“The independent ones haven’t really been able to take off nationally.” “There’s one massive player in ,” Landan teased. While he did not outwardly confirm the fourth offering, Landan said “tea would be a fabulous guess.” The fourth Wings & Arrow brand will launch in August and will fill the last “big” subsegment in the beyond beer space after hard seltzer, canned cocktails and hard lemonade. The hard seltzer brand is expected to sell 700,000 cases (more than 50,800 barrels) this year in California, 15% of which will be from draft sales, Landan said. Wings & Arrow intends to have a similar on-premise focus with Mucho Aloha as it has had with Ashland. Two of the hard lemonde’s flavors – Original and Blueberry – will also be available on draft in select locations in Southern California. Mucho Aloha, an 8% ABV sugar-based hard lemonade, will launch in May in a variety 12-pack and 16 oz. That growth will be aided by the launch of two new beyond beer offerings: Mucho Aloha Hard Lemonade and a yet-to-be-announced fourth offering. With distribution in California and Arizona, Wings & Arrow is projected to produce 1 million cases (more than 72,580 barrels) across its brands in 2022, according to Landan. The new funding will support packaging and production costs to keep Wings & Arrow’s growth rate steady, rather than relying on sales and marketing needs. But if you have the ability to create independent businesses, it’s much more exciting and there’s no confusion and you can be authentic to that category, instead of just dipping your toe around with your existing brand.” “Most people, when they create their one brand, they go ‘This is the brand I had in me,’ and then create extensions off that. “I don’t think people really want extensions,” he continued. Landan equated the approach to that of Boston Beer Company, which instead of launching a “Sam Adams hard seltzer” or other line extensions, created new brands such as Truly Hard Seltzer and Twisted Tea.
“So I formed this because it was crazy to just keep doing separate capital raising and building out separate staffs, when really there would be so much more value in bringing everything together and putting them under one roof.”
“I knew I had more brands in me,” Landan told Brewbound.
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