99 During the 1950s, the company’s adult beverage business focus brought about great growth and broadened their footprint. Now, with three states to manage—Texas, Louisiana, and Arkansas—their expansion strategy centered on offering new products, hiring and training the best personnel, and endearing Glazer’s to their customers through their product selection and their ability to relate to their customers. They needed somehow to differentiate their capabilities. Led by Max, Nolan, and Jerry Leibs, the leadership team focused on building relationships with their retailers and educating them. It was a simple formula for success. If retailers knew more about their products, they could better position these with their clientele. Retailers would sell more—and so would Glazer’s. Since competitors had this same business practice, Glazer’s had to go that extra mile; they had to do something more to win over accounts and increase volume. What that meant to the leadership team was to provide exceptional service by giving that extra effort to help them succeed. That extra effort became the company’s calling, their table stake, their tour de force. To invigorate the sales personnel in their seventeen branches, the company’s leadership gathered managers several times a year to emphasize their attention on critical issues confronting the sales teams in the field—and they always highlighted their mantra: 1950’s 1950’s - Giving That Extra Effort
100 Giving That Extra Effort – A Case Study Nolan and Jerry Leibs always pushed their sale representatives to give that extra effort. Here is a case in point. Jerry Leibs sent a letter to all salesmen in June, highlighting a contest and encouraging them to promote Gordon’s Gin utilizing creative merchandising displays. Leibs also requested they send back pictures of their displays so a winner could be selected. Here is how the salesman responded. Do the little extra! When the sales managers gathered on Saturday, August 4, 1951, Jerry Leibs led the sales team in his ever-uplifting manner presenting the four points of his That Extra Plus. x Managers: Hiring salesmen and providing proper assistance and supervision. x Salesmen: Maintaining a strong work ethic, understanding deals and promotions, showing a proper attitude, organizing sales records. x Display Department: Making all displays outstanding, using creativity and innovation to produce attractive showpieces. x Assistant Managers: Conducting morning meetings to motivate the salesmen, keeping up with quotas, assigning distillery men to work with salesmen, and producing market letters. In closing, he told the group, “If a man pays you for a dollar’s worth of work, you give him a dollar and a half worth of work … and you’ll never go wrong.” The “extra effort” mantra came from the top down, with senior management expounding its virtues. No two persons exhibited that extra effort more clearly than their leaders, Max and Nolan Glazer. They led by example. Driven by workaholic instincts, their passion for the company was irrefutable. Business was their pleasure; it was ingrained in them, part of the Glazer family DNA. Relentlessly, they forged success day by day, minute by minute, undaunted by obstacles in their way, regardless of personal needs. After all, the company—its employees and its customers—were family, so each was treated generously and given all that was humanly possible through their exceptional, everyday “extra effort.” Glazer’s extra effort paved the way for their success—and no distributor did it better. Corpus Christi branch response 1950’s - Giving That Extra Effort
101 Leibs reminding San Antonio to respond Leib’s letter to all sales regarding Gordon’s Gin promotion contest 1950’s - Giving That Extra Effort
102 Dallas Display Department working on promotion display 1950’s - Giving That Extra Effort
Odessa Corpus Christi sent in for contest
104 Contest picture 1950’s - Giving That Extra Effort
105 Odessa’s entry in the contest New Orleans response to contest 1950’s - Giving That Extra Effort
106 Merchandising contest pictures 1950’s - Giving That Extra Effort
107 The Winner! The prize: $50! 1950’s - Giving That Extra Effort
108 dising watchword is – to do a little more for the lines we represent and the retailers who have done such a wonderful job of selling for us through the years.” Getting Closer to Customers Under the guidance of senior leadership, operational efficiency was a key tactic for aligning the corporate philosophy with giving that extra effort. This Glazer axiom centered around doing what was right for the customer, to help them succeed by offering efficient delivery, enhanced merchandising, and superior sales performance. The Glazers—Max, Nolan, Irving, Robert S., Robert L., along with their trusty general manager, Jerry Leibs, orchestrated the symphony of tasking needed for all to get closer to their customers to extend exceptional service. Timely Delivery Timely delivery to customers was a central focus. Nothing upset a customer more than not getting goods when needed. No inventory meant no sales. Of course, satisfying this demand meant first, having warehouses and distribution facilities available at strategic locations, and second, ensuring the availability of the appropriate number of trucks to facilitate transportation of the goods. In 1951, the company operated seventy-eight trucks according to rigid schedules that were structured not on the basis of Glazer’s needs, but on the needs of Glazer’s retail accounts, and those of the suppliers to Glazer’s. Public Relations Story Jerry Leibs August 4, 1951 The following is intended as an initial suggestion in the formulation of a year-long plan by Glazer’s in building public relations with the retailer. This presentation should be given by each distributor salesman during the entire month of September and will be followed monthly with additional approaches: “Mr. Retailer – I want to talk with you a few moments about the House of Glazer’s. Due to our progress in this business, some competition at various times seems to delight in discussing Glazer’s policies incorrectly. We want you and all of the retailers in this market to realize the fact that Glazers has one predominant thought in mind at all times, and that is to render service to you, the all-important retailer. We appreciate the fact that we are not perfect in our operation, but through your continued support, we are fast becoming the largest wholesale liquor distributor in the country. As you probably know, we are now the second largest in America with our three-state operations and seventeen branches. The success story of Glazer’s is a simple one, and I think you will agree that no one in the industry works any harder than the top management of Glazer’s. To prove a point, Max started out in this business in 1933 with only three employees, and today we have 365 people employed by Glazer’s. I think that is a pretty good yardstick of our success. You are not so interested in the overall operation in three states as you are right here in __________ (city), and I just want you to know that Glazer’s is ready, willing, and able at all times to do anything in a legal manner that can help your business. Your business, as well as ours, is primarily a new business, and as we work together now and in future years, we want you to remember that Glazer’s merchan1950’s - Giving That Extra Effort
109 Max put it this way: “To do the things that a short-sighted viewpoint might indicate were necessary to Glazer Drugs, possibly we could get by with less than the full seventy-eight trucks. Maybe, sixty or sixty-five would prove sufficient if we were satisfied merely in looking inward. “But, we like to look outward, to think of the parallel, but not always identical, needs of the brands and houses we represent, and the retailers who have the task of disposing of the products we sell them. We want the houses whose brands we carry and the retailers who move these brands across the counter (the toughest two feet in all selling) to know that we’re doing everything reasonably possible on their behalf—that we are acting as their manpower, to do their jobs, as well as our own.” Amarillo Truck Dock, 1951 San Antonio Truck, 1953 1950’s - Giving That Extra Effort
110 Merchandising As a distributor, the Glazers viewed their company as an effective sales catalyst, helping to produce greater and more effective action from manpower, and enabling the producer to do a better job, while assisting the retailer to greater effort in his own behalf. The wholesaler name should mean a good deal to both the brand-holder and the retailer. Management believed that “companies that make such good products— those quality brands—are equally as important as the efficient, intelligent, and friendly retailer who passes the brand across the counter.” How can the desired catalytic sales action be produced most effectively? How can the retailer be helped to help himself most productively? The Glazer company had one simple and succinct answer: through the use of additional point-of-sale merchandising. The reasoning is logical and demonstrably sound. Suppliers spent huge sums of national-magazine and newspaper advertising. This, along with nationally sponsored point-of-sale materials, did the national job. But, the retailer needs additional local help, no matter how strong the brand-holder’s national work may be. Sometimes, this is supplied through intensive fieldwork on the part of the Glazer organization. Oftentimes, however, something additional is needed. And nowhere, this particular wholesaler feels, is it needed more than inside the retail premises. This is a Glazer truism, and it is not expressed merely in terms of helpful but intangible advice. On the contrary, the company maintained a display department and display truck in practically every branch office. These departments were practical, creative, and at the disposal of the retailer, who wanted something special to make a sale, something that would constitute the difference in any form of sales operation. The Glazer merchandising watchwords were voiced continually, like a war cry, by Jerry Leibs: “Do a little more for the brand-holders we represent and the Berrycup Samples at Pig Supermarket, 1951 Berrycup Samples at Schwegmann’s, 1951 1950’s - Giving That Extra Effort
111 retailers who have done such a wonderful job of selling for us through the years. Help them to sell. Think of a little something extra, and put it to work.” With point-of-sale merchandising playing an increasingly important part in the modern merchandising arena, the display activities of the Glazer’s company continued to expand through the years. And driving this expansion were Max Glazer’s two sons—Irving (age 26), and Robert S., (age 23)—both of whom were particularly interested in point-of-sale opportunities to drive results. Bourbon Supreme Banner 1950’s - Giving That Extra Effort
112
113
114 Generally speaking, the Glazer merchandising approach is the application of ideas and manpower to diverse problems, whatever their nature. The company was careful, however, to be fully informed on stateto-state and county-to-county consumer preferences on all the rules and regulations (myriad of them) affecting marketing, and on the conduct of wine and spirits wholesale and retail businesses generally. Glazer’s cooperation on the promotional campaigns of all of its suppliers was stamped with this same extra effort. The organization kept itself busy representing brands for Frankfort, Glenmore, American, Renfield, Munson G. Shaw, Browne Winters, and Hiram Walker, promoting these with their outstanding merchandising efforts.
To encourage merchandising efforts and innovation, the company held contests for salesmen in all their branches to construct displays and then send in photos of their efforts. The winners were paid a cash bonus for their award-winning displays. With Glazer’s giving equal treatment to all of the brands they represented, that necessitated mapping out rigid promotional schedules for the Glazer organization throughout its territory. They made a special point of being a jump ahead of the game, no matter how complex the schedule facing them immediately ahead, so that unforeseen contingencies were allowed for sufficiently. That was the Glazer way—service with a capital “S”! Their efforts in aggressively promoting brands through merchandising proved again to their retail customers that, by aligning with Glazer’s extra service effort, their own success was inevitable.
116 Ladies of Glazer’s, 1950’s 1950’s - Giving That Extra Effort
117 Fort Worth Salespersons, 1953 1950’s - Giving That Extra Effort
118 Branch Independence The expansive Glazer territory was created by placing seventeen branches in strategic localities as close as possible to retailers. It was an impressive list: x Texas: Amarillo, Odessa, Wichita Falls, Fort Worth, San Antonio, Dallas (headquarters office), Corpus Christi, Houston, Beaumont x Louisiana: New Orleans (two houses), Baton Rouge, Lafayette, Shreveport, Tallulah x Arkansas: Little Rock Still, it wasn’t enough to satisfy customer demand; nor did it meet the objectives of the company’s growth-minded culture. They needed to be closer to the growing demand and become more efficient. They needed to erect new facilities and upgrade current ones beyond the then-current sixteen warehouses. An ambitious building program to construct additional warehousing operations began in 1953 following the same objective of providing better and wider service as their strategy. Still another indomitable ability of Glazer’s management was their clear vision regarding expansion: Land acquisition was foremost in their plans. To feed the growing beast of demand and projected revenue, the teams continued to purchase property in strategic locations well in advance of anticipated construction. Building and Expansion Plan Number Two was already in the works for the company while Plan One was being executed. These land acquisitions and construction projects continued for years, feeding their market presence. Even more important than buildings were the people who occupied them—the feet on the street who continued the Glazer’s tradition of excelling for their ever-growing retail base. Staffing each Glazer location were capable and independent-minded men. Each branch manager was not only permitted to use personal resourcefulness in meeting sales problems, but he was expected, and even requested, to do so. Their self-reliant autonomy was a top-down initiative, which meant that the formulation of overall policy was the result of a healthy clash of minds and personalities. Company president Max Glazer was volatile when his mind began to crackle with ideas and forceful when he expressed his opinions. Brother Nolan, who was more talkative yet equally forceful, sparred relentlessly with him. And all the while, the quiet, analytical Jerry Leibs exhibited still a third temperament and viewpoint. “Do we agree on things?” Max stated rhetorically. “Not on your life. If we agreed at nine o’clock, I’d think I was in for an unlucky day. What we actually do, typically, is to start a discussion from three widely separate points of the map psychologically, and then kick each other’s ideas around until we come up with something that is better than any one of the three of us started out with in the first place.” Nolan and Max Glazer 1950’s - Giving That Extra Effort
119 Louisiana Price Book Cover, 1953
120 Policy meetings at Glazer headquarters were uninhibited—and not altogether figuratively; they would batten down the hatches when discussions started. There was no nicety of parliamentary procedures, no attempt to establish various levels of authority. “I was boss this morning, but who knows about three o’clock this afternoon?” was Max’s own way of putting it. His meaning was that everyone concerned must have equal opportunity to speak out, with no hedging or tacit taboos involved in the conversation. Naturally, this top-executive thinking pattern permeated down to each branch with equally uninhibited and constructive thinking from district managers. They were expected to produce, to use their own judgment, to meet difficulties full-face and on their own. One of Max Glazer’s favorite sayings was, “Every man is a king in his own castle,” and he gave this a literal interpretation. The company believed strongly in a decentralized management structure, that the closer the decision points were to the market, the better the company performed. Did this sometimes result in terrific missteps in a branch that might have been avoided through tighter control from headquarters? The three leaders responded, “No! Sales and business accomplishment grow out of the utilization of superior manpower. We constantly strive to obtain and hold top men—those who have experience and brains and are willing to utilize both. Men of this stripe can confidently and efficiently handle ninety-nine of a hundred decisions. On the rare, complete deviation from usual procedure—demanding a decision—any one of our district men will make up his mind, then tell us what he intends to do before doing it. We rarely disagree, and even when we do we don’t make a positive point of overruling a district executive.” With this top-down independence-driven business attitude, the field had a sense of local pride and liberation. Their battle cry to do what was right for their customers without recrimination became ingrained in everyone. 1950’s - Giving That Extra Effort Nolan Glazer and Jerry Leibs
1958 Texas Price Book
Chapter 8 1960’s - Rising to New Heights
123 1960’s When patriarch Louis Glazer passed away, Max became the leader of the Dallas Glazers. Nolan, his younger brother by fifteen years, viewed Max as a father figure. As heir apparent to Max, Nolan was diligently mentored on the foundational business philosophies of Glazer’s and on their family’s values of honesty, perseverance, and dedication to the family enterprise. Together, the brothers’ unparalleled work ethic and loyalty to the family, their customers, and their suppliers thrust the company to new heights year after year. During the 1950s, when Max Glazer’s health issues began reducing his workload, younger brother Nolan picked up the reigns. Not a beat was skipped. Upon Max Glazer’s passing in 1962, Nolan assumed the leadership of Glazer’s, and drove the company to their next level of success. Nolan, like Max, believed that only through expansion could the company advance their growth-oriented culture and continue the Glazers’ unrelenting expansion. Of paramount importance to Nolan was growing the existing footprint; and he would do this by opening new territories. Also, like his brother, Nolan viewed the preservation of cash as sacrosanct, and he eschewed debt. Unburdened by financial restraints, he launched expansion programs, which augmented the existing footprint, and began to look for additional states to enter. 1960’s - Rising to New Heights
124 Nolan’s Texas modernization and building program was designed to keep the company in line with growth projections, adding new warehouses and constructing office facilities throughout Texas—in effect, doubling their space. A Fort Worth warehouse and an office building of contemporary architecture were completed, and ground was broken for a new branch and sales office in Lafayette, Louisiana. Corpus Christi moved into a new building. The general office headquarters were updated and expanded. The San Antonio sales offices were remodeled. Both the Dallas branch office and the office of the New Orleans Beverage Agency, one of the two New Orleans branches, were expanded. At the company’s thirtieth-year anniversary event in 1963, it was a time to reflect and thank the dedicated staff for their achievements. At the celebration, Nolan Glazer, president, said: “We have grown with each year. We have completed our greatest year for our twenty-ninth. Now we are looking forward to an even great60th Birthday Celebration for Nolan Glazer 1960’s - Rising to New Heights
125 er year for our thirtieth. We believe we are fortunate to be in an industry that combines the finest type of employees and customers the industry enjoys. They are all a credit to their communities, and we are proud of our long association with them.” Nolan continued to push the boundaries for growth, and by 1965 the company generated $65 million in revenue. It was a year later, in 1966, that the company moved westward adding Arizona as their fourth state of operations when Glazer’s formed a wholly owned subsidiary called Cactus Beverage Distributing Company of Arizona. Nolan, like Max, was a visionary. More than anything else, he understood customers and market undercurrents. In the 1960s, he anticipated a market shift in customer tastes, one that shifted away from spirits to a lighter alcoholic content product—wine. Glazer’s seized upon this early market dynamic and aggressively focused on the acquisition and development of wine lines, lending balance to the company’s spirits-dominated portfolio. On top of that, they added their first imported beer to their malt beverage portfolio—Heineken. Nolan Glazer accepting Heineken Award, 1965 1960’s - Rising to New Heights
127 In 1966, it was Nolan Glazer who finally convinced the family to sell the soft-drink bottling business to Pepsi, as the timing and price presented a propitious opportunity. In addition, human resources from their softdrink operations were shifted to their high-growth alcohol wholesale business. With the Pepsi proceeds, Nolan boosted his cash reserves, assets that would come in handy in the near future when acquisition opportunities presented themselves. Nolan, unbeknownst to many, was building up capital reserves and keeping his powder dry. Three other very significant events happened early in Nolan’s tenure that further galvanized the Glazer employee base: the creation of a profit-sharing plan (1964), the formalization of management training (1969), and Glazerama (1966). 1960’s - Rising to New Heights
128 Management Training Training was always an important objective at Glazer’s; however, it mostly occurred ad hoc and was left up to local managers’ discretion. As the company grew, the leadership sought to prioritize promotions from within the company, and this required a more formal structure of management training. In 1969, Nolan and Jerry Leibs implemented an intensive, three-year familiarization and education program for Glazer’s top managerial prospects. Profit Sharing and Benefits The Glazers believed in extensive fringe benefits for their employees. Many say Employees are the lifeblood of our company, but few companies went to the extent that Glazer’s did. In fact, as far back as 1959 the Glazers began a comprehensive benefits program providing illness, accident, and life insurance at no charge to employees. In 1964, Nolan decided to further enhance employee benefits by instituting a profit-sharing plan. For the time, it was innovative and became a cornerstone in reducing staff turnover and broadening the tenure of their loyal staff. Sales Training Manual 1960’s - Rising to New Heights
The results bore a pool of well-trained managers in important positions and ensured that the company would be well positioned with young sales, marketing, and administration whiz kids. This then marked an uptick of enthusiasm and momentum, led by these fasttrack managers, with an esprit de corps that was infectious. Sales Training Manual
131 As part of Glazer’s management training program, Robert L. Glazer presented to these selected youthful leaders the Twelve Cardinal Principles for Glazer’s Managers: Twelve Cardinal Principles for Glazer’s Managers 1. Make People Feel Important 2. Recognize Individual Differences 3. Be a Good Listener 4. Avoid Arguments 5. Know Deep Feelings of Others 6. Employ Questions to Persuade 7. Abstain from Domination 8. Practice Participative Management 9. Recognize That Most People Are Acquisitive 10. Give Orders Clearly and Completely 11. Use Instructions 12. Provide Effective Supervision Training staff, Early Times, Old Forrester 1960’s - Rising to New Heights
132 Nolan’s memos encouraging sales, 1969 1960’s - Rising to New Heights
133 Guide for Party Buying - Irving Glazer, 1969 Party Guide numbers hand written by Irving Glazer 1960’s - Rising to New Heights
Party Planning Sheet, 1969
Party Planning Sheet, 1969
136 Not every distributor gets to taste the crème de la crème of the elixir; really, only a select few do: the big boys—those with reach, those with a knowledgeable sales force and the deep pockets to handle suppliers’ onerous terms. As a relatively small regional player, Glazer’s had to market brands that were not the cream of the crop. And it was mostly because vendors worried they weren’t capable of selling the best of the best. Soon, that would change. Lower-end brands that sold voluminously were Glazer’s forte and matched their comfort zone. Even with very thin margins on these low-end commodity spirits, volume was the name of the company’s game, both in goods sold and total margin dollars accumulated. Cinderella Brands – Moving up the Value Chain Moving up on the brand value chain 1960’s - Rising to New Heights
137 Though their go-to-market strategy provided enviable returns, the thought of Cinderella brands had crossed their minds. Having premium brands would increase profitability, enhance their market status with both suppliers and retailers, and further differentiate their company. Sales wanted them badly. Management worried that time might run out and the glass shoe might fall if they misstepped. So, they waited. They also understood the downside to selling top brands. Stringent supplier inventory quotes and marketing to channels already accustomed to the lesser quality would challenge the organization. Overcoming those issues might prove difficult . . . until Mrs. Fonda Glazer got them motivated—under duress! At an industry convention, a comment was made to Fonda Glazer, the wife of Irving Glazer that shocked her into action. During a conversation with a supplier, he told her, “It’s really amazing to everyone how well Glazer has done, considering that you only carry schlock brands.” It was not so much a disparaging comment as a statement of truth. Still, affronted by such a specious comment, in her opinion, Mrs. Glazer was furious. She kept her composure until she was alone with her husband. Then, she confronted Irving and passionately told him, “Glazer needs to start carrying more premium brands! How else can you survive and grow?” Irving replied, “Yes that’s true.” Glazer’s management team was well aware of this for years. As opportunities arose in the near future, they were positioned to take advantage of this and move up the brand value chain. 1960’s - Rising to New Heights
138 programs in a stronger, more favorable setting—and with the entire Glazer’s staff present. Secondly, it provides our sales personnel an opportunity to meet their colleagues from other states and other markets in an atmosphere which encourages healthy and constructive interchange.” “And,” he said, “we believe that Glazerama enables our sales personnel to view the company in another perspective, to identify with the company in ways which build company unity.” From the outset, it was packed into a two-day period, but eventually it grew to three days. The fast-paced sessions by suppliers promoted holiday sales, packaging, merchandising, and advertising programs. Each supplier had his own meeting room for his program and for dramatic displays of holiday decanters, gift wraps, and point-of-sale pieces. The top supplier executives, without exception, praised it as “the finest meeting of its kind in the U.S.” 1966 – The First Glazerama The suppliers participating in the first Glazerama included: Four Roses, Frankfort Distillers, Glenmore Distilleries, Browne-Vinters, Ezra Brooks, Renfield Importers, General Wine & Spirits Co., Paul Masson Vineyard, and Barton Brands, who called it an example of “progressive management.” A peek into Glazer’s price listing of November 1966 makes for interesting reflection. Some Glazer’s brands which have “arrived” today were there, although who would have ever thought back then that some of them would have had any chance of becoming industry “Cinderella” success stories? Glazerama through the Years Glazerama Nolan Glazer and Jerry Leibs initiated the annual “Glazerama”—a sales seminar that brought the farflung sales teams together to hear holiday sales and marketing presentations by supplier representatives. Glazerama enjoyed renown throughout the industry nationwide. Formed out of necessity, it became legendary in the industry. With 35 to 40 percent of the company’s sales volume being sold during the last two months of the year due to strong consumer spending, and also because the gift sale of a brand often produced repeat sales in the coming year, preparation going into the busy season was of extreme importance. Management and suppliers would visit Glazer’s branch offices to highlight upcoming promotions. It was a huge scheduling headache, however, and an ordeal that chopped into valuable street time for all concerned—not to mention that supplier executives and area representatives would be run ragged from Labor Day to Thanksgiving trying to visit Glazer houses, which sprawled over a vast territory. Making matters worse, retail-store bookings for holiday displays were beginning to close out early in November. Marketplace conditions dictated a change. Jerry Leibs stepped up and responded. In 1965, Leibs conceived of Glazerama to simplify and condense the annual routine of getting the company’s supplier representatives and sales staffs together at a central location for the important business of reviewing fall and holiday marketing programs. Through the next eighteen years, it evolved from a series of hastily delivered refresher courses to a well-orchestrated event that included seminars and events and gained recognition throughout the American alcohol beverage industry for its size and innovation. Nolan Glazer stated: “We consolidated the meeting into one because we think it serves two purposes. First, it provides our suppliers an opportunity to present their 1960’s - Rising to New Heights
139 Supplier sales meeting, late 1950s 1960’s - Rising to New Heights
140 1960’s - Rising to New Heights
141 1967 – Glazerama The Glazer’s team espoused the critical items it took to help their salesmen sell with profit. They had: • The best brands • The most attractive packaging • The best-designed and most attention-getting point of sales • The support of advertising from the world’s greatest agencies carried in the nation’s top newspapers, magazines, and boards • Trained and dedicated salesmen 1960’s - Rising to New Heights
142 1960’s - Rising to New Heights
143 1977 – Glazerama Many suppliers would introduce their first-ever marketing displays at Glazerama. For example, in 1970, Glenmore introduced Amaretto di Saronno at Glazerama. Expanding their marketing thrust in 1977 at this hugely renowned event, Glenmore presented a $4.5 million advertising and promotion budget, said to be the largest one-year expenditure ever for a single imported liqueur, with a rose gift carton and a first-time floor display. In addition, they introduced a series of new Amaretto-based drinks, including such drinks as Bambino, Loch Ness Monster, and Italian Stallion. 1960’s - Rising to New Heights
144 1960’s - Rising to New Heights
145 1977 – Glazerama Honoring Employees’ Service Since 1933 Glazer’s had been tracking their employees’ length of service to honor them at Glazerama. Ever proud of their loyalty and continuous service, they presented expensive gifts at this annual event. And it became an annual tradition. In 1977, those employees were presented with Atmos perpetual motion clocks. 1960’s - Rising to New Heights
146 1978 – Glazerama Glazerama sales personnel attendance eclipsed 250, along with eighteen suppliers. 1960’s - Rising to New Heights
148 1990 – Glazerama By 1990, the wine sales at Glazer’s were becoming a significant part of their business. Of the nineteen suppliers attending, eleven were producers of wine alone; the remaining seven were spirit suppliers, some with vibrant wine brands as well. At this event, Roger Staubach delighted the audience with a thirty-minute, off-the-cuff speech that combined humorous quips with serious observations. Said Robert Glazer after Staubach’s remarks, “I just wish that I could vote for Roger Staubach for president!” 1991 – Glazerama Bennett Glazer implored his friend George W. Bush in 1991 to speak at Glazerama, but he was reluctant. Bush asked, “Why do you want me?” Bennett replied, “Because you’re good on your feet.” “What do you want me to talk about?” “Well, your father is president of the United States (41) and your mother is first lady. I’m sure you have some stories to share….” Mr. Bush had the crowd roaring with laughter. Here are some of his comments: Comments by George W. Bush at Glazerama, 1991 • He referred to Glazerama as Bennettmania! • As principal owner of the Texas Rangers baseball franchise, he mentioned some keys to success for his team, as well as for business in general: o Customers First: Think of the customer first. You achieve success if the customer is happy. That’s the way to win! o Know your business: Become a student of your business, the company, the industry. Then mentor others. 1981 – Glazerama Key Message: Planning is the most important but most neglected area of salesmanship. Good planning separates the professional salesperson from the run-of-the-mill salesperson. When a salesperson walks through the retailer’s door and has no idea what he or she plans to sell, has no goals or objectives, then the main purpose of the call is lost. The professional sales representative knows the sales history of each account and has a detailed knowledge of his own brands and the programs supporting them. If the sales representative has planned well, he is in a position to build his sales, and the retailer’s, by suggesting new areas of sales opportunities. 1984 – Glazerama Key Message: A brand’s best friend is a salesman’s tired feet. Brand building is a tricky business, to say the least. There is nothing in the books to guarantee the success of any venture. Getting any brand to make it is most often the result of some wearisome sales work—day-today persistence and shoe leather. The true businessmen of the trade will assure you that it’s not lightning that fires up a brand. The best thing that any unknown brand of promise has going for it in today’s market—just as it was 30 or 50 years ago—is a salesman’s tired feet. 1986 – Glazerama By 1986, Glazer’s had been instrumental in helping Canadian Mist, from its birth to 1986, sell four million cases and become the number four selling spirit in the U.S. “You’ve made Canadian Mist one of the greatest success stories in the liquor industry,” stated C. R. Ballard, national brand director at B-F Spirits Ltd. 1960’s - Rising to New Heights