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Real-Time Resilience: Mitigating Crisis Impact Through Swift Social Media Management

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Social Media Management crisis

Businesses must be able to handle crises quickly and effectively in today’s fast-paced environment, especially in the arena of social media. A crisis can occur at any time, from a customer complaint gone viral to a public relations catastrophe. Organisations must use real-time resilience techniques for crisis management on social media to protect their brand and sustain customer trust.

The Critical Role of Social Media in Crisis Management

In the digital age, social media is often where crises gain momentum. It’s where customers express their grievances, share their concerns, and, unfortunately, where issues can quickly escalate. Thus, it’s imperative to understand the power of social media in shaping public perception and to have strategies in place to manage crises efficiently.

Swift Response: The First Line of Defense
  • Monitoring and Alert Systems: Implement real-time monitoring tools that track brand mentions and sentiment on social media platforms. These tools can provide instant alerts when a potential crisis is brewing, giving your team a head start in managing the situation.
  • Designate a Crisis Team: Establish a dedicated crisis management team with defined roles and responsibilities. Having a team ready to respond swiftly and effectively can make all the difference.
  • Preparedness Training: Train your team in advance to handle crisis scenarios. Simulations and practice runs can help them become familiar with the process, ensuring that they are ready when a real crisis hits.
  • Clear Communication Protocols: Create a clear chain of communication. Define how information should flow within your team and across different departments to ensure consistency and accuracy in messaging.
Proactive Crisis Mitigation
  1. Issue Acknowledgment: Swiftly acknowledge the issue or complaint, and thank the person for bringing it to your attention. This shows that you’re actively listening and care about resolving the problem.
  2. Provide Regular Updates: Keep your audience informed about the steps you’re taking to address the issue. Transparency can help regain trust and confidence.
  3. Utilize Positive Brand Assets: If possible, shift the focus to your brand’s positive attributes or previous successes. Showcase your commitment to customer satisfaction and quality.
  4. Leverage Influencers: Engage with influencers who can help shape the narrative in a more positive light. Influencers can provide a different perspective and lend credibility to your response.
Post-Crisis Evaluation
  • After-Action Review: Once the crisis is resolved, conduct an after-action review. Analyze what went well and where there were shortcomings in your response. Use this feedback to enhance your crisis management process.
  • Reputation Repair: Implement strategies to rebuild trust and repair your brand’s reputation. Consistency in your messaging and actions is essential.

In the age of instant communication and virality, real-time resilience in social media management is a must for businesses. Swift response, proactive crisis mitigation, and post-crisis evaluation are all part of a holistic strategy to protect your brand’s reputation in the face of adversity. By being prepared and agile, organizations can effectively manage crises and emerge stronger, maintaining customer trust and loyalty. Remember, it’s not about avoiding crises but about how you respond when they occur that truly matters.

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Creating a Content Ecosystem: Strategies for Building User-Generated Content

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user generated content

Content is king in the age of social media, and original content from your consumers may be the crown gem of your brand’s content strategy. User-generated content (UGC) is an effective approach to develop trust, engage your audience, and expand the reach of your business.

User-generated content is content that is created by your customers or users, often shared on social media, reviews, or other online platforms. Its impact is significant for several reasons:

  • Trust and Authenticity: UGC is perceived as more genuine and trustworthy than branded content. People trust the opinions and experiences of fellow consumers.
  • Engagement: UGC can spark engagement and conversations around your brand. It encourages users to participate and share their stories.
  • Cost-Effective: It can be a cost-effective way to generate content, as your customers create it voluntarily.
  • Amplification: When users share their content on their social networks, it extends your brand’s reach to a wider audience.
Strategies for Building User-Generated Content

Create Shareable Experiences

Encourage your customers to create content by offering experiences worth sharing. This could include unique product packaging, interactive events, or creative contests that inspire users to participate and generate content.

Leverage Hashtags

Create a brand-specific hashtag that users can use when sharing content related to your brand. This makes it easy to track and showcase UGC. Promote the use of the hashtag in your marketing campaigns and on your product packaging.

Run Contests and Challenges

Organize contests and challenges that encourage users to create content. This could be a photo contest, video challenge, or writing competition related to your products or services. Offer prizes or recognition to motivate participation.

Highlight Customer Stories

Share customer success stories and experiences on your website and social media. Celebrate your customers’ achievements, and ask them to contribute their stories. This not only builds trust but also encourages others to share their experiences.

Reviews and Testimonials

Encourage customers to leave reviews and testimonials. You can feature these on your website and marketing materials. Use review requests and incentives to gather valuable user-generated content.

Interactive Content

Engage your audience with interactive content. Polls, surveys, and quizzes related to your industry or products encourage participation and generate user-generated content.

Show Appreciation

Show appreciation for user-generated content by sharing and acknowledging it. Repost user content on your brand’s social media and thank users for their contributions. Recognizing their efforts can lead to more content creation.

User Stories on Social Media

Feature user stories on your social media platforms. Platforms like Instagram and Facebook Stories are excellent for showcasing user-generated content. Share their posts and experiences on your brand’s profiles.

User-generated content is a potent tool that can boost trust, engagement, and brand exposure. By implementing these strategies and encouraging your customers to become active contributors to your brand’s content ecosystem, you can create a thriving community around your products and services. In an age where authenticity matters, user-generated content is the bridge that connects your brand with your audience in a way that no other form of content can.

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TAB Gida secures green light from Turkish regulators for landmark IPO: Anticipated to be largest since 2018

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TAB Gida
TAB Gida

TAB Gida, the master franchisee responsible for Burger King, Popeyes, and various other fast food restaurant chains in Turkey, has obtained the green light for its intended Initial Public Offerings (IPO).

After receiving the green light from Turkey’s Capital Markets Board (SPK), TAB Gida is anticipated to embark on the largest dollar-denominated IPO since 2018, as reported by Reuters.

The report verified that the company plans to make only 20% of its shares available for public offering, while shareholders of TFI TAB Gida Yatirimlari will divest a portion of their shares, coupled with a capital injection.

As per a Bloomberg report, the foodservice company intends to generate approximately Tl6.85 billion (equivalent to $246 million) by vending 52.5 million shares at a price of Tl130 per share.

Following the market’s closure on Thursday, the report, referencing regulatory clearance, disclosed that the IPO comprises nearly 28.9 million new shares, with the parent company TFI TAB Food Investments slated to divest an additional 23.6 million shares.

TAB Gida will allocate the funds from the listing towards the establishment of new restaurants, the installation of a new solar plant, and the reduction of its current financial liabilities.

The foodservices company is expected to disburse Tl215 million in intermediary fees during the IPO.

Moreover, TAB Gida will make around 78% of the shares available to domestic retail investors.

Since 1994, TAB Gıda has been dedicated to fostering the expansion of the quick-service restaurant (QSR) industry in Turkey.

The company currently operates 1,500 fast food restaurant brands across Northern Cyprus, North Macedonia, Turkey and Georgia regions.

TAB Gida operates different fast food restaurant chains such as Arby’s, Popeyes, Sbarro, Subway and more than 700 Burger King outlets.

The Bloomberg report added that TAB Gida’s annual revenue increased by 125% to Tl8.62bn in 2022.

The company’s net income in 2022 stood at Tl361.8m.

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Haldiram’s unveils a culinary adventure this Navratri with an exclusive fasting menu!

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Haldiram's
Haldiram's (Representative Image)

This Navratri season, Haldiram’s is thrilled to unveil its exclusive Navratri feast menu, designed to satisfy all your fasting culinary cravings. With immense joy, the brand unveils this campaign, showcasing a range of exquisite recipes that not only tantalize the taste buds but also pay homage to the rich traditions of the festival. Haldiram’s sets itself apart as a trailblazer in maintaining the highest standards of hygiene when crafting Navratri meals.

Indulge in a delightful array of culinary delights at your nearest Haldiram’s restaurant or, for added convenience, order exclusively through Zomato.

Featuring a menu that spans from timeless classics like Kurkuri Sabudana Tikki to inventive creations like the Tandoori Platter, Sabudana Papdi Chaat, and Purani Dilli Ki Tawa Aloo Chaat, there’s something to satisfy a variety of tastes. The tandoori specialties, in particular, present a delightful fusion of tenderness on the inside and crispiness on the outside, making them an irresistible choice for all.

If you’re in search of a satisfying feast, Haldiram’s Navratri special thali is a must-try during this festive season. It offers a diverse selection of dishes, ensuring a delightful and complete meal experience.

Divya Batra, Head of Marketing at Haldiram’s said, “This Navratri, let your fasting journey be a flavorful one. At Haldiram’s, we have thoughtfully curated a Navratri menu that not only honors the essence of fasting but also ensures a delightful culinary adventure. From traditional fasting snacks to hearty, wholesome dishes, you can explore a world of flavors at your nearest Haldiram’s restaurant or conveniently order online via Zomato.”

Kailash Agarwal, President – Retail, Haldiram’s said, “Navratri is a time to seek blessings and savor flavorful meals after a day of fasting. At Haldiram’s, we comprehend the diverse taste preferences of our patrons and the importance of traditional recipes during the festival. Therefore, we have meticulously crafted a special Navratri menu to tantalize the taste buds of our valued customers as they celebrate the eagerly anticipated festival – Navratri.”

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Coca-Cola India and NSDC empower retailers through skill development program

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Super Power Retailer Program

In an effort to support retailers in Odisha and Uttar Pradesh, the National Skill Development Corporation (NSDC), operating under the Ministry of Skill Development & Entrepreneurship (MSDE), has unveiled a collaboration with Coca-Cola India to introduce the Super Power Retailer Program as part of the Skill India Mission. This initiative is currently in the pilot phase in Odisha.

The official announcement of the partnership took place with the presence of key dignitaries, including Union Minister for Education and Skill Development & Entrepreneurship, Dharmendra Pradhan; NSDC’s Chief Operating Officer, Ved Mani Tiwari; and Sanket Ray, President of Coca-Cola India & Southwest Asia.

During the event, Dharmendra Pradhan highlighted that the Super Power Retailer launch, coinciding with the auspicious Durga Puja celebration, would empower retailers by offering training to expand their businesses and improve customer experiences. He emphasized that this initiative would be instrumental in bolstering India’s economy through the skill development, reskilling, and upskilling of retailers.

Pradhan further emphasized how this initiative, in alignment with Prime Minister Narendra Modi’s vision of ensuring that our workforce is the primary beneficiary of a thriving India, will deliver 14 hours of top-notch retail training to 1.40 crore retailers across the nation through the Skill India Digital Portal. He also noted that this training would equip retailers to effectively devise and execute business strategies while harnessing the numerous opportunities offered by digital platforms.

Pradhan also conveyed that these training modules would be accessible in various languages, ensuring that both small shopkeepers and large-scale businessmen across the nation can benefit. He further highlighted that this initiative would foster a retail ecosystem capable of surpassing customer expectations, embracing the future of work, and catalyzing exponential growth within the industry.

During this event, Coca-Cola recognized accomplished retailers and celebrated women who have achieved self-sufficiency through the application of their skills and entrepreneurial endeavors. Pradhan expressed his respect and admiration for the mothers of Odisha who have advanced their businesses with their intelligence and entrepreneurial acumen.

The Super Power Retailer Program is poised to empower and advance retailers, representing a significant milestone in Skill India’s endeavors to bolster the workforce. This initiative places its emphasis on enhancing the capacity and capabilities of retailers within the contemporary retail sector. Its primary objective is to educate and train small and micro retailers, equipping them with the knowledge and competencies necessary to gain a deeper understanding of consumer behaviors and preferences. Retailers will receive instruction, tools, and techniques essential for success in the ever-evolving retail landscape. This will, in turn, help disseminate best practices, providing traditional retailers with the requisite skill set to enhance profitability and bolster their business acumen.

The program is designed to deliver industry-specific skills, including customer management, inventory and stock management, and financial management, tailored to the specific professional requirements of retailers. This will enable retailers to attain proficiency and expand their knowledge. The training, spanning 14 hours, will encompass two hours of in-person classroom sessions and 12 hours of digital training. It will combine physical classroom instruction with access to an app-based Learning Management System (LMS) that can be used on mobile and handheld devices for online modules. These modules will be hosted on the Skill India Digital platform (SID). The training will employ a multimedia approach, incorporating a mix of videos and written materials, all facilitated by experienced trainers to support the learning process. Participants will receive a certificate upon successful completion of the classroom, online training, and assessment modules.

Through the collaboration, NSDC will assist Coca-Cola India in broadening the reach of the program on SID. This entails the development and enhancement of training content to match industry-specific skill demands. Furthermore, NSDC will oversee the recruitment of trainers for program implementation and guarantee a smooth learning process by furnishing the necessary training infrastructure.

Contemplating this significant achievement, Ved Mani Tiwari, the Chief Operating Officer of NSDC, emphasized the ongoing transformative revolution within India’s skill development landscape. This transformation is fueled by a steadfast dedication to empower the nation’s young population and its ambitious workforce through the acquisition, improvement, and adaptation of essential skills. He also highlighted that, guided by the leadership of Dharmendra Pradhan, the introduction of the Academic Bank of Credit, a digital repository of prior learning experiences, will serve to bolster the empowerment of India’s youth even further.

Sanket Ray, the President of Coca-Cola India & Southwest Asia, underscored his company’s commitment to generating value within the retailer ecosystem, a crucial component of the business value chain. In the ever-changing consumer environment, he emphasized that equipping retailers with essential entrepreneurial and digital skills not only elevates their significance in the eyes of today’s consumers but also prepares them for the future. He commended the Skill India Mission’s endeavors to promote innovation and offer industry-specific skills that are accessible to everyone.

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Food Square redefines gourmet retail luxury with unveiling of Mumbai store

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Mayank Gupta and Lalit Jhawar
Mayank Gupta and Lalit Jhawar

Mayank Gupta and Lalit Jhawar, two dynamic farmer-entrepreneurs, have set forth on a thrilling venture into the gourmet retail realm with the inauguration of Food Square. Situated in the vibrant heart of Bandra, Mumbai, this unparalleled premium emporium for gourmet culinary delights boasts an expansive 25,000 square feet. It presents an opulent selection of the most exquisite provisions and elusive flavors procured from worldwide sources, catering to a wide spectrum of gastronomic cravings, all while aspiring to revolutionize the gourmet retail experience.

With a combined expertise of over 5 years in cultivating and supplying fresh produce to more than 200 supermarkets in Western and Southern India, this dynamic pair possesses extensive industry experience and a thorough comprehension of consumer demands. In an impressive initial funding round, Food Square has effectively garnered a significant investment of $3.6 million. The multi-story venue, rented with support from Bollywood Actor Salman Khan and backed by prominent investors like Fashion Designer Masaba Gupta, Mukul Agrawal, Purple Style Labs, Sanket Parekh (from the Pidilite Family), Rahul Kalyan (SMIFS), Harminder Sahni, and others, envisions establishing stores across India, including cities like Mumbai, Bangalore, Hyderabad, Chennai, Delhi, Jaipur, and Pune. Their primary focus is on serving the High Net Worth Individual (HNI) and Ex-Pat Community.

Food Square presents an extensive selection from over 6,000 global brands. The establishment showcases a dynamic Live Kitchen, an enticing Cheese Cellar brimming with a collection of more than 350 cheese varieties ranging from INR 4,000 to INR 5 lakhs. They have cultivated partnerships with renowned brands such as Versace for an opulent cutlery range, Brijwasi for exclusive artisanal kulfi, air-fried farsans, Gelato for ice cream and cakes, live stations featuring Entisi Chocolate, and a diverse array of products encompassing dips, spreads, sauces, and a convenient Home Meal Replacement Service.

Food Square warmly welcomes connoisseurs to immerse themselves in a realm of indulgence, offering premium wines, fresh cuts from a distinguished meat market, Italian antipasti, olive oils, and truffles courtesy of Oliveology. Furthermore, they provide a diverse selection of eggs, a captivating fish cleaning theater, an extensive variety of fresh fruit jams, high-quality cold cuts, poultry, seafood, and an exclusive Indian sweet shop.

The opulent experience doesn’t stop at humans; it extends to pet owners as well, with a range of imported treats and tailor-made pet hampers. Food Square invites patrons to delve into a realm of freshness, highlighting exotic fruits, vegetables, and an extensive selection of water sourced from diverse corners of the world. In addition to retail, Food Square actively promotes artisanal brands, especially startups, allowing them to exhibit their forward-thinking product concepts and offering customers a varied range of products that align with current market trends.

Lalit Jhawar, CEO and Co-Founder of Food Square said, “Our aspirations reach for the sky as we strive to elevate the realms of experimentation, quality, accessibility, and convenience. Our primary goal is to deliver unparalleled freshness and top-notch quality, sourcing our food directly from the farms. We are committed to providing our customers with an experience that surpasses any they’ve encountered before.”

Mayank Gupta, MD and Co-Founder of Food Square said, “We are farmer-entrepreneurs-founders ourselves, running large-scale aquaponics and sustainable soil based farms in different parts of Maharashtra since more than 5 years. The current valuation of the Indian gourmet food market standing at $1.3 billion, a CAGR of 20 percent, makes it a promising arena. Our aim is to bring authentic flavours from around the world to our home turf, creating a space that resonates with every food enthusiast. A dynamic city like Mumbai truly deserves a top-tier gourmet experience, and we are delighted to fulfil that need.”

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Swiggy increases platform fee to INR 3 per order to boost profitability ahead of IPO in 2024

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swiggy
Swiggy (Representative Image)

Foodtech giant Swiggy has hiked its platform fee from INR 2 to INR 3 per order.

Back in April of this year, Swiggy implemented a flat platform fee of INR 2 per order, regardless of the order’s cart value.

Read More: Swiggy implements ‘platform fee’ on all orders, users to bear the cost

The platform fee, applied in addition to the delivery charge, continues to be applicable to all customers, including those enrolled in Swiggy’s loyalty program, Swiggy One. Even Swiggy One members, who receive benefits such as free food and grocery delivery, are not exempt from the platform fee.

The platform fee, applied alongside the delivery fee, continues to be applicable to all customers, including members of Swiggy’s loyalty program, Swiggy One. Even Swiggy One subscribers, who receive benefits such as free food and grocery delivery, are not exempt from the platform fee.

At present, the platform fee is solely associated with Swiggy’s food delivery service and has not been introduced for Instamart orders.

Interestingly, in August, Swiggy’s main rival, Zomato, also increased its platform fee from INR 2 to INR 3 per order. Zomato also extended the platform fee to Zomato Gold users, who were previously exempt from this charge.

Read More: Zomato extends platform fee to wider user base, implements INR 3 charge in select cities

This aligns with Swiggy’s pursuit of enhanced profitability, particularly as the company prepares for its initial public offering in 2024.

Earlier this year, Swiggy CEO said its food delivery business achieved profitability as of March 2023. “As of March 2023, Swiggy’s food delivery business has turned profitable (After factoring in ALL corporate costs; excluding employee stock option costs),” claimed Swiggy CEO Co-Founder and CEO Sriharsha Majety.

In the fiscal year 2022, the company reported a consolidated loss of INR 3,629 crore and generated revenue totaling INR 5,704.9 crore. Out of this revenue, INR 3,444.4 crore was attributed to the food delivery segment.

Conversely, Swiggy’s competitor, Zomato, achieved profitability in the first quarter of FY24, recording a consolidated profit after tax (PAT) of INR 2 crore compared to a consolidated net loss of INR 186 crore in the corresponding quarter of the previous fiscal year.

Read More: Zomato turns profitable in Q1 FY24, reports INR 2 Cr consolidated PAT

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Basmati exporters hit pause on purchases to protest government pricing curbs

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Rice exporters and millers dealing in Basmati rice from Haryana, Punjab, and western Uttar Pradesh have halted their purchases from 300 wholesale markets across these regions starting Saturday evening. This decision comes in response to the government’s choice to maintain the minimum export price (MEP) at $1,200 per tonne, a level deemed excessively prohibitive for India’s Basmati exporters to effectively participate in the global market, according to industry leaders.

“A number of exporters and millers have stopped purchase of paddy/rice as the government has not lowered the MEP. This is despite the government promising us at the last meeting held on September 25 that the MEP will be lowered to $900 per tonne,” said Vijay Setia, former president of the All India Rice Exporters Association. “The meeting, which happened virtually, was presided over by Union commerce and industry minister Piyush Goyal.”

Exporters have reported that, to date, only 20% of the latest crop, specifically the 1509 variety, has been acquired, while the remaining 80% remains either in the possession of farmers or stored in wholesale markets (mandis).

Farmers in the three states are facing a significant dilemma, uncertain about where to market their freshly harvested Basmati rice, primarily destined for export and with limited domestic consumption. On August 25, the government imposed a ban on Basmati rice exports below the price of $1,200 per tonne to prevent the potential occurrence of “illicit” trade involving standard white non-Basmati rice disguised as premium Basmati rice. Furthermore, it suspended contracts for rice priced below $1,200 per tonne and instructed the Agricultural and Processed Food Products Export Development Authority to establish a committee for reviewing these contracts.

Raghbir Singh, an agitated farmer from Karnal, said, “The government’s decision not to lower the MEP will result in agitation from the farmers and will have an impact on the upcoming state elections.” “It should be monitored fortnightly to curb inflation and the price bar should be raised as per need” he said.

Out of the entire 1.7 million hectares of land devoted to Basmati rice cultivation, the 1509 variety encompasses approximately 40% of this area. In the fiscal year 2022-23, Basmati rice exports amounted to 4.5 million tonnes, valued at INR 38,524.11 crore, with the primary purchasers being Gulf nations. Over 80% of India’s Basmati rice production is earmarked for export. Setia acknowledged the government’s concern for managing inflation, which underpins their actions.

The Food Corporation of India markets its rice in the open market for INR 31.

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California eateries introduce “vomit fees” to curb customer intoxication

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Beer
(Representative Image)

Restaurants in California, USA, have adopted an unusual approach to address issues related to customer intoxication, especially during bottomless brunches. To deter patrons from becoming excessively intoxicated and causing disturbances, some eateries are implementing what they refer to as “vomit fees.”

As per a CBS News report, a restaurant located in Oakland has prominently displayed a sign for the last two years to alert mimosa enthusiasts. This sign serves as a cautionary notice, informing patrons that a $50 cleaning fee will be applied to their bill in the event of any vomiting incidents within the restaurant’s public spaces. The sign reads, “Dear all mimosa lovers, Please drink responsibly and know your limits. A $50 cleaning fee will automatically include in your tab when you throw up in our public areas. Thank you so much for understanding.”

The owner of the establishment mentioned that while he hasn’t yet charged anyone the cleanup fee, the sign has proven to be an effective deterrent. He explained, “It was really tough cleaning. People were scared with COVID. And this was happening a lot. My workers don’t want to do that. It got better. Now [customers] know they have to pay. They understand.”

In a similar vein, a San Francisco restaurant, as reported by People Magazine, also warns brunch-goers that they could face a $50 fee for incidents resulting from intoxication. A message on the restaurant’s menu reads, “Please Drink Responsibly. $50 Cleaning fee per person for any incidents [that] incur as a result from intoxication… responsible for the whole group.”

Since implementing this warning, the restaurant has observed a reduction in indoor vomiting incidents. The owner noted, “It’s better, but every other week we get somebody throwing up or vomiting. Now they go outside.”

These efforts in California are not unique instances. Just recently, a restaurant in Singapore garnered online visibility when a viral video depicted a woman engaged in a dispute with restaurant personnel who were firm in their request for her to cover a $15 cleaning fee following her intoxicated friend’s episode of vomiting.

It’s important to highlight that the practice of implementing cleaning fees for messes isn’t limited to restaurants. Uber, a popular ride-sharing platform, permits its drivers in the United States to impose cleaning fees that can range from $20 to $150 when passengers leave a mess.

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Speciality Brands strikes exclusive deal to elevate Chopin Vodka’s presence in the UK market

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Chopin Vodka
Chopin Vodka

Speciality Brands has entered into an exclusive distribution agreement with Chopin Vodka, a super-premium Polish brand, for the UK market.

Chopin, a family-owned brand situated in eastern Poland, manages the entire production process, from the farm to the bottle, ensuring full control over every aspect.

The brand offers Wheat, Rye, and Potato varieties, all boasting a 40% ABV. Additionally, Speciality Brands will introduce Chopin’s exclusive Vera Wang bottle, blended editions, and Family Reserve to the UK market.

By joining forces, the distributor’s objective is to enhance Chopin’s footprint in both the on-trade and off-trade sectors.

“As a family-owned business focused on producing high-quality spirits, [the Chopin team] share many of our values and fit really well within our portfolio of premium drinks,” said Chris Seale, managing director at Speciality Brands. “We’ve got great plans for the brand, which include taking full advantage of the growing popularity of the martini in the UK.”

Tad Dorda, Chopin Vodka, Co-Founder and chief executive, added, “We were looking for a distributor that would bring passion, expertise, and a flair for building luxury brands in a market that needs nurturing in a very specific way. Speciality Brands has all the right credentials and we’re looking forward to taking Chopin on the next steps of its journey.”

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