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Country Report

Soft Drinks in Guatemala

Feb 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

More saturation means greater threat of substitution

As many categories grow in maturity, key target groups become saturated with different offers. Many customers continue to substitute freshly prepared products for packaged options, making the consumer base larger. However, at the same time that the consumer base increases in size, so do many different product categories which start perceiving each other as a possible substitution threat. Emerging categories that are able to compete with low prices are becoming important threats for mature categories in the market, although the latter still represent the bulk of sales.

Innovation is main driver of soft drinks

In 2011 many categories experiencing the strongest growth rates were also the ones to see more innovation. Customers are increasingly willing to try new products, especially as companies make an effort to compete with prices similar to substitute products. Innovation is mainly focusing on health and wellness trends, functionality and flavour diversification, which make for a more segmented offering that can help attract new customer groups. Categories that have remained stagnant in terms of innovation have also had lower growth rates in terms of total volume.

Domestic companies stand out with aggressive approach

In 2011 the competitive landscape was marked by an aggressive approach taken by domestic companies. Although traditionally innovation and strong product promotion comes from international brands, in 2011 the strongest brands in this regard were domestic options. These companies were responsible for innovation, product advertisement and promotion. Some smaller domestic competitors were not able to make large investments in advertisement and promotion; nevertheless they invested in innovative formats for categories which had stagnated in terms of new product development, giving those categories a refreshment.

Growth in foodservice is positively affecting the category

On-trade sales of many categories benefited in 2011 by good performance of the foodservice industry in the country. Changing consumer lifestyles are increasingly pushing more consumers to trade eating at home for becoming foodservice customers. Many domestic and international foodservice chains, especially of the fast food type, continued to expand in the country, reaching more customers and therefore benefiting performance of soft drinks. Some categories have been more affected than others by this positive trend, namely carbonates and RTD tea. Soft drinks have become an important means through which these companies attract customers, as they create special combos that include the meal and the beverage at lower prices. Distributors of soft drinks support foodservice outlets in the creation of such promotions, as they are directly benefiting their sales.

Still great potential ahead

As economic conditions of the country continue to improve and urbanisation becomes more important in the country, expected forecast performance for soft drinks remains strong. There is still considerable room for companies to compete. A large part of the population still consumes unpackaged products when it comes to drinks, leaving great potential for companies which can gain a presence amongst these untapped niches. Urbanisation and larger disposable incomes are important for this development, as customers are more willing and able to pay to have more convenience.


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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.

Table of Contents

Table of Contents

Soft Drinks in Guatemala - Industry Overview

EXECUTIVE SUMMARY

More saturation means greater threat of substitution

Innovation is main driver of soft drinks

Domestic companies stand out with aggressive approach

Growth in foodservice is positively affecting the category

Still great potential ahead

MARKET DATA

  • Table 1 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2006-2011
  • Table 2 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2006-2011
  • Table 3 Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2006-2011
  • Table 4 Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2006-2011
  • Table 5 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Category: Volume 2010
  • Table 6 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Category: % Volume 2010
  • Table 7 Off-trade vs On-trade Sales of Soft Drinks by Category: Value 2010
  • Table 8 Off-trade vs On-trade Sales of Soft Drinks by Category: % Value 2010
  • Table 9 Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2006-2011
  • Table 10 Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2006-2011
  • Table 11 Off-trade Sales of Soft Drinks by Category: Value 2006-2011
  • Table 12 Off-trade Sales of Soft Drinks by Category: % Value Growth 2006-2011
  • Table 13 Company Shares of Off-trade Soft Drinks (as sold) by Volume 2007-2011
  • Table 14 Brand Shares of Off-trade Soft Drinks (as sold) by Volume 2008-2011
  • Table 15 Company Shares of Off-trade Soft Drinks (RTD) by Volume 2007-2011
  • Table 16 Brand Shares of Off-trade Soft Drinks (RTD) by Volume 2008-2011
  • Table 17 Company Shares of Off-trade Soft Drinks by Value 2007-2011
  • Table 18 Brand Shares of Off-trade Soft Drinks by Value 2008-2011
  • Table 19 Off-trade Sales of Soft Drinks by Category and Distribution Format: % Analysis 2011
  • Table 20 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2011-2016
  • Table 21 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2011-2016
  • Table 22 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2011-2016
  • Table 23 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2011-2016
  • Table 24 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2011-2016
  • Table 25 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2011-2016
  • Table 26 Forecast Off-trade Sales of Soft Drinks by Category: Value 2011-2016
  • Table 27 Forecast Off-trade Sales of Soft Drinks by Category: % Value Growth 2011-2016

APPENDIX

FOUNTAIN SALES in Guatemala

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

DEFINITIONS

SOURCES

  • Summary 1 Research Sources

Soft Drinks in 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 2011

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 2011

Bottled Water in Guatemala - Category Analysis

HEADLINES

TRENDS

  • Total volume sales of bottled water increased 2% to 1,032 million litres in 2011. Bottled water accounted for 42% of total volume sales of soft drinks in the country. The category has some disparity between very mature types of products and others which are still incipient in the market. The most mature category is also the one to represent the bulk of sales: still bottled water. In 2011 this category was negatively affected in its performance by the existence of some companies which have outlets in different neighbourhoods and are offering to refill used bottles. These companies have prevented sales of previously established sellers of bottled products from having a better performance.

COMPETITIVE LANDSCAPE

  • In terms of total volume, Fábrica de Bebidas Gaseosas Salvavidas SA led the category in 2011 with 74% share, although in terms of off-trade value the share slightly declined to 58%. The company’s high share in the category is mainly due to its participation in the direct selling channel, in which the company sells a 5-gallon (18.9-litre) pack with a lower unit price than the single-use bottles. The brand has been present in Guatemala since 1936; in this period the company has gained a name for having a product of excellent quality. The direct selling strategy has been a key driver of the company’s performance. Since drinking tap water in the country is not recommended, this company delivers directly in homes a supply of water than can last for a week.

PROSPECTS

  • In the forecast period, the category is expected to increase by 2% total volume CAGR to 1,120 million litres by 2016. The category is composed of different types of products, ranging from the very innovative options such as functional or flavoured water to the more mature still bottled water. Over the forecast period, still bottled water is expected to remain the category leader, accounting for 97% of total volume sales in 2016. However, per capita consumption of incipient categories such as flavoured bottled water is expected to continue increasing over the forecast period, as more customers gain interest towards consumption of more value-added options. As these categories grow, they also tend to become more affordable to the general public, so their target audience is expected to expand over the forecast period.

CATEGORY DATA

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

Institutional Bottled Water Sales

  • Table 48 Sales of Bottled Water to Institutional Channel 2005-2011

Carbonates in Guatemala - Category Analysis

HEADLINES

TRENDS

  • In 2011, carbonates reached 1,183 million litres after an increase of 4% in terms of total volume sales. Cola carbonates continued to be the bulk of carbonates, with an approximate 72% share of total volume sales. Volume growth was boosted especially through family-sized bottles. After the entrance of Ajemaya SA and its Big brand, the category’s focus returned to family-sized bottles of up to 3 litres each. These presentations are cheaper for every litre and promote higher volume sales.

COMPETITIVE LANDSCAPE

  • With 44% and 36% shares of off-trade current value sales respectively in 2011, Pepsicola Interamericana de Guatemala SA and Coca-Cola de Guatemala SA compete for the leading position in carbonates. Competition is more concentrated in this category when compared to other soft drinks categories, with these two clear leaders and other companies dividing the rest of the category. Because brands sold by both companies enjoy great brand recognition, competition has been harder for other companies, which have mainly relied on price levels to gain share.

PROSPECTS

  • Over the forecast period, it is predicted that the category will increase with a 3% total volume CAGR to 1,371 million litres by 2016. Although this performance is lower than what is expected of alternative soft drinks, it is still very strong considering the maturity of this category in the country. Most growth is expected to come from the largest product category, cola carbonates, especially as the focus continues to go in the way of bulk-sized presentations that favour volume performance.

CATEGORY DATA

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

Concentrates in Guatemala - Category Analysis

HEADLINES

TRENDS

  • In 2011 the category experienced growth in terms of total volume of 2% to 496 million RTD litres. Innovation was seen in liquid concentrates, which is fairly unusual for that specific category. The category performed well despite an increased trend towards convenience-seeking customers, who rather consume products that are sold in an RTD format. Concentrates is regarded as a cheap alternative which is seen as more convenient than freshly squeezed or prepared natural juices or drinks.

COMPETITIVE LANDSCAPE

  • Liquid concentrates is led by Productos Alimenticios Centro Americanos and its brand B&B, with 48% share of off-trade value sales in 2011. The company has been the category leader for a long time, since it was one of the pioneers in selling this type of product and has gained awareness as offering a good-quality product at competitive prices. In powder concentrates, the category is more fragmented, with the leading company Nestlé Guatemala SA accounting for 44% share of off-trade value sales.

PROSPECTS

  • Over the forecast period, the category is expected to increase with a 2% total volume CAGR to 554 million RTD litres. Key consumers of this type of product are expected to continue being children, which is something important for the performance of the category over the forecast period. In Guatemala around 42% of the total population is between 0 and 14 years of age, so demographics are beneficial for future performance of the category. Innovation is also expected to be important, as it is the way through which companies are able to widen their consumer base and thus reach higher volume sales.

CATEGORY DATA

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

Concentrates Conversions

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

Fruit/Vegetable Juice in Guatemala - Category Analysis

HEADLINES

TRENDS

  • In 2011 the category reached total volume sales of 195 million litres after a 3% increase from 2010. Juice drinks and nectars continued to account for the bulk of sales, representing 73% of total volume sales. Growth in this category comes primarily as a result of increased segmentation, as companies continue to add value to their products and target specific niches. There is, however, increased threat from substitute products that can be regarded as healthier when compared to some options available in the category.

COMPETITIVE LANDSCAPE

  • Alimentos Maravilla, SA is the category leader, holding 35% share of off-trade value sales in 2011. The company participates with different brands, which enables it to tap different consumer niches and therefore keep its leading position in spite of high competition. With its main brands De La Granja, Tampico and Del Frutal the company has a competitive advantage over competitors, since it uses a strong distribution chain to supply the market with at least three different brands and their brand extensions. Following is Alimentos Kern de Guatemala SA with almost 20% share of off-trade value sales in 2011.

PROSPECTS

  • Over the forecast period, fruit/vegetable juice is expected to have a 4% total volume CAGR to reach 231 million litres by 2016. Producers are to fight increased threat of substitute products through two main ways. The first is the introduction of additional flavours. This wider range of flavours helps to create more consumption occasions; for instance, people tend to drink orange juice only for breakfast, but the introduction and promotion of other ingredients might help to create consumption habits at different times of the day. Additionally, companies are aiming to promote healthier beverages and to strengthen the perception of the healthy qualities of their products. This is especially important as other categories could be perceived as healthier and therefore enjoy faster growth rates due to increased health awareness.

CATEGORY DATA

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

RTD Coffee in Guatemala - Category Analysis

HEADLINES

TRENDS

  • RTD coffee only started to develop very recently in Guatemala, namely in 2008. Although some products were available on and off before, it was only in 2008 under the impulse of the joint venture between Cooperativa de Productos de Leche Dos Pinos and Grupo Café Britt that sales started to pick up.

COMPETITIVE LANDSCAPE

  • RTD coffee sales are fragmented with products coming and going. However, the leader in sales is the brand Café Britt, which is a result of the joint venture between Cooperativa de Productos de Leche Dos Pinos and Grupo Café Britt, which are from Costa Rica.

PROSPECTS

  • RTD coffee is expected to remain a niche category in Guatemala over the forecast period. Its limited consumer target, on top of limited distribution and strong competition from cheaper soft drinks alternatives, means sales are only expected to reach 2.7 million litres by 2016, although growth rates are expected to stay at double-digit rates.

CATEGORY DATA

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

RTD Tea in Guatemala - Category Analysis

HEADLINES

TRENDS

  • Over 2011, total volume sales of RTD tea increased 17% to 7 million litres. Performance was strongly boosted by off-trade as well as on-trade sales and volume growth. Growth in this category is coming to be perceived as a real threat for other categories such as fruit/vegetable juice, especially those products without any fruit content. RTD tea is regarded as healthier and some consumers might opt to shift. Growth in the foodservice industry, especially amongst fast-food chains, was also of great benefit to the category in its on-trade sales.

COMPETITIVE LANDSCAPE

  • In 2011, Pepsicola Interamericana de Guatemala SA continued to be the leader in the category, accounting for 71% share of total off-trade value sales. The company and its brand Lipton have been mainly responsible for the expansion of the category, as they have made it more approachable to a wider audience. Lipton is already a widely renowned brand for its participation in the tea category, so it enjoys higher top-of-mind presence and greater credibility than other options.

PROSPECTS

  • With an expected 15% total volume CAGR, the category will be reaching a total of 14 million litres in sales by 2016. The category is still evolving in the market. Although this kind of product has been available for a long time, its presence was very limited; there were few options and these were priced at high levels. After the effort for brands such as Lipton and Del Monte, the category has grown and is expected to continue growing as the products become more familiar amongst the general population.

CATEGORY DATA

  • Table 109 Off-trade Sales of RTD Tea by Category: Volume 2006-2011
  • Table 110 Off-trade Sales of RTD Tea by Category: Value 2006-2011
  • Table 111 Off-trade Sales of RTD Tea by Category: % Volume Growth 2006-2011
  • Table 112 Off-trade Sales of RTD Tea by Category: % Value Growth 2006-2011
  • Table 113 Company Shares of RTD Tea by Off-trade Volume 2007-2011
  • Table 114 Brand Shares of RTD Tea by Off-trade Volume 2008-2011
  • Table 115 Company Shares of RTD Tea by Off-trade Value 2007-2011
  • Table 116 Brand Shares of RTD Tea by Off-trade Value 2008-2011
  • Table 117 Forecast Off-trade Sales of RTD Tea by Category: Volume 2011-2016
  • Table 118 Forecast Off-trade Sales of RTD Tea by Category: Value 2011-2016
  • Table 119 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2011-2016
  • Table 120 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2011-2016

Sports and Energy Drinks in Guatemala - Category Analysis

HEADLINES

TRENDS

  • In 2011 sports and energy drinks grew 6% in terms of total volume sales, to reach 36 million litres. Energy drinks was the main booster for growth in the category with the introduction of a new competitor and important dynamism of previously existing brands. The category has benefited by the gradual relative lowering of prices, as domestic brands push price downwards to increase the base of consumers.

COMPETITIVE LANDSCAPE

  • Sports and energy drinks sales are led by Embotelladora Centroamericana SA with 38% share of off-trade value sales in 2011. The company’s high share is mainly due to its leadership in the larger sports drinks category. With its brand Gatorade, the company was the pioneer in the country and thus gained important top-of-mind presence amongst key consumers. Sports drinks is a category with less fragmentation, with three brands covering around 95% of off-trade volume sales and the rest of the share divided between very few competitors.

PROSPECTS

  • A 7% total volume CAGR is expected to be reached over the forecast period to reach 50 million litres by 2016. The category is still experiencing strong growth rates, especially as these products reach a wider population. Growth is expected to come especially from energy drinks, which is a newer category. These products are becoming more affordable to consumers who are also increasingly aware of their specific function. Domestic companies have been important drivers of the category as they increase distribution, invest on advertisement and promotion and lower prices. Imported brands have followed their lead and are expected to continue doing so as they aim to get the largest share of this rapidly growing category.

CATEGORY DATA

  • Table 121 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2006-2011
  • Table 122 Off-trade Sales of Sports and Energy Drinks by Category: Value 2006-2011
  • Table 123 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2006-2011
  • Table 124 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2006-2011
  • Table 125 Company Shares of Sports and Energy Drinks by Off-trade Volume 2007-2011
  • Table 126 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2009
  • Table 127 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2011-2016
  • Table 128 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2011-2016
  • Table 129 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2011-2016
  • Table 130 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2011-2016

Segmentation

Segmentation

This market research report includes the following:

  • Soft Drinks
    • Bottled Water
      • Carbonated Bottled Water
      • Flavoured Bottled Water
      • Functional Bottled Water
      • Still Bottled Water
    • Carbonates
      • Cola Carbonates
        • Regular Cola Carbonates
          • Standard Regular Cola
          • Speciality Regular Cola
        • Low Calorie Cola Carbonates
          • Standard Low Calorie Cola
          • Speciality Low Calorie Cola
      • Non-Cola Carbonates
        • Lemonade/Lime
          • Juice-based Lemonade/Lime
          • Non Juice-based Lemonade/Lime
        • Mixers
          • Ginger Ale
          • Seltzer
          • Tonic Water
          • Other Mixers
        • Orange Carbonates
          • Juice-based Orange Carbonates
          • Non Juice-based Orange Carbonates
        • Other Non-Cola Carbonates
    • Concentrates
      • Liquid Concentrates
      • Powder Concentrates
    • Fruit/Vegetable Juice
      • 100% Juice
        • Frozen 100% Juice
        • Not from Concentrate 100% Juice
        • Reconstituted 100% Juice
      • Juice Drinks (up to 24% Juice)
        • Frozen Juice Drinks
        • Juice Drinks Excluding Asian
      • Fruit-Flavoured Drinks (No Juice Content)
      • Nectars (25-99% Juice)
        • Frozen Nectars
        • Unfrozen Nectars
    • RTD Coffee
    • RTD Tea
      • Still RTD Tea
        • Still RTD Tea Excluding Asian
      • Carbonated RTD Tea
    • Sports and Energy Drinks
      • Energy Drinks
      • Sports Drinks
    • Asian Speciality Drinks

    Statistics Included

    Statistics Included

    For each category and subcategory you will receive the following data in Excel format:

    From Passport

    • Market sizes
    • Company shares
    • Brand shares
    • Distribution
    • Off-trade vs on-trade
    • Pricing
    • Products by ingredient
    • Products by ingredient

    Market size details:

    • Retail volume
    • Retail volume % growth
    • Retail volume per capita
    • Foodservice volume
    • Foodservice volume % growth
    • Foodservice volume per capita
    • Total volume
    • Total volume % growth
    • Total volume per capita
    • Retail value retail selling price % growth
    • Retail value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Retail value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price % growth
    • Foodservice value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price % growth
    • Total value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail value manufacturer selling price % growth
    • Retail value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
    • Retail value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price % growth
    • Foodservice value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price % growth
    • Total value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail value retail selling price excl powder % growth
    • Retail value retail selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Retail value retail selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price excl powder % growth
    • Foodservice value retail selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price excl powder % growth
    • Total value retail selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail value manufacturer selling price excl powder % growth
    • Retail value manufacturer selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Retail value manufacturer selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price excl powder % growth
    • Foodservice value manufacturer selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value manufacturer selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price excl powder % growth
    • Total value manufacturer selling price excl powder local currency, USD, EUR, GBP, CHF, JPY
    • Total value manufacturer selling price excl powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail rtd volume
    • Retail rtd volume % growth
    • Retail rtd volume per capita
    • Foodservice rtd volume
    • Foodservice rtd volume % growth
    • Foodservice rtd volume per capita
    • Total rtd volume
    • Total rtd volume % growth
    • Total rtd volume per capita
    • Fountain on-trade volume through c-store
    • Fountain on-trade volume through c-store % growth
    • Fountain on-trade volume through c-store per capita
    • Fountain on-trade volume through foodservice
    • Fountain on-trade volume through foodservice % growth
    • Fountain on-trade volume through foodservice per capita
    • Total fountain on-trade volume
    • Total fountain on-trade volume % growth
    • Total fountain on-trade volume per capita

    Methodology

    Methodology

    Global insight and local knowledge

    With 40 years’ experience of developed and emerging markets, Euromonitor International’s research method is built on a unique combination of specialist industry knowledge and in-country research expertise.

    This approach is what enables us to achieve our goal of building a market consensus view of size, shape and trends across the full distribution universe of each category. We factor in whichever channels are relevant, from large-scale grocery to direct sellers, from discount stores to local mom-and-pop outlets.

    Industry specialists

    Each industry we cover is managed by an Industry Manager and team of Industry Analysts who research and report on their specialist categories all year round.

    Our collaborative approach to research means that these industry teams are in constant dialogue with industry players and opinion formers. The planning of our research programmes reflects latest market trends and industry events. In completing each update project, this provides invaluable input to the testing, review and finalisation of our data.

    The specialist in-house teams bring together findings from all stages of the annual research process. They work closely with in-country analysts, assess and challenge data and exercise final editorial control over the publication of new data and analysis.

    Country and regional analysts

    Our in-country analyst network is managed by country and regional analysts in our offices around the world. Working closely with each in-country team, the regional research management team ensures that all country researchers are well schooled in best practices, from the information collected in store checks, to the dialogue we build in trade surveys. Our country analysts ensure that national reports explain the data trends and provide clear insights into the local market’s dynamics.

    In-country research network

    To deliver fresh insights every year in countries all around the world, we believe the strongest approach is to use analysts on the ground. They bring fluency in local language, physical proximity to the best sources, an ability to engage directly with local industry contacts, and an awareness of how the products and services we study are advertised, sold and consumed. These are essential parts of our ability to report incisively on these markets.

    Research Methodology

    Our research methods

    Each Euromonitor International industry report is based on a core set of research techniques:

    Desk research

    With industry events, corporate activity, trends and new product introductions tracked year round by our industry team, desk research provides a starting point for the in-country research programme. Our in-country researchers will access the following sources:

    • National statistics offices governmental and official sources
    • National and international trade press
    • National and international trade associations
    • Industry study groups and other semi-official sources
    • Company financials and annual reports
    • Broker reports
    • Online databases
    • The financial, business and mainstream press

    Accessing sources is only the first step. The ability to interpret and reconcile often conflicting information across multiple sources is a key aspect of the added value we provide.

    Store checks

    Store checks are an integral part of our methods for product industries. Carried out on the ground across a relevant mix of channels, the information gained provides first-hand insights into the products we are researching, specifically:

    • Place: We track products in all relevant channels, selective and mass, store and non-store
    • Product: What are innovations in products, pack sizes and formats?
    • Price: What are brand price variations across channels, how do private label’s prices compare to those of branded goods?
    • Promotion: What are marketing and merchandising trends, offers, discounts and tie-ins?

    Findings are cross-referenced with brand share data analysis. The results, combined with the findings of desk research, provide a strong basis for identifying key areas of questioning to take forward into our trade survey.

    Trade survey

    Interaction with global players at corporate HQ and regional levels is complemented by unique local data and insights from our in-country trade surveys around the world. Through the high profile of the Euromonitor International brand, we are able to talk directly to a wide range of sources and therefore inform our analysis with the knowledge and opinions of the leading operators in the market.

    Trade surveys allow us to:

    • Fill gaps in available published data per company
    • Generate a consensus view of the size, structure and strategic direction of the category
    • Access year-in-progress data where published sources are out of date
    • Evaluate the experts’ views on current trends and market developments

    In building our composite industry view, we engage with a variety of personnel in key players at all points of the supply chain: materials suppliers, manufacturers, distributors, retailers and service operators. We also interview desk research sources: industry associations; study groups; and third party observers from the trade and financial press.

    Our objective is to engage in conversation with trade sources in which we exchange ideas and views on the industry, sharing our work-in-progress findings on supply/demand dynamics and potential. This dialogue enhances both parties’ understanding of the local market. The scope and reach of our trade survey also serves to eliminate bias (intentional and unintentional) from any single source.

    Company analysis

    At a global level, our company research combines our mix of industry interaction and use of secondary sources such as annual accounts, broker reports, financial press and databases. From a data perspective, the aim is to build “top-down” estimates of major players’ total global and regional sales.

    At a country level, in line with local reporting requirements, we access annual accounts, national-specific company databases and local company websites. These are all invaluable sources as we build a view of each domestic player’s size and position within very specific categories of the industry.

    Forecasts

    Data projections and future performance analysis are key elements of Euromonitor International’s market intelligence. Working with historic trends of 15 years or more, a key aspect of our trade survey is to engage industry insider views of the next five years. Will volumes maintain their historic trend? Will price increases or falls of recent years continue, accelerate or slow down? Will increasing demand for one product cannibalise sales of another?

    Forecasts represent many of the essential conclusions we have reached about the current state of the market, how it works and how it behaves under different macro and micro conditions. Our written analysis will state the assumptions and the trade opinion behind whether our predictions are optimistic or pessimistic, so that clients can use our statistical forecasts with confidence.

    Data validation

    All data is subjected to an exhaustive review process, at country, regional and global levels.

    The interpretation and review of sources and data inputs forms a central part of the collaboration between industry teams and country researchers. Numbers are delivered to regional and global offices with an audit trail of sources and calculations to allow for a thorough evaluation of data sense and integrity.

    Upon completion of the country review phase, data is then reviewed on a comparative basis at regional and then at a global level. Comparative checks are carried out on per capita consumption and spending levels, growth rates, patterns of category and subcategory breakdowns and distribution of sales by channel. Top-down estimates are reviewed against bottom-up regional and global market and company sales totals.

    Where marked differences are seen between proximate country markets or ones at similar developmental levels, supplementary research is conducted in the relevant countries to confirm and/or amend those findings. This process ensures international comparability across the database, that consistent category and subcategory definitions have been used and that all data has been correctly tested. We make sure that possible discrepancies between different published sources have been reconciled and that our interpretation of opinion and expectation from each country’s trade sources has been applied to form a coherent international pattern.

    Market analysis

    Another integral part of all our research programmes is that all Euromonitor International data is accompanied by clear written analysis. From a research perspective, this explains and substantiates data findings. From a client perspective, this offers unique insights into local consumption trends, routes to market, brand preferences, channel dynamics and future trends.

    Our country level analysis also provides invaluable input into the ability of our central industry specialist teams to marry local insights with strategic conclusions on the direction of the market regionally and globally.

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