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Country Report

Soft Drinks in Pakistan

Nov 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Lack of innovation and increasing prices stifle growth

Volume growth was stifled for another year as prices grew significantly across all categories. Major players focused on cost efficiency and profit maximisation and did not launch any significant new products or innovations in the market to boost growth as the outlook of the market remained dull. Value sales experienced strong growth as consumers had to pay more for the same amount of consumption. Manufacturers and importers charged higher prices as they passed on their increased costs of production due to high inflation and rising energy costs to consumers.

Energy crisis poses a strong threat to soft drinks market

Rising energy costs and frequent power outages across the country caused great setbacks to the potential of demand for soft drinks to grow. As households and retailers struggled to keep soft drinks cold for consumption, demand for consumption fell overall. Retailers charged a higher price for chilled drinks to compensate for the high energy costs they had to pay to keep them that way.

International brands and manufacturers continue to dominate

International brands and manufacturers continued to dominate across all categories as domestic brands failed to make a significant mark on the market, with their weak brands and marketing campaigns keeping them far below par as compared to their international counterparts. Consumers continued to show a preference for international brands and some categories were exclusively held by international brands as there were no domestic manufacturers marketing their products in those categories in 2011.

Off-trade channels remain the channels of choice

Due to the lower prices charged at off-trade channels and the hard economic times faced by the country, consumers chose to buy a majority of their soft drinks via off-trade channels for consumption at home. Internationally significant channels such as fountain sales continued to hold a negligible share of the market as the energy crisis rendered the channel unfeasible to operate for most foodservice and retail outlets.

Positive outlook for the future

Faster growth is expected in the forecast period as consumers, retail outlets and manufacturers adjust to the new dynamics in the economy. New product innovations and increased penetration of international brands is expected to revitalise the industry.


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Overview

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

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

EXECUTIVE SUMMARY

Lack of innovation and increasing prices stifle growth

Energy crisis poses a strong threat to soft drinks market

International brands and manufacturers continue to dominate

Off-trade channels remain the channels of choice

Positive outlook for the future

MARKET DATA

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

FOUNTAIN SALES IN PAKISTAN

Trends

Market Data

SOURCES

  • Summary 1 Research Sources

Soft Drinks in Pakistan - Company Profiles

Mitchell's Fruit Farms Ltd in Soft Drinks (Pakistan)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 4 Mitchell's Fruit Farms Ltd: Production Statistics 2011

COMPETITIVE POSITIONING

  • Summary 5 Mitchell's Fruit Farms Ltd: Competitive Position 2011

Shezan International Pvt Ltd in Soft Drinks (Pakistan)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 8 Shezan International Pvt Ltd: Competitive Position 2011

Bottled Water in Pakistan - Category Analysis

HEADLINES

TRENDS

  • As Pakistan nears a major water crisis, households have already, in the interests of health, started using water dispensers and bottled water for drinking at home. This development means that bottled water is no longer limited to consumption outside the house with well water or local fresh supplies of water or boiled water being used at home. Water bottles are delivered to homes and workplaces and can be used with a water dispenser or independently with a tap and a stand.

COMPETITIVE LANDSCAPE

  • Nestlé held a 58% share of off-trade volume sales with its brands Nestlé Pure Life and Ava Mineral Water, while PepsiCo, with its recently launched brand Aquafina, held 12%. These international brands represent quality and value in the eyes of consumers.

PROSPECTS

  • Government action to weed out the local brand owners selling contaminated bottled water would help consumers regain faith in the health benefits of drinking bottled water over the forecast period. Inaction would create serious doubts about this category, mainly benefiting the international brands, but also hurting the overall category’s credibility.

CATEGORY DATA

Institutional Bottled Water Sales

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

Carbonates in Pakistan - Category Analysis

HEADLINES

TRENDS

  • Major players in carbonates – PepsiCo and Coca-Cola – continued to emphasise in their marketing campaigns the price advantage they offered through discount schemes. Viral marketing campaigns announcing a discount of PKR5 on a 1.5-litre bottle of Pepsi resounded well with consumers facing a high level of inflation from all corners. The majority of advertising campaigns focused on the pricing of the 1.5-litre PET bottles. Another common theme of marketing campaigns was linking the brand with a sense of national pride or accomplishment, be it a cheery anthem or a link to cricket.

COMPETITIVE LANDSCAPE

  • Coca-Cola led carbonates with an off-trade volume share of 40%, followed closely by PepsiCo with a 37% share. Both companies’ top products contributed the majority of their volumes, with Coca-Cola having 26% of the total off-trade volume in carbonates and Pepsi 23%. Both these brands and companies have a long history and presence in Pakistan. Pepsi was the dominant brand in Pakistan over several decades, but recent successful advertising campaigns and improved distribution by Coca-Cola has put it slightly ahead in terms of off-trade volume sales.

PROSPECTS

  • Carbonates is expected to register a CAGR of just under 7% over the forecast period. As the population and consumers’ spending power increase this essential component of meals in most of the country will continue to grow in demand. Carbonates is extremely mature with distribution and advertising campaigns stretched to the point of saturation.

CATEGORY DATA

  • Table 49 Low-calorie Carbonates by Category 2005-2011
  • Table 50 Off-trade Sales of Carbonates by Category: Volume 2006-2011
  • Table 51 Off-trade Sales of Carbonates by Category: Value 2006-2011
  • Table 52 Off-trade Sales of Carbonates by Category: % Volume Growth 2006-2011
  • Table 53 Off-trade Sales of Carbonates by Category: % Value Growth 2006-2011
  • Table 54 On-trade vs Off-trade Sales of Carbonates: Volume 2006-2011
  • Table 55 On-trade vs Off-trade Sales of Carbonates: Value 2006-2011
  • Table 56 On-trade vs Off-trade Sales of Carbonates: % Volume Growth 2006-2011
  • Table 57 On-trade vs Off-trade Sales of Carbonates: % Value Growth 2006-2011
  • Table 58 Company Shares of Carbonates by Off-trade Volume 2007-2011
  • Table 59 Brand Shares of Carbonates by Off-trade Volume 2008-2011
  • Table 60 Company Shares of Carbonates by Off-trade Value 2007-2011
  • Table 61 Brand Shares of Carbonates by Off-trade Value 2008-2011
  • Table 62 Forecast Off-trade Sales of Carbonates by Category: Volume 2011-2016
  • Table 63 Forecast Off-trade Sales of Carbonates by Category: Value 2011-2016
  • Table 64 Forecast Off-trade Sales of Carbonates by Category: % Volume Growth 2011-2016
  • Table 65 Forecast Off-trade Sales of Carbonates by Category: % Value Growth 2011-2016

Concentrates in Pakistan - Category Analysis

HEADLINES

TRENDS

  • Concentrates, especially liquid concentrates (Rooh Afza and Jam-E-Shirin), were seen as healthier and cheaper alternatives to carbonates and packaged juices. This perspective helped people switch consumption, especially in their households, towards concentrates in order to save money spent on soft drinks.

COMPETITIVE LANDSCAPE

  • Hamdard held the leading share among liquid concentrates at 28% in off-trade volume terms in, with Rooh Afza as its main brand. Clover Pakistan led among powder concentrates with Tang at 50% in off-trade value terms. While Tang represents an internationally recognised brand, Rooh Afza is a home-grown success, a household name and a healthy drink. These features helped these brands retain their leading shares in this category in 2011.

PROSPECTS

  • Lack of innovation will cause this category to falter in the forecast period. Despite presenting two great propositions – healthiness and cost effectiveness – a stagnant range of products will keep consumers from choosing concentrates over RTD products. Bundled with a high expected increase in unit prices, forecast period off-trade volume growth is expected to be 5% CAGR, while review period growth stood at 8%.

CATEGORY DATA

Concentrates Conversions

  • Table 66 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format
  • Table 67 Off-trade Sales of Concentrates (as sold) by Category: Volume 2006-2011
  • Table 68 Off-trade Sales of Concentrates (RTD) by Category: Volume 2006-2011
  • Table 69 Off-trade Sales of Concentrates by Category: Value 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 Growth 2006-2011
  • Table 72 Off-trade Sales of Concentrates by Category: % Value Growth 2006-2011
  • Table 73 Company Shares of Concentrates (RTD) by Off-trade Volume 2007-2011
  • Table 74 Brand Shares of Concentrates (RTD) by Off-trade Volume 2008-2011
  • 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 by Off-trade Value 2007-2011
  • Table 80 Brand Shares of Concentrates by Off-trade Value 2008-2011
  • Table 81 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2011-2016
  • Table 82 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2011-2016
  • Table 83 Forecast Off-trade Sales of Concentrates by Category: Value 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 Growth 2011-2016
  • Table 86 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2011-2016

Fruit/Vegetable Juice in Pakistan - Category Analysis

HEADLINES

TRENDS

  • Compared to a time when apple, mango and orange were the only flavours available in fruit juices, major players expanded their product lines to include fruit mixes, grape, guava and other peripheral fruits in order to attract more customers. Lower-priced products remained the focus of the category as major players marketed their economy brands and price advantage as a means of increasing sales.

COMPETITIVE LANDSCAPE

  • Nestlé led in terms of off-trade volume share with 32% of sales, followed by Shezan International Pvt Ltd with a 17% share thanks to its Shezan All Pure juices. Both companies have a strong distribution network and recognition among consumers as quality brands.

PROSPECTS

  • Growth in this category will only be delivered if consumers continue to believe in the health benefits and cost effectiveness of this product. Strong company activity in terms of marketing campaigns and effective pricing strategies will be needed to sustain growth over the forecast period.

CATEGORY DATA

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

RTD Coffee in Pakistan - Category Analysis

HEADLINES

TRENDS

  • RTD coffee is not produced, manufactured or distributed in Pakistan, instead it is imported on a private basis to supermarkets and hypermarkets. In a market where coffee generally is a new concept and slowly catching on, RTD coffee is a product that the market is not yet ready for. Consumers are still discovering instant coffee, fresh ground beans and other forms of coffee and cannot be expected to jump on to the RTD coffee bandwagon overnight.

COMPETITIVE LANDSCAPE

  • Nestlé SA with its brand Nescafe Ice Coffee Café Latte dominated RTD coffee with a 60% share in off-trade volume terms in 2011. Due to the strong presence of Nestlé Pakistan’s products in other categories, importers and consumers find it easy to rely on a known brand name to start up the market in Pakistan.

PROSPECTS

  • As awareness of RTD coffee products grows in the forecast period, volume sales are expected to grow at a CAGR of 4%. Given the potential of this category, retailers and importers are expected to take the initiative to promote these products with below-the-line marketing efforts, which will result in growing awareness and increasing demand for the products. However, the overall sales are expected to remain significantly small during the forecast period.

CATEGORY DATA

  • Table 99 Off-trade Sales of RTD Coffee: Volume 2006-2011
  • Table 100 Off-trade Sales of RTD Coffee: Value 2006-2011
  • Table 101 Off-trade Sales of RTD Coffee: % Volume Growth 2006-2011
  • Table 102 Off-trade Sales of RTD Coffee: % Value Growth 2006-2011
  • Table 103 Company Shares of RTD Coffee by Off-trade Volume 2007-2011
  • Table 104 Brand Shares of RTD Coffee by Off-trade Volume 2008-2011
  • Table 105 Company Shares of RTD Coffee by Off-trade Value 2007-2011
  • Table 106 Brand Shares of RTD Coffee by Off-trade Value 2008-2011
  • Table 107 Forecast Off-trade Sales of RTD Coffee: Volume 2011-2016
  • Table 108 Forecast Off-trade Sales of RTD Coffee: Value 2011-2016
  • Table 109 Forecast Off-trade Sales of RTD Coffee: % Volume Growth 2011-2016
  • Table 110 Forecast Off-trade Sales of RTD Coffee: % Value Growth 2011-2016

RTD Tea in Pakistan - Category Analysis

HEADLINES

TRENDS

  • The limited availability of RTD tea stood in the way of sales growth. As retailers use company provided refrigerators (mostly PepsiCo, Coca-Cola and Nestlé) to store the soft drinks, it was hard to find shelf space for these products. The market for RTD tea is still in its nascent stages and therefore there is little incentive for the market leaders to invest in creating this shelf space.

COMPETITIVE LANDSCAPE

  • Unilever Pakistan leads sales with a 73% share in off-trade volume terms, with its brand Lipton Ice Tea Lemon at the forefront. Unilever Pakistan is the pioneer and has the most popular brand, also associated with its strong position in the sales of tea as a hot drink. Lipton is an old and well-known brand of tea in Pakistan.

PROSPECTS

  • Forecast performance is expected to see a volume CAGR of 4%, compared to the 3% CAGR recorded during the review period. This reflects slow but stable growth in RTD tea as there are no major impediments or catalysts in sight.

CATEGORY DATA

  • Table 111 Off-trade Sales of RTD Tea by Category: Volume 2006-2011
  • Table 112 Off-trade Sales of RTD Tea by Category: Value 2006-2011
  • Table 113 Off-trade Sales of RTD Tea by Category: % Volume Growth 2006-2011
  • Table 114 Off-trade Sales of RTD Tea by Category: % Value Growth 2006-2011
  • Table 115 Company Shares of RTD Tea by Off-trade Volume 2007-2011
  • Table 116 Brand Shares of RTD Tea by Off-trade Volume 2008-2011
  • Table 117 Company Shares of RTD Tea by Off-trade Value 2007-2011
  • Table 118 Brand Shares of RTD Tea by Off-trade Value 2008-2011
  • Table 119 Forecast Off-trade Sales of RTD Tea by Category: Volume 2011-2016
  • Table 120 Forecast Off-trade Sales of RTD Tea by Category: Value 2011-2016
  • Table 121 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2011-2016
  • Table 122 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2011-2016

Sports and Energy Drinks in Pakistan - Category Analysis

HEADLINES

TRENDS

  • As consumers become more accustomed to energy drinks, a large number of often very local brands have been launched with availability limited to a small number of outlets each. Variants of the Red Bull formula and packaging have been seen, with these products intended to capture the demand that would be potentially left out due to affordability. However, Sting from PepsiCo has also targeted this same demographic and has been the winner in this competition with the small local brands.

COMPETITIVE LANDSCAPE

  • Red Bull FZE Asia led sales with a 64% share of off-trade sales in 2011. This was helped by the presence of the Red Bull fridges at retail outlets, their presence at important youth-related events and the first-mover advantage it gained years ago by entering the Pakistani market early.

PROSPECTS

  • Sports and energy drinks in Pakistan are gaining popularity due to consumer awareness and wider distribution, therefore, during the forecast period, the untapped areas in urban centres will be targeted with wider distribution. Sports and energy drinks are not considered to be household products, hence a major shift in marketing dynamics will be seen during the forecast period.

CATEGORY DATA

  • Table 123 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2006-2011
  • Table 124 Off-trade Sales of Sports and Energy Drinks by Category: Value 2006-2011
  • Table 125 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2006-2011
  • Table 126 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2006-2011
  • Table 127 Company Shares of Sports and Energy Drinks by Off-trade Volume 2007-2011
  • Table 128 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2009
  • Table 129 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2011-2016
  • Table 130 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2011-2016
  • Table 131 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2011-2016
  • Table 132 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2011-2016

Segmentation

Segmentation

This market research report includes the following:

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

    Statistics Included

    Statistics Included

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

    From Passport

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

    Market size details:

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

    Methodology

    Methodology

    Global insight and local knowledge

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

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

    Industry specialists

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

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

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

    Country and regional analysts

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

    In-country research network

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

    Research Methodology

    Our research methods

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

    Desk research

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

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

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

    Store checks

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

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

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

    Trade survey

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

    Trade surveys allow us to:

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

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

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

    Company analysis

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

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

    Forecasts

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

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

    Data validation

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

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

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

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

    Market analysis

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

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

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