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Country Report

Soft Drinks in Chile

Mar 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 Chile 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 Chile, 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 Chile for free:

The Soft Drinks in Chile 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 Chile?
  • What are the major brands in Chile?
  • 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

Sustained growth over review period

Soft drinks experienced a sustained growth over the review period, with an ever-larger number of customers added to the demand based on the enlargement of the middle class and on the expansion of consumption to other products. Bottled water, juice, sports and energy drinks and RTD tea have complemented the purchase lists of Chileans, generating a virtuous mix that drives sales up. Manufacturers have been very active in providing more attractive offerings in terms of packaging, functional properties and other innovations, and customers have adopted new products quickly, which attracts new investments to the category not only to speed up product development but also to improve distribution to favour immediate consumption.

Category contributes to solving earthquake problems

The February 2010 earthquakes affected about 80% of the Chilean population and caused many damages, not only to infrastructure but also to productive facilities. Non-alcoholic drinks was impacted too, but in different ways. On one side, the potable water supply shut down and even ceased, and soft drinks manufacturers provided a quick solution, increasing bottled water shipments to the catastrophe area, even bringing it free into the zone with extensive damage. On the average, sales skyrocketed to offset the potable water shortage, mostly of bottled water. On the other side, several plants lost production capacity, which translated into reduced output for several months. Taking into consideration that highway infrastructure suffered severe damage in many places, companies faced many problems in refilling their customers’ shelves. Additionally, retailers’ outlets closed for a couple of days in less impacted places, but in coastal areas just destroyed by the tsunamis, manufacturers have been working to restore their coverage.

Allied to compete

By the end of the review period, leading players had adjusted their strategies to improve their capacity to capture market potential, and mainly to compete in the newest or faster-growing categories. Embotelladoras Chilenas Unidas SA (ECUSA) has searched for alliances to complete its product portfolio and offset the huge advantage of Coca-Cola. ECUSA signed a deal with Watt’s to create Promarca SA, and improved its position in fruit/vegetable juices, whilst in bottled water Aguas CCU allied to Nestlé to afford bottled water and provide mineral and purified water. The success of the alliance has allowed the company to keep the category leadership, and Nestlé has exerted its right to raise its share in the alliance up to 49%. Moreover, Aguas CCU – Nestlé Chile SA retails global brands such as Nestlé Pure Life and Perrier.

Drinking on the go drives further investments

Chileans spending more hours out of the home, crowded cities and larger distances for commuting have stimulated the demand for products that people can eat and drink on the go. Street sellers and kiosks provide an ever-larger number of soft drinks suitable for immediate consumption, although most of the time not at the ideal temperature. Nevertheless, manufacturers – mainly Coca-Cola – have heavily invested to provide retail alternatives to offer their products in the best conditions and in many places, which reduces the need of buying the products on the streets. Vending machines have appeared in most high-traffic areas – including transport stations, universities, shopping centres and so on, as well as in many captive places. Additionally, investments in chilled cabinets have increased and manufacturers have supported retailers in financing this equipment to improve their displays and product maintenance in optimal conditions. This is becoming huge entrance barrier for smaller players that cannot afford similar investments, and that have been losing ground in many retail outlets.

Healthy products sales must go up

Soft drinks sales should record a robust growth over the forecast period, based not only in further investments of leading players to keep ever attractive offerings, but also in an ever-larger number of Chileans having enough income to increase the demand or to direct more resources to buy category products. Growth will be slower than in 2005-2010 as the review period saw the appearance of new subcategories such as flavoured and functional bottled water and the explosive growth of sports drinks and energy drinks, the latter in a very early stage of development in 2005. Most of the growth in the forecast period should arise from healthy products, because more Chileans should be concerned about health and most of them should have enough resources to pay extra for products that allow them to look and feel better. Low calorie carbonates, bottled water, juice and RTD tea should drive growth and their consumption should extend to middle and middle-lower-income segments. Additionally, there should be room for the introduction of more premium brands across categories.

Table of Contents

Table of Contents

Soft Drinks in Chile - Industry Overview

EXECUTIVE SUMMARY

Sustained growth over review period

Category contributes to solving earthquake problems

Allied to compete

Drinking on the go drives further investments

Healthy products sales must go up

KEY TRENDS AND DEVELOPMENTS

Chilean economy returns to a growth path

Earthquake in Chile, pros and cons

Competition in healthy segment increases

Large retailers improve position in smaller and economic formats

Going beyond the stores

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 Off-trade Soft Drinks (as sold) by Volume 2006-2010
  • Table 14 Brand Shares of Off-trade Soft Drinks (as sold) by Volume 2007-2010
  • Table 15 Company Shares of Off-trade Soft Drinks (RTD) by Volume 2006-2010
  • Table 16 Brand Shares of Off-trade Soft Drinks (RTD) by Volume 2007-2010
  • Table 17 Company Shares of Off-trade Soft Drinks by Value 2006-2010
  • Table 18 Brand Shares of Off-trade Soft Drinks by Value 2007-2010
  • Table 19 Penetration of Private Label (as sold) by Category by Volume 2005-2010
  • Table 20 Penetration of Private Label by Category by Value 2005-2010
  • Table 21 Off-trade Sales of Soft Drinks by Category and Distribution Format: % Analysis 2010
  • Table 22 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2010-2015
  • Table 23 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2010-2015
  • Table 24 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2010-2015
  • Table 25 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2010-2015
  • Table 26 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2010-2015
  • Table 27 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2010-2015
  • Table 28 Forecast Off-trade Sales of Soft Drinks by Category: Value 2010-2015
  • Table 29 Forecast Off-trade Sales of Soft Drinks by Category: % Value Growth 2010-2015

APPENDIX

Fountain Sales in Chile

  • Table 30 Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2005-2010
  • Table 31 Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2005-2010
  • Table 32 Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2005-2010
  • Table 33 Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2005-2010
  • Table 34 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2010-2015
  • Table 35 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2010-2015
  • Table 36 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2010-2015
  • Table 37 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2010-2015

DEFINITIONS

  • Summary 1 Research Sources

Soft Drinks in Chile - Company Profiles

Embotelladora Latinoamericana SA - Soft Drinks - Chile

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 3 Embotelladora Latinoamericana SA: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 4 Embotelladora Latinoamericana SA: Competitive Position 2010

Embotelladoras Chilenas Unidas SA - Soft Drinks - Chile

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 7 Embotelladoras Chilenas Unidas SA: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 8 Embotelladoras Chilenas Unidas SA: Competitive Position 2010

Empresas Carozzi SA - Soft Drinks - Chile

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 11 Empresas Carozzi SA: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 12 Empresas Carozzi SA: Competitive Position 2010

Promarca SA - Soft Drinks - Chile

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 15 Promarca SA: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 16 Promarca SA: Competitive Position 2010

T-Company SA, The - Soft Drinks - Chile

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 19 The T-Company SA: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 20 The T-Company SA: Competitive Position 2010

Tresmontes Lucchetti SA - Soft Drinks - Chile

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 23 Tresmontes Lucchetti: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 24 Tresmontes Lucchetti: Competitive Position 2010

Bottled Water in Chile - Category Analysis

HEADLINES

TRENDS

  • The February earthquake affected the area where about 80% of Chile’s population lives. The 8.8 magnitude shake caused massive infrastructure destruction, including water supply. Whilst in some areas the service was restored in a few hours, in other areas the disruption lasted several weeks. Bottled water emerged as a palliative to the dramatic situation. Manufacturers donated bottled water to towns, but also customers bought it to assure provision of clean water.

COMPETITIVE LANDSCAPE

  • Aguas CCU – Nestlé Chile SA, the joint venture of CCU and Nestlé, ranked as the leading player of bottled water, accounting for 56% share of off-trade value sales. The company owns the strongest brand on the market, Cachantún (54% share), which has been used as the umbrella brand to compete across categories – ie Cachantún Mas, Más Woman. They also retail the brands Pure Life and Porvenir. The strength of the Cachantún brand comes from its years of presence in the market, with products to cover all the emerging consumer trends, and its extensive distribution network.

PROSPECTS

  • Although the major 2010 event impacting the category was the earthquake, there is not expected to be another one in the near term. Nevertheless, reconstruction programs have reinforced the economic rebound, and then GDP growth rate has been stronger than projected a year before. Therefore, with the positive effect on disposable income, more Chileans have demanded bottled water with higher frequency. This effect will add to the positive impact of the healthy trend, with consumers looking for products that are low in sugar, calories or sodium; or to a lesser extent products with added benefits like vitamins and minerals.

Institutional Bottled Water Sales

CATEGORY DATA

  • Table 38 Sales of Bottled Water to Institutional Channel 2005-2010
  • Table 39 Off-trade Sales of Bottled Water: Volume 2005-2010
  • Table 40 Off-trade Sales of Bottled Water: Value 2005-2010
  • Table 41 Off-trade Sales of Bottled Water: % Volume Growth 2005-2010
  • Table 42 Off-trade Sales of Bottled Water: % Value Growth 2005-2010
  • Table 43 Company Shares of Bottled Water by Off-trade Volume 2006-2010
  • Table 44 Brand Shares of Bottled Water by Off-trade Volume 2007-2010
  • Table 45 Company Shares of Bottled Water by Off-trade Value 2006-2010
  • Table 46 Brand Shares of Bottled Water by Off-trade Value 2007-2010
  • Table 47 Forecast Off-trade Sales of Bottled Water: Volume 2010-2015
  • Table 48 Forecast Off-trade Sales of Bottled Water: Value 2010-2015
  • Table 49 Forecast Off-trade Sales of Bottled Water: % Volume Growth 2010-2015
  • Table 50 Forecast Off-trade Sales of Bottled Water: % Value Growth 2010-2015

Carbonates in Chile - Category Analysis

HEADLINES

TRENDS

  • In 2010 the Chilean economy returned to a growing path, influenced not only by global recovery but also by the programs aimed at rebuilding the country after the February earthquake. Additionally, the change of the government alliance in March 2010 contributed to recovering investors confidence and then to generating a favorable scenario for employment and consumption growth.

COMPETITIVE LANDSCAPE

  • Coca-Cola de Chile SA led the category in 2010, capturing 74% value share. Because of the popularity of cola carbonates, and a longstanding presence in the Chilean market, Coca-Cola is the strongest brand in the Chilean market, accounting for 52% share of cola carbonates. The strength of the brand is shown by its first place in any survey of brand awareness carried out in the country. The company’s portfolio includes leading brands in most categories; Coca-Cola Light, Fanta and Sprite recorded about 5% to 6% value share each.

PROSPECTS

  • The Chilean economy will continue growing and it is expected that GDP will increase at an average annual rate close to 6%. At the same time, employment will show a sustained rise. The overall scenario not only will drive further investments, but also will reinvigorate the rise of the middle class.

CATEGORY DATA

  • Table 51 Low Calorie Carbonates by Category
  • Table 52 Off-trade Sales of Carbonates by Category: Volume 2005-2010
  • Table 53 Off-trade Sales of Carbonates by Category: Value 2005-2010
  • Table 54 Off-trade Sales of Carbonates by Category: % Volume Growth 2005-2010
  • Table 55 Off-trade Sales of Carbonates by Category: % Value Growth 2005-2010
  • Table 56 On-trade vs Off-trade Sales of Carbonates: Volume 2005-2010
  • Table 57 On-trade vs Off-trade Sales of Carbonates: Value 2005-2010
  • Table 58 On-trade vs Off-trade Sales of Carbonates: % Volume Growth 2005-2010
  • Table 59 On-trade vs Off-trade Sales of Carbonates: % Value Growth 2005-2010
  • Table 60 Off-trade Sales of Low Calorie Cola Carbonates by Category: % Volume Breakdown 2005-2010
  • Table 61 Company Shares of Carbonates by Off-trade Volume 2006-2010
  • Table 62 Brand Shares of Carbonates by Off-trade Volume 2007-2010
  • Table 63 Company Shares of Carbonates by Off-trade Value 2006-2010
  • Table 64 Brand Shares of Carbonates by Off-trade Value 2007-2010
  • Table 65 Forecast Off-trade Sales of Carbonates by Category: Volume 2010-2015
  • Table 66 Forecast Off-trade Sales of Carbonates by Category: Value 2010-2015
  • Table 67 Forecast Off-trade Sales of Carbonates by Category: % Volume Growth 2010-2015
  • Table 68 Forecast Off-trade Sales of Carbonates by Category: % Value Growth 2010-2015

Concentrates in Chile - Category Analysis

HEADLINES

TRENDS

  • During the economic crisis, customers searched for opportunities to save and many families returned to buying concentrates, especially regular powder ones, to better deal with tightened budgets. Because more families like low calorie products, as soon as they started to recover their acquisition power, they returned to purchasing products positioned as healthiest so they resumed purchasing other categories.

COMPETITIVE LANDSCAPE

  • Tresmontes Lucchetti SA leads concentrates, accounting for 51% share in RTD volume terms and 45% share of value traded in 2010. The company manufactures and retails a wide range of products in the category, which allows it to offer alternatives that fit most of the consumer patterns. The strongest brand of its portfolio is Livean (25% value share), which was a pioneer in the low calorie segment. Livean has been the umbrella brand for the introduction of a line of nectars positioned as a healthy alternative. The firm also retails the brands Zuko, Yupi, Hickory Hill and Flash, which cover all the range of prices, Livean and Zuko being the brands that target the upper end of the market.

PROSPECTS

  • Chile’s economic situation is improving faster. Despite the February earthquake that damaged part of the productive facilities and the country’s infrastructure, the GDP and employment have performed better than expected. The overall scenario will be one of optimism, and more and more families will start to spend more on goods and services. Because of the positive news, people will recover confidence in their job stability and will return to applying for credit, which again will favour consumption.

CATEGORY DATA

Concentrates Conversions

  • Summary 25 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format
  • Table 69 Off-trade Sales of Concentrates (as sold) by Category: Volume 2005-2010
  • Table 70 Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2005-2010
  • Table 71 Off-trade Sales of Concentrates (RTD) by Category: Volume 2005-2010
  • Table 72 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2005-2010
  • Table 73 Off-trade Sales of Concentrates by Category: Value 2005-2010
  • Table 74 Off-trade Sales of Concentrates by Category: % Value Growth 2005-2010
  • Table 75 Company Shares of Liquid Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 76 Brand Shares of Liquid Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 77 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 78 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 79 Company Shares of Concentrates (RTD) by Off-trade Volume 2006-2010
  • Table 80 Brand Shares of Concentrates (RTD) by Off-trade Volume 2007-2010
  • Table 81 Company Shares of Concentrates by Off-trade Value 2006-2010
  • Table 82 Brand Shares of Concentrates by Off-trade Value 2007-2010
  • Table 83 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2010-2015
  • Table 84 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2010-2015
  • Table 85 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2010-2015
  • Table 86 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2010-2015
  • Table 87 Forecast Off-trade Sales of Concentrates by Category: Value 2010-2015
  • Table 88 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2010-2015

Fruit/Vegetable Juice in Chile - Category Analysis

HEADLINES

TRENDS

  • An ever-larger number of Chileans are taking care of their presence, not only exercising, but also having a healthy diet. People like to feel and look better; therefore they are buying an ever-larger number of products with reduced sodium and fat, low calories and so on. People are willing to pay extra for products that promise to help them to accomplish this goal, including juice and nectars. Manufacturers have anticipated the trend and have introduced products to fit the rising demand.

COMPETITIVE LANDSCAPE

  • Fruit/vegetable juice competition has become a two-player game. Coca-Cola leads the market with 42% share of off-trade value sales in 2010. The firm surpasses Promarca SA (representing Watt’s) mainly by a wider product portfolio, offering products in every category. Coca-Cola competes in not from concentrate 100% juice (Andina Fresh – 4% value share), unfrozen nectars (Andina and Andifruit – 33% share), juice drinks (Hugo – 100% share) and fruit-flavoured drinks (Kapo – 91% share). The firm has an extended distribution system based on the strength of its full portfolio of soft drinks, to which its juice and nectar products share access at a cost advantage. Similarly, the firm dedicates resources to promote its products, including mass media advertising, point-of-sale support and help to its smaller distributors.

PROSPECTS

  • It is expected that the healthy trend will continue gaining adherents over the forecast period. More people will take care of their diets, including those who have children, because obesity has become a critical issue for authorities. Many projects have been in place to motivate children to exercise and change their dietary habits, which will influence food and drinks decisions not only of children but also of their parents. Over the forecast period more initiatives will be released. However, the healthy trend it is not limited to handling weight problems; an ever-larger number of Chileans will buy better-for-you products, which will increase the demand for products other than reduced-sugar ones. Calcium, vitamins, zinc and other nutrients will be added to more popular formulas.

CATEGORY DATA

  • Table 89 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2005-2010
  • Table 90 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2005-2010
  • Table 91 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2005-2010
  • Table 92 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2005-2010
  • Table 93 Leading Flavours for 100% Juice: % Volume Breakdown 2005-2010
  • Table 94 Leading Flavours for Nectars (25-99% Juice): % Volume Breakdown 2005-2010
  • Table 95 Leading Flavours for Juice Drinks (up to 24% Juice): % Volume Breakdown 2005-2010
  • Table 96 Leading Flavours for Fruit-flavoured Drinks (No Juice Content): % Volume Breakdown 2005-2010
  • Table 97 % Share of Smoothies in 100% Juice and Nectars (25-99% Juice): Off-trade Value 2010
  • Table 98 Chilled Vs Ambient Not From Concentrate 100% Juice: % Analysis 2005-2010
  • Table 99 Chilled Vs Ambient Reconstituted 100% Juice: % Analysis 2005-2010
  • Table 100 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2006-2010
  • Table 101 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2010
  • Table 102 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2006-2010
  • Table 103 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2010
  • Table 104 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2010-2015
  • Table 105 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2010-2015
  • Table 106 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2010-2015
  • Table 107 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2010-2015

RTD Tea in Chile - Category Analysis

HEADLINES

TRENDS

  • The healthy trend has spread out nationwide, as more people have been aware of tea’s properties to make drinkers feel better. As tea demand has increased, this has generated opportunity for the introduction of a wider range of tea blends, including premium varieties. A kind of tea culture has emerged and more people are willing to taste different tea varieties and to spend not only on accessories to prepare it but also on more expensive teas. That has generated more opportunities for RTD tea, especially with well-known food and drinks manufacturers supporting the brands.

COMPETITIVE LANDSCAPE

  • Coca-Cola de Chile SA consolidated its position as the category leader, accounting for 44% of value sales in 2010. Nestea has gained share quickly, supported by the strength of the Coca-Cola system. At the end of the review period, the firm was heavily investing in cooling machines, chilled cabinets and a vending machines network (through its related company Multivending), allowing customers access to its products in every corner of the country in the best conditions for immediate consumption, which also benefits Nestea.

PROSPECTS

  • Traditionally Chile has emerged as a great consumer of tea, but the popularity of tea will continue growing. As disposable income increases, more customers will demand higher-quality products. At the same time, an ever-larger number of customers will expand consumption occasions, drinking different varieties at different moments of the day. Taking into consideration that more Chileans will be conscious about tea’s antioxidant properties, the number of those who adhere to the healthy trend, and are willing to drink tea regularly, will grow.

CATEGORY DATA

  • Table 108 Off-trade Sales of RTD Tea by Category: Volume 2007-2010
  • Table 109 Off-trade Sales of RTD Tea by Category: Value 2007-2010
  • Table 110 Off-trade Sales of RTD Tea by Category: % Volume Growth 2007-2010
  • Table 111 Off-trade Sales of RTD Tea by Category: % Value Growth 2007-2010
  • Table 112 Leading Flavours for RTD Tea: % Volume Breakdown 2006-2010
  • Table 113 Company Shares of RTD Tea by Off-trade Volume 2006-2010
  • Table 114 Brand Shares of RTD Tea by Off-trade Volume 2007-2010
  • Table 115 Company Shares of RTD Tea by Off-trade Value 2006-2010
  • Table 116 Brand Shares of RTD Tea by Off-trade Value 2007-2010
  • Table 117 Forecast Off-trade Sales of RTD Tea by Category: Volume 2010-2015
  • Table 118 Forecast Off-trade Sales of RTD Tea by Category: Value 2010-2015
  • Table 119 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2010-2015
  • Table 120 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2010-2015

Sports and Energy Drinks in Chile - Category Analysis

HEADLINES

TRENDS

  • Energy drinks growth has been associated to young people, and energy drinks are closely positioned as providing an energy charge for consumers to spend a fun time. Therefore, energy drinks can be found in outlets that adolescents and young adults visit the most, including those locations closer to universities, colleges, discotheques, sport centres and so on. In 2009-2010, manufacturers and importers worked to increase the customer base and intended to attract those customers who think that energy drinks are for “party time”. Moreover, the entry of Quick Energy (imported by F. H. Engel) demonstrates the effort to create a healthier image and this brand for the first time intended to attract people who practice sports and exercising.

COMPETITIVE LANDSCAPE

  • Red Bull (distributed by Comercial Peumo Ltda) kept category leadership, accounting for 44% share of value sales and 33% share of volume sales. An early entry to the market and a robust global brand have allowed Red Bull to continue as the leading brand despite the introduction of the brands of Coca-Cola and Embotelladoras Chilenas Unidas. Although competitors have contributed to invigorating demand, Red Bull has been active to capture most of the customers who show demand. This is because energy drinks has been growing faster than sports drinks, and Red Bull has moved quickly to capture the category growth, Comercial Peumo Ltda recorded the largest increase in value share over the year, adding two percentage points.

PROSPECTS

  • Taking into consideration that more Chileans are adhering to the healthy trend, products that allow them to feel and look better should face a growing demand over the forecast period. On one side, sports drinks should increase its penetration as more people choose to exercise on a regular basis. On the other side, if energy drinks want to expand its reach, these products should provide answers to those customers who are afraid that their consumption can negatively affect their health. Therefore, sugar- and calorie-reduced products, and those with lower content of guarana, taurine and so on should increase their share of sales.

CATEGORY DATA

  • Table 121 Still vs Carbonated Sports and Energy Drinks % Off-trade Volume 2005-2010
  • Table 122 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 123 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 124 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 125 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 126 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • Table 127 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2010
  • Table 128 Company Shares of Sports and Energy Drinks by Off-trade Value 2006-2010
  • Table 129 Brand Shares of Sports and Energy Drinks by Off-trade Value 2007-2010
  • Table 130 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2010-2015
  • Table 131 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2010-2015
  • Table 132 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2010-2015
  • Table 133 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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