Could a hybrid US-UK brand relationship revolutionise the spirits industry, asks Nate Sorby, director of brands & hospitality at Elementary Trade Marketing.

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In the world of drinks, the relationship between brands and the bars that serve their products is the bedrock of the industry. Yet, depending on which side of the Atlantic you’re on, this relationship looks dramatically different.

In the UK, the model is largely transactional. Known as pay-to-play, it’s a system of corporate deals, listing fees, and marketing spend. Brands allocate budgets for “retros” — retrospective payments based on volume — or outright listing fees to secure their place on a menu. The result? Relationships are often faceless, managed through spreadsheets and ambiguous contracts rather than handshakes and shared drinks. It’s efficient but distant.

Across the pond in the US, the approach is much more hands-on. Here, the industry is built on personal connections. Brand ambassadors and sales reps are expected to be physically present in bars, building rapport with staff and a genuine love for the brand they represent. Their success is measured not just in sales, but in the trust and relationships they forge. The key element? They’re expected to be there — and to spend money over the bar.

However, the US model isn’t without its issues. A major challenge is the unwritten practice of “tipping” the retro amount or listing fee. While formal listing fees are often prohibited by law, some brand representatives simply swipe a credit card at the bar, providing a listing fee disguised as a generous tip or bar tab. For a hybrid UK model to work, the industry would need to navigate this practice carefully, ensuring that “over the bar” spend genuinely supports the venue’s revenue and fosters a relationship with all staff — not just a one-off payment to a buyer. It’s about consistent, transparent commitment, not a transactional shortcut.

Why not both?

What if we stopped viewing these as two separate systems and asked a simple question: Why not both?

Imagine a hybrid model that captures the best of both worlds. A brand would still operate with the commercial savvy of the UK system, agreeing to listing fees and retros. But in addition, its representatives would be truly present in the venues that stock its products. This isn’t just about a one-time visit; it’s about consistent, personal investment.

This model could also redefine how we fund these partnerships. Instead of large retros becoming the norm, what if we saw them dwindle in favour of more direct, ground-level investment? Imagine a scenario where a smaller retro is offered, but a percentage of the brand’s marketing budget is specifically allocated for in-venue spending. This rebalancing of funds puts the power back on the bar floor, shifting focus from corporate deals to genuine, personal support.

The most critical element is the mandate for brand representatives to spend over the bar. This isn’t just a social call — it’s a direct injection of revenue into the venue, supporting the very business that supports your brand. It’s an investment in the people, the space, and the community.

The uncomfortable truths

This idea naturally raises some uncomfortable questions. We must challenge the notion that a bar’s survival should rely so heavily on brand subsidies. If a bar’s business model is strong — if the drinks, service, and atmosphere are exceptional — should it need massive payments from brands to stay afloat?

The counter-argument is compelling: a hybrid model would naturally drive organic revenue. Brand reps who are truly present in venues bring their friends and colleagues. They become regulars. They create a buzz. This genuine presence fosters community, bringing customers to the bar and reducing the need for faceless corporate deals. It’s a return to profitability driven by passion, not paperwork.

It could also level the playing field. Global brands with huge marketing budgets can currently buy up listings and menu space. A hybrid model forces everyone to compete differently. A small, independent brand that invests time and energy into building genuine relationships with bartenders, barbacks, and managers can earn a place on the menu based on merit and connection, not just the size of their marketing budget.

The human element

At its heart, this isn’t just a business proposal; it’s an appeal for a more human-centred approach to the industry. It argues for the importance of every brand representative being part of the community they serve. It’s about more than sales figures — it’s about shared passion.

When brand reps are genuinely present, they build relationships based on mutual respect and shared experience. This moves the dynamic beyond a transaction to an authentic partnership. It creates a network where everyone wins: the bar, the brand, and most importantly, the people who make it all happen.

In recent years, many have argued that “people buy from people” is a bad thing — that bars buying from ambassadors or reps they see as friends somehow undermines fairness. I’d challenge that. Why shouldn’t venues buy from people they like, or support brands that invest time and care in them, rather than those that just cut a big cheque and return a year later asking for a volume report?

The “how we got here” mentality

Over the last decade, the spirits industry has been pushed towards corporate efficiency. Budgets are scrutinised, relationships outsourced, and personal connection sacrificed for scale. The result? A palpable sense that something’s missing — that a little of the heart and soul has been lost in pursuit of the bottom line.

This hybrid model offers a path forward. It’s not just a new business strategy; it’s a way to make the industry whole again — to revitalise the passion, authenticity, and relationships that have faded.

It also encourages new and upcoming sales reps and ambassadors to forge relationships and be present at every level of the industry, not just in boardrooms. It fosters pride in working within the drinks trade — especially for new hires on graduate schemes who’ve never done their time behind the stick, or brand managers whose degrees gave them marketing knowledge but no experience of a bar eight-deep on a Saturday night.

Is the old way of doing business really serving the industry anymore? Or is it time to embrace a more integrated approach — one that puts relationships and authenticity back at the centre of everything we do? Can we fix the relationship between brands and bars by making it personal again?