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Country Report

Hot Drinks in New Zealand

May 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 New Zealand 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 New Zealand, 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 New Zealand for free:

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

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

Impressive growth continues in hot drinks

Impressive off-trade current value growth of hot drinks continued in 2010, boosted by consumers trading up and the influence of world commodity prices, especially coffee. Cautious consumer spending patterns due to current weaker economic conditions led to significantly higher off-trade sales at the expense of foodservice sales. The frequency of having a good coffee or tea at an expensive restaurant or café fell in favour of having a café-style coffee or tea at home, thus creating significant demand for premium, café-style coffee and tea, including black speciality tea, green tea and fruit/herbal tea.

Coffee shapes demand

Despite reduced spending, consumers were not willing to give up or compromise on their hot drinks preferences. New developments in premium coffee and tea in the off-trade became the best alternatives, other than the offers available in cafés and restaurants. Thus, demand for café-inspired flavoured coffee led by brands like Nescafé Café Menu continued to witness a surge in demand.

Leading players consolidate further

While there were no mergers or acquisitions in 2010, New Zealand did witness further consolidation of its hot drinks market. The leading player, Nestlé New Zealand, had a fruitful year as a result of strong consumer acceptance of its Nescafé Café Menu range and other premium options. Other leading players, including The Bell Tea & Coffee Co, Cerebos Gregg's, Sara Lee New Zealand and Dilmah New Zealand benefited from ongoing consumer trends, including trading up to premium variants.

Supermarkets/hypermarkets lead off-trade sales of hot drinks

Supermarkets/hypermarkets continued to dominate off-trade sales of hot drinks in New Zealand in 2010. Apart from the inherent convenience of one-stop shopping, competitive pricing, a wide product range and regular discounting stimulated consumer traffic, with the channel favoured by the majority of households. Faced with spending pressure, retail discounting also became an important stimulant behind many consumers’ hot drinks purchasing decisions.

Sustainable growth to continue over the forecast period

In constant value terms, a sound performance is expected from hot drinks over the forecast period. As economic conditions improve and pressure on consumer spending is expected to ease, trading up to value-added offers in hot drinks is expected to be a key trend. Over the forecast period demand will be stimulated by the new product developments of leading players, with a core emphasis on taste and health and wellness as well as addressing fairtrade issues.

Table of Contents

Table of Contents

Hot Drinks in New Zealand - Industry Overview

EXECUTIVE SUMMARY

Impressive growth continues in hot drinks

Coffee shapes demand

Leading players consolidate further

Supermarkets/hypermarkets lead off-trade sales of hot drinks

Sustainable growth to continue over the forecast period

KEY TRENDS AND DEVELOPMENTS

Implication of Christchurch earthquake

Despite recession premiumisation shapes demand

Major brands stand tall in 2010

Rising demand for hot drinks from a specific origin

Rising profile of ethical brands

Channel switching – a way to survive

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 New Zealand - Company Profiles

Bell Tea & Coffee Co Ltd, The in Hot Drinks (New Zealand)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 3 The Bell Tea & Coffee Co Ltd: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 4 The Bell Tea & Coffee Co Ltd: Competitive Position 2010

Cerebos Gregg's Ltd in Hot Drinks (New Zealand)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 6 Cerebos Gregg’s Ltd: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 7 Cerebos Gregg’s Ltd: Competitive Position 2010

Dilmah New Zealand Pty Ltd in Hot Drinks (New Zealand)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 9 Dilmah New Zealand Pty Ltd: Competitive Position 2010

Vitaco Health Ltd in Hot Drinks (New Zealand)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 11 Vitaco Health Ltd: Competitive Position 2010

Coffee in New Zealand - Category Analysis

HEADLINES

TRENDS

  • Sales of coffee continued to be resilient in 2010 despite changing consumer spending patterns. In fact, coffee was one of the few FMCG categories which achieved impressive and sustained growth as it became a fashionable drink, driven by lattes, flat whites, cappuccinos and mochas, the types of coffee made with a shot of espresso. For others, coffee helped to relax them or worked as a stimulant. These habits shaped demand for coffee in 2010, led by premium café-inspired variants.

COMPETITIVE LANDSCAPE

  • With a 41% retail value share, Nestlé New Zealand Ltd retained its leading position in coffee in 2010. Nescafé, the leading brand globally, is also the dominant brand in New Zealand. The iconic Nescafé brand continues to be positioned as a premium instant coffee, suited to every consumer lifestyles. This helped Nestlé New Zealand Ltd increase its coffee sales by 12%

PROSPECTS

  • The trend towards premium coffee, with various flavour options to be enjoyed at home, will likely continue over the forecast period. The prolonged economic recovery expected over the forecast period will also have an adverse impact on foodservice, with the channel’s sales recovery likely to be slower than previously anticipated. Instead, consumers are likely to continue to enjoy the café experience at home thanks to the wider range of coffee options available in the off-trade.

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 New Zealand - Category Analysis

HEADLINES

TRENDS

  • In 2010, other hot drinks performed well despite the controversy surrounding the award of a National Heart Foundation ‘tick’ to the leading other hot drinks brand in New Zealand, Milo. Eight months after being awarded the ‘tick’, Nestlé New Zealand decided to drop it, instead pursuing a different promotional strategy. The controversy had only a minor impact on the overall growth of other hot drinks as loyal consumers with active lifestyles continued to trust the brand’s nutritional benefits.

COMPETITIVE LANDSCAPE

  • Nestlé New Zealand Ltd led other hot drinks in 2010 with a 73% retail value share. Other hot drinks remained a stronghold for the company whose product portfolio includes Milo and Nesquik. Milo remained by far the leading other hot drinks brand in 2010 with a 69% retail value share, and remained incredibly popular, growing by 0.6 percentage points between 2009/2010

PROSPECTS

  • Over the forecast period other hot drinks is likely to benefit from focused advertising and promotions targeting young adults and children. Furthermore, other hot drinks is likely to provide alternatives to traditional hot drinks for consumers who wish to indulge themselves or entertain at home, resulting in moderate volume 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 New Zealand - Category Analysis

HEADLINES

TRENDS

  • Off-trade current value growth of 7% in 2010 was stronger than the 5% CAGR of the review period, while off-trade volume growth of 6% was marginally higher than the 4% CAGR registered over 2005-2010. While consumers traded up to better quality tea in each category, boosted by the significant expansion of brands such as Bell, Twinings and Dilmah, the economic slowdown increased consumption of tea at home as more consumers opted to stay at home rather than visit cafés and restaurants.

COMPETITIVE LANDSCAPE

  • The Bell Tea & Coffee Co Ltd led tea in New Zealand in 2010. Founded in 1898, the company has also had a strong association with Twinings over the last 20 years. The company’s strategy is to offer tea for all tastes and occasions and this was further manifested by strong growth in recent years of Bell black speciality tea, including Bell Kenya Bold, Bell Finest Ceylon and Bell Indian Origin tea. The company faces strong competition from Dilmah New Zealand, which offers high-quality teas from Sri Lanka, sourced and packed in the country of origin.

PROSPECTS

  • The tea repertoire is likely to be widened over the forecast period. Tea is also likely to benefit from the growing health and wellness trend, not only among the ageing population but also among young adults. This is because these consumers, which have been loyal to coffee, will gradually come to value the health and wellness benefits of tea as a natural option, especially fruit/herbal tea.

CATEGORY DATA

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