Arizona Beverages Chairman
Don Vultaggio used to dislike the phrase “new age beverage”
because, he says, “new age means we won’t sell next
week”. But over the years, Vultaggio has come to accept the term,
perhaps because his company has proved it can stay new and inventive, and
at the same time, keep sales growing.
Long after most of its competitors were swallowed up by
large soft drink companies, Arizona has stayed independent, and during the
past few years, has boasted double-digit growth. Vultaggio estimates 2004
sales are trending 40 percent higher than last year’s sales, and this
year, Arizona iced tea surpassed Lipton and Snapple to become the top
ready-to-drink tea in the country, according to Information Resources Inc.
Iced tea remains Arizona’s most popular product,
but the company also has branched out into ready-to-drink coffees, fruit
drinks, bottled water, and to a lesser extent, is involved in the beer
business through Ferolito Vultaggio & Sons’ ownership of Hornell
But despite the growth, the key to Arizona’s
continued success seems to lie in its smaller roots. The company, based in
Lake Success, N.Y., maintains a strong entrepreneurial spirit, and
President and Chief Business Development Officer John Balboni says it feels
free to try new, often expensive and risky, things.
“We push the envelope as hard as we can push
it,” he says. “Sometimes we fail at those things, but there is
no negative to failure. It’s almost like a badge of honor — we
tried, we pushed really hard and maybe that one didn’t work but the
next time it will be successful.”
During the past year, the company introduced new
Arizona Infused Waters, dairy-based Cappuccino Shakes, No-Carb Green Teas,
Arizona Botanically Brewed Teas, and Extreme Rx Energy Shot Energy Drinks,
giving it a new product in nearly every segment of the alternative beverage
category. The company just added new No-Carb Peach Green Tea to the line-up
and is getting set to introduce Pomegranate Green Tea, using this
year’s hottest flavor.
Product development, Vultaggio says, relies heavily on
gut instinct rather than scientific market research. He and Balboni joke
about “garbage can marketing,” referring to Vultaggio’s
tendency to check out unusual sites for signs of what consumers are
purchasing, and when, where and how they are drinking their purchases.
“I look at what’s on the road and in trash
cans and see what people have consumed an hour ago,” Vultaggio says.
“It might take me a week to walk four blocks because I am in and out
of every store and I’m looking in every garbage can and I’m
pulling down the bags of the guys drinking on the corner.”
Street sleuthing is just one source of inspiration.
Other ideas, he says, have come from movies, television and other food
categories. “We’ve kind of invented and reinvented over our
13-year history with Arizona,” Vultaggio says. “You read the
paper, you listen to people, you hear reports and you try to anticipate
trends. A lot of times you make mistakes, you think it’s going
somewhere and it doesn’t. But we’ve had the good fortune of
making some good decisions.”
The price is right
One of the more surprising decisions Arizona made
recently was to put a price cap on some of its products. New age beverages
are traditionally more expensive than regular soft drinks, but Arizona felt
strongly that its products, at least the ones in cans, should be kept
affordable, and pre-priced its 24-ounce cans at $0.99 to prevent retail
“We had a catch-22,” says Vultaggio.
“We came out with a great-looking bottle and oftentimes a
great-looking bottle, from a price point of view, is abused at retail
because a retailer says ‘that’s so good looking I have to
To address the issue the company introduced the
pre-priced can at a price it believed provided the retailer with
traditional margins, while offering the consumer value.
“We believe there is a good segment of the market
that says, ‘I need value. I’m a working guy, and when I go out
and buy lunch, I can’t afford $3 for a drink,” says Vultaggio.
“So we [pre-priced] cans because cans are traditionally sold cheaper
than glass. At the time we did it, it was unheard of in new age; price was
up to the retailer. But because of our blue-collar background, we said
we’ve got to take care of the blue-collar guy.”
But the move didn’t change the company’s
use of expensive ingredients and its seemingly no-limits attitude toward
its other packaging. Arizona has been testing the boundaries of beverage
packaging — and likely the sanity of its co-packers — for
years. When it rolled out Mississippi Mud beer and Blue Luna ready-to-drink
coffees several years back, it chose jug-shaped glass bottles with handles.
Last year, it introduced Arizona Infused Waters in hot-fill bottles with
horizontal ribs and three customized vacuum
panels in addition to both shrink labels and wraparound paper labels. The
company designed holographic neck labels for its new no-carb line to give a
sense of movement to the active-lifestyle imagery. And its Energy Shot
energy drinks feature pointed, friction-fit overcaps that can be used for
All of the company’s bottles, and even many of
its cans, are shrinkwrapped, which provides UV protection and a far more
extensive color palate than traditional package printing. The rotogravure
label printing technique allows photo-quality images as well as vibrant
The company has the same attitude toward ingredients.
“Our concept of developing a beverage is a little different than the
big guys. They’re typically driven by cost because they’re
selling things at parity to cola. Some things are difficult to make at cola
pricing,” says Vultaggio.
“We have some beverages that cost, from an
ingredient point of view, $4 or $5 a case. In order to make it taste good,
you have to have good ingredients, and good ingredients cost money. So we
start with ‘let’s make it taste great’. We don’t
say how much it costs because, candidly, that becomes important only at the
end [when we ask] ‘can we afford to do it’.”
And telling them something can’t be done only
adds fuel to the fire, says Balboni. “I’d say for every product
and package, at some point in time during the development phase, whether it
was the label design, the artwork, the structure of the package or the
flavor, people have told us ‘that’s impossible, you can’t
do it, it’s too expensive’. We look at it as a challenge. If
all the experts are telling us we can’t do it and we’re
successful in getting it done, we’ll really be ahead of the
The payoff comes not only in visibility and sales of
the product, but Balboni says the extra investment also helps overcome the
distribution challenges of a smaller company, which can often mean being
locked out of college campuses and retail coolers by exclusivity contracts
with big soft drink companies.
“Because of the limitations we have on
distribution, it’s by making [the product] look fantastic and making
it taste even better that you drive the business by consumer demand.
Hopefully when you get out there, you’re going to get pull,” he
Arizona brands are distributed by independent
distributors in most markets. Ferolito Vultaggio & Sons operates its
own distribution in New York City, Boston,
Florida and New Jersey, and it’s involved in a pilot program in
Chicago in which it is responsible for marketing and sales and its
distribution partner is responsible for transportation and warehousing.
The company also has developed unique relationships
with several retailers, creating co-branded products that combine the
Arizona label with the retail label. It has created special shrinkwrap
labels for 7-Eleven that promote the convenience store chain’s Indy
Car sponsorship, and for other smaller retail chains as well.
Arizona also has used co-branding to play up its
ingredient quality. It produces Kahlua ready-to-drink coffee products under
license with Allied Domecq, but it also has used brand name ingredients on
its Arizona branded products. For example, when it introduced its
Piña Colada flavor in 1995, it used Coco Lopez coconut milk and used
the Coco Lopez logo on the label.
“A brand is a safe haven for a consumer,”
says Vultaggio, explaining the appeal of co-branding. “[They say]
‘I’ve heard of it, it’s good, reliable and safe.
I’ll try it.’ An unknown is always a bigger stretch.”
While not co-branded, Arizona’s new line of
Botanically Brewed Teas are made with organic cane sugar, and the company
is using that distinction to test retail placement in several parts of the
store, including the organic section, the regular tea section and even the
produce section alongside other organic items.
The Botanically Brewed line includes black, green and
red varieties. Red tea is new to the Arizona stable. It has a flavor profile similar to black tea and is naturally caffeine-free.
Balboni says the new line plays well with today’s trend toward
beverages perceived as “better for you”.
“More and more people are looking at those
attributes — it’s got to taste good, but they’ve got to
feel good about drinking that product. When you talk to people about black
tea or green tea with honey, they feel good about that.
“We think eventually, over time, people have become more discriminating
as far as taste and products for their health,” says Balboni. “That’s the sweet
spot that Arizona is in today; that’s why we’re seeing the kind of growth we
I want to hear from you. Tell me how we can improve.
Beverage Industry’s October issue spotlights leaders throughout the beverage market and how they are steering their company’s throughout the pandemic. Also in this issue is an update on the bottled water market and it continues to post strong volume gains, how natural and organic retailers are combating broader competition, the ingredient solutions available for next-generation performance beverages, and much more!