Volume 68, Number 2, 2009

OFFICIAL PUBLICATION OF THE MINNESOTA MUNICIPAL BEVERAGE ASSOCIATION www.municipalbev.com

The DEUTSCH

Difference

CHANGE SERVICE REQUESTED SERVICE CHANGE Minneapolis, MN Minneapolis,

Permit No. 1770 No. Permit

PAID Minneapolis, MN 55432 MN Minneapolis,

U.S. POSTAGE U.S. Box 32966 Box

PRST STD PRST Municipal Liquor Store Liquor Municipal Griggs, Cooper & Company has been DeliveringWIRTZ CustomerBEVERAGE MINNESOTA Service for 126 years! has been Delivering Customer Service for 127 years!

1882

20092008 WeWe are are ProudProud ofof OurOur 9898 Full-ServiceFull-Service Sales and ManagementManagement Team Team Members Members thatthat SellSell andand ServiceService the Largest InventoryInventory of of Wines Wines andand SpiritsSpirits to Retailers ofof Minnesota.Minnesota.

1882 Eagle WIRTZWine Company BEVERAGE MINNESOTAPrior Wine Company 2008 Division Division 1882 Eagle Wine 489Company Fine Wine PriorCompany Wine Company 2009 Division Division Division 126 Years of Continuous Service. 489 N. Prior 127Ave. •Years St. Paul, of MN Continuous 55104 • 651-646-7821 Service. • 800-672-0970 489 N. Prior Ave. • St. Paul, MN 55104 • 651-646-7821 • 800-672-0970 MUNICIPAL LIQUOR On The Cover STORE For the past 25 plus years, the W.J. Deutsch portfoloio has evolved from Volume 68, Number 2, 2009 mainly the popular George Duboeuf line from France to a dynamic and Official publication of the Minnesota ever-growing line of fine wines that appeal to every consumer taste – Municipal Beverage Association. Published including the tremendously popular Yellow Tail line. six times annually: September/October, November/December, January/February, March/April, May/June, July/August. For With several new additions, a great portfolio was made even better. advertising and editorial inquiry contact Paul Kaspszak, Editor, Box 32966, Fridley, For more information on these new brands, go to page 6. MN 55432. Phone 763-572-0222 or 866-938-3925. Advertising rates available upon request. Change of address: List both old and new address. VIRGENE SHELLENBARGER Liquor Hutch 245 Washington Ave. East DIRECTORS Hutchinson, MN 55350 320-587-2762 TOM AGNES (President) STEVE GRAUSAM Brooklyn Center Liquor Edina Liquor 5625A Xerxes Ave. North 6755 York Ave. South Brooklyn Center, MN 55430 Edina, MN 55435 763-381-2349 952-903-5732

DAN BAHR GARY BUYSSE (Vice President) (Past President) (Ex-officio) Bemidji Discount Liquor Rogers Liquor 460 Paul Bunyan Drive NW 22350 South Diamond Lake Road Bemidji, MN 56601 Rogers, MN 55374 218-751-8868/3911 763-428-0163

BRIAN HACHEY BRIDGITTE KONRAD (Sec./Treas.) (Ex-Officio) Stacy Wine & Spirits City of North Bravch 30962 Fenway Avenue P.O. Box 910 Suite 700 North Branch, MN 55056 Stacy, MN 55079. 651-674-8113 651-462-2727

NANCY DRUMSTA MICHELLE OLSON Delano Wines & Spirits Sebeka Liquor P.O. Box 108 P.O. Box 305 Delano, MN 55328 Sebeka, MN 56477 763-972-0578 218-837-9745

LARA SMETANA BOB LESLIE Voyageur Bottle Shop Pelican Rapids Liquor 205 - 6th Street P.O. Box 571 Pine City, MN 55063 Pelican Rapids, MN 56572 320-629-2020 218-863-6670

JOYCE ZACHMANN TONI BUCHITE Central Park Liquors Fifty Lakes Bar & Bottle Shop 8101 Hwy. 65 N.E. P.O. Box 828 Spring Lake Park, MN 55432 Fifty Lakes, MN 56448 763-780-8247 218-763-2035 MMBA President’s Message

• Obviously cost determines things, the guy who was there 50 years ago but is it a steady cost or a and 5 managers ago used, use a system temporary reduction? that protects your organization and gives a fair price to your consumers. • Look at your category pricing Then own that system!! structure. Wine higher marks, Tom Agnes liquor mid range and beer lower. We have seen too many cities that have President let price raises slip away year after year What do we sell? • Volume moved is important, have and as a result lose their business. a higher mark for the “Product A” Look at the state auditor’s report of Many would answer wine, liquor and that costs you $14.10 but only municipal liquor every year and see beer. I would say the answer is much move 10 a month and a lower where your profits compare to the more complex than that. We sell mark for “Product B” that costs average. For 2007 the average municipal “brand names” and “sizes”. Otherwise you $14.10 and you move a liquor store was at a gross profit of we would only have three sku’s on hundred a month. 25.10 % for liquor stores and 39.2% our shelves, or should I say shelf, one for combination facilities. Where is bottle of liquor, one bottle of wine and • As Steve Grausam mentioned a yours? one case of beer. couple weeks ago in our newsletter watch where you end your prices. I constantly look at new ideas, not long Yes our stores and bars are filled with .49, .79 and .99 are all that is ago a software provider encouraged me choices for our customers, some like needed. to look at ROI when purchasing light beer, some like dark and others products, this tool he sells allows you like hoppy. You have your $11.99 mag • Look at your market, are there to see what you will make on a product vodka buyer and your high end $49.99 certain things you have to go based on the amount you are considering vodka buyer all shopping the same below where you would like to if buying over the life of that single area. Then there is the wine everything you have match competition, purchase. from strawberry flavored varieties to that’s fine just so you limit this to the customer that will only buy from a few items per category, and only So protect your profits by always the Alsace region of France. on high volume items. looking to price things in a way that will be attractive to customers and So why should our pricing strategy be • Take the opportunity to find attractive to your bottom line, simplicity as simple as one liquor, one wine and perceived value in certain items. can be your enemy in this situation. one beer? I would like to encourage If it is an item you will not find at Have a great summer selling season. you to expand how you look at pricing every liquor store out there maybe Call me or e-mail me anytime for your product line over several areas, you can build a little extra in this questions or ideas about pricing category, size and volume moved. item. structures or anything to do with your First of all don’t be afraid to raise municipal liquor operation. prices when it is necessary, many of us • Watch your sizes, when you fall to that fear that we are going to change a price on a 750 ml of Tom Agnes 763-381-2349 hear it from our customers when we wine is the how does it compare raise beer in February or the several to the 1.5 price, raise or lower a [email protected] times a year the whiskey might take a brand not an item. raise. One of my managers at Brooklyn Center, John LaChance likes to raise • Listen to your sales reps, but not more often in smaller increments so too much!! Remember their focus that it is not noticed as much by is different than yours. customers. While many of us have a pricing When determining where you will end structure, look at it from time to time up on a retail price look at a few and see if you can reform or update the things. ideas. Don’t use the same structure that

MUNICIPAL LIQUOR STORE 4 Profile: SWOP

Ad Name: Turn up the wheat Closing Date: 2.25.9 Trim: 8.5 x 11 Item #: PST20099493 QC: SM Bleed: none Job/Order #:596683-200621 Pub: The Municipal Liquor Store Live: 8 x 10.5 The DEUTSCH DIFFERENCE

A Look at the ASCENTIA Portfolio

By Blair Brewer W.J. Deutsch District (1000 feet or more) Napa Valley tier (white labels) and the Estate Manager -Minnesota vineyards located on Atlas Peak, Vineyard Series (black labels) – Mt. Veeder, Spring Mountain, and Ramal Vineyard and Clonal For the past 25 plus years, the Howell Mountain Selection W.J. Deutsch portfolio has • Each of the wines from Atlas Peak - evolved from mainly the popular Napa Valley, Mt. Veeder, Spring COLUMBIA WINERY George Duboeuf line from Mountain, Howell Mountain, and www. columbiawinery.com France to a dynamic and ever- Claret expresses its own distinct high Appellation: growing line of fine wines that elevation terroir. Columbia Valley Founded: 1962 appeal to every consumer taste • Only French oak barriques are used Wine Maker: Kerry Norton profile. With the tremendously in the production of Atlas Peak popular [Yellow Tail] brand, • 2 different product tiers – Napa • Washington State’s First Premium the Deutch Family has Valley (white label) and the Winery, founded by a group of 10 complimented their selections Mountain Series (black labels) – friends, 6 of whom were University with Hob Nob, Villa Pozzi, Mt. Veeder, Spring Mountain, of Washington professors; as Kunde Estates and Diego Zamora. Howell Mountain, and Claret pioneers in high desert Columbia Last year with the addition of the Valley viticulture, they were united Ascentia portfolio selections from BUENA VISTA CARNEROS in the belief that classic European California and the Pacific Northwest www.buenavistacarneros.com wines could survive the harsh made a great portfolio even better. Appellation: Carneros (Sonoma) Washington winters and that fine Founded: 1857 wine could be made in Washington The largest immediate challenge for Wine Maker: Jeff Stewart State our sales force was to familiarize • Due to the extreme northerly latitude ourselves with these brands and their • California’s First Premium Winery ñ of the Columbia Valley, the regionís key selling propositions. This acquisition founded in 1857 by Hungarian Count long, hot, sunny days and cool, clear presented the opportunity to update our Agoston Haraszthy nights allow the vineyards to produce selling materials to better present our • Cool climate masters specializing in grapes with a perfect balance of fruit portfolio to retail accounts, consumers fruit-forward Pinot Noir and and natural acidity and trade partners. The DEUTSCH Chardonnay, led by award-winning • Portfolio includes 17 SKUs under 2 DIFFERENCE captures all of our winemaker Jeff Stewart different product tiers: Columbia current brand offerings. Let us send • Handcrafted, complex wines from a Valley and Vineyard Designate you a hard copy directly (just email diverse selection of estate-owned (ultrapremium wines from renowned [email protected] and vineyards Red Willow, Otis, and Wyckoff we’ll send it to you). Here are some N Repositioned in 2004 to focus vineyards) highlights of the Ascentia Wine Estate exclusively on ultra-premium (Continued on page 8) portfolio: estate wines from Carneros, reducing production from over ATLAS PEAK 350,000 cases to under 50,000 The world is www.atlaspeak.com cases Appellation: • All of the fruit at Buena Vista moving on whether Napa Valley Founded: 1987 Carneros is hand harvested and you do or not. Wine Maker: Darren Procsal picked cool at night to avoid phenolic influence that can result in The secret is • Atlas Peak is a pioneer of high bitterness or “off” flavors to keep up with elevation viticulture in the Napa • At 750 acres, Buena Vista Carneros Valley, named after the Napa Valley’s “owns the terroir” with 523 acres the latest technology highest mountain; Atlas Peak stands planted to Pinot Noir, Chardonnay, to best serve tall at 2663 feet Merlot and Syrah • All of the fruit is from high altitude • 2 different production tiers: Carneros your customers.

MUNICIPAL LIQUOR STORE 6 Regardless where you are, we've got you covered. Rely on the MIIMA members for 'bottled water' quality ice, first-rate service and fast, dependable delivery.

Minnesota Independent Ice Manufacturers Association

MIIMA Members:

Ace Ice Company 2900 Fifth Avenue South Minneapolis, MN 55408 612.824.9600 800.862.9273 Contact: Matt King

Carlson’s Lakeshore Ice Company 602 Ogden Avenue Superior, WI 54880 888.943.2665 Contact: Chuck Wessberg

MID-CENTRAL ICE LLC Duluth/Superior Crystal Springs Perham Ice Company 25503 Russell Road Pine City, MN 55063 866.629.6267 Contact: Tom Valvoda Pine City Mid Central Ice Belgrade 39072 County Hwy. 49 Perham, MN 56573 218.346.4423 877.346.4423 Minneapolis Contact: Dave Chase

Precise Ice Company 608 Parkway Drive Belgrade, MN 56312 Waterville 320.254.8018 320.293.0010 (cell) Contact: Mike Buckentine

Waterville Ice Company 14853 E. Benton, Suite 1 Waterville, MN 56096 507.362.8177 888.362.8177 Minnesota ice for Contact: Bernie Akemann Minnesota businesses. DEUTSCH DIFFERENCE Founded: 1880 and eastern Oregon and boasts (continued from page 6) Wine Maker: Mick Schroeter ideal grape-growing conditions due to its high desert, high elevation COVEY RUN • Geyser Peak, Bonded Winery #29, is vineyards www. coveyrun.com one of California’s oldest wineries • Portfolio includes 20 SKUs under 4 Appellation: Columbia Valley • Located in northern Sonoma’s different product tiers to satisfy a Founded: 1982 Alexander Valley – hailed for its wide range of consumer preferences: Wine Maker: Kate Michaud hillside Cabernet vineyards – Geyser Chateau Series, Winemaker Series, Peak is renowned for their Cabernet Ice Wine Series, and Sparkling • Named for the coveys of quail that Sauvignon’s signature style of Wine Series roam the prized vineyards in the intense, luscious, fruit-forward, Columbia Valley, Covey Run approachable Cabernets with fine XYZiN specializes in crafting award-winning round tannins www. xyzinwines.com Washington State wine • 3 different tiers of production: Appellation: Dry Creek, Russian River, • Covey Run sources grapes from the N Varietal – California Sauvignon Alexander Valley acclaimed Columbia Valley Blanc, Alexander Valley Cabernet Founded: 2004 appellation, which enjoys a dry, Sauvignon, Chardonnay, and Wine Maker: Ondine Chattan high-desert climate with extended Merlot sunlight hours and cool evenings; N Block Collection – River Ranches • Handcrafted, high quality, ultra vineyards yield grapes with Sauvignon Blanc, Water Bend premium Zinfandel made from vines concentrated flavors balanced by Chardonnay, Walking Tree that are at least 10, 50, and 100 years high levels of acidity, enabling Cabernet Sauvignon old, respectively Covey Run to craft wines with rich N Reserve – Reserve Alexander • XYZin explores the relationship fruit and exceptional varietal Meritage, Reserve Cabernet between the age of the vine and its Character Sauvignon flavor profile • 20 SKUs under 3 different product N The history and cultivation of a tiers satisfy a wide range of consumer STE CHAPELLE vineyard are as much a part of wine preferences: Quail Series, www. stechapelle.com terroir as climate, soil, clones, and Columbia Valley Reserve Series, and Appellation: Snake River Valley the physical age of the vines Reserve Ice Wine Founded: 1976 N Every vine represents a living Wine Maker: Chuck Devlin example of California’s agricultural GARY FARRELL heritage www. garyfarrellwine.com • Ste Chapelle is Idahoís first premium Appellation: winery and largest wine producer in For more information on these Russian River Founded: 1982 the Snake River Valley Ascentia Wine Estates brands, and all Wine Maker: Susan Reed • The winery is named after the W.J. Deutsch brands, contact your beautiful La Sainte Chapelle in Paris, Bellboy Corporation sales professional, • Artisan winery renowned for its built by Louis IX as the court chapel Bellboy Corporation directly @ handcrafted, cool-climate wines during the 13th century 952-544-8178, or W.J. Deutsch • Exceptional sourcing from premiere • Ste Chapelle is located in the Snake District Maanager Blair Brewer at vineyards including Rochioli, Allen, River Valley AVA, which encompasses blair.brewer @wjdeutsch.com. Cresta Ridge and Starr Vineyards select areas of southwestern Idaho • 2 different product tiers: N Appellation series – Russian River Chardonnay and Pinot Noir; Carneros Chardonnay and Pinot Noir N Vineyard Designate series – 763-572-0222 Redwood Ranch Sauvignon Blanc, Cresta Ridge Chardonnay; • Rochioli Chardonnay; Starr Ridge Pinot Noir; Rochioli-Allen Pinot 866-938-3925 Noir; Ramal Pinot Noir • GEYSER PEAK www.municipalbev.com www. geyserpeakwinery.com Appellation: Alexander Valley

MUNICIPAL LIQUOR STORE 8

Understanding Today’s – Part 1

As we study the generations within entered the consumer market and job 1) The media has not chosen to do so American society, managers continue market. It'll be at least another 7-8 and we would be fighting an up-hill to express a number of common years or so before we see distinct battle to get them to embrace this. 2) concerns about their differences. Here patterns we can observe and track. We While we do receive this question are the answers to a variety of ques- do know that they will be the most occasionally, it has not received tions the Center for Generational racially and culturally diverse enough focus for us, or apparently Studies (www.gentrends.com) often in US history simply because of the others, to research possible differences hears: migration trends we are seeing both in the values and expectations between within and without the nation. For this the two halves of the cohort. Defining the Generations – How does reason, along with advances in global the Center define the current generations Work Ethic – Different generations communication, they may be the most in American society? seem to subscribe to different beliefs transient generation as well. about what it means to work hard or We identify the four current generations Breaking Down the Generations – contribute to the organization. How do as follows: Do the older Boomers and younger you define those differences? Matures (born prior to 1946) The term Boomers really have the same values? These differences depend, to a large was coined by marketing researchers, Some observers do maintain that there degree, on what each generation was Yankelovich Partners, Inc. is a distinct difference between those taught as children. The Matures, for (born 1946 through born in the late 40s and early 50s and instance, grew up in the midst of 1964) The term was coined by Landon those born in the late 50s and early war-time shortages and economic Jones, author of Great Expectations, a 60s. Writer Jonathan Pontell went so depression. They have always worked book chronicling the Boomer generation. far as to label the younger half hard and paid their dues simply as a Generation Jones. In the same vein, means for survival. Even in better (born 1965 through that argument might also be made for times, they have continued these ways 1980) The term was coined by author the Millennial generation since they simply because this is the ethic with Douglas Coupland in his novel, too span 18 years in their birth curve which they feel most comfortable. Generation X. according to the US Census. We have Baby Boomers came of age in the midst (born 1981-1999) The term chosen to include the entire curve for of tremendous economic expansion, was coined by sociologists Neil Howe both rather than breaking them into learning to use all the convenience- & William Strauss. Alternates include distinct groups for two main reasons: (Continued on page 12) Generation Y, Generation Why?, Nexters, and Internet Generation. These dates represent the US Census birth curve. There are some different interpretations among those who study these issues as to where each generation One call. begins and ends demographically. If it has anything to do with beverages, ice The Next Generation – What will or refrigeration, call the Shamrock Group. the generation after the Millennials With our expert attention to detail, starting (Generation Y) be called. What do with us will set you up for business succcess. you know about their values and expectations? I Over 100 beverages The next generation has been labeled as I Shamrock Beer Systems Homelanders by some. We tend not to I Walk-in Freezers/Coolers place too much emphasis on the label I Shamrock Water Filtration I since the media will play the determining Bulk CO2, other gasses role in this. Their birthdates would begin I Service, repair, installation with the millennium (Year 2000) but it I Ice machine rentals is difficult to make any observations I ‘Purefect’ Ace Ice about them since they have not yet

MUNICIPAL LIQUOR STORE 10 market during their youth. Because of entry-level positions. They have been balance between work and family. the size of their generation, they were heavily influenced to believe that every With the oldest of the Millennials also the focus of everyone’s attention. job should match the same level of being their mid-twenties, it is difficult Boomers have always put in long hours stimulation they receive from a video to predict their attitudes toward because of how closely they associate game. As this generation matures into work/life balance. But one might sus- their occupation with their identity. the workforce, some of these perceptions pect that they will place the same Even as they edge into retirement, we will change. But this group will also emphasis on this issue as their older predict that most of them will still live alter society’s interpretation of work brethren, the Xers. to work. ethic as they go. Career Development – Each generation Having watched their parents, the Work/Life Balance – What are the has taken its own approach to career Baby Boomers, put in these long hours, generations' differences in beliefs development. How do these approaches those in Generation X have developed about work and the rest of their lives? differ? a different perspective on work. They Matures have always put in long do not necessarily equate hard work Career development, as it is interpreted hours due to their training and beliefs and long hours. Instead, they look for today, was not part of the equation for about paying dues and maintaining job ways to work smarter, resulting in many Matures. As young adults, they security. Over the years, many Baby fewer hours but greater output. This is were conditioned to believe that one Boomers have developed a similar the reason why Boomers and Matures should be thankful to have the job. sense of duty. To many Boomers, long sometimes accuse those in Generation They learned to keep their noses to the hours also equate to self-worth and a X of “punching the clock.” grindstone and work hard to get ahead. sense of contribution. Unfortunately, The ultimate goal was to move up within The Millennials have come of age in this devotion to the job has resulted in the organization, even if it meant working an era of technology and convenience. an imbalance between work and family grueling hours. The one thing no one Many of them honestly wonder why life. This has been felt most severely wanted to do was leave the organization. machines don’t do many of the mundane by their children, the Xers. As a result, tasks they are asked to perform in Xers have developed a focus on a clear Career development, as a genre, emerged with the Baby Boomers. Richard Bolles’ landmark book, What Color is Your Parachute? heralded the Total Register Systems beginning of Boomers’ proactive focus 4215 Louisiana Avenue New Hope, MN 55428 on job-related self-determination. While this awareness opened new doors for them, especially after the layoffs began (763) 537-1906 • www.trs-pos.com in the 1980s, relatively few rushed for the exits. Instead, they have traditionally Point-of Sale & Inventory Solutions focused on taking the initiative to manage their careers within one organization or for the On-Sale / Off-Sale at least one industry. Municipal Beverage Industry As the members of Generation X began to enter the workplace in the Systems Include 1980s, they took a proactive approach to career development from the get-go. • ID Verfification Having witnessed the mergers, • Credit Card Interfacing acquisitions and layoffs their parents suffered, they resolved early on to take • Sign Painting charge of their own destiny. The key word for them is versatility. The more • Gift Cards degrees or experiences they can acquire, the more they feel they are • Wireless Scanning able to manage opportunity. While • Touch Screen some accuse them of having no loyalty to an organization, to them loyalty to • Report Wizard one’s self is paramount. • Video Camera Interfacing Millennials will enter the full-time workforce in large numbers over the Total Register Systems has 20 years of Experience in Retail Partnerships next decade. But there is little doubt

MUNICIPAL LIQUOR STORE 12 that they will place the same emphasis Generation X and especially the technology. As Generation X and on versatility as Generation X. They Millennials have come of age being especially the Millennials have come have come of age with a media that fed a constant diet of stories about of age, they have been immersed in lionizes executives who have rocketed what work should be like – exciting, an environment that allows them to to the top and parents who place extra- stimulating and fun. They’ve seen communicate in ways in which older ordinary emphasis on getting the best certain occupations dramatized in generations did not have access. The education and positioning for future shows. Many have come upside of this is that it can allow for success. At the same time, the size of to believe that if their job is not as more efficient communication. The their generation will increase competition interesting as they see on TV, they downside is that the non-verbal parts for plum job assignments and opportu- must be in the wrong position. of communication have been removed. nities. While older generations have taken Then there are societal expectations. note of this phenomenon, younger Managing People Who Are Older Corporate leaders have been lionized generations don’t see a real difference. Than Yourself – Those in the so- in the media over the past 15 years. This manifests itself in the workplace called Generation X sometimes com- They have witnessed the creation of when someone in their fifties, for plain of the difficulty in managing the celebrity CEOs. They begin to instance, prefers to call on the phone those who are older than themselves. think to themselves, “Why not me?” and his younger counterpart favors What advice would you give them? Then they go to work and find them- e-mail. It irritates both of them and selves enduring the mundane and Much of it comes down to a difference impacts productivity. repetitive work that exists in the in perception about styles and priorities majority of occupations. Contributing to this challenge are of management. Young managers those who choose to screen all their should begin by spending time getting Finally, there is the natural impatience calls using voice mail, pagers and to know these older colleagues. While of youth. Many young people long to e-mail. While this is far from a some may view this as unnecessary be in charge from the moment they generational phenomenon, it has socialization, not doing so can be the step into the workplace. Sometime taught those new to the workforce critical disconnect between older peer or parental pressures to succeed that this practice is acceptable. workers and a younger supervisor. exacerbates this. But with the confluence Even dedicating an hour of time toward of these three factors, it’s no wonder A secondary factor is the evolution of each individual will demonstrate that that young workers become restless community. Over the past 50 years, the manager appreciates his or her at an earlier time than their older Americans have become increasingly experience and value. counterparts. individualistic and therefore want to feel less dependent on each other. But this is not where the effort should Is there a way to address these differ- There are a host of reasons for this end. Continue by keeping these people ences? Yes, but there are no quick including fear of strangers, the in the loop. Ask them what they think. fixes. The first step is to find ways to increased pace of life and the diversity Solicit their insights on all manner of engage these young people in what of culture. The upshot is that people issues. Chances are, these workforce they’re doing. How do they fit in? Why drive around behind the darkened veterans possess some native knowledge does the seemingly boring job they do windows of an SUV, avoid eye contact about certain situations that could be make a difference? How can they begin with those they don’t know and guard very useful. Successful leaders know to collect the experiences and learn the their privacy zealously. Young people, that seeking the ideas of subordinates skills that will serve them later on? growing up in this environment, have enhances, not detracts, from their power How can they find mentors and advisors naturally emulated these practices and and influence. If these individuals take a who can provide the invaluable wisdom become detached themselves. liking to the supervisor, they will share they will not receive from classroom both the insights that might be obvious learning? Addressing these issues and As for dealing with these challenges, but also the nuances of navigating the the concerns they express is a great employers need to understand that this politics. way to build their engagement and is not a passing phenomenon. Younger productivity. generations will continue to drive these Job Expectations – Many veteran changes as time goes on. One of the supervisors express concern about the Communication Styles – Younger gen- best ways to address this is to encourage significantly different job expectations erations seem more detached in their the generations to dialog about how of younger generations. How do you communication styles. What impact is these differences might be better handled. explain these differences? this having on the workplace? How Bring it up at meetings. Pose case should employers deal with these Many of these differences can be studies about typical communication differences effectively? attributed to three factors: Media disconnects. Make sure it’s out in influence, societal expectations, and A great deal of the difference between process that will require constant the natural impatience of youth. these communication styles can be vigilance. attributed to the evolution of electronic (Continued on page 15)

MUNICIPAL LIQUOR STORE 13 1904-2007 Quality Wine & Spirits Company A Century of Service Statewide: 1-800-552-8711 Twin Cities: 952-854-8600 Views on Training and Development phones and Millennials are growing coupled with watching their parents – The generations seem to have different with wireless communications. spend extravagantly have chosen the views of the roles, uses and acquisition more conservative paths of saving and The big difference in adaptation seems of training and education. How do you spending prudently. The Millennials, to be the level of immersion and explain those different views? on the other hand, are displaying dependence for each generation. The spending habits remarkably similar to Matures and Boomers share similar Matures and Boomers came of age in the Baby Boomers. Having come of views in that the training provided an era when most chores in everyday age in the era of clicks rather than should be contributing to the life were done manually. They, of cash. While many of them have organization’s goals. After all, you course, strived to invent new technology learned to spend substantial amounts are learning on company time. These that would provide both efficiency of money at an earlier age than two generations have always taken and convenience. Generation X and previous generations, their attitudes the long view, believing that training the Millennials both adapted to these about spending in general are viewed is a path to promotion and additional technologies as children and improved as troubling by many. compensation. them over time. Rewards and Compensation – Generation X however takes a more But technology is a mixed blessing. Different generations seem to possess entrepreneurial attitude. They view While we are now able to produce different beliefs about the rewards training and development as a means letters in half the time, we’re also that a job should provide. How do you for enhancing their versatility in the finding that many young people have reconcile these differences? marketplace. They also see outside failed to learn proper grammar and training as an investment in their composition. So while electronic This all comes down to what each age future with any employer, not just the technology has improved workplace group seeks in return for their time present firm. Some may protest that efficiency for some tasks, it has negated and effort. Matures come from an era Xers have an obligation to remain with efficiency for others. There’s nothing that taught them duty to country and the organization where the training was wrong with technology itself. We just community. They have applied these provided. But Xers will retort that a job have to understand the dependence it values to the workplace as well. is a contract and the onus is on the creates in young people and the impact Matures feel rewarded with a job well organization to keep them engaged and of this dependence in the workplace. done. While they, like everyone else, growing. If not, all bets are off. want to be well compensated, they take Views on Money – The generations pride in what they have accomplished. Most Millennials have only progressed seem to have wildly differing views on Boomers certainly take pride in their as far as entry-level skill training at earning, spending and saving money. work, but they also derive their rewards this point in time. Few have matured How do you reconcile these differences? from the recognition received for their enough to have experienced the more Matures grew up learning that “a contributions to the organization. advanced training they will over time. penny saved is a penny earned” and But we suspect that they will treat the Because those in Generation X tend to that you needed to “put something acquisition of skills and training in look at a job as more of a contract, away for a rainy day. Even in their old much the same way as their older they apply more practicality to the age, they remain conservative spenders brethren, the Xers. As Xers assume rewards. They expect fair compensation opting to do without rather than more and more leadership responsibility, and the opportunity to earn extra for spending impulsively. they will probably reinforce this doing extra. Secondly, they seek understanding. Many Baby Boomers have been the opportunities to build skills and antithesis of this approach. Over the credentials that will help position Adaptation To and Use of Electronic years many Boomers have racked them for the future. Thirdly, they Technology – The younger a person enough consumer debt to seriously value time off, which will provide the is, the more they seem to embrace endanger their ability to retire in a balance they seek. Finally, they look electronic technology. How do timely fashion. Baby Boomers were for an enjoyable atmosphere where different generations view the role of the first credit card generation. work is not taken too seriously. these devices in their lives and in the Unfortunately, many have not learned workplace? As the leading edge of the Millennials the devastating power behind the time- have entered the workforce, employers As electronic technology has evolved value-of-money, leaving them with have discovered that fun and stimulation over the past 40 years, each successive debts they will be forced to pay down seem to be the operative words for generation has become more dependent in their later years. This, of course, has rewarding this generation. Employers on it in their daily lives. Matures grew made many rethink their goals about embracing these desires have been able up with telephone operators who working. to maintain lower turnover rates and placed their calls, for instance. The Generation X, having come of age in higher productivity. While Millennials Baby Boomers grew up with dial the chaos of the sixties and seventies telephones. Xers grew up with cordless (Continued on next page)

MUNICIPAL LIQUOR STORE 15 know they have to work, they will do the concept of business coaching Generational information in other so more effectively if they are having wholeheartedly, attending clinics and countries is rather complicated since fun and feel some control over their earning certifications. Others view it the birth curves do not match and the environment. with skepticism, wondering if it is one cultures differ in a variety of ways. more passing fad. How they might All of this is due to wars, aging Providing Coaching and Feedback respond to a supervisor using these populations, paternalistic cultures to the Different Generations – coaching techniques depends upon how and our inability to penetrate the It’s obvious that the four generations they interpret the whole concept. subtle barriers that inhibit what desire different types of feedback. people in other countries will say How can a manager best provide this, As one might expect, the members of about themselves to a stranger. It can especially when there are four Generation X are skeptical of coaching, be very frustrating. Of course, many generations in the workplace? firstly because it seems to be a Boomer Americans sometimes share too much invention and secondly because they Matures tend to perform best with too. Canada is the most like us. typically enjoy a more hands-off clear direction and reinforcement for Europe differs because of its aging supervisory style. They’re apt to think, doing a good job. Coaching, as we population. So does Japan. The Middle “If you want to apply coaching tech- know it today, is somewhat of an East, with the exception of Israel, is niques, that’s fine. Just don’t get in my anomaly to them. While they believe far younger. Some influences like way while I’m getting the job done.” it can have value, they view it as more technology and some consumer of a Baby Boomer invention than a The jury is still out on Millennials since products translate well. Others such critical part of the supervisory process. most are still in jobs that require direct as work beliefs, commerce, respect Some Baby Boomers have embraced supervision. While some managers may for elders and certainly politics vary attempt to apply coaching techniques, considerably. this may prove ineffective in the Millennial Attitudes about entry-level positions Millennials Repetition – With Millennials not Wells Fargo now fill. As they matriculate into the having an interest in repetitive work professional workforce, they may and boring tasks, what is going to Insurance embrace these concepts because of their happen to the manufacturing industry similar beliefs about teamwork to their in coming years? Services parents, the Boomers. (formerly Acordia) There are several mitigating factors Generational Differences here. It is more than just manufacturing Internationally – How do the that is being affected. Retail stocking, Has Helped Municipal Liquor generations in other countries differ call center work, and a variety of other from those here in the US? Combination Facilities service sector areas all come to mind. Significantly Reduce Their Dram Shop Premiums.

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MUNICIPAL LIQUOR STORE 16 Some of this will be eliminated by your expectations. (This is assuming the same way it is handled for appli- technology as robots absorb more and that you have developed a defined set cants of all ages. Those hiring should more of the these positions to ensure of expectations in the first place.) As a be careful not to assume a poor work quality, cut costs and address the shortage supervisor, you might say something ethic among young people just the of quality applicants. Technology will like “I realize that I have been less way they should not assume a strong also enable some of these tasks to be than conscientious in my supervision work ethic among those considerably turned into game-or simulation-oriented of expectations. But I need to correct older. It all comes down to selection formats thereby providing an entertain- that because we all need to be more techniques and a commitment to ment aspect that will promote retention productive. (You can blame it on more effective assessment of skills and help workers pass the time. great scrutiny from above or maybe and attitudes of applicants. corporate belt-tightening.) So let’s Immigration will also play a role. Retaining Young Workers – review the expectations for your How do we successfully retain young While we broadly assign a moniker position to re-establish them and professionals? of impatience to Millennials, we are how they are being measured.” talking primarily about those born in For many employers, this is turning the US. Whether anyone is willing to You might get resistance. You might into the billion-dollar question. admit it or not, the so-called work get cooperation. You might even get a Young professionals are entering the ethic that many immigrants bring with refreshing response. In any event, you workforce with a more contractually- them is out-performing our native are essentially re-starting the clock on oriented attitude than previous born workforce. Their off-spring may performance evaluation. Should this generations. This means that they are not possess it, but the first generation person not perform, you can really seeking an employment relationship immigrants do. The work may also be only use his or her behavior from this that is mutually rewarding from the redesigned to encourage team perfor- point forward as a basis for corrective get-go. They expect to be trained, mance incentives. This will appeal to action/termination. developed and rewarded immediately. Millennials who tend to be more team- It goes without saying that everyone Unfortunately, many organizations do oriented anyway and might enjoy the with this person’s job title should get not live up to these expectations out of competition and fun of competing to the same treatment. This means meeting unwillingness, inability, or both. beat another team or a performance with everyone individually. You should standard, especially if it allows them really meet with every one of your These individuals are also more more flexibility in the workplace. direct reports, just to be consistent. impatient than previous generations to see career results. When they don’t, Finally, the way the work is compen- Baby Boomer Retirement – With the they begin to look for better options. sated may change, much to the chagrin Baby Boom generation set to retire in of the unions. Piecework can be a droves over the next decade, what will The three big keys to retaining young mighty incentive and we may see a happen to our workforce? professionals are: 1) Hiring the right morphing of the collective bargaining ones in the first place. The best and agreements within many sectors over As much as there have been many the brightest, for example may not be time simply because the unions do not assumptions made about Boomer the right ones for your organization, have the strength and leverage they retirement, there is clear evidence that especially if they will be placed in a once did coupled with the threat of off- this retirement will not take place the job where growth and development shoring more and more of the work. way that most have expected. The takes considerable time. Abuses will be kept in check by labor majority of Boomers expect to work laws and other regulations. well past the traditional retirement age 2) Setting clear expectations during the of 65, even if it is on a part-time basis. selection process and reinforcing them Coping with Poorly Performing There are a number of reasons for this. on the first day. Everyone needs to be Older Workers – What can one do These include better overall health than extremely clear about opportunities and with older employees continuing to those in previous generations, a desire commitment. Better to scare candidates work after age 65, just for the benefits. to contribute to society, not wanting to during the interviews than to have them They do not perform very well, but lose their occupational identity and, in say, “I had no idea it would be this because of their long tenure, it is diffi- many cases, a need to work due to a way,” once they’re on the job. cult to discipline or terminate them. lack of long-term financial stability. What options are available? 3) Maintaining communication about Recruiting for Work Ethic – training, development, performance This comes up frequently, but is not How can we determine the work ethic, and overall career issues. If young pro- necessarily an age-related issue. The follow-through, and commitment to get- fessionals feel forgotten after the first best method I know of it is to draw a ting the job done among those under 25? 30 days, there’s a good chance they line in the sand. Meet with each of the Determining work ethic and commitment will not be there after 90. individuals involved and re-establish for those under 25 should be handled (Part 2 in next issue)

MUNICIPAL LIQUOR STORE 17 MMBA Commercial Members Are Available to You! Contact Them! Cold Spring Brewing Retail Information Technology Quality Wine & Spirits Platinum Member Contact: Mick Detviler Enterprises Contact: Tom Morgal Address: 962 W. Nebraska Avenue Address: 7900 Chicago Avenue South St. Paul, MN 55117 Contact: Rick Feuling Arctic Glacier Ice Phone: (651) 489-2376 Address: 330 S. Hwy 10 Bloomington, MN 55420 Contact: Bob Nikolai Fax: (651) 489-3127 St. Cloud, MN 56304 Phone: (952) 854-8600 Address: 1654 Marthaler Lane E-mail: [email protected] Phone: (320) 230-2282 Fax: (952) 851-0501 W. St. Paul, MN 55118 Web: www.gluek.com Cell: (320) 761-6423 E-mail: [email protected] Phone: (651) 455-0410 Fax: (320) 230-1796 Web: qwsco.com Fax: (651) 455-7799 Crown Imports E-mail: [email protected] E-mail: [email protected] Contact: Noah Mason Web: www.rite.us Web: www.arcticglacierinc.com Address: 14709 Hillshire Lane Reco Store Equipment Burnsville,, MN 55306 Contact: Mike Martino Supporting Member JIm Beam Brands Compaaany Phone: (952) 898-5576 Address: 1617 - 5th Street South C & L Distributing Contact: Greg Giannini Fax: (952) 898-4083 Hopkins, Mn 55343 Address: 3601 W. 76th Street Cell: (612) 850-4988 Contact: Russ Goldstein Phone: (952) 935-4330 Address: 1020 Industrial Drive So. Suite 20 E-mail: [email protected] Fax: (952) 935-6875 Edina, MN 55435 Web: www.crownimportsllc.com Sauk Rapids, MN 56379 E-mail: [email protected] Phone: (320) 251-7375 Phone: (952) 830-1131 Web: recostoreequipment.com Fax: (952) 830-0123 Don Sebastiani and Sons Fax: (320) 259-7981 Cell: (847) 420-3114 Contact: Bryant Pascoe E-mail: [email protected] E-mail: [email protected] Address: 316 Willow Pointe Drive Total Register Systems Web: www.jimbeam.com St. Charles, MO 63304 Contact: Brian Anderson Grand Pere Wines Inc. Phone: (636) 300-3524 Address: 4215 Louisiana Avenue Contact: Brian Daunheimer MillerCoors Brewing Company E-mail: [email protected] New Hope, MN 55428 Address: 2222 Elm Street NE Contact: Jon Chance Web: www.planeteria.com/sandsons/ Phone: (763) 537-1906 Minneapolis, MN 55414 Address: 5805 Zenith Avenue South Fax: (763) 537-1504 Phone: (612) 929-3163 x 40 Edina, MN 55410 E-mail: [email protected] Fax: (612) 605-7132 E&J Gallo Winery Web: www.trs-pos.com Phone: (952) 920-6862 Contact: Chris Weese E-mail: [email protected] Web: www.grandperewines.com Fax: (952) 285-6862 Address: 730 North 4th Street #105 E-mail: [email protected] U.S. Bank Government Banking Web: www.millercoors.com Minneapolis, MN 55401 Contact: Jennifer Vucinovich Fieldstore Vineyards Phone: Address: 101 East Fifth Street Contact: Charlie Quast Minnesota Independant Ice Fax: St. Paul, MN 55101 Address: 38577 State Highway 68 Manufacturers Association Cell: (763) 656-8763 Phone: (651) 466-8750 Morgan, MN 56266 Contact: Steve Kelly E-mail: Fax: (651) 466-8910 Phone: 507-249-9463 Address: 2900 5th Ave. So. Web: www.ejgallo.com E-mail: [email protected] E-mail: [email protected] Minneapolis, Mn 55408 Web: www.usbank.com Web: www.fieldstonevineyards.com Phone: (612) 824-9600 Domaine Napa Wine Co./ Fax: (612) 824-1974 Vinocopia Hagen Beverage Distributing E-mail: [email protected] ADivision of Bronco Wine Co. Contact: Marion Dauner Contact: Mark Hagen Web: www.aceice.com Address: 6636 Cedar Avenue South #300 Address: 500 Industrial Lane Contact: Bob Nicols Minneapolis, MN 55423 Worthington, MN 56187 Phone: (952) 469-1633 Phone: (612) 455-4000 Phone: (507) 376-5903 Ste. Michelle Wine Estates Fax: (952) 469-2656 Fax: (612) 455-4001 Fax: (507) 376-5951 Contact: Randy Dobratz Cell: (612) 221-8936 Cell: (612) 532-0406 E-mail: [email protected] Address: 16540 Hyland Court Webl: E-mail: [email protected] Lakeville, MN 55044 http://www.classicwinesofcalifornia.com/doma Web: www.vinocopia.com LHB Phone: (952) 891-1560 inenapawinecompany.html Contact: Joellyn Gum Fax: (952) 891-1560 Wells Fargo Insurance Services Contact: Tony Baldwin Address: 21 West Superior Street #500 E-mail: randy.dobratz Heck Estates Duluth, MN 55802 @ste–michelle.com Contact: Kathy Bilcik Jones Address: 4300 MarketPointe Drive, Suite 600 Bloomington MN 55435 Phone: 218-727-8446 Voicemail:1-800-423-8396 Ext. 3813 Address: 10135 Parrish Ave NE Fax: 218-727-8456 Web: www.ste–michelle.com Ostego, Mn 55330 Phone: (952)- 830-7353 Fax: (952) 830-3048 E-mail: [email protected] Phone: (763) 227-4214 Web: www.lhbcorp.com Trinchero Family Estates Fax: (763) 355-9585 E-mail: [email protected] Contact: Terri Uitermarkt Web: www.acordia.com E-mail: [email protected] Locher Brothers, Inc. Minnesota District Manager Web: heckestates.com Address: 1454 Heywood Ave. Contact: Tim “Jonesy” Hukriede Apple Valley, MN 55124 Address: 18098 – 365th Avenue Phone: (952) 432-2661 J.J. Taylor Distributing Silver Member P.O. Box 35 Fax: (952) 432-2661 Company of Minnesota, Inc. Green Isle, MN 55338 Cell: (612) 281-4271 Contact: Mike Bamonti Pig’s Eye Brewing Company, LLC Phone: (507) 326-5471 E-mail: [email protected] Address: 701 Industrial Blvd. NE Fax: (507) 326-5487 Contact: Jeff Crawford E-mail: [email protected] Web: www.tfewines.com Minneapolis, MN 55413 Address: 10107 Bridgewater Parkway Phone: 651-482-1133 Woodbury, MN 55129-8587 W.J. Deutsch & Sons Wine Fax: 651-482-9810 Phone: (651) 734-1661 Madison Bottling Co. E-mail: [email protected] Fax: (651) 734-0171 Contact: Dave Bergerson Merchants Web: www.jjtaylorco.com E-mail: [email protected] Address: RR2 Hwy 40 East Contact: Joe Mayne Web: www.pigseyebeer.com Madison, Minn. 56256 Address: 18998 Baldwin St. NW Life Media, Inc. Phone: (320) 598-7573 Elk River, MN 55330 Contact: Mike Juszczak Fax: (320) 598-3738 Phone: 763-241-7675 Address: 2928 Dean Parkway, Suite 51 E-mail: [email protected] Fax: 763-241-8842 Minneapolis, MN 55416 Bronze Member Web: www.madisonbottling.com E-mail: [email protected] Phone: 612-920-5433 Web: wjdeutsch.com Fax: 952-881-7797 Bellboy Corporation The McComb Group E-mail: [email protected] Contact: Dave Gewolb Contact: Bill Gorton Web: www.lifemediainc.com Address: 2200 Florida Avenue South Address: 222 South Ninth Street, Suite 380 Minneapolis, MN 55426 Minneapolis, MN 55402 Silver Plus Pernod Ricard USA Phone: (612) 544-8178 Phone: (612) 339-7000 Contact: Chris Morton Fax: (612) 338-5572 Address: 4202 Harriet Ave Dakota Worldwide E-mail: [email protected] American Beverage Marketers Minneapolis,, MN 55409 Contact: Len Sage Contact: Warren Westcoat Phone: 612-822-2408 Address: 8200 So. Humbolt Ave.,Suite 302 Samuel L. Kaplan Address: 6900 College Blvd. Suite 440 Mobile: 952-303-1685 Minneapolis, MN 55431 Contact: Sam Kaplan Overland Park, KS 66211 Fax: 612-822-2415 Phone: (952) 835-4505 Address: 5500 Wells Fargo Center Phone: (913) 451-8311 E-mail: [email protected] Fax: (952) 835-4461 90 South Seventh Street Fax: (913) 451-8655 Web: www.pernod-ricard-usa.com E-mail: [email protected] Minneapolis, MN 55402-4126 Cell: (816) 665-5521 Web: www.dakotaww.com Phone: (612) 375-1138 E-mail: [email protected] Pabst Brewing Company Fax: (612) 375-1143 Web: www.abmcoctails,com Contact: Mike Brattensborg Wirtz Beverage Group E-mail: [email protected] Address: 7117 Emerald Lane Contact: Kevin Ryan Anheuser-Busch, Inc. Eden Prairie, MN 55346 Address: 489 N. Prior Avenue Sunny Hill Distributing Contact: David Anglum Phone: (651) 334-8284 St. Paul, MN 55104 Contact: Mike Baron Address: 12107 Wellesley Ave. Fax: (952) 937-2609 Phone: (651) 646-7821 Address: East Highway 169 St. Paul, MN 55105 E-mail: [email protected] Fax: (651) 646-1497 P.O. Box 333 Phone: (612) 597-1967 Web: www.pabst.com Web: www.wirtzbeveragegroup.com/ Hibbing, MN 55746 Fax: (612) 699-6989 Additional Contacts: minnesota.asp Phone: (218) 263-6886 E-mail: [email protected] Bob Ourada, Area Manager, Fax: (218) 263-6111 Web: www.budweiser.com Metro, Southern (612) 251-1228 Jeff Van Schoick, Area Manager – Johnson Brothers Liquor Company Bacardi USA Metro, Northern (612) 281-1859 Contact: Michael Johnson Thorpe Distributing Company Contact: Jeff Lange Address: 1999 Shepard Rd Contact: Jack Stevenson Address: 22546 128th Avenue North Retail Data Systems Address: P.O. Box 120 St. Paul, MN 55116 Rogers, MN 55374 Rogers, MN 55374 Contact: Paul Stelmachers Phone: (651) 649-5800 / (800) 723-2424 Address: 6566 Edenvale Blvd. Phone: 763-463-2000 Phone: (763) 428-1048 Fax: (651) 649-5894 Fax: (763) 428-1048 Eden Prairie, MN 55346 Fax: 763-463-2001 E-mail: [email protected] Phone: (952) 934-4002 E-mail: [email protected] E-mail: [email protected] Web: www.bacardi.com Fax: (952) 934-4830 Web: www.johnsonbrothers.com Web: www.thorpedistributing.com E-mail: [email protected] Brown-Forman Web: www.rdspos.com Tushie Montgomery Architects Contact: Jerry Ronke Contact: Gary Tushie Address: 5717 Portland Address: 7645 Lyndale Ave. So., Suite 100 White Bear Lake, MN 55110 Minneapolis, MN 55423 Phone: (651) 491-3411 Phone: (612) 861-9636 E-mail: [email protected] Cell (612) 861-9632 Web: www.www.brown-forman.com E-mail: [email protected] Web: www.tmiarchitects.com

MUNICIPAL LIQUOR STORE 18