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Country Report

Soft Drinks in Guatemala

Apr 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 Guatemala 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 Guatemala, 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 Guatemala for free:

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

An improved economy leads to increased consumption

Due to the country’s weather and culture, Guatemalans often substitute packaged soft drinks with homemade alternatives, and so many soft drinks are considered unnecessary. In 2009, with a damaged domestic economy, consumers often substituted soft drinks and growth was not as strong as previously forecast. However, in 2010, improved economic conditions in the country drove growth as people increasingly searched for convenient products that were available at low prices. Consumers are now able to balance between spending money on buying soft drinks and spending time making soft drinks; and sometimes time is considered to be more valuable as employment rates improve in the country.

Growth of foodservice channels increases market sizes

With changing socioeconomic conditions in Guatemala, especially as a result of increased double-income households and more work opportunities for teenagers and young adults, some customs in the country are slowly changing. Traditionally, Guatemalan workers take food from home to eat at work, but as more women join the workforce, foodservice channels are gaining in popularity. Foodservice growth is consequently increasing on-trade volume sales. There are many foodservice chains expanding throughout the country and taking advantage of the opportunities created by changing lifestyles; however, in order to attract consumers, these companies are compelled to give attractive offers, which they commonly do with combos or economically-priced meals that include a protein and a drink, as well as dessert on occasion. Some soft drinks benefit more than others, especially carbonates and RTD tea, which are commonly preferred by key consumers of these types of food.

Domestic companies grow and expand their consumer bases

Guatemalan consumers are benefitting by an increased offering from domestic companies, which have made more products available to them with good quality and at lower prices. International companies, which are commonly the ones to innovate and introduce new types of soft drinks, are fighting in a more competitive market space, generally with higher-priced products but also stronger brand awareness. Certain types of soft drinks have seen domestic brands lead for a long time, and so international companies are creating strategic alliances with domestic companies to expand their presence in the country, thereby taking advantage of domestic players’ strong distribution chains and knowledge of Guatemala.

The battle between modern and traditional channels continues

Most soft drinks are sold through traditional outlets in Guatemala, with the exception of luxury items. Traditional channels, predominantly independent small grocers, exist in large numbers in Guatemala, so consumption in these outlets is very convenient, especially for last minute purchases. However, modern outlets, especially discounters, are rapidly expanding throughout the country and gaining importance in the distribution of soft drinks in Guatemala. These outlets are able to offer a wider range of products, and also appeal to consumers’ aspirations with more attractive stores and typically better service than traditional outlets.

Population growth and improved economy offer a bright forecast

For many years, companies that wanted to enter Guatemala had to compete against each other for a very limited group of high-income consumers who could afford to purchase non-essential products regularly. With population growth, as well as some socioeconomic characteristics that have increased the purchasing power of more consumers, companies are increasingly able to offer products to consumers who were previously unavailable due to limited numbers and lack of purchasing power. Balancing price, quality and a larger consumer base, companies are expecting more positive results in the forecast period. The growing number of young Guatemalans also gives soft drinks a positive outlook, as these members continue to increase. As a result, soft drinks is expected to show a steady performance over the forecast period.

Table of Contents

Table of Contents

Soft Drinks in Guatemala - Industry Overview

EXECUTIVE SUMMARY

An improved economy leads to increased consumption

Growth of foodservice channels increases market sizes

Domestic companies grow and expand their consumer bases

The battle between modern and traditional channels continues

Population growth and improved economy offer a bright forecast

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

APPENDIX

Fountain Sales in Guatemala

  • Table 28 Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2005-2010
  • Table 29 Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2005-2010
  • Table 30 Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2005-2010
  • Table 31 Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2005-2010
  • Table 32 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2010-2015
  • Table 33 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2010-2015
  • Table 34 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2010-2015
  • Table 35 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2010-2015

DEFINITIONS

Sources

  • Summary 1 Research Sources

Soft Drinks in Guatemala - Company Profiles

Alimentos Maravilla, SA in Soft Drinks (Guatemala)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 3 Alimentos Maravilla, SA: Competitive Position 2010

Fábrica de Bebidas Gaseosas Salvavidas SA in Soft Drinks (Guatemala)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 5 Fábrica de Bebidas Gaseosas Salvavidas SA: Competitive Position 2010

Bottled Water in Guatemala - Category Analysis

HEADLINES

TRENDS

  • In 2010, bottled water in Guatemala achieved 6% total volume growth to reach 425 million litres. With regard to total volume sales, bottled water accounted for 98% of these sales in the same year. In Guatemala, bottled water claimed 24% of total soft drinks volume sales in 2010. Although bottled water is mature the country, there is still much potential for future growth, with small independent companies also entering bottled water as they perceive an opportunity for development.

COMPETITIVE LANDSCAPE

  • Fábrica de Bebidas Gaseosas Salvavidas continued to lead bottled water in 2010, accounting for 60% of off-trade value and total volume sales. The Salvavidas brand has been present in Guatemala since 1936 and is a high-quality product that Guatemalans trust. The distribution strategy undertaken by this player has also been a key developer of its performance in the country, with a large percentage of its distribution done through direct sales.

PROSPECTS

  • Bottled water is expected to achieve a 6% total volume CAGR over the forecast period, to reach sales of 558 million litres by 2015. Bottled water products have been available in the country for a long time, but although these products could be considered mature, there continues to be room for potential growth. The on-trade channel, although still expected to only account for 13% of total volume sales in 2015, is expected to play an important role in driving bottled water growth in the forecast period. On-trade volume sales are expected to record a 6% volume CAGR over the forecast period, as more restaurants continue to replace customary tap water with bottled water, not only ensuring a better quality product, but also increasing their sales.

CATEGORY DATA

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

Institutional Bottled Water Sales

Carbonates in Guatemala - Category Analysis

HEADLINES

TRENDS

  • In 2010, carbonates registered 5% total volume growth and reached 1.1 billion litres in volume sales. Cola carbonates continued to claim a 72% total volume share of carbonates in 2010. Volume growth has benefitted from the increased availability of economy brands, especially those sold by AJEMAYA, with its wide range of products. This Peruvian manufacturer contributed to weaker unit price growth in current value terms in 2009. Due to a more competitive environment, carbonates companies are focusing on their pricing strategies to prevent their volume sales from falling drastically.

COMPETITIVE LANDSCAPE

  • Pepsicola Interamericana de Guatemala continued to lead carbonates with a 44% off-trade value share in 2010, closely followed by Coca-Cola de Guatemala with a 36% share. The presence of both companies dates back to the very introduction of carbonates in Guatemala, and makes their brands well-known amongst carbonates consumers. AJEMAYA, with its Big Cola brand, continued to gain value share in 2010 by offering a product with a lower quality but at considerably lower prices than other brands.

PROSPECTS

  • In carbonates, a 3% total volume CAGR is expected over the forecast period, to reach 1.1 billion litres by 2015. Carbonates will benefit from an increased offering in terms of flavours as well of prices and pack sizes, to better cater to different consumers’ needs. Growth of non-cola carbonates will boost carbonates performance overall.

CATEGORY DATA

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

Concentrates in Guatemala - Category Analysis

HEADLINES

TRENDS

  • In 2010, concentrates saw 2% volume growth to reach 219 million RTD litres. Concentrates also grew in terms of current off-trade value sales with 4% growth, to be worth GTQ504 million. Although consumers are increasingly searching for more convenient options, concentrates continue to perform well as they are regarded as a cheap alternative and are still more convenient than freshly squeezed juices. The performance of concentrates has benefitted from increased segmentation as companies offer products to certain consumers, such as Clight by Kraft Foods Guatemala SA, which is specifically targeted at adult women who want to consume low calorie products.

COMPETITIVE LANDSCAPE

  • With a 29% share of total off-trade value sales, Productos Alimenticios Centro Americanos continued to lead concentrates in 2010. Kraft Foods Guatemala and Alimentos Regia followed, with 17% and 16% value shares respectively. The strength of Productos Alimenticios Centro Americanos is in its leading position in liquid concentrates with its brand B&B. This brand is well-known and is available in traditional flavours such as tamarind and horchata (domestic beverage), offering a convenient option for the preparation of such drinks. Kraft Foods Guatemala, however, leads powder concentrates with its brands Tang and Clight.

PROSPECTS

  • Concentrates is expected to post a 2% constant value CAGR in the forecast period to reach total value sales of GTQ565 million by 2015. Guatemala’s demographics, with around 42% of the population falling between 0 and 14 years of age, provide an optimistic outlook for concentrates. Consumption of this type of product is also expected to be boosted by low- and middle-income consumers who will continue to purchase concentrates as a cheaper alternative to other soft drinks.

CATEGORY DATA

  • Table 66 Off-trade Sales of Concentrates (as sold) by Category: Volume 2005-2010
  • Table 67 Off-trade Sales of Concentrates (RTD) by Category: Volume 2005-2010
  • Table 68 Off-trade Sales of Concentrates by Category: Value 2005-2010
  • Table 69 Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2005-2010
  • Table 70 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2005-2010
  • Table 71 Off-trade Sales of Concentrates by Category: % Value Growth 2005-2010
  • Table 72 Company Shares of Concentrates (RTD) by Off-trade Volume 2006-2010
  • Table 73 Brand Shares of Concentrates (RTD) by Off-trade Volume 2007-2010
  • Table 74 Company Shares of Liquid Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 75 Brand Shares of Liquid Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 76 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 77 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 78 Company Shares of Concentrates by Off-trade Value 2006-2010
  • Table 79 Brand Shares of Concentrates by Off-trade Value 2007-2010
  • Table 80 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2010-2015
  • Table 81 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2010-2015
  • Table 82 Forecast Off-trade Sales of Concentrates by Category: Value 2010-2015
  • Table 83 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2010-2015
  • Table 84 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2010-2015
  • Table 85 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2010-2015

Concentrates Conversions

  • Table 86 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format

Fruit/Vegetable Juice in Guatemala - Category Analysis

HEADLINES

TRENDS

  • Fruit/vegetable juice achieved 3% total volume growth in 2010, to reach 188 million litres. Juice drinks and nectars (25-99% juice) accounted for 74% of total volume sales as the two most important drinks. Fruit/vegetable juice has seen an increased demand for such products, due to product segmentation and increasing health awareness. Manufacturers have increased their offerings to further divide fruit/vegetable juice into profitable segments such as children, adults and health conscious consumers.

COMPETITIVE LANDSCAPE

  • Alimentos Maravilla led fruit/vegetable juice and accounted for 23% of off-trade value sales in 2010. The company has been able to keep its leading position despite strong competition as a result of its different brands that are well-positioned in Guatemala, as well as its aggressive distribution strategies. The company manages a wide product portfolio, through which it targets different consumers with its range of very affordable products to exclusive brands. Domestic company Alimentos Kern de Guatemala was ranked second, with a 17% off-trade value share in 2010. Domestic manufacturers have been present in fruit/vegetable juice for a long time and are familiar with the Guatemalan market, and also enjoy the added benefits of producing products domestically.

PROSPECTS

  • Fruit/vegetable juice is expected to reach total volume sales of 225 million litres by 2015, with a 4% total volume CAGR in the forecast period. The performance of fruit/vegetable juice is expected to be driven by an increased awareness of health and wellness amongst key consumers, especially women and children. Women usually buy the groceries and so their influence on purchasing decisions is very important, especially when purchases are for their children. Fruit/vegetable juice products are still not as important as other soft drinks, and at the end of the forecast period they are expected to only account for 10% of total soft drinks volume sales.

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 Tea in Guatemala - Category Analysis

HEADLINES

TRENDS

  • In 2010, RTD tea reflected 8% total volume growth to account for 6 million litres. RTD tea was worth GTQ69 million and recorded 12% constant value growth. Lipton by Pepsicola Interamericana de Guatemala revived RTD tea as it was introduced in a Green Tea variant. RTD tea continued to be streamlined by the increased presence of domestic brands. It also benefited from growth in the number of fast food outlets, where most on-trade sales are made.

COMPETITIVE LANDSCAPE

  • With a 62% off-trade value share, Pepsicola Interamericana de Guatemala and its brand Lipton led RTD tea in 2010. The Lipton brand enjoys great consumer awareness from its longstanding presence in tea, and has transferred this benefit to its RTD teas.

PROSPECTS

  • RTD tea is expected to continue growing in the forecast period, reaching 8 million litres by 2015 and a 6% total volume CAGR. In constant value terms, RTD tea is expected to end at GTQ93 million in 2015 with a 6% CAGR in the forecast period. Still being relatively new in Guatemala, RTD tea should see strong growth as more consumers become familiar with these products, especially after the launch of domestic brands to make these products more affordable. Growth will be driven by still RTD tea, which is currently the only type of RTD tea available in the country.

CATEGORY DATA

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

Sports and Energy Drinks in Guatemala - Category Analysis

HEADLINES

TRENDS

  • In 2010, functional drinks reached 34 million litres in Guatemala, after achieving 6% total volume growth. This growth was mainly driven by the strong performance of energy drinks, which reflected 14% volume growth in 2010, although it still only accounted for 16% of total volume sales of functional drinks overall. Per capita consumption of functional drinks in Guatemala has been boosted by the introduction of domestic brands which have made these products affordable for more consumers.

COMPETITIVE LANDSCAPE

  • Embotelladora Centroamericana continued to lead functional drinks with a 40% retail value share in 2010. The company leads with its brand Gatorade, even though other brands are continuously gaining shares with cheaper alternatives. For both energy and sports drinks, brands were initially introduced, namely Gatorade and Red Bull, with exclusive distribution and high prices, but the entrance of cheaper domestically-produced brands is challenging their leadership.

PROSPECTS

  • Functional drinks is expected to see a 7% total volume CAGR over the forecast period, to reach 46 million litres by 2015. Total value sales are expected to post a 9% constant value CAGR, to achieve GTQ893 million by the end of the forecast period. Both sports and energy drinks will see strong growth in the forecast period, especially energy drinks which are relatively new in functional drinks. Marketing, promotions and advertising for such products will help boost sales over the forecast period, as they increase consumer awareness.

CATEGORY DATA

  • Table 111 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 112 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 113 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 114 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 115 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • 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 2010-2015
  • Table 118 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2010-2015
  • Table 119 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2010-2015
  • Table 120 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2010-2015
  • Table 121 Still vs Carbonated Sports and Energy Drinks % Off-trade Volume 2006-2010

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
    • 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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