Ask the Collective
The questions independent drinks founders ask most — answered. Distilled from years of community knowledge so the good stuff never disappears in the feed again.
What is a good rate of sale (ROS) benchmark for spirits and RTD products in UK retail stores?
Members report that benchmarks vary significantly by product type and retail channel. For grocery stores generally, 1 bottle per store per week is considered a basic benchmark across spirits (alc and non-alc). For RTD cans in grocery, the consensus sits at 4–5 units per store per week as average, though members note RTD ranges between 6–10 units weekly depending on the product. One member reported being targeted at Sainsbury's on a premium tequila (£34) at 4–5 cans per week. Anything over 6 units per week for RTD is considered a great success by one experienced member. Context matters significantly: chiller placement and shelf position drive substantially stronger ROS, as do multi-buy promotions (which account for a large percentage of RTD sales). Tesco Metro locations tend to show notably stronger velocity. Members also noted that Costco turns stock 12+ times per year (fastest in industry), traditional retail closer to 3–5 times annually, and that buyer profitability calculations—gross margin after promotions and investment—now often matter as much as raw volume in securing listings.
What are realistic sales volumes and ROI for RTD products in major UK grocery retailers like WH Smith?
RTD sales performance in major UK grocery retailers is challenging and heavily dependent on retailer terms. **WH Smith** is one of the most expensive entry points in the market: expect a £20–30k upfront investment in their marketing suite, with listing fees around £500 per store. Return on sales (ROS) is typically 6–8 cans per store per SKU per week in regular stores, though higher in travel locations (train stations, airports). Over a year, this translates to roughly 600 cans per store per SKU annually—a volume that few brands can profitably sustain at standard wholesale margins. Members report that WH Smith's alcohol licence expansion has been slow despite promises (one member noted only 35 of a promised 120 licences materialised). Several members have terminated WH Smith contracts after finding the marketing investment unrecoverable relative to sales. The general consensus is that only established brands with significant scale (e.g., MOTH) can make the unit economics work. **LCB offers EDI integration** if you proceed. Key caveat: one member advised "certainly not rushing back soon" after their WH Smith experience, citing the gap between promised and actual performance.