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Country Report

Hot Drinks in Colombia

Feb 2011

Price: $1,900

About this Report

About this Report

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Overview

Discover the latest market trends and uncover sources of future market growth for the Hot Drinks industry in Colombia with research from Euromonitor's team of in-country analysts.

Find hidden opportunities in the most current research data available, understand competitive threats with our detailed market analysis, and plan your corporate strategy with our expert qualitative analysis and growth projections.

If you're in the Hot Drinks industry in Colombia, our research will save you time and money while empowering you to make informed, profitable decisions.

When you purchase this report, you also get the data and the content from these category reports in Colombia for free:

The Hot Drinks in Colombia market research report includes:

  • Analysis of key supply-side and demand trends
  • Detailed segmentation of international and local products
  • Historic volumes and values, company and brand market shares
  • Five year forecasts of market trends and market growth  
  • Robust and transparent market research methodology, conducted in-country

Our market research reports answer questions such as:

  • What is the market size of Hot Drinks in Colombia?
  • What are the major brands in Colombia?
  • How has an increasing desire for heart healthy or fiber-added drinks affected the hot drinks industry in Colombia?
  • Are manufacturers changing packaging sizes and formats to fit an on-the-go lifestyle?
  • How have changing demographics (for example an aging population) affected the hot drinks market in Colombia?

Why buy this report?

  • Gain competitive intelligence about market leaders
  • Track key industry trends, opportunities and threats
  • Inform your marketing, brand, strategy and market development, sales and supply functions

This industry report originates from Passport, our Hot Drinks market research database.

Sample Analysis

EXECUTIVE SUMMARY

Dynamism in 2010

Hot drinks volume and value growth in 2010 was higher than the respective review period averages. The improving economic situation, recovering coffee production and consumption rates, and the rise in demand for tea and healthier beverages as a result of growing consumer health and wellness awareness contributed to this positive performance.

Companies investing in encouraging consumption of coffee and hot chocolate

During the first months of 2010, leading coffee companies along with FEDECAFE, the association of coffee growers, launched the Toma Café (Drink Coffee) campaign which aims to increase per capita consumption of coffee by 30% over the next six years. In addition, leading coffee player Cía Nacional de Chocolates launched its Vive el Chocolate campaign which aims to attract consumers by highlighting the health and stress relieving benefits of regular chocolate consumption. The campaign is aimed towards consumers, health professionals, and on-trade operators.

Domestic companies continue to lead hot drinks sales

Domestic companies performed well during 2010 within all three soft drinks areas. Industria Colombiana de Café continued to lead coffee sales due to the popularity of its Sello Rojo and Colcafé brands and the recently introduced premium Matiz range. In addition, Procafecol, which produces the Juan Valdez range, recorded impressive retail value growth in 2010 by strengthening its position amongst large retailers, with the company leading supermarket/hypermarket sales. Jaibel and Agrícola Himalaya are the leading tea producers in Colombia whilst other hot drinks is led by Cía Nacional de Chocolates and Casa Luker. The offering of a wide range of products that suit the needs of consumers in all income groups has allowed local companies to maintain and consolidate their strong positions.

Rapidly increasing on-trade sales

With regard to distribution, the off-trade channel continues to account for the majority of coffee and other hot drinks volume sales. However, during the review period, on-trade growth was substantially higher than off-trade growth. The expansion of specialist coffee shops, introduction of specialised coffee menus by restaurants, and the growing popularity of brunch and breakfast offerings has helped to fuel the good performance of on-trade players in recent years. There have been no significant changes with regard to the distribution of hot drinks, with the main channels remaining supermarkets/hypermarkets and small independent stores.

Optimistic hot drinks growth prospects

Sales within all three hot drinks areas are expected to increase more rapidly over the forecast period than during the review period. Campaigns encouraging consumption of coffee and chocolate and rising demand for tea as a result of increasing consumer health and wellness awareness will fuel expansion over the coming years. However, the fact that the Colombian economy recovered rapidly in 2010 following the economic downturn in 2009 has resulted in some consumers questioning whether the current boom is a passing fad or can be sustained in the long run, especially given fears over unemployment, the devaluation of the Colombian Peso, rising interest rates, and declining household disposable incomes.

Table of Contents

Table of Contents

Hot Drinks in Colombia - Industry Overview

EXECUTIVE SUMMARY

Dynamism in 2010

Companies investing in encouraging consumption of coffee and hot chocolate

Domestic companies continue to lead hot drinks sales

Rapidly increasing on-trade sales

Optimistic hot drinks growth prospects

KEY TRENDS AND DEVELOPMENTS

Colombia and the digital revolution

On-trade growth higher than that within retail channels

Expenditure increasing rapidly amongst lower income consumers

Low long-term inflation targets

Increasing importance of social responsibility

MARKET DATA

  • Table 1 Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2005-2010
  • Table 2 Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2005-2010
  • Table 3 Retail Sales of Hot Drinks by Category: Volume 2005-2010
  • Table 4 Retail Sales of Hot Drinks by Category: Value 2005-2010
  • Table 5 Retail Sales of Hot Drinks by Category: % Volume Growth 2005-2010
  • Table 6 Retail Sales of Hot Drinks by Category: % Value Growth 2005-2010
  • Table 7 Foodservice Sales of Hot Drinks by Category: Volume 2005-2010
  • Table 8 Foodservice Sales of Hot Drinks by Category: % Volume Growth 2005-2010
  • Table 9 Total Sales of Hot Drinks by Category: Total Volume 2005-2010
  • Table 10 Total Sales of Hot Drinks by Category: % Total Volume Growth 2005-2010
  • Table 11 Hot Drinks Company Shares by Retail Value 2006-2010
  • Table 12 Hot Drinks Brand Shares by Retail Value 2007-2010
  • Table 13 Penetration of Private Label by Category 2005-2010
  • Table 14 Sales of Hot Drinks by Distribution Format: % Analysis 2005-2010
  • Table 15 Sales of Hot Drinks by Category and Distribution Format: % Analysis 2010
  • Table 16 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2010-2015
  • Table 17 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2010-2015
  • Table 18 Forecast Retail Sales of Hot Drinks by Category: Volume 2010-2015
  • Table 19 Forecast Retail Sales of Hot Drinks by Category: Value 2010-2015
  • Table 20 Forecast Retail Sales of Hot Drinks by Category: % Volume Growth 2010-2015
  • Table 21 Forecast Retail Sales of Hot Drinks by Category: % Value Growth 2010-2015
  • Table 22 Forecast Foodservice Sales of Hot Drinks by Category: Volume 2010-2015
  • Table 23 Forecast Foodservice Sales of Hot Drinks by Category: % Volume Growth 2010-2015
  • Table 24 Forecast Total Sales of Hot Drinks by Category: Total Volume 2010-2015
  • Table 25 Forecast Total Sales of Hot Drinks by Category: % Total Volume Growth 2010-2015

APPENDIX

Production/Import/Export Data

  • Table 26 Production/Exports of Coffee 2001-2009

DEFINITIONS

  • Summary 1 Research Sources

Hot Drinks in Colombia - Company Profiles

Casa Luker SA - Hot Drinks - Colombia

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 4 Casa Luker SA: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 5 Casa Luker SA: Competitive Position 2010

Cía Nacional de Chocolates SA - Hot Drinks - Colombia

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 8 Cía Nacional de Chocolates SA: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 9 Cía Nacional de Chocolates SA: Competitive Position 2010

Fedecafé Federación Nacional de Cafeteros de Colombia - Hot Drinks - Colombia

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 12 Fedecafé Federación Nacional de Cafeteros de Colombia: Production Statistics 2008

COMPETITIVE POSITIONING

  • Summary 13 Fedecafé Federación Nacional de Cafeteros de Colombia: Competitive Position 2010
  • Summary 14 Procafecol SA: Competitive Position 2010

Industria Colombiana de Café SA (Colcafé) - Hot Drinks - Colombia

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 17 Industria Colombiana de Café SA (Colcafé): Competitive Position 2010

Coffee in Colombia - Category Analysis

HEADLINES

TRENDS

  • Although total coffee volume sales declined in Colombia over the review period, they increased in 2010. Consumers are increasingly shifting away from traditional coffee towards high quality and speciality coffees that offer different and stronger flavours. Figures from FEDECAFE show that sales of speciality coffee increased from 12,540 tonnes in 2002 to 59,340 tonnes in 2009. In addition, according to Kantar World Panel, quality coffee volume sales grew by 38% in the first semester of 2010 compared with the same period in 2009. This premiumisation trend is resulting in the introduction of a growing number of innovative products.

COMPETITIVE LANDSCAPE

  • Industria Colombia de Café continued to lead coffee sales in 2010, recording a retail value share of 31% due to the popularity of its Sello Rojo and Colcafé brands and the recently introduced premium Matiz range. The company’s success can also be attributed to the fact that its portfolio caters towards the needs of consumers within all income groups. Colcafé increased in popularity in 2010 due to the success of the ‘Colcafé te consiente’ advertising campaign.

PROSPECTS

  • The efforts of FEDECAFE and coffee producers to encourage consumption via the Toma café campaign are expected to prove successful over the forecast period. Coffee’s respective projected forecast period retail volume and constant retail value CAGRs of 4% and 6% represent a major increase upon the corresponding averages during the review period when consumption declined due to falling demand amongst younger consumers and a drop in production.

CATEGORY DATA

  • Table 27 Retail Sales of Coffee by Category: Volume 2005-2010
  • Table 28 Retail Sales of Coffee by Category: Value 2005-2010
  • Table 29 Retail Sales of Coffee by Category: % Volume Growth 2005-2010
  • Table 30 Retail Sales of Coffee by Category: % Value Growth 2005-2010
  • Table 31 Fresh Ground Coffee: Standard Vs Pods 2005-2010
  • Table 32 Coffee Company Shares by Retail Value 2006-2010
  • Table 33 Coffee Brand Shares by Retail Value 2007-2010
  • Table 34 Forecast Retail Sales of Coffee by Category: Volume 2010-2015
  • Table 35 Forecast Retail Sales of Coffee by Category: Value 2010-2015
  • Table 36 Forecast Retail Sales of Coffee by Category: % Volume Growth 2010-2015
  • Table 37 Forecast Retail Sales of Coffee by Category: % Value Growth 2010-2015
  • Table 38 Fresh Ground Coffee: Forecast Standard Vs Pods 2010-2015
  • Table 39 Coffee Machine Sales: 2005-2010

Other Hot Drinks in Colombia - Category Analysis

HEADLINES

TRENDS

  • There are currently no official statistics regarding per capita consumption of other hot drinks in Colombia. However, according to Euromonitor International estimates, average annual per capita consumption was 240 cups in 2010 – a figure which is in-line with estimates from 2005. Chocolate-based flavoured powder drinks dominates the area, accounting for some 84% of total volume sales in 2010 – a two percentage point decline upon 2005 that can be attributed to the growing popularity of cheaper substitutes, a lack of innovation, and the fact that such products are increasingly perceived as being fattening and the cause of acne and headaches. However, in 2010 leading producer Cía Nacional de Chocolates launched its Vive el Chocolate campaign in order to encourage consumption and which aims to attract consumers by highlighting how regular consumption of the company’s products can provide health benefits and reduce stress. The campaign is aimed to consumers, health professionals, and on-trade operators.

COMPETITIVE LANDSCAPE

  • Cía Nacional de Chocolates led other hot drinks sales in 2010, recording a retail value share of 46%, and was followed by Casa Luker (22%). As part of Grupo Nacional de Chocolates, Cía Nacional de Chocolates enjoys solid positioning and the company recorded a slight rise in retail value share in 2010 thanks to increased investment in promotional and advertising activities and the creation of Cordialisa Colombia, the group’s logistics platform which is responsible for the retailing and distribution of products like chocolate, coffee, pasta, and biscuits. In addition, the introduction of new products like the enriched Corona and ChocoRico, a powder cocoa product, also helped to improve performance.

PROSPECTS

  • Other hot drinks’ respective projected forecast period retail volume and constant retail value CAGRs of 2% and 3% are higher than the corresponding review period figures, with sales expected to be fuelled by the improving economy and increased advertising.

CATEGORY DATA

  • Table 40 Retail Sales of Other Hot Drinks by Category: Volume 2005-2010
  • Table 41 Retail Sales of Other Hot Drinks by Category: Value 2005-2010
  • Table 42 Retail Sales of Other Hot Drinks by Category: % Volume Growth 2005-2010
  • Table 43 Retail Sales of Other Hot Drinks by Category: % Value Growth 2005-2010
  • Table 44 Other Hot Drinks: Standard Vs Pods 2005-2010
  • Table 45 Other Hot Drinks Company Shares by Retail Value 2006-2010
  • Table 46 Other Hot Drinks Brand Shares by Retail Value 2007-2010
  • Table 47 Forecast Retail Sales of Other Hot Drinks by Category: Volume 2010-2015
  • Table 48 Forecast Retail Sales of Other Hot Drinks by Category: Value 2010-2015
  • Table 49 Forecast Retail Sales of Other Hot Drinks by Category: % Volume Growth 2010-2015
  • Table 50 Forecast Retail Sales of Other Hot Drinks by Category: % Value Growth 2010-2015
  • Table 51 Other Hot Drinks: Forecast Standard Vs Pods 2010-2015

Tea in Colombia - Category Analysis

HEADLINES

TRENDS

  • Although actual slimming tea sales in Colombia are unknown, a growing number of such products are being introduced in supermarkets, health food stores, and via TV and direct sellers. According to company sources, Jaibel’s recently launched En línea brand, which is available within large retailers, has been successful and accounts for a significant share of the company’s overall sales. In addition, other direct sellers such as Viseé also offer beauty and personal care products. However, it should be noted that informal retailers that sell fake products represent a threat to tea producers.

COMPETITIVE LANDSCAPE

  • Jaibel and Agrícola Himalaya are the leading tea producers in Colombia. Jaibel leads sales within fruit/herbal teas, accounting for 58% of retail value sales in 2010, whilst Agrícola Himalaya, which produces the Hindú brand, ranked first within black tea with a retail value share of 55%. Both companies are renowned for their commitment to innovation and the high quality of their products. Jaibel and Agrícola Himalaya recorded an increase in sales during 2010, with demand being boosted by the introduction of new healthier products.

PROSPECTS

  • Tea forecast period growth will be higher than that recorded during the review period, with retail volume and constant retail value sales projected to increase at average annual rates of 5% and 6%. Demand over the coming years will be boosted by increasing availability within large retailers, the introduction of new innovative products and flavours, and rising consumer health awareness.

CATEGORY DATA

  • Table 52 Retail Sales of Tea by Category: Volume 2005-2010
  • Table 53 Retail Sales of Tea by Category: Value 2005-2010
  • Table 54 Retail Sales of Tea by Category: % Volume Growth 2005-2010
  • Table 55 Retail Sales of Tea by Category: % Value Growth 2005-2010
  • Table 56 Tea: Standard Vs Pods 2005-2010
  • Table 57 Tea Company Shares by Retail Value 2006-2010
  • Table 58 Tea Brand Shares by Retail Value 2007-2010
  • Table 59 Forecast Retail Sales of Tea by Category: Volume 2010-2015
  • Table 60 Forecast Retail Sales of Tea by Category: Value 2010-2015
  • Table 61 Forecast Retail Sales of Tea by Category: % Volume Growth 2010-2015
  • Table 62 Forecast Retail Sales of Tea by Category: % Value Growth 2010-2015
  • Table 63 Tea: Forecast Standard Vs Pods 2010-2015

Segmentation

Segmentation

This market research report includes the following:

  • Hot Drinks
    • Coffee
      • Fresh Coffee
        • Fresh Coffee Beans
          • Fresh Ground Coffee
          • Instant Coffee
            • Instant Standard Coffee
            • Instant Decaffeinated Coffee
        • Tea
          • Black Tea
            • Black Standard Tea
              • Loose Black Standard Tea
              • Tea Bags Black Standard
            • Black Speciality Tea
              • Loose Black Speciality Tea
              • Tea Bags Black Speciality
          • Fruit/Herbal Tea
          • Green Tea
          • Instant Tea
          • Other Tea
        • Other Hot Drinks
          • Flavoured Powder Drinks
            • Chocolate-based Flavoured Powder Drinks
            • Malt-based Hot Drinks
            • Non-Chocolate-based Flavoured Powder Drinks
          • Other Plant-based Hot Drinks

      Statistics Included

      Statistics Included

      For each category and subcategory you will receive the following data in Excel format:

      From Passport

      • Market Sizes
      • Company Shares
      • Brand Shares
      • Distribution
      • Foodservice Distribution
      • In-1s Instant Coffee
      • Off-trade vs On-trade
      • Pricing
      • Products by Ingredient
      • Products by Ingredient
      • Standard vs Pods

      Market size details:

      • Retail Volume
      • Retail Volume % growth
      • Retail Volume per capita
      • Foodservice Volume
      • Foodservice Volume % growth
      • Foodservice Volume per capita
      • Total Volume
      • Total Volume % growth
      • Total Volume per capita
      • Retail Value retail selling price % growth
      • Retail Value retail selling price local currency, USD, EUR, GBP, CHF, JPY
      • Retail Value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
      • Retail Value retail selling price real (constant 2008) Prices % growth
      • Retail Value retail selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
      • Retail Value retail selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
      • Retail Value manufacturer selling price % growth
      • Retail Value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
      • Retail Value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
      • Retail Value manufacturer selling price real (constant 2008) Prices % growth
      • Retail Value manufacturer selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
      • Retail Value manufacturer selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
      • Retail RTD volume
      • Retail RTD volume % growth
      • Retail RTD volume per capita
      • Foodservice RTD volume
      • Foodservice RTD volume % growth
      • Foodservice RTD volume per capita
      • Total RTD volume
      • Total RTD volume % growth
      • Total RTD volume per capita
      • Retail Cups Volume
      • Retail Cups Volume % growth
      • Retail Cups Volume per capita
      • Foodservice Cups Volume
      • Foodservice Cups Volume % growth
      • Foodservice Cups Volume per capita
      • Total Cups Volume
      • Total Cups Volume % growth
      • Total Cups Volume per capita
      • Retail Value retail selling price Nominal (Current) Prices % growth
      • Retail Value retail selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
      • Retail Value retail selling price Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
      • Retail Value manufacturer selling price Nominal (Current) Prices % growth
      • Retail Value manufacturer selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
      • Retail Value manufacturer selling price Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY

      Methodology

      Methodology

      Global insight and local knowledge

      With 40 years’ experience of developed and emerging markets, Euromonitor International’s research method is built on a unique combination of specialist industry knowledge and in-country research expertise.

      This approach is what enables us to achieve our goal of building a market consensus view of size, shape and trends across the full distribution universe of each category. We factor in whichever channels are relevant, from large-scale grocery to direct sellers, from discount stores to local mom-and-pop outlets.

      Industry specialists

      Each industry we cover is managed by an Industry Manager and team of Industry Analysts who research and report on their specialist categories all year round.

      Our collaborative approach to research means that these industry teams are in constant dialogue with industry players and opinion formers. The planning of our research programmes reflects latest market trends and industry events. In completing each update project, this provides invaluable input to the testing, review and finalisation of our data.

      The specialist in-house teams bring together findings from all stages of the annual research process. They work closely with in-country analysts, assess and challenge data and exercise final editorial control over the publication of new data and analysis.

      Country and regional analysts

      Our in-country analyst network is managed by country and regional analysts in our offices around the world. Working closely with each in-country team, the regional research management team ensures that all country researchers are well schooled in best practices, from the information collected in store checks, to the dialogue we build in trade surveys. Our country analysts ensure that national reports explain the data trends and provide clear insights into the local market’s dynamics.

      In-country research network

      To deliver fresh insights every year in countries all around the world, we believe the strongest approach is to use analysts on the ground. They bring fluency in local language, physical proximity to the best sources, an ability to engage directly with local industry contacts, and an awareness of how the products and services we study are advertised, sold and consumed. These are essential parts of our ability to report incisively on these markets.

      Research Methodology

      Our research methods

      Each Euromonitor International industry report is based on a core set of research techniques:

      Desk research

      With industry events, corporate activity, trends and new product introductions tracked year round by our industry team, desk research provides a starting point for the in-country research programme. Our in-country researchers will access the following sources:

      • National statistics offices governmental and official sources
      • National and international trade press
      • National and international trade associations
      • Industry study groups and other semi-official sources
      • Company financials and annual reports
      • Broker reports
      • Online databases
      • The financial, business and mainstream press

      Accessing sources is only the first step. The ability to interpret and reconcile often conflicting information across multiple sources is a key aspect of the added value we provide.

      Store checks

      Store checks are an integral part of our methods for product industries. Carried out on the ground across a relevant mix of channels, the information gained provides first-hand insights into the products we are researching, specifically:

      • Place: We track products in all relevant channels, selective and mass, store and non-store
      • Product: What are innovations in products, pack sizes and formats?
      • Price: What are brand price variations across channels, how do private label’s prices compare to those of branded goods?
      • Promotion: What are marketing and merchandising trends, offers, discounts and tie-ins?

      Findings are cross-referenced with brand share data analysis. The results, combined with the findings of desk research, provide a strong basis for identifying key areas of questioning to take forward into our trade survey.

      Trade survey

      Interaction with global players at corporate HQ and regional levels is complemented by unique local data and insights from our in-country trade surveys around the world. Through the high profile of the Euromonitor International brand, we are able to talk directly to a wide range of sources and therefore inform our analysis with the knowledge and opinions of the leading operators in the market.

      Trade surveys allow us to:

      • Fill gaps in available published data per company
      • Generate a consensus view of the size, structure and strategic direction of the category
      • Access year-in-progress data where published sources are out of date
      • Evaluate the experts’ views on current trends and market developments

      In building our composite industry view, we engage with a variety of personnel in key players at all points of the supply chain: materials suppliers, manufacturers, distributors, retailers and service operators. We also interview desk research sources: industry associations; study groups; and third party observers from the trade and financial press.

      Our objective is to engage in conversation with trade sources in which we exchange ideas and views on the industry, sharing our work-in-progress findings on supply/demand dynamics and potential. This dialogue enhances both parties’ understanding of the local market. The scope and reach of our trade survey also serves to eliminate bias (intentional and unintentional) from any single source.

      Company analysis

      At a global level, our company research combines our mix of industry interaction and use of secondary sources such as annual accounts, broker reports, financial press and databases. From a data perspective, the aim is to build “top-down” estimates of major players’ total global and regional sales.

      At a country level, in line with local reporting requirements, we access annual accounts, national-specific company databases and local company websites. These are all invaluable sources as we build a view of each domestic player’s size and position within very specific categories of the industry.

      Forecasts

      Data projections and future performance analysis are key elements of Euromonitor International’s market intelligence. Working with historic trends of 15 years or more, a key aspect of our trade survey is to engage industry insider views of the next five years. Will volumes maintain their historic trend? Will price increases or falls of recent years continue, accelerate or slow down? Will increasing demand for one product cannibalise sales of another?

      Forecasts represent many of the essential conclusions we have reached about the current state of the market, how it works and how it behaves under different macro and micro conditions. Our written analysis will state the assumptions and the trade opinion behind whether our predictions are optimistic or pessimistic, so that clients can use our statistical forecasts with confidence.

      Data validation

      All data is subjected to an exhaustive review process, at country, regional and global levels.

      The interpretation and review of sources and data inputs forms a central part of the collaboration between industry teams and country researchers. Numbers are delivered to regional and global offices with an audit trail of sources and calculations to allow for a thorough evaluation of data sense and integrity.

      Upon completion of the country review phase, data is then reviewed on a comparative basis at regional and then at a global level. Comparative checks are carried out on per capita consumption and spending levels, growth rates, patterns of category and subcategory breakdowns and distribution of sales by channel. Top-down estimates are reviewed against bottom-up regional and global market and company sales totals.

      Where marked differences are seen between proximate country markets or ones at similar developmental levels, supplementary research is conducted in the relevant countries to confirm and/or amend those findings. This process ensures international comparability across the database, that consistent category and subcategory definitions have been used and that all data has been correctly tested. We make sure that possible discrepancies between different published sources have been reconciled and that our interpretation of opinion and expectation from each country’s trade sources has been applied to form a coherent international pattern.

      Market analysis

      Another integral part of all our research programmes is that all Euromonitor International data is accompanied by clear written analysis. From a research perspective, this explains and substantiates data findings. From a client perspective, this offers unique insights into local consumption trends, routes to market, brand preferences, channel dynamics and future trends.

      Our country level analysis also provides invaluable input into the ability of our central industry specialist teams to marry local insights with strategic conclusions on the direction of the market regionally and globally.

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