Issue link: https://digital.copcomm.com/i/35876
This is just a selection of of Palm Bay International’s grow- ing wine and spirits portfolio. it’s a strategy that began more than three decades ago. Before they were importers, the Taub family was a New York distributor. “We repped all the other companies—Bacardi, Jim Beam,” David Taub relates. “And we handled the New York State region for the Gallo family, back in the ‘jug wine’ days.” Marc actually began his career in California in Gallo’s training program and later in sales and sales management. But it was in 1977 that David founded Palm Bay with his father, Martin Taub, making the leap initially with just one supplier in their portfolio—the northern Italian producer of Principato and, of course, Cavit. “I don’t know if it’s our distributor roots or what, but we’ve always prided ourselves on staying very close to the ground,” David explains. “It’s why we were able to recognize before anyone else that, as Americans were becoming more knowl- edgeable about wines, their taste profile was leaning towards a fruitier flavor; which is why we were the ones to introduce the Pinot Grigio category in the States.” Marc continues, “It’s a real two-way street. Because we’re small, we are nimble and can really respond to trends that we see in the marketplace faster than large companies. We enjoy close relationships with the trade, from key retailers to leading sommeliers. They alert us early on to developing trends, such as rising demand for Malbec and southern Italian whites like Fiano and Falanghina, and we can quickly respond with brands like Salentein from Argentina and Feudi di San Gregorio from Campania. And because we are so close with our distributor partners, we are able to meet the market demands swiftly and effectively.” But how do you maintain that as you grow? “Part of it is through our dedication to being very personally involved in the brands we work with.” David explains. “This isn’t just business; it’s family. We’ve had some of these supplier relationships literally for decades.” “But you’re right,” Marc interjects; “it’s something we have to be very focused on, and it’s why we recently restructured Palm Bay—to better fit with what our partners needed, and to make sure we keep those relationships and those lines of communi- cation wide open. “Our sales organization is now comprised of four business units: Quantum Brands, our wines that have broad market distribution, and Genesis Estates, our more artisanal and terroir-focused wines; then there’s Esprit du Vin, which focuses on France’s châteaux and estate-bottled producers and, lastly, there’s our spirits unit, with brands like 901 Silver Tequila and Voli Light Vodkas. As you know, spirits is a whole other world, but one which we feel is important to be strategically involved with and can leverage given our wholesaler relationships.” David interrupts, “You know, that reorganization—that was all Marc’s doing. It was his foresight and he showed tremen- dous leadership to make it happen. It wasn’t easy and what he did was quite remarkable.” Smart leadership. At Palm Bay International, it seems to run in the family. july 201 1 / the tasting panel /