---
title: "Where Is the Road to the Future Revival of China's Beverage Industry?"
description: "2013 and 2014 marked a turning point for China's beverage industry, as after over 30 years of rapid growth, most beverage categories began to decline. According to Euromonitor data, among major beverage categories, except for bottled water which has maintained growth, other major categories such as ready-to-drink tea, juice drinks, carbonated drinks, and plant protein drinks have seen consumption decline year by year since 2013 or 2014. As of the end of 2017, the decline in most categories continues with no clear signs of recovery."
author: "Tony Zhang"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2019-04-25"
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# Where Is the Road to the Future Revival of China's Beverage Industry?

> 2013 and 2014 marked a turning point for China's beverage industry, as after over 30 years of rapid growth, most beverage categories began to decline. According to Euromonitor data, among major beverage categories, except for bottled water which has maintained growth, other major categories such as ready-to-drink tea, juice drinks, carbonated drinks, and plant protein drinks have seen consumption decline year by year since 2013 or 2014. As of the end of 2017, the decline in most categories continues with no clear signs of recovery.

2013 and 2014 marked a turning point for China's beverage industry. After more than 30 years of rapid growth, most beverage categories began to decline.
According to Euromonitor data, among major beverage categories, except for bottled water which has maintained growth, other major categories such as ready-to-drink tea, juice drinks, carbonated drinks, and plant protein drinks have seen consumption decline year by year since 2013 or 2014. As of the end of 2017, the decline in most categories continues with no clear signs of recovery.
The entire beverage industry is lost in confusion. As a veteran who has been in the beverage industry for over 10 years, I am also full of confusion. In the past few years, I have been exploring the path to revival and searching for growth engines for China's beverage industry!
Data source: Euromonitor
**There are no failed categories, only failed products**
In the past 3-4 years, when we looked at data for most categories, we found declining sales. However, within declining categories, there are also specific products that have risen rapidly. For example, since 2014, the overall sales of ready-to-drink tea have been declining. Yet against this backdrop, Xiaoming Classmate (launched in 2015) and Tea π (launched in 2016) grew rapidly against the trend, both becoming mega products with sales exceeding 1 billion yuan.
Xiaoming Classmate cold-brewed tea. Image source: Tianhong.com
This shows that the overall decline in bottled tea sales does not mean the entire category is a hopeless failure; the decline is caused by the accumulation of specific declining products. The proportion of declining products far exceeds that of successful products, leading to the overall category decline.
So why are such a large proportion of products gradually being abandoned by consumers?
This issue has been thoroughly discussed within the industry over the past few years. There are two main reasons:
> **First, consumers' increased health requirements for beverages have gradually reached a tipping point, and clearly unhealthy products are being abandoned.**
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> **Second, consumer demand for diversity and personalization has surged, and products with insufficiently clear differentiation have fallen out of favor.**
Moreover, the combination of these two reasons has created the current state of China's beverage industry.
If we dissect the major declining categories, we find that it is not the entire category that has problems, but rather the sub-categories within them that are poor in healthiness, value, and functionality.
Data source: Euromonitor
For example, in the juice category, the severe decline is in low-concentration juice drinks with juice content of 24% or less. Meanwhile, 100% pure juice has maintained steady growth. Among 100% pure juices, the high-end sub-category of coconut water is growing even faster. It is only because low-concentration juice drinks account for over 75% of the total juice category that the overall juice category sales have declined.
The situation is similar for another major category, tea drinks: sugary bottled tea sales have been declining, while unsweetened tea sales have been growing. The overall trend for other categories is similar.
When Steve Jobs persuaded John Sculley, former CEO of Pepsi, to join Apple, the line that finally moved Sculley was: "Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?" Beverages, especially carbonated drinks, are often labeled as "sugar water" by outsiders.
**The decline in China's beverage categories can be attributed to the decline of "near-sugar-water" categories. These beverages share the common feature that their main ingredients are water and sugar, with only a conceptual addition of raw materials on top of the sugar water.**
Pepsi. Image source: Tmall
For example, low-concentration juice is sugar water with a small amount of juice added; sugary tea drinks are sugar water with a small amount of tea extract; carbonated drinks are sugar water with a small amount of carbon dioxide. These drinks give consumers an obvious impression of being unhealthy, and this unhealthiness is a basic judgment consumers can make through the simple perception of "sweetness." Combined with public information such as key ingredient concentrations and content, consumers classify these drinks as unhealthy. Since "near-sugar-water" categories occupy the largest share of China's overall beverage market, they have caused the decline in major category sales.
**All categories still have a bright future in China, and there are promising sub-categories to be found. In the juice category, there is 100% juice; in bottled tea, there are unsweetened and low-sugar teas; in plant protein drinks, there is soy milk; in carbonated drinks, there is sparkling water** ... And these are just the sub-categories currently growing; there are countless promising sub-categories waiting to be created. So there are no failed categories.
Simply choosing a healthy sub-category does not guarantee the success of a specific product. As consumer demand becomes increasingly personalized and diversified, only when a product is positioned for a very specific group of consumers can it gain popularity among the target audience. Whether it is the product's content, packaging, or concept, it must have sufficient differentiated impact on consumers, and it must carry cultural information that resonates with consumers' inner needs.
Yu Shuo, Director of Market Services and Vice President of Commercial at Tetra Pak China, said: "In the past, the beverage industry emphasized production efficiency, constantly challenging to meet basic needs at lower costs. Today, consumer demand is moving toward upgrading, segmentation, and personalization. Consumers who were once satisfied with buying a drink at a cheap price now need differentiated solutions that match the consumption scenario, location, and even mood. This poses new challenges to the industry, but also represents huge opportunities."
Besides the direct factors of category and product, there are many other less direct factors that affect the development of beverage companies and, in turn, the industry.
**The future of soft drinks depends on "hardness"**
The industry defines beverages with an alcohol content of less than 0.5% (v/v) as soft drinks. What we usually refer to as the beverage industry is essentially the soft drink industry. The future development of the soft drink industry largely depends on the "hardness" of these drinks. Here, "hardness" has two meanings: first, how strong their necessity or rigid demand characteristics are; second, how strong the technological support behind the product is.
Most beverage categories are enjoyment-type products—consumers may or may not drink them, and they switch from one to another. Their rigid demand is weak. To maintain a product's growth, continuous marketing investment is required. Cola products are the most obvious example. For Chinese consumers, cola products have little "hardness" except for the refreshing sensation of carbonation in summer, which provides some rigid demand. The two cola giants have turned cola into a lifestyle through continuous heavy marketing investment, ensuring an exceptionally long product life cycle.
Coca-Cola. Image source: Coca-Cola official website
If you want to ensure a product's long-term vitality but lack the marketing capability of the two cola giants, **making your product more essential and valuable becomes the only choice.** Over the past decade, the soy milk category has maintained good growth, and in the last two years, growth has accelerated. An important reason is that soy milk is a basic nutritional product for Chinese people, with strong rigid demand. 100% juice is a good fruit substitute and source of vitamin C, while coffee and energy drinks can effectively refresh.
**These rigid demand characteristics are the foundation for sustained long-term growth. The stronger the rigid demand, the longer the vitality and the greater the future development space. Products with weak rigid demand may rise quickly through fashionable marketing, but they will also decline quickly, lacking a foundation for long-term growth.**
Another factor affecting product vitality is the technological support behind it.
The beverage industry is generally not technology-intensive. The technical barriers to entry are low; any company with sufficient financial resources can enter. For most of the past 30 years, China was in a period of product scarcity, and consumers were not picky about products. Companies competed on cost control, marketing, and channel capabilities, while technical strength played a minor role in corporate development.
However, with the abundance of products and the influx of imported goods, consumers can now compare similar products more easily, gradually learning what is "good" and becoming increasingly discerning.
It is not difficult to make a product, but making an outstanding high-quality product requires high technical requirements. From raw material selection and control to product development, from production equipment investment to production process control, sufficient technical accumulation and investment are needed. Even unique technology is required. The "hardness" brought by these technological supports enables products to win in competition and have longer vitality.
In an interview with Andrew Gibb, founder of Coldpress, he said: Coldpress is the first company to make high-pressure juice. For high-pressure juice, the core equipment is the high-pressure sterilization machine, but that does not mean buying such a machine will produce high-quality products.
You need in-depth research on fruit raw materials and processing techniques. High-pressure sterilization alone cannot achieve commercial sterility, so products must be sold through cold chain.
Through its own technological development, Coldpress has achieved a breakthrough in ambient storage and transportation for high-pressure apple juice. This will provide Coldpress with a huge competitive advantage, especially in markets like China where the cold chain system is not well-developed.
Nongfu Spring Tea π. Image source: Nongfu Spring official website
Everyone sees the success of Tea π, but few know that its technology is based on the technology and production lines of Oriental Leaf. Seven years ago, Nongfu Spring invested heavily in R&D and production lines for unsweetened tea. Since the unsweetened tea market was not mature at that time, Oriental Leaf's market performance was not ideal.
But when these technologies were transferred to a mature market category like Tea π, they unleashed tremendous energy. Nongfu's example also raises another question: Was the seven-year early investment in R&D too early or over-innovation?
**The rise of "slow" companies in the FMCG category**
"New normal" and "industrial transformation and upgrading" are two frequently used terms in the past few years. They essentially reflect changes in China's economic development model. **Since the reform and opening up, China has mostly been in a period of product scarcity and low income. Development speed was the absolute principle, while quality was secondary or even ignored. With severe overcapacity and greatly increased income in recent years, product quality has replaced development speed as the most important indicator.**
This requires companies to slow down and invest more time and resources in the entire product development process to improve quality. It shifts companies from a state of frantic fast running to a more craftsmanship-oriented slower state. This transformation in the economic development model will be reflected in the rise and fall of companies. This also applies to the beverage industry, which is part of the FMCG category. "Slow" companies like Nongfu Spring are showing unprecedented vitality, while some companies known for rapid imitation are beginning to decline.
Nongfu Spring Oriental Leaf. Image source: Jiufuhui
Returning to the case of Oriental Leaf, when Nongfu Spring developed it, they only knew that unsweetened tea was a major direction. The trend would grow, but when it would start to take off was unpredictable. This "slow" company, in order to gain an early advantage in this important future sub-category, invested heavily in R&D and production lines when the market was still unclear.
Seven years later, we see more and more brands launching their own unsweetened tea products. Coca-Cola launched Chunchashe, Vitasoy launched unsweetened green tea and genmaicha... Unsweetened tea is only now beginning to show signs of volume growth. A company that has stayed with a product that hasn't taken off for seven years, nurturing it carefully, shows how "slow" this company is.
When interviewing Dr. Zhou Li, Secretary of the Board at Nongfu Spring, I asked: Is developing a product seven years in advance over-innovation? Is the return on investment worthwhile? Dr. Zhou Li half-jokingly replied: Nongfu Spring is not a listed company, so we don't have to consider ROI when developing products. For directions we are confident about, we are willing to cultivate them slowly. This shows that the "slowness" of corporate mindset and philosophy is the root of slow companies.
It is this "slowness" that makes Oriental Leaf, developed seven years ago, still not outdated today—whether in content, production technology, packaging, or product concept. There are many other examples of Nongfu Spring's slowness: for NFC orange juice, they laid out orchards in southern Jiangxi ten years in advance; Nongfu Spring launches few new products, but almost every one is crafted with care, and they rarely discontinue existing products, with long-term planning for their products.
China's economy has moved from shortage to surplus, and competition has shifted from speed to technical strength and innovation capability. "Slow" companies with longer-term planning, more solid technology, and deeper innovation will rise.
And all of this depends on people—the right people.
**Give the world to the young**
In interviews with Zhu Huaxu, former CEO of PepsiCo (China), and Dr. Zhou Li, Secretary of the Board at Nongfu Spring, one point left a deep impression on me: the importance of empowering and fully leveraging employee initiative.
Zhu Huaxu served as CEO of Pepsi China from 1998 to 2008. This decade was the fastest-growing period for PepsiCo (China), with a compound annual growth rate of over 20%, and the market share of cola products rose from 11% to 27%. He attributed this success to favorable timing, geographical advantage, and harmonious human relations. What he called "harmonious human relations" meant putting the best talent in the most important markets, placing the right people in the right positions, and giving them full authorization.
The members of his team back then have now become VPs or even CEOs of multinational companies, showing the excellence of his team. In an American multinational, he dared to promote people who couldn't speak English at all to regional sales manager positions, and no regional sales manager was a foreigner who couldn't speak Chinese. In his words: Regional sales managers are the ones fighting street battles in the region; local knowledge is most important. Whether they speak English doesn't matter; communication with headquarters can be handled by me and my direct team. It was this empowerment that created the brilliance of Pepsi China during his ten-year tenure.
Nongfu Spring's marketing and promotional capabilities are evident to all. When a reporter asked why Nongfu Spring could do so well, Dr. Zhou Li said: Everyone sees that we sponsor many good IPs, but these decisions were actually made by the post-80s and post-90s in our company. They were not made by us post-70s; I can't even understand some of the copy. **But they can understand and communicate. Including product development, we leave it to them. Since we are making products for young people, we need to use young people extensively. We are a company that values the role of young people in both marketing and R&D.**
Whether from past or present success cases, whether from multinational or local companies, they all repeatedly demonstrate the importance of empowering the right people to do the right things. The beverage industry is dominated by young consumers; only young people can truly understand the needs of their peers and communicate in their language. Give the beverage world to the young!
From another perspective, the post-90s and post-00s will be the main consumers of beverages in the next 10 years, and also the main workforce. They were born in an era of material abundance; they no longer need to struggle for basic survival like their parents did. Realizing self-worth is the main pursuit of this generation. Giving them full authorization to achieve self-realization can activate their vitality. Their vitality and creativity will also bring momentum to the revival of the beverage industry.
**The Force Awakens**
With the improvement of China's overall strength, Chinese people's confidence has begun to recover. Our recognition and confidence in our own culture mean we no longer blindly believe in beverage products from developed countries. Foods and beverages rooted in traditional Chinese dietary culture and closer to Chinese dietary preferences are beginning to return. Borrowing a movie title, this can be called "The Force Awakens." The local diets that are deeply embedded in our genes will be the direction of future development. However, this return of local diets is not a simple replication of traditional diets, but an evolution combined with new processes, new scenarios, and new cultural needs.
Pepsi. Image source: Feiniu.com
The rise and fall of beverage categories in the past few years also shows this: carbonated drinks are purely Western, juice drinks are heavily Western, tea drinks have Chinese elements but sugary tea drinks are Western, and even herbal tea can be seen as a hybrid of traditional Chinese medicine and Western sugar water drinks. The "near-sugar-water" categories we mentioned earlier are all Western drinks. These categories have all experienced a rise and fall. Of course, there are other dimensions to interpret these rises and falls (such as health), but it is undeniable that these drinks differ significantly from traditional Chinese dietary preferences. **In my opinion, future beverages will be closer to the authentic needs and cultural identity of Chinese people.**
In the last two years, the rapid growth of the soy milk category is a basic manifestation of this trend. Historically, Chinese people have relied on plant-based proteins as their main protein source, especially legumes. Thousands of years of plant-based dietary tradition have shaped our bodies, making us more adapted to plant-based diets; it is embedded in our genes.
In the last 20 years, milk, an imported product, has become popular in China, squeezing out soy milk's status as the "national nutrition" for Chinese people. However, milk, a non-traditional food, does not fully match the Chinese physique; lactose intolerance is the most obvious example. Soy milk, on the other hand, is a perfect match for Chinese people. Of course, today's soy milk is no longer ground by stone mills in individual households; it is an industrialized product that has been modernly processed and is convenient to drink. The growth of soy milk is taking the most market share from milk.
The soy milk example is just the most basic manifestation of the "Force Awakens" trend. **Borrowing Mr. Zhu Huaxu's viewpoint: The beverage that truly deeply embodies this trend has not yet appeared. We need to search for it in the dietary cultures deeply embedded in Chinese genes and express it in a modern way.**
This time, I also discovered some business models that may have a fundamental impact on China's beverage industry. They are just sprouting, and it is hard to call them trends yet, so let's call them conjectures. I hope they can bring some inspiration.
**Conjecture 1: Can "popular new-style tea drinks" counterattack?**
At this conference, there were many sharing sessions on new-style tea drinks. These sharing sessions also overturned my previous understanding that new-style tea drinks were just internet-famous tea shops.
In fact, the success of many new-style tea brands is not due to the legendary tactics like hiring people to queue, but rather to these brands' extremely high pursuit of raw material and product quality. Essentially, it is a process of product-driven word-of-mouth and gradually building the brand.
Heytea's new product Bobo Tea. Image source: Duotang
New-style tea drinks are mainly sold through their own tea shop stores, and some brands have started to expand into delivery services. With the popularity and intensifying competition of new-style tea drinks, will this push new-style tea brands to follow Starbucks' example and launch bottled ready-to-drink products? Can we also glimpse the prototype of a new business model in the beverage industry?
Most new-style tea brands start from tea shops, relying on excellent products, building the brand through word-of-mouth, and gradually expanding scale. At this stage, products are mainly made manually in stores. When the store scale expands to a certain level, they begin to develop delivery services, achieving secondary expansion of business scale by increasing sales channels. At this point, product production may need to use central kitchens to standardize some raw materials, thereby improving production efficiency and expanding capacity. From reasonable business logic, the third-level expansion will be in the form of bottled ready-to-drink products, expanding through traditional sales channels and e-commerce, with corresponding industrial production.
These three levels of expansion do not mean abandoning the previous level after upgrading; all three modes are retained. Stores can have many products at the same time and continuously iterate, meeting diverse needs. Through store sales data and consumer feedback, products can be quickly improved and initial consumption data collected. This is equivalent to a first consumer test with a super large sample size and regional representation.
For products with good feedback, a second larger-scale consumer test can be conducted through delivery channels, eliminating data bias caused by the social attributes of stores. This is equivalent to a market test in the traditional beverage model, and it can collect a large amount of precise data through delivery platforms.
Excellent products selected from the first two levels can then be made into bottled ready-to-drink beverages and sold through traditional and e-commerce channels, greatly increasing the probability of success. Moreover, because the "new-style tea" brand has been established in stores, the corresponding ready-to-drink products will come with their own traffic and recognition, saving a lot of promotional expenses. At the same time, through large-scale production, the maximization of capital and brand returns is achieved.
**Each of these three levels can be profitable on its own, but combined, they become an organic entity that interacts closely with consumers, becoming a new business model that influences the beverage industry. I call it the "new-style tea counterattack model."**
This model progresses from small to large, layer by layer. It is especially important for entrepreneurs. Because the investment threshold in the beverage industry is high, it is extremely difficult for entrepreneurs to directly enter the field of large-scale production. This model provides entrepreneurs with a feasible path to eventually achieve scale. As long as your product is good enough, you can start a business with a small store, where capital investment requirements are low.
Good products gradually build the brand through accumulated word-of-mouth, and with the help of capital, expand level by level, ultimately achieving scale. The core requirement for entrepreneurs in this model is product strength, not capital. It is a product-first model. The entry barrier is low, making it easier for entrepreneurs passionate about beverage products to enter, thereby activating the entire beverage industry.
Heytea Guangzhou Pink store. Image source: Duotang
This model is still in the exploration phase, and there are many obstacles to overcome from store operations to large-scale production. One of them is that the industrial production of the "new-style tea counterattack model" differs greatly from traditional beverage industrial production.
Besides having good products as we mentioned, new-style tea drinks offer more diverse choices compared to traditional bottled drinks. Better alignment with today's personalized and diversified consumption trends is also an important factor in their success. Even if we choose the best-selling star products for industrial production, the number of product types will be an order of magnitude greater than traditional bottled tea drinks. This is quite different from Starbucks' launch of bottled ready-to-drink coffee drinks. This will place high demands on the flexibility of production lines.
**Conjecture 2: When will flexible manufacturing of beverages be commercialized?**
With the deepening of consumer age segmentation, circle stratification, personalization, and the increasing diversification of consumption scenarios, the variety of beverage products is increasing, while the sales volume of individual products is decreasing. In the future, it will be difficult for China's beverage market to see so-called billion-yuan mega products, and products at the billion level will also become fewer. Single production lines will no longer need large capacity. Considering China's huge population, future single-line capacity will mainly be medium.
While the demand for single-line capacity decreases, the demand for production line compatibility with multiple product types increases sharply. This greatly increases the requirements for production line flexibility. Moreover, with intensifying competition and rapid changes in young consumers' preferences, product iteration speed is accelerating, and product life cycles are shortening. The average product life cycle of 5 years in the past may shorten to 1-2 years, as in Japan. A production line has a service life of at least 10 years, so it will go through several rounds of product iteration, possibly across categories. This places high demands on the versatility and flexibility of production lines.
From the development trend, not only does the "new-style tea counterattack model" mentioned earlier place high demands on production line flexibility, but the traditional beverage industry's demand for flexible manufacturing has also become a general trend. So is flexible manufacturing technically feasible in the beverage industry?
The answer is yes, and the beverage industry is the easiest to achieve universal production lines and flexible manufacturing. According to the national standard GB/T 10789 Beverage General Rules, we can summarize the processing techniques and general characteristics of various beverage sub-categories as follows.
Raw material source | Processing type | Beverage category (GB/T 10789) | Production process
Initial agricultural products/natural resources | Juicing | Original squeezed fruit/vegetable juice (NFC)/concentrated fruit/vegetable juice | Mainly cleaning, juicing, sterilization/concentration, packaging, etc.; dedicated production lines; poor versatility within category
Grinding/blending | Plant protein drinks (soy milk, walnut, almond, peanut, coconut milk, etc.) | Mainly cleaning, crushing, refining, blending, homogenization, sterilization (with deaeration), packaging, etc.; high versatility
Grain drinks
Cocoa drinks
Algae drinks, etc.
Extraction/blending | Edible fungus drinks | Mainly cleaning, extraction, blending, sterilization (with deaeration), packaging, etc.; high versatility
Herbal drinks
Pure tea drinks (original tea)/tea concentrate
Filtration/purification | Natural spring water/natural mineral water/purified water mineral water/other drinking water | Mainly filtration, purification, packaging, etc.; dedicated production lines; can provide water for other beverages
Primary processed agricultural products | Blending | Reconstituted fruit/vegetable juice/reconstituted fruit/vegetable pulp/compound fruit/vegetable juice (pulp) | Mainly dissolving, blending, homogenization, sterilization (with deaeration), packaging, etc.; good versatility
Fruit/vegetable juice drinks/fruit pulp (pulp) drinks/compound fruit/vegetable juice drinks/fruit drinks
Coffee drinks/concentrated coffee drinks/decaffeinated coffee drinks/decaffeinated concentrated coffee drinks
Tea drinks/fruit tea drinks/milk tea drinks/compound tea drinks/other tea drinks
Formulated milk drinks
Compound protein drinks/other protein drinks
Concentrated blending | Fruit/vegetable juice concentrate/other beverage concentrates | Equipment as above; mainly produces concentrates
Fermentation/blending | Fermented fruit/vegetable juice drinks | Mainly dissolving, fermentation, blending, homogenization, sterilization (with deaeration), packaging, etc.; some versatility
Fermented milk drinks/lactic acid bacteria drinks
Industrial finished products | Blending/carbonation | Carbonated drinks (fruit type, fruit-flavored, cola type, other types) | Mainly dissolving, blending, carbonation, packaging, etc.; dedicated production lines; good versatility within category
Blending | Fruit-flavored drinks/tea-flavored drinks/milk-flavored drinks/coffee-flavored/flavored water drinks/other flavored drinks | Mainly dissolving, blending, sterilization (with deaeration), packaging, etc.; good versatility
Sports drinks/energy drinks/electrolyte drinks/nutrient drinks/other special purpose drinks
Because most beverage categories go through steps such as material dissolution, blending, homogenization, deaeration, sterilization, and packaging, although the process parameters differ, the equipment itself can be compatible with different parameters.
For example, the sub-categories in green font in the table have raw materials that are processed agricultural products or industrial finished products. The processing is simple and highly versatile. Moreover, these beverage categories account for most of the current sales in China's beverage market.
The sub-categories in light blue font have raw materials that are initial agricultural products or natural resources, and the processing is more complex than the green font part. However, by adding some dedicated raw material processing equipment to the green font product line, they can also be produced, and versatility is also good. Only a few categories in dark blue font have very special production processes and poor versatility.
Future beverage production lines can be designed as a universal platform composed of material dissolution, blending, homogenization, sterilization, deaeration, packaging, etc., plus optional modules composed of special non-universal equipment. This can provide great versatility and flexibility for beverage production lines. Combined with intelligent data systems and auxiliary material quantitative online addition systems, this forms the future flexible beverage production line. Moreover, these technologies are already mature; they just haven't been organically combined yet.
The technical conditions for flexible beverage manufacturing are already in place. How soon it can be realized will depend on the speed of product diversification in the beverage market and the maturity of new business models. Let's work together!
Source: FBIF Food & Beverage Innovation
Author: Tony Zhang
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**China FMCG + Internet professional new media**
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