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Country Report

Hot Drinks in Morocco

Sep 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Strong growth supported by rising income levels

While Morocco continues to suffer from widespread poverty and strong income disparity, there was a rise in disposable income levels during the review period. This was due to the country’s good economic performance, even in the midst of the global economic downturn of 2009 and the Arab Spring unrest of 2011. Consumers also benefited from the introduction of heavy subsidies on staples such as fuel and wheat in 2011, as the government sought to soothe unrest. Rising disposable income levels and an emergent urban mid-income group consequently supported good growth in sales of hot drinks throughout the review period, as consumers could afford to spend more on these products.

Consumers trade up in search of quality and convenience

Consumers traded up when buying hot drinks towards the end of the review period, due partly to rising disposable income levels but also to improved access to chained grocery retailers. With these outlets offering a widening product range and attractive price promotions, many consumers traded up from unpackaged products to packaged brands, particularly within “other” tea. There was also growing consolidation, as good quality leading brands gained share. Products that are viewed as offering greater convenience also performed strongly towards the end of the review period, such as instant coffee and fresh ground coffee pods.

Domestic players lead with strong brands and wide distribution

Hot drinks is jointly dominated by domestic companies Mido Food, Holmarcom and Cafés Sahara. These players benefit from the strength and wide distribution of their brands in gunpowder tea, which dominates overall sales of hot drinks due to its widespread and traditional popularity. The strongest share gain was however seen for fourth-ranked Nestlé in 2011. This multinational company benefited from dynamism in its main product area, instant coffee, along with the increasing use of price promotions and widening distribution.

Independent small grocers loses share but continues to dominate

Independent small grocers continued to dominate sales of hot drinks at the end of the review period. This dominance reflects the channel’s prominence in Morocco’s retailing landscape and also its traditional importance in Moroccan society. Independent small grocers however lost share in 2011 and during the review period as a whole, with this linked to ongoing expansion in hypermarkets. Hypermarkets was thus the most dynamic channel in off-trade volume sales terms in 2011, benefiting from offering a wide product range and frequent price promotions.

Stronger growth ahead for forecast period

Morocco is expected to see a good economic performance during the forecast period, with further emergence in its urban mid-income group. The country is also expected to see a strong increase in tourism arrivals and incoming tourist receipts and will also continue to see strong retailing development with expansion for discounters, supermarkets and hypermarkets. These trends will contribute to the strong growth expected for hot drinks during the forecast period, which is thus expected to see stronger volume and constant value growth for overall hot drinks than that seen during the review period.


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Overview

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

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

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 Morocco - Industry Overview

EXECUTIVE SUMMARY

Strong growth supported by rising income levels

Consumers trade up in search of quality and convenience

Domestic players lead with strong brands and wide distribution

Independent small grocers loses share but continues to dominate

Stronger growth ahead for forecast period

KEY TRENDS AND DEVELOPMENTS

Rising disposable income levels boost sales

Expansion of modern chained grocery retailers drives growth

Investment in travel and tourism boosts on-trade sales

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 Penetration of Private Label by Category 2006-2011
  • Table 14 Sales of Hot Drinks by Distribution Format: % Analysis 2006-2011
  • Table 15 Sales of Hot Drinks by Category and Distribution Format: % Analysis 2011
  • Table 16 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2011-2016
  • Table 17 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2011-2016
  • Table 18 Forecast Retail Sales of Hot Drinks by Category: Volume 2011-2016
  • Table 19 Forecast Retail Sales of Hot Drinks by Category: Value 2011-2016
  • Table 20 Forecast Retail Sales of Hot Drinks by Category: % Volume Growth 2011-2016
  • Table 21 Forecast Retail Sales of Hot Drinks by Category: % Value Growth 2011-2016
  • Table 22 Forecast Foodservice Sales of Hot Drinks by Category: Volume 2011-2016
  • Table 23 Forecast Foodservice Sales of Hot Drinks by Category: % Volume Growth 2011-2016
  • Table 24 Forecast Total Sales of Hot Drinks by Category: Total Volume 2011-2016
  • Table 25 Forecast Total Sales of Hot Drinks by Category: % Total Volume Growth 2011-2016

APPENDIX

Production/Import/Export Data

SOURCES

  • Summary 1 Research Sources

Hot Drinks in Morocco - Company Profiles

Café Dubois SA in Hot Drinks (Morocco)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 3 Café Dubois SA: Competitive Position 2011

Holmarcom Groupe in Hot Drinks (Morocco)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 6 Holmarcom Groupe: Competitive Position 2011

Somafaco SA in Hot Drinks (Morocco)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 8 Somafaco SA: Competitive Position 2011

Coffee in Morocco - Category Analysis

HEADLINES

TRENDS

  • There continued to be a marked rise in international coffee prices at the end of the review period, with this putting pressure on players’ margins. The International Coffee Organisation (ICO) composite price for 2006 was just US0.96/lb. By 2010 this rose by 53% to US$1.47/lb, with a further 43% increase to US$2.10/lb in 2011.

COMPETITIVE LANDSCAPE

  • Cafés Sahara was the leading player in volume terms in coffee in 2011 and accounted for 32% share, followed by Kraft with 31% share and Café Dubois with 15% share. This is due to these players’ strength in fresh coffee, with these being the leading importers and offering well-established brands such as Cafés Sahara’s Asta, Kraft’s Samar and Carte Noir and Café Dubois’ Java Timor and Dubois.

PROSPECTS

  • Specialist coffee shops could well become a more prominent trend in Morocco during the forecast period, following the entrance of two new players in the last year of the review period. US chain Starbucks and Italian player Caffé Vergnano both recognise the strong potential that Morocco’s dynamic travel and tourism growth offers for the forecast period and could well expand outlet volume. These chains’ fashionable and upmarket positioning is also expected to appeal strongly to Morocco’s high-income urban consumers. However, specialist coffee shops is expected to remain a small niche during the forecast period, reaching just 40 outlets by 2016. These will mainly be based in high-income neighbourhoods, city centres and tourist locations, with most Moroccans unable to afford the high prices charged by these outlets.

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 Fresh Ground Coffee: Standard Vs Pods 2006-2011
  • Table 31 Instant Coffee by Type: % Value Breakdown 2007-2011
  • Table 32 Coffee Company Shares by Retail Value 2007-2011
  • Table 33 Coffee Brand Shares by Retail Value 2008-2011
  • Table 34 Forecast Retail Sales of Coffee by Category: Volume 2011-2016
  • Table 35 Forecast Retail Sales of Coffee by Category: Value 2011-2016
  • Table 36 Forecast Retail Sales of Coffee by Category: % Volume Growth 2011-2016
  • Table 37 Forecast Retail Sales of Coffee by Category: % Value Growth 2011-2016
  • Table 38 Fresh Ground Coffee: Forecast Standard Vs Pods 2011-2016

Other Hot Drinks in Morocco - Category Analysis

HEADLINES

TRENDS

  • “Other” hot drinks is represented by only a limited range of products and brands in Morocco. Only chocolate-based flavoured powder drinks is present, with only five brands having a significant distribution reach within this product area. Sales growth is also constrained by a limited consumer base, with chocolate-based flavoured powder drinks viewed as a children’s drink in Morocco. Sales are further constrained by widespread poverty, with most low-income consumers unable to afford chocolate-based flavoured powder drinks on a regular basis. Many mid- and high-income consumers are meanwhile concerned about their children’s sugar and fat consumption, which further constrains sales for these products.

COMPETITIVE LANDSCAPE

  • Nestlé was the clear leader in “other” hot drinks in 2011, accounting for 44% value share with its Nesquik brand. For many consumers, Nesquik is synonymous with chocolate-based flavoured powder drinks, with the brand having a longstanding presence and a reputation for quality. Nesquik does not contain artificial colours, flavours, sweeteners or preservatives and is rich in vitamin D. Some consumers consequently view the product as nutritious and as an aid to encouraging children to drink milk.

PROSPECTS

  • “Other” hot drinks is expected to see increasing commoditisation during the forecast period, with constant value unit price set to decline by 11%. Nestlé is keen to attract a wider range of consumers and is thus likely to continue to use discounting to drive sales, particularly in smaller towns and rural areas. Domestic players such as Aiguebelle will meanwhile continue to compete on price and are thus likely to keep constant value unit price increases to a minimum.

CATEGORY DATA

  • Table 39 Retail Sales of Other Hot Drinks by Category: Volume 2006-2011
  • Table 40 Retail Sales of Other Hot Drinks by Category: Value 2006-2011
  • Table 41 Retail Sales of Other Hot Drinks by Category: % Volume Growth 2006-2011
  • Table 42 Retail Sales of Other Hot Drinks by Category: % Value Growth 2006-2011
  • Table 43 Other Hot Drinks: Standard Vs Pods 2006-2011
  • Table 44 Other Hot Drinks Company Shares by Retail Value 2007-2011
  • Table 45 Other Hot Drinks Brand Shares by Retail Value 2008-2011
  • Table 46 Forecast Retail Sales of Other Hot Drinks by Category: Volume 2011-2016
  • Table 47 Forecast Retail Sales of Other Hot Drinks by Category: Value 2011-2016
  • Table 48 Forecast Retail Sales of Other Hot Drinks by Category: % Volume Growth 2011-2016
  • Table 49 Forecast Retail Sales of Other Hot Drinks by Category: % Value Growth 2011-2016
  • Table 50 Other Hot Drinks: Forecast Standard Vs Pods 2011-2016

Tea in Morocco - Category Analysis

HEADLINES

TRENDS

  • Tea continued to benefit from a shift from unpackaged to packaged products at the end of the review period, as consumers traded up in search of quality and hygiene. There was thus a shift from unpackaged loose tea purchased via open markets to packaged tea purchased via independent small grocers, supermarkets and hypermarkets. This trend was also encouraged by urbanisation, which resulted in a growing number of consumers gaining access to modern retail channels. Unpackaged tea however continues to be popular among many low-income consumers due to its price and notably dominates sales of tea in many rural areas, particularly in the northern mountain regions and Saharan villages.

COMPETITIVE LANDSCAPE

  • There are three strong players that lead tea, with each benefiting from their strong presence in “other” tea. Mido Food is the leader, accounting for 37% off-trade value share in overall tea in 2011 with its Sultan brand. Holmarcom Group meanwhile ranked second with 33% value share derived from its brands El Menara, La Caravane, Souiri and Yacout. Cafés Sahara meanwhile ranked third with 19% value share derived from El Bellar. These players benefit from offering well-established and trusted brand names and wide distribution.

PROSPECTS

  • Tea is likely to see sales growth driven by consumers’ growing focus on quality and hygiene during the forecast period. This will encourage many consumers to trade up from unpackaged tea to the leading brands. This trend is likely to be encouraged by ongoing urbanisation and retail development. As consumers move to large cities, they will be unable to rely on trusted local suppliers of unpackaged tea and will thus switch to leading brands. The ongoing expansion of convenience stores, supermarkets and hypermarkets will also increase consumers’ access to packaged tea during the forecast period.

CATEGORY DATA

  • Table 51 Retail Sales of Tea by Category: Volume 2006-2011
  • Table 52 Retail Sales of Tea by Category: Value 2006-2011
  • Table 53 Retail Sales of Tea by Category: % Volume Growth 2006-2011
  • Table 54 Retail Sales of Tea by Category: % Value Growth 2006-2011
  • Table 55 Tea: Standard Vs Pods 2006-2011
  • Table 56 Tea Company Shares by Retail Value 2007-2011
  • Table 57 Tea Brand Shares by Retail Value 2008-2011
  • Table 58 Forecast Retail Sales of Tea by Category: Volume 2011-2016
  • Table 59 Forecast Retail Sales of Tea by Category: Value 2011-2016
  • Table 60 Forecast Retail Sales of Tea by Category: % Volume Growth 2011-2016
  • Table 61 Forecast Retail Sales of Tea by Category: % Value Growth 2011-2016
  • Table 62 Tea: Forecast Standard Vs Pods 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
  • 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 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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