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Country Report

Soft Drinks in Dominican Republic

Jun 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Another year of strong growth for the Dominican soft drinks industry

Driven by powerful competition amongst the major soft drinks manufacturers on price, the Dominican soft drinks industry experienced its second straight year of healthy volume and current value growth. Most consumers remained attracted to brands that could offer them the lowest price whilst still providing them with the enjoyment and refreshment they demanded. As a result, coherent and efficient distribution and smart and inventive advertising made all the difference in customer preference.

Intense price competition affects most soft drink offerings

2011 continued the price wars that have defined the carbonates category since at least the introduction of Kola Real in 2004. Kola Real has been seen as a low-cost substitute for more expensive cola and non-cola carbonates such as Coca-Cola, Pepsi and Fanta and has not just upended the pricing for carbonates, but also influenced the pricing strategies for fruit/vegetable juice, sports and energy drinks and bottled water. Soft drink companies continued to tailor their products to fit the country’s customer mix: broad product adoption in the local market is due primarily to a coherent strategy of combining low unit prices with strong brand recognition, marketing and distribution.

Agua Planeta Azul benefits from increased regulatory water enforcement

The largest soft drink company continued to be Agua Planeta Azul CxA, which benefitted from increased regulatory enforcement of water sanitation rules. Over the course of 2011, the Dominican government prohibited the distribution and transportation of unregulated and informal water tanker trucks, which though lax in adherence to water sanitation requirements, served many poorer communities. With the enforcement of this ban and the closing of 22 bottled water companies for health code violations, leading bottled water company Agua Planeta Azul was well positioned to benefit. Its 20-litre reusable bottles remained the cheap legal avenue for potable water for many Dominicans, given that the Dominican Republic still does not have a universal potable water distribution system.

Two-tiered market: Modern vs traditional outlets

Soft drinks are largely distributed through two primary channels that cater to different customer groups. The larger by far is the independent small grocers channel, locally known as colmados, which is more traditional and tends to serve lower-income consumers. For these customers, price is a big determination of what product to buy, and as a result, distribution through this channel influenced the price competition that defined the industry in 2011. On the other hand, modern outlets such as supermarkets and hypermarkets offer a wide range of products to middle- and upper-income consumers, who are less driven by price considerations. Thus, many speciality and healthier options can be found in this channel.

Perfect price segmentation a likelihood for the future

2011 showed an industry on its way to becoming almost entirely segmented by price and channel. Lower-income consumers continued to force unit prices downward for their preferred lower-priced brands in the independent small grocers channel. On the other hand, the middle and upper classes demanded more from their products, resulting in growth in higher-priced healthier and speciality soft drink categories. This polarisation looks only to increase over the forecast period, as consumers will be defined by where they shop and what they demand out of their products, further creating tiered segments within each soft drink category.


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Overview

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

The Soft Drinks in Dominican Republic 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 Dominican Republic?
  • What are the major brands in Dominican Republic?
  • 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.

Table of Contents

Table of Contents

Soft Drinks in Dominican Republic - Industry Overview

EXECUTIVE SUMMARY

Another year of strong growth for the Dominican soft drinks industry

Intense price competition affects most soft drink offerings

Agua Planeta Azul benefits from increased regulatory water enforcement

Two-tiered market: Modern vs traditional outlets

Perfect price segmentation a likelihood for the future

MARKET DATA

  • Table 1 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2006-2011
  • Table 2 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2006-2011
  • Table 3 Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2006-2011
  • Table 4 Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2006-2011
  • 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 2006-2011
  • Table 10 Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2006-2011
  • Table 11 Off-trade Sales of Soft Drinks by Category: Value 2006-2011
  • Table 12 Off-trade Sales of Soft Drinks by Category: % Value Growth 2006-2011
  • Table 13 Company Shares of Off-trade Soft Drinks (as sold) by Volume 2007-2011
  • Table 14 Brand Shares of Off-trade Soft Drinks (as sold) by Volume 2008-2011
  • Table 15 Company Shares of Off-trade Soft Drinks (RTD) by Volume 2007-2011
  • Table 16 Brand Shares of Off-trade Soft Drinks (RTD) by Volume 2008-2011
  • Table 17 Company Shares of Off-trade Soft Drinks by Value 2007-2011
  • Table 18 Brand Shares of Off-trade Soft Drinks by Value 2008-2011
  • Table 19 Off-trade Sales of Soft Drinks by Category and Distribution Format: % Analysis 2011
  • Table 20 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2011-2016
  • Table 21 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2011-2016
  • Table 22 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2011-2016
  • Table 23 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2011-2016
  • Table 24 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2011-2016
  • Table 25 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2011-2016
  • Table 26 Forecast Off-trade Sales of Soft Drinks by Category: Value 2011-2016
  • Table 27 Forecast Off-trade Sales of Soft Drinks by Category: % Value Growth 2011-2016

APPENDIX

FOUNTAIN SALES in the Dominican Republic

  • Table 28 Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2006-2011
  • Table 29 Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2006-2011
  • Table 30 Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2006-2011
  • Table 31 Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2006-2011
  • Table 32 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2011-2016
  • Table 33 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2011-2016
  • Table 34 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2011-2016
  • Table 35 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2011-2016

DEFINITIONS

SOURCES

  • Summary 1 Research Sources

Soft Drinks in Dominican Republic - Company Profiles

Industrias San Miguel del Caribe SA in Soft Drinks (Dominican Republic)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 3 Industrias San Miguel del Caribe SA: Competitive Position 2011

Pasteurizadora Rica SA in Soft Drinks (Dominican Republic)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 5 Pasteurizadora Rica SA: Competitive Position 2011

Bottled Water in Dominican Republic - Category Analysis

HEADLINES

TRENDS

  • Dominican regulatory pressure against some aspects of bottled water distribution contributed to steady volume and value growth for the bottled water industry. In May 2011, the government reissued NORDOM 64, which detailed the quality and safety requirements for water sales in the Dominican Republic. As a result, the government prohibited the distribution and transportation of so-called “agua al granel” (water pumped from tanker trucks that serve poorer Dominican neighbourhoods). Though this service continued to exist in a variety of forms throughout 2011, the Ministry of Health ordered distributors to install signage that indicated that such water was not suitable for human consumption.

COMPETITIVE LANDSCAPE

  • Agua Planeta Azul continued to lead bottled water in 2011, accounting for 45% of off-trade value sales and 46% of off-trade volume sales. Agua Planeta Azul has a history of providing purified water through its flagship brand, Planeta Azul. It was the first company in the Dominican Republic to use reverse osmosis to purify its water and the first to offer reusable bottles. It is the country’s largest supplier of reusable 20-litre bottles, which have historically been used by all income classes given the country’s lack of potable drinking water options. It has since diversified into smaller purified bottled water options, which can be purchased in most independent small grocers and supermarkets.

PROSPECTS

  • The performance of bottled water over the forecast period will continue to be tied to governmental efforts to improve potable water distribution in the Dominican Republic. If, as has been speculated, the government continues to shut down and prohibit illegal distribution through tanker trucks, the result will be more lower-income families requesting refillable large bottles, which will benefit existing providers of these offerings such as Agua Planeta Azul. Given the lack of municipal delivery services for potable water, this trend only looks to increase.

CATEGORY DATA

Institutional Bottled Water Sales

  • Table 36 Sales of Bottled Water to Institutional Channel 2005-2011
  • Table 37 Off-trade Sales of Bottled Water: Volume 2006-2011
  • Table 38 Off-trade Sales of Bottled Water: Value 2006-2011
  • Table 39 Off-trade Sales of Bottled Water: % Volume Growth 2006-2011
  • Table 40 Off-trade Sales of Bottled Water: % Value Growth 2006-2011
  • Table 41 Company Shares of Bottled Water by Off-trade Volume 2007-2011
  • Table 42 Brand Shares of Bottled Water by Off-trade Volume 2008-2011
  • Table 43 Company Shares of Bottled Water by Off-trade Value 2007-2011
  • Table 44 Brand Shares of Bottled Water by Off-trade Value 2008-2011
  • Table 45 Forecast Off-trade Sales of Bottled Water: Volume 2011-2016
  • Table 46 Forecast Off-trade Sales of Bottled Water: Value 2011-2016
  • Table 47 Forecast Off-trade Sales of Bottled Water: % Volume Growth 2011-2016
  • Table 48 Forecast Off-trade Sales of Bottled Water: % Value Growth 2011-2016

Carbonates in Dominican Republic - Category Analysis

HEADLINES

TRENDS

  • Continued price competition between the largest carbonate brands caused a decline in year-on-year unit prices in current terms. The trend that started in 2004 with the introduction of Kola Real, an economy cola brand from Industrias San Miguel del Caribe SA, only accelerated in 2011. As carbonate manufacturers continue to compete for space on the shelves of the independent small grocers (which provided 75% of the sales of carbonates in volume terms), price wars have resulted in an almost across-the-board drop in unit prices, even when taking inflation into account.

COMPETITIVE LANDSCAPE

  • Refrescos Nacionales continued to lead carbonates with a 32% share of off-trade value sales. The company is the official distributor of all Coca-Cola products, including Coca-Cola, Coca-Cola Light, Sprite and Fanta. In addition, it also owns the popular Country Club brand, which represents 22% of off-trade value sales for non-cola carbonates. Given the popularity and recognition of these brands and Refrescos Nacionales’ comprehensive distribution network and market strategy, the company’s place at the top of carbonates remains secure. Pepsi’s official distributor, Embotelladora Dominicana, ranked second with 28% total off-trade value share.

PROSPECTS

  • In the forecast period, carbonates will continue to dominate the segment of lower- and middle-income consumers. As the market is becoming quite mature, growth potential will be highest for other non-cola carbonates. Because of this, non-cola carbonates will still outpace cola carbonates and will reach 64% of the total by 2016 in volume sales. Kola Real’s recent success with other non-cola carbonates over the review period will lead to increased competition in this sphere, with entrants from Refrescos Nacionales and Embotelladora Dominicana expected soon.

CATEGORY DATA

  • Table 49 Low Calorie Carbonates by Category
  • Table 50 Off-trade Sales of Carbonates by Category: Volume 2006-2011
  • Table 51 Off-trade Sales of Carbonates by Category: Value 2006-2011
  • Table 52 Off-trade Sales of Carbonates by Category: % Volume Growth 2006-2011
  • Table 53 Off-trade Sales of Carbonates by Category: % Value Growth 2006-2011
  • Table 54 On-trade vs Off-trade Sales of Carbonates: Volume 2006-2011
  • Table 55 On-trade vs Off-trade Sales of Carbonates: Value 2006-2011
  • Table 56 On-trade vs Off-trade Sales of Carbonates: % Volume Growth 2006-2011
  • Table 57 On-trade vs Off-trade Sales of Carbonates: % Value Growth 2006-2011
  • Table 58 Company Shares of Carbonates by Off-trade Volume 2007-2011
  • Table 59 Brand Shares of Carbonates by Off-trade Volume 2008-2011
  • Table 60 Company Shares of Carbonates by Off-trade Value 2007-2011
  • Table 61 Brand Shares of Carbonates by Off-trade Value 2008-2011
  • Table 62 Forecast Off-trade Sales of Carbonates by Category: Volume 2011-2016
  • Table 63 Forecast Off-trade Sales of Carbonates by Category: Value 2011-2016
  • Table 64 Forecast Off-trade Sales of Carbonates by Category: % Volume Growth 2011-2016
  • Table 65 Forecast Off-trade Sales of Carbonates by Category: % Value Growth 2011-2016

Concentrates in Dominican Republic - Category Analysis

HEADLINES

TRENDS

  • In 2011, the concentrates industry continued to face downward pressure on prices whilst struggling to carve a niche in the increasingly competitive soft drinks sphere. The price competition for carbonates that accelerated after the introduction of Kola Real caused a strong substitution effect from concentrates to carbonates in the review period. As a result, concentrates producers have developed marketing strategies emphasising the relative strengths of their products: healthier than carbonates, less costly than fruit/vegetable juice and easy to prepare.

COMPETITIVE LANDSCAPE

  • In 2011, Bon Agroindustrial led all concentrates producers with a current off-trade value share of 56%. Its liquid concentrate brand, Bon, also dominated this category with a similar current value share of 56%. Bon Agroindustrial is a longstanding domestic producer that has high name recognition, original marketing and strong distribution. However, Bon Agroindustrial did not have a significant entry in powder concentrates in 2011. Instead, this category was dominated by Quala Dominicana, which, through its products JugosYá, FrutiMax and Juvena, captured a 62% share in current value terms. In the last two years of the review period, Quala Dominicana re-imagined its flagship brand JugosYá with a successful ad campaign that was effective in positioning the brand between carbonates and fruit juice as something healthy and inexpensive.

PROSPECTS

  • Concentrates will continue to grow slowly with a CAGR of 2% in constant value terms over the forecast period, but will be limited by the dominance of carbonates, bottled water and fruit/vegetable juice in the Dominican market. Concentrates manufacturers will continue to find it hard to differentiate their products with carbonates on price and with fruit/vegetable juice on healthiness. As a result, it is estimated that concentrates will grow slower than soft drinks as a whole in the forecast period, and will fall under 2% of total soft drink sales in constant value terms.

CATEGORY DATA

Concentrates Conversions

  • Table 66 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format
  • Table 67 Off-trade Sales of Concentrates (as sold) by Category: Volume 2006-2011
  • Table 68 Off-trade Sales of Concentrates (RTD) by Category: Volume 2006-2011
  • Table 69 Off-trade Sales of Concentrates by Category: Value 2006-2011
  • Table 70 Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2006-2011
  • Table 71 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2006-2011
  • Table 72 Off-trade Sales of Concentrates by Category: % Value Growth 2006-2011
  • Table 73 Company Shares of Concentrates (RTD) by Off-trade Volume 2007-2011
  • Table 74 Brand Shares of Concentrates (RTD) by Off-trade Volume 2008-2011
  • Table 75 Company Shares of Liquid Concentrates (as sold) by Off-trade Volume 2007-2011
  • Table 76 Brand Shares of Liquid Concentrates (as sold) by Off-trade Volume 2008-2011
  • Table 77 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2011
  • Table 78 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2008-2011
  • Table 79 Company Shares of Concentrates by Off-trade Value 2007-2011
  • Table 80 Brand Shares of Concentrates by Off-trade Value 2008-2011
  • Table 81 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2011-2016
  • Table 82 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2011-2016
  • Table 83 Forecast Off-trade Sales of Concentrates by Category: Value 2011-2016
  • Table 84 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2011-2016
  • Table 85 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2011-2016
  • Table 86 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2011-2016

Fruit/Vegetable Juice in Dominican Republic - Category Analysis

HEADLINES

TRENDS

  • Whilst leading carbonates manufacturers spent 2011 trying to consolidate market share through heavy price competition and ambitious marketing initiatives, manufacturers of fruit/vegetable juice with low percentages of juice followed suit. Traditionally considered a substitute for carbonates due to their low price points and attractiveness to younger consumers, these offerings (fruit-flavoured drinks and juice drinks (up to 24% juice)) saw unit price growth of just 6% in current value terms in 2011, largely in line with inflation. Downward pressure was placed on these products not just from carbonates, but also from the introduction of lower-priced fruit juices with higher nutritional values, such as Bon Appetit SA’s Petit Jugazzo and Grupo Jumex SA de CV’s Jumex.

COMPETITIVE LANDSCAPE

  • Pasteurizadora Rica produced the leading fruit/vegetable brands in 2011, with Rica 100% Orange at 29% share of off-trade value sales and Rica 100% Orange Sugar-Free at 22% share of off-trade value sales. Given Pasteurizadora Rica’s long history in the Dominican market as not only a fruit juice producer but also a milk and dairy producer, the company and its products are very well known in the Dominican Republic. The company has developed a strong distribution strategy and its 100% juice offering, Rica, maintained large shelf space in a variety of channels, including the ever-important independent small grocers.

PROSPECTS

  • Consumer interest in healthier and natural product lines will continue to increase in the forecast period, resulting in strong growth by 100% juice and nectars (25-99% juice) offerings. Providers such as Pasteurizadora Rica, Parmalat Dominicana and Bon Agroindustrial SA look to benefit through their high brand recognition and existing marketing campaigns emphasising their products’ healthy attributes.

CATEGORY DATA

  • Table 87 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2006-2011
  • Table 88 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2006-2011
  • Table 89 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2006-2011
  • Table 90 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2006-2011
  • Table 91 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2011
  • Table 92 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2008-2011
  • Table 93 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2011
  • Table 94 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2008-2011
  • Table 95 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2011-2016
  • Table 96 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2011-2016
  • Table 97 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2011-2016
  • Table 98 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2011-2016

RTD Tea in Dominican Republic - Category Analysis

HEADLINES

TRENDS

  • RTD tea remains a highly concentrated niche category, with Lipton accounting for 56% of all off-trade value sales in current value terms in 2011. Lipton was unique amongst RTD tea producers to have widespread distribution through the critical independent small grocers’ channel. As a result, Lipton consolidated its status as market leader, reaching off-trade sales of Do$107 million in 2011.

COMPETITIVE LANDSCAPE

  • Distribuidora Corripio’s Lipton was the market leader in RTD tea in 2011. As noted, Lipton accounted for an outright majority of current value sales in 2011 at 56%. This was due to the fact that Lipton has been able to successfully distribute its products through the critical independent small grocers channel that is patronised by a large percentage of Dominicans.

PROSPECTS

  • RTD tea will continue to find difficulty competing in the larger soft drinks market in the forecast period. Though more consumers will be more familiar with RTD tea products each year as Lipton especially maintains shelf space in small independent grocers, new product developments from other soft drinks categories will limit the potential for strong growth. In addition, Dominican tastes for other soft drinks have proven to be firm, with carbonates, bottled water and fruit/vegetable juice showing few signs of yielding market share to newer product categories.

CATEGORY DATA

  • Table 99 Off-trade Sales of RTD Tea by Category: Volume 2006-2011
  • Table 100 Off-trade Sales of RTD Tea by Category: Value 2006-2011
  • Table 101 Off-trade Sales of RTD Tea by Category: % Volume Growth 2006-2011
  • Table 102 Off-trade Sales of RTD Tea by Category: % Value Growth 2006-2011
  • Table 103 Company Shares of RTD Tea by Off-trade Volume 2007-2011
  • Table 104 Brand Shares of RTD Tea by Off-trade Volume 2008-2011
  • Table 105 Company Shares of RTD Tea by Off-trade Value 2007-2011
  • Table 106 Brand Shares of RTD Tea by Off-trade Value 2008-2011
  • Table 107 Forecast Off-trade Sales of RTD Tea by Category: Volume 2011-2016
  • Table 108 Forecast Off-trade Sales of RTD Tea by Category: Value 2011-2016
  • Table 109 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2011-2016
  • Table 110 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2011-2016

Sports and Energy Drinks in Dominican Republic - Category Analysis

HEADLINES

TRENDS

  • In 2011, sports and energy drinks manufacturers redoubled their efforts to compete on price in the broader soft drinks market. Such producers aimed to change the public perception that sports and energy drinks are not daily products and instead declare that they can be enjoyed at any time like carbonates. Widespread distribution of sports and energy drinks such as Distribuidora Corripio’s Gatorade and Grupo Rojas & Cía CxA’s Replay through independent small grocers allowed these companies to compete directly with carbonate and fruit/vegetable juice offerings in this critical channel. Popular brands such as these were sold in independent small grocers for prices similar to those offered by leading carbonate providers, opening up the category to lower-income consumers.

COMPETITIVE LANDSCAPE

  • Distribuidora Corripio continued to hold the largest proportion of the sports and energy drinks category, generating 31% of off-trade current value sales and 40% of overall off-trade volume sales. As the official distributor of Gatorade, the company was assured the leading position given Gatorade’s 31% overall off-trade current value share. However, Distribuidora Corripio also maintained its leading position by lowering unit prices, introducing smaller pack sizes and enticing PepsiCo to move its chief Caribbean bottling plant from Santo Isabel, Puerto Rico, to the Dominican Republic. The move will allow Distribuidora Corripio to lower shipping costs, further enabling it to offer low prices for Gatorade in the Dominican market.

PROSPECTS

  • Due to increased competition on price, sports and energy drinks is expected to continue to cut into the space traditionally dominated by carbonates. Sports and energy drinks will rise as a share of total soft drinks constant value to over 6% in the forecast period, whilst carbonates’ overall share will drop to 25% of the total. Both sports and energy drinks will continue doing well, but energy drinks will grow faster, with the expected value share coming close to parity at the end of the forecast period. It is expected that unit price growth will be kept low to compete effectively with carbonates, and as a result, sports and energy drinks will shore up the gains it made over the review period, especially with lower-income consumers.

CATEGORY DATA

  • Table 111 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2006-2011
  • Table 112 Off-trade Sales of Sports and Energy Drinks by Category: Value 2006-2011
  • Table 113 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2006-2011
  • Table 114 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2006-2011
  • Table 115 Company Shares of Sports and Energy Drinks by Off-trade Volume 2007-2011
  • Table 116 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2009
  • Table 117 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2011-2016
  • Table 118 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2011-2016
  • Table 119 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2011-2016
  • Table 120 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2011-2016

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
    • Off-trade vs on-trade
    • Pricing
    • Products by ingredient
    • Products by ingredient

    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 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 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

    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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