Hard seltzers have stormed onto the scene, RTDs keep reinventing themselves and low & no options are re-shaping the drinks market as we know it. With new products launched every month and consumer expectations constantly shifting, the challenge for many drinks retailers is knowing what lines will truly drive long-term sales. Guy White, CEO of Catalyx, shares his thoughts on how retailers can spot the difference between hype and habit to build resilient categories.

The drinks aisle has never been more crowded with new innovations. From canned cocktails to a wave of low & no alcohol alternatives, new hero products are appearing across the board, each claiming to have the power to disrupt the market.

With buyers endlessly bombarded with new launches, it can be a daunting task for retailers to find and commit to those that have staying power and with alcohol volumes softening, the question isn’t “what’s new?” but “what will last, and what will build the category?”

When we work with brands (at Catalyx) we know the key to creating commercially successful innovations lies in uncovering real consumer behaviours, solving untapped desires, revealing hidden tensions and creating what the market isn’t already offering.

Categories with lasting presence solve a real customer need. RTDs, for example, are thriving by offering lighter, lower sugar/calories formulations and convenient formats that fit today’s occasions. But with challengers flooding in, it’s important to remember that only those that build real lifestyle meaning will endure.

That means moving beyond trends and fads and digging beneath what consumers say they want, to develop a true understanding of what they actually do want. Remember, a customer may say they want low & no-alcohol products and claim to be health focused but when it comes to having a drink at home on a Saturday night, the first thing they reach for is a bottle of wine or beer.

This is why behaviour-led research, not claimed intent, should guide ranging and innovation decisions. It’s about spotting the gap between aspiration and reality.

If you consider the low/no alcohol movement, it’s no secret that sector is booming but the behaviour reasoning why is shifting, leading in turn to new retailing opportunities. Millennials and Gen Z are drinking more alcohol than they did two years ago but research has shown they still enjoy low/no alcohol drinks alongside it depending on mood or occasion. For retailers, the opportunity lies in merchandising the two together to make switching easy.

Across the category, choice has never been greater and for retailers the challenge in navigating this landscape means cutting through noise where established giants, disruptive newcomers and endless flavour rotations are competing for space. This is where discipline matters most.

When building a range ask; does the product tie into long-term consumer behaviours such as health, convenience and sustainability. Is there repeat purchase evidence? Can the category evolve with new flavours, formats or occasions while staying relevant? If the answer is yes, then it will certainly be worth including.

Ask brands for the data-backed stories that explain why a new product deserves to win. Make sure they’ve identified the unmet needs and tensions that other products have missed.  This will help you to avoid “me-too” launches that simply cannibalise sales and instead build innovation that grow the pie.

Avoid purely chasing the fads and quick wins. Is the product’s popularity driven by hype?  Are you being presented with dozens of lookalike launches? Is the product tied to a narrow event such as a festival, season or gimmick? Products with lasting presence won’t be.

A resilient range balances 70% familiar anchors with 30% carefully chosen innovation. That newness isn’t about chasing fads. It’s about behaviour-led innovation: credible NA blocks, premium RTDs, curated craft and one or two bold experiments per season.

Brewers, distilleries and vineyards can launch almost anything today. The retail winners will be those who show restraint and treat their portfolio innovation as a strategy, not a gamble. That means resisting the temptation to chase every flashy launch and instead invest in products that tap into real consumer behaviours and deliver repeat purchases.