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Country Report

Hot Drinks in Ireland

Jan 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 Ireland 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 Ireland, 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 Ireland for free:

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

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

Decline in tea compensated for by dynamism in coffee

There was little movement in terms of total volume sales for overall hot drinks during the review period as a whole. Coffee benefited from a growing focus on quality coffee and saw good growth at the start of the review period, maintaining slight growth even during the economic downturn. However, the growth of coffee was counterbalanced by decline in black tea sales throughout the review period. This traditionally popular drink suffered from growing competition from other hot drinks and from soft drinks. In addition, rising prices for black tea resulted in many consumers cutting back on their purchases as a result of the economic downturn.

Fresh coffee and pods benefit from demand for quality at home

Ireland became increasingly preoccupied with high quality coffee during the 2000s, with the country’s coffee culture encouraged by the spread of specialist coffee shops. During the economic downturn, many consumers however began to turn their back on coffee purchased via the on-trade in order to save money. This resulted in many investing in obtaining a better cup of coffee at home. This trend boosted sales of fresh coffee, with fresh coffee beans appealing to those who like to grind their own beans for a fresher flavour. Fresh ground coffee meanwhile benefited from widening awareness of coffee pod machines, with this trend resulting in strong sales of coffee pods. The growing household penetration of these appliances also drove strong sales for pods in tea and chocolate-based flavoured powder drinks in 2010.

Pricing challenges benefit Nestlé

The top four players in hot drinks in Ireland are multinationals Unilever, Nestlé and Kraft and domestic player Barry’s Tea. However, most of these players lost off-trade value share in 2010 over the previous year. Unilever and Barry’s Tea suffered due to their reliance on declining and increasingly expensive black standard tea, which accounts for the majority of these companies’ sales. Kraft meanwhile lost share as a result of Nestlé stepping up its price promotions in instant coffee. Nestlé recognises that consumers are increasingly price-sensitive as a result of the economic downturn and thus focused on value in 2010, gaining share in overall hot drinks as a result.

Supermarkets/hypermarkets and discounters offer value and gain share

Supermarkets/hypermarkets is the dominant distribution channel within hot drinks, with most consumers buying these products alongside their weekly shopping. Supermarkets/hypermarkets further gained share in 2010 due to the channel’s strong focus on price competition and the offer of numerous price promotions. However, consumers became increasingly prepared to shop around in search of the best value, with discounters thus seeing the strongest growth in volume sales in 2010 over the previous year.

Shift to higher-priced products in forecast period insufficient to maintain sales

There is expected to be growing interest in high-quality hot drinks during the forecast period, with a strong consumer focus on quality. This is likely to result in ongoing growth for fresh coffee beans and fresh ground coffee pods in coffee, while tea will see strong sales growth for green tea, fruit/herbal tea and pu’erh, white tea and rooibos within “other” tea. However, these growth areas are not yet large enough to compensate for ongoing decline in sales of black standard tea, with overall total volume decline thus being expected. Black standard tea is expected to suffer due to changing consumption patterns, with many seeking to drink more water and less tea during the forecast period. It will also suffer due to elevated prices and strong competition from other beverages.

Table of Contents

Table of Contents

Hot Drinks in Ireland - Industry Overview

EXECUTIVE SUMMARY

Decline in tea compensated for by dynamism in coffee

Fresh coffee and pods benefit from demand for quality at home

Pricing challenges benefit Nestlé

Supermarkets/hypermarkets and discounters offer value and gain share

Shift to higher-priced products in forecast period insufficient to maintain sales

KEY TRENDS AND DEVELOPMENTS

Economic collapse hinders sales

Economic downturn encourages emigration

Rising prices pose problems in hot drinks

Consumers seek value and convenience when shopping

Origins of hot drinks and hot drinks players under scrutiny

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

DEFINITIONS

  • Summary 1 Research Sources

Hot Drinks in Ireland - Company Profiles

Barry's Tea Ltd - Hot Drinks - Ireland

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Barry's Tea Ltd: Competitive Position 2010

Campbell Bewley Group Ltd - Hot Drinks - Ireland

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 6 Campbell Bewley Group Ltd: Competitive Position 2010

Kelkin Ltd - Hot Drinks - Ireland

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 8 Kelkin Ltd: Competitive Position 2010

Robert Roberts Ltd - Hot Drinks - Ireland

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 11 Robert Roberts Ltd: Competitive Position 2010

Coffee in Ireland - Category Analysis

HEADLINES

TRENDS

  • The 2000s was characterised by the strong growth of specialist coffee shops in Ireland, with this being driven both by leading global brands such as Starbucks and also by local companies such as Insomnia. This resulted by a burgeoning coffee culture in Ireland and a growing focus on high quality coffee. As the economic downturn hit from 2008 onwards, many consumers cut back on their spending on coffee in the on-trade as they sought to save money. However, many consumers were reluctant to compromise on quality, with consumers thus beginning to invest more time and effort into ensuring the quality of home-made coffee. This trend resulted in a shift from instant coffee to fresh coffee and also underpinned good growth in coffee pod sales.

COMPETITIVE LANDSCAPE

  • Nestlé was a strong leader in coffee in value terms in 2010, accounting for 41% off-trade value share and 33% volume share. The company’s stronger value share is partly due to the company’s focus on instant coffee rather than fresh ground coffee but was also due to the higher price of the company’s Nescafé brand in comparison to many of its competitors in instant coffee. Nescafé enjoys a degree of customer loyalty in Ireland and also benefits from its strong marketing support and wide distribution, including supermarkets/hypermarkets but also discounters and convenience stores. The brand also benefits from offering a wide range within instant coffee, including premium variants such as Nescafé Alta Rica, speciality variants such Nescafé Double Choc Mocha and mixes such as the newly-launched Nescafé 3-in-1.

PROSPECTS

  • Coffee players are expected to be faced by rising input costs at the start of the forecast period. There were poor harvests for arabica beans in Colombia and Brazil in 2010, with this result in higher global prices in 2010 and rising input costs for fresh coffee players. Similarly, poor harvests for robusta beans in Vietnam in the year may push up costs for instant coffee players, while futures trading and rising global demand could also boost prices for both arabica and robusta. Players kept price increases to a minimum at the end of the review period, thanks largely to long-term supply contracts. However, many leading players may be forced to increase prices at the start of 2011.

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 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

Other Hot Drinks in Ireland - Category Analysis

HEADLINES

TRENDS

  • Sales of “other” hot drinks was largely driven by the popularity of chocolate-based flavoured powder drinks as an affordable indulgence in 2010. While the economic downturn resulted in consumers cutting back on their expenditure in many product areas, many continued to view hot chocolate as a low-priced but affordable treat. This approach was reflected in share performances within chocolate-based flavoured powder drinks, with chocolate confectionery brand extensions performing particularly well. Cadbury's Drinking Chocolate, Masterfoods’ Galaxy Hot Chocolate and Nestlé’s Aero Hot Chocolate thus all gained share in 2010 over the previous year.

COMPETITIVE LANDSCAPE

  • Cadbury continued to be a strong leader in “other” hot drinks in 2010, accounting for almost 42% off-trade value share. The company benefits from its high profile in chocolate confectionery, with the Cadbury’s brand name offering its chocolate-based flavoured powder drinks an indulgent positioning. The company notably also uses the Cadbury’s brand name in malt-based hot drinks, where it offers Cadbury's Bournvita.

PROSPECTS

  • “Other” hot drinks is expected to strong growth for Fairtrade products during the forecast period, particularly within chocolate-based flavoured powder drinks. Cadbury’s notably launched Fairtrade Cadbury’s Dairy Milk, with this launch likely to encourage other players to follow suit. Growing interest in Fairtrade could well also benefit domestic players from elsewhere in hot drinks, with Campbell Bewley for example having a strongly ethical positioning. If this player were to launch an indulgent Fairtrade hot chocolate it could well prove successful.

CATEGORY DATA

  • Table 39 Retail Sales of Other Hot Drinks by Category: Volume 2005-2010
  • Table 40 Retail Sales of Other Hot Drinks by Category: Value 2005-2010
  • Table 41 Retail Sales of Other Hot Drinks by Category: % Volume Growth 2005-2010
  • Table 42 Retail Sales of Other Hot Drinks by Category: % Value Growth 2005-2010
  • Table 43 Other Hot Drinks: Standard Vs Pods 2005-2010
  • Table 44 Other Hot Drinks Company Shares by Retail Value 2006-2010
  • Table 45 Other Hot Drinks Brand Shares by Retail Value 2007-2010
  • Table 46 Forecast Retail Sales of Other Hot Drinks by Category: Volume 2010-2015
  • Table 47 Forecast Retail Sales of Other Hot Drinks by Category: Value 2010-2015
  • Table 48 Forecast Retail Sales of Other Hot Drinks by Category: % Volume Growth 2010-2015
  • Table 49 Forecast Retail Sales of Other Hot Drinks by Category: % Value Growth 2010-2015
  • Table 50 Other Hot Drinks: Forecast Standard Vs Pods 2010-2015

Tea in Ireland - Category Analysis

HEADLINES

TRENDS

  • Black tea continued to be the main product area in Irish hot drinks in volume terms at the end of the review period, accounting for 66% of total volume sales. However, this everyday drink suffered from rising prices, with these in turn linked to rising input costs for producers. Global prices rose to a historical high as a result of supply deficits linked to droughts in Kenya and India, ultimately increasing off-trade prices for many of the leading players in 2010. While many consumers were willing to trade up to higher-priced niches within tea, such as green tea or pu’erh tea, most resented higher prices for standard black tea. Consequently, black standard tea saw over 1% volume decline in 2010 over the previous year. In addition, black standard tea continued to see ongoing decline throughout the review period due to strong competition from other beverages, with many consumers notably seeking to drink more water for health reasons.

COMPETITIVE LANDSCAPE

  • Unilever and Barry’s Tea were the strongest players in tea in 2010, accounting for 32% and 27% value share respectively. Unilever benefits from the strength of its Lyons brand in black standard tea, with the brand accounting for 24% off-trade value share in loose black standard tea in 2010 and 41% share in tea bags black standard tea. Barry’s Tea also derives the bulk of its sales from these product areas, accounting for 465 off-trade value share in loose black standard tea in 2010 and 32% share in tea bags black standard tea. Both the Lyons and Barry’s Tea brands benefit from strong customer loyalty due to their longstanding presence in Ireland, with these brands also enjoying wide distribution and offering affordable prices.

PROSPECTS

  • Black tea may well continue to be hampered by elevated prices in constant value terms at the start of the forecast period. Floods in Northern India and Pakistan in 2010 are expected to increase prices in 2011, with growing global demand and increasingly aggressive futures trading also likely to boost prices. This may result in the leading players increasing prices, seeing reduced margins or being forced to compromise in their choice of supplier. Domestic player Barry’s Tea is however expected to benefit from sourcing the majority of its black tea via long-term contracts in East Africa, with East African tea likely to see a slower rise in price in comparison to Asian tea. This may enable Barry’s Tea to keep its prices relatively stable in comparison to those of its competitors.

CATEGORY DATA

  • Table 51 Fruit/Herbal Tea by Type: % Off-trade Volume 2006-2010
  • Table 52 Other Tea by Type: % Off-trade Volume 2006-20104
  • Table 53 Retail Sales of Tea by Category: Volume 2005-2010
  • Table 54 Retail Sales of Tea by Category: Value 2005-2010
  • Table 55 Retail Sales of Tea by Category: % Volume Growth 2005-2010
  • Table 56 Retail Sales of Tea by Category: % Value Growth 2005-2010
  • Table 57 Tea: Standard Vs Pods 2005-2010
  • Table 58 Tea Company Shares by Retail Value 2006-2010
  • Table 59 Tea Brand Shares by Retail Value 2007-2010
  • Table 60 Forecast Retail Sales of Tea by Category: Volume 2010-2015
  • Table 61 Forecast Retail Sales of Tea by Category: Value 2010-2015
  • Table 62 Forecast Retail Sales of Tea by Category: % Volume Growth 2010-2015
  • Table 63 Forecast Retail Sales of Tea by Category: % Value Growth 2010-2015
  • Table 64 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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