How Staying True to the Mission Helped Naman Elevate Breer to the Top Sustainable Craft Beer Brand Within Just Four Years

Welcome back to the Maven Club interview series, where we bring you invaluable insights from top business leaders to help you excel in your roles. Today, we had the privilege of sitting down with Naman, the co-founder and COO of Breer, a groundbreaking food upcycling startup turning surplus bread and pizza into craft beer to combat food waste. In our interview, Naman shared his journey from launching a company at 13 to addressing Hong Kong's food waste problem, his innovative approach to sustainability, and how Breer has become a leader in eco-friendly craft beer. Here are the highlights:

Who is Naman?

Naman, born and raised in Delhi, India, comes from a business family. He launched his first company promoting financial literacy at 13 and exited at 16. At 18, he moved to Hong Kong to study at HKUST, where he discovered the city's food waste problem and co-founded Breer.

What Does Breer Do?

Breer transforms surplus bread and pizza into award-winning craft beer, combating food waste and promoting sustainability. Recognized with multiple awards, their beers are available in major supermarkets like Citysuper. Breer has significantly reduced food waste in Hong Kong through partnerships with corporations like Maxim’s for surplus bread collection, setting a benchmark for sustainable practices in the food and beverage industry.

How Did Breer Start?

“Everything can be learned when you have a passion for it.“

Naman and his co-founder observed the daily disposal of fresh bread and learned that 3,600 tons of food waste are generated daily in Hong Kong, with 47% being bread. This inspired them to learn brewing through YouTube, leading to the creation of Breer.

Initial Challenges Faced:

• Industry Resistance: Initially, the industry did not readily accept them, viewing them skeptically as just kids with a student project.

• Technical Knowledge: Neither Naman nor his co-founder had a background in chemistry, posing significant challenges in understanding the chemical processes of brewing beer.

• Persistence: They faced numerous failures, with their first edible batch requiring around 23-24 iterations. Some batches were too sweet, too salty, or undrinkable, but they continued to learn and improve.

Go-To-Market Strategies

"Our go-to-market strategy is all about being customer-first and iterative. It's this relentless focus on the customer that drives our success."

Breer's GTM strategy is customer-first and iterative, with a focus on customer engagement, strong branding, and strategic distribution and partnerships.

• Direct Customer Engagement:

  • Pop-Up Booths: Breer sets up booths in locations like their university, Discovery Bay, and Sai Kung to introduce their concept and gather feedback directly from potential customers.

  • Feedback Loop: They implement a continuous feedback loop, allowing them to refine and perfect their products based on real consumer input.

• Iterative Product Development:

  • Breer’s products undergo multiple rounds of feedback and improvement before market launch. This iterative approach, involving 23-24 iterations based on customer feedback, ensures the products meet market demands and customer preferences.

• Tagline as Strategy:

  • "Does Good, Tastes Better": This powerful tagline serves a dual purpose. It attracts customers who are interested in sustainability by highlighting the positive environmental impact of their purchase. Additionally, it reassures them that they are not compromising on taste, thereby encouraging repeat purchases and fostering brand loyalty.

• Market Segmentation: 

  • Hong Kong Island: Emphasize the sustainability story to expat-dominated areas, who are more receptive to such narratives. 

  • Kowloon and New Territories: Highlight local flavors, such as their IPA made from pineapple buns, to appeal to local customers.

• Strategic Partnerships:

  • Supermarkets: Citysuper is a premium supermarket chain with a customer base that values quality and sustainability. Selling in Citysuper strategically places Breer’s products in front of an audience that is likely to appreciate the unique, eco-friendly nature of their beer, thereby enhancing brand perception and driving higher sales.

  • Bars: Building Brand Awareness: Selling in individual bars is a strategic move to build brand awareness. Bars serve as social hubs where customers can discover new products in a relaxed setting. By being available in bars, Breer can introduce its beer to a wider audience, create buzz, and encourage word-of-mouth promotion, which is crucial for a relatively new brand.

• Partnerships with Maxim’s Group:

  • Bread Supply and Product Launch: The partnership with Maxim’s Group, the largest bakery chain in Hong Kong, is pivotal for Breer. This collaboration ensures a consistent supply of surplus bread, which is essential for production. Additionally, Maxim’s supports Breer’s sustainability mission by participating in the creation of BOB (Bottle of Bread), a beer made from surplus bread.

Key Strategies for Building Brand Loyalty

"Building brand loyalty starts with honesty and transparency. By staying true to our mission and involving our customers in our journey, we create a community that believes in our cause and supports us wholeheartedly."

• Honesty and Transparency:

  • Core Philosophy: Breer adheres to the concept of the triple bottom line: balancing people, profit, and planet. This philosophy guides all their actions and communications.

  • Example: Breer’s packaging explicitly states the impact of consuming their product, such as saving 20 grams of bread and reducing 90 kgs of carbon emissions. This transparency helps consumers understand the positive impact of their purchase.

• Connecting Consumers to the Cause:

  • Packaging Impact: Breer's cans highlight the sustainable benefits of each beer consumed, connecting consumers directly to the cause.

  • Example: The packaging details how much bread and carbon emissions are saved, and which UN Sustainable Development Goals are supported, making consumers feel their choice makes a tangible difference.

• Staying True to the Mission:

  • Resisting Cost-Cutting Temptations: Despite offers to cut production costs by using less sustainable materials, Breer remains committed to their original purpose.

  • Example: They continue to use recycled aluminum and soy-based ink labels, maintaining their sustainability standards even at the expense of higher production costs.

• Corporate Workshops:

  • Educational Outreach: Breer conducts workshops to educate other companies about sustainability and how they can incorporate similar practices.

  • Example: These workshops not only promote Breer’s brand but also foster a broader movement towards sustainability in the corporate sector.

• Outcomes of These Strategies

  • Loyal Customer Base: Consistent engagement and transparency have helped Breer cultivate a loyal customer following.

  • Strong Brand Recognition: Breer is recognized as the go-to brand for bread beer in Hong Kong.

  • Trust from Major Partners: Collaborations with large companies like Maxim’s highlight the credibility and impact of Breer’s mission.

Insights on Social Entrepreneurship

• Inherent Social Mission: Naman believes that entrepreneurship should inherently include a social mission, addressing societal issues while building a business.

• Conscious Capitalism: With the rise of Gen Z, who are more aware of the negative impacts of traditional capitalism, businesses must adopt conscious capitalism to build genuine connections with their audience.

• Future Success: Naman forecasts that social missions will be key to the success of future companies as consumer activism continues to rise, with customers increasingly supporting businesses that align with their values.

Future Plans for Breer

• Product Expansion: Breer plans to diversify its product range to cater to every audience, including using other raw materials like egg waffles and egg tarts in their beer. They are also developing non-alcoholic beer options.

• Market Reach: For international expansion, Breer plans to enter the Singapore market first. Instead of exporting products, they intend to set up local brewery operations and collaborate with local partners.

• Normalization Goal: Their goal is to normalize bread beer and make it a mainstream product rather than a niche offering, expanding their market presence and impact.

We hope you find Naman’s insights as inspiring as we did. Tackling food waste through innovation and sustainability is more than just a business model; it’s a mission to make a tangible difference in our world. Stay tuned for more interviews and insights in the next edition of Maven Club.