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Country Report

Hot Drinks in Georgia

Mar 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 Georgia 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 Georgia, 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 Georgia for free:

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

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

Hot drinks sales record growth over the review period

The global economic crisis had a significant impact on the economy in Georgia in 2010. However, several markets, such as hot drinks, did not suffer as much as expected as daily consumption of these products is traditional and well entrenched in consumer habits. As a result, both value and volume sales remained positive over the review period.

Unit prices rise in coffee

Global price rises in coffee beans in 2010 also affected prices in Georgia. However, these increases did not dramatically impact coffee sales, because coffee consumers are less price-sensitive in Georgia and continued to buy coffee, despite it becoming more expensive.

Redistribution in market share between the leading three players

As in soft drinks, the leading three players in hot drinks remained the same in 2010. However, there was a redistribution of shares: Kraft Foods dropped from second into third place with Cacique de Café Solúvel moving into second. Furthermore, the leading brand Rio Grande in fresh coffee changed distributor from Rafael Kontini to Balvari Tbilisi.

Declining sales via convenience stores and supermarkets/hypermarkets

Sales of convenience stores and supermarkets/hypermarkets declined in 2010 with consumers switching to independent small grocers. The economic downturn stimulated consumers into switching to lower cost channels. Supermarkets/hypermarkets and convenience stores have only recently appeared in Georgia and offer higher standards, quality products and therefore higher unit prices than independent small grocers. Independent small grocers are more widespread, have a long-standing presence and can compete with lower prices. They are also widening their choice of assortment and their convenient locations are also helping this channel to increase its sales.

Lower constant value growth of hot drinks anticipated over the forecast period

While 2010 was a successful year for soft drinks, due to a very hot summer during which time sales grew significantly, sales are expected to return to normal levels over the forecast period. However, in terms of hot drinks, it is an already saturated market with a far deeper and more entrenched consumption culture. For instance, tea has been produced in bulk in Georgia for many decades and as coffee has already achieved high growth rates historically, the overall market is expected to record low growth rates over the forecast period, especially in constant value terms compared to the previous five years.

Table of Contents

Table of Contents

Hot Drinks in Georgia - Industry Overview

EXECUTIVE SUMMARY

Hot drinks sales record growth over the review period

Unit prices rise in coffee

Redistribution in market share between the leading three players

Declining sales via convenience stores and supermarkets/hypermarkets

Lower constant value growth of hot drinks anticipated over the forecast period

MARKET INDICATORS

  • 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 Retail Sales of Hot Drinks by Distribution Format: % Analysis 2005-2010
  • 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 2010-2015
  • Table 16 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2010-2015
  • Table 17 Forecast Retail Sales of Hot Drinks by Category: Volume 2010-2015
  • Table 18 Forecast Retail Sales of Hot Drinks by Category: Value 2010-2015
  • Table 19 Forecast Retail Sales of Hot Drinks by Category: % Volume Growth 2010-2015
  • Table 20 Forecast Retail Sales of Hot Drinks by Category: % Value Growth 2010-2015
  • Table 21 Forecast Foodservice Sales of Hot Drinks by Category: Volume 2010-2015
  • Table 22 Forecast Foodservice Sales of Hot Drinks by Category: % Volume Growth 2010-2015
  • Table 23 Forecast Total Sales of Hot Drinks by Category: Total Volume 2010-2015
  • Table 24 Forecast Total Sales of Hot Drinks by Category: % Total Volume Growth 2010-2015

APPENDIX

Production/Import/Export Data

  • Table 25 Imports of Hot Drinks by Sector 2005-2010

DEFINITIONS

  • Summary 1 Research Sources

Hot Drinks in Georgia - Company Profiles

Grand Ltd - Hot Drinks - Georgia

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

Sami Ltd - Hot Drinks - Georgia

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

Coffee in Georgia - Category Analysis

HEADLINES

TRENDS

  • In a continuation of the review period, instant coffee was the best-selling coffee category in 2010 with price fluctuating between GEL2 and GEL5. Despite the price growth, sales increased during the year, especially during the winter season. Apart from rising global prices, consumers also switched to smaller pack sizes which lifted prices even further. Coffee is a traditional product in Georgia therefore neither the economic downturn nor price growth had a dramatic impact on demand. Moreover, consumers have gradually expressed an interest in more expensive types of coffee, such as espresso, as well as tea categories.

COMPETITIVE LANDSCAPE

  • Nestlé ranked first in 2010 with its Nescafé brand, holding a 21% value share, followed by Cia Cacique de Café Solúvel with the Pelé brand on 14%. Kraft Foods ranked third on 14% with its Jacobs brand. Pelé had been the leading brand in terms of volume sales until 2010 when its price rose to the same level as that of Nescafé, thereby eroding its key differentiator. As such, consumers switched to Nescafé, preferring it for its quality, persuaded also by Nescafé’s strong advertising support and distribution.

PROSPECTS

  • Total volume sales of coffee are expected to rise by a CAGR of 3% over the forecast period, to reach 5,844 tonnes in 2015. In fact growth of coffee sales will be marginal and gradual as coffee is a mature and highly developed category within the hot drinks market.

CATEGORY DATA

  • Table 26 Coffee Machine Sales: 2005-2010
  • 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 Coffee Company Shares by Retail Value 2006-2010
  • Table 32 Coffee Brand Shares by Retail Value 2007-2010
  • Table 33 Forecast Retail Sales of Coffee by Category: Volume 2010-2015
  • Table 34 Forecast Retail Sales of Coffee by Category: Value 2010-2015
  • Table 35 Forecast Retail Sales of Coffee by Category: % Volume Growth 2010-2015
  • Table 36 Forecast Retail Sales of Coffee by Category: % Value Growth 2010-2015

Other Hot Drinks in Georgia - Category Analysis

HEADLINES

TRENDS

  • Other hot drinks remains a small category and its progress was further hindered by the economic downturn, making it even more difficult for players to operate successfully. Furthermore, competition from coffee and tea is also a significant factor affecting the performance of this category. In 2010, Nutrexpa which had occupied third place in other hot drinks the year before with its Paladin and Cola Cao brands, withdrew from the market. This trend in player withdrawals was characteristic of the overall category with smaller players unable to compete leaving the market to more developed and stronger companies and consequentially making the category more concentrated. Even the leading player Nestlé withdrew its Nestlé brand to order to concentrate on its major Nesquik brand.

COMPETITIVE LANDSCAPE

  • The leading player within other hot drinks in 2010 was Nestlé with an off-trade value share of 32%, achieved through its Nesquik brand. Future Enterprises ranked second with a 24% share with its MacChocolate brand, while Krasny Oktyabr followed in third place with its Zolotoy Yarlyk brand. After the withdrawal of Nutrexpa and its Paladin and Cola Cao brands, the sales of the remaining players increased, especially those of the larger companies who were able to take advantage of the situation. Also in 2010, Nestlé decided to withdraw its Nestlé brand choosing to concentrate on its other major brand Nesquik. Kraft Foods also decided to keep one brand and withdrew its Bensdorp brand in 2010. Given that these multinationals are having to make these decisions, small players and their brands will find it very difficult to compete, especially as the category is so small and consumer demand so low.

PROSPECTS

  • Consumer interest in 2-in-1 and 3-in-1 drinks will increase along with sales of smaller pack sizes stimulated by price growth. The biggest sellers in 2-in-1 and 3-in-1 will be cacao and sugar, or cacao, milk and sugar.

CATEGORY DATA

  • Table 37 Retail Sales of Other Hot Drinks by Category: Volume 2005-2010
  • Table 38 Retail Sales of Other Hot Drinks by Category: Value 2005-2010
  • Table 39 Retail Sales of Other Hot Drinks by Category: % Volume Growth 2005-2010
  • Table 40 Retail Sales of Other Hot Drinks by Category: % Value Growth 2005-2010
  • Table 41 Other Hot Drinks Company Shares by Retail Value 2006-2010
  • Table 42 Other Hot Drinks Brand Shares by Retail Value 2007-2010
  • Table 43 Forecast Retail Sales of Other Hot Drinks by Category: Volume 2010-2015
  • Table 44 Forecast Retail Sales of Other Hot Drinks by Category: Value 2010-2015
  • Table 45 Forecast Retail Sales of Other Hot Drinks by Category: % Volume Growth 2010-2015
  • Table 46 Forecast Retail Sales of Other Hot Drinks by Category: % Value Growth 2010-2015

Tea in Georgia - Category Analysis

HEADLINES

TRENDS

  • Georgia produced 5,000 tonnes of tea in 2008 according to industry sources, representing a sharp nose-dive compared to the 23,000 tonnes the country produced in 2001. Under Soviet rule, according to the Statistics Department, the country produced over 500,000 tonnes of tea, serving as the world’s fourth-largest producer. However, in 2010, the performance of Georgian manufacturers improved, with many such players introducing several new brands simultaneously, while others began promoting their existing brands. It would seem that Georgian players had finally decided to use Georgian resources to their full potential. The main advantage of Georgian tea is its price/quality balance.

COMPETITIVE LANDSCAPE

  • Unilever, the leading player in tea in 2010, held a 27% off-trade value share through its Lipton brand. In second position with 21%, was Ahmad Tea with the Ahmad brand, followed in third place by Suntea on 17% via its Mariam and Final brands. These three leading players have been present for many years and they hold strong positions. Although Georgian players made considerable efforts to revitalise local tea consumption and manufacturing in 2010, they will find it difficult to compete with popular imported brands, as they have neither a price nor quality advantage.

PROSPECTS

  • As this category is fairly saturated in the country, demand has risen for more qualitative products, especially as various research studies have shown that the quality of some teas is low. As such, in the forecast period demand for more quality products will grow, especially as consumers will increasingly demand new flavours and will seek out novelties.

CATEGORY DATA

  • Table 47 Retail Sales of Tea by Category: Volume 2005-2010
  • Table 48 Retail Sales of Tea by Category: Value 2005-2010
  • Table 49 Retail Sales of Tea by Category: % Volume Growth 2005-2010
  • Table 50 Retail Sales of Tea by Category: % Value Growth 2005-2010
  • Table 51 Tea Company Shares by Retail Value 2006-2010
  • Table 52 Tea Brand Shares by Retail Value 2007-2010
  • Table 53 Forecast Retail Sales of Tea by Category: Volume 2010-2015
  • Table 54 Forecast Retail Sales of Tea by Category: Value 2010-2015
  • Table 55 Forecast Retail Sales of Tea by Category: % Volume Growth 2010-2015
  • Table 56 Forecast Retail Sales of Tea by Category: % Value Growth 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 1997-2015
      • Company shares 2000-2010
      • Brand shares 2000-2010
      • Distribution
      • Foodservice distribution 1997-2010
      • In-1s instant coffee 2007-2010
      • Off-trade vs on-trade 1997-2015
      • Pricing 2010
      • Products by ingredient 1998-2015
      • Products by ingredient 1998-2015

      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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