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Goodradigbee Distillers – EOI

WHAT INVESTING IN GOODRADIGBEE MEANS

I would like to thank you for considering investing in Australia’s most unique and compellingly differentiated distillery and beverage manufacturer. We were designed from the ground up to be a ‘quality with speed’ business; our business model is to create premium and super-premium spirits that have few, if any, on-shelf competitors. Pursuit of this model has seen us invest over $1.2m in our distilling capability and accelerated maturation technology.

Goodradigbee Distillers has had a strong two years of operation in Australia. From 2020 to now, we have established our retail sales channels in Sydney, Regional NSW and Victoria, and we have developed a new purpose-built 600 sqm distillery in the very heart of the brewery precinct in Brookvale.  On a single-shift basis we now have the capacity to produce 20,000 litres of whisky and 60,000 litres of gin p.a., and we have continued to build our brand awareness and online sales.

The future is looking very bright, and I feel it important to explain why we are seeking the next round of investment. Selling beverages of any kind in Australia requires an unrelenting focus on sales and marketing. We believe our product development is  well advanced, while our production capabilities and investment in technology is almost complete. We now need to grow our sales team, expand our marketing offer and grow market share. When you invest in Goodradigbee, you’re investing in a business with a long-term plan to be a global brand, and we don’t say that lightly – our goal is to go global in 2023.

By doing the above, we can be a $5m business within three years. It is that simple – you would be investing in growth.

Please review the information and Register your Interest, we will follow up with more information as we prepare for the Equity Crowdfunding raise.

I encourage you to review, watch the video and then register for a chat online!

Yours sincerely

John O’Connor

Chief Executive Officer

Goodradigbee Distillers Pty Ltd

Industry

Food & Beverage


Summary

Goodradigbee Distillers will change the way you think about whisky, gin and rum.

Our innovations, including accelerating the maturation of spirit to whisky, the whisky cubes, and the use of Australian hardwoods to create new flavour profiles are industry firsts. Our bottomless cube refill service, where we work with customers to create a unique-to-them solera is a new, revolutionary service. All are genuine innovations that will disrupt the market. Goodradigbee is truly a brand and business built to be ’sticky’, to engender customer loyalty.

As such, the Series Two capital raise is excellent value when viewed against forecast sales of AU$3.4m after three years for a net profit of approximately AU$1m. Further, investors will be commencing a journey with a business that will change the game.

We are Revolutionary Spirits, who will define just what AUSTRALIA DISTILLED is, to a contemporary audience and spirits drinkers.

Market Overview

  • Spirits are the second-most important segment in the global Alcoholic Drinks market by value. The segment only includes distilled alcoholic beverages (including blended or mixed beverages), The global market for spirits has been mostly driven by premiumization as volume demand has been mostly flat or falling in developed markets. Whisky Compound Annual growth Rate (CAGR) for 2020 – 2023 is forecast at 3.8%. 2020 revenue was US$89,946m with India accounting for US$19,789. Whisky revenue in Australia is US$1,557m and the segment is going at 2.55% CAGR on a total spirits market of US$3,717m and overall CAGR of 3.6%.
  • The Super-Premium whisky market in Australia is growing at 7% Monthly. Adjusted Total (MAT) to June 2020, with Premium segment up 8.5%, whilst the regular segment is down 5.2%. Premium and Super premium segments are fueled by Japanese whiskies which are up 55%, and some traditional scotch whiskies like Laphroaig (33%), Balvenie (27%), Macallan (140%) and interestingly, Australian made Starward (owned by Diageo) which is up 57% MAT June 2019.
  • Mainstream brands like Johnny Walker are in decline. The trend of mainstream brands declining in volume and share is also reflected in the American Bourbon category. The consensus is that the mainstream BLEND brands have been polarised by new entrants and new craft distillers, to such an extent that unless they re-brand completely (like Jim Beam White with 7.3% share growth) they will end up losing large chunks of share – see Jack Daniels down 4.7%, Johnny Walker Red down 11.7%, J&B down 11.5%, Vat 69 down 18.9% and Ballantine’s down 6.4%.
  • They key conclusion is that DISCERNING DRINKERS are adopting discerning brands, whilst the established brands are losing a portion of their traditional value-conscious drinkers. Pricing strategies for single malt whiskies are accelerating this shift ’upmarket’. There is also demographic change. Younger drinkers are adopting white spirits and whiskies that represent quality not quantity, and leading the charge in new brand adoption.
  • Whilst whisky drinkers are adventurous, moving from brand to brand, consistent sales performance by super premium brands like Macallan and Balvenie suggest they will stick once they have settled upon a repertoire of preferred brands. The key challenge for any new or old brand is to create an emotional connection to the drinker and engender repeat purchase.
  • Goodradigbee Distiller’s brand and business strategy is designed to create just such a connection

 

Business Overview

  • Goodradigbee’s patent-pending accelerated maturation cube technology matures whisky 3-5 times faster than whisky matured in traditional Oak barrels
  • Goodradigbee is creating new taste profiles through our whisky cubes enabling us to create bespoke spirits for individuals and corporates
  • A component of our export strategy is to mature spirit in hardwoods indigenous to each market we enter, i.e. Ironbark, Jarrah, Blackbutt, Tasmanian Blackwood in Australia, Karri in NZ, Rosewood in China, Chestnut in the UK (post acceptable R&D)
  • Goodradigbee will disrupt traditional sales processes by selling our unique Whisky cubes direct to the customers, targeting HNWI with our patent pending 5 hardwood cubes
  • A key plank of our ‘trade’ marketing strategy will be to craft bespoke spirits sold in our Whisky cubes with thought-leader bar owners and larger hospitality businesses and chains. Part of this sales strategy will be to educate and engage owners.
  • Goodradigbee will disrupt marketing by promoting cubes that never empty – ie GD will refill the cubes with likewise aged or new whisky spirit, or in consultation with the client, promoting the re-birth of the age-old Scottish solera – a unique-to-the-owner spirit blended to their tastes from GD product
  • Goodradigbee donates $1 for each bottle sold to plant native trees like Ironbark and snow gums in the Alpine regions. Our commitment is to be a 100% sustainable company
  • Our aim is to achieve 2% market share of the premium/super-premium segment within 3 years – approx AU$3.5m in sales

 

 

Business Objectives

  • Build a brand renown for innovation and product excellence
  • Become the business renown for ‘Quality with Speed’. A business that produces quality quickly
  • Create a new paradigm in whisky marketing and sales, through the sale and promotion of aged and unaged local hardwood single malt whiskies sold in bottles and cubes to investors and clients, online and through traditional channels.
  • Lower the average age of the GD whisky drinker from 50 to 38
  • Develop brand equity that will power volume sales, rather than cheapen the product
  • Create ‘unique-to-me’ spirits for discerning (new and younger) drinkers
  • Produce an RTD Whisky Tango Foxtrot and Scarlet targeting a younger market and the major retailers

Business Highlights

GOODRADIGBEE DISTILLERS HAS GONE THROUGH IT’S FIRST INVESTMENT PHASE AND ESTABLISHED IT’S BRAND, OPERATIONS, LICENSES AND SALES CHANNELS.

Key highlights include:

  • The DA for the bar and distillery is approved and construction will commence immediately
  • Our production capacity is now 400 litres of whisky per week and 1,000 litres of gin per week
  • The funds raised from our crowd-sourced funding campaign have been allocated to capex, operations and building up stock on hand
  • The current operating costs of the business are greater than revenue so we remain behind break-even.
  • Current investments, including construction of the bar is being funded from the directors, not the company
  • We’ve quadrupled our retail distribution channels from 21 to 80 and sales are increasing as a result

 

The Next 6 Months

  • Establish the Digbee bar and generate sales from food and beverages
  • The Spirits of Goodradigbee private members club will add in subscription revenues which are projected around $306,000 p.a.
  • Corporate sales – establishing sales channels into Corporates
  • We’re winning industry awards – 2 Silvers and Bronze at the Australian Gin Awards,
    and 2 Silver and 2 Bronze at the Australian Distilled Spirits Awards (IBR and Freshwater winning Silver)

Winter to Christmas 2023

  • Invest in our brand, which requires upfront and ongoing marketing investment to grow sales
  • Sales investment – hiring two more sales staff at $160,000 p.a
  • We are targeting on-premise venues, ski resorts, and sporting clubs to arrest seasonal sales declines over winter
  • Our on-premise sales strategy, titled “Be seen in all the right places” is fundamental to developing our brand equity and pull-through at our retailers
  • New products – establish the RTD brands Whisky Tango Foxtrot – whisky in a can – and Scarlet – gin mixer in a bottle – will cost $150,000. Revenues will exceed $625,000 from both. (100,000 cans at $25 for a four pack)
  • We will launch RTD products into mainstream retail channels – Dan Murphys, BWS, Liquor Land etc, by August 2023

 

Export Potential

  • We are developing our export marketing plan for UK, France, South-East Asia and Japan now, to build export revenue streams of $1,200,000 by 2025
  • Developing these export markets isn’t so much about money (sales & marketing cost approx $50,000), but more about hard work and relationship building
  • We are the only NSW distiller at the upcoming NSW Trade Show in Tokyo

Product Uniqueness

  • We will re-create the snow-melt water from the Goodradigbee River in the Snowy Mountains of NSW. We will re-create its exact chemical composition for use in all of our whiskies. Each year we will produce Cubes from the Goodradigbee water and age the spirit for enhanced provenance
  • Only GD uses Australian hardwoods for product maturation. These hardwoods create unique flavours and colours, enhancing the single malts
  • Only GD will create local hardwood whisky variant specific to countries we wish to sell into, as well as the Australian hardwood variants. For example, we will offer Karri Whisky for New Zealand, Chinese Rosewood for the Chinese market, Selangan Batu for Malaysia, and so on. Whisky’s matured in local hardwoods is a key new market penetration strategy
  • Only GD uses cubes for maturation. The patented cube with vane technology increases the surface area of wood to liquid by a factor of 2.49:1 over barrels, which accelerates the maturation process
  • Only GD will sell patented whisky cubes to clients. We will offer clients a like-for-like whisky refill service at client discretion, preceded by a tasting and blending service from our sales representatives, or allow them to create a unique-to-them ‘solera’ where we help them craft an ultra premium, totally unique spirit only they possess
  • GD’s gin portfolio will respectfully draw upon and communicate with the indigenous heritage of the product to create a marketing point of difference. We currently use up to 15 indigenous botanicals in our gins. We are expanding this repertoire carefully, whilst working in consultation with the Ngunnawal mob in Canberra
  • Only GD will offer a spirits club that is renown for quality products produced in-house, and not sourced from a myriad of other distilleries. This is a MASSIVE brand equity play as it asserts both our authoritative position and reputation for creative innovation in a crowded marketplace

METHOD OF PRODUCTION / PRODUCTION STATEMENT

Overview: Distilling has been around for 1000s of years and if it works, why fix it? A tried and tested, traditional approach has been adopted in making the spirits for GD whilst leveraging new technologies to make the installation as efficient, and environmentally friendly, as possible. Alembic copper pot stills are the heart of the distillery giving both flexibility and simplicity to the operation allowing the production of varied quality products.

PRODUCTION ELEMENTS:

  • Traditional copper pot stills of an alembic design are used to produce our spirit. Two 100 litre stills are used for small batch production of gin, vodka, and botanical vodka. One 1000 litre still is used to produce whisky, and potentially rum. The smaller stills will also have botanical baskets and a lentil, which will allow for various configurations and hence products. The larger still is steam heated, the smaller stills direct fired with gas.
  • Brew plant. Whisky is basically distilled beer without the boiling phase. A modern and efficient stainless-steel brew plant will be installed to match the requirements of the stills. Ultimately, it is planned to brew every day, so space will be allocated for the additional fermenters when required and the brew plant sized accordingly.
  • Energy. Distilling uses a lot of energy as it is simply the process of heating something to boiling point and then cooling it back down immediately. GD will utilise modern advances in heat recovery and look to store heat for further use. An example of this will be the overnight storage of spent lees and pot ale (the remains of the distillation sitting in the stills at 100oC at the end of a distillation) in an insulated tank and the re-use of this heat in the morning to pre-heat the new still contents via a heat exchanger. This can save 2 hours of boiler operation and additionally 2 hours of staff time. In parallel to this, other initiatives like a steam generator rather than boiler will provide instant heat without the need for a large reservoir of heat.
  • Water. Key to the product but also widely used in the process. Every effort will be made to re-use water where possible. Wort cooling will be used for brewing the following day, condenser coolant will be stored for wash pre-heat.Production Methods. Again, traditional methods will be employed to provide quality spirit. Automation will not exist in the still house as quality and flavour can not be judged reliably by machine. Atmospheric pressure makes a difference to distillation decisions, so taste and smell will be the main methods using in distillation. Botanicals vary, grain varies, So automation is out, and quality comes above everything else.Production Approach Summary: Keep it simple. Use traditional equipment and methods, combined with a surround policy of efficient and energy saving measures in order to produce a repeatable range of small batch quality products.

 

 

John O’Connor

Founder & CEO

Goodradigbee’s Chief Executive Officer has run advertising agencies like Dentsu Australia, JWT and McCann Erickson over a 30 year career. He is an experienced marketer and, importantly, gained significant digital skills over 10 years running Simple Truths, his Manly-based agency. John has been working in distilleries in Scotland and London, to gain practical experience to compliment his business management skills. He is responsible for the IP of this business, and all strategies detailed in this Business Plan.
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Tony Reeman-Clark

Director

Tony is the founder and former owner of Strathearn Distillery. He has been involved in distilling for over 8 years with Strathearn, previously having a career in IT Engineering across Europe and Central Asia. Tony consults to distilleries to aid start ups and scale ups with equipment procurement, distillery design, product control and quality, sourcing raw materials and management of distillery operations. He is an ideal partner for GD, with his skill set perfectly suited to an innovation play like GD and because John O’Connor has worked in Strathearn Distillery on multiple occasions, producing everything from GD’s whisky to gins, gin liquers and rum.
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Peter Brazel

Company Secretary

Peter is a Chartered Accountant who left KPMG in 1992 to join Tamex Transport as its Finance Director. Tamex is the state’s Express Parts and Medical Supplies Specialist delivering throughout NSW, extending to Southern Queensland and Victoria for the past 27 years. The Tamex brand is synonymous with reliability and has built a reputation of being committed to service excellence and consistently delivering outstanding customer outcomes. Peter brings a wealth of knowledge in this space to the business as well as his financial acumen to the Board.
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Neal Albert

Director

Neal is a qualified civil engineer with over 25 years’ experience in engineering and project management both in private and public sectors throughout Victoria, New South Wales and Queensland. He currently works developing statutory plans for the NSW government and undertaking technical review for numerous developments in NSW. Along with the technical skills Neal has vast experience in stakeholder engagement and facilitation in developing projects. Neal has also been an active member of both government and industry committees throughout his career.
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