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Country Report

Soft Drinks in Pakistan

Sep 2011

Price: US$1,900

About this Report

About this Report

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Overview

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

Sample Analysis

EXECUTIVE SUMMARY

Slower volume growth and increasing value

The soft drinks market saw slower volume growth in 2010, compared to 2009. Pakistan has been hit by the worst floods in decades, which puts the economy in an unstable state. The total value of soft drinks is increasing due to inflation and instability of the economy. This puts manufacturers and distributors in a very difficult position. However, during 2010, the majority of soft drinks companies reacted to the current economic situation by attracting consumers in every way possible.

Changing consumer preferences

A significant number of consumers are opting for healthier soft drinks products. Consumer preferences change with the changing times, increasing consciousness and awareness for new products. There has been a shift in preference from carbonates to fruit/vegetable juice and among carbonates, low calorie beverages are preferred. Apart from health consciousness, attractive new categories are growing, such as energy drinks, which is growing at a phenomenal rate. After the 2010 launch of Sting by Pakistan Beverages Ltd, energy drinks has become competitive.

PepsiCo and Coca-Cola expanding their product ranges

The arch-rivals, PepsiCo Inc and Coca-Cola Beverages Pakistan Ltd have both expanded their product portfolios, and now continue their competition in bottled water. Apart from that, Coca-Cola’s Minute Maid Pulpy Orange is gaining popularity among juices, while PepsiCo’s Sting (distributed by Pakistan Beverages Ltd) is doing well in energy drinks. Since its launch in 2010, Sting has been able to gain quite a significant share of sales. PepsiCo and Coca-Cola however, continue their competition.

Distribution channels affected in semi-urban and rural areas

While one-third of Pakistan was affected by floods, the semi-urban and rural dwellers are facing major challenges and life threats. Pakistan faced the deadliest floods, which made the affected regions extremely inaccessible. Rural dwellers contribute only a small amount to the consumption of soft drinks as compared to urban consumers, but it is a significant figure nonetheless. However, due to the affected supply chain there has been a significant hindrance to the growth of soft drinks in terms of volume consumption. Rising oil prices have also caused a considerable amount of loss to the entire distribution network, which has led to increasing unit prices and decreasing affordability.

Soft drinks has a lot to look forward to

Despite the depressive economic environment and other natural hazards hampering market growth, there is growth potential in various categories, including fruit/vegetable juice, energy drinks, RTD tea and coffee and bottled water of course, due to the lack of reliance on local drinking water, that is, tap water. Regardless of the current problems that Pakistan is facing and the issues affecting Pakistan in the forecast period, there is still growth potential for the entire market and demand for products. Awareness of new categories can easily tempt consumers to sample certain products.

Table of Contents

Table of Contents

Soft Drinks in Pakistan - Industry Overview

EXECUTIVE SUMMARY

Slower volume growth and increasing value

Changing consumer preferences

PepsiCo and Coca-Cola expanding their product ranges

Distribution channels affected in semi-urban and rural areas

Soft drinks has a lot to look forward to

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 Pakistan

  • 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 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 2010

COMPETITIVE POSITIONING

  • Summary 5 Mitchell's Fruit Farms Ltd: Competitive Position 2010

Shezan International Pvt Ltd in Soft Drinks (Pakistan)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 7 Shezan International Pvt Ltd: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 8 Shezan International Pvt Ltd: Competitive Position 2010

Bottled Water in Pakistan - Category Analysis

HEADLINES

TRENDS

  • The flood situation in the country has contributed to a slower growth rate in the year 2010, along with the contaminated water controversy. Therefore, there is a greater reliance on international bottled water brands hence, decreasing market share and volume of domestic bottled water which has a huge share in the market in terms of volume.

COMPETITIVE LANDSCAPE

  • Nestlé Pakistan Ltd leads with a 53% off-trade volume share in 2010 with total off-trade volume sales of 644 million litres. This is because Nestlé Pakistan has an image of offering pure products, including baby products, and is a renowned international brand and has maintained a strong position in the Pakistani market since 1988.

PROSPECTS

  • Due to the contaminated bottled water controversy and 33 of 63 bottled water brands having been declared unsafe, international brands have increasing prospects through their internationally acclaimed quality and a level of acceptance by the general population of Pakistan.

CATEGORY DATA

Institutional Bottled Water Sales

  • Table 36 Sales of Bottled Water to Institutional Channel 2005-2010
  • Table 37 Off-trade Sales of Bottled Water: Volume 2005-2010
  • Table 38 Off-trade Sales of Bottled Water: Value 2005-2010
  • Table 39 Off-trade Sales of Bottled Water: % Volume Growth 2005-2010
  • Table 40 Off-trade Sales of Bottled Water: % Value Growth 2005-2010
  • Table 41 Company Shares of Bottled Water by Off-trade Volume 2006-2010
  • Table 42 Brand Shares of Bottled Water by Off-trade Volume 2007-2010
  • Table 43 Company Shares of Bottled Water by Off-trade Value 2006-2010
  • Table 44 Brand Shares of Bottled Water by Off-trade Value 2007-2010
  • Table 45 Forecast Off-trade Sales of Bottled Water: Volume 2010-2015
  • Table 46 Forecast Off-trade Sales of Bottled Water: Value 2010-2015
  • Table 47 Forecast Off-trade Sales of Bottled Water: % Volume Growth 2010-2015
  • Table 48 Forecast Off-trade Sales of Bottled Water: % Value Growth 2010-2015

Carbonates in Pakistan - Category Analysis

HEADLINES

TRENDS

  • In 2010, increased TV advertising and billboards helped to underpin growth across carbonates. The most successful initiative of all was Coca-Cola’s Coke Studio which is a musical programme that features famous and talented artists from all over Pakistan. It was aired on almost all the TV channels in Pakistan and enjoys a popular website - www.cokestudio.com.pk. In 2010, the third season of the Coke Studio was aired. It has been three years since the advent of Coke Studio which has gained popularity not only in the national media but also in the international media. Other than the ‘Coke Studio’, the re-branding of Pepsi with a new logo has finally been launched and packaging replacement was done by the end of 2009 and early 2010.

COMPETITIVE LANDSCAPE

  • PepsiCo Inc and Coca-Cola Beverages Pakistan continued to dominate carbonates in 2010 with a combined off-trade value share of 88% among cola carbonates and 78% among non-cola carbonates. Improved quality, standardised taste, packaging innovation and innovative marketing campaigns have also helped boost sales for these companies.

PROSPECTS

  • After the success of the concept of ‘Coke Studio’, more innovative branding and marketing ideas are bound to be developed. As the rivalry between PepsiCo and Coca-Cola continues, therefore, PepsiCo is bound to create a new marketing campaign in response to the Coke Studio.

CATEGORY DATA

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

Concentrates in Pakistan - Category Analysis

HEADLINES

TRENDS

  • Concentrates is facing a challenge from RTD beverages, especially juices because of its increasing demand and shift in consumer preference for healthy and easy to consume products, whereas concentrates (made-to-drink) require effort for preparation. Due to a shift in the consumer trend towards RTD beverages, the volume growth rate was slightly lower in the year 2010.

COMPETITIVE LANDSCAPE

  • Rooh Azfa leads sales in liquid concentrates with a 30% share of volume sales in the month of Ramadan, which is considered a golden time for Rooh Afza’s sales and the consumption during Ramadan increases Rooh Afza’s sales year after year. Rooh Afza accounts for about 28% of the value share of liquid concentrates and 29% of RTD off-trade volume sales. Rooh Afza, a red coloured liquid concentrate drink, started a long time back as an affordable drink targeted at household consumption of all income and social groups. Due to its wide distribution and frequent marketing, it has created a market. There is only one competitor, that is, Qarshi Industries’ Jam-e-Shirin as it is a similar product as well, but due to Rooh Afza being launched before Jam-e-Shirin, it gained more popularity. However, there is no other product like these ‘Red drinks’ therefore, they constitute about 48% of the total market volume and 50% of the market value.

PROSPECTS

  • During the review period, the off-trade volume CAGR hit 10%, which is higher than the 5% volume CAGR predicted for the forecast period. However, in terms of value, the forecast period growth rate remains similar to the review period, with a constant value CAGR of 8% predicted. The total value is expected to reach PKR2.5 billion by 2015. Consumer shifts in preference to RTD beverages and decreasing demand for made-to-drink concentrates is a major threat. Fruit/vegetable juice poses another major threat to concentrates as consumers prefer easy to prepare products. Furthermore, the floods in the country have contributed to the slower volume growth.

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 2005-2010
  • Table 68 Off-trade Sales of Concentrates (RTD) by Category: Volume 2005-2010
  • Table 69 Off-trade Sales of Concentrates by Category: Value 2005-2010
  • Table 70 Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2005-2010
  • Table 71 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2005-2010
  • Table 72 Off-trade Sales of Concentrates by Category: % Value Growth 2005-2010
  • Table 73 Company Shares of Concentrates (RTD) by Off-trade Volume 2006-2010
  • Table 74 Brand Shares of Concentrates (RTD) by Off-trade Volume 2007-2010
  • Table 75 Company Shares of Liquid Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 76 Brand Shares of Liquid Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 77 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 78 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 79 Company Shares of Concentrates by Off-trade Value 2006-2010
  • Table 80 Brand Shares of Concentrates by Off-trade Value 2007-2010
  • Table 81 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2010-2015
  • Table 82 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2010-2015
  • Table 83 Forecast Off-trade Sales of Concentrates by Category: Value 2010-2015
  • Table 84 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2010-2015
  • Table 85 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2010-2015
  • Table 86 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2010-2015

Fruit/Vegetable Juice in Pakistan - Category Analysis

HEADLINES

TRENDS

  • There has been an increase in demand for fruit/vegetable juice from health conscious consumers who prefer juice over other beverages, as juices are gaining popularity as a healthy drink. Increasing health awareness has also helped to boost consumption. The most consumed categories include tea and carbonates, but they are known to be unhealthy if consumed in large quantities, due to their content. However, juices are considered to be healthy beverages, alongside herbal drinks.

COMPETITIVE LANDSCAPE

  • Nestlé leads the category with a total off-trade volume sales share of 23%. Followed by Popular Food Industries Ltd with 20% share and Haleeb Foods (Pvt) Ltd with a 17% share. Due to its high-quality products, wide variety, large distribution network and brand reputation these brands lead the category. Its products also benefit from widespread distribution.

PROSPECTS

  • Fruit/vegetable juice is expected see an increasing number of entrants during the forecast period with increasing awareness of health-related products. The major threats to the current manufacturers in the market are the new entrants, as the category will see increasing competition each year. Due to the number of entrants contributing something new to fruit/vegetable juice, be it taste, flavour or packaging, the market is becoming highly competitive with an increasing number of brands.

CATEGORY DATA

  • Table 87 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2005-2010
  • Table 88 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2005-2010
  • Table 89 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2005-2010
  • Table 90 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2005-2010
  • Table 91 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2006-2010
  • Table 92 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2010
  • Table 93 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2006-2010
  • Table 94 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2010
  • Table 95 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2010-2015
  • Table 96 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2010-2015
  • Table 97 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2010-2015
  • Table 98 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2010-2015

RTD Coffee in Pakistan - Category Analysis

HEADLINES

TRENDS

  • Coffee consumption in Pakistan is increasing with the advent of the on-trade coffee culture as coffee shops and cafes have established their presence with the target market of high-income consumers. However, RTD coffee has not gained popularity and it is still in its infancy due to the lack of consumer awareness. The launch of RTD coffee brands would increase awareness of RTD coffee which is lacking at the moment.

COMPETITIVE LANDSCAPE

  • Nestlé’s Nescafé Latte has an off-trade volume share of 62% in 2010. This is because Nestlé’s Nescafé is considered a safe imported product as it holds a global market share in comparison to any other RTD coffee brand.

PROSPECTS

  • Awareness of RTD coffee in the popular media could generate demand, as on-trade coffee consumption is increasing. Awareness of RTD coffee could increase sales, as due to fast-paced lifestyles in urban areas (major consumption of coffee is in urban areas) people prefer RTD beverages.

CATEGORY DATA

  • Table 99 Off-trade Sales of RTD Coffee: Volume 2005-2010
  • Table 100 Off-trade Sales of RTD Coffee: Value 2005-2010
  • Table 101 Off-trade Sales of RTD Coffee: % Volume Growth 2005-2010
  • Table 102 Off-trade Sales of RTD Coffee: % Value Growth 2005-2010
  • Table 103 Company Shares of RTD Coffee by Off-trade Volume 2006-2010
  • Table 104 Brand Shares of RTD Coffee by Off-trade Volume 2007-2010
  • Table 105 Company Shares of RTD Coffee by Off-trade Value 2006-2010
  • Table 106 Brand Shares of RTD Coffee by Off-trade Value 2007-2010
  • Table 107 Forecast Off-trade Sales of RTD Coffee: Volume 2010-2015
  • Table 108 Forecast Off-trade Sales of RTD Coffee: Value 2010-2015
  • Table 109 Forecast Off-trade Sales of RTD Coffee: % Volume Growth 2010-2015
  • Table 110 Forecast Off-trade Sales of RTD Coffee: % Value Growth 2010-2015

RTD Tea in Pakistan - Category Analysis

HEADLINES

TRENDS

  • During 2010, the advertising and distribution network for major brands, such as Tapal and Lipton, was weak. This may be because of the mixed responses that have been received from consumers, however, it will take some time for RTD tea to become part of the mainstream market. RTD tea has been lagging in terms of awareness, which is due to the lack of investment from the existing companies in the market.

COMPETITIVE LANDSCAPE

  • Unilever Pakistan Ltd’s Lipton Ice Tea hold 67% of off-trade volume share and 70% of off-trade value share. Unilever Pakistan’s Lipton Ice Tea witnessed a decline in volume share from 73% in 2009 to 67% in 2010. This is due to the cold response from consumers towards RTD tea, which is due to low awareness of RTD tea.

PROSPECTS

  • RTD tea is expected to grow at a CAGR of 4% in off-trade volume terms, as RTD tea offers an alternative to other soft drinks and the taste of tea, which is the highest consumed beverage in Pakistan, provides RTD tea an edge in taste, therefore, if marketed properly, its demand would increase.

CATEGORY DATA

  • Table 111 Off-trade Sales of RTD Tea by Category: Volume 2005-2010
  • Table 112 Off-trade Sales of RTD Tea by Category: Value 2005-2010
  • Table 113 Off-trade Sales of RTD Tea by Category: % Volume Growth 2005-2010
  • Table 114 Off-trade Sales of RTD Tea by Category: % Value Growth 2005-2010
  • Table 115 Company Shares of RTD Tea by Off-trade Volume 2006-2010
  • Table 116 Brand Shares of RTD Tea by Off-trade Volume 2007-2010
  • Table 117 Company Shares of RTD Tea by Off-trade Value 2006-2010
  • Table 118 Brand Shares of RTD Tea by Off-trade Value 2007-2010
  • Table 119 Forecast Off-trade Sales of RTD Tea by Category: Volume 2010-2015
  • Table 120 Forecast Off-trade Sales of RTD Tea by Category: Value 2010-2015
  • Table 121 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2010-2015
  • Table 122 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2010-2015

Sports and Energy Drinks in Pakistan - Category Analysis

HEADLINES

TRENDS

  • Sports and energy drinks has had an eventful year due to the increase in the number of major brands like Sting and Power Full during 2010. However, international drinks are still gaining popularity. Due to the introduction of Sting in Pakistan, the awareness of energy drinks has increased. This is because of the introduction of a brand by an international company: PepsiCo. This has enabled energy drinks to enjoy increased affordability as Sting costs PKR60 and comes in two flavours. Red Bull, which is the energy drinks leader, is considered to be aimed at high-income consumers; the introduction of Sting has changed the image of energy drinks.

COMPETITIVE LANDSCAPE

  • Red Bull has the lead in terms of both volume and value sales of energy drinks. However, Sting has been able to gain popularity to a large extent. It was introduction in 2010, and by the end of that year had secured a 20% share of energy drinks off-trade volume.

PROSPECTS

  • Sports and energy drinks in Pakistan is gaining popularity due to consumer awareness and wider distribution, therefore during the forecast period the semi-urban areas will be targeted with high distribution. As of 2010, semi-urban areas are being targeted on a small scale. 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 Still vs Carbonated Sports and Energy Drinks % Off-trade Volume 2005-2010
  • Table 124 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 125 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 126 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 127 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 128 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • Table 129 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2009
  • Table 130 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2010-2015
  • Table 131 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2010-2015
  • Table 132 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2010-2015
  • Table 133 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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