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Country Report

Soft Drinks in Georgia

Jul 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 Georgia 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 Georgia, 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 Georgia for free:

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

Sales rebound after being impacted by the financial crisis

Sales of soft drinks were growing over the early and middle part of the review period. However, the financial crisis resulted in a sharp drop in sales in 2009 as a result of economic recession. In the wake of the recovery from the economic crisis, sales were restored to the pre-crisis level in 2010. It is believe that, without the crisis, sales would have continued to gradually grow in the same way as they had been doing.

Record-breaking hot summer

The main trend of 2010 was a record-breaking hot season during the summer that provided a significant boost to sales of soft drinks. In a hot summer consumers naturally buy greater volumes of drinks, in particular soft drinks. However, after 2010 sales growth is not expected to be so high as such hot summers are very rare.

GG & MW regains the lead from Healthy Water Ltd

Although the trio of leaders did not change in 2010, the leadership in the soft drinks market once again changed hands in volume terms in 2010. GG & MW regained top spot, which it had lost in 2009, from Healthy Water Ltd, which was a result of its stronger marketing activity, with Coca-Cola Bottlers Georgia Ltd in third place. Nevertheless, sales grew for all of three leading companies due to the generally high sales growth rates in 2010.

Independent small grocers gain at the expense of supermarkets/hypermarkets and convenience stores

In 2010, the independent small grocers channel recorded a strong increase in its share, mostly at the expense of supermarkets/hypermarkets and convenience stores. Among the reasons for this were independent small grocers offering an increasingly colourful range of products and, at the same time, lower prices, which was very favourable, especially for consumers still struggling due to the economic crisis. However, for soft drinks one more factor is very important – people in the hot season tend to buy soft drinks on impulse and the large number of independent small grocers spread across the country were the most convenient outlets to meet such demand. Supermarkets/hypermarkets and convenience stores have appeared in Georgia more recently and offer higher standards, higher-quality products and, therefore, higher prices than independent small grocers, which are widespread, have a long-standing presence and compete with lower prices.

Sales expected to decline over the forecast period after slumping in 2011

Sales are expected to decline overall over the forecast period, despite the healthy growth recorded in 2010. The 2010 figures were heavily affected by the rebound from the previous year’s fall in sales as well as the very hot summer experienced in 2010, which also served to boost sales. In the coming years such hot seasons are not expected and sales will return to normal levels. This means that after the sharp decline expected in 2011, positive annual growth rates will be seen in the rest of the forecast period.

Table of Contents

Table of Contents

Soft Drinks in Georgia - Industry Overview

EXECUTIVE SUMMARY

Sales rebound after being impacted by the financial crisis

Record-breaking hot summer

GG & MW regains the lead from Healthy Water Ltd

Independent small grocers gain at the expense of supermarkets/hypermarkets and convenience stores

Sales expected to decline over the forecast period after slumping in 2011

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 Off-trade Sales of Soft Drinks by Category and Distribution Format: % Analysis 2009
  • Table 20 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2010-2015
  • Table 21 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2010-2015
  • Table 22 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2010-2015
  • Table 23 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2010-2015
  • Table 24 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2010-2015
  • Table 25 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2010-2015
  • Table 26 Forecast Off-trade Sales of Soft Drinks by Category: Value 2010-2015
  • Table 27 Forecast Off-trade Sales of Soft Drinks by Category: % Value Growth 2010-2015

FOUNTAIN SALES IN GEORGIA

Trends

Data

DEFINITIONS

  • Summary 1 Research Sources

Soft Drinks in Georgia - Company Profiles

Kazbegi JSC in Soft Drinks (Georgia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Kazbegi JSC: Competitive Position 2010

Lomisi Ltd in Soft Drinks (Georgia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 7 Lomisi Ltd: Competitive Position 2010

Bottled Water in Georgia - Category Analysis

HEADLINES

TRENDS

  • In Georgia, there are many free fountains with potable water, which certainly reduces development prospects for bottled water sales in Georgia. However, in 2010 the record-breaking hot summer in Georgia led to a significant increase in sales and the general consumption culture. People used to drink only potable water, which was free, but now they are getting used to buying bottled water when outdoors. Most of all, increased sales of small pack sizes, as people bought them for outdoor, one-time consumption.

COMPETITIVE LANDSCAPE

  • The leading player in bottled water in 2010 was GG & MW, which held a 46% off-trade volume share in 2010 with the Borjomi, Likani, Bakuriani and Aqua Viva brands. In second position (with a 45% share) was Healthy Water Ltd with the Nabeglavi and Bakhmaro brands. In third place (with a 3% share) was Igrika-97 Ltd with the Sairme brand. In this category there is not a wide choice, with the two leading companies, GG & MW and Healthy Water Ltd, accounting for over 90% of volume sales in 2010, driving bottled water in Georgia. The next biggest company, Igrika-97 Ltd, held less than 3% share of sales.

PROSPECTS

  • In the coming years, with increasing consumer knowledge, awareness, demands and culture, an increasing offer is predicted to be seen as well as the filling of empty niches; the appearance of functional and flavoured bottled water is also expected.

CATEGORY DATA

Institutional Bottled Water Sales

  • Table 36 Sales of Bottled Water to Institutional Channel 2005-2010
  • Table 37 Off-trade Sales of Bottled Water: Volume 2005-2010
  • Table 38 Off-trade Sales of Bottled Water: Value 2005-2010
  • Table 39 Off-trade Sales of Bottled Water: % Volume Growth 2005-2010
  • Table 40 Off-trade Sales of Bottled Water: % Value Growth 2005-2010
  • Table 41 Company Shares of Bottled Water by Off-trade Volume 2006-2010
  • Table 42 Brand Shares of Bottled Water by Off-trade Volume 2007-2010
  • Table 43 Company Shares of Bottled Water by Off-trade Value 2006-2010
  • Table 44 Brand Shares of Bottled Water by Off-trade Value 2007-2010
  • Table 45 Forecast Off-trade Sales of Bottled Water: Volume 2010-2015
  • Table 46 Forecast Off-trade Sales of Bottled Water: Value 2010-2015
  • Table 47 Forecast Off-trade Sales of Bottled Water: % Volume Growth 2010-2015
  • Table 48 Forecast Off-trade Sales of Bottled Water: % Value Growth 2010-2015

Carbonates in Georgia - Category Analysis

HEADLINES

TRENDS

  • The key 2010 trend was the hottest summer for over 40 years, so that demand for soft drinks was very strong. So, with the recovery from the crisis as well, strong growth was seen in carbonates in particular due to the low price and popularity of these products.

COMPETITIVE LANDSCAPE

  • The leading player in carbonates in 2010 was Coca-Cola Bottlers Georgia Ltd, which held a 34% off-trade volume share with the Coca-Cola, Coca-Cola Light, Fanta, Limonade and Sprite brands. In second position (with a 26% share) followed Iberia Refreshments JSC (PepsiCo Inc) with the Pepsi, Pepsi Light, 7-Up, Mirinda and Mountain Dew brands. In third place (with a 16% share) was Lomisi Ltd with the Natakhtari brand. Coca-Cola Bottlers Georgia Ltd managed to cope with the post-crisis situation better than PepsiCo Inc. While the former even exports its local production, PepsiCo had wanted to build a factory in Armenia, but postponed it because of the crisis. This means that if, in the past, these two players were neck and neck, now Coca-Cola Bottlers Georgia Ltd has 7-8% more share than Iberia Refreshments JSC (PepsiCo Inc). When, in 2008, foreign company Efes Breweries International bought Lomisi Ltd, the company began to concentrate on beer manufacturing, however, now the company has come to understand the importance of carbonates and has begun promotion of these products.

PROSPECTS

  • Assuming that 2011 will not see such a hot summer as 2010, sales will decline between 2010 and 2011, although, after 2011 sales will start to see growth at gradual rates. It can be expected that more novelties will be seen from Iberia Refreshments JSC as it will not be happy to simply give up so easily on the share it has lost in recent years. In addition, Lomisi Ltd is a player with potential thanks to new owner Efes Breweries International, which has enough strength to compete.

CATEGORY DATA

  • Table 49 Low-calorie Carbonates by Subsector
  • Table 50 Off-trade Sales of Carbonates by Category: Volume 2005-2010
  • Table 51 Off-trade Sales of Carbonates by Category: Value 2005-2010
  • Table 52 Off-trade Sales of Carbonates by Category: % Volume Growth 2005-2010
  • Table 53 Off-trade Sales of Carbonates by Category: % Value Growth 2005-2010
  • Table 54 On-trade vs Off-trade Sales of Carbonates: Volume 2005-2010
  • Table 55 On-trade vs Off-trade Sales of Carbonates: Value 2005-2010
  • Table 56 On-trade vs Off-trade Sales of Carbonates: % Volume Growth 2005-2010
  • Table 57 On-trade vs Off-trade Sales of Carbonates: % Value Growth 2005-2010
  • Table 58 Company Shares of Carbonates by Off-trade Volume 2006-2010
  • Table 59 Brand Shares of Carbonates by Off-trade Volume 2007-2010
  • Table 60 Company Shares of Carbonates by Off-trade Value 2006-2010
  • Table 61 Brand Shares of Carbonates by Off-trade Value 2007-2010
  • Table 62 Forecast Off-trade Sales of Carbonates by Category: Volume 2010-2015
  • Table 63 Forecast Off-trade Sales of Carbonates by Category: Value 2010-2015
  • Table 64 Forecast Off-trade Sales of Carbonates by Category: % Volume Growth 2010-2015
  • Table 65 Forecast Off-trade Sales of Carbonates by Category: % Value Growth 2010-2015

Concentrates in Georgia - Category Analysis

HEADLINES

TRENDS

  • 2010 was a hard period for concentrates as sales declined markedly. The reason was consumers switching to what are seen as higher-quality drinks or simply just to competing categories. This category is not popular already among the Georgian population – and with no marketing support sales declined even faster. In general, the negative sales performance in concentrates is almost to be expected as this product category (both powder concentrates and liquid concentrates) is at the end of its lifecycle and this process will continue further.

COMPETITIVE LANDSCAPE

  • In 2010, there were only two large companies in concentrates – Córpora TresMontes SA with the Yupi and Zuko brands with a 48% share (off-trade value) and Tri Top GmbH with the Tri Top brand with a 29% share. The rest of sales were accounted for by other small players on the marketplace. Córpora TresMontes SA with its Yupi and Zuko brands has been present for many years in Georgia, and occupies a strong niche. Tri Top GmbH has good-quality, cheap products.

PROSPECTS

  • Sales growth will continue to be negative in concentrates in the forecast period. As sales of concentrates are already relatively small, the decline will also be relatively insignificant. However, over the forecast period a complete disappearance of the product category is not expected, as there are still consumers buying concentrates.

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 2005-2010
  • Table 68 Off-trade Sales of Concentrates (RTD) by Category: Volume 2005-2010
  • Table 69 Off-trade Sales of Concentrates by Category: Value 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 Growth 2005-2010
  • Table 72 Off-trade Sales of Concentrates by Category: % Value Growth 2005-2010
  • Table 73 Company Shares of Concentrates (RTD) by Off-trade Volume 2006-2010
  • Table 74 Brand Shares of Concentrates (RTD) by Off-trade Volume 2007-2010
  • 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 by Off-trade Value 2006-2010
  • Table 80 Brand Shares of Concentrates by Off-trade Value 2007-2010
  • Table 81 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2010-2015
  • Table 82 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2010-2015
  • Table 83 Forecast Off-trade Sales of Concentrates by Category: Value 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 Growth 2010-2015
  • Table 86 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2010-2015

Fruit/Vegetable Juice in Georgia - Category Analysis

HEADLINES

TRENDS

  • In 2010, two new Georgian brands were launched by local manufacturers – Guria from Rtveli 2008 Ltd (appeared at the beginning of January) and Kampa from Kampa Ltd (also introduced in January). Several years ago there were no Georgian juices present at all, but now awareness is gradually increasing, and with good price/quality ratios and good consumer relationships with Georgian products these brands may have an impact on shares.

COMPETITIVE LANDSCAPE

  • The leading player in fruit/vegetable juice in 2010 was Sandora OOO, which held a 22% off-trade volume share with the Sadochok and Sandora brands. In second position with a 20% share was Nidan Soki OAO with Moya Semya and Da! brands. In third place with a 14% share was Vitmark-Ukraine SP TOV with the Sokovyta and Jaffa brands. In 2009, the leader of the category changed, Sandora OOO moved into first place, having overtaken Nidan Soki OAO. This was due to its successful combination of more expensive (Sandora) and cheaper (Sadochok) brands and strong distribution and, in 2010, it continued to lead sales. Vitmark-Ukraine SP TOV also entered the top three players in 2009, as it offered cheaper brands, with people choosing either cheap brands or well-promoted, well-known more expensive brands (such as Sandora and Santàl).

PROSPECTS

  • Over the last three to four years (since 2006) in Georgia the government has accepted various programmes for helping agriculture. Within the limits of these programmes was the creation of small processing factories, starting with tinned fruit production, including fruit/vegetable juice. The development of such manufacturers will lift the role of local players, and could have a considerable impact on the competitive environment in the category. Already in 2010 Georgian brands in the shape of Guria from Rtveli 2008 Ltd and Kampa from Kampa Ltd appeared. Penetration of other Georgian companies is also expected. At present juice is perceived as an expensive upper-segment product, but during the crisis people switched to cheaper juices and their substitutes, so a gradual trend towards switching to higher-quality and more natural products will increase consumption of standard and premium segment juices.

CATEGORY DATA

  • Table 87 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2005-2010
  • Table 88 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2005-2010
  • Table 89 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2005-2010
  • Table 90 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2005-2010
  • Table 91 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2006-2010
  • Table 92 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2010
  • Table 93 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2006-2010
  • Table 94 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2010
  • Table 95 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2010-2015
  • Table 96 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2010-2015
  • Table 97 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2010-2015
  • Table 98 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2010-2015

RTD Coffee in Georgia - Category Analysis

HEADLINES

TRENDS

  • In general, RTD coffee is a relatively new category in Georgia and it is not yet stable. For example, Boncafé International Pte Ltd, which had been the leader in RTD coffee, disappeared completely in 2010, with other companies taking advantage of this. Global player Nestlé SA, which only entered RTD coffee in 2009, is now leading sales in off-trade value terms.

COMPETITIVE LANDSCAPE

  • The leading player in RTD coffee in 2009 was Boncafé International Pte Ltd, which held a 32% off-trade volume share with the Boncafé Icafe brand. However, in 2010, Boncafé International Pte Ltd disappeared from the stores and the leading position was taken over by King Lucky Food Inc Corp with its brand Mr Brown with a 33% off-trade volume share. In second place was Nestlé SA with the Nescafé brand on 29%. In third place was the re-entrant Pokka Corp with its brand Pokka, already capturing a 16% share. There have also been announcements from the company LB Ltd that the new coffee Let’s be will be launched in the local market in the near future, which would further boost sales of RTD coffee in Georgia.

PROSPECTS

  • The appearance of new brands is expected, one of which will be Let’s be from the company LB Ltd. Interest from local companies in this category is also expected. The consumer base for these products will gradually be extended. Awareness of these drinks will grow, thus helping penetration of these products. As their price moves closer to the price of carbonates, so sales of RTD coffee will increase.

CATEGORY DATA

  • Table 99 Off-trade Sales of RTD Coffee: Volume 2005-2010
  • Table 100 Off-trade Sales of RTD Coffee: Value 2005-2010
  • Table 101 Off-trade Sales of RTD Coffee: % Volume Growth 2005-2010
  • Table 102 Off-trade Sales of RTD Coffee: % Value Growth 2005-2010
  • Table 103 Company Shares of RTD Coffee by Off-trade Volume 2006-2010
  • Table 104 Brand Shares of RTD Coffee by Off-trade Volume 2007-2010
  • Table 105 Company Shares of RTD Coffee by Off-trade Value 2006-2010
  • Table 106 Brand Shares of RTD Coffee by Off-trade Value 2007-2010
  • Table 107 Forecast Off-trade Sales of RTD Coffee: Volume 2010-2015
  • Table 108 Forecast Off-trade Sales of RTD Coffee: Value 2010-2015
  • Table 109 Forecast Off-trade Sales of RTD Coffee: % Volume Growth 2010-2015
  • Table 110 Forecast Off-trade Sales of RTD Coffee: % Value Growth 2010-2015

RTD Tea in Georgia - Category Analysis

HEADLINES

TRENDS

  • In 2010, Kazbegi JSC stopped RTD tea output due to the financial problems being experienced by the company. Kazbegi JSC was previously a major beer manufacturer in Georgia, however now Natakhtari Ltd is competing very strongly with it and has even taken over the leadership. As a result, Kazbegi JSC has decided to concentrate on its core business and feels it cannot afford to remain involved in other product categories such as RTD tea. So, only international players are left with their high-priced products.

COMPETITIVE LANDSCAPE

  • Kazbegi JSC, the leading player in RTD tea in recent years, was no longer present on the market in 2010. This meant that Unilever Group with its Lipton brand became the number one player with a 51% share of off-trade value sales, followed by Pfanner Getränke GmbH with its brand Pfanner on 19%, the remaining sales are accounted for by other small players. With the disappearance of Kazbegi Ice Tea, various small players also saw their profiles grow in RTD tea, although their sales have not increased sufficiently yet to be broken out separately. Lipton Ice Tea is leading due to its strong image and high awareness levels.

PROSPECTS

  • After the disappearance of leader Kazbegi JSC at the end of the review period, the forecast period is expected to see the appearance of new international and domestic players. Kazbegi JSC created awareness of carbonated RTD tea, so now other companies will have to carry out promotion for this product area with strong marketing activity and attractive prices. Still RTD tea consumption is also expected to grow thanks to rising awareness.

CATEGORY DATA

  • Table 111 Off-trade Sales of RTD Tea by Category: Volume 2005-2010
  • Table 112 Off-trade Sales of RTD Tea by Category: Value 2005-2010
  • Table 113 Off-trade Sales of RTD Tea by Category: % Volume Growth 2005-2010
  • Table 114 Off-trade Sales of RTD Tea by Category: % Value Growth 2005-2010
  • Table 115 Company Shares of RTD Tea by Off-trade Volume 2006-2010
  • Table 116 Brand Shares of RTD Tea by Off-trade Volume 2007-2010
  • Table 117 Company Shares of RTD Tea by Off-trade Value 2006-2010
  • Table 118 Brand Shares of RTD Tea by Off-trade Value 2007-2010
  • Table 119 Forecast Off-trade Sales of RTD Tea by Category: Volume 2010-2015
  • Table 120 Forecast Off-trade Sales of RTD Tea by Category: Value 2010-2015
  • Table 121 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2010-2015
  • Table 122 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2010-2015

Sports and Energy Drinks in Georgia - Category Analysis

HEADLINES

TRENDS

  • Red Bull has already been present for a number of years, although its price is rather expensive for Georgian consumers. In 2009 many novelties appeared at different prices, but only the cheapest ones survived. So the general trend is maximising efforts by companies to attract more and more consumers with various activities, lower prices, marketing campaigns etc.

COMPETITIVE LANDSCAPE

  • The leading player in sports and energy drinks in 2010 was Red Bull GmbH, which held a 22% share of off-trade volume sales with the Red Bull brand. In second position with an 18% share was XL Energy Marketing Sp zoo with XL, while Bavaria NV with the B-52 brand was in third place with a 15% share. In general, these are the three most promoted and popular brands, which continuously benefit from various marketing activities to increase awareness. Marketing support is the most important thing for sales in this category, so these firms, which have access to more resources for promotion, sell better.

PROSPECTS

  • Increased interest in sports and energy drinks and their increasing popularity (especially energy drinks) should help to gradually increase sales volumes, and help functional drinks to become a dynamic category in the soft drinks market. It is likely that in the next five years stable sales growth will be seen.

CATEGORY DATA

  • Table 123 Still vs Carbonated Sports/Energy Drinks % Off-trade Volume 2006-2010
  • Table 124 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 125 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 126 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 127 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 128 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • Table 129 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2009
  • 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
    • 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 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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