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Country Report

Soft Drinks in Brazil

Feb 2011

Price: $1,900

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About this Report

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Overview

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

The Soft Drinks in Brazil 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 Soft Drinks in Brazil?
  • What are the major brands in Brazil?
  • What potential exists for multinational vs. local soft drinks companies looking to increase market share?
  • How have changing social attitudes affected soft drink sales?
  • How have sustainability issues; such as environmentally-friendly packaging, legislation on recyclability, or the amount of plastic in bottles, affected the soft drink industry?

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 Soft Drinks market research database.

Sample Analysis

EXECUTIVE SUMMARY

FIFA World Cup Was Key to Carbonate Sales Growth

Major carbonate players, such as Coca-Cola and Cia Brasileira de Bebidas, made significant marketing investments (including advertising, promotion and distribution efforts) during the 2010 FIFA World Cup. This strategy, combined with Brazilians’ enthusiasm for the World Cup and the habit of getting together with friends and family, either at home or at bars, to watch the games, boosted carbonates sales in 2010.

Shortage of Aluminium Cans Leads to Alternative Strategies

Because of the 2008 economic downturn, both beverage manufacturers and aluminium can suppliers expected slow sales in 2009 and 2010, and investments in production expansion were delayed. With the positive sales of canned beverages, the market anticipated a deficit of 1.5 billion beverage cans in 2010. This situation forced some manufacturers to import cans, while some smaller players had to postpone launches with this type of packaging, settling for other alternatives.

“Healthy” Soft Drinks Attracting More Local Players

The growing consumer interest in healthier soft drinks, such as fruit/vegetable juice and RTD teas, is attracting the attention not only of multinationals, but also of local players. For instance, the food giant BRF – Brasil Foods launched its first product in soft drinks, Batavo Pense Light RTD Tea. Other, smaller local companies, such as Shefa, VivaFrut and General Brands, also launched products in this market.

On-trade Increasing Importance in Some Categories

Although the off-trade still dominates volume sales of soft drinks, the on-trade has been increasing its importance in several categories. For example, on-trade sales of carbonates grew faster than off-trade sales in 2010, thanks to distribution investments made for the 2010 FIFA World Cup. Categories like fruit/vegetable juice and RTD tea are still dominated by the off-trade, but have seen their on-trade sales increasing, thanks to investments made by players such as Coca-Cola.

Positive Outlook for Soft Drinks

All soft drinks categories are expected to see growth over the forecast period. Sales will be driven by continuing investment from manufacturers in marketing, new product launches and distribution, as well as the overall positive economic outlook of the country and the increasing purchasing power of the population. The 2014 FIFA World Cup, which is to be held in Brazil, will also help to increase sales of soft drinks.

Table of Contents

Table of Contents

Soft Drinks in Brazil - Industry Overview

EXECUTIVE SUMMARY

FIFA World Cup Was Key to Carbonate Sales Growth

Shortage of Aluminium Cans Leads to Alternative Strategies

“Healthy” Soft Drinks Attracting More Local Players

On-trade Increasing Importance in Some Categories

Positive Outlook for Soft Drinks

KEY TRENDS AND DEVELOPMENTS

Shortage of Aluminium Cans Forces Players to Be Creative

Energy Drinks Experience Vigorous Growth, Lacking the Negative Image They Have in Other Markets

More Local Players Entering “Healthy” Soft Drinks Categories

Strong Powder Concentrates Sales in the Northeast Region Attract Investment

2010 FIFA World Cup Was Key in Positive Carbonates Sales

MARKET DATA

  • Table 1 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2005-2010
  • Table 2 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2005-2010
  • Table 3 Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2005-2010
  • Table 4 Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2005-2010
  • Table 5 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Category: Volume 2010
  • Table 6 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Category: % Volume 2010
  • Table 7 Off-trade vs On-trade Sales of Soft Drinks by Category: Value 2010
  • Table 8 Off-trade vs On-trade Sales of Soft Drinks by Category: % Value 2010
  • Table 9 Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2005-2010
  • Table 10 Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2005-2010
  • Table 11 Off-trade Sales of Soft Drinks by Category: Value 2005-2010
  • Table 12 Off-trade Sales of Soft Drinks by Category: % Value Growth 2005-2010
  • Table 13 Company Shares of Soft Drinks (RTD) by Total Volume 2006-2010
  • Table 14 Brand Shares of Soft Drinks (RTD) by Total Volume 2007-2010
  • Table 15 Company Shares of On-trade Soft Drinks (RTD) by Volume 2006-2010
  • Table 16 Brand Shares of On-trade Soft Drinks (RTD) by Volume 2007-2010
  • Table 17 Company Shares of Off-trade Soft Drinks (as sold) by Volume 2006-2010
  • Table 18 Brand Shares of Off-trade Soft Drinks (as sold) by Volume 2007-2010
  • Table 19 Company Shares of Off-trade Soft Drinks (RTD) by Volume 2006-2010
  • Table 20 Brand Shares of Off-trade Soft Drinks (RTD) by Volume 2007-2010
  • Table 21 Company Shares of Off-trade Soft Drinks by Value 2006-2010
  • Table 22 Brand Shares of Off-trade Soft Drinks by Value 2007-2010
  • Table 23 Penetration of Private Label (as sold) by Category by Volume 2005-2010
  • Table 24 Penetration of Private Label by Category by Value 2005-2010
  • Table 25 Off-trade Sales of Soft Drinks by Category and Distribution Format: % Analysis 2010
  • Table 26 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2010-2015
  • Table 27 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2010-2015
  • Table 28 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2010-2015
  • Table 29 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2010-2015
  • Table 30 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2010-2015
  • Table 31 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2010-2015
  • Table 32 Forecast Off-trade Sales of Soft Drinks by Category: Value 2010-2015
  • Table 33 Forecast Off-trade Sales of Soft Drinks by Category: % Value Growth 2010-2015

APPENDIX

Fountain Sales in Brazil

  • Table 34 Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2005-2010
  • Table 35 Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2005-2010
  • Table 36 Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2005-2010
  • Table 37 Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2005-2010
  • Table 38 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2010-2015
  • Table 39 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2010-2015
  • Table 40 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2010-2015
  • Table 41 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2010-2015

DEFINITIONS

  • Summary 1 Research Sources

Soft Drinks in Brazil - Company Profiles

Cia Brasileira de Bebidas - Soft Drinks - Brazil

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 5 Cia Brasileira de Bebidas: Production Statistics 2009

COMPETITIVE POSITIONING

  • Summary 6 Cia Brasileira de Bebidas: Competitive Position 2010

Coca-Cola Indústrias Ltda - Soft Drinks - Brazil

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 9 Coca-Cola Indústrias Ltda: Production Statistics 2009

COMPETITIVE POSITIONING

  • Summary 10 Coca-Cola Indústrias Ltda: Competitive Position 2010

Empresa Brasileira de Bebidas e Alimentos Ltda - Soft Drinks - Brazil

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 13 Empresa Brasileira de Bebidas e Alimentos SA: Competitive Position 2010

Empresa de Águas Ouro Fino Ltda - Soft Drinks - Brazil

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 15 Empresa de Águas Ouro Fino Ltda: Production Statistics 2009

COMPETITIVE POSITIONING

  • Summary 16 Empresa de Águas Ouro Fino Ltda: Competitive Position 2010

General Brands do Brasil Indústria e Comércio Ltda - Soft Drinks - Brazil

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 19 General Brands do Brasil Indústria e Comércio Ltda: Production Statistics 2009

COMPETITIVE POSITIONING

  • Summary 20 General Brands do Brasil Indústria e Comércio Ltda: Competitive Position 2010

Indaiá Brasil Águas Minerais Ltda - Soft Drinks - Brazil

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 23 Indaiá Brasil Águas Minerais Ltda: Production Statistics 2009

COMPETITIVE POSITIONING

  • Summary 24 Indaiá Brasil Águas Minerais Ltda: Competitive Position 2010

Primo Schincariol Indústria de Cervejas e Refrigerantes Ltda - Soft Drinks - Brazil

STRATEGIC DIRECTION

  • Summary 25 Primo Schincariol Indústria de Cervejas e Refrigerantes SA: Key Facts
  • Summary 26 Primo Schincariol Indústria de Cervejas e Refrigerantes SA: Operational Indicators

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 27 Primo Schincariol Indústria de Cervejas e Refrigerantes SA: Competitive Position 2010

Sucos Del Valle do Brasil Ltda - Soft Drinks - Brazil

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 29 Sucos Del Valle do Brasil Ltda: Production Statistics 2009

COMPETITIVE POSITIONING

  • Summary 30 Sucos Del Valle do Brasil Ltda: Competitive Position 2010

Wow Indústria e Comércio Ltda - Soft Drinks - Brazil

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 32 Wow Indústria e Comércio Ltda: Production Statistics 2007

COMPETITIVE POSITIONING

  • Summary 33 Wow Indústria e Comércio Ltda: Competitive Position 2010

Bottled Water in Brazil - Category Analysis

HEADLINES

TRENDS

  • In 2010, Nestlé Waters acquired a local water supply source – Mina Ouro – located in São Paulo, aiming to increase its share of sales in the largest city in Brazil. According to industry sources, the company has invested in categories that offer significant growth and the potential to expand per capita consumption in the upcoming years. Also, the company expects to increase margins in order to compensate for lower profitability due to rising commodities prices in other categories in which Nestlé operates, such as dairy products.

COMPETITIVE LANDSCAPE

  • Bottled water is a highly fragmented category, with multiple regional players. The top two companies – Cia Brasileira de Bebidas and Grupo Edson Queiróz – accounted for almost 26% of off-trade value sales in 2010. Cia Brasileira de Bebidas is the leader in flavoured bottled water, with the H2OH! brand, while Grupo Edson Queiróz’s Indaiá and Minalba brands lead in still bottled water. Cia Brasileira de Bebidas saw its share decline marginally in 2010, while the share of Grupo Edson Queiróz was stable.

PROSPECTS

  • Still bottled water is expected to see a strong performance over the 2010-2015 period, driven by larger packaging sizes, such as 10-litre and 20-litre containers, which are delivered to consumers’ homes by independent retailers. The main appeal of such sizes is their accessible prices per litre.

CATEGORY DATA

Institutional Bottled Water Sales

  • Table 42 Sales of Bottled Water to Institutional Channel 2005-2010
  • Table 43 Off-trade Sales of Bottled Water: Volume 2005-2010
  • Table 44 Off-trade Sales of Bottled Water: Value 2005-2010
  • Table 45 Off-trade Sales of Bottled Water: % Volume Growth 2005-2010
  • Table 46 Off-trade Sales of Bottled Water: % Value Growth 2005-2010
  • Table 47 Leading Flavours for Flavoured Bottled Water: % Volume Breakdown 2005-2010
  • Table 48 Company Shares of Bottled Water by Off-trade Volume 2006-2010
  • Table 49 Brand Shares of Bottled Water by Off-trade Volume 2007-2010
  • Table 50 Company Shares of Bottled Water by Off-trade Value 2006-2010
  • Table 51 Brand Shares of Bottled Water by Off-trade Value 2007-2010
  • Table 52 Forecast Off-trade Sales of Bottled Water: Volume 2010-2015
  • Table 53 Forecast Off-trade Sales of Bottled Water: Value 2010-2015
  • Table 54 Forecast Off-trade Sales of Bottled Water: % Volume Growth 2010-2015
  • Table 55 Forecast Off-trade Sales of Bottled Water: % Value Growth 2010-2015

Carbonates in Brazil - Category Analysis

HEADLINES

TRENDS

  • Carbonates performed well in 2010 – above expectations – with volume growth of 6% and an increase of almost 16% in total value in current terms. The main reason for the strong performance was the 2010 FIFA World Cup in South Africa, with the main companies, Coca-Cola and Cia Brasileira de Bebidas, undertaking major marketing campaigns to promote the leading brands and stimulate consumption of carbonates during the tournament. Coca-Cola Indústrias Ltda’s parent company sponsored the event itself, while Cia Brasileira de Bebidas was the official sponsor of the Brazil national football team.

COMPETITIVE LANDSCAPE

  • Coca-Cola ranked first in carbonates in 2010, and registered an excellent performance in value sales terms in that year. Coca-Cola invested significant resources in marketing campaigns during the 2010 FIFA World Cup. Also, the company launched Coca-Cola Light Plus, the first functional/fortified carbonate in the Brazilian market, and reinforced its portfolio with low-cost products aimed at low-income groups, using the 200ml glass bottle format. As a result, the company increased its share in carbonates, increasing its share of off-trade value from 65% in 2009 to 66% in 2010. The company increased its total marketing investment by around 15% over 2009, spending R$2 billion in that year.

PROSPECTS

  • Carbonates are predicted to see a strong performance between 2010 and 2015, despite a rather poor image in terms of health, with their being associated with child obesity. Positive macroeconomic trends in the Brazilian market, such as the rising purchasing power of low-income groups, a high level of employment and new investment in infrastructure surrounding the 2014 FIFA World Cup and the 2016 Olympic Games should contribute to sales growth during the forecast period.

CATEGORY DATA

  • Table 56 Low-calorie Carbonates by Category
  • Table 57 Off-trade Sales of Carbonates by Category: Volume 2005-2010
  • Table 58 Off-trade Sales of Carbonates by Category: Value 2005-2010
  • Table 59 Off-trade Sales of Carbonates by Category: % Volume Growth 2005-2010
  • Table 60 Off-trade Sales of Carbonates by Category: % Value Growth 2005-2010
  • Table 61 On-trade vs Off-trade Sales of Carbonates: Volume 2005-2010
  • Table 62 On-trade vs Off-trade Sales of Carbonates: Value 2005-2010
  • Table 63 On-trade vs Off-trade Sales of Carbonates: % Volume Growth 2005-2010
  • Table 64 On-trade vs Off-trade Sales of Carbonates: % Value Growth 2005-2010
  • Table 65 Off-trade Sales of Low Calorie Cola Carbonates by Category: % Volume Breakdown 2005-2010
  • Table 66 Leading Flavours for Cola Carbonates: % Volume Breakdown 2005-2010
  • Table 67 Leading Flavours for Non-cola Carbonates: % Volume Breakdown 2005-2010
  • Table 68 Company Shares of Carbonates by Off-trade Volume 2006-2010
  • Table 69 Brand Shares of Carbonates by Off-trade Volume 2007-2010
  • Table 70 Company Shares of Carbonates by Off-trade Value 2006-2010
  • Table 71 Brand Shares of Carbonates by Off-trade Value 2007-2010
  • Table 72 Forecast Off-trade Sales of Carbonates by Category: Volume 2010-2015
  • Table 73 Forecast Off-trade Sales of Carbonates by Category: Value 2010-2015
  • Table 74 Forecast Off-trade Sales of Carbonates by Category: % Volume Growth 2010-2015
  • Table 75 Forecast Off-trade Sales of Carbonates by Category: % Value Growth 2010-2015

Concentrates in Brazil - Category Analysis

HEADLINES

TRENDS

  • Despite the high penetration of powder concentrates in Brazil, sales continued to grow in terms of off-trade volume in 2010, by 5%. The main drivers were strong sales in the Northeast region of the country, and the entry of major companies into this niche, specifically leading companies in the hot drinks industry, such as Nestlé and 3 Corações. Nestlé entered the category in May 2010, launching products under the La Frutta brand, which is one of the most important brands in impulse ice cream. 3 Corações acquired the Frisco and Tornado brands from Unilever in 2009, and since then has improved its distribution in the key regions of Brazil.

COMPETITIVE LANDSCAPE

  • The two top companies – Kraft Foods and Empresa Brasileira de Bebidas e Alimentos Ltda (EBBA) – accounted for more than 38% of off-trade value sales in 2010, thanks to their leading positions in powder and liquid concentrates, respectively. Kraft Foods sold the Maguary brand to EBBA in 2009, in order to focus its marketing efforts on its leading brands in powder concentrates. EBBA kept its share stable in 2010 over the previous year, aided by its reinforcing its distribution network in different regional markets.

PROSPECTS

  • After unexpectedly strong growth in 2010, which was driven in part by the recent acquisitions in concentrates – EBBA acquiring Maguary and 3 Corações acquiring Frisco and Tornado in liquid and powder concentrates, respectively, both in 2009 – sales of concentrates are predicted to experience some deceleration in both volume and constant value sales terms during the 2010-2015 period. This will be due to some extent to the already high level of penetration of such products in Brazil, and also to consumers continuing to migrate to alternative healthy beverages that offer added convenience, such as fruit/vegetable juice and RTD tea.

CATEGORY DATA

Concentrates Conversions

  • Summary 34 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format
  • Table 76 Off-trade Sales of Concentrates (as sold) by Category: Volume 2005-2010
  • Table 77 Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2005-2010
  • Table 78 Off-trade Sales of Concentrates (RTD) by Category: Volume 2005-2010
  • Table 79 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2005-2010
  • Table 80 Off-trade Sales of Concentrates by Category: Value 2005-2010
  • Table 81 Off-trade Sales of Concentrates by Category: % Value Growth 2005-2010
  • Table 82 Leading Flavours for Liquid Concentrates: % Volume Breakdown 2005-2010
  • Table 83 Leading Flavours for Powder Concentrates: % Volume Breakdown 2005-2010
  • Table 84 Company Shares of Liquid Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 85 Brand Shares of Liquid Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 86 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 87 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 88 Company Shares of Concentrates (RTD) by Off-trade Volume 2006-2010
  • Table 89 Brand Shares of Concentrates (RTD) by Off-trade Volume 2007-2010
  • Table 90 Company Shares of Concentrates by Off-trade Value 2006-2010
  • Table 91 Brand Shares of Concentrates by Off-trade Value 2007-2010
  • Table 92 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2010-2015
  • Table 93 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2010-2015
  • Table 94 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2010-2015
  • Table 95 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2010-2015
  • Table 96 Forecast Off-trade Sales of Concentrates by Category: Value 2010-2015
  • Table 97 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2010-2015

Fruit/Vegetable Juice in Brazil - Category Analysis

HEADLINES

TRENDS

  • In 2010, new players – largely domestic companies, such as Vivafrut and Shefa, which are present in other categories in the packaged food and beverage industries – entered the fruit/vegetable juice category. They took advantage of Sucos Del Valle/Coca-Cola restructuring its brands Del Valle, Minute Maid and Kapo, merging them under Del Valle family brand in mid-2009, creating space on shelves in grocery retailers such as supermarkets/hypermarkets and independent small grocers.

COMPETITIVE LANDSCAPE

  • Sucos Del Valle and Amacoco led the fruit/vegetable juice category in off-trade value sales terms in 2010, with 26% and 13% of sales, respectively. The two companies have top-selling brands in different categories. Sucos Del Valle is the leader in unfrozen nectars and second placed in juice drinks, while Amacoco has the clear leadership in 100% juice.

PROSPECTS

  • Sales of fruit/vegetable juice are expected to see a strong performance during the 2010-2015 period, increasing at CAGRs of around 7% in total volume and 8% in total constant value terms. Their healthy appeal, the launch of new products with different flavours and in new pack sizes, as well as the positive macroeconomic trends in the Brazilian market will be the main drivers of growth during the forecast period.

CATEGORY DATA

  • Table 98 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2005-2010
  • Table 99 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2005-2010
  • Table 100 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2005-2010
  • Table 101 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2005-2010
  • Table 102 Leading Flavours for 100% Juice: % Volume Breakdown 2005-2010
  • Table 103 Leading Flavours for Nectars (25-99% Juice): % Volume Breakdown 2005-2010
  • Table 104 Leading Flavours for Juice Drinks (up to 24% Juice): % Volume Breakdown 2005-2010
  • Table 105 % Share of Smoothies in 100% Juice and Nectars (25-99% Juice): Off-trade Value 2010
  • Table 106 Chilled Vs Ambient Not From Concentrate 100% Juice: % Analysis 2005-2010
  • Table 107 Chilled Vs Ambient Reconstituted 100% Juice: % Analysis 2005-2010
  • Table 108 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2006-2010
  • Table 109 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2010
  • Table 110 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2006-2010
  • Table 111 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2010
  • Table 112 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2010-2015
  • Table 113 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2010-2015
  • Table 114 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2010-2015
  • Table 115 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2010-2015

RTD Coffee in Brazil - Category Analysis

HEADLINES

TRENDS

  • RTD coffee remains very much a niche product in the Brazilian market. Cultural factors strongly favouring the drinking of hot coffee continue to hinder the penetration of this type of soft drink among Brazilians, although it recorded strong growth in sales in both volume and value terms in 2010. Sales of RTD coffee are largely confined to channels such as bakeries and forecourt retailers. Sales in self-service retailers, such as supermarkets and hypermarkets, remain negligible, as these distribution channels tend only to stock products with a high turnover. In some neighbourhood supermarkets, however, such products are present on the shelves. Geographical distribution is also a limiting factor on sales, as RTD coffee is only available in the Southeast and South regions of Brazil.

COMPETITIVE LANDSCAPE

  • Wow Indústria e Comércio is the dominant leader in RTD coffee, with a 79% share of value sales in 2010, through its well-known brand Caferazzi. The company has faced some reluctance among retailers to include this type of beverage in their assortment of products, particularly from supermarkets and hypermarkets.

PROSPECTS

  • Sales of RTD coffee are expected to remain low over the 2010-2015 period, due to the fact that Brazilian consumers continue to be unreceptive to this type of beverage.

CATEGORY DATA

  • Table 116 Off-trade Sales of RTD Coffee: Volume 2006-2010
  • Table 117 Off-trade Sales of RTD Coffee: Value 2006-2010
  • Table 118 Off-trade Sales of RTD Coffee: % Volume Growth 2006-2010
  • Table 119 Off-trade Sales of RTD Coffee: % Value Growth 2006-2010
  • Table 120 Company Shares of RTD Coffee by Off-trade Volume 2006-2010
  • Table 121 Brand Shares of RTD Coffee by Off-trade Volume 2007-2010
  • Table 122 Leading Flavours for RTD Coffee: % Volume Breakdown 2005-2010
  • Table 123 Company Shares of RTD Coffee by Off-trade Value 2006-2010
  • Table 124 Brand Shares of RTD Coffee by Off-trade Value 2007-2010
  • Table 125 Forecast Off-trade Sales of RTD Coffee: Volume 2010-2015
  • Table 126 Forecast Off-trade Sales of RTD Coffee: Value 2010-2015
  • Table 127 Forecast Off-trade Sales of RTD Coffee: % Volume Growth 2010-2015
  • Table 128 Forecast Off-trade Sales of RTD Coffee: % Value Growth 2010-2015

RTD Tea in Brazil - Category Analysis

HEADLINES

TRENDS

  • In 2010, Nestlé Brasil started to produce and distribute products under Nestea brand, independently of the Coca-Cola distribution system, as a consequence of CADE’s requirements in order to approve the acquisition of Leão Júnior by Coca-Cola in 2007. As a result of the decision, which was announced in July 2009, the Nestea brand lost share, as, due to the transition, Coca-Cola ceased any new marketing investment. In 2010, Nestlé Brasil responded by restructuring its commercial department and logistics for the brand, and relaunched Nestea with a new packaging design associating the strong umbrella brand Nestlé with its RTD tea.

COMPETITIVE LANDSCAPE

  • Leão Júnior/Coca-Cola maintained its leading position within RTD tea, increasing its off-trade value share slightly between 2009 and 2010. Since 2010, has Coca-Cola concentrated its efforts on the Leão Ice Tea brand, after terminating its contract with Nestlé in order to satisfy the Brazilian anti-trust authorities (CADE). In 2010, Leão Júnior/Coca-Cola renamed its still RTD tea Leão Icetea, and renewed its packaging with a new label design. The company also discontinued Green Tea Spree in 2009, which was the most important carbonated RTD tea available in the Brazilian market. Its sales were considered too small and did not justify the investment of more resources in it.

PROSPECTS

  • RTD tea is predicted to continue to perform well between 2010 and 2015, increasing by almost 66% in total volume and by 69% in constant value terms. The main drivers of this performance will be the current low per capita consumption of still RTD tea among Brazilians, and fierce competition between the leading multinational companies, including Coca-Cola/Leão Júnior, Unilever/InBev and Nestlé, and major national operators, such as Wow Indústria e Comércio, General Brands, Brasil Foods (BRF), Shefa and Vivafrut.

CATEGORY DATA

  • Table 129 Off-trade Sales of RTD Tea by Category: Volume 2005-2010
  • Table 130 Off-trade Sales of RTD Tea by Category: Value 2005-2010
  • Table 131 Off-trade Sales of RTD Tea by Category: % Volume Growth 2005-2010
  • Table 132 Off-trade Sales of RTD Tea by Category: % Value Growth 2005-2010
  • Table 133 Leading Flavours for RTD Tea: % Volume Breakdown 2006-2010
  • Table 134 Company Shares of RTD Tea by Off-trade Volume 2006-2010
  • Table 135 Brand Shares of RTD Tea by Off-trade Volume 2007-2010
  • Table 136 Company Shares of RTD Tea by Off-trade Value 2006-2010
  • Table 137 Brand Shares of RTD Tea by Off-trade Value 2007-2010
  • Table 138 Forecast Off-trade Sales of RTD Tea by Category: Volume 2010-2015
  • Table 139 Forecast Off-trade Sales of RTD Tea by Category: Value 2010-2015
  • Table 140 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2010-2015
  • Table 141 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2010-2015

Sports and Energy Drinks in Brazil - Category Analysis

HEADLINES

TRENDS

  • Coca-Cola has selected Brazil as a priority market, in line with its strategy to grow in emerging markets. The company has invested particularly heavily in non-carbonated beverages, for example sports and energy drinks and RTD tea. In the latter part of the review period, the company introduced leading global brands into the Brazilian market, including i9 Hidrotônico in 2008, Gladiator in 2009, and Powerade in 2010. As the multinational parent Coca-Cola sponsored the 2010 FIFA World Cup, Coca-Cola Brasil took the opportunity to launch Powerade in May 2010, emphasising that this product was the official sports drink for the players during the tournament.

COMPETITIVE LANDSCAPE

  • Cia Brasileira de Bebidas, Red Bull do Brasil Ltda and Coca-Cola Indústrias Ltda held the top three positions in 2010, accounting for more than 74% of off-trade value sales. Cia Brasileira de Bebidas, with the Gatorade sports drinks brand, has lost market share, in part as a consequence of the increasing share of energy drinks within the category and in part due to the fierce competition amongst sports drinks players. The company maintained its dominance in sports drinks, with an off-trade value share of almost 77% in 2010.

PROSPECTS

  • Over the 2010 and 2015 period, sports and energy drinks are expected to see a good sales performance, with total growth of 70% in constant value terms. There is considerable potential for growth in this category, thanks to positive macroeconomic indicators and a high level of confidence among Brazilians regarding the future.

CATEGORY DATA

  • Table 142 Still vs Carbonated Sports and Energy Drinks: % Off-trade Volume 2006-2010
  • Table 143 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 144 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 145 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 146 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 147 Leading Flavours for Sports and Energy Drinks: % Volume Breakdown 2005-2010
  • Table 148 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • Table 149 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2010
  • Table 150 Company Shares of Sports and Energy Drinks by Off-trade Value 2006-2010
  • Table 151 Brand Shares of Sports and Energy Drinks by Off-trade Value 2007-2010
  • Table 152 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2010-2015
  • Table 153 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2010-2015
  • Table 154 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2010-2015
  • Table 155 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2010-2015

Segmentation

Segmentation

This market research report includes the following:

  • Soft Drinks
    • Bottled Water
      • Carbonated Bottled Water
      • Flavoured Bottled Water
      • Functional Bottled Water
      • Still Bottled Water
    • Carbonates
      • Cola Carbonates
        • Regular Cola Carbonates
          • Standard Regular Cola
          • Speciality Regular Cola
        • Low Calorie Cola Carbonates
          • Standard Low Calorie Cola
          • Speciality Low Calorie Cola
      • Non-Cola Carbonates
        • Lemonade/Lime
          • Juice-based Lemonade/Lime
          • Non Juice-based Lemonade/Lime
        • Mixers
          • Ginger Ale
          • Seltzer
          • Tonic Water
          • Other Mixers
        • Orange Carbonates
          • Juice-based Orange Carbonates
          • Non Juice-based Orange Carbonates
        • Other Non-Cola Carbonates
    • Concentrates
      • Liquid Concentrates
      • Powder Concentrates
    • Fruit/Vegetable Juice
      • 100% Juice
        • Frozen 100% Juice
        • Not from Concentrate 100% Juice
        • Reconstituted 100% Juice
      • Juice Drinks (up to 24% Juice)
        • Frozen Juice Drinks
        • Juice Drinks Excluding Asian
      • Fruit-Flavoured Drinks (No Juice Content)
      • Nectars (25-99% Juice)
        • Frozen Nectars
        • Unfrozen Nectars
    • RTD Coffee
    • RTD Tea
      • Still RTD Tea
        • Still RTD Tea Excluding Asian
      • Carbonated RTD Tea
    • Sports and Energy Drinks
      • Energy Drinks
      • Sports Drinks
    • Asian Speciality 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
    • Chilled v Ambient Juices
    • Flavours
    • Off-trade vs On-trade
    • Package Size
    • Packaging Type
    • Per Cent Share of Smoothies
    • Pricing
    • Products by Ingredient
    • Products by Ingredient
    • Sports vs other functional bottled water

    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
    • Foodservice value retail selling price % growth
    • Foodservice value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price % growth
    • Total value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Total 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
    • Foodservice value retail selling price real (constant 2008) prices % growth
    • Foodservice value retail selling price real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price real (constant 2008) prices % growth
    • Total value retail selling price real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
    • Total 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
    • Foodservice value manufacturer selling price % growth
    • Foodservice value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price % growth
    • Total value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
    • Total 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
    • Foodservice value manufacturer selling price real (constant 2008) prices % growth
    • Foodservice value manufacturer selling price real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price real (constant 2008) prices % growth
    • Total value manufacturer selling price real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail value retail selling price excl powder % growth
    • Retail value retail selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Retail value retail selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price excl powder % growth
    • Foodservice value retail selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price excl powder % growth
    • Total value retail selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail value manufacturer selling price excl powder % growth
    • Retail value manufacturer selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Retail value manufacturer selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price excl powder % growth
    • Foodservice value manufacturer selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price excl powder % growth
    • Total value manufacturer selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price excl powder 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
    • Fountain on-trade volume through c-store
    • Fountain on-trade volume through c-store % growth
    • Fountain on-trade volume through c-store per capita
    • Fountain on-trade volume through foodservice
    • Fountain on-trade volume through foodservice % growth
    • Fountain on-trade volume through foodservice per capita
    • Total fountain on-trade volume
    • Total fountain on-trade volume % growth
    • Total fountain on-trade volume per capita
    • Foodservice value manufacturer selling price excl powder real (constant 2008) prices % growth
    • Foodservice value manufacturer selling price excl powder real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price excl powder real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price excl powder real (constant 2008) prices % growth
    • Total value retail selling price excl powder real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price excl powder real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price excl powder real (constant 2008) prices % growth
    • Total value manufacturer selling price excl powder real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price excl powder real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail value retail selling price excl powder real (constant 2008) prices % growth
    • Retail value retail selling price excl powder real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail value retail selling price excl powder real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price excl powder real (constant 2008) prices % growth
    • Foodservice value retail selling price excl powder real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price excl powder real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail value manufacturer selling price excl powder real (constant 2008) prices % growth
    • Retail value manufacturer selling price excl powder real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail value manufacturer selling price excl powder real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • 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
    • Foodservice value retail selling price nominal (current) prices % growth
    • Foodservice value retail selling price nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price nominal (current) prices % growth
    • Total value retail selling price nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
    • Total 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
    • Foodservice value manufacturer selling price nominal (current) prices % growth
    • Foodservice value manufacturer selling price nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price nominal (current) prices % growth
    • Total value manufacturer selling price nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail value retail selling price excl powder nominal (current) prices % growth
    • Retail value retail selling price excl powder nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail value retail selling price excl powder nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price excl powder nominal (current) prices % growth
    • Foodservice value retail selling price excl powder nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price excl powder nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail value manufacturer selling price excl powder nominal (current) prices % growth
    • Retail value manufacturer selling price excl powder nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail value manufacturer selling price excl powder nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price excl powder nominal (current) prices % growth
    • Foodservice value manufacturer selling price excl powder nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price excl powder nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price excl powder nominal (current) prices % growth
    • Total value retail selling price excl powder nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price excl powder nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price excl powder nominal (current) prices % growth
    • Total value manufacturer selling price excl powder nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price excl powder 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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