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Country Report

Hot Drinks in Israel

Jun 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 Israel 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 Israel, 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 Israel for free:

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

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 continued to witness strong growth during 2010

Sales of hot drinks grew in off-trade value terms in 2010 at a slightly slower growth rate than the review period. This was mainly due to the decreasing unit price of premium products such as dry freeze instant coffee. On the one hand Israeli consumers were seeking more sophistication and premium products within hot drinks but on the other hand the unit prices in certain leading categories were declining.

Changes in Israeli consumer behaviour boosts sales of premium products

Changing consumer behaviour was mainly seen within coffee during 2010, with the most interesting outcome seen within instant coffee. Over the latter years of the review period, consumers have been upgrading their at home coffee choices which was triggered by changing lifestyles. Israeli consumers are very fond of coffee and the coffee culture in Israel is highly developed. This caused consumers to switch to either premium brands and products or go to the other extreme and stay loyal to traditional old-fashioned products.

Loss of Jacobs licence brings change to the competitive environment

On 1 January 2010 leading coffee player Strauss Group lost its exclusive rights to distribute and market premium international brand Jacobs within Israel to Diplomat Distributors (1968) Ltd. This move had two major impacts on the competitive environment of coffee in Israel; on the one hand, dominant player Strauss Group lost market share and on the other hand a new strong player began to gain share and pose a threat.

Chained forecourt retailers increase sales share, especially within coffee

The growing convenience on-the-go culture in Israel, which is beginning to become part of Israeli purchasing habits, has had a positive impact on coffee sales within forecourt retailers as leading chained players realised the strong potential in coffee sales within their outlets and made great efforts to improve and increase sales.

Stable forecast period volume growth expected

The hot drinks market is expected to see positive growth over the forecast period in both volume and value terms. Key drivers are expected to come in the form of more premium innovation, particularly in coffee and tea products where consumers are seeking better quality products at home and away. Leading players are expected to continue to innovate and seek ways to increase sales by launching unique niches such as on-the-go packaging, green products and more.

Table of Contents

Table of Contents

Hot Drinks in Israel - Industry Overview

EXECUTIVE SUMMARY

Hot drinks continued to witness strong growth during 2010

Changes in Israeli consumer behaviour boosts sales of premium products

Loss of Jacobs licence brings change to the competitive environment

Chained forecourt retailers increase sales share, especially within coffee

Stable forecast period volume growth expected

KEY TRENDS AND DEVELOPMENTS

Strauss Group loses its international premium brand, changing the competitive environment

New behaviour tends to guide the entire non- alcoholic drinks market in 2010

The exit from the financial recession changes consumer decision making

Aggressive price wars reach a new height in 2010, impacting coffee sales

Coffee machines continue to grow as lifestyle standards rise

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 Israel - Company Profiles

Landwer Coffee Ltd in Hot Drinks (Israel)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 3 Landwer Coffee Ltd: Competitive Position 2010

Strauss Group Ltd in Hot Drinks (Israel)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 6 Strauss Group Ltd: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 7 Strauss Group Ltd: Competitive Position 2010

Wissotzky Tea (Israel) Ltd in Hot Drinks (Israel)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 9 Wissotzky Tea (Israel) Ltd: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 10 Wissotzky Tea (Israel) Ltd: Competitive Position 2010

Coffee in Israel - Category Analysis

HEADLINES

TRENDS

  • The financial recession was expected to have both positive and negative impacts on coffee in Israel. On the one hand players in the market expected to witness faster off-trade sales as they expected more consumers to switch from on-trade consumption towards more at home consumption and on the other hand they expected consumers to maybe downgrade slightly within their brand and product choices. However, this did not manifest and consumers continued to maintain their usual behaviour, as on-trade sales continued to grow due to the fact that consumers within the consumer foodservice channels were switching from full-service restaurants towards coffee shops and at home consumption was still driven by the desire of consumers to purchase and seek better quality products. This is why in 2010 consumer behaviour within coffee remained quite stable; in off-trade value terms coffee grew by just above 3% which was very similar to the CAGR of the review period of 4%. However, in off-trade volume terms, coffee witnessed 4% growth in 2010 which was much faster than the review period CAGR of less than 2%. This stronger growth was mainly due to the fact that Israeli consumers are highly fond of coffee and tend to hold more than one type of coffee at home as many have purchased coffee machines and use both beans and pods and often also buy instant or fresh ground coffee.

COMPETITIVE LANDSCAPE

  • Strauss Group continued to dominate retail coffee sales in Israel in 2010 with a 55% share of retail value sales. Strauss holds some of the largest and most successful brands within retail coffee; Elite Turkish which accounted for 78% of fresh ground coffee volume sales in 2010, while Elite accounted for a leading 51% share of instant coffee volume sales in 2010. During 2010, Strauss lost its rights to exclusively market and distribute the coffee brand Jacobs, which caused its competitive positioning to weaken from 2009 to 2010. In addition, during 2009 Strauss decided to unite its old brands under one umbrella brand, and retain the general look, taste and essence of the previous products; hoping to increase its sales share. This move was not unsuccessful; however, it did not manage to raise the company’s share, but rather kept the status quo.

PROSPECTS

  • Niche coffee varieties have yet to have an impact on coffee consumption behaviour in Israel as the average Israeli consumer is extremely conservative in their product choices within coffee and tend to show strong loyalty towards their preferred brands and products. Organic coffee, fair trade coffee and coffee made from different types of fruit have not managed to penetrate the Israeli market and are not expected to make an impact over the forecast period.

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 Israel - Category Analysis

HEADLINES

TRENDS

  • Other hot drinks in Israel continues to be a very small and concentrated category with a very low variety of products, brands and players. The lack of marketing and promotion towards such products is mainly due to the fact that the category has its loyal consumer base and new consumers organically join the market as chocolate-based flavoured powder drinks are a traditional Israeli children’s drink.

COMPETITIVE LANDSCAPE

  • Strauss Group continued to lead sales of other hot drinks in 2010, with an off-trade value share of 62%. The company continues to lead the category with its highly popular Elite chocolate-based flavoured powder drink brand which holds almost 60% of off-trade value shares. Strauss Group has an extremely strong and well-known reputation within the Israeli market which helps to keep it on top. In addition, the company’s strong distribution and financial backing makes it easy for the company to dominate the category with little effort.

PROSPECTS

  • Other hot drinks is expected to grow at a CAGR of 4% in retail volume terms during the forecast period, compared to the CAGR of 5% recorded during the review period. Chocolate-based flavoured powder drinks is expected to remain the leading category within other hot drinks as malt-based hot drinks have not picked up in the Israeli hot drinks market and are not expected to witness much growth over the forecast period.

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 Israel - Category Analysis

HEADLINES

TRENDS

  • The price of tea was an important element in tea sales, mainly for manufacturers in 2009/ 2010. Prices rose due to poor harvests caused by drought conditions in Kenya which resulted in global rises in commodity prices. Leading players realised the strong impact that price has on consumer purchases as tea in Israel has yet to fully penetrate the Israeli market. For this reason the high unit price increases were not translated fully onto the end consumer as manufactures realised the negative impact this would have on tea growth.

COMPETITIVE LANDSCAPE

  • Wissotzky Tea (Israel) Ltd continued to dominate tea sales, recording a 63% share of the category as a whole in 2010. This was an improvement on its competitive positioning from 2009. Wissotzky tends to lead within almost all tea categories, excluding slimming tea and instant tea. Wissotzky was one of the first to launch Rooibos tea and accounts for 99% of other tea sales. During late-2009/2010, Wissotzky decided to channel all its efforts into hot tea and removed its RTD tea Wissotzky brand from shelves. This move was done in order to allow the company to put all its energy into maintaining its top position within tea in Israel.

PROSPECTS

  • Premium tea is expected to witness success over the forecast period as both consumers and leading players are putting a stronger focus on such products. Leading player, Wissotzky launched a new premium tea series in 2010 as it realised the growing potential of tea drinkers in Israel.

CATEGORY DATA

  • Table 51 Fruit/Herbal Tea by Type: % Off-trade Volume 2005-2009
  • Table 52 Other Tea by Type: % Off-trade Volume 2006-2009
  • 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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