Hand Crafted Drinks Magazine is proud to be one of the media partners of the annual London Competitions, which incorporates the London Spirits, London Beer and London Wine competitions, which launched in 2018.
As the competitions are now entering their eighth year I was keen to interview Sid Patel, the founder, to understand the challenges of launching and running what has become a very successful annual event.
Simon Turton: What was the inspiration to launch another drinks competition?
Sid Patel: The idea for the London Competitions was born from observing a gap in the market. Traditional competitions focused heavily on technical aspects, like aroma or structure, but didn’t necessarily consider what drives consumer preferences. As someone deeply connected to the beverage industry, I wanted to create a competition that mirrors real-world buying decisions.
The three criteria we use — quality, value for money, and packaging — align with how consumers evaluate products. This holistic approach ensures that the products awarded are not only technically excellent, but also marketable and consumer-friendly.
London was chosen as the city to host the awards as it undoubtedly has the best judges with the best palates and has international appeal.
ST: What was the biggest challenge in launching the first competition?
SP: The initial challenge was educating brands and producers as to why our model was different and why it mattered.
Many producers were accustomed to traditional competitions where points were the primary focus.
To overcome this, we emphasised the commercial value of winning our awards.
We used case studies and testimonials from brands that saw real sales growth and market traction after winning medals in our competitions.
Slowly but surely, the industry began to see how our approach added value to both producers and consumers.
ST: Was there much resistance to another competition?
SP: Absolutely, there was scepticism at first. The beverage industry has no shortage of competitions, and many producers wondered why they needed to enter yet another one.
But, the resistance wasn’t so much about the idea of a new competition — it was about differentiating ourselves and proving our value.
Our response was simple: we focused on what sets us apart. We emphasised our unique judging criteria — quality, value for money and packaging — and how they reflect real-world consumer purchasing decisions.
Unlike traditional competitions that are more technical, ours is built to highlight products that will succeed on retail shelves and in restaurants.
Once we started delivering on our promise — producers winning our medals saw better sales traction, distributors took notice of awarded brands, and consumers recognised the medals on shelves — the resistance began to fade.
The industry saw that we weren’t just ‘another’ competition, because we were providing a commercially relevant platform, which is what made the difference.
ST: How important was market research in developing the competitions?
SP: Research was a very important part of the development process, allowing us to engage with industry professionals to get their feedback about their requirements from competitions.
We conducted extensive discussions with producers, distributors and retailers, and also consumers, to gather insights into their experiences with existing competitions.
A common theme emerged: while traditional competitions focused heavily on technical aspects, they often overlooked factors that directly influence consumer purchasing decisions, such as packaging and value for money.
This feedback reinforced our belief that a more holistic approach was needed and by incorporating these insights, we designed the London Competitions to assess quality, value and packaging, to ensure that the awards resonated with both the trade and consumers, alike.
ST: How did you manage the challenges of the Covid pandemic?
SP: The pandemic was undoubtedly one of the toughest challenges the hospitality and beverage industries have ever faced.
For us, the focus was on adaptability and staying connected to the needs of the industry.
We knew that producers, brands and distributors were facing immense pressures, so our approach was to make the competitions as accessible and relevant as possible during that challenging period, especially during the lockdowns.
Firstly, we introduced remote judging protocols; traditionally all judging happens in person, so we created a hybrid model where our panels could evaluate products while maintaining safety protocols.
Secondly, we leveraged the digital presence of the competitions to help brands stay visible. With trade shows and physical events cancelled, our platform became a vital way for producers to showcase their products to buyers and consumers.
We also enhanced our own marketing efforts to highlight medal winners, ensuring they could continue to reach their target audiences despite the limitations of the pandemic.
Finally, we focused on supporting the industry. Through the Beverage Trade Network [the company that organises the London Competitions], we hosted webinars, virtual tastings and educational sessions to help producers and businesses navigate the challenges.
We also launched content aimed at helping brands adapt their sales and marketing strategies for the post-Covid world, particularly as e-commerce became a lifeline for the industry.
In the end, it was about staying agile and focused on our mission — to support the drinks industry in both good times and bad.
Those years were difficult, but they also showed the resilience and creativity of this industry, and we were proud to play a part in helping it move forward.
ST: What is your ‘elevator pitch’ to convince drinks companies to enter?
SP: My elevator pitch is simple: “We help you stand out in a crowded market by evaluating your product the way a consumer does — on quality, value for money and packaging. Winning a medal with us means your product not only tastes great but is also marketable and ready for success.”
For drinks companies that are hesitant, I focus on the commercial value of the awards. The truth is, it’s not just about adding a medal to your bottle — it’s about what that medal represents.
Retailers and distributors, and even consumers, trust that a London Competition medal indicates a product that delivers on all levels.
I also highlight success stories from previous winners who used their medals to secure new distributors, increase retail placements, or boost sales.
The competitions are not just a badge of honour, they’re a tool to differentiate brands and drive real business results.
Lastly, I emphasise the credibility of our judging panel. The people evaluating products are industry leaders — buyers, sommeliers and market experts who understand what sells.
If producers are still unsure, I explain that entering the competition is an investment in their brand and that one medal could open the door to countless opportunities, which usually resonates.
ST: What have you learned about the drinks trade since over the years?
SP: One of the biggest lessons I’ve learned is just how dynamic and resilient the drinks trade is. The industry is constantly evolving, shaped by consumer preferences, economic trends and global events, such as Covid-19.
What remains consistent, though, is the passion and creativity of the people behind it — from producers to distributors and retailers.
I’ve also learned that the trade is increasingly consumer-driven. It’s no longer enough to simply have a great product; you need a strong story, eye-catching packaging and competitive pricing.
Consumers are becoming ever more discerning and have more choice than ever, so understanding how they think and buy is crucial for success.
Another key aspect is the growing importance of digital marketing and e-commerce.
Since launching, I’ve seen brands that embraced these channels thrive, while those that resisted struggled to keep up.
This trend was accelerated by the pandemic and continues to shape how the industry operates.
From a competition perspective, I’ve learned that producers value platforms that offer more than just medals. They want tools and insights to help them succeed — whether that’s market exposure, the detailed feedback from judges, or connections to buyers.
This has reinforced our mission to provide not just recognition but also real-world value to our participants.
Finally, I’ve seen the importance of collaboration. The drinks trade isn’t just about competition; it’s about building relationships, sharing knowledge and working together to adapt to change. That’s been one of the most rewarding aspects of this journey — being part of an industry that’s as collaborative as it is competitive.
ST: Is there anything you would have done differently?
SP: Hindsight is always a great teacher and there are definitely things I would have approached differently.
One area is the initial communication about what makes the London Competitions unique.
Early on, we assumed the industry would immediately see the value of our three-way approach to judging.
While we knew it was different, but we could have done a better job of articulating why this difference mattered and how it aligned with real-world consumer behaviour.
I would have also invested in technology earlier. For example, incorporating digital tools to provide entrants with detailed feedback, analytics and insights right from the start would have been a game-changer. It’s something we’ve developed over time, but in hindsight, I’d have prioritised it from day one.
Another area is partnerships. If I could go back, I’d spend more time building stronger relationships with distributors, retailers and trade organisations early on. These collaborations are critical for creating additional value for our winners, and while we’ve done well, there’s always room to have started earlier or aimed bigger.
Finally, I’d have doubled down on educating smaller producers about how to leverage their awards for marketing and sales. Many entrants see the value of winning a medal but don’t fully utilise it as a tool to grow their business.
That said, every challenge has been a learning opportunity and those lessons have shaped the competitions into what they are today — a platform that truly serves the industry.
ST: Looking to the future – what plans for 2025 and beyond?
SP: My journey in the beverage industry started over a decade ago when I founded the Beverage Trade Network (BTN). BTN was created as a platform to connect producers, importers, distributors and retailers globally, helping them grow their businesses through networking and education.
Before BTN, I had experience in both the business and operational sides of the trade, which gave me a clear understanding of the challenges producers and brands face when entering competitive markets. I saw a real need for platforms that could bridge the gap between producers and buyers while also focusing on consumer-driven insights.
That experience led me to launch the London Competitions with the aim of creating an awards event that not only recognised exceptional products, but also helped them succeed commercially. By combining my understanding of global markets, trade dynamics and consumer behaviour, I’ve been able to design competitions that resonate with both the industry and end consumers.
Looking to the future, I will continue to focus on creating tools and opportunities that help beverage brands grow, adapt and thrive in an ever-changing market. It’s been a rewarding journey so far and I’m passionate about helping the industry move forward throughout 2025 and beyond.
For more information about the 2025 competitions click on the links below: