---
title: "Reference: 2014 Beverage Brand Terminal Distribution Report"
description: "No matter how good the product or how much advertising, if the terminal channels are not stocked or are poorly stocked, all marketing efforts will be in vain. This statement may seem traditional and conservative in today's Internet-thinking era, but it still applies to FMCG companies and will continue to apply for a long time, especially for 'super' FMCG products like beverages. In August-September 2014, Digital 100 conducted a terminal outlet sample survey in 10 cities across China, checking over 800 outlets for categories such as drinking water, juice, carbonated drinks, tea drinks, herbal tea, milk tea/coffee, and plant protein drinks."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-03-19"
language: "en"
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---

# Reference: 2014 Beverage Brand Terminal Distribution Report

> No matter how good the product or how much advertising, if the terminal channels are not stocked or are poorly stocked, all marketing efforts will be in vain. This statement may seem traditional and conservative in today's Internet-thinking era, but it still applies to FMCG companies and will continue to apply for a long time, especially for 'super' FMCG products like beverages. In August-September 2014, Digital 100 conducted a terminal outlet sample survey in 10 cities across China, checking over 800 outlets for categories such as drinking water, juice, carbonated drinks, tea drinks, herbal tea, milk tea/coffee, and plant protein drinks.

No matter how good the product or how much advertising, if the terminal channels are not stocked or are poorly stocked, all marketing efforts will be in vain. This statement may seem traditional and conservative in today's Internet-thinking era, but it still applies to FMCG companies and will continue to apply for a long time, especially for 'super' FMCG products like beverages.

From August to September 2014, Digital 100 conducted a terminal outlet sample survey in 10 cities across China, checking over 800 outlets for categories such as drinking water, juice, carbonated drinks, tea drinks, herbal tea, milk tea/coffee, and plant protein drinks. Through this inspection, we hope to help companies objectively understand the current development status of offline channels, identify terminal problems, and find opportunities for improvement.

First, according to Figure 1: In drinking water, Nongfu Spring leads nationwide, C'estbon has obvious advantages in South China, and newcomer Hengda Ice Spring is coming on strong; in packaged juice, Minute Maid, Uni-President, and Master Kong form a three-way standoff; in carbonated drinks, Sprite, Coca-Cola, and Pepsi lead the category, with new product Schweppes+C achieving 42% distribution; in tea drinks, Master Kong tea drinks have a distribution rate as high as 96%, setting a benchmark for all categories. These data show that the leading brands in the industry can achieve a maximum distribution rate of 96% (Master Kong tea drinks), a high level can reach 80%-90%, and most brands are at a relatively low level of 20%-40%. It is clear that even for these well-known brands, there is huge room for improvement in distribution. If they can improve their terminal distribution levels, the contribution to sales will be very significant, because for consumer goods like beverages, consumer choices are relatively random and casual. Therefore, whether they can occupy the terminal will always be a core factor affecting brand development in the long run.

Second, according to Figure 2: In herbal tea drinks, JDB canned and bottled both lead the industry; in milk tea and coffee drinks, Uni-President milk tea performs strongly with a significant lead; in plant protein drinks, the overall distribution is not high, with Yinlu and Lulu leading.

It is obvious that distribution rates vary unevenly across different types of channels. Analysis reveals that the brand 'presence rate' in small grocery stores is only 34%, meaning that if there are 10 major brands on the market, only 3.4 will appear on the shelves of small grocery stores. This shows that due to the limited space of small stores, terminal competition is extremely fierce, and competitive distribution is more evident. In contrast, the brand presence rate in hypermarkets is 70%, where brands coexist relatively peacefully. We can also see a pattern: the smaller the terminal area, the lower the brand presence rate, and the more a brand can occupy small terminals, the stronger its sales capability and competitiveness. How to better occupy small channels is a challenge facing every brand.

**Implications**

In communication with many traditional companies, we found that most companies place more emphasis on the Internet, not only using it more in communication but also starting to develop e-commerce channels. They all worry that one day an unknown Internet company will cross-industry and disrupt their business. However, many traditional companies' Internet efforts are mostly just playing TV ads on the Internet and adding e-commerce sales channels, without upgrading product concepts or user interaction concepts. Therefore, most are still in the early stages of applying Internet thinking.

We believe that it is necessary for traditional companies to arm themselves with Internet thinking, but the key is how to make good use of the Internet, and the core is how to ensure the foundation of success. For traditional FMCG companies, offline channels are the core of success. If they simply chase the Internet while stagnating in their fundamental capabilities and seek shortcuts, it will definitely not work. For traditional consumer goods companies, correctly recognizing the importance of traditional channels, ensuring their competitiveness, and using Internet thinking to transform traditional marketing, making good products, and strengthening interaction with consumers are the dual challenges for traditional companies' development.

Source: Sales and Market

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