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Country Report

Hot Drinks in Georgia

Apr 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Sales approach pre-crisis levels

The global economic crisis has negatively affected sales of all non-alcoholic drinks. However, whilst the hot summer helped to boost soft drinks sales, this had no impact, or even slightly negatively affected, hot drinks sales. As a result, soft drinks sales have already reached and exceeded pre-crisis levels whilst hot drinks sales are still below the level recorded in 2008.

Growing share of local tea sales

The long-term efforts of Georgian company Geoplant have at last began to bear fruit. This company has a long history of tea production in Georgia but exports almost all of the tea it produces, with only a small share being sold in Georgia. However, this situation is now changing, with the company’s Gurieli brand increasing in popularity amongst consumers. In addition, other local producers such as Agrofirm Kobuleti and Imedi are also increasing their level of activity. As a result, the sales share of Georgian tea increased significantly in both volume and value terms in 2011.

Increased competition in medium price segment

Ten years ago, the market leader in coffee in Georgia was the Pelé brand, the main asset of which was its low price in comparison with other major players. However, over the past ten years the situation has gradually changed. Competitors of Pelé have slightly reduced their prices while Pelé increased its prices towards those of competitors. As a result, all players have moved towards the medium price segment. Pelé no longer has a price advantage and Jacobs, Nescafé and Tchibo are superior in quality to Pelé. In addition, advertising support for all these brands is also very active. This situation is similar to that within tea and other hot drinks.

Growth in supermarket sales

Supermarkets and hypermarkets have only recently appeared in Georgia (over last 10-15 years) and offer higher standards and quality products. At first, prices were higher in these outlets than in independent small grocers. However, price difference gradually levelled off and even supermarkets now often offer products which are cheaper than those in other channels. In addition, the number of supermarkets in Georgia is increasing while the number of independent small grocers is falling. This is resulting in an increase in sales within supermarkets at the expense of other channels.

Increased sales growth after crisis

In general, hot drinks is a very traditional area in Georgia and is characterised by slow growth. However, over the next five years, growth is expected to be above average. After declining over the review period, tea sales will increase over the coming years whilst demand for instant coffee and other hot drinks will continue to rise. However, it should be noted that the overall sales share of other hot drinks will remain very limited.


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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.

Table of Contents

Table of Contents

Hot Drinks in Georgia - Industry Overview

EXECUTIVE SUMMARY

Sales approach pre-crisis levels

Growing share of local tea sales

Increased competition in medium price segment

Growth in supermarket sales

Increased sales growth after crisis

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 Imports of Hot Drinks by Category 2006-2011

SOURCES

  • Summary 1 Research Sources

Hot Drinks in Georgia - Company Profiles

Geoplant Ltd in Hot Drinks (Georgia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Geoplant Ltd: Competitive Position 2011

Kanti Ltd in Hot Drinks (Georgia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

COMPETITIVE POSITIONING

Coffee in Georgia - Category Analysis

HEADLINES

TRENDS

  • Ten years ago, the leading coffee brand in Georgia was Pelé, the main advantage of which was its cheap price compared to other major players. However, over the past ten years the situation has changed gradually. Competitors of Pelé slightly lowered prices while Pelé increased prices to the level of competitors. As a result, all players have moved towards the medium price segment. Pelé no longer has a price advantage and Jacobs, Nescafé and Tchibo offer superior quality and receive stronger advertising support.

COMPETITIVE LANDSCAPE

  • Kraft Foods ranked first within coffee in 2011, recording a retail value share of 26% due to the popularity of its Jacobs and Carte Noire brands, and was followed by Nestlé (18%), which offers its Nescafé brand. Tchibo, which offers its Tchibo brand, ranked third with a retail value share of 13%. Kraft Foods’ success can be attributed to strong distribution, active advertising and, of course, the offering of high-quality products. Cacique de Café Solúvel, which offers the Pelé brand, ranked fourth with a retail value share of 12%. These four manufacturers dominate coffee sales in Georgia.

PROSPECTS

  • The shift towards instant coffee at the expense of fresh coffee will continue over the coming years. Instant coffee continues to gradually increase in popularity amongst Georgian 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 Georgia - Category Analysis

HEADLINES

TRENDS

  • In 2011, for the first time in many years, Nesquik lost its leading position within other hot drinks due to a number of reasons. Firstly, small packages of MacChocolate (25g) are increasing in popularity amongst price sensitive consumers. Secondly, whilst Nesquik is basically aimed only at children, MacChocolate is popular among both children and adults. Thirdly, the distribution of MacChocolate, thanks to its small packaging, is somewhat broader than that of Nesquik. For example, in addition to supermarkets, MacChocolate can also be purchased in small kiosks. Despite the fact that, at the end of 2011, Nesquik increased advertising and branding support for its brands, MacChocolate retained its leadership within the area.

COMPETITIVE LANDSCAPE

  • The leading player within other hot drinks in 2011 was Future Enterprises, which recorded a retail value share of 29% as a result of the popularity of its MacChocolate brand. Nestlé, which offers Nesquik, ranked second with a retail value share of 28% and was followed by Krasny Oktyabr MKF (15%), which offers the Zolotoy Yarlyk brand. In 2011, there was a change in leadership within the area, with Nestlé, which led the area for many years, ranking second. Both players and their brands will find it very difficult to compete, especially as the area is so small and consumer demand is low.

PROSPECTS

  • Over the next few years, there will be a struggle for leadership between Nestlé and Future Enterprises (Nestlé is unlikely to accept the loss of its number one position). This should positively affect the consumption of other hot drinks as it will keep prices down and increase product availability.

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 Georgia - Category Analysis

HEADLINES

TRENDS

  • The long-term efforts of Georgian company Geoplant at last began to bear fruit in 2011. Whilst this company has a long history of tea production in Georgia, it traditionally exported almost all of the tea it produced. However, this situation is now changing, with the company’s Gurieli brand gaining popularity among consumers. In 2011, the brand was steadily gaining popularity. In addition, other local producers Agrofirm Kobuleti and Imedi also became more active during the year.

COMPETITIVE LANDSCAPE

  • Unilever led tea sales in 2010, recording a retail value share of 25% as a result of the popularity of its Lipton brand. In second position with 18% was Ahmad Tea, which offers the Ahmad brand, which was followed by Suntea Group International, which recorded a retail value share of 12% and offers the Mariam and Final brands. These three leading players have been present for many years and have strong positions within the area. Although Georgian players made considerable efforts to revitalise local tea consumption and manufacturing in 2010 and 2011, they will find it difficult to compete with popular imported brands as they have neither a price nor quality advantage.

PROSPECTS

  • Tea consumption in Georgia is gradually entering a stable period, with the area projected to record slow but steady annual total volume growth of around 2% over the forecast period.

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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