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Country Report

Hot Drinks in Costa Rica

Mar 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Increasing commodity prices put pressure on profits

In 2011, domestic hot drinks manufacturers were pressured by on-going increases in the price of coffee, sugar and cocoa in international commodities markets. This resulted in most companies seeing reduced profit margins, as they remained cautious of introducing significant price increases, while attempting to maintain demand growth levels.

Local consumers demand more functional properties in hot drinks

A clear trend towards the development of healthier hot drinks alternatives emerged over the review period, which should strengthen further over the coming years, particularly in tea and other hot drinks. The need to incorporate added-value features and functional ingredients to satisfy consumer demand for healthier products is likely to result in most players introducing new products over the forecast period.

Local players take action to defend their leading position

The entrance of more international brands, as a consequence of the free trade agreements entered into by the government, resulted in local manufacturers, such as Manza Té and Mondaisa, improving the quality of their products, increasing their offering of functional products and moving to reinforce the positioning of their brands among local consumers. Meanwhile, an increasing number of coffee producers continued to add value to their products through the introduction of gourmet brands, intended to meet the demand of niche consumers in Costa Rica, as well as abroad.

On-trade sales continue to see the most dynamic growth

The recovery of tourist arrivals to Costa Rica in 2011, in addition to the growing trend of visiting cafés among local and younger consumers, helped foodservice to again see faster volume sales growth than retail in 2011. The high unit prices of hot drinks through restaurants and cafés ensured that local companies, such as Grupo Britt, remained interested in promoting and creating brand awareness through the on-trade channel.

New products to continue incorporating added-value features

Over the forecast period, hot drinks is expected to see continued development of products containing functional ingredients. Players will continue to incorporate added-value features to their new products, in order to ensure their continued competitiveness and as a means of differentiating them from the competition. As local consumers become more health-orientated and search for alternative natural medicines, herbal and medicinal teas are likely to have a good opportunity to develop further and see increased demand among Costa Rican consumers.


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Overview

Discover the latest market trends and uncover sources of future market growth for the Hot Drinks industry in Costa Rica 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 Costa Rica, 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 Costa Rica for free:

The Hot Drinks in Costa Rica 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 Costa Rica?
  • What are the major brands in Costa Rica?
  • How has an increasing desire for heart healthy or fiber-added drinks affected the hot drinks industry in Costa Rica?
  • 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 Costa Rica?

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.

Table of Contents

Table of Contents

Hot Drinks in Costa Rica - Industry Overview

EXECUTIVE SUMMARY

Increasing commodity prices put pressure on profits

Local consumers demand more functional properties in hot drinks

Local players take action to defend their leading position

On-trade sales continue to see the most dynamic growth

New products to continue incorporating added-value features

MARKET DATA

  • Table 1 Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2006-2011
  • Table 2 Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2006-2011
  • Table 3 Retail Sales of Hot Drinks by Category: Volume 2006-2011
  • Table 4 Retail Sales of Hot Drinks by Category: Value 2006-2011
  • Table 5 Retail Sales of Hot Drinks by Category: % Volume Growth 2006-2011
  • Table 6 Retail Sales of Hot Drinks by Category: % Value Growth 2006-2011
  • Table 7 Foodservice Sales of Hot Drinks by Category: Volume 2006-2011
  • Table 8 Foodservice Sales of Hot Drinks by Category: % Volume Growth 2006-2011
  • Table 9 Total Sales of Hot Drinks by Category: Total Volume 2006-2011
  • Table 10 Total Sales of Hot Drinks by Category: % Total Volume Growth 2006-2011
  • Table 11 Hot Drinks Company Shares by Retail Value 2007-2011
  • Table 12 Hot Drinks Brand Shares by Retail Value 2008-2011
  • Table 13 Retail Sales of Hot Drinks by Distribution Format: % Analysis 2006-2011
  • Table 14 Retail Sales of Hot Drinks by Category and Distribution Format: % Analysis 2010
  • Table 15 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2011-2016
  • Table 16 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2011-2016
  • Table 17 Forecast Retail Sales of Hot Drinks by Category: Volume 2011-2016
  • Table 18 Forecast Retail Sales of Hot Drinks by Category: Value 2011-2016
  • Table 19 Forecast Retail Sales of Hot Drinks by Category: % Volume Growth 2011-2016
  • Table 20 Forecast Retail Sales of Hot Drinks by Category: % Value Growth 2011-2016
  • Table 21 Forecast Foodservice Sales of Hot Drinks by Category: Volume 2011-2016
  • Table 22 Forecast Foodservice Sales of Hot Drinks by Category: % Volume Growth 2011-2016
  • Table 23 Forecast Total Sales of Hot Drinks by Category: Total Volume 2011-2016
  • Table 24 Forecast Total Sales of Hot Drinks by Category: % Total Volume Growth 2011-2016

APPENDIX

Production/Import/Export Data

  • Table 25 Production/Imports/Exports/Apparent Consumption of Hot Drinks by Category 2008-2010

SOURCES

  • Summary 1 Research Sources

Hot Drinks in Costa Rica - Company Profiles

Grupo Café Britt SA in Hot Drinks (Costa Rica)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 3 Grupo Café Britt SA: Competitive Position 2011

Manza Té SA in Hot Drinks (Costa Rica)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 5 Manza Té SA: Competitive Position 2011

Coffee in Costa Rica - Category Analysis

HEADLINES

TRENDS

  • A significant increase in global demand for coffee, which mainly driven by the emergent BRIC economies, resulted in coffee prices rising significantly in 2011. This resulted in Costa Rican roasting companies paying close to 50% more for mature coffee beans to local producers. The good prices that coffee achieved in international markets, incentivised producers to try to sell their products abroad, where better prices were attainable. This situation, coupled with the low productivity registered by most Costa Rican coffee plantations over the review period, as a consequence of poor maintenance, obligated local coffee manufacturers to increase their imports of coffee from neighbouring Central American countries, in order to meet domestic demand.

COMPETITIVE LANDSCAPE

  • Cía Numar remained the leading player in coffee in Costa Rica in 2011, in accounting for a retail value sales share of 29%. This was entirely due to the continued strong performance seen by the company’s Café 1820 brand. In 2011, the company continued to offer good quality products and accessible prices to consumers, as well enjoy the advantage of a large scale distribution system, with the company also positioned as a leading distributor of oils and fats in Costa Rica and other Central American countries. Café Rey followed on a retail value sales share of 22% in 2011. The company’s eponymous brand has a long tradition among coffee drinkers in the country, although it lost ground since the turn of the millennium, due to the continued proliferation of new coffee brands entering the country. Furthermore, the strengthening of the position of Cía Numar and its Café 1820 brand, driven by successful marketing campaigns and its strong logistics capabilities, also negatively impacted Café Rey .

PROSPECTS

  • The trend relating to high coffee prices is expected to develop further in Costa Rica over the forecast period, albeit at significantly lower rates compared to 2011. It is expected that the productivity of local coffee plantations will recover gradually over the forecast period, as producers will be incentivised to invest in the maintenance of their farms, given the good prices that coffee attracts in international markets. This is likely to mean that most of Costa Rica’s coffee production will continue to be exported to high paying markets. As such, the main local coffee producers are likely to be forced to increase the amount of coffee that they import from neighbouring countries, in order to meet the demand of Costa Rican consumers.

CATEGORY DATA

  • Table 26 Retail Sales of Coffee by Category: Volume 2006-2011
  • Table 27 Retail Sales of Coffee by Category: Value 2006-2011
  • Table 28 Retail Sales of Coffee by Category: % Volume Growth 2006-2011
  • Table 29 Retail Sales of Coffee by Category: % Value Growth 2006-2011
  • Table 30 Instant Coffee by Type: % Value Breakdown 2007-2011
  • Table 31 Coffee Company Shares by Retail Value 2007-2011
  • Table 32 Coffee Brand Shares by Retail Value 2008-2011
  • Table 33 Forecast Retail Sales of Coffee by Category: Volume 2011-2016
  • Table 34 Forecast Retail Sales of Coffee by Category: Value 2011-2016
  • Table 35 Forecast Retail Sales of Coffee by Category: % Volume Growth 2011-2016
  • Table 36 Forecast Retail Sales of Coffee by Category: % Value Growth 2011-2016

Other Hot Drinks in Costa Rica - Category Analysis

HEADLINES

TRENDS

  • In 2011, other hot drinks manufacturers were pressured by the significant increase seen in sugar and cocoa prices in international commodities markets. These two ingredients account for a great percentage of the composition of other hot drinks. Resultantly, these products became less profitable for manufacturing companies, who are expected to adjust their prices further in the not too distant future. From 2009 until the end of the review period, players attempted to keep their prices levels relatively stable, as they attempted and managed to keep a growth rate in line with review period, which was no easy task given the economic uncertainty in Costa Rica and further afield.

COMPETITIVE LANDSCAPE

  • Nestlé, with its leading Nesquik brand, remained the leading player in other hot drinks in 2011, in accounting for a retail value sales share of 71%. The Nesquik brand benefitted from top-of-mind positioning and from offering a wide variety of flavours, including chocolate, strawberry and vanilla, which remained highly popular amongst children. The Colombian company, Cía Nacional de Chocolates followed on a retail value sales share of 13%. The company’s Johnny’s brand remained popular, due to enjoying a strong base of loyal consumers that have been drinking the company’s products since they were children.

PROSPECTS

  • Over the forecast period, the performance of other hot drinks will be directly linked to manufacturers’ creativity in responding to further increases in raw material prices, such as introducing cost effective new products that can substitute existing formulas, which are mostly based on cocoa and sugar mixes. On the other hand, manufacturers are also expected to add value to their products through enhancing them with functional ingredients and health-related characteristics, which will increase their appeal to health-conscious consumers. This situation is likely to result in increasing polarisation between economy products that are affordable to most population segments and premium and health related products that are affordable only to higher income consumers.

CATEGORY DATA

  • Table 37 Retail Sales of Other Hot Drinks by Category: Volume 2006-2011
  • Table 38 Retail Sales of Other Hot Drinks by Category: Value 2006-2011
  • Table 39 Retail Sales of Other Hot Drinks by Category: % Volume Growth 2006-2011
  • Table 40 Retail Sales of Other Hot Drinks by Category: % Value Growth 2006-2011
  • Table 41 Other Hot Drinks Company Shares by Retail Value 2007-2011
  • Table 42 Other Hot Drinks Brand Shares by Retail Value 2008-2011
  • Table 43 Forecast Retail Sales of Other Hot Drinks by Category: Volume 2011-2016
  • Table 44 Forecast Retail Sales of Other Hot Drinks by Category: Value 2011-2016
  • Table 45 Forecast Retail Sales of Other Hot Drinks by Category: % Volume Growth 2011-2016
  • Table 46 Forecast Retail Sales of Other Hot Drinks by Category: % Value Growth 2011-2016

Tea in Costa Rica - Category Analysis

HEADLINES

TRENDS

  • Local consumers displayed a growing interest in natural healthy products and alternatives to coffee over the review period, which resulted in tea becoming more popular amongst Costa Rican consumers. A wide variety of tea products were available in 2011, many of which were promoted for their medicinal benefits and antioxidant properties. Furthermore, they were advertised as forming an important component of a balanced diet and as useful in combating some of the most common health conditions affecting the local population, such as gastrointestinal illnesses and metabolic disorders, such as obesity.

COMPETITIVE LANDSCAPE

  • Manza Té remained the leading player in tea in Costa Rica in 2011, in accounting for a retail value sales share of 25%. The company maintained its leadership due to its strongly positioned Manza Té brand, which comprised a wide portfolio of natural products that enjoyed wide distribution coverage. The local player, Mondaisa followed in second, on a retail value sales share of 19%. The company offered a wide variety of herbal teas that enjoyed top-of-mind positioning amongst local consumers and strong distribution coverage in most modern retailing channels. The international companies, Unilever, with its leading brand Lipton, and Kraft Foods, with the Royal Blend brand, followed on respective retail value sales shares of 12% and 7%.

PROSPECTS

  • Over the forecast period, players in tea are expected to continue introducing products with functional and value-added ingredients. As local consumers become more health-oriented and search for alternative natural medicines, herbal and medicinal tea products will have a good opportunity to see further positive development. This will be particularly true, if players effectively communicate to consumers the properties and benefits that their products offer. Furthermore, the entrance of more international brands is likely to be seen, as a result of the free trade agreements entered into by the Costa Rican government. This will result in a widening of the range of flavours and an increase in the number of products with functional properties available. This, in turn, is likely to result in more intense competition and force domestic players to be active in terms of innovation, especially in relation to the functional and organoleptic properties of their products.

CATEGORY DATA

  • Table 47 Retail Sales of Tea by Category: Volume 2006-2011
  • Table 48 Retail Sales of Tea by Category: Value 2006-2011
  • Table 49 Retail Sales of Tea by Category: % Volume Growth 2006-2011
  • Table 50 Retail Sales of Tea by Category: % Value Growth 2006-2011
  • Table 51 Tea Company Shares by Retail Value 2007-2011
  • Table 52 Tea Brand Shares by Retail Value 2008-2011
  • Table 53 Forecast Retail Sales of Tea by Category: Volume 2011-2016
  • Table 54 Forecast Retail Sales of Tea by Category: Value 2011-2016
  • Table 55 Forecast Retail Sales of Tea by Category: % Volume Growth 2011-2016
  • Table 56 Forecast Retail Sales of Tea by Category: % Value Growth 2011-2016

Segmentation

Segmentation

This market research report includes the following:

  • Hot Drinks
    • Coffee
      • Fresh Coffee
        • Fresh Coffee Beans
        • Fresh Ground Coffee
          • Fresh Ground Coffee Pods
          • Standard 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
  • Analysis by type
  • Foodservice distribution
  • Off-trade vs on-trade
  • Pricing
  • Products by ingredient
  • Products by ingredient

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 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 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

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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