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Country Report

Soft Drinks in Lithuania

Jan 2011

Price: $1,900

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About this Report

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Overview

Discover the latest market trends and uncover sources of future market growth for the Soft Drinks industry in 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.

Sample Analysis

EXECUTIVE SUMMARY

Soft drinks market benefits from recovering consumer purchasing power

In 2010, the Lithuanian soft drinks market posted a minor increase in both total current value and total volume terms. This was mainly influenced by a controversial performance within different soft drinks sectors. Along with recovering consumer purchasing power, sectors such as bottled water, carbonates, concentrates and RTD tea benefited from increasing sales. However, soft drinks’ growth was partly offset by the negative performance of fruit/vegetable juice, RTD coffee and sports and energy drinks, as the recovery was not strong enough to stimulate sales of these products due to their high price per unit. As such, the performance of the soft drinks market was significantly better in 2010 than that experienced in the previous year, when the decline rate reached double-digits. However, the 2010 performance was much weaker when compared with the steady growth visible in the first half of the review period.

Health and wellness trend continues to shape consumers’ shopping behaviour

The growing popularity of the health and wellness trend had an increasing impact on shaping the soft drinks market in 2010. New product developments began emphasising their more natural ingredients, and lack of artificial sweeteners, colourants and preservatives. The most prominent categories following this trend were bottled water, fruit/vegetable juice and RTD tea, therefore a major proportion of consumers switched from unhealthily positioned carbonates, sports and energy drinks to these “healthier” categories. In addition, consumers continued to opt for cheaper products, as their purchasing power remained far below the level seen prior to the recession.

Multinationals face intensifying competition from domestic companies

Domestic companies continue to lead the soft drinks market in volume terms, but the position of multinationals is stronger in value terms. Generally, domestic companies offer products with the best quality/price ratio, while multinationals offer more innovative, higher quality products supported by strong marketing campaigns. In terms of market value share movements, all major players within the industry maintained their positions, despite the more intense competition from Polish manufacturers and other companies positioning their production at the low market end. However, private label did not emerge significantly, as consumers remained health conscious and were unwilling to trade down to distrusted products of unknown quality.

On-trade channel suffers from lower visitor numbers to foodservice outlets

The off-trade outperformed the on-trade channel in terms of recovery in 2010, as on-trade sales continued to tumble, while off-trade sales recorded a positive performance. There were no significant changes within off-trade distribution, with supermarkets/hypermarkets remaining the leaders. However, off-trade stores benefited from visibly lower unit prices of soft drinks compared with those via on-trade outlets. Additionally, distribution through on-trade channels continued to suffer from consumers significantly reducing their visits to on-trade outlets in order to economise while tap water orders became more common among visitors to restaurants and cafés.

Soft drinks will slowly move towards maturity over the forecast period

A positive year-on-year performance will be seen over the forecast period in the soft drinks market in Lithuania, however, it is not likely to outperform the growth rates reached during the first half of the review period. The key drivers of the market will be new product developments following the health and wellness trend. Products fortified with natural juice, minerals, vitamins, oxygen, aloe vera and other herb extracts will be among the first innovations to boost soft drinks’ sales.

Table of Contents

Table of Contents

Soft Drinks in Lithuania - Industry Overview

EXECUTIVE SUMMARY

Soft drinks market benefits from recovering consumer purchasing power

Health and wellness trend continues to shape consumers’ shopping behaviour

Multinationals face intensifying competition from domestic companies

On-trade channel suffers from lower visitor numbers to foodservice outlets

Soft drinks will slowly move towards maturity over the forecast period

MARKET DATA

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

APPENDIX

Fountain Sales in Lithuania

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

DEFINITIONS

  • Summary 1 Research Sources

Soft Drinks in Lithuania - Company Profiles

Birštono Mineraliniai Vandenys ir Ko UAB - Soft Drinks - Lithuania

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Birštono Mineraliniai Vandenys ir Ko UAB: Competitive Position 2010

Druskininku Rasa UAB - Soft Drinks - Lithuania

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 7 Druskininku Rasa UAB: Competitive Position 2010

Bottled Water in Lithuania - Category Analysis

HEADLINES

TRENDS

  • Although bottled water is not considered an essential product in Lithuania as tap water is relatively clean and fresh, however sales in 2010 began showing signs of recovery. The long and hot summer significantly contributed to the sector’s recovery, as many consumers considered other drinks too expensive to refresh on hot summer days and therefore tended to trade down from fruit/vegetable juice or carbonates. However, price and a reliable quality of bottled water remained the main factors impacting consumers’ decisions to purchase bottled water.

COMPETITIVE LANDSCAPE

  • Bottled water in Lithuania is not led by a single undisputed leader and instead is somewhat fragmented. Four major players, Švyturys-Utenos Alus, Druskininku Rasa, Baltijos Mineraliniu Vandenu Kompanija and Birštono Mineraliniai Vandenys ir Ko, account for a combined 63% value share. However, the most intense competition was between Švyturys-Utenos Alus and Druskininku Rasa, as both of these companies offer high quality products in all bottled water categories, sold under highly recognisable brands Vichy and Rasa respectively. In addition, both companies’ sales are supported by widespread nationwide distribution and marketing campaigns.

PROSPECTS

  • In terms of bottled water per capita in Lithuania, it is evident that this market still holds potential for growth, as 41 litres by the average Lithuanian consumer is only half that in the developed markets. Furthermore, bottled water is expected to benefit from the growing overall health and wellness trend, and therefore many consumers will switch from carbonates, RTD tea and concentrates to more healthy positioned bottled water. On the other hand, the sector’s growth will be slowed by lower consumer purchasing power, especially in the first part of the forecast period. The rapidly developing flavoured bottled water category, followed by still bottled water, will be the key drivers of volume sales.

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 Lithuania - Category Analysis

HEADLINES

TRENDS

  • In 2010, sales of carbonates were mainly negatively influenced by the prevailing health and wellness trend. Despite carbonates being a relatively cheaper option compared to other soft drinks, an important factor in times of recession, consumers continue to pay increasing attention to the ingredients of such drinks, which are often damaging to the health. On the other hand, carbonates sales were underpinned by sales of cola carbonates. This was mainly thanks to the prevailing Westernisation trend with many young people unwilling to trade down as they consider cola drinks to be of good quality.

COMPETITIVE LANDSCAPE

  • Coca-Cola HBC Lietuva remained the outstanding leader in carbonates in Lithuania in both retail value and volume terms in 2010, holding a 47% share in value terms. However, the company’s value share dropped by one percentage point since 2009. The company mainly benefits from the leading Coca-Cola brand, which is strongly supported by advertising campaigns. However, the declining share would indicate that the health and wellness trend is gathering momentum thereby damaging sales of Coca-Cola. Druskininku Rasa held the second largest value share of 13%, which remained stagnant also suffering from the economic recession.

PROSPECTS

  • Carbonates will be the most affected by changing consumer habits in line with natural and ecological trends over the forecast period, as carbonates include many artificial sweeteners, colourants and preservatives encouraging an “unhealthy” positioning. This trend will continue driving consumer purchases towards more naturally positioned bottled water, fruit/vegetable juice or RTD tea. In order to avoid this trend or at least diminish its effects, carbonates’ manufacturers are likely to adjust their production technologies by including more natural ingredients, such as juice, minerals, vitamins while forsaking preservatives, artificial colourants and sweeteners. However, altering technologies in the production of carbonates to make them healthier could require additional investments by companies, therefore only large manufacturers will benefit from this.

CATEGORY DATA

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

Concentrates in Lithuania - Category Analysis

HEADLINES

TRENDS

  • Concentrates was among the most dynamic categories within non-alcoholic drinks in 2010 in terms of positive volume and current value growth. Concentrates mainly benefits from being significantly cheaper compared with other soft drinks, which is especially attractive to consumers of lower and middle level income. Another key driver of concentrates is the major proportion of consumers switching from carbonates to cheaper positioned concentrates. Companies also contributed to growing sales by expanding the product variety with new flavours and forsaking artificial sweeteners, colourants and preservatives.

COMPETITIVE LANDSCAPE

  • Domestic company Ipeka was the leading player in concentrates in terms of retail value, with a 27% share in 2010, up by one percentage point from the previous year. The company continued to benefit from consumers perceiving its liquid concentrates as very healthy and natural, as this company is relatively small and operates as a family business. Consumers do not expect such a small player to invest in technologies that help to artificially prolong the usage of the concentrates. The second largest player Druskininku Rasa with a 14% value share attracted consumers with its variety of flavours under its well-known soft drinks brand Rasa, which benefited from a very competitive price.

PROSPECTS

  • The increasing number of consumers discovering concentrates as a relatively cheaper soft drinks option will help the category to maintain its sales over the forecast period. In addition, liquid concentrates is expected to grow at the expense of powder concentrates, as the former has a healthy positioning and manufacturers will aim to produce new flavours and new product developments. In terms of the development of powder concentrates, manufacturers will aim to produce products that provide a higher dilution ratio. However, recovering consumer purchasing power will limit the rapid expansion of concentrates, as consumers tend to view usage of such products less favourably and associate them with poor “crisis-drinks”.

CATEGORY DATA

Concentrates Conversions

  • Summary 8 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format
  • 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

Fruit/Vegetable Juice in Lithuania - Category Analysis

HEADLINES

TRENDS

  • Fruit/vegetable juice is one of the most expensive soft drinks. As such, declining consumer purchasing power brought about by the downturn in the economy significantly impacted the sector’s sales, which did not recover in 2010. Furthermore, fruit/vegetable juice also functions as a food and not just a beverage for refreshment. Although juice often benefits from this double advantage, in times of recession consumers perceive this drink as too expensive for daily consumption and therefore it is consumed only on special occasions. As a result, it was difficult for fruit/vegetable juice sales to recover, as raw material costs rose and manufacturers could not reduce their unit prices significantly in order to boost sales. On the other hand, the developing health and wellness trend contributed positively to the sector’s prospects.

COMPETITIVE LANDSCAPE

  • Eckes-Granini Lietuva held a 29% retail value share in 2010 and maintained its leading position in fruit/vegetable juice. Eckes-Granini Lietuva sells the vast majority of its products under the leading Elmenhorster brand, which provides a wide range of high quality products at competitive prices. The company also supports its products with advertising campaigns. Furthermore, the Elmenhorster brand provides a range of mixes of various fruits, which is especially appealing to consumers. Cido Grupa ranked second in fruit/vegetable juice in 2010, with a value share of 18%, as it also provides an attractive price/quality ratio for consumers.

PROSPECTS

  • Given the widespread consumption of juice in the Western world, it is obvious that the Lithuanian market still has potential for further development, as the average Lithuanian uses almost three times less juice than the average European. In addition, closely tapping into the health and wellness trend will also contribute to furthering the sector’s development. In response to the demand for more natural products, companies are expected to develop new products with added vitamins or other useful minerals. However, due to the very slow recovery of consumer purchasing power, manufacturers are expected to concentrate on developing nectars and juice drinks, as manufacturing costs are lower and therefore can provide a competitive advantage.

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 Lithuania - Category Analysis

HEADLINES

TRENDS

  • A limited number of brands available on the market make RTD coffee a niche segment in Lithuania, as the vast majority of consumers have not discovered this product as yet. Furthermore, poor advertising support and low penetration of distribution channels also contributed to the low awareness of RTD coffee in Lithuania. As this category’s sales were highly dependent on purchases from a loyal consumer base, sales continued to contract in 2010, as the consumer base shrank further. The growing popularity of the take-away coffee culture and energy drinks also hampered the development of RTD coffee.

COMPETITIVE LANDSCAPE

  • In 2010, RTD coffee in Lithuania continued to be led by three international players - IQ Drink, Nestlé and Hochwald Nahrungsmittel-Werke – which accounted for a combined 56% retail value share. However, IQ Drink outperformed its rivals thanks to its iQ Coffee brand, which benefited from improved distribution and shelf position in retail stores.

PROSPECTS

  • Slowly recovering consumer purchasing power will guarantee sales of only essential products and occasional purchases coming from desire to try out new products, including RTD coffee, will be postponed. As such, RTD coffee is expected to remain an underdeveloped niche category over the forecast period. Expanding availability of take-away coffee will also limit the development of RTD coffee. The small size of the category and the low potential for growth will prevent large companies from launching new products and investing in advertising, which would otherwise have boosted sales.

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 Lithuania - Category Analysis

HEADLINES

TRENDS

  • RTD tea is considered a relatively new category in Lithuania within non-alcoholic drinks, therefore it benefits from an increasing number of consumers. Furthermore, the warm summer in 2010 boosted sales of RTD tea, as it is perceived as a more refreshing drink than carbonates and lower priced than fruit/vegetable juice. Additionally, RTD tea is considered among the categories in line with the naturalness trend. However, the category experiences significant competition from bottled water and Kvass (in carbonates), as their prices per unit are relatively low and they can also provide as much refreshment on a hot summer day as RTD tea. Nonetheless, the positive factors outweighed the negative and the category posted a positive performance in 2010.

COMPETITIVE LANDSCAPE

  • Nestlé maintained its position as the outright leader within RTD tea in 2010, despite other companies actively aiming to expand their value market shares. Nestlé held a 42% value share, thanks to its leading Nestea brand and first mover advantage. Nestlé was the first to introduce RTD tea products to the Lithuanian market, and now its Nestea brand benefits from wide recognition, a reputable name and relatively stable value share due to its long establishment in the market. In addition, well penetrated distribution channels, a wide ranging product portfolio, continuous innovations, strong marketing support and prevailing dominance in the on-trade were also significant factors determining the long lasting success of the company’s sales.

PROSPECTS

  • Over the forecast period, RTD tea will gradually approach its maturation point, as currently it is still considered a relatively new category possessing great potential for growth. Consumers switching from carbonates to RTD tea because of the latter’s healthier positioning will be another key driver of the category’s growth. Currently the empty economy segment within the category will be covered over the next five years resulting in an expanding consumer base, as economy products are likely to be attractive to consumers of lower disposable income.

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 Lithuania - Category Analysis

HEADLINES

TRENDS

  • Fragile consumer confidence regarding the solidity of the economy’s recovery continued to influence the purchasing pattern of sports and energy drinks in Lithuania in 2010. As sports and energy drinks are not viewed as essential products for refreshment, but rather as a luxury and indulgence, this sector’s sales continued to contract in 2010. High price per unit was one further factor resulting in increased pressure on sports and energy drinks sales. Manufacturers continued trying to shape consumer opinion of sports and energy drinks via their ability to positively affect the health and provide additional value thanks to being fortified with vitamins and minerals. However, frequent articles in the media claiming the opposite undermined their efforts. As a result, health conscious consumers completely gave up on sports and energy drinks, which had a detrimental impact on the sector’s growth.

COMPETITIVE LANDSCAPE

  • In 2010, Red Bull retained its leading value share within sports and energy drinks, however, due to growing competition from cheaper products, its value share contracted half a percentage point to 27%. Red Bull benefits from long term engagement within energy drinks and has a well-established loyal consumer base. Furthermore, broad brand recognition, very good nationwide distribution and striking advertising campaigns helped to boost the company’s sales. Local player Selita ir Ko ranked second with a contracted value share of 16%, thanks to the oldest energy drinks brand in the market, Selita Energija.

PROSPECTS

  • Sports and energy drinks faces both positive and negative factors that will impact the category’s growth over the forecast period. The continuous increase in the pace of life and busier lifestyles will lead to demand for products that provide an energy boost and additional functional value. However, prolonged recovery from the recession accompanied by further impetus of the health and wellness trend could further limit the category’s expansion. On the other hand, high price per unit could attract other manufacturers to engage in sports and energy drinks, which would result in more intensive competition and ultimately reduce unit prices over the forecast period.

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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