Red Soil, Green Gold, Dark Secrets: Part Three


The following piece is the final installment that sheds light on the production of Yerba Mate and its cultural and economic impacts of Argentina, Paraguay, and Uruguay by Klas Lundstrom.

Don’t miss out – catch up on part one and part two.

A single lamp dangles from the high ceiling in the plantation house’s saloon, and smears light on the mansion’s deep-brown walls. The night is quiet, and two Núñez siblings are having dinner. The farmer and the family accountant discuss work. The Núñez family can boast an annual maté production of 30 tonnes, but that is a modest yearly harvest in comparison to the industry’s big guns. The number one producer, Las Marías, produce 65,000 tonnes every year.

But it must never be a question of quantity, Ricardo Núñez explains as he takes a sip of his red wine. “We see over-production, and therefore the main question is how much maté the industry can bear. How we – and whom – will consume yerba maté in the future, remains to be seen.”

In the 1990s, the industry was plagued by crisis and scandals. Pests were wreaking havoc on plantation trunks and farmers introduced pesticides on a large scale. This has upset a balance with nature and put the industry at a crossroads.

“It’s about choices now,” says Ricardo. “You either add pesticides and squeeze out the maximum of each harvest at the expense of the soil’s well-being, or you dare to be patient and let the trees live their own lives in harmony with the soil, without manipulating the production with toxic additives. Sure, you produce less and you better be prepared for long periods of time waiting to be able to harvest again, but you can await a tomorrow with sustainable production.”

Most small-scale producers in Misiones, he says, choose to be patient.

***

In the forests of Treinta y Tres, a sparsely populated department in rural eastern Uruguay, one hears whispers of ecological treasures, lost during the colonial era, being found in the wild again.

One of those treasures is free-growing yerba maté.

It may also be the case that these treasures were never truly lost because they had never been found. No one had ever explored the wilderness, not really. Not like Alberto Demicheli, founder and administrator of Caa Porá plantation in Quebrada Valley, and grandson of Alberto Demicheli Sr., Uruguay’s de facto President for a short stint in 1976. Back then, Uruguay was a military dictatorship ruled by the Colorado Party, and President Demicheli was shortly ousted due to his “liberal leanings.”

“Mind your step, it’s easy to forget that this is a forest.”

For someone whose name always will be linked to a sad and brutal past, the forests and wilderness of the Quebrada Valley have always been Alberto’s sanctuary. He is the sole person, other than the Forest Department, to have access to a large portion of this wilderness. At the brink of dusk, after a long day’s drive from the country’s capital of Montevideo, followed by another hour along steep gravel roads, at times no more than scars in the ground, Albert arrives home.

He parks in front of his hut at the heart of the family land and kills the engine. He gets out of the car and breathes the fresh air. His shirt is stained by dust and gravel. Now, with little over an hour of daylight left, he’s determined to make the most of it. He normally spends most of his time sailing from different ports across the vast emptiness of the Atlantic Ocean, but it is here in the Uruguayan wild forests that his heart truly lies. It’s here where his life’s project takes place.

And it’s also where his steps lead him – into the forest.

It all started in 2002, the year when Alberto Demicheli became a pioneer in a country whose maté consumption per capita is the highest in the world – but without its own production, and thus dependent on neighboring countries, mainly Brazil.

“Why doesn’t Uruguay, the country that consumes the most maté in the world per capita, produce its own? Ninety percent is imported from Brazil, the rest from Argentina.”

It simply isn’t doable, has been the recurring chorus. This song has been sung not only from the country’s influential agriculture and cattle industry but from Uruguayan politicians – among them ex-President José “Pepe” Mujica. This is why the Uruguayan maté’s unsung pioneer turned out to be a sailor who picked up on a rumor he heard back in the 1990s.

“I heard about maté trees growing wild around in Uruguay, and became curious,” says Alberto. “So, I started to do a little travel around, investigating the matter.”

Fifteen years and numerous days of travel along the Uruguayan countryside later, 1,450 trees of yerba maté now grow in Quebrada Valley’s vast and leafy forests. These trees grow from seeds Alberto planted in suitable forest spots. He emphasizes that wild-growing maté trees have been here for decades, perhaps even for centuries, without public knowledge. They’ve been left alone in the soil to stretch out and reach for the sky above the thick shrubbery.

“But remember,” he says, “this is not a maté plantation, nor is it a project funded by any commercial or scientific interests.”

It is a mere walk in the forest, listening to a sailor’s story.

“Most Uruguayan believe and are led to think, that we neither have the climate nor the capacity to pull off our own maté production. That’s what we’ve been told for a long time since loggers and the timber industry nearly destroyed Uruguay’s natural fauna. But, as you can see, there are still traces of untouched landscape left, and I’ve talked to people all over Uruguay who’ve either seen wild-growing maté trees or have managed to plant some in their own backyards. So, you might say that I just want to prove that it’s possible to cultivate maté, plain and simple.”

The maté trees thrive in “La Quebrada,” but it is still to be seen whether it would be possible to sustain nationwide production sufficient to serve Uruguay’s two million consumers. Eucalyptus for pulp takes up much of the suitable land, but with unfortunate effects on the environment and groundwater aquifers. There is also the question of whether a domestic investment in a large-scale maté industry would endanger the nation’s relationship with Brazil, whose southern states’ economies are tied up with the “Paraguayan tea,” the name Spanish Conquistadores long ago gave the beverage.

Maté began its extraordinary journey as a local sacred beverage, served only by semi-nomadic Guaraní tribes who held closely the mysteries of cultivating the seeds. It became a tool in the Spanish and Portuguese colonization of South America, leading to its modern-day status as an economic cornerstone of the economies of Argentina, Brazil, and Paraguay. Its potential as an instrument of political pressure has not been forgotten.

The maté tree’s ability to grow in “La Quebrada” has seen many visitors to the forest throughout the years, and many more are expected to come. Argentine scientists, Brazilian investors, and small-scale Uruguayan maté farmers are all bewildered by Alberto’s achievement.

The mystery of the forest, of Caa Porá, embodies the mystery of yerba maté itself. A man with a machete wandering through a forest puts all life on high alert.

“And that’s the way it should be,” says Alberto, and stops by a two-headed, thick tree trunk. He smiles and recalls what happened here – “right here” – a few years ago.

As of now, it was dusk.

“I was dead-tired after an entire day out in the forest, harvesting maté leaves and clearing up passages. I sat down for a smoke and some air, I was on my way back up to the house, and leaned my back against this beautiful trunk – and fell asleep. I woke up when a wild boar tried to remove my shoe, intending to feast on my foot. I literally jumped up screaming, and took refuge in this very tree – and the boar ran away, frightened by my sudden moves.”

Alberto pauses and looks to his left, where a passage has sprung up in the shape of a natural tunnel. “This is the core of La Quebrada,” he says. “Any human being that comes here has to realize that he or she is just one of many living things.”

***

Darkness has swept its blanket over the forest when Alberto opens the door to his hut. He pours water into a kettle and fills the stove with wooden stickers. He then collects a bag of four-year-old maté; picked, heated, dried, and stored in his hut built and inspired by Guaraní custom. Its tipi architecture welcomes the coming of the night and the living beings that springs to life with it.

Alberto organizes a circle and passes the gourd and bombilla around. The Guaraní custom is to use the maté circle as a gateway to talks and company. In the morning, one can share dreams; in the evening, after dark, the events of the day. The silence settles, the sounds and echoes of the world outside of the hut form shapes of organic symphonies. Vapor from the maté gourd sails through the damp indoor air. A scent of burning wood and watered yerba maté.

The aroma of life.


About the author: 

Klas Lundstrom (b. 1982) is a self-taught writer and journalist based in Stockholm, Sweden. He started writing as an eleven-year-old trying to cope with the death of his father. Author of numerous nonfiction books on, e.g., the U.S. uranium industry and its social and environmental impacts, Latin America’s forgotten regions, and East Timor’s walk from Indonesian occupation to U.N. colony. As a reporter, he has contributed numerous media outlets throughout the years, e.g. The GuardianThe Jakarta Post, and TT, Sweden’s equivalent to Associated Press.  He has lived in both Brazil and Uruguay and is a dedicated yerba maté consumer and hopes that his reporting on the maté industry can help other consumers understanding the business, and thus make more ethical and aware choices regarding products, companies, and origin.

Learn more about Klas Lundstrom, and follow him on Twitter.

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News Briefs for August 21, 2024

August 21, 2024

•Redemption Whiskey, part of the Deutsch Family Wines & Spirits stable, is adding Sur Lee Straight Rye Whiskey into its Specialty Series. The whiskey draws inspiration from the French winemaking process, known as Sur Lie. It’s made by taking Redemption’s 95% rye mashbill, then adding the whiskey lees into the barrels before aging. By periodically rotating the barrels during the aging process, the lees and whiskey continually interact, and the result is a more flavorful whiskey, Deutsch says. Retailing at $60, the 47% abv Sur Lee Straight Rye is rolling out nationwide later this month. Redemption had U.S. volume of 100,000 cases last year, according to Impact Databank.

•Foley Family Wine & Spirits has agreed to acquire five wine brands from bankrupt California wine player Vintage Wine Estates for $15 million, Bloomberg reported. The brands include Bar Dog, Cherry Pie, Swanson, Cosentino, and SCV. While bankruptcy judge Mary Walrath has approved the deal, higher bids could still emerge for the brands. If that happens, an auction for the brands would be slated for next month. Vintage’s lawyers added that more deals will be coming, as the company has found buyers for most of its major assets. Vintage filed for Chapter 11 bankruptcy a month ago after failing to engineer a turnaround for its troubled business.

•Suntory Global Spirits has announced the return of Baker’s 13-year-old Bourbon. The single barrel whiskey is bottled at 53.5% abv and, like the brand’s flagship 7-year-old Bourbon, aims to show off the nuances and distinct flavors created by the length of time a whiskey spends in the barrel, which rickhouse held the whiskey, and the location of the individual barrel within the rickhouse. This release of Baker’s 13-year-old Bourbon is now available in limited quantities across the U.S. for a suggested price of $150 a bottle.

•Chattanooga Whiskey has debuted the newest release in their Barrel Finishing series: Russian River Pinot Cask Finished. Aged for over four years, including six months in Pinot Noir casks, the newcomer is rolling out across AL, CO, FL, GA, IL, IN, KY, LA, SC, TN, TX, and WI, retailing at $60 a 750-ml. The fifth release in the Barrel Finishing series, it’s also available at the Chattanooga Whiskey Experimental Distillery, which hosts over 50,000 visitors per year.

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Don’t Be So Serious: How Abbey Chiavario Makes Matryoshka Coffee Shine By Indulging in the Spirit of Play


When Abbey Chiavario decided to open a coffee shop in the front space of her partner’s coffee and espresso technician business, she’d never actually worked in coffee before. Her relative newbie status in the industry gave her the freedom to experiment, or as she describes, “mess around and find out.”

What does that mean? For Chiavario, it means creating a space that surprises and delights. In 2021, she opened Matryoshka Coffee (a nod to the fact the shop is technically within her partner’s shop, kind of like nesting dolls), a 300-square-foot cafe in Nashville, Tennessee, with the goal of fostering community, making coffee fun, and using color to signal that the space is welcoming for all.

In an era where coffee shops embrace minimalism and can tend to look like one another, Matryoshka is full of bright colors and off-the-wall menu offerings: you can order an espresso with a side of Lucky Charms or ramen noodles. Paper garland chains hang off the ceiling while a bright pink menu board boasts drinks like specialty drinks that honor Diane Keaton’s character in the movie “Something’s Gotta Give.” 

As a former Instagram influencer, Chivario knew that if she started a coffee shop, it would be different from others she frequented. The space would be an extension of her identity, and she wouldn’t conform to what others might believe a coffee shop should look like. 

Matryoshka often goes viral on social media because of its unconventional drinks and bright aesthetic. While the industry is shifting to allow for more creative ideas and energies, Matryoshka still stands out for its atmosphere, menu, and ability to have fun with coffee. 

What was your vision for Matryoshka?

I read a book called “Joyful: The Surprising Power of Ordinary Things to Create Extraordinary Happiness” by Ingrid Fetell Lee, and it is all about how your environment can bring joy to people. It talks a lot about things like how an expansive forest makes you feel a certain way or how circles and bubbles and colorful things can [harken feelings] like the element of surprise. 

Our shop is located in an industrial park, and it has very spooky murder vibes if you’ve never been there before. Then, when you find us, it’s fun because the space is very colorful even though it’s really tiny.

I was annoyed that so many shops used only three colors—black, white, and green—and I got tired of it. I wanted to challenge myself to do something different. 

You carried that idea of uniqueness into your drink design. Can you talk more about what’s on your menu? 

The idea behind Matryoshka is to take anybody nervous about entering a coffee shop and make them not feel that way. The concept of not taking anything seriously is the guiding principle for everything we do. My biggest annoyance in the industry is that people take everything so seriously. 

That’s why we created the gas station cappuccino. I feel like a lot of people’s introduction to coffee is that cappuccino you get from a machine at a gas station. 

The idea came to me at a trivia night with my friend. We decided to steam milk with the espresso and the syrup together. So when we make a gas station cappuccino, we put the syrup in the pitcher, pull the shot into the pitcher, dump the milk on top, and steam it all together—and it’s just so good. 

I feel like we’ve done so many stupid things! We made a peanut butter and jelly latte, an iced latte with peanut butter cold foam, strawberry milk, and espresso. We made a Baja Blast matcha (inspired by a Mountain Dew soda flavor available at Taco Bell) with our matcha and rainbow-flavored Nerds candy, which was amazing. 

We have a Dirty Dr. Pepper, which is basically an iced vanilla cappuccino topped with Dr. Pepper. We don’t have a ton of room at the shop, which means we have a small ice maker. I needed a drink that was great cold but didn’t need a ton of ice, so that’s how the drink was born.  

You not only offer creative drinks but also host many creative events—many of which aren’t coffee-related. 

Yeah! We did a pizza shop pop-up inspired by the first t-shirt I ever hired someone to design. I had seen an old-school pizza box on Pinterest, and I loved its design and look. I sent it to a friend and asked, “Can you make me this but make it for my coffee shop?” He made it happen. Then I made a joke about how I should get Costco pizza when we launched it, and then it grew from there. We spent a hundred bucks on pizza, and that was the best hundred dollars I’d ever spent on marketing.

During Pride last year, we built a float using an old jet ski. Then we made t-shirts and hats that said Marty’s Jet Ski Club. We have nothing to do with jet skis, and those shirts don’t even mention we’re a coffee shop, but that’s what makes it fun. 

We also sell Pit Viper sunglasses at the shop and got them to sponsor a throwdown. During the throwdown, we held a contest for the best car noise impersonation, and two people really fought to the death for that one. It was amazing. 

We’re doing all these things that people in the industry do, but we’re just doing them way less seriously. So many non-coffee people come to our events, and that’s what I want. I want people who’ve never experienced a coffee industry event to have fun. 

You were once a social media influencer. How do you think about creating a digital identity for Matryoshka? 

I make sure that everything I post is something I would say in real life. Sometimes I swear, and sometimes I don’t use proper grammar—I’m just not worried about it. I don’t post every day because I don’t think that people need to be inundated with the stuff that I have to say. I try to look at what I enjoy looking at while idly scrolling because that’s how people consume things on the internet.

As a media consumer, I get annoyed if you post every day. So that’s how I govern myself on the internet. Is what you’re saying unique? Does it make sense? Is it interesting? Are you delivering it in a way that is captivating to an audience, or are you just posting words? You have to be a person.

I am online quite a bit for my business, but I don’t want to feel pressure to be on there. It’s interesting to balance that because when we do post, we almost always see a direct correlation in higher sales. But at the end of the day, if I don’t want to post, I’m not going to post because I don’t think that’s healthy for me. It’s not sustainable, and it’s not interesting.

You’ve approached your shop with the mindset of what you’ve described as “mess around and find out,” which means giving yourself space to experiment, do unexpected things, and create what makes you happy. You sell drinks based on popular sodas; you sell sunglasses just for fun; you’ve sold hats that say “Queers for Oat Milk.” Do you notice other shops lightening up or being more playful and unserious with their approach to coffee?

Totally. I think we’re entering a wave where coffee is more creative, and people are trying new techniques. I went to Chicago in April for the SCA Expo and visited Dayglow Coffee, which was a life-changing experience. Their drinks are so beautiful and thoughtful.

They have two separate menus: one has regular espresso drinks, and the other has specialty drinks, almost like a cocktail menu. They’re doing crazy shit, and they’re doing it really, really well. I’m also experimenting, and experimentation and having fun is where the coffee industry is going, and I’m very grateful that I’m entering coffee right now. 

You can have a really good espresso menu, but you can also flex. Why not have fun and combine what you like to showcase your talent?

What is it like for customers who enter Matryoshka for the first time?

A lot of people, when they come to the shop for the first time, get one of our sweeter drinks—but they always try to qualify themselves [almost like they’re apologizing for wanting something sweet], and I don’t want them to feel like they need to do that.

I also don’t like entering a new space and being completely unfamiliar with the drinks on the menu and then feeling like I’m stupid for not knowing. All the people who are making drinks for me started at one point as new coffee drinkers—judging customers for their drink orders or not educating them with patience is the best way to make somebody hate the coffee industry. 

When building Matryoshka, I thought about all the times I couldn’t hold a conversation about coffee. I’ve trained my staff that we want people to feel like they can ask us questions. I think we do a good job at that. We try to demystify it all and answer questions honestly.

For example, a person might come in and order a caramel latte, and we tell them, “Yeah, go for it!” But maybe they’re like, “No, I’m just kidding. I want a cappuccino,” implying that a caramel latte is bad or makes you not a true coffee drinker. 

But homemade caramel is one of the best flavors in the world, and if you disagree with that, that’s really sad for you. We want people to know that they can have what they want. 

If you don’t want caramel, don’t order it! But don’t yuck someone else’s yum.





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Prosecco Output Keeps Expanding, As U.S. Growth Continues

August 21, 2024

Prosecco has been the main growth engine for imported sparkling wine lately, accounting for more than 10 million case shipments to the U.S. last year, up from fewer than 8 million cases pre-pandemic, according to Impact Databank. Italy’s bubbly makers are ramping up production to meet demand. Last month, more than 500,000 hectoliters (5.6m 9-liter cases) of Prosecco DOC were bottled, a new record, according to the Consorzio di Tutela Prosecco DOC, and representing an increase of 13% year-on-year.

The United States remains the top market for Prosecco DOC sales, the Consorzio added, importing 42.9 million bottles between January and April 2024—up 4.7% compared to the same period in 2023—and making up nearly one-quarter of the 175.3 million bottles exported worldwide in the first four months of the year. The U.K. follows with 33.6 million bottles, Germany with 15.2 million, and France with 12 million bottles.—Daniel Marsteller

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Couche Tard makes ‘friendly’ approach to acquire 7-Eleven parent company


With 7-Eleven serving value-focused coffee across 85,000 stores globally, the proposed deal for Japan’s Seven & i Holdings would significantly bolster the Canadian convenience store group’s coffee to-go reach

7-Eleven operates 85,000 stores globally, including 23,000 in Japan and approximately 13,000 in the US | Photo credit: 7-Eleven


 

Canadian convenience store giant Alimentation Couche-Tard has sent a ‘friendly, non-binding proposal’ to acquire 7-Eleven owner Seven & i Holdings Co., Ltd. 

 

The proposed deal for Seven & i would see Couche-Tard acquire 7-Eleven’s 85,000 stores globally, including 23,000 in Japan and approximately 13,000 in the US. 

 

Coffee is a key part of 7-Eleven’s convenience retail offering and its acquisition would significantly boost Alimentation Couche-Tard’s value-focused hot and cold beverage reach.  


While Couche-Tard did not disclose the sum of its offer, news of the deal prompted shares of Seven & i to jump by 23% on 19 August 2024, valuing the retail conglomerate at approximately ¥5.6trn ($38bn). 


In a press release, Seven & i confirmed it had received the preliminary acquisition proposal and formed a Special Committee of the Board of Directors to review. 


Founded in the US in 1927, 7-Eleven began selling fresh-brewed coffee in the US in 1964 and holds claim to inventing the coffee to-go format with ‘coffee by the cup’. Today, 7-Eleven maintains a focus on value, with some beverages costing less than $2 for 7Rewards loyalty members.

In 2014, the convenience chain was reported to be selling more than one million cups of coffee globally every day. According to Fairtrade, 7-Eleven sold 80 million cups of coffee in Australia alone during 2022. 


In 2009, the convenience store chain further developed its food and beverage proposition with the launch of 7CAFÉ in Hong Kong, a sit-in café concept serving barista-prepared beverages and hot meals. 7CAFÉ, which serves 100% Rainforest Alliance-certified arabica coffee, is now present within 700 7-Eleven stores in Hong Kong and has also launched Malaysia and Singapore


In 2023, 7-Eleven rolled out self-serve bean-to-cup coffee machines across its US stores, offering customers a choice of origins, blends and decaf, milks and syrups, alongside a nitro and iced coffee range. 


Alimentation Couche-Tard operates more than 16,700 convenience, quick service and petrol station outlets in North America, Europe and Asia through its Circle K, Couche-Tard and Ingo quick-service businesses.  


Its largest business, Circle K, is one of the largest convenience brands with a coffee offer in North America, with more than 7,100 stores across the US and a further 2,100 in Canada, serving over 120 million cups of coffee annually via its bean-to-cup self-serve coffee machines.  


Couche-Tard, which will see Chief Operating Officer Alex Miller assume the CEO role in September 2023, continues to significantly invest in its coffee offer despite scrapping Circle K’s in-store beverage subscription in the US in April 2024. 


In January 2023, Circle K launched a nationwide marketing campaign in the US to ‘bust perceptions on convenience store coffee’, with consumers taking part in a blind coffee tasting giving it a ‘resounding vote of confidence’ in its products.   


Originally founded in the US, 7-Eleven launched in Japan in 1974. Japanese supermarket chain and Seven-Eleven Japan parent company Ito-Yokado acquired a 70% controlling stake in the business in 1991, before making it a wholly owned subsidiary of its newly formed Seven & i Holdings company in 2005. 

Seven & i, which also has interests in supermarkets, financial services, franchised restaurants and entertainment, posted 2023 revenues of ¥17.8trn ($127.2bn).



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DiGiorno enhancing sustainability in supply chain



ARLINGTON, VA. — Nestle USA, a business unit of Nestle SA, is investing in regenerative agriculture practices across its DiGiorno supply chain to reduce the company’s overall carbon footprint. 

Nearly two thirds of the company’s carbon emissions come from ingredient sourcing, which is largely based in agricultural practices, according to the company. The investment will impact over 100,000 acres of wheat-producing farmland, which is nearly double the amount of acreage used to grow the wheat sourced for DiGiorno products.

Nestle has partnerships with ADM and Ardent Mills, the two primary wheat flour suppliers for DiGiorno products, to support wheat farms in Kansas, Missouri, North Dakota and Indiana. The initiative supports Nestle’s plan to achieve net zero emissions by 2050, starting with the goal of sourcing 20% of ingredients from regenerative farmland by 2025 and 50% of ingredients from the same by 2030.

“At Nestle our aim is to help leave the world better than we found it, and as the world’s largest food and beverage company, we have a tremendous opportunity to help create a regenerative, healthy food system while also working with the local farming communities that employ it,” said Steve Presley, chief executive officer, Nestle Zone North America. “To do this we need to find solutions that create shared value throughout the ecosystem — value for us, value for farmers, value for our consumers and value for the planet. This investment in wheat producers is just one example of how we are bringing this commitment to life across our supply chain.”

In an overview of farmers who have implemented regenerative farming practices in 2022, ADM reported that over 50% of participating wheat farms utilized cover crops or live roots, sequestering more than 3,800 metric tonnes of CO₂e. That amount of CO₂e is the equivalent of taking nearly 850 gas-powered cars off the road for a year, according to the company.

Nestle also is reviewing its tomato supply chain by supporting regenerative agriculture verification efforts in partnership with the nonprofit Leading Harvest, with the eventual goal of sourcing sustainably grown tomatoes. Leading Harvest uses their Farmland Management Standard measuring system to monitor and audit 13 key principles of regenerative agriculture, including soil health and conservation of resources.

“Many tomato farmers in our supply chain have already been doing the work to implement regenerative farming practices in their fields, and they’ve made great progress so far,” said Emily Johannes, head of diverse and sustainable sourcing, Nestle USA. “We are now working to verify these efforts throughout the supply chain in a way that is effective and efficient for our brands and the farmers. Third-party verification is a critical component of this work because it helps us, and others, remain accountable.”



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Whisky Advocate On SirDavis, The New Brand From Moët Hennessy And Beyoncé

August 21, 2024

Yesterday, SND reported the launch of SirDavis, a new American whiskey brand being launched by singer and actress Beyoncé Knowles-Carter in partnership with Moët Hennessy.The 44% abv whiskey retails at $90 and is set to roll out nationally next month. Whisky Advocate takes a closer look at the story behind the new partnership, and what’s in the bottle.

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Why an espresso machine isn’t necessary to pour latte art at home


Latte art has become a staple of specialty coffee. Most consumers expect baristas to pour intricate, crisp designs on their milk-based beverages – and for good reason. Higher prices paid for specialty coffee means visual appeal and attention to detail are important factors in the overall customer experience. In fact, a study from the Journal of Sensory Studies found that people are often happy to pay up to 13% more for high-quality latte art.

Alongside the rise of the “home barista” and the explosive growth of the prosumer market, more and more consumers have invested in making café-quality drinks themselves. Learning to pour latte art at home can be one of the biggest challenges, but with the support of local baristas and online educational content, it’s certainly achievable with plenty of practice.

Even with all the necessary skills, however, home baristas still need to use high-quality equipment to get the best results. Traditionally, this meant buying a single-group espresso machine, which, of course, isn’t the most affordable option for most people.

To cater to growing demand, new technology is helping consumers create high-contrast latte art designs at home. Jamie Wang, Senior Product Manager at DREO, and Anthony Douglas, 2022 World Barista Champion and Head of Research & Development at Axil Coffee Roasters, provide their insight.

You may also like our article on which milk is best for latte art.

Why latte art is now the norm

Over the past two decades, latte art has become one of the most recognisable symbols of specialty coffee culture. Carefully-crafted hearts, tulips, florettes, or swans (or sometimes more complex patterns) on top of milk-based drinks are considered an essential part of the specialty coffee shop experience.

Baristas spend months learning the necessary skills to pour latte art, which starts with properly steaming milk. When the steam wand is placed at the optimal angle and depth under the surface of the milk, proteins and fats work together to trap small air bubbles within the liquid, which we refer to as microfoam

The next step is then pouring the steamed milk into espresso to create latte art, which is a skill that can take months to master. The hallmark of high-quality latte art includes:

  • Symmetrical designs that cover at least three-quarters of the surface of the drink
  • High colour contrast between espresso and milk
  • Crisp, clean, and well-defined lines

One of the reasons that latte art is so appealing to both consumers and café owners is that it easily conveys the level of precision and care that baristas invest into their job roles. Moreover, many baristas enjoy pouring a wide range of latte art patterns to hone their skills even further.

Latte art at home: An ongoing trend

Following forced business closures during the pandemic, more and more consumers started to make coffee at home. To replicate café-quality drinks, many invested in online courses and educational content to improve their brewing techniques and latte art skills.

Anthony Douglas is the 2022 World Barista Champion and the Head of Research & Development at Axil Coffee Roasters in Melbourne, Australia. He emphasises how latte art is often considered “one of the more fun” aspects of coffee preparation for home baristas, which only adds to its popularity.

“You can see just how much your skills improve, and for a lot of people, a visually-pleasing coffee is a sign of quality,” he says.

The proliferation of latte art pictures and videos on social media platforms (notably Instagram and TikTok) has helped to drive this trend, too. Research from Foresight Factory shows the number of “photogenic” coffee posts on Instagram has increased by 4,500% since 2015, and a significant number of these feature the #latteart hashtag.

But affordability can be a barrier

Acquiring the necessary skills to pour latte art is certainly important, but these efforts are in vain if home baristas don’t invest in high-quality equipment.

Traditionally, handheld electronic whisks were the only option for consumers to froth milk at home. In addition to the French press trick, however, they often result in foam that is too dry and stiff.

Jamie Wang is the Senior Product Manager at DREO – a smart appliance manufacturer. He explains why it’s so important to achieve the right foam consistency when pouring latte art.

“When mixed with espresso, microfoam should integrate seamlessly to create a uniform texture and flavour profile throughout the drink, as opposed to traditional foam which can be overly airy and separates easily from the coffee,” he says. “The smooth texture of microfoam provides a silky mouthfeel that coats the palate and enhances the overall drinking experience.”

The high pressure produced by espresso machines means using a steam wand results in optimal levels of microfoam. While there is a growing number of single-group machines available on the market, most come with a high price tag that isn’t affordable to many home baristas.

What’s more, some home machines (particularly bean-to-cup systems) have smaller or fewer boilers. In turn, they can take significantly longer to steam milk, and don’t usually perform to the same standard as their more expensive counterparts.

“For most coffee enthusiasts, savouring a barista-quality cup at home is one of the biggest highlights of their day,” Jamie says. “As the coffee industry evolves, systems like capsule machines and fully-automatic coffee brewers have made it easier for more people to prepare high-quality coffee at home.

“However, for those who prefer milk in their coffee, there are very few lower price-point home-use products which produce silky microfoam without requiring expert foaming skills,” he adds.

How new innovation is making latte art more accessible

As part of the push to improve quality standards in both coffee shops and at home, more and more equipment manufacturers are developing new and innovative products to reach a wider range of people.

“For a lot of consumers and home baristas, the quality of microfoam can make or break milk-based drinks,” Anthony tells me. “Solutions that are accessible and affordable like the DREO BaristaMaker Milk Frother can minimise inconsistencies and improve the at-home coffee experience.

“The BaristaMaker Milk Frother also doesn’t dilute milk with water like a steam wand, which maximises sweetness and enhances mouthfeel,” he adds. “From my experience, as long as you choose the right settings, it will consistently produce the results you need.”

To replicate barista-level latte art, these products need to be designed with the science behind milk foaming in mind, as Jamie explains.

“We worked with a dedicated team of food scientists to focus on protein and fat contents, as well as temperature,” he says. “As temperature increases from 38°C to 55°C (or 100°F to 130°F), proteins start to denature and interact with air bubbles to provide initial stability. 

“At this stage, the patented impeller tip – which also includes a stainless steel mesh screen designed to break up air bubbles into sizes smaller than 0.5mm – introduces air into the liquid,” he adds.

Incorporating the right amount of air at the optimal temperature range, however, is key to producing the best microfoam.

“Proteins are optimally denatured within 55°C to 65°C (130°F to 150°F), which means they can stabilise air bubbles to create a dense, creamy microfoam,” Jamie says. “At around 60°C (140°F), the impeller tip reduces its rotation speed to stop aeration and break up bubbles.”

Accounting for different consumer needs

With the surge in popularity of plant milks over the past decade or so, it’s become more common for consumers to order dairy alternatives in their milk-based drinks. According to data from World Coffee Portal, over 28% of customers at UK branded coffee shops ordered oat milk – which makes it the most popular plant milk in the country.

To accommodate for different protein-to-fat ratios, baristas use different steaming and pouring techniques to create high-quality latte art with a range of plant milks. For example, as oat milk has a low protein content, it usually needs to be steamed for a longer period of time than cow’s milk to create stable microfoam.

“Without sufficient protein to act as a stabilising agent, microfoam tends to disintegrate more quickly, which leads to suboptimal beverage texture and appearance,” Jamie explains. “To address this, the DREO BaristaMaker Milk Frother includes customisable programmes that take the specific protein structure and content of different plant milks into account. 

“By adjusting parameters such as temperature and agitation speed, we can compensate for lower protein contents and improve microfoam stability,” he adds.

In addition to using a wider variety of milks, more and more consumers want to prepare a more diverse range of drinks at home – which means adding different amounts of microfoam.

“For multiple layers of foam, our algorithm can control the speed and duration of aeration and heating, which creates different textures suitable for different beverages, including flat whites and cappuccinos,” Jamie says.

Getting the best results with latte art at home

Pouring café-quality latte art at home requires practice, patience, and dedication. On top of using high-quality milk and investing in the right equipment, Anthony shares his best tips.

“You need to keep your milk integrated right up until you pour,” he says. “As milk sits, the foam is constantly separating from the liquid, so if you don’t fully incorporate them, the foam will stay behind in the jug when you pour – compromising the texture and appearance of your drink.”

To avoid this issue, baristas “polish” steamed milk by gently tapping and swirling the pitcher for a few seconds, which also creates a glossy finish to the milk.

“Integrate the milk by swirling the jug until the foam and milk are fully combined,” he adds. “This means that when you pour the milk, you will be able to create latte art.”

More and more consumers want to pour café-quality latte art at home, and now more than ever, an espresso machine isn’t a necessity. As manufacturers continue to innovate, home baristas and coffee enthusiasts can more easily create excellent latte art designs.

For the wider industry, this comes with a number of benefits. Ultimately, it allows consumers to become more skilled and knowledgeable, and helps to make specialty coffee more accessible.

Enjoyed this? Then read our article on the history of latte art.

Photo credits: DREO

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Crossip on why on-premise is key to non-alcoholic spirits growth


UK-based non-alcoholic spirits producer Crossip, launched by Carl Brown and Tim Blake in 2020, markets four SKUs – the Dandy Smoke, Fresh Citrus Pure Hibiscus and Blazing Pineapple – to 15 countries.

These markets include France, Spain, Germany, the Middle East and South Korea, where the business is principally focused on the on-premise.

Just Drinks sat down with Blake – Crossip’s commercial director – to explore why it sees the on-trade as the ideal channel for developing its non-alcoholic spirits and the opportunities for the brand in the Middle East.

Fiona Holland (FH): At Arena’s Innovation in Non-Alcoholic Beverages conference in March producers spoke about preparing for a “second wave” in non-alcoholic drinks. How do brands, including Crossip, stay relevant in this “new wave”?

Tim Blake (TB): In many respects, it’s don’t try and change too much. I know this is quite a weird thing to say but the worry is that, if you try to change, to adapt to the market, then all you’re going to do is confuse your message, confuse who you are as a brand and everything else. We’re all very young and we’re having to learn that. I think actually we have to be adaptive to the growing category around us and the way consumers are engaging with it more. I think with any brand, it’s to stay core.

Carl asked himself the question [when we were founded]: what makes a great drink? It’s just a simple question and actually what he was trying to work out when he had to make a non-alcoholic menu in a bar – and this is where Crossip kind of started – because he thought to himself what makes a great Negroni or a glass of wine is kind of that taste structure, what it does for your palate, how it makes it interesting, all of these things. We want to talk about the aromas, the flavours, the taste… so that’s where he started with that. It was never an idea of saying: ‘We want to make a non-alcoholic spirit.’ It’s, like, well, how do we make this great drink? We’re all about flavour, or that taste, or that positivity about making great choices when you’re drinking. We’ve never really been about [sobriety] or health and wellness.

TB: I think actually overcoming moderation is going to be about quality and value and integrity of production and ingredient and understanding where things come from… and how it’s made and who makes it. That kind of integrity is going to be equally as important but then also just people understanding the occasions and where they can use it.

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FH: What is Crossip’s presence in on-premise versus off-premise?

TB: [In 2020], we had to launch it into this kind of D2C world… Shopify suddenly became that billion-pound business and everyone was buying online.

Naturally, people aren’t going to pick up a bottle of Crossip and know exactly what to do with it because we don’t really fit. We’re a square peg in a round hole… I’ve often said we’re kind of a disruptive product and disruptive market because we don’t really fit what they’ve kind of said at the start and that was a difficult thing for us. We were on Amazon and we had, people review it going, ‘well, this doesn’t taste anything like whisk(e)y’ [and] we’re not trying to make it taste like whisk(e)y.

The off-trade in general we’ve got a long way to go in non-alcoholic spirits to just be in that general consumer knowledge base.

The off-trade in general we’ve got a long way to go in non-alcoholic spirits to just be in that general consumer knowledge base…. we got the opportunity when it started to open up a lot more within bars and it’s our natural place. I was a bartender at 15, I gave Carl his first job at 18. We’ve been bartenders our whole life… I’ve always been more comfortable there and I think Crossip as a product is more comfortable there. Plus, it’s given us the ability [to do] a lot of export… That’s been a big part of our business because we needed to expand our field of sales quicker, purely because it was smaller in the UK because of the pandemic and everything else.

We’re very much a D2C product. I also think the non-alcoholic category, spirits especially, has been driven to act quite unnaturally [in relation to] how a spirit brand develops because of quite over-the-top investment within the category. You’ve had a lot of money thrown at a lot of brands early doors… and there’s kind of the idea put into a shop and you sell overseas, right? So all of that is driving it into that kind of retail FMCG space, which means that we’re not spending that time creating that knowledge, which normally comes from the on-trade, bartenders menus, etcetera.

I think the pandemic made the category act quite unnaturally [with] excessive investment from larger brands trying to sculpt the category as to what they felt it should be. It kind of drove a lot of that early narrative of sales and growth. I think if you look at any drinks product, bar maybe things like beer and RTDs, it’s always started in the on-trade. We’ve kind of built that knowledge and then we’ve moved into the off-trade… the best way for us to grow as a category is to expand within the on-trade, hospitality as much as possible, to give that kind of wider awareness to the consumer as to how to use non-alcoholic spirits.

Crossip co-founder and commercial director Tim Blake. Credit: Crossip

FH: Would you consider heading into new product types like RTDs?

TB: It sounds really easy to say: let’s just make an RTD but, [in] reality, to get scale I probably need to have more than £150,000 ($195,590) to get that off the ground really… The problem is when you’re a small brand you’re just going to be pulling money from somewhere else to go into there. Plus, it’s a completely different way of selling… When you’re a spirit, it’s more of a lower run rate, but more premium pricing, right? So, a can we’re going to sell at £2, a bottle of spirit we’re going to sell at £20. Obviously, we have to sell less of that to make our margin or make a turnover… Then it becomes more off-trade and FMCG, whereas at the moment we’re focusing on on-trade and drink development.

We have got some various ideas for NPD… I’m always a little bit bored by this whole idea of let’s make a non-alcoholic spritz and stick it in a can and expect consumers to just buy it. I think we need to think about occasions more and we’ve got a few things in the pipeline for that.

FH: Where are your most important geographic markets?

TB: The Middle East is probably our most important market. It is our biggest market. We turn over more money in the Middle East than we do in the UK. I mean, at the end of the day, the UK is an incredibly aggressive drinks market and sometimes there’s a little bit of vanity over sanity in growing a brand. [A case of] I want to be the biggest person in my backyard. I’m not a very vain person… so I’m going to let someone else fight that fight for me and I’m going to go where we can sell more. That’s what we try to do. The Middle East presented us with some really great opportunities. First things first, we try and find a good partner and that is not an easy thing. Our model is… find a distribution partner, try and engage with them and grow… In the Middle East, we’re really lucky. We found someone [Drink Dry] pretty much in the first six months. They were a small staff as well. We’ve grown up together. They’re now the biggest non-alcoholic drinks distributor in the Middle East, we’re one of their important core brands. We invest more heavily in A&P into that area, into advertising and such like.

South Korea, we’ve got an opportunity there, and we’re the only non-alcoholic spirit available, pretty much, because there’s a thing about preservatives. We adapted our recipe because we’re small and nimble and could. There’s a couple [other brands] coming now but that in itself is a new challenge. First things first, get there, find a partner, find the challenges that you’re going to have. Target that bar and restaurant. Don’t think you’re going to take over a country. Just look at a city. If you’re going to go to South Korea, you’re basically going to take over Seoul. That’s it. If… you say, ‘I’m really big in the Middle East’, in reality that means you’re doing okay in Dubai, Riyadh is emerging, you’re doing a little bit of work in Bahrain, Abu Dhabi, Qatar, but they’re never going to be big. Big two there are Dubai and Riyadh really now, so [we] target those areas…Dubai is the biggest market; in two years it’ll be Saudi Arabia.

Canada, we’ve built a bit of a foothold there. We’ve built a better team and we’ve got a better look. Germany, the same thing as well, so more feet on the ground. This year is probably about growing Canada, North America. We’re not in the States at the moment because it’s difficult. It’s problematic.

Crossip Dandy Smoke bottle and cocktail. Credit: Crossip

We now warehouse stock in Amsterdam. One of our biggest barriers was people didn’t want to buy stock from the UK because of Brexit… We ship and hold stock in Amsterdam and then we move from there. Basically, you can then sell internally within the EU under their VAT numbers but essentially it means now the barrier to entry is a lot less for Europe. I’m growing the European market a lot better because of that, cuts down on costs and everything else.

There’s lots of little things in the pipeline. We often get market people coming to us. Someone from Malaysia popped up the other day, so we’ve got some stock going out to Malaysia into a kind of expat [region], and that might lead into some more in Asia. All markets are slightly different. Barriers to entry are very different, barriers to growth are different. It’s about learning and adapting and growing as best we can.

FH: Why are you not in the US? Do you have plans to enter the market?

TB: I think with the [US] I’m just very mindful that I want to be in a better position as a business. I don’t want the business at risk just because we’re going to open up another market. I think we can sell a bit of stock elsewhere. You’ve got to be careful of how much you bite off [before] you can chew.

Just because you’re not drinking alcohol doesn’t mean you don’t want quality or choice.

FH: What are your sales volumes and how much are you looking to grow those by in the next 12 months?

TB: We’ve had good growth. I think this year will be slightly transformative and the same as last year… last year we did about 50,000 bottles. This year we hope to be 80 to 100,000 bottles, so good volume. I think time will tell on some of that.

My world can be a lot about turnover and how many bottles we’ve sold and we’ve got investors, and we have expectations and everything else that goes with it… Actually, what we’re trying to do this year is [turn a] profit to be honest. In the drinks start-up world, you invest, invest, invest. In a challenging investment market this past year… let’s be honest, you can put £100,000 in the bank and make 5% on it. Who’s going to go to a start-up and go ‘Well, there you go. Here’s my money’ and everything else? Obviously, it’s been more challenging, because [of] the world we’re in at the moment… there [were] a lot of brands [embracing] that unicorn-chasing idea… I think that time is a little bit over, certainly within drinks. We understand as a business that we want to be a business that’s sustainable, that can pay its employees well, that can be a business that’s turning over profit and turnover and be a bit more controlled over where it spends everything else.

I’d like to think that we are going to be getting towards that 70%, 80%, 90%, 100% growth next year.

FH: What are the main challenges and opportunities for growth for non-alcoholic spirits at the moment?

TB: Challenges are opportunities… that’s always the way you’ve got to look at this, I think. Otherwise, you’d end up sat in a ball, rocking and crying. The challenge is always about consumer knowledge, consumer engagement. And when I talk about consumers, I’m talking about whether that be a trade consumer, bartender and a bar owner, et cetera.

Within the spirits category we are the only spirit on a bar that’s maybe completely 360, right? We can make great non-alcoholic drinks but then we can also be added into normal cocktails as an ingredient to enhance that quality of that cocktail’s flavour. Dandy Smoke, which is our smoky one, 5ml of that is phenomenal in a whisk(e)y cocktail because it gives it a bit of lift. So, I think the opportunity is for us to really realise the potential of a non-alcoholic spirit… in any setting, whether that be at home or in a bar.

I think that younger generation obviously is an opportunity, because there is absolutely a social change afoot, where there [are] people drinking less… and, for that, the opportunity is that people will still want to drink something better. Just because you’re not drinking alcohol doesn’t mean you don’t want to improve you’re drinking, don’t want quality, don’t want choice, don’t want all of these things.

We need to just keep really driving on that knowledge and remembering that what we’re trying to sell is how to drink non-alcoholic spirits, that whole idea.

Statistics show we’re in a growth category. We know where we are. We know that all the big companies, big brands, would not be investing their millions and billions of pounds in NPD, innovation and all those sorts of things if there wasn’t a market to be [had].




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