Taken at face value, I’m not sure it means much; we live in a deeply interconnected world and almost nothing is truly free from outside influence. In the right context, however, ‘independence’ can resonate with bigger ideas that hold real value.
This is why I think the Society of Independent Brewers (SIBA) is right to promote the idea of independent beer.
I’m passionate about independent breweries and the value they bring to our country’s culture, local communities and the dynamism of a vibrant category. They’re at the heart of my business. Much of the best in beer comes from the indie sector and, if done well, independence can command a premium by underpinning quality, creativity and a uniqueness that appeals to both trade customers and drinkers.
However, merely distinguishing independent breweries from corporate ones (especially given the complexities of ownership) isn’t enough to create commercial value.
What are the benefits?
Our recently launched Horizons report shows hype and exclusivity don’t drive the category – especially for younger drinkers.
For SIBA and, more importantly, for leading independent breweries themselves, to give independence real value, they must go beyond saying, “we’re not a corporation”.
Simply put, independence only matters if it answers the question: What does a beer from an independent brewery offer the drinker that a global corporation can’t?
The key here is to link the idea of independence to a benefit for the drinker that goes beyond ‘who profits from the beer they’re drinking?’.
Ownership structure alone is unlikely to be a major concern for drinkers compared to factors like great flavour, accessibility and a brand that resonates. Independence must translate into real benefits for drinkers and retailers, in order to create value – otherwise, it risks becoming irrelevant to them.
Growth attracted bigger breweries
Consider the ‘craft’ brands we founded the London Craft Beer Festival (LCBF) with in 2013, which were later acquired by larger breweries.
These brands were bought because of their outstanding beers, brilliant brands and dedication to expanding new markets – qualities that built a loyal fan base. This growth attracted bigger breweries, who, recognising the fast growth of the craft sector, could bring these brands to a wider audience and capitalise on it.
I would argue these brands’ continued success has nothing to do with drinkers’ ignorance of ownership and everything to do with great beer and branding. Independent breweries would be misguided to think that these brands’ success stems from pretending to be independent. Rather it was what they could create by being independent that led to their success.
Herein lies the main point for indie or craft brewers: you don’t win over new markets, gain loyalty or capture market share by focusing on definitions, whether it’s ‘independent’, ‘craft’, or ‘real’. Instead, focus on what makes your product exceptional and how your brand resonates with your drinker community.
If independence underpins that story, it can indeed be powerful because people will rally around it. But if being ‘indie’ is just a line dividing ‘us’ and ‘them’, then it might not be worth the effort, because evidence suggests your drinkers probably aren’t as focused on it as you are.
