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Country Report

Soft Drinks in Lithuania

Feb 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Soft drinks sees slight recovery in 2011

The early years of the review period were good ones for soft drinks in Lithuania, as rising purchasing power drove the growth of all categories. However, the success was short-lived, as a dramatic decline in retail volume and value sales was seen in 2009 and only a minor recovery was recorded thereafter.Both consumers and companies alike contributed to the poor performance seen by soft drinks over the later years of the review period. Consumers looked to reduce their expenditure in the face of the recession and migrated from their preferred brands to cheaper alternatives. Meanwhile, players focused on reducing prices at the expense of innovation, as seen with kvass over the last few years of the review period.

Growing demand for healthier products

The uncertain economic climate, combined with the fact that such products are not seen asa necessity, prevented soft drinks from recording significant retail volume or value sales growth in 2011. Nonetheless, important changes were witnessed in soft drinks in Lithuania in 2011. While the shift was a gradual one, producers noticed increasing demand for soft drinks that align with the health and wellness trend. Demand for carbonated drinks started to give way to a growing preference forhealthier alternatives, such as natural mineral water and juice. Categories with large and loyal consumer bases saw the best performance in 2011, while relatively new categories, such as energy drinks and RTD coffee, saw a decline in demand, amid fading consumer interest. Affordability remained an important factor in the consumer purchasing, which was observed in the migrations seen within certain categories. Although the quality of some juice products remained questionable, the category recorded positive retail value sales growth in 2011, possibly due to the feel good factor that such products deliver to consumers compared to carbonates.

Local companies compete successfully with multinationals

Domestic companies performed reasonably well in 2011. Despite a continuedinability to match foreign players in terms of advertising spend, Lithuanian firms, nonetheless, saw good performance due to attractive pricing, superior knowledge of Lithuanian consumers, product innovation and frequent discounting to drive demand. Domestic producers also benefited from the consumer perception that Lithuanian products are more healthy and natural, despite this not always being case.The strong interest among Lithuanian breweries in soft drinks also contributed to the good performance seen by domestic players, as beer producers were better able to afford to providelarge-scale national advertising support for their products.

Supermarkets and hypermarkets dominate retailing landscape

Lithuanians continued flocking to large modern retail outlets, as a relentless bargain-hunting mentality continued to shape consumer shopping habits. Such outlets were able to offer soft drinks at reduced prices, which resonated well with consumers of all income groups, rather than just the most budget-constrained. In 2011, volume and value sales via on-trade remained depressed compared to pre-recessionary levels, not least because young consumers showed a preference for alcoholic drinks in nightclubs and bars. Meanwhile, older consumers continued to view ordering bottled water in a restaurant or café as unjustifiably profligate, given the prevailing harsh economic climate.

Moderate gains predicted for soft drinks

While companies evaluated the performance seen by soft drinks in Lithuania in 2011 positively, this merely reflected the fact that the total volume and value sales declines of previous years were halted. The total volume sales performance seen in 2011 indicated that a significant number ofconsumers have yet to return to soft drinks, even taking the high rate of emigration seen in the wake of the global economic crisis into consideration. However, it is likely that this will only be achieved when the economic climate in the country becomes more favourable.While consumer fear of a second wave of recession does not bode well for soft drinks, trends like naturalness, authenticity, health and wellness are likely to result in greater product innovation over the forecast period and help in returningsoft drinks to positive total volume and value sales growth.


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Overview

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

The Soft Drinks in Lithuania 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 Lithuania?
  • What are the major brands in Lithuania?
  • 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 Lithuania - Industry Overview

EXECUTIVE SUMMARY

Soft drinks sees slight recovery in 2011

Growing demand for healthier products

Local companies compete successfully with multinationals

Supermarkets and hypermarkets dominate retailing landscape

Moderate gains predicted for soft drinks

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 Lithuania

MARKET DATA

  • 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 Lithuania - Company Profiles

Birštono Mineraliniai Vandenys ir Ko UAB in Soft Drinks (Lithuania)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Birštono Mineraliniai Vandenys ir Ko UAB: Competitive Position 2011

Druskininku Rasa UAB in Soft Drinks (Lithuania)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 7 Druskininku Rasa UAB: Competitive Position 2011

Bottled Water in Lithuania - Category Analysis

HEADLINES

TRENDS

  • In 2011, bottled water benefitted from several trends observed in Lithuania. Firstly, its healthy nature lured some customers away from other soft drinks, particularly carbonates. Secondly, as Lithuanian consumers increasingly sought more natural and ecological products, bottled water saw stronger demand. Lastly, due to fierce competition, the average unit price of bottled water remained well below that of competing drinks, which proved attractive to many consumers, particularly as the Lithuanian economy continued to struggle. All of these factors positively impacted demand for bottled water in 2011.

COMPETITIVE LANDSCAPE

  • The number of players present in bottled water in Lithuania remained high at the end of the review period. Švyturys Utenos Alus remained the leading player, in accounting for a retail value sales share of 17% in 2011, down from 21% in 2010. The company’s Vichy brand was available in the majority of retail outlets in the country, due to being supported by the well-developed distribution network of the country’s largest brewery. Vichy was also widely available in on-trade channelsthat sold the company’s beer. The loss of retail value sales share seen by the company in 2011 was due to the lack of promotional support it provided to its bottled water brands, as well as the fact thatLithuanian consumers do not view Vichy as natural water.

PROSPECTS

  • Bottled water is predicted to benefit from the health and wellness trend over the forecast period, with some consumers abandoning carbonates in favour of bottled water. The brands present in bottled water are among the strongest in soft drinks in Lithuania, which makes it resistant to the price erosion that usually follows the rise of private label or cheaper imports. However, it will be difficult to achieve strong value sales growth, as struggling consumers and ongoing fragmentation will continue to place downward pressure on prices.

CATEGORY DATA

Institutional Bottled Water Sales

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

Carbonates in Lithuania - Category Analysis

HEADLINES

TRENDS

  • Producers and seller of carbonates had little to be cheerful about in 2011,as carbonates struggled to return to growth in the face of several restrictive factors. Most importantly, consumer confidence and disposable income levels only saw a marginal increase, which are crucial for a category comprised of non-essential products. Even extremely low prices could not overcome consumer austerity. Secondly, some consumers shied away from carbonates, due to concerns about the health consequences of consuming such drinks. There was a wide range of carbonates products available in 2011 and those with little to no brand value suffered the most. Furthermore, the rainy summer seen in 2011, when carbonates consumption tends to peak, also had a detrimental effect on demand. Lastly, the rapid increase in demand seen for kvass drinks, which significantly softened the impact of the recession on carbonates overall performance, ran out of steam in 2011, due to increasing maturity.

COMPETITIVE LANDSCAPE

  • Coca-Cola benefited from the number of strong brands in its portfolio, to continue as the leading player in carbonates in 2011, in accounting for a dominant 57% share of off-trade value sales. The company has been present in Lithuania for many years and its leading brands are familiar to almost every consumer in the country. The Coca-Cola, Sprite and Fanta brands contributed the most to the company’s performance in 2011, due to receiving strong advertising support. As the company’sdrinks remained significantly more expensive than competing products, price promotions, which the company initiated frequently, benefited both Coca-Cola and consumers.

PROSPECTS

  • The consensus is that carbonates will have to undergo a transformation, in order to prevent a further decline in demand over the forecast period. Lithuania is certain to continue the fight against unhealthy drinks and has already taken some actions, such as banning the sale of carbonates in schools. To survive, producers of carbonates will have to make their products healthier. Timing of the shift will be a huge challenge. While most of the players are in a position to launch healthier products, they maintain that demand for such products would not materialise. While Stevia has the potential to increase the supply of healthy drinks, only higher income consumers will be able to afford these, due to high stevia prices.

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 Lithuania - Category Analysis

HEADLINES

TRENDS

  • Industry sources in concentrates admit that 2011 was very similar to 2010. While some categories appear to be prepared for growth, sellers of concentrates suggest that stability, dominated concentrates in 2011. The sales increase was not a result of innovation or introduction of new products, but rather by higher retailing prices, which were determined by higher production costs. Overall, concentrates continued to see good demand among lower income customers, for whom other soft drinks, such as juice or carbonates, remained too expensive.

COMPETITIVE LANDSCAPE

  • Domestic companies continued to dominate concentrates in Lithuania in 2011, with the two leading domestic players, Ipeka and Druskininku Rasa together accounting for a 48% share of retail value sales. Ipeka has been present in concentrates long enough to develop a large range of products and flavours, as well as earn the recognition of consumers, which resulted in the company accounting for a leading retail value sales share of 27% in 2011.

PROSPECTS

  • Due to being perceived as healthier than other low-priced drinks, such as poor quality carbonades and the country’s subdued economy, concentrates appears to be well positioned to see good performance over the forecast period. As long as a significant portion of consumers cannot afford fruit/vegetable juice or carbonates, concentrates will see strong demand, with only seasonality affecting performance in one direction or another. As such, producers are likely to see continued success, despite not investing in innovation and marketing, which are absolute prerequisites in other, more competitive, sectors. However, a continued failure to innovate and differentiate their products might result in retailers introducing private label products.

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

Fruit/Vegetable Juice in Lithuania - Category Analysis

HEADLINES

TRENDS

  • The performance seen by fruit/vegetable juice over the later years of the review period clearly illustrated the widening gap between what Lithuanian consumers want and what they can actually afford. Fruit/vegetable juice, endorsed by health specialists and well-liked by consumers of all ages and income groups, saw continuing poor performance in 2011, as weak consumer spending power saw juice increasingly become a luxury that only a limited number of consumers could afford. The average unit price of fruit/vegetable juice remained higher than comparable soft drinks, which resulted in a further contraction of demand. As with all soft drinks, summer is a crucial period for juice producers and, in 2011, they had no complains about the weather, as it was not overly hot. According to industry sources, extreme heat tends to negatively impact demand for fruit/vegetable juice, as such products are seen as too heavy under those conditions and consumers tend to turn to bottled water instead.

COMPETITIVE LANDSCAPE

  • Fruit/vegetable juice in Lithuania has already undergone concentration, with only a few players competing for sales on the shelves of the largest retail outlets in 2011. While this resulted in reduced choice for consumers, fierce competition and economies of scale ensured that prices remained relatively low. Eckes-Granini remained the leading player in 2011, in accounting for a retail value sales share of 31%.The company saw a two percentage point gain in retail value sales share in 2011. Elmenhorster, the company’s flagship brand, accounted for a leading retail value sales share of 28%, despite remaining relatively expensive compared to competing brands. Over the review period, the brand continued to receive strong advertising support through various media channels, while consumers continued to value it for its high quality.

PROSPECTS

  • Fruit/vegetable juice is well positioned to see positive development over the forecast period, due to health specialists advocating it as a healthy alternative to carbonates. However, the fact that products are unaffordable to many consumers will remain a major obstacle to development. The category is heavily concentrated, which means that there is not much room left for process optimisation. Reducing product quality is a viable option when looking to make products more affordable and players seemed topursue this as a means of maintaining consumer interest in the harsh economic conditions that prevailed over the later years of the review period. However, such a strategy can backfire, particularly when consumers do not lower their quality expectations. As such, those companies that are able to offer good quality products that are affordable to consumers are likely to see the best performance over the forecast period.

CATEGORY DATA

  • Table 86 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2006-2011
  • Table 87 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2006-2011
  • Table 88 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2006-2011
  • Table 89 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2006-2011
  • Table 90 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2011
  • Table 91 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2008-2011
  • Table 92 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2011
  • Table 93 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2008-2011
  • Table 94 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2011-2016
  • Table 95 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2011-2016
  • Table 96 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2011-2016
  • Table 97 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2011-2016

RTD Coffee in Lithuania - Category Analysis

HEADLINES

TRENDS

  • Although many Lithuanians drink hot coffee on a daily basis, this is not the case with RTD coffee. The convenience trend did not have a significant impact on coffee over the review period, with few consumers willing to switch from traditional to RTD coffee. Apparently, for consumers, the difference between consuming hot and cold coffee is minor, compared with the loss of ritual associated with preparing one’s own coffee. Consumers are hardly to blame for their lack of interest in RTD coffee, as players did not exert much effort to attract them. With close to no advertising and unfavourable positioning in retail outlets, RTD coffee remained an afterthought both for consumers and players alike over the review period.

COMPETITIVE LANDSCAPE

  • Some firms gave up on RTD coffee in 2011 and removed their products from sale. Hochwald Nahrungsmittel-Werke benefitted the most from this development, in recording a 26 percentage point gain in retail value sales share to a leading 37% in 2011. Its Eiskaffee brand was the most widely available RTD coffee brand in Lithuania in 2011, which, along with exit of IQ Drink and Nestlé, was the key factor behind the company’s rise to prominence.

PROSPECTS

  • The outlook for RTD coffee is quite dim, at least over the early years of the forecast period. Although the drink itself offers an attractive combination of freshness, energy and convenience of use, none of these factors proved sufficient to convince a significant number of consumers to try RTD coffee over the review period. Consumers showed an ongoing preference for carbonates, juice and bottled water during warm summer weather, while those looking for an energy boost showed an ongoing preference for energy drinks. Factor in the soaring popularity of take-away coffee in Lithuania, which is just as convenient as RTD coffee, and it is likely that demand for the latter will remain severely limited over the forecast period. However, the increasing number of vending machines in the country is likely to positively impact demand, as vending machines usually offer at least one brand of RTD coffee.

CATEGORY DATA

  • Table 98 Off-trade Sales of RTD Coffee: Volume 2006-2011
  • Table 99 Off-trade Sales of RTD Coffee: Value 2006-2011
  • Table 100 Off-trade Sales of RTD Coffee: % Volume Growth 2006-2011
  • Table 101 Off-trade Sales of RTD Coffee: % Value Growth 2006-2011
  • Table 102 Company Shares of RTD Coffee by Off-trade Volume 2007-2011
  • Table 103 Brand Shares of RTD Coffee by Off-trade Volume 2008-2011
  • Table 104 Company Shares of RTD Coffee by Off-trade Value 2007-2011
  • Table 105 Brand Shares of RTD Coffee by Off-trade Value 2008-2011
  • Table 106 Forecast Off-trade Sales of RTD Coffee: Volume 2011-2016
  • Table 107 Forecast Off-trade Sales of RTD Coffee: Value 2011-2016
  • Table 108 Forecast Off-trade Sales of RTD Coffee: % Volume Growth 2011-2016
  • Table 109 Forecast Off-trade Sales of RTD Coffee: % Value Growth 2011-2016

RTD Tea in Lithuania - Category Analysis

HEADLINES

TRENDS

  • RTD tea was only introduced to Lithuania a few short years prior to the onset of the global financial crisis, which had a calamitous impact on the country’s finances and negatively affected the development of an otherwise promising category. Prior to its introduction, it seemed that RTD tea would be well accepted by Lithuanian consumers, due to the fact that it is both refreshing and healthy. However, the onset of the recession, precipitated by the global credit crunch, changed the operating environment dramatically, as RTD tea became a barely affordable luxury for the majority of consumers in the country. RTD tea was only present in Lithuania for a short period prior to the onset of the global financial crisis and, as such, only a limited base of consumers had developed the habit of purchasing these products on a regular basis. Moreover, retailers, who always seek to maximise revenue per square meter, allocated less selling space to RTD tea, which negatively impacted product visibility.

COMPETITIVE LANDSCAPE

  • Nestlé witnessed a 23 percentage point gain in retail value sales share to 65% in 2011, driven by the exit of three players. The company enjoyed an equally strong position in on-trade channels, due to its marketing strength and good distribution. Nestlé generated all of its sales with the Nestea brand, which received large-scale marketing support during the rapid growth years of the category, which established it as the standard against which all other brands are measured. In 2011, Nestea was available in a wide range of flavours, and, as such, was able to meet the needs of a wide range of consumers. More importantly, in contrast to other players, the company did not give up on RTD tea over the review period, as it continued to push its products despite unfavourable conditions in the country. While such effort was undoubtedly costly, the company is likely to reap the rewards once RTD tea returns to healthy growth.

PROSPECTS

  • It will take the revival of the economy and restoration of consumer confidence to reignite the development of RTD tea in Lithuania. The category is well positioned for future growth, as it has the potential to lure consumers away from carbonates. However, significant investment in both marketing and product development will be necessary in order for RTD tea to achieve its potential.

CATEGORY DATA

  • Table 110 Off-trade Sales of RTD Tea by Category: Volume 2006-2011
  • Table 111 Off-trade Sales of RTD Tea by Category: Value 2006-2011
  • Table 112 Off-trade Sales of RTD Tea by Category: % Volume Growth 2006-2011
  • Table 113 Off-trade Sales of RTD Tea by Category: % Value Growth 2006-2011
  • Table 114 Company Shares of RTD Tea by Off-trade Volume 2007-2011
  • Table 115 Brand Shares of RTD Tea by Off-trade Volume 2008-2011
  • Table 116 Company Shares of RTD Tea by Off-trade Value 2007-2011
  • Table 117 Brand Shares of RTD Tea by Off-trade Value 2008-2011
  • Table 118 Forecast Off-trade Sales of RTD Tea by Category: Volume 2011-2016
  • Table 119 Forecast Off-trade Sales of RTD Tea by Category: Value 2011-2016
  • Table 120 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2011-2016
  • Table 121 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2011-2016

Sports and Energy Drinks in Lithuania - Category Analysis

HEADLINES

TRENDS

  • Sports and energy drinks have never been considered essential and shrinking disposable income levels resulted in consumers abandoning these products in droves over the last three years of the review period. Furthermore, reports on the possible irreversible health implications that energy drinks can have were seen in the media in 2011. Governmental institutions were quick to respond, in introducing a ban on the sale and the provision of free samples of energy drinks to persons under the age of 18. This law, which came into effect at the start of 2012, will have a negative impact on demand in the future.

COMPETITIVE LANDSCAPE

  • Red Bull remained the undisputed leader of sports and energy drinks in 2011, in accounting for a retail value sales share of 36%. The dominance of Red Bull proves the value of successful branding; its products were priced well above the competition and the firm rarely if ever used discounts, yet the company only saw a one percentage point loss of retail value sales share in 2011, despite the recessionary climate. The company continued to spend heavily on marketing, which in directly saved energy drinks from seeing even more substantial declines in total volume and value sales.

PROSPECTS

  • Companies in sports and energy drinks will have to show patience over the forecast period. With consumer confidence still low and category products seen as a luxury rather than a necessity, it will take some time to return to previously held positions. Functional drinks is in a better position, both because of untapped potential and the emerging health and wellness trend. Sports and energy drinks is a secondary business for most of the firms that were present in the category at the end of the review period. Their main businesses, such as bottled water, carbonates and beer, in the case of breweries, will have to rebound before the companies shift their focus to less proven categories.

CATEGORY DATA

  • Table 122 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2006-2011
  • Table 123 Off-trade Sales of Sports and Energy Drinks by Category: Value 2006-2011
  • Table 124 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2006-2011
  • Table 125 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2006-2011
  • Table 126 Company Shares of Sports and Energy Drinks by Off-trade Volume 2007-2011
  • 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 2011-2016
  • Table 129 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2011-2016
  • Table 130 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2011-2016
  • Table 131 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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