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Country Report

Soft Drinks in Peru

Apr 2011

Price: $1,900

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About this Report

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Overview

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

The Soft Drinks in Peru 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 Peru?
  • What are the major brands in Peru?
  • 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

Growth in total volume sales slows in 2010

The largest categories, carbonates, bottled water and fruit/vegetable juice, are approaching maturity in Lima, the key city for the consumption of most soft drinks. As a result, they recorded slower total volume sales growth in 2010. Nonetheless, growth remained strong, especially in fruit/vegetable juice and bottled water. Given that these product types dominate consumption in soft drinks in Peru, total volume sales growth in 2010 was slightly slower than in 2009.

Health concerns continue to drive growth

Peruvian consumers are increasingly conscious of the effects of what they drink and eat on their health. This trend continues to impact the performance of soft drinks, as some consumers gradually turn from carbonates to perceived healthier products such as bottled water, fruit/vegetable juice, sports drinks and RTD tea. Furthermore, local companies offer these beverages at affordable prices, which has raised the interest of consumers and boosted total volume sales.

Domestic companies continue to lead soft drinks

Domestic companies, led by Corp José R Lindley, Ajeper, Alicorp and Grupo Gloria, continued to account for the bulk of retail sales shares. These players have cultivated the loyalty of consumers through the offer of good quality products at affordable prices. In addition, they frequently engage in product innovation in order to meet the preferences of Peruvian consumers. Important examples of product innovation are provided by Corp José R Lindley’s Inca Kola (carbonates) and, more recently, Ajeper’s Free Tea (RTD tea), which recorded good sales. Nonetheless, international players sought to improve their shares by strengthening their advertising efforts and launching similar products to the competition. For instance, in RTD tea, Pepsi-Cola Panamericana Perú launched Lipton Ice Tea Cero, shortly followed by the local launch of Free Tea Light.

Modern retailing increases penetration

Independent small grocers – traditionally known as bodegas – account for the majority of off-trade volume sales of soft drinks in Peru. These retailers benefit from their proximity to consumers’ homes throughout the country. Nonetheless, modern retail formats, mainly supermarkets/hypermarkets, are gradually gaining shares, thanks to aggressive outlet expansion, wider brand offers and discounts on bulk sales. This modern retail channel is also important in terms of raising awareness of new products, due to increasingly high level of consumer traffic in larger stores.

Small categories to drive growth over the forecast period

The most promising categories are the ones with small sales bases, such as RTD tea, energy drinks and flavoured bottled water, which are expected to record strong sales growth over the forecast period. RTD tea and flavoured bottled water will be favoured by health and wellness trends, while hectic lifestyles, particularly in urban areas, will encourage more young adults to choose energy drinks. Moreover, the expected good performance of the Peruvian economy will favour consumption among low- and middle-income, thereby expanding the consumer base for these more novel beverages.

Table of Contents

Table of Contents

Soft Drinks in Peru - Industry Overview

EXECUTIVE SUMMARY

Growth in total volume sales slows in 2010

Health concerns continue to drive growth

Domestic companies continue to lead soft drinks

Modern retailing increases penetration

Small categories to drive growth over the forecast period

MARKET DATA

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

APPENDIX

Fountain Sales in Peru

  • 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

Sources

  • Summary 1 Research Sources

Soft Drinks in Peru - Company Profiles

Ajeper SA in Soft Drinks (Peru)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Ajeper SA: Competitive Position 2010

Corp José R Lindley SA in Soft Drinks (Peru)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 7 Corp José R Lindley SA: Competitive Position 2010

Laive SA in Soft Drinks (Peru)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 10 Laive SA: Competitive Position 2010

Bottled Water in Peru - Category Analysis

HEADLINES

TRENDS

  • Peruvian consumers are increasingly health conscious and they are more careful about what they eat and drink. As a result, many high- and middle-income consumers are turning towards bottled water when they want to quench their thirst. In addition, flavoured bottled water has been revitalised with the launch of Aquarius. This brand has been very well received by consumers who want to increase their water consumption, while seeking a fruity flavour.

COMPETITIVE LANDSCAPE

  • Corp José R Lindley and Ajeper dominate bottled water in Peru, accounting for off-trade value shares of 46% and 41%, respectively, in 2010. Corp José R Lindley had dominated bottled water in Peru with its San Luis brand, which has a long-standing presence in the market. However, Ajeper’s Cielo brand rapidly gained shares on entering bottled water in 2001, due largely to a good quality-price ratio. Indeed, Cielo is the leading brand in off-trade volume and value sales terms in 2010. Corp José R Lindley, benefits from a slightly wider brand portfolio, enhanced by the introduction of the Aquarius brand and developing demand for flavoured bottled water.

PROSPECTS

  • In 2010, Peru had the second lowest per capita bottled water consumption in Latin America. This means that there is plenty of space for sales to continue growing at high rates during the forecast period. Furthermore, the trend towards healthier products will continue to benefit bottled water consumption. In addition, some small categories, such as functional and flavoured bottled waters, have a promising outlook as consumers increasingly become interested in purchasing products that provide a pleasant flavour or offer added-value features.

CATEGORY DATA

Institutional Bottled Water Sales

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

Carbonates in Peru - Category Analysis

HEADLINES

TRENDS

  • Carbonates is approaching maturity in Lima. Therefore, most of the opportunities to increase penetration rely on the wealthiest provincial cities such as Arequipa, Trujillo, Cajamarca, among others. Nevertheless, the increasing consumer interest in healthier soft drinks such as fruit/vegetable juice, flavoured bottled water and RTD tea, limits the growth opportunities for carbonates. In response, companies participating in carbonates have strengthened their advertising strategies and increased the availability of low calorie carbonates, targeting consumers who are worried about their calorie intake.

COMPETITIVE LANDSCAPE

  • Corp José R Lindley dominates carbonates with a 70% share of off-trade value sales in 2010. This performance is due to the outstanding positioning of most popular brands Inca Kola and Coca-Cola. Coca-Cola is manufactured under licence by this domestic company, but both are considered premium brands by Peruvian consumers. Inca Kola has a long-standing presence in Peru and its advertising campaigns always highlight its domestic origin.

PROSPECTS

  • Increasing consumer health concerns and the desire to cut down on calorie intake will drive new product development in carbonates. In particular, it is expected that companies will increase their offer of low calorie brands and introduce products with added-value features, such as vitamins. In addition, carbonates players will focus on increasing their penetration in the provinces, where they register significantly lower per capita consumption compared to Lima. Furthermore, companies will continue to offer discounts on larger formats and 4- and 6-unit packs. Advertising will also be used as a tool to maintain consumption levels as the demand for healthier soft drinks such as fruit/vegetable juice and bottled water increases.

CATEGORY DATA

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

Concentrates in Peru - Category Analysis

HEADLINES

TRENDS

  • Concentrates used to be popular among lower-income consumers who could not afford the substantially higher prices of fruit/vegetable juice. In addition, consumers could obtain as much RTD juice as they desired by diluting the contents. However, consumers are moving away from concentrates. On the one hand, higher disposable income has allowed some consumers to trade-up to more expensive alternatives such as carbonates or fruit/vegetable juice. On the other hand, the global trend towards healthier soft drinks has negatively impacted concentrates, which is perceived to contain too much sugar and artificial flavours. Thus, some consumers have opted shifted from concentrates to RTD tea, juice drinks or flavoured bottled water.

COMPETITIVE LANDSCAPE

  • Alicorp dominates powder concentrates with a 61% share of off-trade volume and value sales in 2010. The local company has a long-standing presence in the market, especially in packaged food. It offers four brands of concentrates: Yaps, Negrita, Kanú and Kiribá. Alicorp frequently updates its portfolio of flavours to meet changing consumer demands.

PROSPECTS

  • Off-trade volume and value sales are expected to decrease over the forecast period, as more consumers trade-up to healthier soft drinks. In an effort to avoid losing sales shares, companies will have to offer more added-value features such as vitamins, lower calorie content and provide products that do not use artificial flavours.

CATEGORY DATA

Concentrates Conversions

  • Table 66 Off-trade Sales of Concentrates (RTD) by Category: Volume 2005-2010
  • Table 67 Off-trade Sales of Concentrates by Category: Value 2005-2010
  • Table 68 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2005-2010
  • Table 69 Off-trade Sales of Concentrates by Category: % Value Growth 2005-2010
  • Table 70 Company Shares of Concentrates (RTD) by Off-trade Volume 2006-2010
  • Table 71 Brand Shares of Concentrates (RTD) by Off-trade Volume 2007-2010
  • Table 72 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 73 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 74 Company Shares of Concentrates by Off-trade Value 2006-2010
  • Table 75 Brand Shares of Concentrates by Off-trade Value 2007-2010
  • Table 76 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2010-2015
  • Table 77 Forecast Off-trade Sales of Concentrates by Category: Value 2010-2015
  • Table 78 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2010-2015
  • Table 79 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2010-2015
  • Table 80 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2010-2015
  • Table 81 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format

Fruit/Vegetable Juice in Peru - Category Analysis

HEADLINES

TRENDS

  • Juice drinks (up to 24% juice) is the biggest category in total volume sales terms in 2010. Juice drinks benefits from the lowest unit prices within fruit/vegetable juice. This attracts a large middle- and low-income consumer base. In 2010, juice drinks companies focused on updating their portfolio of flavours, in order to respond better to consumer preferences and increase brand awareness.

COMPETITIVE LANDSCAPE

  • Ajeper leads with a 46% share of off-trade value sales in 2010. Cifrut, the most popular brand of juice drinks in Peru, offers standard quality products at very attractive prices, which attracts a wide middle- and lower-income consumer base. In addition, Ajeper has an excellent distribution network through independent small grocers, and street vendors as well as supermarkets/hypermarkets. Furthermore, the company continuously updates its product portfolio with new flavours and offers a wide range of packaging sizes to respond to consumers’ preferences.

PROSPECTS

  • Increased segmentation, new product development and rising health and wellness concerns will boost the growth in fruit/vegetable juice consumption over the forecast period. The biggest growth opportunities lie in the development of fairly small formats as 100% juice. Despite carrying the highest unit prices within fruit/vegetable juice, rising disposable income levels will increase the demand for 100% juice among Peruvian consumers.

CATEGORY DATA

  • Table 82 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2005-2010
  • Table 83 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2005-2010
  • Table 84 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2005-2010
  • Table 85 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2005-2010
  • Table 86 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2006-2010
  • Table 87 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2010
  • Table 88 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2006-2010
  • Table 89 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2010
  • Table 90 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2010-2015
  • Table 91 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2010-2015
  • Table 92 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2010-2015
  • Table 93 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2010-2015

RTD Tea in Peru - Category Analysis

HEADLINES

TRENDS

  • RTD tea is a relatively new category in soft drinks in Peru, introduced in 2007 by small local companies. However, this product type did not achieve popularity or significant growth until 2009 when the multinational Unilever Group and domestic company Ajeper entered the category. Unilever introduced Lipton Ice Tea through Pepsi-Cola Panamericana Perú in January 2009, supported by an aggressive advertising campaign and tasting sessions in supermarkets and hypermarkets. Ajeper SA introduced the Free Tea brand in May 2009, offering considerably lower prices than Lipton Ice Tea.

COMPETITIVE LANDSCAPE

  • Ajeper leads with a 51% share of off-trade value sales in 2010. The company rapidly captured an important share of sales on entering RTD tea in 2009, benefiting from its offer of a good quality product carrying the lowest unit prices. In addition, the availability of Free Tea was strengthened in independent small grocers and street vendors in an attempt to reach middle-income consumers. Pepsi-Cola Panamericana Perú is the second-ranked player with a 25% share of retail value sales. The launch of Lipton Ice Tea in 2009 was supported by an aggressive advertising campaign.

PROSPECTS

  • The outlook for RTD is very promising. Over the forecast period, more consumers will be attracted by its health benefits. Advertising efforts and the launch of new flavours will also drive more consumers to try out this type of soft drink. In addition, the novelty of RTD tea and the lowest per capita consumption rate in Latin America leave much room for strong growth.

CATEGORY DATA

  • Table 94 Off-trade Sales of RTD Tea by Category: Volume 2005-2010
  • Table 95 Off-trade Sales of RTD Tea by Category: Value 2005-2010
  • Table 96 Off-trade Sales of RTD Tea by Category: % Volume Growth 2007-2010
  • Table 97 Off-trade Sales of RTD Tea by Category: % Value Growth 2007-2010
  • Table 98 Company Shares of RTD Tea by Off-trade Volume 2006-2010
  • Table 99 Brand Shares of RTD Tea by Off-trade Volume 2007-2010
  • Table 100 Company Shares of RTD Tea by Off-trade Value 2006-2010
  • Table 101 Brand Shares of RTD Tea by Off-trade Value 2007-2010
  • Table 102 Forecast Off-trade Sales of RTD Tea by Category: Volume 2010-2015
  • Table 103 Forecast Off-trade Sales of RTD Tea by Category: Value 2010-2015
  • Table 104 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2010-2015
  • Table 105 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2010-2015

Sports and Energy Drinks in Peru - Category Analysis

HEADLINES

TRENDS

  • The consumption of sports drinks continued to grow, with total volume sales increasing by 16% in 2010. There are several reasons that explain this strong performance. Firstly, sports drinks are frequently consumed by people looking for healthier soft drinks. Secondly, busy Peruvian consumers seek out this type of product as it fits with their increasingly hectic lifestyles. Thirdly, unit prices remained stable, which allowed consumers enjoying higher disposable income to increase their consumption of sports drinks. Furthermore, most companies have launched low calorie versions of their brands, to respond to the needs of consumers looking for a product that helps them to cut down on their calorie intake.

COMPETITIVE LANDSCAPE

  • In sports drinks, three brands account for an 84% share of off-trade value sales in 2010: Gatorade (Pepsi-Cola Panamericana Perú), Sporade (Ajeper) and Powerade (Corp José R Lindley). Gatorade dominated until the domestic company Ajeper offered Sporade at much lower prices in 2005. This forced all players to adjust their unit prices to avoid sharp losses in company/brand shares. In addition, Sporade benefits from an excellent distribution system and offers products in different sizes and packaging formats.

PROSPECTS

  • The consumer base for functional drinks is expected to continue growing during the forecast period. This is due to two main reasons. Firstly, sports drinks is perceived as a healthy product type. Moreover, attractive unit prices will help sports drinks to reach more middle-income consumers. In addition, energy drinks is a niche, although there are good opportunities for growth as more young adults are looking to boost their energy levels to fulfil their daily activities.

CATEGORY DATA

  • Table 106 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 107 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 108 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 109 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 110 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • Table 111 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2009
  • Table 112 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2010-2015
  • Table 113 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2010-2015
  • Table 114 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2010-2015
  • Table 115 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2010-2015
  • Table 116 Still vs Carbonated Sports and Energy Drinks % Off-Trade Volume 2005-2010

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
    • 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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