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Country Report

Soft Drinks in Morocco

Sep 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Strong growth thanks to rising disposable income levels

Soft drinks saw strong total volume growth during the review period thanks to rising disposable income levels in Morocco. Consumers were able to afford to buy these products on a more frequent basis as a result. Growth was also supported by strong retailing development and urbanisation, with consumers thus gaining access to a wider range of products and pack sizes. Growth was also supported by a strong growth in tourism during the review period, with this trend particularly boosting sales via the on-trade.

Health and wellness concerns shape growth

Consumers showed a growing interest in health and wellness during the review period, with this trend being particularly strong among mid- and high-income women in urban areas. Consumers are for example increasingly aware of the benefits of being hydrated, with many consumers seeking to consume more high quality water. This trend boosted sales for bottled water, with a growing number of households for example opting for home deliveries in 2011 in order to consume bottled water on an everyday basis. A desire to consume more fruit meanwhile boosted sales of fruit/vegetable juice. Carbonates meanwhile saw the weakest total volume growth in soft drinks in 2011, with many consumers being concerned about these products’ use of artificial flavours, sweeteners and colours and also by many carbonates’ high sugar content.

Coca-Cola retains lead but faces strong competition from domestic players

Coca-Cola retained the leading position in terms of off-trade volume and value sales at the end of the review period. However, this company is followed by a number of strong domestic players, with Les Eaux Minérales d'Oulmès being particularly strong. There was growing fragmentation in 2011, meanwhile, with the share of “others” soaring. This was due to the entry of a growing number of small domestic players in home delivery sales of bottled water.

Independent small grocers loses share to hypermarkets

Independent small grocers continued to dominate sales of soft drinks in off-trade volume terms in 2011, due to the prevalence of this channel across the country. However, the strongest growth in 2011 was seen for hypermarkets. Hypermarkets benefited from ongoing outlet volume expansion in the year and also from offering a wide product range and frequent price promotions. As a result of the expansion of hypermarkets, all other channels lost share in 2011. Independent small grocers however saw the sharpest drop in share, with these outlets struggling to compete in terms of price or range.

Dynamic growth ahead for forecast period

A number of factors will support dynamic sales growth for soft drinks during the forecast period. Morocco is expected to see ongoing economic growth, with the government becoming more focused on the plight of low-income consumers in the wake of the Arab Spring unrest of 2011. Consequently, rising disposable income levels are expected to enable consumers to spend more on soft drinks during the forecast period. Growth will also be boosted by ongoing growth in travel and tourism and by strong retailing development during the forecast period.


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Overview

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

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

EXECUTIVE SUMMARY

Strong growth thanks to rising disposable income levels

Health and wellness concerns shape growth

Coca-Cola retains lead but faces strong competition from domestic players

Independent small grocers loses share to hypermarkets

Dynamic growth ahead for forecast period

KEY TRENDS AND DEVELOPMENTS

Rising income levels for low- and mid-income consumers drive growth

Health and wellness trend shapes sales

Outlet volume expansion in hypermarkets spurs growth

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 2011
  • Table 6 Off-trade vs On-trade Sales of Soft Drinks (as sold) by Category: % Volume 2011
  • Table 7 Off-trade vs On-trade Sales of Soft Drinks by Category: Value 2011
  • Table 8 Off-trade vs On-trade Sales of Soft Drinks by Category: % Value 2011
  • 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 Penetration of Private Label (as sold) by Category by Volume 2006-2011
  • Table 20 Penetration of Private Label by Category by Value 2006-2011
  • Table 21 Off-trade Sales of Soft Drinks by Category and Distribution Format: % Analysis 2011
  • Table 22 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2011-2016
  • Table 23 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2011-2016
  • Table 24 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2011-2016
  • Table 25 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2011-2016
  • Table 26 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2011-2016
  • Table 27 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2011-2016
  • Table 28 Forecast Off-trade Sales of Soft Drinks by Category: Value 2011-2016
  • Table 29 Forecast Off-trade Sales of Soft Drinks by Category: % Value Growth 2011-2016

APPENDIX

Fountain Sales in Morocco

MARKET DATA

  • Table 30 Sales of Soft Drinks by Fountain On-trade through C-Store vs Other Fountain On-trade: Volume 2006-2011
  • Table 31 Sales of Soft Drinks by Fountain On-trade through C-Store vs Other Fountain On-trade: % Volume Growth 2006-2011
  • Table 32 Sales of Carbonates by Fountain On-trade through C-Store vs Other Fountain On-trade: Volume 2006-2011
  • Table 33 Sales of Carbonates by Fountain On-trade through C-Store vs Other Fountain On-trade: % Volume Growth 2006-2011
  • Table 34 Forecast Sales of Soft Drinks by Fountain On-trade through C-Store vs Other Fountain On-trade: Volume 2011-2016
  • Table 35 Forecast Sales of Soft Drinks by Fountain On-trade through C-Store vs Other Fountain On-trade: % Volume Growth 2011-2016
  • Table 36 Forecast Sales of Carbonates by Fountain On-trade through C-Store vs Other Fountain On-trade: Volume 2011-2016
  • Table 37 Forecast Sales of Carbonates by Fountain On-trade through C-Store vs Other Fountain On-trade: % Volume Growth 2011-2016

SOURCES

  • Summary 1 Research Sources

Soft Drinks in Morocco - Company Profiles

Bourchanin & Cie SA in Soft Drinks (Morocco)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 3 Bourchanin & Cie SA: Competitive Position 2011

Cooperative COPAG in Soft Drinks (Morocco)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 6 Cooperative COPAG: Competitive Position 2011

Les Eaux Minérales d'Oulmès in Soft Drinks (Morocco)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 9 Les Eaux Minérales d'Oulmès: Competitive Position 2011

Sodalmu SA in Soft Drinks (Morocco)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 11 Sodalmu SA: Competitive Position 2011

Sotherma SA in Soft Drinks (Morocco)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 13 Sotherma SA: Competitive Position 2011

Bottled Water in Morocco - Category Analysis

HEADLINES

TRENDS

  • Consumers in Morocco are becoming increasingly concerned about the quality and quantity of their water consumption, with the health and wellness trend seeing consumers focus on remaining well-hydrated. Many are concerned about the quality of tap water and thus sought to increase their consumption of bottled water, with this trend driving double-digit off-trade volume and current value growth during the review period.

COMPETITIVE LANDSCAPE

  • Domestic giant Les Eaux Minérales d'Oulmès dominated off-trade value and volume sales in bottled water throughout the review period and accounted for 58% and 63% share respectively in 2011. The company has the strongest distribution in this area and benefits from offering a wide range of clearly-defined brands. The company’s Oulmès carbonated bottled water is positioned as premium and targets high-income consumers, as does Sidi Ali in still bottled water and flavoured bottled water. The company meanwhile targets low- and mid-income consumers with its economy Bahia brand and introduced mid-priced brand Aïn Atlas in 2009, with this being the first brand to be certified as “water from a natural source” by the Moroccan Ministry of Health. The company also benefits from strong advertising support and frequent innovation.

PROSPECTS

  • Home delivery players in bottled water are expected to shift away from strong price competition during the forecast period. While many players offered low prices in 2011, this was primarily in order to lure consumers into long-term contracts. As the forecast period progresses, leading players are however likely to emerge within this area, benefiting from a focus on quality and service. As disposable income levels rise during the forecast period, mid-income consumers are meanwhile likely to trade up to these leading suppliers. Consequently, while still bottled water saw 40% off-trade constant value unit price decline during the review period it is expected to see 37% growth during the forecast period.

CATEGORY DATA

Institutional Bottled Water Sales

  • Table 38 Sales of Bottled Water to Institutional Channel 2005-2011
  • Table 39 Off-trade Sales of Bottled Water by Category: Volume 2006-2011
  • Table 40 Off-trade Sales of Bottled Water by Category: Value 2006-2011
  • Table 41 Off-trade Sales of Bottled Water by Category: % Volume Growth 2006-2011
  • Table 42 Off-trade Sales of Bottled Water by Category: % Value Growth 2006-2011
  • Table 43 Company Shares of Bottled Water by Off-trade Volume 2007-2011
  • Table 44 Brand Shares of Bottled Water by Off-trade Volume 2008-2011
  • Table 45 Company Shares of Bottled Water by Off-trade Value 2007-2011
  • Table 46 Brand Shares of Bottled Water by Off-trade Value 2008-2011
  • Table 47 Forecast Off-trade Sales of Bottled Water by Category: Volume 2011-2016
  • Table 48 Forecast Off-trade Sales of Bottled Water by Category: Value 2011-2016
  • Table 49 Forecast Off-trade Sales of Bottled Water by Category: % Volume Growth 2011-2016
  • Table 50 Forecast Off-trade Sales of Bottled Water by Category: % Value Growth 2011-2016

Carbonates in Morocco - Category Analysis

HEADLINES

TRENDS

  • Carbonates saw sales growth constrained by health and wellness concerns in 2011. A growing number of mid- and high-income consumers are concerned by their health, with many seeking to cut down on sugar consumption for both themselves and their families. Many are also concerned by carbonates use of artificial sweeteners, colours and flavours and by these products’ carbonation itself. Consequently, many switched away from carbonates to soft drinks with a healthier image, such as fruit/vegetable juice and bottled water. As a result, carbonates saw the weakest off-trade volume growth within soft drinks in 2011 over the previous year.

COMPETITIVE LANDSCAPE

  • Coca-Cola dominates sales of carbonates in Morocco, with the company accounting for 76% off-trade volume share and 71% value share in 2011. The company benefits from its strong and well-established brand names such as Coca-Cola, Coca-Cola Light, Fanta, Sprite and Schweppes. The company not only offers strong brands but also offers a wide range, dominating sales of regular and low calorie cola carbonates, lemonade/lime, mixers, juice-based orange carbonates and “other” non-cola carbonates. The company also supports its range with strong marketing, including frequent TV advertising and in-store promotions, while many independent small grocers also feature Coca-Cola branded refrigerators and/or store-front advertising. Finally, the company benefits from having the widest distribution reach within carbonates, with most outlets that offer carbonates stocking its range.

PROSPECTS

  • Economic growth is expected to support stronger off-trade volume growth for carbonates during the forecast period. Morocco’s low- and mid-income consumers are expected to see rising disposable income levels, which will encourage more frequent purchases of carbonates, including impulse purchases. Consequently, carbonates is expected to see 5% off-trade volume CAGR during the forecast period, in comparison to a review period CAGR of 3%.

CATEGORY DATA

  • Table 51 Off-trade Sales of Carbonates by Category: Volume 2006-2011
  • Table 52 Off-trade Sales of Carbonates by Category: Value 2006-2011
  • Table 53 Off-trade Sales of Carbonates by Category: % Volume Growth 2006-2011
  • Table 54 Off-trade Sales of Carbonates by Category: % Value Growth 2006-2011
  • Table 55 On-trade vs Off-trade Sales of Carbonates: Volume 2006-2011
  • Table 56 On-trade vs Off-trade Sales of Carbonates: Value 2006-2011
  • Table 57 On-trade vs Off-trade Sales of Carbonates: % Volume Growth 2006-2011
  • Table 58 On-trade vs Off-trade Sales of Carbonates: % Value Growth 2006-2011
  • Table 59 Off-trade Sales of Low Calorie Cola Carbonates by Category: % Volume Breakdown 2006-2011
  • Table 60 Company Shares of Carbonates by Off-trade Volume 2007-2011
  • Table 61 Brand Shares of Carbonates by Off-trade Volume 2008-2011
  • Table 62 Company Shares of Carbonates by Off-trade Value 2007-2011
  • Table 63 Brand Shares of Carbonates by Off-trade Value 2008-2011
  • Table 64 Forecast Off-trade Sales of Carbonates by Category: Volume 2011-2016
  • Table 65 Forecast Off-trade Sales of Carbonates by Category: Value 2011-2016
  • Table 66 Forecast Off-trade Sales of Carbonates by Category: % Volume Growth 2011-2016
  • Table 67 Forecast Off-trade Sales of Carbonates by Category: % Value Growth 2011-2016
  • Table 68 Low Calorie Carbonates by Category

Concentrates in Morocco - Category Analysis

HEADLINES

TRENDS

  • Liquid concentrates and powder concentrates saw a highly divergent performance in 2011, with this largely linked to RTD pricing. Liquid concentrates dominates off-trade RTD volume sales, accounting for 91% share in 2011, with this product area also seeing the strongest growth of 6%. This widespread popularity and good growth is largely linked to liquid concentrates’ low RTD unit price of just Dh2.9 per litre in 2011. This makes the drink the second cheapest product area in soft drinks after still bottled water at Dh2.2 per litre, with liquid concentrates thus offering a cheaper alternative to carbonates for many households. Many households achieve an even lower unit price, meanwhile, by diluting liquid concentrates to a greater extent than advised on packaging.

COMPETITIVE LANDSCAPE

  • There are distinct differences in shares in volume and value terms in concentrates, with this linked to a marked difference in RTD unit price for liquid concentrates and powder concentrates. Liquid concentrates dominates overall off-trade RTD volume sales, with a share of 91% in 2011. Consequently, volume sales are led by the leaders in liquid concentrates, namely domestic players Bourchanin & Cie and M R Renouvo. The high RTD price of powder concentrates however results in the leaders in this product area also leading overall concentrates. Kraft thus dominated off-trade value sales in 2011 with a share of 56% derived from its iconic Tang brand.

PROSPECTS

  • Rising disposable income levels will prove a double-edged sword for liquid concentrates during the forecast period. Greater affluence is expected to enable many low-income consumers to trade up to liquid concentrates from cheaper farmers’ syrups sold via open markets, with this trend also being encouraged by a growing focus on hygiene and quality. This trend will support 5% RTD off-trade volume CAGR for concentrates during the forecast period. However, many mid-income consumers are expected to trade up from concentrates to carbonates and fruit/vegetable juice as their income levels rise, with the forecast period thus set to see a slightly slower off-trade volume CAGR in comparison to the review period at 6%.

CATEGORY DATA

Concentrates Conversions

  • Summary 14 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format
  • Table 69 Off-trade Sales of Concentrates (as sold) by Category: Volume 2006-2011
  • Table 70 Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2006-2011
  • Table 71 Off-trade Sales of Concentrates (RTD) by Category: Volume 2006-2011
  • Table 72 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2006-2011
  • Table 73 Off-trade Sales of Concentrates by Category: Value 2006-2011
  • Table 74 Off-trade Sales of Concentrates by Category: % Value Growth 2006-2011
  • Table 75 Company Shares of Liquid Concentrates (as sold) by Off-trade Volume 2007-2011
  • Table 76 Brand Shares of Liquid Concentrates (as sold) by Off-trade Volume 2008-2011
  • Table 77 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2011
  • Table 78 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2008-2011
  • Table 79 Company Shares of Concentrates (RTD) by Off-trade Volume 2007-2011
  • Table 80 Brand Shares of Concentrates (RTD) by Off-trade Volume 2008-2011
  • Table 81 Company Shares of Concentrates by Off-trade Value 2007-2011
  • Table 82 Brand Shares of Concentrates by Off-trade Value 2008-2011
  • Table 83 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2011-2016
  • Table 84 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2011-2016
  • Table 85 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2011-2016
  • Table 86 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2011-2016
  • Table 87 Forecast Off-trade Sales of Concentrates by Category: Value 2011-2016
  • Table 88 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2011-2016

Fruit/Vegetable Juice in Morocco - Category Analysis

HEADLINES

TRENDS

  • The health and wellness trend saw strong growth in Morocco during the review period, with consumers becoming more aware of nutrition. This resulted in many consumers seeking to increase their consumption of fruit, with fruit/vegetable juice strongly benefiting from this trend. Many consumers view fruit/vegetable juice as a healthier alternative to carbonates. This trend was particularly strong among mid- and high-income urban women, a group that tends to be highly health-conscious, with many of these women encouraging their families to consume more fruit/vegetable juice.

COMPETITIVE LANDSCAPE

  • Moroccan Food Processing is the clear leader in fruit/vegetable juice and accounted for 37% share of off-trade volume sales in 2011 and 29% share of value sales. The company benefits from a number of factors, including affordable prices, good quality and well-known brands. The company also benefits from its wide distribution across the country.

PROSPECTS

  • Fruit/vegetable juice is expected to see a further shift to a more everyday positioning towards the end of the review period. The health and wellness trend is expected to continue to encourage consumers to increase their fruit consumption, while low per capita consumption levels for fruit/vegetable juice offer considerable potential for growth. During the forecast period, consumers will become increasingly interested and high quality and affordable domestic fruit/vegetable juice brands.

CATEGORY DATA

  • Table 89 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2006-2011
  • Table 90 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2006-2011
  • Table 91 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2006-2011
  • Table 92 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2006-2011
  • Table 93 Leading Flavours for 100% Juice: % Volume Breakdown 2006-2011
  • Table 94 Leading Flavours for Nectars (25-99% Juice): % Volume Breakdown 2006-2011
  • Table 95 % Share of Smoothies in 100% Juice and Nectars (25-99% Juice): Off-trade Value 2011
  • Table 96 Chilled Vs Ambient Not From Concentrate 100% Juice: % Volume Analysis 2006-2011
  • Table 97 Chilled Vs Ambient Reconstituted 100% Juice: % Volume Analysis 2006-2011
  • Table 98 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2011
  • Table 99 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2008-2011
  • Table 100 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2011
  • Table 101 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2008-2011
  • Table 102 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2011-2016
  • Table 103 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2011-2016
  • Table 104 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2011-2016
  • Table 105 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2011-2016

RTD Coffee in Morocco - Category Analysis

HEADLINES

TRENDS

  • There was a growing coffee culture in Morocco during the review period, with this trend being boosted by outlet volume expansion for cafés and specialist coffee shops. Consumers drank more coffee and were also attracted by the convenience offered by instant coffee and fresh ground coffee pods. However, these trends did not translate into success for RTD coffee.

COMPETITIVE LANDSCAPE

  • There were no clear leaders or prominent brands in RTD coffee at the end of the review period. Sales are entirely accounted for by imported brands, with no brands having a consistent or wide-reaching distribution presence.

PROSPECTS

  • There appears to be little potential for RTD coffee to gain a foothold in Moroccan soft drinks during the forecast period. Players are likely to be unwilling to invest in major launches in this area, recognising that high prices would be likely to deter all but high-income consumers. In addition, RTD coffee will continue to face strong competition from iced coffee in the on-trade and from cola carbonates and energy drinks in the off-trade.

RTD Tea in Morocco - Category Analysis

HEADLINES

TRENDS

  • RTD tea had insignificant sales throughout the review period. These products have only a minimal distribution presence in supermarkets and hypermarkets in high-income neighbourhoods of Rabat and Casablanca. Most consumers remain unaware of RTD tea, while these products continue to be sold at prohibitively high prices.

COMPETITIVE LANDSCAPE

  • RTD tea had limited and inconsistent distribution throughout the review period, making it difficult to pinpoint leading players in this area. Unilever’s Lipton Ice Tea however had the most consistent distribution presence in 2011 and also has a strong appeal to many expatriates in the country. This brand is therefore a strong contender for the leading player in RTD tea.

PROSPECTS

  • Clearly defined local preferences in tea will continue to work against RTD during the forecast period. Unless a product is launched at an affordable price and based on gunpowder green tea with mint, consumers are not likely to be interested. Domestic players are however unlikely to enter this area, preferring to focus on more sizeable and dynamic product areas. Even if such products were launched, many consumers would continue to prefer the fresher flavour offered by products made just prior to consumption.

Sports and Energy Drinks in Morocco - Category Analysis

HEADLINES

TRENDS

  • Sports and energy drinks remained a tiny niche in soft drinks in 2011, accounting for well below half a percentage point in off-trade volume terms and just 1% value share. Low sales are mainly linked to high prices, with sports and energy drinks having a unit price of Dh64 per litre in 2011. To put this into context, carbonates had a unit price at just Dh6 per litre in the same year, with energy drinks thus being priced 10 times higher than carbonates. Consequently, only a small number of high-income consumers can afford these products.

COMPETITIVE LANDSCAPE

  • Sales of sports and energy drinks are dominated by Foods & Goods, which accounted for 90% of off-trade volume sales in 2011 and 93% share of value sales. This player represents Red Bull in Morocco, with this brand name being viewed as largely synonymous with energy drinks by many consumers. Red Bull also benefits from having the strongest advertising support in energy drinks, along with the widest distribution.

PROSPECTS

  • Energy drinks is expected to benefit from ongoing constant value unit price decline during the forecast period, with a drop of 14% overall. This, coupled with rising disposable income levels, will enable a widening range of consumers to buy energy drinks. More affordable prices will thus support an off-trade volume CAGR of above 4% during the forecast period, with this representing stronger growth in comparison to a review period CAGR of below 3%.

CATEGORY DATA

  • Table 106 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2006-2011
  • Table 107 Off-trade Sales of Sports and Energy Drinks by Category: Value 2006-2011
  • Table 108 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2006-2011
  • Table 109 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2006-2011
  • Table 110 Company Shares of Sports and Energy Drinks by Off-trade Volume 2007-2011
  • Table 111 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2008-2011
  • Table 112 Company Shares of Sports and Energy Drinks by Off-trade Value 2007-2011
  • Table 113 Brand Shares of Sports and Energy Drinks by Off-trade Value 2008-2011
  • Table 114 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2011-2016
  • Table 115 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2011-2016
  • Table 116 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2011-2016
  • Table 117 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
    • Chilled v ambient juices
    • Flavours
    • Off-trade vs on-trade
    • Per cent share of smoothies
    • Pricing
    • Products by ingredient
    • Products by ingredient
    • Sports vs other functional bottled water

    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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