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Country Report

Soft Drinks in Latvia

Jan 2011

Price: $1,900

About this Report

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 Latvia 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 Latvia, 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 Latvia for free:

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

Crisis causes value of soft drinks to suffer more than volume

In 2010, soft drinks continued to be negatively impacted by the economic crisis in Latvia. Even newer categories which posted significant annual growth during the review period, such as RTD tea or flavoured bottled water, faced retail sales decline due to low purchasing power of consumers in 2009 and 2010. However, consumers’ behaviour in these two years differed. In 2009, as wages were cut and the unemployment rate increased, consumers automatically froze their spending even on staples: many just visited stores less often. In 2010, Latvians started to adjust and seek cheaper alternatives. Consumers became discount-led, avoided buying premium brands, willingly purchased private label products and chose larger packaging, using opportunities of economies of scale.

Private label thrives

In 2009 and 2010, Rimi Latvia SIA, running the largest network of supermarkets/hypermarkets in Latvia, launched numerous private label soft drinks, causing retail value share of private label to show healthy growth in 2010, while volume share grew by almost twice as much. The company’s private label portfolio includes products of different price categories, from economy to premium. The core Rimi private label product lines are Rimi, Fruitland, Arkta and ICA.

Economic crisis increases competition

In 2010 discounts, special offers and gifts tended to have the greatest impact on consumer choice, followed by producer, brand and other factors. In 2009 multinationals, in comparison to local players, saw shares decline, as they were less sensitive to demand fluctuations than their local counterparts. However, in 2010 these multinationals also began to offer consumers different opportunities to economise, such as lowered unit prices, introducing larger packaging, providing economies of scale, and offering multi-packs. The share of local players was negligible in 2010. Even though large players such as Aldaris AS, Cido Grupa SIA, Gutta SIA and Cesu Alus AS are still considered by Latvians as local players, all of them now belong to multinationals.

Supermarkets/hypermarkets represent main distribution channel

Supermarkets/hypermarkets is a very popular distribution channel with Latvian consumers, who now tend to do shop once a week by purchasing all the necessary products from one place. This channel has a wide product range, offers numerous discounts and has convenient parking places. Supermarkets/hypermarkets also has a wide range of private label products, which were much in demand during the economic crisis. With regard to on-trade channels, popularity of these decreased in 2010 as consumers switched to at-home entertaining activities.

Gradual recovery and further polarisation of soft drinks

Soft drinks is predicted to see marginal positive growth in constant off-trade value terms over the forecast period, as the appearance of private label irreversibly changed consumers’ attitudes towards the unit price. The increasing impact of private label and high competition will prevent soft drinks from significant value growth. On the other hand, the share of the premium segment will increase as there is an increasing number of health-conscious consumers, who are ready to pay more for natural, ecological, low-sugar, or functional drinks with different health benefits.

Table of Contents

Table of Contents

Soft Drinks in Latvia - Industry Overview

EXECUTIVE SUMMARY

Crisis causes value of soft drinks to suffer more than volume

Private label thrives

Economic crisis increases competition

Supermarkets/hypermarkets represent main distribution channel

Gradual recovery and further polarisation of soft drinks

MARKET DATA

  • Table 1 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2005-2010
  • Table 2 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2005-2010
  • Table 3 Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2005-2010
  • Table 4 Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2005-2010
  • Table 5 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Category: Volume 2010
  • Table 6 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Category: % Volume 2010
  • Table 7 Off-trade vs On-trade Sales of Soft Drinks by Category: Value 2010
  • Table 8 Off-trade vs On-trade Sales of Soft Drinks by Category: % Value 2010
  • Table 9 Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2005-2010
  • Table 10 Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2005-2010
  • Table 11 Off-trade Sales of Soft Drinks by Category: Value 2005-2010
  • Table 12 Off-trade Sales of Soft Drinks by Category: % Value Growth 2005-2010
  • Table 13 Company Shares of Off-trade Soft Drinks (as sold) by Volume 2006-2010
  • Table 14 Brand Shares of Off-trade Soft Drinks (as sold) by Volume 2007-2010
  • Table 15 Company Shares of Off-trade Soft Drinks (RTD) by Volume 2006-2010
  • Table 16 Brand Shares of Off-trade Soft Drinks (RTD) by Volume 2007-2010
  • Table 17 Company Shares of Off-trade Soft Drinks by Value 2006-2010
  • Table 18 Brand Shares of Off-trade Soft Drinks by Value 2007-2010
  • Table 19 Off-trade Sales of Soft Drinks by Category and Distribution Format: % Analysis 2009
  • Table 20 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2010-2015
  • Table 21 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2010-2015
  • Table 22 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2010-2015
  • Table 23 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2010-2015
  • Table 24 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2010-2015
  • Table 25 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2010-2015
  • Table 26 Forecast Off-trade Sales of Soft Drinks by Category: Value 2010-2015
  • Table 27 Forecast Off-trade Sales of Soft Drinks by Category: % Value Growth 2010-2015

FOUNTAIN SALES IN LATVIA

Trends

  • In 2010, sales of fountain on-trade volume through foodservice amounted to one million litres of carbonates. Carbonates as a rule, has a high mark-up through fountain sales, in comparison to retailing; therefore, the category suffered from low purchasing power of consumers and demonstrated a 7% decline.

Data

DEFINITIONS

Sources

  • Summary 1 Research Sources

Soft Drinks in Latvia - Company Profiles

Gutta SIA - Soft Drinks - Latvia

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Gutta SIA: Competitive Position 2010

Pure Food SIA - Soft Drinks - Latvia

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 7 Pure Food SIA: Competitive Position 2010

Spilva SIA - Soft Drinks - Latvia

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 10 Spilva SIA: Competitive Position 2010

Bottled Water in Latvia - Category Analysis

HEADLINES

TRENDS

  • Bottled water in retail volume terms outperformed the rest of the soft drinks categories in 2010 as it belongs to staples and is consumed on a daily basis. Bottled water is also perceived as the cheapest and healthiest way to quench thirst when outside of the home environment. An unprecedentedly hot summer in 2010 also contributed much to support bottled water from decline. As a result, retail volume sales of bottled water decreased by only 3% in 2010. In order to economise, some consumers preferred to purify tap water instead of purchasing bottled water. The most common purification method used is boiling. Some people freeze and then melt tap water, while others use special purifying filters.

COMPETITIVE LANDSCAPE

  • Aldaris AS led bottled water with a retail value share of 33% in 2010, which was mainly due to a presence in all three categories and constant innovation in flavoured bottled water: the newest segment in the category. Ranked second with 30% retail value share due to the high recognition of its Mangali brand was Cido Grupa. Mangali is one of the most popular national brands, and ranked 20th among the Top 50 Favourite Brands in 2009. However, the company lost one percentage point in share because of increasing competition from private label.

PROSPECTS

  • Bottled water is expected to see the off-trade constant value CAGR stagnate over the forecast period, while the retail volume CAGR will be 2%. During the forecast period, the category will be driven by private label and growing popularity of 5 litre bottles, which will invariably keep value sales down despite increasing volume.

CATEGORY DATA

Institutional Bottled Water Sales

  • 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
  • Table 48 Sales of Bottled Water to Institutional Channel 2005-2010

Carbonates in Latvia - Category Analysis

HEADLINES

TRENDS

  • Economic crisis and low purchasing power forced consumers to be more accurate with their spending and avoid purchasing products which were not staples, including carbonates. During the review period, consumers’ perception of carbonates as unhealthy drinks strengthened but cola (as the best variant, combined with a hamburger) became a symbol of an unhealthy diet. As a result, consumers switched to healthier alternatives with lower content of sugar, such as flavoured bottled water, RTD tea and juices.

COMPETITIVE LANDSCAPE

  • Coca-Cola HBC Latvia led carbonate sales in 2010 with an off-trade value share of 42%. Such brands as Coca-Cola, Fanta and Sprite are traditionally the most advertised drinks: during the first half of 2010 Coca-Cola HBC Latvia was the fourth-largest company in Latvia according to sums spent on advertising. To promote its products the company uses traditional television advertising as well as some alternative methods to attract consumers and build brand recognition: for example, through sponsorship of different events. In 2010, Coca-Cola celebrated the anniversary year of the first serving of Coca-Cola served. It introduced a new version of "Wavin' Flag - Coca-Cola Celebration Mix", the soundtrack to all global Coca-Cola marketing campaigns for its sponsorship of the 2010 FIFA World, which was followed by Latvians as well.

PROSPECTS

  • Carbonates is expected to see a constant retail value CAGR of 2% over the forecast period. Once consumers begin to regain their purchasing power, the economising trend will fade and premium brands will be in demand once more, which will positively impact category value sales. Among potential premium launches are tastes ‘from childhood’ such as tarhun, baikal and djushes, packaged in 0.5 litre glass bottles with metal corks, which were popular during Soviet times.

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 2005-2010

Concentrates in Latvia - Category Analysis

HEADLINES

TRENDS

  • Since concentrates does not fit the description of staples and is not considered by consumers as the best option for quenching thirst, the category posted a 21% retail value sales decline in 2010. The category is mainly driven by liquid concentrates, which account for the majority of sales. Liquid concentrates, is divided into three types: fruit which are added to ice cream or diluted with water, coffee syrups and syrups which are used for preparing cocktails, such as Monin by Georges Monin SAS. The last 2 categories are usually premium products, so this also does not contribute to sales growth in terms of crisis.

COMPETITIVE LANDSCAPE

  • Spilva SIA held the leading retail value share of 35% in liquid concentrates in 2010. The company offers a wide range of syrups with standard price positioning: there are 12 different fruit and berry tastes available. Spilva SIA has a very good reputation and high brand recognition, as it widely advertises its products and regularly offers discounts.

PROSPECTS

  • Over the forecast period, concentrates is expected to see a -2% constant retail value CAGR. The retail value will drop because of the success of private label and expansion of local players, which offer more competitive prices, in comparison to multinationals.

CATEGORY DATA

Concentrates Conversions

  • 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
  • Summary 11 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format

Fruit/Vegetable Juice in Latvia - Category Analysis

HEADLINES

TRENDS

  • Even though the 7% drop in retail volume terms in 2010 was not as steep as -17% in 2009, which was the very peak of the economic crisis in Latvia, retail value sales also considerably suffered in 2010 and posted a 13% decline. There was a shift in consumers’ attitudes: whereas in 2009 they simply froze their spending and visited shops less, in 2010 they adjusted and began to search for cheaper options such as private label, larger 2 litre cartons, providing economies of scale, and choosing nectars instead of 100% juice, which is more expensive.

COMPETITIVE LANDSCAPE

  • Cido Grupa SIA led sales in 2010 with a 43% off-trade value share. Cido juices are the most widely available in Latvia, having the best shelf positions in all retail outlets. The company also spends much on advertising: during the first half of 2010, Cido was the second most advertised brand in soft drinks after Coca-Cola. Cido Grupa SIA also works a lot on innovation and constantly launches new products, such as in 2009’s Cido+Mangali nectar. In such a way, the company joined two of its strongest brands: Cido juice and Mangali water in one product. Both brands are listed in the annual Latvian Favourite Brands Top 50 and are positioned as healthy and natural locally-manufactured products, so in case of Cido+Mangali these benefits in consumers’ minds double/converge.

PROSPECTS

  • Fruit/vegetable juice is expected to see a constant retail value CAGR of 1% over the forecast period as the recovery of the economy and consumers’ purchasing power is not expected to occur earlier than 2012. In addition, the growing popularity of RTD tea and near water is also expected to erode the share of more mature products such as juice. Value sales will also be kept down by the increasing share of private label products.

CATEGORY DATA

  • Table 86 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2005-2010
  • Table 87 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2005-2010
  • Table 88 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2005-2010
  • Table 89 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2005-2010
  • Table 90 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2006-2010
  • Table 91 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2010
  • Table 92 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2006-2010
  • Table 93 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2010
  • Table 94 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2010-2015
  • Table 95 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2010-2015
  • Table 96 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2010-2015
  • Table 97 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2010-2015

RTD Coffee in Latvia - Category Analysis

HEADLINES

TRENDS

  • RTD coffee has never been popular in Latvia, especially in a recession-hit operating environment. Firstly, due to a cool climate, Latvians are traditionally drinkers of hot coffee and consider the cold format to be unappealing. Secondly, the category experiences high competition from dairy-based smoothies and drinking yoghurt, which are situated next to several RTD coffee on shelves. Thirdly, all products available carry a high unit price and are two to three times more expensive than dairy drinks which seems unreasonable to consumers.

COMPETITIVE LANDSCAPE

  • Pokka Corp led sales in 2010 with a 66% off-trade value share, as the Pokka brand was among the first to appear. Nevertheless, distribution of this brand is limited, so the company’s share consistently dropped over the latter part of the review period.

PROSPECTS

  • RTD coffee is expected to see a -1% constant off-trade value CAGR over the forecast period. In case players retain the same unit price level, considered as too high by Latvians, the category will continue to fail with the majority of consumers having not even tried RTD coffee at all.

CATEGORY DATA

  • Table 98 Off-trade Sales of RTD Coffee: Volume 2005-2010
  • Table 99 Off-trade Sales of RTD Coffee: Value 2005-2010
  • Table 100 Off-trade Sales of RTD Coffee: % Volume Growth 2005-2010
  • Table 101 Off-trade Sales of RTD Coffee: % Value Growth 2005-2010
  • Table 102 Company Shares of RTD Coffee by Off-trade Volume 2006-2010
  • Table 103 Brand Shares of RTD Coffee by Off-trade Volume 2007-2010
  • Table 104 Company Shares of RTD Coffee by Off-trade Value 2006-2010
  • Table 105 Brand Shares of RTD Coffee by Off-trade Value 2007-2010
  • Table 106 Forecast Off-trade Sales of RTD Coffee: Volume 2010-2015
  • Table 107 Forecast Off-trade Sales of RTD Coffee: Value 2010-2015
  • Table 108 Forecast Off-trade Sales of RTD Coffee: % Volume Growth 2010-2015
  • Table 109 Forecast Off-trade Sales of RTD Coffee: % Value Growth 2010-2015

RTD Tea in Latvia - Category Analysis

HEADLINES

TRENDS

  • RTD tea is one of the newest product categories within soft drinks, enjoying high recognition from consumers, who consider RTD tea to be a healthier and more refreshing alternative to carbonates. Nevertheless, a high unemployment level of 15% caused consumers to restrict their spending and avoid unnecessary purchases, except staples. RTD tea also avoided more serious decline because of new launches and constant taste diversification, offered by manufacturers. During an unprecedentedly hot summer of 2010 in Latvia, many people also opted for iced tea as a refreshing summertime drink.

COMPETITIVE LANDSCAPE

  • Nestlé SA with its brand Nestea led sales in 2010 with off-trade value share of 38%. The company was among the first to enter this new niche and so is a traditional leader. Nestlé SA also remains the main innovator in terms of taste.

PROSPECTS

  • RTD tea is expected to see a 1% constant retail value CAGR over the forecast period as the category remains stagnant. New launches offered are very similar to those already available both in terms of taste and packaging. As a result, as far as the purchasing power of consumers improves, the category will show marginal sales growth as well. However, retail volume sales will post higher growth with a CAGR of 2%, while value will be kept down by a decreasing unit price: the effect of expansion of local brands and the success of private label.

CATEGORY DATA

  • Table 110 Off-trade Sales of RTD Tea by Category: Volume 2005-2010
  • Table 111 Off-trade Sales of RTD Tea by Category: Value 2005-2010
  • Table 112 Off-trade Sales of RTD Tea by Category: % Volume Growth 2005-2010
  • Table 113 Off-trade Sales of RTD Tea by Category: % Value Growth 2005-2010
  • Table 114 Company Shares of RTD Tea by Off-trade Volume 2006-2010
  • Table 115 Brand Shares of RTD Tea by Off-trade Volume 2007-2010
  • Table 116 Company Shares of RTD Tea by Off-trade Value 2006-2010
  • Table 117 Brand Shares of RTD Tea by Off-trade Value 2007-2010
  • Table 118 Forecast Off-trade Sales of RTD Tea by Category: Volume 2010-2015
  • Table 119 Forecast Off-trade Sales of RTD Tea by Category: Value 2010-2015
  • Table 120 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2010-2015
  • Table 121 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2010-2015

Sports and Energy Drinks in Latvia - Category Analysis

HEADLINES

TRENDS

  • As sports and energy drinks are the most expensive soft drinks and are not meant for daily consumption, the category also suffered the most in 2010, showing 23% value sales decline. The bulk or 67% share of total volume sales of the category are energy drinks. The key consumers of these in Latvia are young people; students of secondary schools and universities, purchasing power of which suffered the most in terms of the recession as many of them do not have stable work and are dependent on pocket money. Before the crisis, energy drinks served mainly to show social status, were a symbol of an active social and nightlife and everlasting energy. The decline of consumers’ purchasing power caused their aspiration to show up to fade and forced people to control their spending more carefully.

COMPETITIVE LANDSCAPE

  • Cesu Alus AS led the category in 2010 with a 22% off-trade value share, as the company’s brand Dynami:t is the most popular energy drink in Latvia. Although its price is below average, due to high volume sales the company managed to leave Coca-Cola HBC Latvia SIA behind with a retail value share of 19%, even though the latter has products in both segments. Cesu Alus AS was the first local company to recognise the potential of the undeveloped niche in a rapidly developing segment, and installed the necessary equipment to produce canned energy drinks. Dynami:t was launched in 2006, but by 2008 was already the category leader due to its very affordable pricing compared with other players. Cesu Alus AS managed to increase its value share by over three percentage points in 2010, a year which also saw the company diversify its product line with new Dynami:t Juice.

PROSPECTS

  • The category is expected to see a constant 4% retail value CAGR over the forecast period as it started developing shortly before the economic crisis in Latvia and did not had enough time to expand to its full potential. Once consumers’ purchasing power recovers, people will go out more often and follow category innovation more attentively.

CATEGORY DATA

  • Table 122 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 123 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 124 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 125 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 126 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • Table 127 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2009
  • Table 128 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2010-2015
  • Table 129 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2010-2015
  • Table 130 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2010-2015
  • Table 131 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2010-2015

Segmentation

Segmentation

This market research report includes the following:

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

    Statistics Included

    Statistics Included

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

    From Passport

    • Market Sizes
    • Company Shares
    • Brand Shares
    • Distribution
    • Off-trade vs On-trade
    • Pricing
    • Products by Ingredient
    • Products by Ingredient

    Market size details:

    • Retail Volume
    • Retail Volume % growth
    • Retail Volume per capita
    • Foodservice Volume
    • Foodservice Volume % growth
    • Foodservice Volume per capita
    • Total Volume
    • Total Volume % growth
    • Total Volume per capita
    • Retail Value retail selling price % growth
    • Retail Value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price % growth
    • Foodservice Value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price % growth
    • Total Value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price real (constant 2008) Prices % growth
    • Retail Value retail selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price real (constant 2008) Prices % growth
    • Foodservice Value retail selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price real (constant 2008) Prices % growth
    • Total Value retail selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price % growth
    • Retail Value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price % growth
    • Foodservice Value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price % growth
    • Total Value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price real (constant 2008) Prices % growth
    • Retail Value manufacturer selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price real (constant 2008) Prices % growth
    • Foodservice Value manufacturer selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price real (constant 2008) Prices % growth
    • Total Value manufacturer selling price real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price excl Powder % growth
    • Retail Value retail selling price excl Powder local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price excl Powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price excl Powder % growth
    • Foodservice Value retail selling price excl Powder local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price excl Powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price excl Powder % growth
    • Total Value retail selling price excl Powder local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price excl Powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price excl Powder % growth
    • Retail Value manufacturer selling price excl Powder local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price excl Powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price excl Powder % growth
    • Foodservice Value manufacturer selling price excl Powder local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price excl Powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price excl Powder % growth
    • Total Value manufacturer selling price excl Powder local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price excl Powder per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail RTD volume
    • Retail RTD volume % growth
    • Retail RTD volume per capita
    • Foodservice RTD volume
    • Foodservice RTD volume % growth
    • Foodservice RTD volume per capita
    • Total RTD volume
    • Total RTD volume % growth
    • Total RTD volume per capita
    • Fountain on-trade Volume through c-store
    • Fountain on-trade Volume through c-store % growth
    • Fountain on-trade Volume through c-store per capita
    • Fountain on-trade Volume through Foodservice
    • Fountain on-trade Volume through Foodservice % growth
    • Fountain on-trade Volume through Foodservice per capita
    • Total fountain on-trade Volume
    • Total fountain on-trade Volume % growth
    • Total fountain on-trade Volume per capita
    • Foodservice Value manufacturer selling price excl Powder real (constant 2008) Prices % growth
    • Foodservice Value manufacturer selling price excl Powder real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price excl Powder real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price excl Powder real (constant 2008) Prices % growth
    • Total Value retail selling price excl Powder real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price excl Powder real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price excl Powder real (constant 2008) Prices % growth
    • Total Value manufacturer selling price excl Powder real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price excl Powder real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price excl Powder real (constant 2008) Prices % growth
    • Retail Value retail selling price excl Powder real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price excl Powder real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price excl Powder real (constant 2008) Prices % growth
    • Foodservice Value retail selling price excl Powder real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price excl Powder real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price excl Powder real (constant 2008) Prices % growth
    • Retail Value manufacturer selling price excl Powder real (constant 2008) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price excl Powder real (constant 2008) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price Nominal (Current) Prices % growth
    • Retail Value retail selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price Nominal (Current) Prices % growth
    • Foodservice Value retail selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price Nominal (Current) Prices % growth
    • Total Value retail selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price Nominal (Current) Prices % growth
    • Retail Value manufacturer selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price Nominal (Current) Prices % growth
    • Foodservice Value manufacturer selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price Nominal (Current) Prices % growth
    • Total Value manufacturer selling price Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price excl Powder Nominal (Current) Prices % growth
    • Retail Value retail selling price excl Powder Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value retail selling price excl Powder Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price excl Powder Nominal (Current) Prices % growth
    • Foodservice Value retail selling price excl Powder Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value retail selling price excl Powder Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price excl Powder Nominal (Current) Prices % growth
    • Retail Value manufacturer selling price excl Powder Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Retail Value manufacturer selling price excl Powder Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price excl Powder Nominal (Current) Prices % growth
    • Foodservice Value manufacturer selling price excl Powder Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice Value manufacturer selling price excl Powder Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price excl Powder Nominal (Current) Prices % growth
    • Total Value retail selling price excl Powder Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Total Value retail selling price excl Powder Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price excl Powder Nominal (Current) Prices % growth
    • Total Value manufacturer selling price excl Powder Nominal (Current) Prices local currency, USD, EUR, GBP, CHF, JPY
    • Total Value manufacturer selling price excl Powder Nominal (Current) Prices per capita local currency, USD, EUR, GBP, CHF, JPY

    Methodology

    Methodology

    Global insight and local knowledge

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

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

    Industry specialists

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

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

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

    Country and regional analysts

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

    In-country research network

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

    Research Methodology

    Our research methods

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

    Desk research

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

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

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

    Store checks

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

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

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

    Trade survey

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

    Trade surveys allow us to:

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

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

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

    Company analysis

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

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

    Forecasts

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

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

    Data validation

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

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

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

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

    Market analysis

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

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

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