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Affordable Options: Keep Your Wine Bottles Secure in Checked Luggage with these Under $25 Reusable Bags

Whether as gifts or for my own consumption, I love bringing wine, craft beer and spirits back from my travels around the world. It’s a fun way to bring home the taste of a faraway lands while adding fun new tastes to my home bar.

But since liquids can’t travel in a carry-on bag, there’s always the fear of a bottle of red wine, stout or whiskey exploding in-transit if my bag is thrown onto a baggage belt. After all, this could possibly ruin all of my clothes.

Thankfully, the WineHero Bottle Protector Bags are here to solve this issue — and they’re a must-have for anyone who travels with wine, beer or spirits. Let’s take a closer look at how these travel bottle protectors work.

TSA rules: What’s allowed in — and prohibited from — your carry-on bag

These are a must-have for wine, beer and spirit enthusiasts who travel. Each bag protects your bottles from bumps and falls as your checked bag moves through the airport. Plus, each bag seals, keeping your clothes dry on the off chance a bottle breaks in-transit.

I’m a craft beer enthusiast, and most of the beers I collect come in large format bottles that are similar in size to wine bottles. I like to buy beer to bring home when I travel, so I went on the hunt for a product to protect my bottles in-transit.

In the past, I wrapped bottles in multiple t-shirts to provide a layer of protection against bumps and falls that might occur when my checked bag makes its way through the airport.

While I never had a bottle break, I was constantly playing a game of chicken with my wardrobe. A broken bottle would ruin all of the clothing in my bag. So, I set out to find a solution that would both protect my bottles and seal liquid in if a bottle did break.

The WineHero Bottle Protector Bags were the first thing that caught my eye when browsing Amazon for a better way to travel with wine and beer bottles. And at just $25 for a six-pack, buying a set was a no-brainer.

The VinGardeValise Grande suitcase is the luggage all wine lovers need

The WineHero Bottle Protector Bags protect your bottles, your clothes and everything else in your checked bag. Each bottle protector has a tough and flexible plastic exterior and a bubble-wrap lined interior. This keeps your bottles safe from drops and bumps.

Further, each WineHero Bottle Protector Bag seals shut with two zip lock seals and a velcro closure. So on the off chance a bottle does break in your bag, the liquid should stay inside the WineHero — not all over your clothes.

I’ve used the WineHero Bottle Protector Bags on a handful of trips over the past couple of months and haven’t had any issues with them. No bottles have broken, and the seals are still strong.

So if you’re a beer, wine or spirit enthusiast and a frequent traveler, don’t overlook the WineHero Bottle Protector Bags. These reusable wine protector bags could be the difference between your wine making it cross-country or having a wardrobe soaked in red wine.

Looking for a new travel credit card? Check out CNN Underscored Money’s list of the best credit cards currently available.

January 26, 2024 Wine

Unveiling the Uniqueness: What Sets Bonded Whiskey Apart?

There are many unique types of whiskey out there, which you probably already know if it’s your liquor of choice. If you’ve ever seen a whiskey labeled “bottled-in-bond,” then you might be wondering what, exactly, this label means and whether or not it’s important when choosing your spirit. In fact, bonded whiskeys are of particularly high quality and, for over a century, have been known for their excellence.

Back in the 1800s, it wasn’t easy to know where your whiskey was coming from, what was in it, or how high-quality it was. At the time, alcohol was sold and purchased in barrels rather than bottles. Manufacturers often took advantage of this less-than-secure packaging to water down their whiskey and mix in additives. Some whiskeys included such undesirable ingredients as wood chips or even formaldehyde.

The federal government passed the Bottled-in-Bond Act in 1897 to keep these practices at bay, meaning a bottle bearing that label had to meet very specific qualifications. Colin Spoelman, co-founder of Kings County Distillery, told Wine Enthusiast, “Bottled-in-bond is one of the earliest examples of a consumer protection law.” Bottled-in-bond whiskey was first distilled at a single U.S. distillery and aged for four years in government-supervised buildings. It was also bottled — not barreled — when it was 100 proof. These steps ensured high-quality whiskey, and the bottled-in-bond label meant that consumers didn’t have to worry about what they were drinking.

Read more: Popular Vodka Brands Ranked From Worst To Best

While bottled-in-bond whiskey was all the rage for quite some time, it lost its popularity in the 1970s when lighter, lower-proof options became available. In 2018, however, Jim Beam’s bonded whiskey made a triumphant return to the market. Adam Harris, the senior American whiskey ambassador at Beam Suntory, told Wine Enthusiast, “We saw the popularity of higher-proof product rise among the craft-bartending community,” adding, “The bigger proofs of bottled-in-bond provide bigger flavors that stand up well in cocktails.”

Bottled-in-bond whiskey was once a method of quality control, and today, the label still implies excellence. It also marks a strong, more savory, less sweet whiskey with a high ABV. Noah Rothbaum, author of “The Art of American Whiskey,” told Serious Eats that many whiskey drinkers “just think [the classification is] something you slap on a label. But for people in the know, bottled-in-bond says, ‘Look, this is quality.'” He added, “I don’t like to tell people about bottled-in-bond. I’d rather they not know about it so the prices stay low.” So, while bottled-in-bond whiskey may be most popular among informed bartenders these days, it’s an easy way to ensure a high-quality bottle that’s perfect for any whiskey cocktail you might want to whip up.

Read the original article on Mashed.

January 26, 2024 liquor-articles

Pursuit of Rum Perfection: A 144-Year Journey of Ron del Barrilito

Every morning at Hacienda Santa Ana in Bayamón, Puerto Rico, a range of activities can be seen. The master cooper of Ron del Barrlito might be at work, fussing over barrels and revamping old sherry casks, a routine for the past 57 years. Concurrently, the master blender is probably withdrawing samples from rum-filled sherry casks of various ages between 3-40 years, meticulously assessing their progress for future blending plans of the brand’s products. It’s not unfamiliar to see groups of chatty Greater Antillean Grackles around, perching on the historic windmill or the vintage delivery truck. The setting is almost timeless, with an old-world appeal few present-day distilleries can replicate.

One of the reasons behind this timelessness is the absence of any ultra-modern industrial column still; no rum is even locally distilled. Ron del Barrilito sources its basic, unaged column still rum from the Dominican Republic, then begins the lengthy process of evolving it into its distinctive product. This approach has remained unwavering at the site for 144 years since its product first launched in 1880.

Such ideological steadfastness is nearly unthinkable in today’s fast-paced spirits industry, notable for rapidly cycling product launches. However, Ron del Barrilito has steadfastly maintained a single flagship rum (3 Stars) for its 144-year history and intends to continue in this vein. This decision reflects the relentless dedication showcased by Pedro Fernández, the company’s founder, whose lineage has guided the brand through more than a century of rum production.

The land upon which Ron del Barrilito is produced, Hacienda Santa Ana, has been a part of the Fernández family since Fernando Fernández arrived from Spain in 1787. Initially, sugarcane cultivation was their primary pursuit, long before rum production commenced. This order is ironically reversed today as Puerto Rico’s commercial sugarcane industry has unfortunately dwindled. The family’s interest in distilled spirits only kindled when Fernando’s grandson, Pedro Fernández, pursued engineering studies in France during the 1860s.

Pedro was enraptured by the complex process of making French brandy and cognac, learning the intricate blending and aging techniques that resulted in exceptional batches. His return from France to Puerto Rico marked the beginning of a rum revolution. He started aging massive amounts of rum in Spanish sherry casks, later blending it with smaller pieces of rum that had been infused with local stone fruit and spices. After ten years, this led to the creation of his commercially successful venture, which he named Ron del Barrilito.

The flagship product of Ron del Barrilito is the same bottle of rum today, the Ron del Barrilito Three Stars. The rum is a blend of column still rums, aged from 6-10 years, all in former oloroso sherry casks, fortified with a bit of macerated rum which has soaking on a secret assortment of local fruits and spices. Rather than being labelled as “spiced rum,”, the rum is subtly enhanced by these elements, complimenting the interplay between the casks of varying ages. Two identical casks filled on the same day and aged for a decade side by side can yield drastically differing profiles, reflecting the intricate dance of air, leakage, evaporation, and oak interaction.

The sole product of Ron del Barrilito for its initial forty years was the 3 Stars, until Prohibition was enforced in the U.S. in 1920. This halted local rum production for over a decade, an especially challenging period for the rum brand. The end of Prohibition in 1933 saw the launch of Barrilito’s second rum, the 2 Stars, a lightly aged blend of 3-5 year old rum, which is now a common choice in cocktail concoctions.

With the 2 Stars, the company regained its market presence quicker than expected. But still, they chose to prioritize the original process of aging and blending, a testament to Pedro Fernández’s adherence to the old methods. After prohibition, they could have taken the route of selling unaged white rum, but chose to exercise patience. The company, led by Edmundo Fernández, stuck to its signature style and principles. Hence, Edmundo prepared a special barrel in 1952 which he instructed to only be opened when Puerto Rico gains independence from the U.S. This barrel, known as “La Doña”, still waits in the warehouse, unopened for over seven decades, symbolizing the company’s dedication and national pride.

For almost one and a half century, running a family enterprise through the national Prohibition and impressive technological advancements was indeed a phenomenal achievement. Established when there were only 38 states in the U.S., during the Wild West era, Ron del Barrilito has continued to flourish till the 2010s. Despite this, the pressures of modernity and a dearth of heirs under the strain of preserving their traditional legacy, the fate of rum production at Hacienda Santa Ana hung in the balance.

The real fact is that for all those years, Ron del Barrilito has always been managed as an expression of the founder’s love for rum, more than a pursuit for profit. The members of Fernández family were more inclined to ensure the quality of their product than how much it could sell for, a trait which did not motivate brand growth. As a result, the annual production volumes of Ron del Barrilito 2 Stars and 3 Stars swung wildly, ranging from as low as 5,000 cases to as many as 15,000. This inconsistency similarly affected its distribution, with sporadic shipments to the Caribbean, Mexico and the U.S. This led to a lot of speculations about the brand, reducing its capacity to leverage its rich history, and remained a labour of love.

Meanwhile, the state of hacienda and its ancillary facilities, blending facilities and machinery, began to deteriorate. The son of Edmundo, “Don Fernando” Fernandez, as he advanced in his career, found himself grappling with an increasingly complex economical situation. For the first time since the Prohibition, contemplations of closing or selling Ron del Barrilito, a topic he had sternly avoided in his life, started surfacing as the brand faced an existential crisis.

However, in 2017, led by Joaquin Bacardi of Bacardi Ltd., a group of Puerto Rican investors came forward to acquire Edmundo B. Fernández Inc. with a vision to nurture the legacy for future generations. In a twist of fate, the huge Bacardi distillery campus is just seven miles from the small, traditional Hacienda Santa Ana. But in this scenario, the Bacardi offspring joined hands with no intentions to engulf Ron del Barrilito into their vast corporate portfolio. On the contrary, they are committed to expanding and upgrading the facilities at Hacienda Santa Ana, while reserving the precious methods and independence of Pedro Fernández. Keeping the tradition of multi-generational leadership, Joaquin Bacardi’s sons Eduardo and Guillermo have assumed positions of strategic and production leaders, with the latter directly studying under Master Blender Luis Planas in a preparatory step to head the crucial task of blending batches of 3 Stars in future.

Indeed, Bacardi’s intervention probably came at the perfect moment for Ron del Barrilito, as the refurbishments and enhancements to the premises likely supported the facility in surviving Hurricane Maria’s destruction in late 2017, a phenomenon that could have otherwise marked the brand’s downfall. Now, with a new $2 million visitor center that has already played host to tens of thousands of guests since its 2019 inauguration, Ron del Barrilito is, at last, increasing production (40,000 cases expected in 2023), consolidating foreign export markets and enjoying a resurgence as one of Puerto Rico’s most cherished indigenous brands. Wander around San Juan, venture into its bars and you’ll see it positioned with reverence, ready for its signature whisky Old-Fashioned.

concurrently, the brand has launched its first two new offerings since the 1930s, the super exclusive Four Stars and Five Stars, not as a manipulative tactic for publicity or income but as a necessary step to utilize many of the Hacienda’s old casks which had been aging for years without a planned destination, at risk of being completely wasted. Ironically, without some level of past negligence, these brands wouldn’t exist today. Ron del Barrilito casks were never meant to have been aging in the warehouses for 35 years, but they now represent the limited supply of Five Stars available globally. Nor will the company effortlessly produce more Four Stars or Five Stars once these bottles finish, due to the production delay, one these are sold out, the brands will effectively go into hibernation, possibly for decades. The arrival of the segunda edición will indeed be a remarkable day for the company.

When one visits Puerto Rico, it’s impossible not to notice that it is intrinsically a territory of contrasts, with a spirit equally influenced by the English and Spanish-speaking worlds. Petrol stations sell petrol by the liter, yet grocery stores sell milk by the gallon. Speedometers indicate speed in miles per hour, but distances are measured in kilometers. It’s appropriate that in such a place, Ron del Barrilito invests 144 years in producing what many deem the island’s finest rum, yet never expands beyond a humble family business. Until now, that is, from 2024 onwards, the globe will become increasingly aware of Pedro Fernández’s 1880 dream. If you wish to sample what was consumed then, all you need to do is uncork a bottle of Ron del Barrilito 3 Stars. Here’s raising a toast to the next hundred years of rum.

Jim Vorel is a Paste staff writer and resident alcohol connoisseur. You can follow him on Twitter for more drink related articles.

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January 25, 2024 liquor-articles

Exploring Top Global Beer Stocks: A Review of Brewing Giants

In this article I utilize A+ Investor Stock Grades offered by AAII to offer an insight into three beer stocks. Coming to the point, should you mull over the beer stocks of Anheuser-Busch Inbev S.A. (BUD), Heineken N.V. (HEINY) and Molson Coors Beverage TAP?

Although the brewing industry has been experiencing an upsurge in diverse niche players such as microbreweries and craft breweries, it’s still the domain for a select few influential corporations. These dominant corporations often have multinational presence and play a key role in determining market trends and catering to consumer needs due to their vast resources and wide market reach. These industry giants have been embracing the trend of product portfolio diversification in order to cater to the growing consumer interest in nonalcoholic and low-calorie beer options. It’s evident from the competitive landscape of the industry that whether it’s big or small, companies need to constantly adapt to changing consumer habits and regulatory requirements to sustain or increase their market shares.

The brewing industry is a vibrant and evolving subgroup within the global beverage market. According to Straits Research, beer is the most consumed alcoholic beverage worldwide, ranking after water and tea. The industry is multi-faceted, catering to diverse consumer preferences and production scales. It includes macrobreweries that operate on a global level, microbreweries that emphasize on crafting small batches of beers, and craft breweries that strike a balance between mass production and artisanal qualities.

As per Straits Research, the estimated size of the global beer market was $721.1 billion in 2022, and it is expected to grow at a compound annual growth rate (CAGR) of 6.9% to reach a whopping $1.32 trillion by 2031. Factors driving the market growth are the rising number of breweries coupled with a consistent increase in demand for alcoholic beverages due to rising standards of living and evolving lifestyles.

When analyzing a company, it is helpful to have an objective framework that allows you to compare companies in the same way. This is why AAII created the A+ Stock Grades, which evaluate companies across five factors that have been shown to identify market-beating stocks in the long run: value, growth, momentum, earnings estimate revisions (and surprises) and quality.

Using AAII’s A+ Stock Grades, the following table summarizes the attractiveness of three beer stocks—Anheuser-Busch, Heineken and Molson Coors—based on their fundamentals.

AAII’s A+ Stock Grade Summary for Three Beer Stocks

Anheuser-Busch Inbev S.A. (BUD) is a producer, distributor and marketer of beer, alcoholic beverages and soft drinks. Its brand portfolio includes global brands such as Budweiser, Corona and Stella Artois; international brands, including Beck’s, Leffe and Hoegaarden; and local champions such as Bud Light, Skol, Brahma, Antarctica, Quilmes, Victoria, Modelo Especial, Michelob Ultra, Harbin, Sedrin, Klinskoye, Sibirskaya Korona, Chernigivske, Cass and Jupiler. The company’s soft drinks business consists of both its own production and bottling and distribution agreements with PepsiCo PEP. Ambev, which is a subsidiary of the company, is a PepsiCo bottler. Brands that are distributed under these agreements are Pepsi, 7Up and Gatorade.

The company ranks D in Value Grade due to its high Value Score of 37. Its Value Grade is derived from various factors like price-to-sales ratio, price-earnings ratio, price-to-book-value ratio, price-to-free-cash-flow ratio, shareholder yield and the ratio of enterprise value to earnings before interest, taxes, depreciation and amortization aka Ebitda. With a price-earnings ratio of 20.8, a price-to-book ratio of 1.73 and a price-to-free-cash-flow ratio of 22.7, it sits in the 57th, 52nd and 59th percentiles accordingly.

Growth Composite Score takes into account a firm’s year-over-year and long-term sales growth, and its effective generation of stable cash from core operations. At present, Anheuser-Busch has a Growth Grade of C with a Growth Score of 57. Over the past five years, it achieved a sales growth rate of 0.5% and recorded year-over-year sales increase twice. Consistent positive cash generation from operations is another positive attribute over the last five years.

Anheuser-Busch has a Momentum Grade of B, attributed to its Momentum Score of 65. This indicates that the stock has shown impressive weighted relative price strength over the previous four quarters. Factors contributing to this score include above-sector-median relative price strengths of 3.6% in the recent quarter, –2.5% in the penultimate quarter and 7.5% in the fourth most recent quarter. This is slightly dampened by the below-sector-median relative price strength of –19.3% in the third most recent quarter. The subsequent ranks end up as 66, 62, 25 and 84, in order from latest quarter. The overall weighted four-quarter relative price strength is –1.4%, yielding a final rank of 65. The calculation applies a 40% weighting to the most recent quarterly price change, and 20% each to prices from preceding three quarters.

Earnings estimate revisions provide an insight into a firm’s short-term prospect as perceived by analysts. For Anheuser-Busch, this figure stands at an unimpressive Grade of F, based on its score of 20. Factors leading to this score include the statistical significance of the firm’s latest two quarterly earnings surprises and the percentage variation in its consensus estimate for the present fiscal year over the past one and three months.

Anheuser-Busch reported a positive earnings surprise of 3.6% for the third quarter of 2023, and in the prior quarter reported a positive earnings surprise of 6.5%. Over the last month, the consensus earnings estimate for full-year 2023 declined to $3.03 per share based on two upward and three downward revisions. The 1.8% decline in its earnings estimate ranks in the bottom 11th percentile of all stocks.

Heineken N.V. (HEINY) is a Netherlands-based company engaged in the brewing and selling of beer. Heineken’s product range mainly consists of beer, soft drinks and cider. The company operates through five segments: Africa, Middle East and Eastern Europe; Americas; Asia-Pacific, Europe and head office and other/eliminations. The Africa, Middle East and Eastern Europe segment includes brands such as Heineken, Primus, Amstel, Walia and Goldberg. The Americas segment includes brands such as Heineken, Tecate, Amstel, Sol and Dos Equis. The Asia-Pacific segment includes brands such as Heineken, Anchor, Larue, Tiger and Bintang. The Europe segment includes brands such as Heineken, Cruzcampo, Birra Moretti, Zywiec and Strongbow Apple Ciders. The company owns, markets and sells in more than 190 countries.

The company has a Value Grade of D, based on its Value Score of 25, which is expensive. The company has above-sector-median measures for its price-to-book and price-to-free-cash-flow ratios, which are 2.68 and 32.7, respectively. Additionally, the company has a below-sector-median price-earnings ratio at 20.3.

The company currently has a Growth Grade of A, based on a Growth Score of 89. The company has a five-year sales growth rate of 5.9% and has seen sales increase year over year in four out of the last five years. Cash from operations has also been positive for five consecutive years.

The company showcases a Momentum Grade of C, traced back to its Momentum Score of 55. This score is calculated from relative price strengths exceeding the sector-median at -2.9% in the latest quarter and 11.9% in the fourth previous quarter. However, it is somewhat balanced by a lesser than sector-median relative price strength of -11.2% in the second previous quarter and -14.3% in the third previous quarter. The ranks come out as 54, 46, 33 and 88, from the latest quarter sequentially. The aggregated four-quarter relative price strength stands at -3.9%.

Heineken presently holds no Quality Grade due to null values for five out of the eight variables that underly the Quality Score. To receive a Quality Score, stocks need to showcase a valid (non-null) measure and corresponding rank for a minimum of four out of the eight quality measures.

Molson Coors Beverage Co. (TAP) is classified as a holding company. Its operations are divided into two segments: Americas and EMEA and APAC. The Americas segment primarily involves the production, marketing, and sales of its brands and other owned/licensed brands in the U.S., Canada, and various Caribbean, Latin, and South American countries. It oversees around nine main breweries, nine craft breweries, and two container functions. Additionally, it features a partnership associated with beer distribution in Ontario, Canada, and Brewers’ Retail Inc. The EMEA and APAC segment involves the production, marketing, and sales of primary and other owned/licensed brands throughout various European countries and chosen countries in the Middle East, Africa, and Asia-Pacific. This segment operates 11 main breweries, six craft breweries, and one cidery.

Molson Coors showcases a Value Grade of C, which is tagged to its Value Score of 58, an average rating. The company’s price-to-sales, price-earnings, and price-to-book ratios, which are 1.17, 54.0, and 1.02 respectively, rank below average. On the other hand, one above-average ranking contributes to its Value Grade: a shareholder yield of 2.9%.

The current Growth Grade for the company is C, with a Growth Score of 48. Over the past five years, the company has seen a sales growth rate of -0.6% and has witnessed an increase in sales for two out of the past five years. Positive Cash from operations has been consistent for five successive years.

An Earnings Estimate Revisions Grade of C is held by Molson Coors. This is based on a neutral score of 59. In the third quarter of 2023, the company reported an earnings surprise of 21.9% and in the previous quarter, a positive earnings surprise of 8.9% was reported. The consensus earnings estimate for Q4 2023 over the last month has been steady at $1.116 per share, with three upward adjustments and two downward revisions.

Molson Coors has a Quality Score of 76, awarding it a Quality Grade of B. This is quite strong. The Quality Grade A+ is given as the percentile rank of the average percentile ranks of return on assets (ROA), return on invested capital (ROIC), ratio of gross profit to assets, buyback yield, the change in total liabilities to assets, ratio of accruals to assets, and the F-Score. If any of the measures are invalid, the score is variable and considers the valid remaining measures.

The company has a weak ranking in terms of return on invested capital and the ratio of gross income to assets, but its F-Score is strong. Molson Coors has a 13.4% return on invested capital, 16.0% ratio of gross income to assets, and an F-Score of 8 (with 9 being the highest possible score). The sector median return on invested capital is 18.8%, median gross income to assets is 23.3%, and median F-Score is 4. Other metrics for Molson Coors that rank below the sector median include return on assets, change in total liabilities to assets, and Z-Score. Apart from the F-Score, the only metric where the company ranks higher than the sector median is its buyback yield, which stands at 0.3% in comparison to the sector’s median of -0.2%.

The stocks meeting the criteria of the approach do not represent a “recommended” or “buy” list. It is important to perform due diligence.

If you want an edge throughout this market volatility,become an AAII member.

January 25, 2024 beer-articles

Everything You Need to Know About This Weekend’s Annual Naples Winter Wine Festival

The 24th annual, world-famous Naples Winter Wine Festival kicks off this weekend, raising funds that benefit local children’s charities.

And the event serves a significant purpose for Collier County because not one penny of the $1.4 billion collected from Collier County’s tax dollars goes to social services for anyone at any age.

Concurrently, Collier ranks second among Florida’s 67 counties with the most significant wealth disparities among residents.

In 2023, Naples Children & Education Foundation (NCEF) ― the nonprofit that launched the Festival ― distributed a record-breaking $25.6 million in proceeds distributed to 49 children’s charities in Collier County.

Through the years, $269 million has been raised affecting 300,000 local kids.

Since NWWF’s 2001 debut, “Wine Spectator” magazine notes the Festival is America’s top wine charity auction.

This year’s theme is “Generosity in Full Bloom.”

If you’ve never been, here’s what to know.

The traditional components of the three-day event include fun, food and copious wine from the world’s best vintners.

The schedule is as follows:

Jan 26. is Meet the Kids Day which precedes the Vintners Lunch this year at Artis—Naples.

At night, attendees dine at a “Vintner Dinner” with meals featuring the world’s most prestigious fine wines. This year’s designated “Honored Vintner” is Veronique Boss-Drouhin.

The food is prepared by celebrity chefs, such as Tom Colicchio from “Top Chef”.

Interestingly, as reported by our affiliate Milwaukee Journal-Sentinel, the upcoming season of the show is being filmed in Wisconsin, which is home to the Festival’s 2024 “Chef de Cuisine” Paul Bartolotta.

The renowned auction at The Ritz-Carlton Naples, Tiburón, begins on Jan. 27, with 50 astonishing lots available for bidding, offering unique access to the very best life has to offer. One standout lot is a week-long Mediterranean cruise for twelve guests aboard former Google CEO Eric Schmidt’s impressive 312-foot superyacht M/Y Whisper, complete with a 27-member crew to attend to every need.

Prior to the auction, chefs from other Ritz-Carlton locations and J.W. Marriott’s resorts will showcase delectable treats. Outdoor tents are set up in a food festival style, albeit much more luxurious.

The auction’s highlight for this reporter in 2023 was seeing the divine Sela Ward, whose headshot was on my phone to inspire my stylist at the hair salon. I still hope Ward didn’t think it was too creepy to share my phone photo with her.

Post-auction Saturday caps off with a party at the resort.

On Jan. 28, Sunday brunch at The Ritz-Carlton Naples, Tiburón, wraps up the celebration.

Ticket prices for 2024 start at $17,000 for two to attend. “Jeroboam” packages for four to attend are $40,000.

The Vintage Cellar wine-centric luncheon at Bleu Provence for 40 on Jan. 25 requires a separate ticket purchase.

‘Just too good to be true:1960s, ’70s music icon to be knighted in Naples next month

The suggested dress code is resort casual, but many glam it up for the festivities.

What will this year bring? Although funds are distributed to the charities in March, we’ll report live from the auction this weekend and keep readers posted at naplesnews.com.

Food and restaurant writer Diana Biederman is covering the Festival this weekend and will wear the same dress as last year, a Michael Kors Collection shift scored on Poshmark for $100.

January 25, 2024 Wine

Understanding the Significance of Whiskey Being Bottled-In-Bond

When it comes to whiskey, there’s a whole lot for connoisseurs to know. From varying mashes to distillation and finally aging, each whiskey comes with its own set of details and history. And while it might be tempting to think that you can bypass whiskey education and count on the price to signal the best bottles, there’s actually a better way. If you want to guarantee that what you’re buying is a quality bottle then just look for a whiskey that’s been bottled-in-bond.

Okay, but what is bonded whiskey anyway? Basically, it’s a certification that says the bottle in question meets the highest quality requirements. So you’re pretty much guaranteed a whiskey that tastes great while also having a high alcohol content. And it’s completely traceable, down to the exact distillery where it was produced and the facility where it was bottled (if different). Whiskey isn’t the only type of spirit that is bottled-in-bond, but it is the most popular.

Read more: The Ultimate Vodka Brands, Ranked

In order for a whiskey to be labeled as bottled-in-bond, there are specific measures it has to meet. For one, it has to be aged for a minimum of four years. But it’s not as simple as just throwing the whiskey in some barrels and starting the clock either — those whiskey barrels have to be stored in a location that has been bonded by the federal government.

Another qualification is the whiskey’s alcohol content, which has to be precisely 100-proof (or 50% alcohol) no more and no less. There are also strict rules as to when and where the spirit can be distilled. It has to come from a single distillery and its production cannot cross over more than one season (which lasts six months, beginning in January and July). This part is so important that each bottle has to be marked with the Distilled Spirits Plant where it was produced and bottled.

Bonded whiskey and other spirits can trace their history back to the Bottled-in-Bond Act of 1897. The legislation was enacted to protect consumers from questionable and even dangerous shortcuts. At the time, some whiskey sellers were adding everything from caramel coloring to formaldehyde to make a quick buck by faking authentic whiskey. And while some caramel coloring is still used in many whiskeys to keep the color the same, by purchasing bottled-in-bond whiskey you can rest assured that it won’t be present.

While bonded whiskey’s popularity waned in the late 20th century, it’s been making a comeback in recent years. The higher proof may have been why fewer people were drinking it, as most consumers had grown accustomed to 80-proof liquors instead. But the overall quality and taste seem to be pulling fans of craft spirits back in, leading a revival for bottled-in-bond whiskey.

Read the original article on Daily Meal.

January 25, 2024 liquor-articles

New Addition to Michigan Distillery’s Pączki Vodka: An Enjoyable Orange Cream Flavor

Detroit City Distillery is expanding its famous Pączki Day Vodka lineup this year by adding a limited edition orange cream flavor. Detroit City Distillery

DETROIT – There’s even more Paczki Day Vodka hitting the market in 2024.

Detroit City Distillery has become known for the spirit made with fresh raspberry pączki from Hamtramck’s iconic New Palace Bakery and 100% potato vodka from Poland and Michigan.

But it is also releasing another flavor of the ultra-popular celebratory spirit this year by introducing Orange Cream.

The special edition version will be available for purchase online at 8 a.m. on Friday, Jan. 26. It costs $35 per bottle. The limited edition vodka is expected to sell out quickly.

Distillery staff also said its Hometown Horseradish vodka, which was first made in 2023, will also return and become part of its permanent spirit lineup.

For those that don’t know, paczki are rich, doughnut-like treats traditionally enjoyed on Fat Tuesday before Lent.

They resemble donuts but are made with an enriched dough that often incorporates eggs, butter and milk, as well as vodka, which limits the absorption of fats during frying, keeping the exterior crust crisp.

RELATED: Michigan’s Eastern Market Brewing releasing 2 new flavors of fruity paczki-inspired beer

Pączki Day Vodka Party

DCS’s annual Paczki Day Party will take place at their tasting room from 10 a.m. to 11 p.m. on Feb. 10. Admission is free.

The outdoor patio area encompasses an entire city block. Food, including Polish favorites, will be available for sale, along with Paczki vodka cocktails and DCD’s regular menu of spirits.

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January 24, 2024 liquor-articles

144 Years on the Journey towards Perfecting Rum with Ron del Barrilito

During a typical morning at Hacienda Santa Ana in Bayamón, Puerto Rico, it’s common to witness several events. The Ron del Barrlito’s primary cooper is often there, working on barrels or restoring vintage sherry casks—tasks he has performed daily for the past 57 years. The master blender could be found sampling rum from sherry casks aged 3 to 40 years, meticulously gauging their maturation to plan for future product blends. Greater Antillean Grackles, small groups of dusky and garrulous birds, flutter around, alighting on the age-old windmill or the antique truck previously used for rum distribution. With the serene tropical climate sitting in the mid-80s even during winter mornings, it’s easy to lose track of the year this scene exists in. Hacienda Santa Ana seems unchanged, as if frozen in time—a claim that very few modern distilleries could make.

One possible reason for this is the absence of a shiny, contemporary industrial column still anywhere on the site. Surprisingly, there’s no rum distillation happening here at all—the supply for Ron del Barrilito comes as a fairly neutral, unaged column still rum from the Dominican Republic, which then undergoes a process spanning several years to transform it into a unique product. This has been the case for 144 years, with the product remarkably identical to the company’s first rum which was sold back in 1880.

Such consistency in production philosophy is often viewed as unusual, or even foreign, in today’s spirited world which is characterized by the continuous introduction of new products that are quickly discarded or reinvented. However, Ron del Barrilito has maintained just one primary rum product (3 Stars) during its 144-year existence, a decision reflecting the singular focus of its founder, Pedro Fernández, whose family has managed the brand for over a century.

The land where Ron del Barrilito is produced, Hacienda Santa Ana, has been in the Fernandez family since 1787 when Fernando Fernandez, the family patriarch, came from Spain. Initially, the family harvested sugar cane, long before they ventured into rum production. This is no longer the case as the sugar cane industry in Puerto Rico has significantly dwindled. The family’s interest in distilled spirits started when Pedro Fernández, Fernando Fernández’s grandson, studied engineering in France in the 1860s.

Pedro discovered the artful production of French brandy and cognac with a deep impression. Upon returning to Puerto Rico, he brought back the knowledge he gained, applying it to rum, the local readily available spirit. Aging large amounts of rum using exclusively Spanish sherry casks, he created a blend with a small portion of stone fruit and spice macerated rum. After a decade of iteration, he commercialized his product under the name Ron del Barrilito.

The flagship product today is Ron del Barrilito Three Stars, comprised of a blend of column still rums aged from 6-10 years entirely in former oloroso sherry casks and gently fortified with macerated rum rested on a secret array of local fruits and spices. The expectation may be to label Ron del Barrilito as “spiced rum,” but in reality, this component introduces a subtle touch to the overall flavor profile, more of an enhancement than a headline. The uniqueness of the rum lies in its refined balance between casks of varying ages, each of which experiences its own unique journey aging in the tropical heat of Hacienda Santa Ana’s warehouses.

The product range of Ron del Barrilito remained sole for the first 40 years until the 1920 enactment of Prohibition in the U.S brought local rum production to halt for the next 13 years. Upon lifting the probation, this gap presented a substantial challenge for Ron del Barrilito due to the long production process of their 6-10 year old product. It paved the way for the introduction of a second Ron del Barrilito product, 2 Stars, a short-aged 3-5-year-old blend.

The introduction of 2 Stars helped restore product availability albeit sooner than the standard period. Still, Pedro Fernández’s unwavering quality standards and preference for Old World technique prevailed. The company could have ventured into selling unaged white rum immediately after prohibition, but they held onto their unique style of maturation. Edmundo Fernández, was known for his inexorable compliance with the Barrilito tradition as well as his fiercely independent streak. In 1952, Edmundo marked a barrel, referred to as La Doña, to be opened and shared with the town only when Puerto Rico attains independence from the U.S. The barrel remains unopened 72 years later, adding a silent testimony to the company’s hopeful outlook and national pride.

The story of Ron del Barrilito, a family-run business that has been in operation for about a century and a half, is fascinating. The business was established during the Wild West epoch when the U.S. was comprised of 38 states. Fast forward to the 2010s and fifth and sixth generation members of the Fernández family were still upholding the tradition. However, modern challenges and an absence of apparent successors threatened the continuation of rum production at Hacienda Santa Ana.

Ron del Barrilito did not function as a standard profit-making business all those years; it was more an artisanal venture, an expression of the creator’s love for rum. Maintaining the quality of their product was paramount, not the quantity sold or brand growth. Yearly production of Ron del Barrilito 2 Stars and 3 Stars seesawed between 5,000 cases to 15,000. The irregular production led to erratic distribution covering the Caribbean, Mexico, and the U.S. Over time, this unintentionally created an enigmatic aura around the brand while also sparking many misconceptions. Nevertheless, Ron del Barrilito remained significantly a passion project.

However, deterioration of the hacienda began to undermine the operations. At the time, “Don Fernando” Fernández was contemplating the viability of the business, even considering the closure or sale of Ron del Barrilito. This was the first time since the Prohibition that the business’ sustainability was at stake.

In this scenario, Joaquin Bacardi of Bacardi Ltd. family purchased Edmundo B. Fernández Inc. along with several Puerto Rican investors in 2017 to preserve its heritage. Interestingly, the sprawling Bacardi distillery is stationed just seven miles away from the humble Hacienda Santa Ana. However, the Bacardi lineage had no intention of integrating Ron del Barrilito into their global conglomerate. Instead, they are committed to modernizing and extending the Hacienda Santa Ana establishments without compromising Pedro Fernández’s unique method and independence. The management has also transitioned to the next generation of Bacardis with Eduardo and Guillermo, Joaquin Bacardi’s sons, assuming pivotal roles in business strategy and production. Guillermo, notably, is being trained under Master Blender Luis Planas, presumably to inherit the crucial blending tasks of 3 Stars.

And in truth, the Bacardi transition most likely came along at exactly the right time for Ron del Barrilito, as the repairs and improvements to the campus most likely helped the facility to survive the devastation of Hurricane Maria in late 2017, an event that might otherwise have spelled the end for the brand. Now possessing a new, $2 million visitor’s center that has already welcomed tens of thousands of guests since it opened in 2019, Ron del Barrilito is finally expanding production (40,000 cases in 2023), solidifying its foreign export markets, and generally experiencing a revitalized status as one of Puerto Rico’s most beloved homegrown brands. Walk the streets of San Juan, dip into its bars, and you will see it displayed in places of honor, ready for use in its signature rum old fashioned.

At the same time, the brand has also released its first two new products since the 1930s, the ultra-limited Four Stars and Five Stars–not a cynical ploy for publicity or revenue, but a necessary move to utilize many of the hacienda’s older casks that had been left aging for decades without any intended destination, in danger of being altogether wasted. Ironically, these brands couldn’t exist at all today without some level of oversight having occurred in the past–casks of Ron del Barrilito were never technically meant to have been aging in the warehouses for 35 years, but they now make up the limited ration of Five Stars that exists in the world. Nor will the company be able to easily produce more Four Stars or Five Stars once these bottles are gone–thanks to the lag in production, once these are gone the brands will effectively go into hibernation, potentially for decades. It will be a special day for the company when the segunda edición finally arrives.

Visiting Puerto Rico, one can’t help but note that it is inherently a land of contrasts, with a spirit equally divided among the English and Spanish-speaking worlds. Gas stations sell fuel by the liter, but markets sell milk by the gallon. Speedometers display velocity in miles per hour, but distances are measured in kilometers. It’s fitting that in this place, Ron del Barrilito spends 144 years making what many consider the best rum on the island, but never grows larger than a modest family operation. Until now, that is–in 2024 and beyond, the world will be waking up to the beauty of Pedro Fernández’s dream in 1880. If you want to taste what they were drinking then, you only have to open a bottle of Ron del Barrilito 3 Stars. Here’s to another century of rum.

Jim Vorel is a Paste staff writer and resident beer and liquor geek. You can follow him on Twitter for more drink writing.

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January 24, 2024 liquor-articles

Leveraging genAI: A Wine Company’s Transformation in Customer Service

Lucas Mearian

By Lucas Mearian

Senior Reporter,

Computerworld

New York-based Wine Enthusiast offers online customers what it calls everything they need to live the wine lifestyle — from the vino itself to corkscrews, glasses, wine cellars, furniture, and even two magazines on the topic. The company also receives 100,000 customer service inquiries annually.

During the COVID-19 pandemic, the 45-year old online retailer’s presence boomed. Consumers were staying home, nesting, building out their perfect office space, and drinking more.

For more than a year, Wine Enthusiast had been utilizing a SaaS-based system from the San Francisco-based startup Pathlight for performance management metrics of its customer-facing teams. Subsequently, Pathlight introduced a new generative artificial intelligence (genAI) product titled Conversation Intelligence. This product had the capability to transcribe every customer service conversation, grade customer representatives based on company metrics, and identify potential issues.

The large language model (LLM) that forms the basis of the tool uses Wine Enthusiast’s own data to comprehend company policies and procedures, and to determine if a representative adhered to these procedures, and whether or not a customer was satisfied after a call, stated John Burke, the head of customer service and systems at Wine Enthusiast.

Historically, the company had to manually go through each customer service call to identify customer trends or problems, a task unfeasible to perform on a large scale. As a result, Wine Enthusiast could only perform a superficial analysis of customer service conversations. Furthermore, when complaints arose, they were all anecdotal, making the identification of recurring problems nearly impossible.

Now, genAI tools essentially operate as autonomous analysts, according to Burke. The LLMs utilized by the tools can rapidly scan the majority of customer conversations, analyze the content, and condense the transcripts into reports that highlight consumer trends and product issues.

John Burke is the head of Customer Experience at Wine Enthusiast.

He recently had a conversation with Computerworld discussing the implementation of genAI at Wine Enthusiast. They talked about the project’s history, the challenges faced during its implementation, and the resulting benefits.

When asked about the problem genAI was expected to solve, he said: “Our customer service footprint was relatively small, making it incapable of handling the inflow of customers effectively. Contrary to common understanding, customer service is not just point-of-sales service. It also spans product warranties and support. For instance, our wine cellars are designed with a longevity of 10 to 15 years, which means they will require maintenance and spare parts.”

“Being brought into this role, my responsibility was to spearhead the growth of this business segment to meet customer expectations. This is especially crucial in today’s world where customers are used to the immediacy and technological advancements offered by companies like Amazon. However, we had to find a way to achieve this without expanding our workforce by 60 extra hires.”

What was your strategy for solving the problem? Initially, to improve communication with our customers, we transitioned to using Zendesk as our main tool. One issue we encountered, despite the ease of communication provided by Zendesk, was understanding the reasons customers were reaching out to us.

We started by asking our service team to answer a few questions at the end of each conversation to help us identify the topics they discussed. As expected, we discovered that inquiries made up 90% of the reasons for communication. But what were these inquiries about?

I don’t point fingers at the team. They are continuously switching between calls and don’t want to have to pause to answer multiple questions.

My attention is not solely focused on the number of calls or tickets handled. Instead, it’s about the quality and consistency of the service delivered to our customers. We found Pathlight to be beneficial due to its sophisticated coaching platform. This platform aggregates various essential metrics and presents them in an intuitive ‘Health Score.’ This allows the team to understand their performance better.

“Instead of pointing out, ‘you’re achieving commendable results in first-contact resolution but your chat response time needs work,’ we assert, ‘your cumulative Health Score is at 90 and here are the areas you need to focus on for improvement.’

“About twelve months into our alliance with Pathlight…, they announced their plans for developing a product that wouldn’t just evaluate the [service] representative’s performance, but also dissect every single conversation that occurred. This tool could then provide insights on what is being discussed, gauge the sentiment, assess the resolution method used, and determine whether policy and procedure compliance was intact. This innovative approach catalyzed our exploration with AI.”

Do most of your service representative communications take place through voice calls or messaging apps? “Our communication channels comprise of 70% voice calls and the remaining 30% includes everything else. We were faced with the difficulty of extracting meaningful insights from telephonic conversation that sometimes extend up to 20, 30, or even 40 minutes.

“This was the crux of our problem. With Pathlight, we can now assign digital scores to our representatives. But my leadership team was posed with the dilemma of balancing their own tasks with the need to evaluate the team. They were exclaiming, ‘John, it took me 20 minutes just to analyze one phone conversation. How am I supposed to fulfill my responsibilities and also assess the team?’

“Historically, the only occasion we took a look at a [service] recording came whenever a complaint was registered by the customer. We’d then investigate what went awry. We were consistently focusing on the worst conversations to evaluate our team performance, neglecting the hundreds of perfectly pleasant interactions they have.”

Can you tell us about the amount of work involved in evaluating agents before the genAI rollout? “My leadership team isn’t particularly large. I believe they spent about half of their time conducting evaluations. A considerable chunk of these evaluations centred around damage control. For example, when a customer is angry because their order did not arrive in time. Many team members felt as though they were lawyers putting together a case against a client. Roughly half of the management team’s time was consumed by either identifying top performers or those who required extra guidance and training, or simply ensuring adherence to our processes.

“In our case, we pay close attention to specific business metrics. We strive for customer satisfaction, but we also can’t just hand over the store. The challenge lies in striking a balance – making the customers feel satisfied when things go wrong, without instantly resorting to giving a full refund.”

How did your old method of evaluating customer support not meet your company’s objectives? “We found ourselves in a place where we were only glancing at the absolute worst cases. A major hurdle for me was when I attended our marketing and commerce meetings, the issues raised usually included – what products are enjoying popularity or being disliked, what are the reoccurring issues? I knew it was a problem this regular meeting every week began with me asking my team on Slack, ‘What has been the topic of discussion this week?’

“It was so anecdotal, and I felt quirky to present that to the marketing team. Their subsequent follow-up queries were perpetually, ‘Quantity, which clients? Which product lines? Every time all I could retort is, ‘That’s all the information I have.’”

When was the initiation of your deployment of genAI and when was it finalized? “The inception started in August of the previous year and it took nearly a month of adaption. Then we went live around September. We’ve been operative ever since. I’d express we’re quite finished with tweaking the stimulus. We’ve got it quite in tune based on our identity and what conversations ought to resemble, which has been extremely useful.

“We’ve practically eradicated manual grading. We don’t practice it anymore. We merely let the framework handle it.”

Did you have worry that Pathlight’s LLM based on a cloud would use your proprietary data for self-training, and could possibly disclose your data later on? “I’ve pursued AI studies and I appreciate being at the forefront of technology. So, I’ve kept informed about privacy worries and ethical confines of AI —Governance and similar issues. I didn’t instantly have that worry, partly because we’re not a banking entity. We’re not in insurance or healthcare. If the language model desired to learn against our client base, I was not particularly bothered about that.

“Though there were initial concerns — mainly related to customer credit card details — Pathlight was transparent about their model. It is designed to identify and remove such sensitive data, which alleviated my worries. The only data we don’t own is our customers’ personal info, and ensuring its security gave us the confidence to proceed.”

Did you form a dedicated genAI team to implement the platform, or did you primarily lean on Pathlight for their expertise?

“Being a modestly-sized business, we couldn’t dedicate an entirely new team for this initiative. The implementation was largely handled by me and a few of my managers who started working closely with Pathlight. The first interaction where they assessed our calls and demonstrated their preliminary findings was not even through a finalized product but an early prototype. We got to see how the solution was evolving and feel that we contributed to some facets of product development.”

You’ve labeled your genAI technology as “autonomous analysts.” Why did you choose this name, and how does it operate?

“The presentation of the product by Pathlight was somewhat the inverse of its actual value for us. They thought it would primarily help avoid the manual process of evaluating your team and a secondary benefit would be enhanced understanding of customer interactions.

“For us, the value was precisely the opposite: we were more interested in understanding what our customers were talking about and addressing potential issues preemptively. As a result, our team’s performance naturally improved.”

“So, having this robot in the background listening to calls all day long and surfacing the stuff most important to us both on the agent and customer level was incredibly helpful to us, especially when my team’s biggest complaint before was they were spending half their day or more not even doing the work, just listening and scrubbing through calls and then having to go through the manual process of evaluating. That’s another area we struggled in.

“My leadership team has different backgrounds. They have different management styles. One of my managers who has been in this industry for 40 years is a tough grader. It takes a lot to impress her. So, when I looked at scores when manually graded, the agents she evaluated were generally graded a lot lower than one of our other managers who is a little more forgiving.

“When we switched to AI, that bias was removed. What we were seeing was the actual analysis of the conversation without the human nature of thinking, ‘Well, the agent has had a tough week.’ Or ‘the customer was really laying into them, and I think they really did well enough.’ We removed that element from the equation.”

How do you store your customer service interactions, and how is Pathlight’s LLM able to sift through them? “We currently use a cloud-based telephony system called Aircall. Aircall and Pathlight integrate together through APIs. So, basically the conversations are recorded securely on the Aircall side and we give access to Pathlight to access those recordings for a brief period of time to analyze them and move on.

“That was something important to us; We didn’t have to adjust our modus operandi. We maintained the use of our conventional phone and ticketing systems, only permitting Pathlight secure access to the specific data they required for the evaluation.”

Did you encounter any obstacles? For instance, did you have to label your data for easier detection?

“Truth be told, even now, we are still refining it. Much of the utility hinges on the instructions fed into the AI model upfront. In our case, this involved educating the model about our business. It goes beyond simply stating, ‘We market wine.’ You would invariably encounter references to items like corkscrews, furniture, magazine stories, and refunds.”

“After a few iterations with Pathlight’s assistance, we realized, ‘It’s not quite comprehending our customer yet.’”

“Another aspect that required us to train the model was in relation to our procedures. Initially, the AI couldn’t conclusively inform us if a customer’s issue had been addressed. It could not comprehend the meaning of ‘resolved’ in our business context. Would it mean a return? Or a refund? Or a credit? Over time, through repeated refining of the prompts, we managed to help the system grasp that the customer doesn’t always have to conclude the conversation on a happy note, provided we have achieved particular business safeguarding goals and offered them a satisfactory experience. Despite being slightly irritated, we would have still met our anticipated standard.”

“I think that was a learning process for us. We had an initial prompt we built, but it wasn’t until you started seeing the output that we realized we need to tell is a little more about our business, a little more about our products for it to really understand what we were looking for.”

January 24, 2024 Wine

Madison Beer Shares Her Favorite Glossy Lip Combo

Take notes.

@madisonbeer/Instagram

If you’re anything like us, you have spent hours starring at

Madison Beer’s perfectly curated Instagram, wondering if there’s anything you could get your hands on to make your life all the more aesthetic. What digital camera she snaps her pics with, where she gets her home decor, and what makeup products she uses for her signature sultry look are all top of mind when we scroll—and we just found at least part of the answer.

Though Beer herself has already told us about the moisturizer she reaches for to get dewy skin and the face wash she swears cleared her acne—Tatcha Dewy Skin Cream ($70) and Panoxyl face wash ($10), if you were curious—we’ve always been curious about which makeup she layers on top of it all.

@madisonbeer/Instagram

On January 22, we got the answer we had been hoping for. Well, at least part of it: the lips. 

In an Instagram carousel taken on what we assume is the digital camera we need to be purchasing, Beer posed in a baggy gray crop top layered over a white T-shirt and paired with simple gold jewelry. She also showed off her picture-perfect makeup—giving us an up-close view of her lips, which were the perfect moody pink nude shade to compliment her skin tone.

@madisonbeer/Instagram

Once we got past staring, we checked the caption where she gave all the details on the lip combo she used to achieve the beige-pink high-shine finish. An Hourglass Cosmetics partner, she used both a lip gloss and liner from the brand to create the lip—reaching for their ultra-viral Phantom Volumizing Glossy Balm ($36) in the shade Trace, and their Shape & Sculpt Lip Liner  ($29) in the shade Uncover.

Though she kept the details of the rest of her makeup under wraps, we could still see how good it looked through the pictures. Her skin provided a glowy, radiant base but was still matte from powder under her eyes and on her forehead. Highlight lit up her cheekbones, contour added some definition, and blush provided some flush. The finishing touches were some faux freckles across the bridge of her nose, dark liner shaping her eyes, and some long fluttering lashes. That and an almond-shaped all-white manicure.

Up Next: Pamela Anderson Has Finally Entered the Skincare Game

Read the original article on Byrdie.

January 24, 2024 beer-articles
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