful, create genuine relationships; don't try to sell anything.

  • Ask those you have become tight with if they are willing to make introductions with some of their fellow nationals in the trade.

  • Send samples, get people to come visit, have them have a good time. Build trust and mutual respect.

  • Build brand recognition over diverse social media platforms by using day-to-day, behind-the-scenes wins, knowledge about a region/category/production, etc., as content.

  • Research importers: the importer's network of wholesalers and the ability & willingness of each importer and wholesaler to tell the story/fight the fight is key to success.

  • Approach importers with one's understanding of the market, clear & realistic goals, and an established network of friends.

  • Talk to several potential importers, ask questions, have the importer come up with what she thinks are realistic numbers, show that you are informed, learn from these conversations, identify the people you naturally click with.

  • Compare one's goals/ambitions/business plan to the Importer's assessment.

  • Be aware that the strategy of having several importers for the market might seem safer from the outside as one doesn't have all one's eggs in one basket. Yet it is likely to:

    • Be time-consuming to manage many relationships

    • Lead to price discrepancies on the territory

    • Create a situation where an importer who is supposed to only be selling in specific markets might eventually start selling in a state she is not supposed to, leading to one's product being available in the same state via several wholesalers (which might be legal or not, depending on the state) and at different price points. It is upsetting to many and does not look professional.

    • Make national chain retail plays virtually impossible

    • Make it hard or impossible to move to one single importer for the territory

The secrets to maybe becoming successful are: the right import & wholesale partners and a lot of PATIENCE.

Thoughts on Meaningful Connections (and Respectful Sales)

Nicolas PalazziComment
  • I believe real connections are made between two people only when each presents herself to the other party as she really is.

We've all been waited on by someone who clearly is playing a role; it often feels awkward (it might not be the person's fault, I get that). Unless one is a very skilled actor (most of us aren't), one can't make it click with another human if one presents one's "professional me" face that's vastly different from who "real me" is.

  • Be nice. To everyone.

In the sales game, it happens that someone walks past the people deemed "unimportant," not saying hi, and goes straight to see the perceived alpha (buyer). First, the reasoning behind being nice selectively just sucks. Everyone is important because everyone is a person. Also, acting like this will bite you back in the ass. The barback/cashier person might become the next decision-maker here or somewhere else. She will remember one and one will have deserved it.

  • Ego is the enemy. Turn it off. Be humble.

One is neither better nor smarter nor more important. Nobody cares about one mentioning one’s own accomplishments. The way these might matter is if one keeps one’s head down, and as they pile on, people take notice without one mentioning anything. Ego is what makes one dismiss someone's ideas or opinions. It's what makes one not listen to an answer while just thinking about what one has to say. Not helpful.

  • One has little to no idea what some of one’s colleagues, friends, or people one interacts with on the daily are going through in their lives. Have patience.

One might have a smile during the day only to come home, over and over again, to a dramatic situation. Don't assume people's default mode is that all is well. Those who have gone through really rough times, or still are, know (be strong). Those who have not encountered true chaos should give others the benefit of the doubt: this snappy reaction, comment, or action might have deeper roots than the obvious. 

Bordeaux to Brooklyn

Nicolas PalazziComment

I was born and raised in Bordeaux, France. When my mother was 6 months pregnant with me, my father passed away from Hodgkin's disease at age 26. I spent my first few years at my maternal grandparents' small winery/estate in the Côtes de Bourg. Then my mother and I moved to Bordeaux proper so I could go to a better school.

Weekends and every single vacation day outside of summer break were spent at my grandparents' vineyard, playing outdoors and helping out with whatever tasks I could do in the cellar or the vineyard, depending on needs. That's how I started to make some pocket money, feeding the bottling line or labeling or putting bottles in carton boxes for random shipments to Germany or Belgium.

For a couple of weeks each summer, I headed out to see my paternal family in Patrimonio, Corsica. The Corsican identity runs deep in that side of the fam, the accent is thick, the personalities strong. My grandfather - Joseph Palazzi - was a ex-Colonel in the French "Commandos d'Outre-Mer," as he would refer it as (*) having started in the St Cyr war school and proceeded to fight all the wars France had been involved in during his 40-year career. My father, Paul-Marie Palazzi, had left a strong imprint as someone very smart, landing an Armament Engineering job after having completed L'École Polytechnique (also known as L'X), which is arguably the French version of say, MIT or Harvard. His brother, Jean-Michel, also graduated from a well-known engineering school, which led him to several important jobs within the French public sector, including Director of the Corsican Environmental Agency.

On those days of July or August, Joseph and Michel were up at 4:15 a.m. reading all the newspapers they had in the house, following all the news they could. We played tennis from 7 to 9 a.m. Lights were out at 8:30 p.m. after the evening news, as the next day was starting early. Those "vacations" left a strong imprint, especially as I was going to Corsica solo as soon as I hit the age when Air Inter, the then regional arm of Air France, allowed kids to fly without adults (if memory serves, i was 6). The death of my father had created a riff between my mother and my paternal grand parents.

On both sides of the family, there was a fairly basic vision of life: the world was made of two kinds of people, the salespeople and the engineers.

The engineers, unsurprisingly, were the better ones.

It was also obvious to everyone that I should do at least as well as my father did.

As a boy, then a teen, and a young man, I never thought about anything much. I worked, was mostly hanging out by myself, and started in my mid-teens to go to the gym. I did become an engineer with two majors, chemistry and physics, but from a small, not very reputable school. It was a letdown to many. It had been clear to me for a long time that I did not have the same gifts of superior intelligence my father and uncle displayed.

I worked a few years as an Environmental Engineer for EDF, the French electricity company, doing surveys and analyzing environmental data with the goal of monitoring the impact on the environment for the French nuclear power plants. The first couple of years were good. First salaries, the impression of being on an upward track. Then things shifted.

Fast forward another year or so, and work had become uninspiring. The perspectives of moving up in the world were brought down to reality: I had a job that was secure, I was making okay money, I knew exactly, based on the school I had attended and the salary grids HR had, where I was going to land within the company at retirement age and how much I would be making then. I guess I should have seen a sign when HR offered me the job, as one of the main questions to 21-year-old me, eager to get into the workforce, was: "Do you want to work 5 or 4 days a week?". It was a real thing in France then. Les 35 heures. I took the 5-day option.

This is proof that I never thought about any of it much. I just did what was expected of me which landed me in that rather uninspiring line of work. Now, like it seems often happens to those who don't intellectualize, one day they wake up feeling weird, upset or down, and they don't know why nor how they got there.

At age 25, as I was approaching the age my father had passed, I landed in a strange mental place: anger was a fuel, I hated the job and resented the people I was working with. I had been riding motorbikes for a while, and I was pushing that 1200 Bandit harder than I should have. Had I been self-aware, I would have seen the clear auto-destructive vibe of the behavior.

The need to do something very different than my current occupation became suddenly obvious. Going to work was a dread.

My idea at the time: I had been practicing Krav Maga for a bit, really liked it, felt I wasn't too bad at it, and thought I would go to Israel, train more, get some kind of diploma, come back to France, and start a school. It never happened, probably for the better.

A meeting one random evening in Bordeaux with a friend of a friend who happened to be visiting her family in Bordeaux really got me thinking: she had an apartment in NYC on 33rd & 3rd, offered that I'd crash on her sofa and check the city out. I had never really traveled anywhere. Never been to the US. Had no plan. It felt cool. And so I went.

This experience was so mind-bending that a few months later I had quit my job in France (in this specific division of EDF, it apparently was the first time anyone had quit without a plan nor because of another job offer - those jobs were so cushy, nobody would have thought of leaving - so much so that the company rounded up everyone after my departure to assess engagement and make sure everybody was in good spirits) and moved to NYC. This was 2004.

It took a few months (I think) to find a job as a manager for a Human Embryonic Stem Cell Research lab in the Bronx. Getting a visa as an engineer was rather easy at the time. Life in NYC was just so new and awesome. But the job itself got old real quick.

I was back waking up in the morning feeling angry for no reason (though I always redirected it to do non-negative stuff like working out) and I didn't want to go to work. The same exact feelings I had in France in a more powerful version.

This is when even someone who is not very in touch with his emotions realizes that maybe, just maybe, there is something deeper to address. That there is a chance the line of work one is in is not a good fit, that one may want to rethink one's life and what one is doing with it.

I despised my work-life; I just could not wait for these work hours to be over so that real life could be enjoyed. Those feelings were very powerful, and that work-life was just so long, 5 days a week and repeating itself to no end.

It wasn't healthy to keep going, so I gave my notice and decided to think long and hard about what I really liked to do, what I felt positive about, what I could work long hours toward and not feel it was work. What I wanted to get to was to find an occupation where there was no "work-life" vs "personal life," no dread of Mondays, etc.

I liked wine, I liked booze, I liked beers, I liked drinking good stuff and reading about them, I liked smelling and tasting and learning about what I was ingesting.

I had been buying some wines here and there from Jean-Luc Le Du and had sat in on some of his seminars at his shop, Le Du's Wines. A dude in a wheelchair was working there and seemed to know his stuff. I needed money, and I wanted to learn; I asked Jean-Luc if, by chance, he did not need part-time help.

This ended up being the laboratory where the idea behind PM was born, the place where I was lucky enough to meet some of the greatest minds and most passionate wine people in the city.

The dude in the wheelchair is/was Yannick Benjamin, one of the most capable, inspiring, and knowledgeable sommeliers in the country; whether he knows it or not, he has been one of the most impactful people in my small booze career.

So many links about Yannick, it’s hard to chose which ones to link to and to sum up all what the dude is involved in. Google the guy, support Wheeling Forward, eat at Contento, buy bottles at Beaupierre.

  • https://www.winespectator.com/articles/sommelier-talk-yannick-benjamin-discusses-dignity-and-accessibility

  • https://wheelingforward.org/team/yannick-benjamin/

  • https://www.foodandwine.com/travel/restaurants/game-changers-yannick-benjamin

  • https://www.wineenthusiast.com/culture/industry-news/wine-star-awards/yannick-benjamin-sommelier/


(*) on the document that comes with his Legion d’Honneur nomination (for heroic acts of war), Joseph Palazzi was listed as “Lieutenant d’Infanterie Coloniale” then “Colonel des Troupes de Marine”.

Role & Impact of Additives

Nicolas PalazziComment

There are two approaches to thinking about the topic for one who cares about distillates expressing their personalities without makeup.

The main one goes: additives are bad.

In most cases, I would agree, though it feels like simplifying the topic a little.

Take Cognac for example: The Cahier des Charges (in French, available here:) defines the use of additives as follows:

"The blending of eaux-de-vie of varying ages and profiles is an inherent practice in the creation of "Cognac". This allows for a consistent production of a product possessing the exact and harmonious organoleptic characteristics sought after.

Only the following methods are permitted:

Color adjustment using E150a caramel (regular caramel),

Sweetening using the products defined in Article 4.9 a) and c) of Regulation 2019-787 to enhance the final taste,

The addition of oak wood chip infusions in hot water (boisé).

Their effect on the obscuration of the eau-de-vie is equal to or less than 4% vol. Obscuration, expressed in % vol, is determined by the difference between the actual alcoholic volume and the gross alcoholic volume. The infusion of wood chips is a traditional method: the type of wood used is consistent with the housing specifications set out in the production standards, and if necessary, the infusion is stabilized by adding eau-de-vie corresponding to the target eau-de-vie."

The addition of oak wood chip infusion is among the traditional methods allowed."

Note: The term "obscuration" in the context of spirits refers to the difference between the actual and apparent alcohol content, which can be affected by the addition of certain substances.

The vast majority of distillate bottles in the appellation have had a combination of some or all of these additives added to them mainly to:

make a young cognac look darker than it naturally is,

make a young cognac taste less harsh (“smoother”),

make a cognac smell and taste like it spent more time aging in a barrel than it actually did.

The aim is to have “consistent products” which the larger brands that make up most cognac sales have based their business on.

Nothing wrong here: it makes sense that a bottle of a worldwide available VS, VSOP, or XO has a somewhat consistent(*) color/taste profile wherever it can be found on the globe.

Large Cognac brands are the reason why the region and its people survive economically, between direct and indirect jobs that the Cognac economy generates.

Without the main players, there would be none of the artisanal smaller guys.

When one runs a large business, one's finance department's mission is to limit costs and maximize profits.

Cognac takes time. Time can't be hacked.

As large brands are buying their stock in bulk from hundreds of small makers, the variety is immense.

Some cognacs may have been distilled better than others. Some might have evolved quicker and more gracefully than others. Terroirs are different, some have been distilled at the estate in relatively small stills, others by professional distillers or coops in larger computer-run alembics.

To bring these various eaux-de-vies together under a brand/age designation that fits the company’s flavor profile, additives can't be done without.

Moreover, knowing that:

there is a legal minimum aging in barrels for VS/VSOP/XO of respectively 2/4/10yr,

different cognac from different provenances (the sub-appellations Grande Champagne, Petite Champagne, Borderies, Fins Bois, Bons Bois, Bois Ordinaires) are purchased at different prices (Grande Champagne being $$$ while the Bois are less so),

aging a spirit in a cellar immobilizes cash flow,

takes up space,

has a cost inherent to the work involved in caring for these barrels,

has possibly a cost linked to the capital borrowed to purchase those casks,

it appears logical that in a volume game, one will have incentives towards:

buying lower-priced distillates,

not aging cognac more than needed.

In that context, the great equalizers are caramel, sugar, and boisé.

Hence when used with the mindset of cutting corners, additives are likely not to improve the inherent qualities of a cognac much.

Granted, if the quality of the base spirits is poor, it might drink better after adulteration.

There is both an art and a science behind the use of additives.

Here again, two tiers:

Cognacs to which additives are added over a long period of time for better integration turn out better than those to which additives are dumped into 24hr before bottling. The better additives are married to the compounds that make up the cognac, the more pleasant the drinking experience might be. Take a small distiller who has a contract with larger brands or negotiant. The brand will tend to ask the distiller to keep her cognac in her cellar until the brand needs them, which is more cost-effective and easier in terms of storage for the brand. But the brand will want her supplier to store her cognac in specific barrels that the brand will send (and charge the distiller for) to the distiller’s cellar, assuring from the get-go a path towards consistency. Should one take the bond out of the empty new barrels and stick one’s finger through the bond, scratching the inside of the cask, one would often find one’s finger covered in a thin layer of boisé. Barrels have been filled with boisé then emptied, leaving a coat of the stuff that will give a color and tannin boost to the freshly distilled stuff. The use of additives over an extended period of time tends to lead to rather well-made cognacs.

Cognac to which additives are added last minute, close to the bottling date: like oil and vinegar, the different molecules are not binding, the nose is flat, the palate disjointed. These are the poorly made products that give the appellation a bad rap.

Now one should mention another layer of possible use of additives: those which have been aged, for years or decades.

It sounds counterintuitive, it is not.

For additives to marry well to the base of Cognac, they need to have had the time to bond with the molecules from that distillate.

For one who believes that additives might enhance the eau-de-vie (which is a thing) and would want to use additives to elevate their cognacs even more, they would take the opposite approach to using additives as shortcuts.

In some cellars, one can find the following:

sugar + water + cognac, the mixture at around 20% alc in a barrel,

boisé + water + cognac, the mixture at around 20% alc in a barrel,

water + cognac, the mixture at around 20% alc in a barrel.

Sugar/boisé/water cannot be aged for long periods of time without getting spoiled; this is why cognac is added so the proof of what's in the barrels is high enough to protect from bacteria.

This practice is rare as it's not improving the bottom line nor efficiency. To the contrary, it takes a LOT of cellar floor space and barrels to store lower proof 20% liquid than its 72% equivalent. It means cellars are filled with additives patiently aging in casks.

Some of these cognacs can be magnificent.

Inherently, additives are not bad. It is the intent with which they are used on most occasions that makes them so.

(*)Note that the argument for consistency is itself not as straightforward as it may seem. Some brands tend to look at markets/countries by flavor profiles, and it is possible that a VSOP might be darker or woodier or sweeter in one market versus another to fit with market research and what has been defined as the “palate” of a specific population.

*Boisé is akin to a wood-paste, a solution utilized in cognac production, derived from oak chips/fragments.

The primary purposes of boisé are:

Coloring: Young cognacs lack the deep amber hues characteristic of older spirits. Boisé provides an immediate color enhancement, making the spirit look older than it is.

Tannins: Boisé contributes tannins to the cognac, the wood compounds responsible for structure and mouthfeel.

Flavor: Boisé imparts a wide array of flavors that resemble those found in longer-aged spirits. These flavors can range from vanilla and caramel to toasted notes, depending on the preparation and aging of the boisé.

Rancio: Rancio is a highly-prized taste/smell that evolves in well-aged cognacs. It's often described as a rich, nutty, and sometimes mushroom or earthy flavor. Some boisé solutions are crafted to possess varying degrees of this rancio character, and producers can purchase boisé with a specified level of rancio.

What make PM take on a new product/supplier?

Nicolas PalazziComment

There has never been a plan nor a method. The very first distillates (Cognacs) were brought just because they really tasted great. Initially, I did not want to bother with the inexpensive and had decided against bringing the VS and VSOPs, focusing solely on the old eaux-de-vies.

But like everything, as one keeps on doing something, one might start seeing a pattern; in the case of PM, the initial one was:

1- Smell / taste -> Does one’s brain go WOW? Does that product have a personality? Would we want to drink it more than once?

2- Ask detailed questions about who/how/why -> Are corners cut? Does it feel artisanal vs. industrial? Is there a sense of place and/or tradition?

Over the years, a third principle appeared important:

3- Are the people good humans -> Does it click? Is there a genuine human connection? Are these people we would want to see/talk to/interact with?

As the business expanded to countries where the workforce might not be naturally well protected by the laws of their land:

4- Are the people who are part of the chain that makes the product fairly treated and compensated?

We have never negotiated pricing; we assume that the people we deal with have established a price that is fair for their work, which we respect.

We never used brokers to gather samples because we were looking to fill a category or a price point.

We never thought about whether the stuff would sell or not: if we get excited about it, we decide we will do our utmost to share that excitement and work hard to try and succeed.

We never had a goal to hit all main categories and/or all obvious price points.

We are looking for good products with personality, made without cutting corners, by people who are genuinely good humans and that express some sense of place and/or tradition.

We also believe that the importer can foster change by doing its due diligence as to how the product is made and how the people making it are treated. The importer can decide to import - or not - based on these findings, it has the ability to foster change for the better by creating discussions and should aim at doing so whenever possible.

Wholesale Partner vs. Wholesaler

wholesaleNicolas Palazzi1 Comment

Each state has plenty of wholesalers. Some are great, others not so much. Some are tiny, some are huge. One will kill it for you for 3 years until the one person who was responsible for 96% of your success leaves, finds a better gig, or burns out; and business drops off a cliff. Some are great at selling wine or beer or sake or booze; few successfully excel in several categories. Some states have clear answers - or answers - to the question "who should be my wholesaler." Others don't.

From an import and/or brand owner standpoint, one's network of wholesalers defines how well one's message will be told, how many people will go out into the market to fight the fight, one's product(s) in the bags, tasting people on the stuff, explaining who makes it, why and how, how much it costs, and asking for that sale.

Now, the regular way of doing business between a Brand and/or Importer and a wholesaler tends to look like this:

Supplier wants to get into market X, finds wholesaler.

Big goals/fundings/aspirations/egos go to large wholesale companies right away.

Smaller to smaller wholesalers.

"Ambitious yet realistic" annual purchase goals are set to a wholesaler who either knows they aren't feasible or decides to lie to herself thinking it will all work out in the end.

Supplier is often misled about how magical her goods are and what the market will deliver.

Wholesaler has 5 or 50 or 500 other products to launch that year, is spread thin, staff turns over, time for education is limited, few if anyone is really pumped about the new addition to the portfolio. Another product hits the warehouse.

First 18 months, things are fine. Then pressure increases slowly; by the end of year 2, supplier is not happy as targets are not met while wholesaler finds excuses. Five years into it, supplier brought in someone new to handle sales and/or investors who were in no rush are growing impatient.

Supplier switches wholesalers.

The whole thing starts again in a self-perpetuating circle.

I made a lot of mistakes initially. PM teamed up with wholesalers that were not necessarily aligned just because nobody else wanted to give our stuff a try. When a state seemed to be doing well, I did not focus on it nor try to understand much why things were going well, and waited for business in that state to not do so hot to pay more attention. I spent too much time in places where I thought business had to be great and failed to cut my losses when everything pointed in the direction of "this is not going to happen," etc…

One does, one learns. So over the years, we have started to look at doing this a little differently:

We started looking for PARTNERS.

Over the years, what we learned looks like this:

A good wholesaler is led by people who care equally about their staff, their customers, suppliers, and the products they represent.

The vibe is pro yet casual; the team is considered and well-treated, feels secure in their positions, part of an adventure, proud to represent the business they work for, and with potential to move up; turnover is low, people want to stay.

People in charge are genuine: they present themselves as who they are and not as who they want to be in the professional setting. This vibe spreads to the rest of the team. One can't make solid human connections if one is not comfortable with who one is and fakes it.

The company offers ongoing education and experiences (be they dinners, events, or travels).

The portfolio is curated: one can't carry everything at every price point and be successful and/or credible.

Communication is open, constructive, and friendly.

Both parties are in this for the long run, agreed to help each other out, and to do their best to make it work, communicating a lot and often as they go.

Two businesses deciding to fight the fight over a long period of time with the common goal to help build a brand in the market, educate customers and consumers, and get one to taste the stuff.

It is all about people: real humans who care, who one feels a connection with, a shared sense of passion, a genuine and mutual excitement about one’s brand/company/products.

Today was spent with the Prestige Ledroit team, which covers DC/MD/DE.

Good company, good people, real partners. This is thanks to people like these that we have a business.

12 Years in Booze, Day 1 in Blogging: No BS, Just Raw, Unfiltered Hustle.

thoughts, social mediaNicolas PalazziComment

It took about 12 years of being in this artisanal spirits importing and wholesaling game to discover that we should provide content to the good people who have had our back, given us their trust, and purchased products from us over the years.

To date, we kinda did the social media thing, thinking we "had to," and knowing we were neither really equipped for it nor tech-savvy enough.

Note 1: "We" is mostly me. Sometimes it describes the PM team, but often it's just me Just that I am naturally uncomfortable with using the first person. No sign of cockiness here, no "royal we"; just some stuff that one should probably have therapy over.

Note 2: We/I am French - born and raised - moved to NYC in '04. I have been working on my flow via rap lyrics and stand-up comedy, but despite my best efforts, I just cannot manage to sound nor write natively. This text is bound to read funny.

PM got into some sort of flow 10+ years into it where the business has some sort of organization, where we kinda defined who does what within our team, and it doesn't totally feel like a startup on its 3rd day.

We are by many metrics very much still a startup. But with the ambition to one day be a real business while not losing our soul/ethos.

And it is on this day of September 21st, 2023, comfortably seated in 12D (a few rows short of the extra legroom of the emergency exit seats), that things seem to point toward now as the time to think about what sort of legit, non-stale, non-boring, minimally salesy content PM could provide.

IG outreach from no later than yesterday gave great insights as to the direction that shall be ours (which honestly should have been obvious to us but wasn't) - more videos of people, producers, explanations about why we think a distillate PM decides to work with is special, have the PM team come on and talk about their interest, give some glimpses of our behind-the-scenes, show how the stuff is made, hear from the people who make it, possibly let one know how/where a specific product can be purchased, tools for the trade such as how to use the damn weird eau-de-vie in a cocktail and how do other bartenders manage to utilize these non-inexpensive products. As well as points of view about what makes something artisanal, brands vs. non-brands, additives, and the ethos behind doing what we do.

Today, Tim H came up with the thought that doing long-form video was probably a key element: using YouTube to create videos, interviews, and such, which could hopefully be of interest to some and provide us with some bits of content we could use for other platforms.

So here we are: PM has a FB, IG, X/Twitter, TikTok, and Snapchat accounts. So do I. And a YouTube channel. And a LinkedIn account.

What are we gonna do with them? No clue.

All I know is that each platform is its own thing, caters to different people in different ways/formats, and has been created with different aims, so it is up to us to learn, try, and be consistent in our efforts.

Here starts PM's attempt to become more relevant using 21st-century means…