Chinola Fresh Fruit Liqueurs has grown by doing something that sounds simple, but is much harder to execute: Building a brand around one very specific trade problem, then proving that solution account by account. The brand has racked up double-digit growth every year since its founding, ending 2025 at 40K cases, and projecting +37% growth in 2026 to 55K cases. But the more interesting part is how Chinola has built that momentum.Chinola didn’t grow by chasing every account, every market, or every flavor trend. It grew by giving bartenders a fresh-fruit liqueur that could deliver acidity, consistency, and real fruit flavor without the operational headaches of fresh prep.That focus shaped the entire business. Chinola started with passion fruit, spent five years and 2,000 test batches getting the liquid right, and built its early momentum in the on-premise — where bartenders could understand the use case, put it on menus, and reorder. Today, roughly 60% of the brand’s sales still come from on-premise, which tells you a lot about how Chinola has built its credibility.In this episode, Andrew Merinoff, Co-Founder and CEO of Chinola, breaks down what it really takes to grow inside the three-tier system. The real work happens account by account, earning menu placements, supporting the trade, following up at the right moment, and proving that the product can sell through again and again.That’s why Andrew pushes back on the idea that more points of distribution automatically equal progress. Andrew says he would rather have 30 accounts that move 300 cases than 300 accounts that barely move product at all. For Chinola, the growth equation has been about volume, visibility, and velocity — and knowing which accounts can actually deliver one or more of those things.The conversation also gets into the realities of expansion. The addition of new mango and pineapple SKUs presented new challenges, with the products requiring years of development, and facing consistency and supply chain issues. Andrew discusses how the brand overcame those problems and continues to scale.For founders and sales teams, this is a useful case study in focused growth. Chinola’s rise shows how a brand can use the on-premise not just for awareness, but as a proving ground — and how disciplined execution can turn a single clear use case into a scalable business.For the latest updates, follow us:Business of Drinks website (sign up for our newsletter!)Business of Drinks YouTubeBusiness of Drinks LinkedInInstagram @bizofdrinksErica Duecy, co-host: Erica Duecy is founder and co-host of Business of Drinks and one of the drinks industry’s most accomplished digital and content strategists. She runs the consultancy and advisory arm of Business of Drinks and has built publishing and marketing programs for Drizly, VinePair, SevenFifty, and other hospitality and drinks tech companies.Erica Duecy LinkedInInstagram @ericaduecyScott Rosenbaum, co-host: Scott Rosenbaum is co-host of Business of Drinks and a veteran strategist and analyst with deep experience building drinks portfolios. Most recently, he was the Portfolio Development Director at Distill Ventures. Prior to that, he was the Vice President of T. Edward Wines & Spirits, a New York-based importer and distributor.Scott Rosenbaum LinkedInCaroline Lamb, contributor: Caroline is a producer and on-air contributor at Business of Drinks and a key account sales and marketing specialist at AHD Vintners, a Michigan-based importer and distributor.Caroline Lamb LinkedInInstagram @borkalineIf you enjoyed today’s conversation, follow Business of Drinks wherever you’re listening, and don’t forget to rate and review us. Your support helps us reach new listeners passionate about the drinks industry. Thank you!

Ask this episode

“What did the council decide on item 42?” — answered with the speaker and the moment.

Transcript

Related