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Country Report

Soft Drinks in Saudi Arabia

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 Saudi Arabia 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 Saudi Arabia, 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 Saudi Arabia for free:

The Soft Drinks in Saudi Arabia 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 Saudi Arabia?
  • What are the major brands in Saudi Arabia?
  • 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

Vigorous total current retail value growth in 2010

All categories of soft drinks registered positive total current retail value growth in 2010 with soft drinks as a whole growing by 6%. Growth was mainly driven by heavy investment in marketing communication by players in order to attract the growing local population. Increased distribution and product development in order to extend category lifecycles have also steered the growth of soft drinks.

Increased prices generate higher revenue per unit sold

A major increase in unit prices in carbonates resulted in strong total current retail value growth in carbonates in 2010, despite a strong slowdown in total volume growth. Although consumers resisted the price increases initially, heavy investment in above-the-line advertising and point of sale displays, coupled with increasing focus on low calorie carbonates to cater to health-conscious consumers, helped to convince existing consumers of carbonates to pay higher prices.

Health consciousness drives growth

Rising health awareness has increasingly driven consumers to purchase products in soft drinks that are perceived as very healthy. Hence still bottled water grew at the highest rate in total volume terms in 2010 and products in 100% juice were preferred over products in concentrates and nectars (25-99% Juice). Several consumers of carbonates switched to low calorie products in carbonates. On the other hand, manufacturers of functional products in soft drinks invested heavily in marketing communication in order to help consumers overcome their negative perceptions of possible side effects. Furthermore, RTD companies invested in product development of healthy fruit-based products.

Evolving social lifestyle of increasing population enhances distribution

Further growth in the concept of café culture in Saudi Arabia in 2010 resulted in increased distribution opportunities as a result of social consumption of products in soft drinks. In addition, investment plans for infrastructure development in new areas to accommodate the increasing population have provided new locations for large and small grocery retailers to increase their reach.

Slight slowdown in total current retail value growth over the forecast period

Owing to expected increases in the young local population of Saudi Arabia, coupled with an increase in number of expatriates, total volume consumption of soft drinks is expected to increase in Saudi Arabia over the forecast period. However, increasing competition in mature soft drinks will force manufacturers and distributors to resort to price competition, thereby reducing their profit margins. Hence the total current retail value growth of soft drinks over the forecast period is expected to be lower than that over the review period.

Table of Contents

Table of Contents

Soft Drinks in Saudi Arabia - Industry Overview

EXECUTIVE SUMMARY

Vigorous total current retail value growth in 2010

Increased prices generate higher revenue per unit sold

Health consciousness drives growth

Evolving social lifestyle of increasing population enhances distribution

Slight slowdown in total current retail value growth over the forecast period

KEY TRENDS AND DEVELOPMENTS

Economic growth leads to increased expenditure

Increased awareness of health drives demand for healthy products

Increased café culture drives on-trade sales of soft drinks

Heavy investment in marketing in soft drinks

Population growth leads to development in remote areas

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 Penetration of Private Label (as sold) by Category by Volume 2005-2010
  • Table 20 Penetration of Private Label by Category by Value 2005-2010
  • Table 21 Off-trade Sales of Soft Drinks by Category and Distribution Format: % Analysis 2010
  • Table 22 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2010-2015
  • Table 23 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2010-2015
  • Table 24 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2010-2015
  • Table 25 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2010-2015
  • Table 26 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2010-2015
  • Table 27 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2010-2015
  • Table 28 Forecast Off-trade Sales of Soft Drinks by Category: Value 2010-2015
  • Table 29 Forecast Off-trade Sales of Soft Drinks by Category: % Value Growth 2010-2015

APPENDIX

FOUNTAIN SALES in Saudi Arabia

  • Table 30 Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2005-2010
  • Table 31 Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2005-2010
  • Table 32 Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2005-2010
  • Table 33 Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2005-2010
  • Table 34 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2010-2015
  • Table 35 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2010-2015
  • Table 36 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2010-2015
  • Table 37 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2010-2015

DEFINITIONS

  • Summary 1 Research Sources

Soft Drinks in Saudi Arabia - Company Profiles

Al Manhal Water Factory in Soft Drinks (Saudi Arabia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Al Manhal Water Factory: Competitive Position 2010

Al Qassim Health Water Factory in Soft Drinks (Saudi Arabia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 7 Al Qassim Health Water Factory: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 8 Al Qassim Health Water Factory: Competitive Position 2010

Aujan Industries Co Ltd in Soft Drinks (Saudi Arabia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 11 Aujan Industries Co Ltd: Competitive Position 2010

Makkah Water Co in Soft Drinks (Saudi Arabia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 14 Makkah Water Co: Competitive Position 2010

Bottled Water in Saudi Arabia - Category Analysis

HEADLINES

TRENDS

  • Manufacturers of bottled water took the initiative to improve their product packaging in 2010 in order to bring the image of their brands up to international standards. Health Water Bottling Co introduced a new range of glass bottles for products under its Nova brand. This change in packaging material was designed to add value to this range of products. The one litre glass bottles were distributed through chained hotel outlets while products in smaller glass bottles were distributed through cafés and supermarkets and sold at premium prices. National Plant For Healthy Water improved the packaging of its Hana brand by replacing its traditional bottle label with a transparent sticker label in order to emphasise the clarity and hygiene of its water. The shape of the bottle was also improved in order to make it more user-friendly. Also Skab Group of Companies changed the colour of bottles under the Najran brand to transparent blue in order to develop the credibility of the brand. Furthermore, multiple players worked on launching 330 ml bottles, for example Makkah Water Co under its Safa brand.

COMPETITIVE LANDSCAPE

  • Al Manhal Water Factory accounted for the leading off-trade value share, of 28%, of bottled water in 2010. It is the local distributor of products in bottled water for international company Nestlé SA, thus it benefits from a high level of product awareness and trust among consumers due to extensive expenditure on above-the-line campaigns.

PROSPECTS

  • Bottled water is expected to grow by a total volume CAGR of 8% and a total constant value CAGR of 4% over the forecast period. The strong total volume growth is expected to be due to an increase in the local population as well as an increased number of Muslim pilgrims that visit the Kingdom. Total constant value growth is expected to be more limited due to increased price-based competition as a result of which manufacturers are expected to engage more tactical promotions and to offer further discounts.

CATEGORY DATA

Institutional Bottled Water Sales

  • Table 38 Sales of Bottled Water to Institutional Channel 2005-2010
  • Table 39 Off-trade Sales of Bottled Water: Volume 2005-2010
  • Table 40 Off-trade Sales of Bottled Water: Value 2005-2010
  • Table 41 Off-trade Sales of Bottled Water: % Volume Growth 2005-2010
  • Table 42 Off-trade Sales of Bottled Water: % Value Growth 2005-2010
  • Table 43 Company Shares of Bottled Water by Off-trade Volume 2006-2010
  • Table 44 Brand Shares of Bottled Water by Off-trade Volume 2007-2010
  • Table 45 Company Shares of Bottled Water by Off-trade Value 2006-2010
  • Table 46 Brand Shares of Bottled Water by Off-trade Value 2007-2010
  • Table 47 Forecast Off-trade Sales of Bottled Water: Volume 2010-2015
  • Table 48 Forecast Off-trade Sales of Bottled Water: Value 2010-2015
  • Table 49 Forecast Off-trade Sales of Bottled Water: % Volume Growth 2010-2015
  • Table 50 Forecast Off-trade Sales of Bottled Water: % Value Growth 2010-2015

Carbonates in Saudi Arabia - Category Analysis

HEADLINES

TRENDS

  • As a result of decisions by The Coca-Cola Bottling Co of Saudi Arabia and Al Jomaih Bottling Plant to increase their product pricing in carbonates in 2010, which resulted in an increase of 44% in unit prices in total current value terms in 2010, the total volume growth of carbonates experienced a significant slowdown. The pricing of products under the brands of these companies had remained constant for many years thus the sudden slowdown in total volume growth was due to the reactions of consumers and their hesitation to accept the new pricing. There was a short-term switch to local brands, such as Alsicola, due to the affordability of these products. However, with brands such as Pepsi and Coca-Cola being so prominent in carbonates, Al Jomaih Bottling Plant and The Coca-Cola Bottling Co of Saudi Arabia remained confident and they were able to maintain their strong positions in carbonates due to high consumer loyalty.

COMPETITIVE LANDSCAPE

  • With an off-trade value share of 67%, Al Jomaih Bottling Plant continued to lead in carbonates in 2010. The company was followed by The Coca-Cola Bottling Co of Saudi Arabia which accounted for a share of 31%. Al Jomaih Bottling Plant maintained its lead due to its widespread distribution network and strong penetration of convenience stores. Also, products under the Pepsi brand are perceived to be sweeter than products under the Coca-Cola brand and there is a preference among local consumers for sweeter products. Therefore, demand for Pepsi remained stronger than demand for Coca-Cola in 2010.

PROSPECTS

  • Carbonates is expected to grow by a total constant retail value CAGR of 2% over the forecast period, with sales of SR8 billion by 2015. Growth is not expected to be very high owing to the maturity of carbonates in Saudi Arabia. However, the category is expected to grow by a total volume CAGR of 6% as a result of increased packaging innovation and the introduction of new products, such as speciality low calorie products and new flavours.

CATEGORY DATA

  • Table 51 Low Calorie Carbonates by Subsector
  • Table 52 Off-trade Sales of Carbonates by Category: Volume 2005-2010
  • Table 53 Off-trade Sales of Carbonates by Category: Value 2005-2010
  • Table 54 Off-trade Sales of Carbonates by Category: % Volume Growth 2005-2010
  • Table 55 Off-trade Sales of Carbonates by Category: % Value Growth 2005-2010
  • Table 56 On-trade vs Off-trade Sales of Carbonates: Volume 2005-2010
  • Table 57 On-trade vs Off-trade Sales of Carbonates: Value 2005-2010
  • Table 58 On-trade vs Off-trade Sales of Carbonates: % Volume Growth 2005-2010
  • Table 59 On-trade vs Off-trade Sales of Carbonates: % Value Growth 2005-2010
  • Table 60 Off-trade Sales of Low Calorie Cola Carbonates by Category: % Volume Breakdown 2005-2010
  • Table 61 Company Shares of Carbonates by Off-trade Volume 2006-2010
  • Table 62 Brand Shares of Carbonates by Off-trade Volume 2007-2010
  • Table 63 Company Shares of Carbonates by Off-trade Value 2006-2010
  • Table 64 Brand Shares of Carbonates by Off-trade Value 2007-2010
  • Table 65 Forecast Off-trade Sales of Carbonates by Category: Volume 2010-2015
  • Table 66 Forecast Off-trade Sales of Carbonates by Category: Value 2010-2015
  • Table 67 Forecast Off-trade Sales of Carbonates by Category: % Volume Growth 2010-2015
  • Table 68 Forecast Off-trade Sales of Carbonates by Category: % Value Growth 2010-2015

Concentrates in Saudi Arabia - Category Analysis

HEADLINES

TRENDS

  • Increasing health awareness on the part of consumers prompted many of them to shift away from beverages containing preservatives, artificial flavouring and artificial sugar, all of which are characteristic of products in concentrates, in 2010. Products in concentrates were increasingly substituted for alternative products that are perceived to be healthier such as those in 100% juice. Although products in concentrates have traditionally been an essential part of the diet of local consumers, particularly upon breaking fast during the month of Ramadan, many consumers have become more flexible, replacing products in concentrates with products in 100% juice during the month of Ramadan. As a result, major players Kraft Foods International Inc and Aujan Industries Co Ltd had to invest heavily in marketing, launching Ramadan-themed outdoor campaigns two weeks prior to the start of Ramadan in 2010 in order to sustain demand for their products.

COMPETITIVE LANDSCAPE

  • Kraft Foods International Inc was the leading player in concentrates in terms of off-trade value share, with a share of 33%, in 2010 due to its high level of investment in above-the-line and below-the-line marketing, which has created increased association among consumers with its Tang brand. Among families that continued to consume concentrates in 2010,Tang was perceived to be more child friendly than competing brands such as Vimto. Hence, it was preferred by young mothers.

PROSPECTS

  • Concentrates is expected to grow by only 2% in total constant value terms over the forecast period, to be worth SR266 million by 2015. However, total volume growth is expected to be significantly stronger, at a CAGR of 4%, over the forecast period due to increased consumption among young families. Nevertheless, increased health awareness among consumers will amplify competition from other categories such as 100% juice, forcing players in concentrates to reduce their profit margins in order to remain competitive. Furthermore, the penetration of private label products is expected to increase, prompting increased competition on the basis of price.

CATEGORY DATA

Concentrates Conversions

Fruit/Vegetable Juice in Saudi Arabia - Category Analysis

HEADLINES

TRENDS

  • Fruit/vegetable juice grew by 5% in total current retail value terms in 2010, driven by increased health consciousness amongst consumers in Saudi Arabia and an increase in company activity such as the introduction of new flavours and new product launches. As consumers have become more conscious of the nutritional value of products, they have started to switch from nectars (25-99% juice), various products in which contain preservatives and high sugar content, to 100% juice. This has encouraged companies to enhance their product offerings in 100% juice by launching new variants, such as 100% Orange Juice with Pulp from Almarai Co Ltd, which was launched in 2010.

COMPETITIVE LANDSCAPE

  • Al Rabie AlSaudia Dairy Co Ltd was the leading player in fruit/vegetable juice in terms of off-trade value share in 2010, with a share of 14%. With its comprehensive product range and a versatile range of pack sizes, products under its Al Rabie brand are increasingly in demand. In 2010, the company invested heavily in outdoor media advertising. Furthermore, the company benefits from its widespread distribution network, with strong presence in supermarkets/hypermarkets and convenience stores. The company’s products are placed at or above eye level in chiller cabinets in order to increase visibility.

PROSPECTS

  • Owing to the maturity of fruit/vegetable juice, growth over the forecast period is expected to be driven mainly by the introduction of new and improved products, such as multivitamin juice, and the introduction of new flavours as well as the entry of more manufacturers. Also, product lifecycles are expected to be extended through improvements to packaging.

CATEGORY DATA

  • Table 90 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2005-2010
  • Table 91 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2005-2010
  • Table 92 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2005-2010
  • Table 93 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2005-2010
  • Table 94 Leading Flavours for 100% Juice: % Volume Breakdown 2005-2010
  • Table 95 Leading Flavours for Nectars (25-99% Juice): % Volume Breakdown 2005-2010
  • Table 96 Leading Flavours for Juice Drinks (up to 24% Juice): % Volume Breakdown 2005-2010
  • Table 97 % Share of Smoothies in 100% Juice and Nectars (25-99% Juice): Off-trade Value 2010
  • Table 98 Chilled Vs Ambient Not From Concentrate 100% Juice: % Analysis 2005-2010
  • Table 99 Chilled Vs Ambient Reconstituted 100% Juice: % Analysis 2005-2010
  • Table 100 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2006-2010
  • Table 101 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2010
  • Table 102 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2006-2010
  • Table 103 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2010
  • Table 104 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2010-2015
  • Table 105 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2010-2015
  • Table 106 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2010-2015
  • Table 107 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2010-2015

RTD Coffee in Saudi Arabia - Category Analysis

TRENDS

  • Total volume sales of RTD coffee remained negligible in Saudi Arabia in 2010 due to lack of demand and popularity among consumers.

RTD Tea in Saudi Arabia - Category Analysis

HEADLINES

TRENDS

  • Pepsi-Lipton International launched a new flavour variant of Lipton Ice Tea in 2010 and it invested heavily in in-store support and above-the-line marketing of its Lipton brand. The company engaged in such activity as a result of increased demand for convenience among Saudi Arabian consumers, in particular the growing base of young adult consumers. College students, young professionals and busy mothers have all shown increased demand for products that they can consume on the go. Hence products in RTD tea meet this demand and the new variants are designed to cater to the diverse tastes of consumers.

COMPETITIVE LANDSCAPE

  • Pepsi-Lipton International continued to lead in RTD tea in 2010, accounting for an off-trade value share of 45% and an off-trade volume share of 44%. Being the only large player in this small category, the company has capitalised upon its well trusted brand name. It has also maintained its lead via new product development and in-store support of its newly launched product Berry flavoured Lipton Ice Tea. In 2010, it also continued to invest in strong product stock and primary product placement in grocery retail outlets. As a result of its efforts, the company achieved the largest increase in off-trade value share of RTD tea in 2010.

PROSPECTS

  • RTD tea is expected to grow by a total volume CAGR of 5% and a total constant value CAGR of 2% over the forecast period. The growth of this category is expected to potentially encourage major players such as Pepsi-Lipton International to launch RTD herbal tea and RTD fruit tea over the forecast period. Furthermore, local brands such as Rabea Tea may enter the category and pose increased competition to Lipton.

CATEGORY DATA

  • Table 108 Off-trade Sales of RTD Tea by Category: Volume 2005-2010
  • Table 109 Off-trade Sales of RTD Tea by Category: Value 2005-2010
  • Table 110 Off-trade Sales of RTD Tea by Category: % Volume Growth 2005-2010
  • Table 111 Off-trade Sales of RTD Tea by Category: % Value Growth 2005-2010
  • Table 112 Leading Flavours for RTD Tea: % Volume Breakdown 2006-2010
  • Table 113 Company Shares of RTD Tea by Off-trade Volume 2006-2010
  • Table 114 Brand Shares of RTD Tea by Off-trade Volume 2007-2010
  • Table 115 Company Shares of RTD Tea by Off-trade Value 2006-2010
  • Table 116 Brand Shares of RTD Tea by Off-trade Value 2007-2010
  • Table 117 Forecast Off-trade Sales of RTD Tea by Category: Volume 2010-2015
  • Table 118 Forecast Off-trade Sales of RTD Tea by Category: Value 2010-2015
  • Table 119 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2010-2015
  • Table 120 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2010-2015

Sports and Energy Drinks in Saudi Arabia - Category Analysis

HEADLINES

TRENDS

  • At the beginning of 2010 companies in sports and energy drinks concentrated on minimising the negative sentiments about these products in Saudi Arabia by investing heavily in event-based marketing. The objective of these activities was to remind consumers of the positive experience that can be enjoyed upon the consumption of these products, especially those in energy drinks. In terms of events, Abuljadayel Beverages Industry sponsored the Mini Challenge Cup with its Bison brand in the first quarter of 2010. This event was held in Riyadh to attract young automobile enthusiasts. Simultaneously, Red Bull GmbH organised a football-based event, Red Bull Free Street Style, inspired by the FIFA Cup 2010. This event enabled football players to display their skills and to perform stunts relevant to the game. Also, in August 2010, Power Horse International Handels GmbH hired Mike C, a desert expert, to endorse Power Horse on his journey through the Saudi Arabian Desert. These brand-based activities helped consumers to perceive the products in sports and energy drinks as adventurous products and thus to encourage consumption.

COMPETITIVE LANDSCAPE

  • Abuljadayel Beverages Industry accounted for the leading off-trade value share, of 30%, of sports and energy drinks in 2010 with its Bison brand. It was closely followed by Power Horse International HandelsGmbH and Red Bull GmbH, with off-trade value shares of 29% and of 25% respectively. Although all three players invest heavily in event-based marketing, Abuljadayel Beverages Industry invests more in marketing communication, which is on a par with that of international brands. This, coupled with its inherent low pricing strategy for Bison, has helped it to reach middle- and low-income consumers, providing them with a brand that is comparable to international brands but which is relatively affordable.

PROSPECTS

  • Sports and energy drinks is expected to grow by a total volume CAGR of 7% and a total constant value CAGR of 3% over the forecast period. This is expected to be due to continued investment by players in above-the-line and below-the-line marketing, as well as event-based marketing, as a result of which more young consumers are expected to acquire a liking for these products. However, the category is approaching maturity and with more players expected to make an entrance it will become increasingly difficult for existing players to maintain their share. Thus manufacturers are expected to implement competitive pricing strategies as a result of which unit prices are expected to grow by a total constant value CAGR of -4% over the forecast period. Therefore, the total constant value growth of sports and energy drinks is expected to be lower than total volume growth over the forecast period.

CATEGORY DATA

  • Table 121 Still vs Carbonated Sports and Energy Drinks: % Off-trade Volume 2006-2010
  • Table 122 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 123 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 124 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 125 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 126 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • Table 127 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2010
  • Table 128 Company Shares of Sports and Energy Drinks by Off-trade Value 2006-2010
  • Table 129 Brand Shares of Sports and Energy Drinks by Off-trade Value 2007-2010
  • 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
    • Chilled v ambient juices
    • Flavours
    • Off-trade vs on-trade
    • Per cent share of smoothies
    • Pricing
    • Products by ingredient
    • Products by ingredient
    • Sports vs other functional bottled water

    Market size details:

    • Retail volume
    • Retail volume % growth
    • Retail volume per capita
    • Foodservice volume
    • Foodservice volume % growth
    • Foodservice volume per capita
    • Total volume
    • Total volume % growth
    • Total volume per capita
    • Retail value retail selling price % growth
    • Retail value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Retail value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price % growth
    • Foodservice value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Foodservice value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price % growth
    • Total value retail selling price local currency, USD, EUR, GBP, CHF, JPY
    • Total value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
    • Retail value 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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