Hot Drinks in Bolivia
Euromonitor International's Hot Drinks in Bolivia market report offers a comprehensive guide to the size and shape of the market at a national level. It provides the latest retail sales data, allowing you to identify the sectors driving growth. It identifies the leading companies, the leading brands and offers strategic analysis of key factors influencing the market - be they new product developments, packaging innovations, economic/lifestyle influences, distribution or pricing issues. Forecasts illustrate how the market is set to change.
Buy online to access strategic market analysis and an interactive statistical database of duty paid retail volume and value sales, illicit trade volume, company and brand shares, pricing, distribution and production data
Tables: 60 | Publication date: Mar 2009
Why buy this report
- Get insight into trends in market performance
- Pinpoint growth sectors and identify factors driving change
- Identify market and brand leaders and understand the competitive environment
Product coverage
Coffee; Other hot drinks; Tea
Executive summary
Bolivia’s tea time is diversifying
Bolivia has a very strong teatime tradition. Even in public and private workplaces, workers are entitled to a cup of tea or coffee and a food snack at approximately 1700 hours daily. Banking on this tradition, tea companies began to introduce a variety of tea and pushed for the creation of new tea categories. These flourished, as the global health trend based on herbal and organic tea became popular in Bolivia. Coffee was slower to grow in variety, as Bolivian consumers were conservative. However, on-trade channels currently appear to demand more variety than off-trade. Imported premium brands and premium fresh coffee became less rare in Bolivia in 2008.
Cafés help the coffee culture and demand to grow
The coffee culture in Bolivia was boosted with the emergence and consolidation of cafés in urban centres. Approximately four café chains expanded in Bolivia’s three main cities: La Paz, Santa Cruz and Cochabamba. These chains included La Terraza, Café Alexander, Fridolín and Café Beirut. There were also single cafés, such as Arabica in La Paz that specialised in exotic cafés. Coffee consumers increasingly turned to fresh coffee – a dying category before the emergence of quality, home grown organic coffee. The practicality of instant coffee had dominated the coffee scene and left fresh coffee to starve. However, global trends in organic and green products arrived in Bolivia, and thus developed a home grown demand for a product of quality and variety, at favourable prices.
Nestlé de Bolivia SA stimulates overall coffee expansion
Nescafé instant coffee was the leading player in Bolivian hot drinks over the review period. It retained its leadership through a strategic marketing and advertising drive that dissuaded other brands from attempting to gain market share. The large global resources Nestlé thrust at the competition appeared to leave no scope for emerging products. Nevertheless, this immense campaign possibly benefited Nescafé competition indirectly, especially the newer coffee categories striving to develop their positions. For example, on-trade or foodservice is bound to benefit from the dissemination of coffee consuming notions in the Nestlé drive.
Distribution remains a constraint to growth
Apart from Nestlé de Bolivia SA, no coffee company had such a major institutional on-trade distribution system. Most coffee companies were constrained by the lack of tools to reach Bolivian coffee foodservice. Bolivia’s large and geographically varied territory makes the distribution process extremely difficult. There are only 10 million inhabitants in Bolivia, and approximately half live near one of the three main urban centres in Bolivia. The other regions do not receive similar attention from distributing companies. This is due to costs and logistics, as well as the income constraints of rural populations. Therefore, there is currently scope for growth. However, efficient distribution networks and greater penetration are needed for coffee to mature in Bolivia.
Hot drinks culture currently has scope for development
The drinking of various types of herbal tea and other plant based hot drinks was traditionally limited to indigenous Bolivian society that had a belief system based on nature. Currently, this practice is increasingly becoming mainstream. Bagged anise and camomile, for example, were novelty approximately 15 years ago, although the products could be purchased in open markets. Even the widely used coca leaf that is the leader in other plant based hot drinks in Bolivia is increasing its popularity as a mass, packaged product. The middle- and upper-income groups of Bolivians were traditionally hesitant in accepting folkloric practices, and remained conservatively drinking black tea as the only socially accepted hot drink. However, health benefits and the global demand for fruit/herbal tea, green tea, and other plant based hot drinks finally launched mass consumption in Bolivia over the review years. High regional per capita consumption of tea and other plant based hot drinks was largely based on cultural tradition. However, with greater acceptance of an increasing number of diversified products, hot drinks in Bolivia is expected to continue expanding over the forecast period.
Table of contents
HOT DRINKS IN BOLIVIA : MARKET INSIGHT
EXECUTIVE SUMMARY
Bolivia’s tea time is diversifying
Cafés help the coffee culture and demand to grow
Nestlé de Bolivia SA stimulates overall coffee expansion
Distribution remains a constraint to growth
Hot drinks culture currently has scope for development
MARKET DATA
Table 1 Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2003-2008
Table 2 Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2003-2008
Table 3 Retail Sales of Hot Drinks by Sector: Volume 2003-2008
Table 4 Retail Sales of Hot Drinks by Sector: Value 2003-2008
Table 5 Retail Sales of Hot Drinks by Sector: % Volume Growth 2003-2008
Table 6 Retail Sales of Hot Drinks by Sector: % Value Growth 2003-2008
Table 7 Foodservice Sales of Hot Drinks by Sector: Volume 2003-2008
Table 8 Foodservice Sales of Hot Drinks by Sector: % Volume Growth 2003-2008
Table 9 Total Sales of Hot Drinks by Sector: Total Volume 2003-2008
Table 10 Total Sales of Hot Drinks by Sector: % Total Volume Growth 2003-2008
Table 11 Hot Drinks Company Shares by Value 2004-2008
Table 12 Hot Drinks Brand Shares by Value 2005-2008
Table 13 Sales of Hot Drinks by Distribution Format: % Analysis 2003-2008
Table 14 Sales of Hot Drinks by Sector and Distribution Format: % Analysis 2008
Table 15 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2008-2013
Table 16 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2008-2013
Table 17 Forecast Retail Sales of Hot Drinks by Sector: Volume 2008-2013
Table 18 Forecast Retail Sales of Hot Drinks by Sector: Value 2008-2013
Table 19 Forecast Retail Sales of Hot Drinks by Sector: % Volume Growth 2008-2013
Table 20 Forecast Retail Sales of Hot Drinks by Sector: % Value Growth 2008-2013
Table 21 Forecast Foodservice Sales of Hot Drinks by Sector: Volume 2008-2013
Table 22 Forecast Foodservice Sales of Hot Drinks by Sector: % Volume Growth 2008-2013
Table 23 Forecast Total Sales of Hot Drinks by Sector: Total Volume 2008-2013
Table 24 Forecast Total Sales of Hot Drinks by Sector: % Total Volume Growth 2008-2013
DEFINITIONS
Summary 1 Research Sources
COFFEE
Headlines
Trends
Competitive Landscape
Prospects
Sector Data
Table 25 Retail Sales of Coffee by Type: Volume 2003-2008
Table 26 Retail Sales of Coffee by Type: Value 2003-2008
Table 27 Retail Sales of Coffee by Type: % Volume Growth 2003-2008
Table 28 Retail Sales of Coffee by Type: % Value Growth 2003-2008
Table 29 Coffee Company Shares 2004-2008
Table 30 Coffee Brand Shares 2005-2008
Table 31 Forecast Retail Sales of Coffee by Type: Volume 2008-2013
Table 32 Forecast Retail Sales of Coffee by Type: Value 2008-2013
Table 33 Forecast Retail Sales of Coffee by Type: % Volume Growth 2008-2013
Table 34 Forecast Retail Sales of Coffee by Type: % Value Growth 2008-2013
TEA
Headlines
Trends
Competitive Landscape
Prospects
Sector Data
Table 35 Fruit/Herbal Tea by Type: % Off-trade Volume 2007-2008
Table 36 Retail Sales of Tea by Subsector: Volume 2003-2008
Table 37 Retail Sales of Tea by Subsector: Value 2003-2008
Table 38 Retail Sales of Tea by Subsector: % Volume Growth 2003-2008
Table 39 Retail Sales of Tea by Subsector: % Value Growth 2003-2008
Table 40 Tea Company Shares 2004-2008
Table 41 Tea Brand Shares 2005-2008
Table 42 Forecast Retail Sales of Tea by Subsector: Volume 2008-2013
Table 43 Forecast Retail Sales of Tea by Subsector: Value 2008-2013
Table 44 Forecast Retail Sales of Tea by Subsector: % Volume Growth 2008-2013
Table 45 Forecast Retail Sales of Tea by Subsector: % Value Growth 2008-2013
OTHER HOT DRINKS
Headlines
Trends
Competitive Landscape
Prospects
Sector Data
Table 46 Retail Sales of Other Hot Drinks by Subsector: Volume 2003-2008
Table 47 Retail Sales of Other Hot Drinks by Subsector: Value 2003-2008
Table 48 Retail Sales of Other Hot Drinks by Subsector: % Volume Growth 2003-2008
Table 49 Retail Sales of Other Hot Drinks by Subsector: % Value Growth 2003-2008
Table 50 Other Hot Drinks Company Shares 2004-2008
Table 51 Other Hot Drinks Brand Shares 2005-2008
Table 52 Forecast Retail Sales of Other Hot Drinks by Subsector: Volume 2008-2013
Table 53 Forecast Retail Sales of Other Hot Drinks by Subsector: Value 2008-2013
Table 54 Forecast Retail Sales of Other Hot Drinks by Subsector: % Volume Growth 2008-2013
Table 55 Forecast Retail Sales of Other Hot Drinks by Subsector: % Value Growth 2008-2013
AGRICOLA CAFETALERA BUENA VISTA SA
Strategic Direction
Key Facts
Summary 2 Agricola Cafetalera Buena Vista SA: Key Facts
Company Background
Production
Competitive Positioning
HANSA LTDA
Strategic Direction
Key Facts
Summary 3 Hansa Ltda: Key Facts
Summary 4 Hansa Ltda: Operational Indicators
Company Background
Production
Competitive Positioning
Summary 5 Hansa Ltda: Competitive Position 2008