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Bosgaurus Coffee
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Đầu tư ngay
Còn lại: 36 ngày 16 giờ 21 phút
Ready-to-drink cocktails made with the best craft ginger beer in Ohio
We started as a small-craft soda company that created an amazing, healthier craft ginger beer. In 2017, we pivoted to spirits, bottling a Moscow Mule that we think is a perfect combination of our ginger beer and vodka. In our first year, we sold almost 19,000 bottles and found shelf space in almost every Kroger in Ohio. Now, with a new Kentucky Mule recipe in the works, were optimistic that our first real marketing push will get us on shelves around the country.
Josep Keathley FOUNDER
John Lynch, our day-to-day operations manager, was named one of the '60 Coolest People in Food and Drink" two years in a row by the Daily Meal -one of the world's leading sites for culinary content.
Tại sao nên đầu tư vào Bos?
- Sold over 19,000 bottles in our first year selling hard soda.
- Stocked in more than 200 stores in Ohio, including almost every Kroger in the state.
- Signed with Southern Glazer's, the largest wine and spirits distributor in the U.S.
- We were the first ever ready-to-drink cocktail in Ohio.
- Went through more than 10,000 pounds of fresh ginger to create a ginger beer recipe that balances sweetness with a spicy kick.
- Founder John Lynch was named one of the "60 Coolest People in Food and Drink" two years in a row by the Daily Meal.
Our Moscow Mule is naturally gluten-free, low-calorie, and priced to compete with mixed drinks and wines.
Tại sao nên đầu tư vào Bos?
We have a new drink - a bourbon-based Kentucky Mule made with the same ginger beer - in the works now that should be released in late 2018. By adding this to our product line while expanding our relationship with Kroger, our goal is to distribute to several states by 2020, and by 2021, ten states.
Tài liệu đính kèm
Những người nổi tiếng nói về Bos
"I invest in innovative, market-changing companies. The hurdles John and his team have cleared to get this product to market at such a low startup cost shows that they are a focused team that can deliver the goods. They have the passion and the work ethic to build a strong company that crafts amazing beverages. Their early entry to this portion of the alcohol market positions them to become industry leaders"
David Wilhelm
Partner & Chief strategy officer hecate energy
"I invest in innovative, market-changing companies. The hurdles John and his team have cleared to get this product to market at such a low startup cost shows that they are a focused team that can deliver the goods. They have the passion and the work ethic to build a strong company that crafts amazing beverages. Their early entry to this portion of the alcohol market positions them to become industry leaders"
David Wilhelm
Partner & Chief strategy officer hecate energy
Báo chí nói về Bos
The 60 (Plus) Coolest People in Food and Drink
Ravi bangaroo/Donny Tsang i he 60 (Plus) Coolest People in Food and Drink Which one of this diverse collection is the coolest of them all? That's not for us to say. There are no degrees of cool. It's like "unique." You either are or you're not.
The 60 (Plus) Coolest People in Food and Drink
Ravi bangaroo/Donny Tsang i he 60 (Plus) Coolest People in Food and Drink Which one of this diverse collection is the coolest of them all? That's not for us to say. There are no degrees of cool. It's like "unique." You either are or you're not.
Câu chuyện của Bos
We started with a lot of fresh ginger. More than 10,000 pounds of it. All that ginger, though, led us to the perfect ginger beer, one that's naturally gluten-free, low sugar, and finished with the right combination of sweet with a spicy kick. We started by selling our craft soda around town before realizing that many bars and restaurants were using it to make cocktails.
So three years ago, we decided to make our own ready-to-drink cocktail, a Moscow Mule. It comes bottled and pre-mixed, so its not only delicious but easy to drink. It took a few years to figure out recipes and regulations, but in 2017, we started selling our Mule in stores. The key? Our ginger beer.
So three years ago, we decided to make our own ready-to-drink cocktail, a Moscow Mule. It comes bottled and pre-mixed, so its not only delicious but easy to drink. It took a few years to figure out recipes and regulations, but in 2017, we started selling our Mule in stores. The key? Our ginger beer.
Timeline
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January 2013
First Batches of Ginger Beer are Tapped
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November 2013
Rambling House Ginger Beer Arrives in Bars & Restaurants
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January 2013
First Batches of Ginger Beer are Tapped
-
November 2013
Cocktail Research Begins
As our summer months are filled with festival vending, we begin researching our cocktails.
-
January 2013
First Batches of Ginger Beer are Tapped
-
November 2013
Rambling House Ginger Beer Arrives in Bars & Restaurants
-
November 2013
Cocktail Research Begins
As our summer months are filled with festival vending, we begin researching our cocktails.
-
January 2013
First Batches of Ginger Beer are Tapped
-
November 2013
Rambling House Ginger Beer Arrives in Bars & Restaurants
-
November 2013
Cocktail Research Begins
As our summer months are filled with festival vending, we begin researching our cocktails.
Các con số kinh doanh
Đội ngũ sáng lập và thành viên
John Lynch
CO-FOUNDER
John Lynch, our day-to-day operations manager, was named one of the "60 Coolest People in Food and Drink" two years in a row by the Daily Meal - one of the world's leading sites for culinary content.
John Haseley
CO-FOUNDER
Attorney with state regulatory, labor, and economic development experience.
John Stephan
CO-FOUNDER
Dr. Legerton is an inventor on 55 issued U.S. patents and 72 published applications including those for multifocal, aberration blocking, hybrid, and scleral contact lenses; contact lenses for corneal refractive therapy, refractive error regulation, and wearable
Nate Gardner
Chief Technology Officer
Former Systems Engineering/Manufacturing- Boeing, Former President of Critter- Robotics Tech Company
Dr. Jerome Legerton
Art Director & Experience Lead
Dr. Legerton is an inventor on 55 issued U.S. patents and 72 published applications including those for multifocal, aberration blocking, hybrid, and scleral contact lenses; contact lenses for corneal refractive therapy, refractive error regulation, and wearable
Dr. Jerome Legerton
Chief Finance Officer
13 years of industry experience and over 20 credited titles in mobile and console games.
Những ai đã đầu tư vào Bos
Dr. Jerome Legerton
Interested in investing in local companies
Dean Thomas
Amy Knisley
Single momma and midwife in central Ohio.
Dr. Jerome Legerton
Personable outside salesman and industrial engineer seeking fun, healthy products to share. Owned and operated several successful business.
Dr. Jerome Legerton
Dawnlight LLC This is us. An All Inclusive Collaborative Community of Expression for learning skills in life & art and modern day survival.
Amy Knisley
Dr. Legerton is an inventor on 55 issued U.S. patents and 72 published applications including those for multifoca
Dr. Jerome Legerton
Dr. Jerome Legerton
Dr. Jerome Legerton
Phỏng vấn nhà sáng lập
BK: What is Rambling House Cocktails?
LYNCH: Rambling House produces a craft ready-to-drink cocktail. Our Moscow Mule is a perfect combination of ginger beer and vodka, and our second concoction, a bourbon-based Kentucky Mule, is in development. We're now stocked in more than 200 stores in Ohio, including almost every Kroger in the state.
BK: How did Rambling House begin?
LYNCH: Rambling House produces a craft ready-to-drink cocktail. Our Moscow Mule is a perfect combination of ginger beer and vodka, and our second concoction, a bourbon-based Kentucky Mule, is in development. We're now stocked in more than 200 stores in Ohio, including almost every Kroger in the state.
BK: Do you have other products in the works?
LYNCH: Rambling House produces a craft ready-to-drink cocktail. Our Moscow Mule is a perfect combination of ginger beer and vodka, and our second concoction, a bourbon-based Kentucky Mule, is in development. We're now stocked in more than 200 stores in Ohio, including almost every Kroger in the state.
BK: What niche does Rambling House fill?
LYNCH: Rambling House produces a craft ready-to-drink cocktail. Our Moscow Mule is a perfect combination of ginger beer and vodka, and our second concoction, a bourbon-based Kentucky Mule, is in development. We're now stocked in more than 200 stores in Ohio, including almost every Kroger in the state.
BK: Who are your competitors?
LYNCH: Rambling House produces a craft ready-to-drink cocktail. Our Moscow Mule is a perfect combination of ginger beer and vodka, and our second concoction, a bourbon-based Kentucky Mule, is in development. We're now stocked in more than 200 stores in Ohio, including almost every Kroger in the state.
BK: What is Rambling House Cocktails?
LYNCH: Rambling House produces a craft ready-to-drink cocktail. Our Moscow Mule is a perfect combination of ginger beer and vodka, and our second concoction, a bourbon-based Kentucky Mule, is in development. We're now stocked in more than 200 stores in Ohio, including almost every Kroger in the state.
BK: What is Rambling House Cocktails?
LYNCH: Rambling House produces a craft ready-to-drink cocktail. Our Moscow Mule is a perfect combination of ginger beer and vodka, and our second concoction, a bourbon-based Kentucky Mule, is in development. We're now stocked in more than 200 stores in Ohio, including almost every Kroger in the state.
Rủi ro khi đầu tư vào Bos
- The ready-to-drink spirits segment is an emerging market. There is no guarantee that we will immediately attract consumers.
- Our future success depends on the efforts of a small management team. The loss of services of the members of the management team may have an adverse effect on the company.
- There can be no assurance that we will be successful in attracting and retaining other personnel we require to successfully grow our business.
- The Company’s revenue model may be impaired or change. The Company’s success depends mainly on its ability to attract and retain customers. If the Company does not generate revenue, its business, financial condition, and operating results will be materially adversely affected.
- The company may generate but retain some or all of the earnings for growth and development of its business and accordingly, not make distributions to the shareholders.
- Class action or other litigation relating to alcohol abuse or the misuse of alcohol could adversely affect our business.
- Companies in the beverage alcohol industry are, from time to time, exposed to class action or other litigation relating to alcohol advertising, product liability, alcohol abuse problems or health consequences from the misuse of alcohol. It is also possible that governments could assert that the use of alcohol has significantly increased government funded health care costs. Litigation or assertions of this type have adversely affected companies in the tobacco industry, and it is possible that we, as well as our suppliers, could be named in litigation of this type.
- Also, lawsuits have been brought in a number of states alleging that beverage alcohol manufacturers and marketers have improperly targeted underage consumers in their advertising. Plaintiffs in these cases allege that the defendants’ advertisements, marketing and promotions violate the consumer protection or deceptive trade practices statutes in each of these states and seek repayment of the family funds expended by the underage consumers. Any class action or other litigation asserted against us could be expensive and time-consuming to defend against, depleting our cash and diverting our personnel resources and, if the plaintiffs in such actions were to prevail, our business could be harmed significantly.
- Our future success depends on the efforts of a small management team. The loss of services of the members of the management team may have an adverse effect on the company. There can be no assurance that we will be successful in attracting and retaining other personnel we require to successfully grow our business.
- An increase in the cost of raw materials or energy could affect the Company’s profitability. Commodity and other price changes may result in unexpected increases in the cost of raw materials or other packaging materials used by the Company. The Company may also be adversely affected by shortages of raw materials or packaging materials. In addition, energy cost increases could result in higher transportation, freight and other operating costs. The Company may not be able to increase its prices to offset these increased costs without suffering reduced volume, sales and operating profit, and this could have an adverse effect on your investment.
Trao đổi với Founders của Bos
2 weeks ago
It sounds like switching from bottles to cans will yield a significantly higher profit margin in the long term (you mention going from $40/case right now to something more like $24/case).
What's your timeline on switching from bottles to cans and what do you expect the immediate cost shift of production to look like?
Also does moving to cans pose any risk to product quality or shelf life versus bottles?
2 weeks ago
Hi, thanks for the questions! I'd like to lay out all the details of the switch for you. There are many reasons why we feel that cans are a better fit for our products, but here are a few technical reasons why we're doing it. First off, the reason we went with bottles to start was based on the abilities of our co-packer. They installed a high-speed canning line in the spring so they now have the capacity to handle our switch. Second, a weird quirk in liquor law allows our product to go into a 12 ounce can, but not a 12 ounce bottle. When liquor is in a bottle it has to be in specific liquor sizes, and 12 ounce is not one of the sizes. Our product is current in 375ml (12.67 ounce) bottles. It is really a nice bottle, but because it is less used, the glass bottle itself is 2.5x more expensive than a standard 12 ounce bottle.
As far as a timeline for the switch - the company we use to formulate our products is finalizing adjustments for the packaging change. It will take approximately 3 months to have cans produced with our artwork. There is a significant outlay to start with cans. Minimum orders from the can manufacture start at 120,000 cans versus only 5,000 from our bottle supplier. We’ll notice an immediate boost in per unit profit with the switch. When we talk about the change in packaging it’s not just the switch from the bottle to the can that helps the bottom line. Eliminating the paper bottle label and replacing the cardboard four pack holder with a recycled plastic holder both increase profit margins. Our projection is $33 per case immediately after the switch and down to $24 as we increase our purchase quantities.
The change from bottles to cans should have no impact on the shelf stability. The products are pasteurized so that we can go into retailers without the need for refrigeration. Through a third party, we have done extensive shelf stability testing on our product and have been very happy with the results. The product showed no degradation after six months unrefrigerated and up to a year when refrigerated.
Hope this answers your questions. Please feel free to follow up if you need more info!
2 weeks ago
It sounds like switching from bottles to cans will yield a significantly higher profit margin in the long term (you mention going from $40/case right now to something more like $24/case).
What's your timeline on switching from bottles to cans and what do you expect the immediate cost shift of production to look like?
Also does moving to cans pose any risk to product quality or shelf life versus bottles?
2 weeks ago
Hi, thanks for the questions! I'd like to lay out all the details of the switch for you. There are many reasons why we feel that cans are a better fit for our products, but here are a few technical reasons why we're doing it. First off, the reason we went with bottles to start was based on the abilities of our co-packer. They installed a high-speed canning line in the spring so they now have the capacity to handle our switch. Second, a weird quirk in liquor law allows our product to go into a 12 ounce can, but not a 12 ounce bottle. When liquor is in a bottle it has to be in specific liquor sizes, and 12 ounce is not one of the sizes. Our product is current in 375ml (12.67 ounce) bottles. It is really a nice bottle, but because it is less used, the glass bottle itself is 2.5x more expensive than a standard 12 ounce bottle.
As far as a timeline for the switch - the company we use to formulate our products is finalizing adjustments for the packaging change. It will take approximately 3 months to have cans produced with our artwork. There is a significant outlay to start with cans. Minimum orders from the can manufacture start at 120,000 cans versus only 5,000 from our bottle supplier. We’ll notice an immediate boost in per unit profit with the switch. When we talk about the change in packaging it’s not just the switch from the bottle to the can that helps the bottom line. Eliminating the paper bottle label and replacing the cardboard four pack holder with a recycled plastic holder both increase profit margins. Our projection is $33 per case immediately after the switch and down to $24 as we increase our purchase quantities.
The change from bottles to cans should have no impact on the shelf stability. The products are pasteurized so that we can go into retailers without the need for refrigeration. Through a third party, we have done extensive shelf stability testing on our product and have been very happy with the results. The product showed no degradation after six months unrefrigerated and up to a year when refrigerated.
Hope this answers your questions. Please feel free to follow up if you need more info!