Ask the Collective
The questions independent drinks founders ask most — answered. Distilled from years of community knowledge so the good stuff never disappears in the feed again.
What are cost-effective fulfilment options for running promotional campaigns with thousands of bottles?
For mid-volume promotional fulfilment (1k–3k units), members identified a few practical routes: - **Robert Guy** — recommended specifically for fulfilment of promotional campaigns with necktag/free-item mechanics. Members have used them for campaigns requiring data capture (e.g. collecting customer addresses via website claim). - **PHL** — mentioned as an option for this type of work; described as "very nice people." A member has a direct contact for introductions. - **In-house with TaskRabbit** — one member noted they used to pack and fulfil campaigns themselves with TaskRabbit support, which "isn't so bad" for smaller volumes. - **Codestorm** — mentioned as a known fulfilment centre, though members noted pricing can be expensive for this use case. **Caveats:** At 10k bottles with 1k–3k fulfilment units, the economics depend on your margin and campaign ROI. Members also flagged that a Dutch company exists for this work but noted uncertainty on comparative pricing. Consider whether giving product away in a single geography might achieve your data-capture goal more efficiently than a national campaign.
How should we price in response to rising input costs, and what increases are other UK drinks brands implementing?
Members are actively passing cost increases to both trade and D2C channels to protect margins ahead of potential exits. This is viewed as necessary despite concerns about losing accounts. **Observed pricing moves:** - Ex-cellar increases of **3–5%** across multiple SKUs are common among smaller brands - Major producers (e.g. Molson Coors with Estrella) have implemented increases closer to **10%** - One member implemented their first increase in 4 years; another in 2 years - Some brands (e.g. Lucky Saint) have *reduced* prices, signalling different strategic positioning **Community consensus:** - Protecting margins is critical if you want a viable exit - Trade accounts expect increases and understand the cost environment (fuel, energy, ingredients all up) - Small brands needn't worry about losing hard-fought accounts over reasonable increases—customers know increases are coming industry-wide - **First increases after multi-year holds are more defensible** than frequent small hikes **Caveat:** One member flagged concern about bargaining power as a smaller brand, but the group consensus was that this worry is usually unfounded in the current cost environment.
What should we do with empty IBCs after use — can we return them, sell them on, or recycle them?
Members report three main approaches to IBC management after use: **Return to supplier** — Some suppliers will take IBCs back, sometimes for credit. **Kimia** has a stated non-returnable policy on IBCs, but members report successfully returning them anyway (especially if located nearby, as proximity helps). Returning works best when you accumulate a full truckload before arranging collection. **Sell them on locally** — Companies will buy used IBCs for around **£25 each and arrange collection themselves**. Members recommend Googling local IBC collection/resale companies in your area to find buyers. **Verify with your specific supplier** — Check your supplier's IBC policy upfront. Even if stated as non-returnable (as with Kimia), it may be worth negotiating, especially if you're a regular customer or geographically close. One member offers to provide contact details for their supplier's IBC buyback scheme; reach out directly if interested in exploring that option. **Caveat:** IBC return policies vary significantly by supplier, so clarify terms before ordering and factor IBC costs into your unit economics if they're genuinely non-returnable.
How should producers negotiate with packaging suppliers when facing significant cost increases?
Members face substantial cost increases from glass suppliers (ranging from 9.5% to 20%+), but pricing negotiations require careful handling. **Key suppliers and their increases:** **Saver Glass** reported 9.5%, **Allied** at 20%, and **Bruni** positioning between the two. **Berlin** has also tightened supply (no stock until Feb 2022 in one case), forcing some to find alternatives. **Recommended tactics:** - **Collective solidarity approach** — Members suggested that individually they are small customers to major glass companies, but combined they represent stronger negotiating power. A coordinated approach to suppliers could soften price increases more effectively than individual negotiation. - **Keep sourcing options open** — Maintain multiple supplier relationships and always have a BATNA (best alternative to negotiated agreement) ready when suppliers apply pressure. - **Don't pass increases directly to consumers** — Members warned that consumers won't accept sizable price rises and will switch to competitor brands in their price point. Retail and on-trade buyers have the same mentality and won't accept rises that affect market fit. - **Beware of cartel concerns** — Members explicitly flagged that sharing pricing discussion or coordinating price increases could constitute cartel behaviour and should be avoided. Cost of goods information and response is acceptable; pricing discussion is "a no go." **Caveat:** The pressure is real—producers are caught between supplier increases and market resistance to price rises, creating a "bumpy ride." The best defence is keeping sourcing options as open as possible.