Business
Beer Necessities
Being owned by a corporate giant may not be ideal, but as small Texas breweries like Celis and Spoetzl are learning, it could be the only way to survive.
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The moves paid off. Spoetzl’s production skyrocketed from 35,000 barrels (one barrel equals about 330 twelve-ounce bottles of beer) in 1990 to 138,000 barrels in 1995, making Shiner Bock the best-selling bock beer in the country. This summer Spoetzl tweaked the recipe of its flagship brand, Shiner Premium, and gave it a new name: Shiner Blonde. And since the buyout, Gambrinus has invested close to $15 million in the brewery, most of it going toward expansion; with a projected 180,000 barrels going out this year, Spoetzl is the largest regional specialty brewery in the Southwest and the seventh largest in the nation. (Breweries are broken down into three categories. Microbreweries make fewer than 15,000 barrels a year; regional breweries make between 15,000 and 500,000; and large breweries make more than half a million barrels.) As marketing director Ron Christesson says, “We are a regional brewery that has learned to produce specialty products as a matter of survival.”
By contrast, the Celis brewery did not need to learn how to make specialty beer. When 71-year-old Belgian brewmaster Pierre Celis founded the company in 1992, his first beers were Celis White, a Belgian-style wheat beer; Celis Golden, a crisp lager; and banking on Shiner Bock’s growing name recognition in Texas, a malty ale dubbed Celis Pale Bock. The brewery made 6,000 barrels its first year, and by 1994 it had shot up to 16,000 barrels, shedding its classification as a microbrewery to become the only other regional specialty brewery in Texas besides Spoetzl. Soon Celis White was being distributed in thirty states and was in high demand—too high, according to company spokesman Craig Foster. “We didn’t plan to grow so quickly,” he says. “We got to the point where we hit a wall and couldn’t produce the beer fast enough. We had distributors waiting four to six weeks for orders. We were like, ‘God, we’ve got to expand the brewery.’” But expansion meant a hefty investment, and having spent roughly $10 million to build its facility just a few years earlier, the brewery found itself in a financial bind.
Rather than risk losing some of its distributors, Celis made a deal that has created some controversy. In February 1995 the company sold a majority interest of the brewery to the American Specialty Craft Beer Company, a subsidiary of Miller. Outsiders immediately began to fret that Celis’ brew might suffer the same fate as a certain beer bought by Miller in the eighties. “When import beers became big, Miller bought Löwenbräu and changed it all up,” says Kevin Bartol, co-founder of Houston’s independent Saint Arnold Brewing Company. “The brand went down. I just hope that Miller leaves Celis alone.”
According to brewery president Christine Celis, who is Pierre’s daughter, Miller hasn’t meddled with the brewing process. Unlike Löwenbräu, she points out, the Celis brewery retained the rights to its recipes and brewing methods in its contract with Miller. And, she notes, her father has faced down a large owner once before. In 1990, when Pierre was in business with the international brewing consortium Interbrew in Belgium, annual production of his beers reached a phenomenal 300,000 barrels. To meet demand, Interbrew’s management ordered him to change the brewing method—a decision that did not sit well with Celis. “I will not be responsible for the quality of the beer nor its sales if I have to cheapen its creation,” the brewmaster declared, promptly selling out to Interbrew for an undisclosed seven-figure amount and setting his sights on Texas. Today Pierre seems confident that his family will keep making excellent beer. “In Belgium,” he says, “I learned my lesson with the big boys.” Bartol, for his part, contends that only time will tell how the Miller buyout will affect the brewery, but he does concede that, a year and a half after the sale, “Celis is still making great beer.”
And lots of it. With the help of Miller’s engineers and more than $3.5 million in capital, Celis recently revamped its refrigeration facilities and expanded its brewing capacity; the production goal is 65,000 barrels next year. Christine Celis also credits Miller with teaching her family about marketing. “Even though we’ve been here five years, it’s something that we are still not familiar with,” she says. “We still think differently from Americans.” But most impressive has been Miller’s help in getting Celis’ beer to the drinkers. Before the deal, Craig Foster says, “we were sacrificing distribution in our local markets to supply outside markets. So, rather than ruin our relationships with our local distributors, we made a decision to take care of our home markets.” By using Miller’s wholesalers, Celis was able to cut distribution from thirty states down to its best five, yet sell 50 percent more beer.
Since then, the Austin brewery has slowly raised its distribution back up to 11 states and now looks carefully at each new market before venturing out. Shiner has comfortably reached 22 states, but with nearly three thousand beers in the U.S. to compete with, Gambrinus too recognizes the need to pick and choose its sales regions cautiously. It will soon test the crowded California market, and Celis is itching to appease the East Coast consumers who send daily e-mail requests for its wheat beer, which was taken off the shelves there when the company scaled back. But newfound marketing prowess or no, each brewery still sells the majority of its beer in Texas, and neither one will forget who brought it to the dance. “The Texas consumer will continue to be at the forefront of what we produce,” Christesson says. Or, as Christine Celis puts it, “Texas is always going to be our number one market. It is our home.”
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