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Country Report

Hot Drinks in Venezuela

Mar 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

The trend towards narrow portfolios expands to hot drinks

In 2011, the lack of access to foreign currency and the limited purchasing power of Venezuelans continued limiting innovation and new product development. In other hot drinks and tea, companies sought to rationalise their portfolios by retaining only profitable products and reducing dependence on imported products. Coffee, on the other hand, also remained stagnant due to price control regulations.

Venezuelan state authorised a price increment within coffee sector

Massive shortages of fresh coffee forced the Venezuelan state to authorise a price increase of 57% for green coffee in November 2011; during the same year the domestic industry registered a large drop in production levels. The pricing controls imposed in 2005 discouraged coffee farmers from growing coffee so the state resorted to importing products of lower quality than those produced domestically.

Hot drinks led by domestic companies

In Venezuela, the presence of imported brands of coffee is almost negligible as the state controls the production and distribution of fresh ground coffee. By tradition, Venezuelan coffee has a good reputation and Venezuelans are not used to consuming imported brands. In other hot drinks, leading players Alfonzo Rivas and Empresas Polar offer a wide portfolio of brands that suit the needs of consumers in all income groups. With only limited access to foreign currency many companies rely on domestic manufacturing facilities.

Off-trade channels outperformed on-trade counterparts

The off-trade channel outperformed the on-trade channel primarily because Venezuelans visited on-trade outlets less frequently as their purchasing power declined. Despite the fact that the price of fresh ground coffee is regulated, its selling price in on-trade establishments increases in line with inflation. Traditionally tea is consumed in the home and distribution through the on-trade channel remains underdeveloped.

Moderate growth rates expected within other hot drinks

Over the forecast period, other hot drinks will experience a moderate growth rate in line with the natural growth of the Venezuelan population. On the one hand, consumer purchasing power is not projected to recover significantly enough to produce a switch in consumption patterns and, on the other hand, lack of access to foreign currency will continue to negatively impact innovation and new product development. Coffee is likely to remain stagnant as profit margins are so tight that manufacturers have few opportunities to innovate.


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Overview

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

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

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 Venezuela - Industry Overview

EXECUTIVE SUMMARY

The trend towards narrow portfolios expands to hot drinks

Venezuelan state authorised a price increment within coffee sector

Hot drinks led by domestic companies

Off-trade channels outperformed on-trade counterparts

Moderate growth rates expected within other hot drinks

KEY TRENDS AND DEVELOPMENTS

Coffee industry threatened by price control regulations

Others hot drinks impacted by reduced purchasing power

Shift in purchasing habits adversely affects share of small independent grocers

New ways of promoting tea consumption in Venezuela

Minimal innovation and new product development in hot drinks

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

SOURCES

  • Summary 1 Research Sources

Hot Drinks in Venezuela - Company Profiles

Alfonzo Rivas & Cía CA in Hot Drinks (Venezuela)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 3 Alfonzo Rivas & Cía CA: Competitive Position 2011

Café Fama de América CA in Hot Drinks (Venezuela)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 5 Café Fama de América CA: Competitive Position 2011

Empresas Polar CA in Hot Drinks (Venezuela)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 7 Empresas Polar CA: Competitive Position 2011

Marcelo y Rivero CA in Hot Drinks (Venezuela)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 9 Marcelo y Rivero CA: Competitive Position 2011

Coffee in Venezuela - Category Analysis

HEADLINES

TRENDS

  • The domestic coffee industry continues to be affected by price control regulations that led to a reduction in production levels of green coffee. National coffee farmers are losing the incentive to grow coffee due to price regulations, and coffee production is stagnant. Despite the government’s authorisation of a price increase of 57% for green coffee in November 2011, the prices set by the government are not high enough to cover production costs.

COMPETITIVE LANDSCAPE

  • In 2011, Marcelo y Rivero and Café Fama de América remained the leading players in coffee, with value shares of 25% and 24%, respectively. The expropriation of Café Fama de América in 2009 and the acquisition of a 50% stake in Marcelo y Rivero in 2010 gave the Venezuelan state control of 80% of total coffee production, with the remaining 20% in the hands of small private companies.

PROSPECTS

  • Over the forecast period, availability of fresh coffee brands is expected to become more stable as a result of the government’s price adjustment. Concerned about the fall in production of ground coffee the government raised prices to incentivise producers to increase production.

CATEGORY DATA

  • Table 25 Retail Sales of Coffee by Category: Volume 2006-2011
  • Table 26 Retail Sales of Coffee by Category: Value 2006-2011
  • Table 27 Retail Sales of Coffee by Category: % Volume Growth 2006-2011
  • Table 28 Retail Sales of Coffee by Category: % Value Growth 2006-2011
  • Table 29 Fresh Ground Coffee: Standard Vs Pods 2006-2011
  • Table 30 Instant Coffee by Type: % Value Breakdown 2007-2011
  • Table 31 Coffee Company Shares by Retail Value 2007-2011
  • Table 32 Coffee Brand Shares by Retail Value 2008-2011
  • Table 33 Forecast Retail Sales of Coffee by Category: Volume 2011-2016
  • Table 34 Forecast Retail Sales of Coffee by Category: Value 2011-2016
  • Table 35 Forecast Retail Sales of Coffee by Category: % Volume Growth 2011-2016
  • Table 36 Forecast Retail Sales of Coffee by Category: % Value Growth 2011-2016
  • Table 37 Fresh Ground Coffee: Forecast Standard Vs Pods 2011-2016

Other Hot Drinks in Venezuela - Category Analysis

HEADLINES

TRENDS

  • In 2011, other hot drinks was adversely affected by consumers’ reduced purchasing power which led average Venezuelans to cut expenditure on non-essential goods. According to a company source, other hot drinks products are no longer on a typical Venezuelan consumer’s supermarket shopping list. When household budgets are tight, mothers give their child a glass of milk without adding any kind of powder. Milk itself is considered a nutritious food.

COMPETITIVE LANDSCAPE

  • Empresas Polar remained the leading company in other hot drinks, with a 27% value share in 2011. Polar has a strong position in malt-based hot drinks due to its Toddy brand, which had a 95% value share in 2011. Polar is one of the largest companies in food and beverages, with a distribution network that reaches even sparsely populated areas. The company produces Crema de Arroz Primor, which had a 22% value share of other plant-based hot drinks in 2011. Primor has a long tradition in the country as it is the leading brand in rice, one of the most popular foods in the diet of Venezuelans.

PROSPECTS

  • Other hot drinks is expected to register a CAGR of 1% in volume terms over the forecast period to reach 26,900 tonnes by 2016. This conservative estimate is due to the category’s maturity and consumers’ reduced purchasing power.

CATEGORY DATA

  • Table 38 Retail Sales of Other Hot Drinks by Category: Volume 2006-2011
  • Table 39 Retail Sales of Other Hot Drinks by Category: Value 2006-2011
  • Table 40 Retail Sales of Other Hot Drinks by Category: % Volume Growth 2006-2011
  • Table 41 Retail Sales of Other Hot Drinks by Category: % Value Growth 2006-2011
  • Table 42 Other Hot Drinks: Standard Vs Pods 2006-2011
  • Table 43 Other Hot Drinks Company Shares by Retail Value 2007-2011
  • Table 44 Other Hot Drinks Brand Shares by Retail Value 2008-2011
  • Table 45 Forecast Retail Sales of Other Hot Drinks by Category: Volume 2011-2016
  • Table 46 Forecast Retail Sales of Other Hot Drinks by Category: Value 2011-2016
  • Table 47 Forecast Retail Sales of Other Hot Drinks by Category: % Volume Growth 2011-2016
  • Table 48 Forecast Retail Sales of Other Hot Drinks by Category: % Value Growth 2011-2016
  • Table 49 Other Hot Drinks: Forecast Standard Vs Pods 2011-2016

Tea in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Since Venezuelans drink less tea than coffee, the main trend in 2011 was a new approach by advertisers. Advertising campaigns positioned tea not only as a hot beverage but also as a soft drink, such as iced tea. In Venezuela soft drinks are consumed more than hot drinks because of the climate. In addition, the wide of variety of flavours available in tea and the health benefits associated with its consumption are also favourable factors in positioning tea as a versatile beverage.

COMPETITIVE LANDSCAPE

  • Alfonzo Rivas & Cía continues led tea with 49% value share in 2011. Its brand McCormick is familiar to Venezuelan housewives as it is present not only in tea but also in sauces, dressings and condiments. McCormick enjoys a significant share in supermarkets and hypermarkets, and offers the widest range of green tea and fruit/herbal tea. In fruit/herbal tea, the company had a 51% value share in 2011, followed by Unilever with 23%.

PROSPECTS

  • The trend towards healthier products will be one of the main factors boosting tea’s growth over the forecast period. Since Venezuelan consumers are increasingly interested in products with functional benefits, companies competing in tea are likely to introduce products that offer health benefits.

CATEGORY DATA

  • Table 50 Retail Sales of Tea by Category: Volume 2006-2011
  • Table 51 Retail Sales of Tea by Category: Value 2006-2011
  • Table 52 Retail Sales of Tea by Category: % Volume Growth 2006-2011
  • Table 53 Retail Sales of Tea by Category: % Value Growth 2006-2011
  • Table 54 Tea: Standard Vs Pods 2006-2011
  • Table 55 Tea Company Shares by Retail Value 2007-2011
  • Table 56 Tea Brand Shares by Retail Value 2008-2011
  • Table 57 Forecast Retail Sales of Tea by Category: Volume 2011-2016
  • Table 58 Forecast Retail Sales of Tea by Category: Value 2011-2016
  • Table 59 Forecast Retail Sales of Tea by Category: % Volume Growth 2011-2016
  • Table 60 Forecast Retail Sales of Tea by Category: % Value Growth 2011-2016
  • Table 61 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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