Reflecting on the choice to sell Virtue, Hall admits, "It was a 'no brainer' as I saw how InBev maintained Goose Island after that purchase. They made a lot of promises...They kept all of it, you know." This insight reveals Hall's pragmatic view on the sale, appreciating the operational commitments upheld by InBev which contrasted with common skepticism surrounding corporate acquisitions.
Hall acknowledges the changing landscape of the craft beverage industry, stating, "The beer world is much different now with fewer breweries and observers wondering if the craft beer industry is sustainable." This highlights ongoing concerns about consolidation and market viability in craft brewing.
After reacquiring Virtue, Hall was quick to reinstate live music, noting that it was a component lost during COVID. He passionately believes in the importance of creating an experiential space for cider drinkers. This commitment reflects his desire to reconnect with community and tradition.
Discussing the initial challenges with Virtue, Hall mentions, "Part of the reason for the sale was Virtue couldn't compete with increased cider demand, particularly for 12-ounce cans... While curing a mass-market desire for a gluten-free alcoholic beverage, Virtue continued to stray from Hall's original intent of emulating European cider houses." This illustrates the tension between market demands and original brand vision.
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