When looking to return to a sales market you once served, getting back on shelves is only the first step. Rebuilding a sustainable business requires a clear distribution strategy, renewed relationships with retailers and a realistic understanding of what today’s customers want.
Minneaplois’ Modist Brewing recently applied those lessons as it re-entered western Wisconsin in late 2024 after its previous distribution partner encountered financial and operational challenges. The brewery began selling in five Wisconsin counties bordering Minnesota through a new distribution partnership, creating an opportunity to reconnect with former accounts while pursuing measured growth. Co-founder John Donnelly and Sales & Marketing Manager Brenson Johnson shared on a BREWER Podcast about the adjustments made.
Their experience offers three lessons for those considering a return to a former territory or looking to rebuild distribution after a difficult market exit.
1. Choose territories and accounts based on sustainable growth, not just demand
A market can have plenty of consumer interest and still be a poor fit for a brewery’s distribution capabilities. Before re-entering, you should evaluate the cost of serving the territory, the strength of potential distribution partners and the likelihood that accounts will generate repeat sales.
For Modist, the return to Wisconsin was partly driven by existing relationships and demand in communities that share economic and consumer ties with Minnesota. The brewery’s new distribution arrangement also covers neighboring Minnesota markets, making the Wisconsin expansion a more natural extension of its existing footprint.
But proximity and demand aren’t enough to justify aggressive expansion.
“We can’t just put our beer everywhere and expect it to sell,” Johnson said. Growth needs to be organic, supported by the brewery and distributor working together to build relationships and sell the product.
That approach also protects retailers from receiving inventory that won’t move. A beer sitting on a shelf without generating sales doesn’t benefit the brewery, distributor or retailer.
“It doesn’t do anything good to just put something on a shelf and have it rot,” Johnson said.
Establishing realistic volume expectations with distribution partners and expand only when the economics make sense. A smaller territory with productive accounts can be more valuable than a larger footprint that consumes sales and delivery resources without generating an adequate return.
2. Rebuild relationships with a hands-on sales strategy
Re-entering a market means recognizing that relationships may have weakened during an absence. Retail buyers change jobs, consumer preferences evolve, and former accounts may have developed new partnerships.
Modist laid out a plan to lean on established relationships while investing in the work required to regain business and introduce the brewery to new buyers. The approach isn’t complicated, but it requires consistent execution.
“It’s good old-fashioned liquid to lips, hands-on, boots on the ground,” Johnson said, explaining the effort needed for long-term success. The brewery wants accounts to understand that it’s back in the market, intends to remain there and can be counted on as a partner.
That presence matters even when a brewery already has brand recognition. But, familiarity among consumers doesn’t automatically translate into retail placements, dependable orders or attention from a new buyer.
Brewery owners can use a market re-entry to reconnect with former accounts, identify new decision-makers, schedule tastings and events, and make sure sales representatives are regularly visiting the territory. Distributor relationships should support that work rather than replace it. Modist also sees education as part of the process, working with its distributor to explain the brand and identify opportunities for growth.
Treat a return as a renewed sales campaign, not simply a distribution announcement. The goal is to establish credibility through reliable products, responsive service and repeated contact with the people responsible for buying and selling the beer.
3. Match the product lineup to current buying behavior
Returning to a market, you can’t assume the products that worked previously will perform the same way today. Consumer preferences, competitive pressures and price sensitivity can change during even a relatively short absence. Modist is responding by emphasizing its core beers while continuing to recognize the role of limited releases in its business.
“They’re gravitating toward reliable packages that they’re familiar with and that they can grab all the time,” Johnson said of current consumer behavior. They also noted that customers may be more price-conscious. That creates a practical consideration for breweries rebuilding distribution: Familiarity and availability can be advantages when buyers and consumers are deciding where to spend their money.
A dependable core lineup gives retailers products they can reorder and gives sales representatives a consistent starting point for conversations with accounts. Limited releases can still create excitement and attract attention, but they shouldn’t automatically become the foundation of a territory’s sales projections.
Modist’s experience also reinforces the importance of reviewing market data and trends rather than relying solely on past performance. The brewery is working closely with its distribution partners to identify areas of growth and understand how consumer behavior is changing.
Returning to a market means examining sales history, identifying which products have the strongest potential and adjusting the portfolio to fit local demand. The objective isn’t to abandon innovation. It’s to make sure the lineup supports repeat purchases and gives distributors and retailers a compelling reason to keep your brewery’s products in stock.
Re-entering a sales territory can create opportunities to recover lost business and establish new accounts, but the return should be measured by more than initial placements. Sustainable growth depends on choosing the right markets, rebuilding trust through consistent sales work and offering products that meet current demand.
As Modist’s approach demonstrates, a successful return isn’t about getting beer back into as many locations as possible. It’s about building a distribution business that can keep those accounts selling over the long term.
