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Country Report

Soft Drinks in Serbia

Aug 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Economic crisis slows down development in 2008-2010

The economic recession in Serbia ran from the final months of 2008 until early 2011. In this period, the living standards of Serbian consumers started to decline after more than five years of healthy growth. Some Serbian consumers lost their jobs while many faced significantly lower incomes. These circumstances forced Serbian consumers to economise as much as possible. In the context of soft drinks, constant value (as Serbians started to purchase cheaper products) and volume sales (as consumers reduced their consumption of most non-alcoholic drinks) declined in 2009 and 2010.

First signs of recovery in the Serbian economy in 2011

The most difficult phase of the economic downturn ended in late 2010. In 2011, the Serbian economy started to show signs of macroeconomic improvement. This encouraged Serbian consumers to start spending as before. Consequently, the volume sales decline in some soft drinks categories was halted. Additionally, producers started to offer new products and to advertise them aggressively, which was not the case during the economic crisis. The deep and lengthy economic downturn suggests that the recovery will be not be fast. It is anticipated that Serbian consumers will need 3-4 years to start to feel confident about returning to pre-crisis purchasing behaviour.

Domestic products are preferred

Traditionally, Serbian consumers are attached to domestic producers of non-alcoholic drinks. They are aware that domestic companies have long tradition of producing good quality products at very affordable prices. Also, they are aware that the country is rich in mountain water springs and fruit/vegetable plantations, which provide fertile conditions for the production of high-quality soft drinks. Multinational companies recognise these local factors, which is why they try not to compete directly against Serbian players. International players are more likely to purchase a domestic company and continue offering local brands or open new factories in Serbia to produce their brands. This strategy provides win-win solutions for domestic and international companies.

New retail channels help the soft drinks industry to recover

Chained supermarkets, hypermarkets and discounters have expanded over the review period. They offer a wider range of products and lower prices, compared to traditional grocery channels. Additionally, the range of prices in chained supermarkets, hypermarkets and discounters are also wider, which attracts higher- and lower- income consumers. In general, the arrival of new channels has drastically intensified the competitive environment in retailing. This has partially offset the effects of the economic crisis in all grocery-based industries, including soft drinks. Consequently, the decline in volume and value sales in soft drinks in Serbia was not dramatic during the economic crisis.

Little room for dynamic growth

By the end of the review period, few soft drinks type remained undeveloped in Serbia. Consequently, only RTD coffee, functional bottled water and powder concentrates are expected to register double-digit volume and constant value CAGRs over the forecast period. Additionally, the ongoing economic crisis in some European countries, such as Greece and Hungary, will indirectly impact the Serbian economy. Thus, the Serbian economy is predicted to recover from the economic crisis at a slower rate than was expected one year ago. Constant value unit prices, for most soft drinks types, are not anticipated to rise strongly due to the growing acceptance of cheaper brands.


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Overview

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

The Soft Drinks in Serbia 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 Serbia?
  • What are the major brands in Serbia?
  • What potential exists for multinational vs. local soft drinks companies looking to increase market share?
  • How have changing social attitudes affected soft drink sales?
  • How have sustainability issues; such as environmentally-friendly packaging, legislation on recyclability, or the amount of plastic in bottles, affected the soft drink industry?

Why buy this report?

  • Gain competitive intelligence about market leaders
  • Track key industry trends, opportunities and threats
  • Inform your marketing, brand, strategy and market development, sales and supply functions

This industry report originates from Passport, our Soft Drinks market research database.

Table of Contents

Table of Contents

Soft Drinks in Serbia - Industry Overview

EXECUTIVE SUMMARY

Economic crisis slows down development in 2008-2010

First signs of recovery in the Serbian economy in 2011

Domestic products are preferred

New retail channels help the soft drinks industry to recover

Little room for dynamic growth

MARKET DATA

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

APPENDIX

FOUNTAIN SALES in Serbia

MARKET DATA

  • Table 28 Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2006-2011
  • Table 29 Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2006-2011
  • Table 30 Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2006-2011
  • Table 31 Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2006-2011
  • Table 32 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2011-2016
  • Table 33 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2011-2016
  • Table 34 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2011-2016
  • Table 35 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2011-2016

SOURCES

  • Summary 1 Research Sources

Soft Drinks in Serbia - Company Profiles

Knjaz Milos ad in Soft Drinks (Serbia)

STRATEGIC DIRECTION

KEY FACTS

COM PANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Knjaz Milos ad: Competitive Position 2011

Minakva BB doo in Soft Drinks (Serbia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 7 Minakva BB doo: Production Statistics 2011

COMPETITIVE POSITIONING

  • Summary 8 Minakva BB doo: Competitive Position 2011

Nectar doo in Soft Drinks (Serbia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 11 Nectar doo: Competitive Position 2011

Palanacki Kiseljak ad in Soft Drinks (Serbia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 14 Palanacki Kiseljak ad: Production Statistics 2011

COMPETITIVE POSITIONING

  • Summary 15 Palanacki Kiseljak ad: Competitive Position 2011

Rauch Serbia doo in Soft Drinks (Serbia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 18 Rauch Serbia doo: Competitive Position 2011

Vino Župa ad in Soft Drinks (Serbia)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 21 Vino Župa ad: Competitive Position 2011

Bottled Water in Serbia - Category Analysis

HEADLINES

TRENDS

  • The economic crisis remained the dominant factor in bottled water in 2011. Serbian consumers are still trying to cut back on spending wherever possible, which continued to impact bottled water. Thus, total volume sales grew only very marginally in 2011, albeit representing a slight improvement on 2009 and 2010.

COMPETITIVE LANDSCAPE

  • Knjaz Milos is the leader in bottled water with a 25% share of retail value sales in 2011. The producer is well-known to Serbian consumers as its key brand – Knjaz Miloš – has been present in the country for generations. This bottled water brand’s products have been produced for more than 100 years at the same water spring. Consequently, Knjaz Miloš is a synonym for high-quality domestic products, in soft drinks and Serbia as a whole. The company uses this tradition to its advantage, reminding Serbian consumers about its history and the continued production of good quality carbonated natural mineral bottled water.

PROSPECTS

  • Bottled water is expected to recover from the decline/stagnation that beset it toward the end of the review period to record good total volume sales growth over the forecast period. The difficult times caused by the world economic crisis are unlikely to be repeated in the short to medium term, which will provide space for the recovery of the Serbian economy and bottled water. While off-trade volume sales are predicted to grow by a 3% CAGR, on-trade volume sales are set to rise slightly faster, by a 4% CAGR.

CATEGORY DATA

Institutional Bottled Water Sales

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

Carbonates in Serbia - Category Analysis

HEADLINES

TRENDS

  • In 2011, carbonates in Serbia showed signs of recovery from the economic crisis, with total volume sales rising by 2%. Some Serbian consumers felt that the worst of the economic downturn was over, which motivated them to start to using carbonates as before. Producers played a huge role in the recovery of carbonates by investing heavily in marketing support for their brands in 2011. The most active was the leading player Coca-Cola HBS Serbia.

COMPETITIVE LANDSCAPE

  • Coca-Cola HBS Serbia is the clear leader in cola and non-cola carbonates. In 2011, the company held a 51% share of off-trade volume sales and a 55% share of off-trade value sales in carbonates. The world famous brand, Coca-Cola, is a generic name for cola carbonates in the country due to its decades-long leadership. Besides Coca-Cola, the company offers highly popular brands like Fanta, Sprite and Schweppes. It is hard to believe that any producer will seriously challenge Coca-Cola HBS Serbia’s position in the short term.

PROSPECTS

  • There is not much space for long-term total volume sales growth in carbonates in Serbia. This is because the category is already saturated, while other soft drinks types are successfully conquering the industry. Additionally, carbonates does not fit with prevailing health trends, unlike fruit/vegetable juice, which is an increasingly popular type of soft drink among younger consumers.

CATEGORY DATA

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

Concentrates in Serbia - Category Analysis

HEADLINES

TRENDS

  • Concentrates is still developing due to the expansion of a number of brands in both the liquid and powder formats. Liquid concentrates, which has been present for longer in the country, is popular among middle-aged and older consumers. Powder concentrates developed faster in 2011due to aggressive company activity, aimed at adolescents and younger adults.

COMPETITIVE LANDSCAPE

  • Both liquid and powder concentrates have strong leaders with high off-trade sales shares. In liquid concentrates, the leader is a domestic company, Swisslion Takovo (Miloduh SL). This player held a 44% share of retail value sales in 2011. Powder concentrates is led by twin brands (basically the same brand with two different names) owned by one GBO, Atlantic Grupa, a Croatian firm. The twin brands, Multivita and Cedevita, account for a combined 61% share of of-trade value sales.

PROSPECTS

  • Thanks to expected fast growth of powder concentrates, concentrates as a whole is set to register healthy off-trade volume and constant value CAGRs over the forecast period. Unlike liquid concentrates, which has an older consumer base and limited growth potential, powder concentrates will remain popular due to a reputation for being in line with the lifestyles of younger consumers.

CATEGORY DATA

Concentrates Conversions

  • Table 66 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format
  • Table 67 Off-trade Sales of Concentrates (as sold) by Category: Volume 2006-2011
  • Table 68 Off-trade Sales of Concentrates (RTD) by Category: Volume 2006-2011
  • Table 69 Off-trade Sales of Concentrates by Category: Value 2006-2011
  • Table 70 Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2006-2011
  • Table 71 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2006-2011
  • Table 72 Off-trade Sales of Concentrates by Category: % Value Growth 2006-2011
  • Table 73 Company Shares of Concentrates (RTD) by Off-trade Volume 2007-2011
  • Table 74 Brand Shares of Concentrates (RTD) by Off-trade Volume 2008-2011
  • Table 75 Company Shares of Liquid Concentrates (as sold) by Off-trade Volume 2007-2011
  • Table 76 Brand Shares of Liquid Concentrates (as sold) by Off-trade Volume 2008-2011
  • Table 77 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2011
  • Table 78 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2008-2011
  • Table 79 Company Shares of Concentrates by Off-trade Value 2007-2011
  • Table 80 Brand Shares of Concentrates by Off-trade Value 2008-2011
  • Table 81 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2011-2016
  • Table 82 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2011-2016
  • Table 83 Forecast Off-trade Sales of Concentrates by Category: Value 2011-2016
  • Table 84 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2011-2016
  • Table 85 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2011-2016
  • Table 86 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2011-2016

Fruit/Vegetable Juice in Serbia - Category Analysis

HEADLINES

TRENDS

  • As the Serbian economy slowly recovered from the effects of the economic crisis, fruit/vegetable juice market sales grew modestly in 2011. Although total volume sales grew by only 1%, this marked an important improvement, given the negative sales trend in 2009 and 2010.

COMPETITIVE LANDSCAPE

  • The leader in fruit/vegetable juice, the domestic company Nectar, accounts for a 49% share of off-trade value sales in 2011. This producer is recognised by Serbian consumers as one that offers good quality products at acceptable prices. The player offers both fruit and vegetable (predominantly tomato) juice, unlike most of its competitors, which are focused on one or the other type.

PROSPECTS

  • The prospects for fruit/vegetable juice are good. This is because domestic producers are able to offer good quality juices at affordable prices, which makes them very competitive with other non-alcoholic drinks. Additionally, fruit/vegetable juice fits with the health trend, which provides another strong advantage over most other non-alcoholic drinks. It is expected that total volume sales of fruit/vegetable juice will grow by a 3% CAGR to reach 249 million litres in 2016.

CATEGORY DATA

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

RTD Coffee in Serbia - Category Analysis

HEADLINES

TRENDS

  • RTD coffee, which appeared in Serbia in 2006, developed fast over the review period. Despite the economic crisis, RTD coffee continued to register strong, if slower, retail volume and constant value sales growth in 2009 and 2010. Over the review period, off-trade volume and constant value sales recorded double-digit growth rates year-on-year, except 2010, when high single-digit growth rates were posted.

COMPETITIVE LANDSCAPE

  • Nestlé Adriatic Foods is the leader in RTD coffee in 2011. The company introduced coffee in the RTD format to Serbia through Nescafé Xpress in 2006. This brand was first distributed by supermarkets and hypermarkets then extended to convenience stores. Because it is produced by a famous food and drinks maker, the brand’s acceptance among local consumers was good from the outset. Nescafé Xpress is the best-selling RTD coffee brand in Serbia because of its strong nationwide distribution and the good reputation of Nestlé in the country.

PROSPECTS

  • The fast expansion of RTD coffee is set to continue over the forecast period. Off-trade volume sales are expected to more than double between 2011 and 2016. The expansion of distribution networks will be the key factor, widening the awareness of and access to RTD coffee in the country. In 2011, most RTD coffee products were sold in supermarkets and hypermarkets. The growing presence in small grocery retailers will bring these products much closer to more Serbian consumers.

CATEGORY DATA

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

RTD Tea in Serbia - Category Analysis

HEADLINES

TRENDS

  • RTD tea has been present in Serbia for two decades. However, fast development only occurred from 2005, when leading non-alcoholic drinks players recognised its long-term growth potential in the country. Between 2005 and 2011, many recognised domestic producers reinforced their RTD product portfolios, which were supported by strong marketing activities. Additionally, some international brands appeared in the same period, which intensified the competitive environment.

COMPETITIVE LANDSCAPE

  • The domestic player, Nectar, leads RTD tea with a 30% share of off-trade value sales in 2011. This well-known fruit/vegetable juice producer noticed the untapped potential in RTD tea in Serbia. Thus, it decided to aggressively penetrate the category with the Nectar brand. Additionally, Nectar’s RTD tea products were well supported by TV advertisements and other marketing activities. The acceptance of Nectar RTD tea is very good as most Serbian consumers are familiar with the brand’s other non-alcoholic drinks, especially fruit juice. The brand is widely held to offer good quality products at affordable prices.

PROSPECTS

  • RTD tea is set to continue to register healthy sales growth in the short to medium term. A 5% total volume CAGR is projected for the forecast period. RTD tea is perceived as “ideal” refreshment by children and teenagers on hot summer days. Thus, the distribution of RTD tea will remain significant in small grocery outlets, where younger people usually purchase products.

CATEGORY DATA

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

Sports and Energy Drinks in Serbia - Category Analysis

HEADLINES

TRENDS

  • Sports and energy drinks was one of the fastest growing soft drinks categories in Serbia in 2011. This is partly due to both types being at the development stage in the country. Energy drinks has been present longer in Serbia and distribution is already quite wide. However, sports drinks is in its infancy in the country, with significant space for further development.

COMPETITIVE LANDSCAPE

  • Knjaz Milos is the leading player in sports and energy drinks in 2011, accounting for a 67% share of retail volume sales. The company recognised a gap in the offer of these products during the 1990s. Thus, it started to create a very strong and recognisable product portfolio of energy drinks and later of sports drinks. The producer leveraged its popularity in bottled water and wide distribution network to expand its sports and energy drinks portfolio in quick time.

PROSPECTS

  • Sports and energy drinks is expected to continue to record healthy total volume sales growth over the forecast period. The dominant type, energy drinks, is projected to record a slower CAGR than sports drinks as it is already distributed nationwide in the off- and on-trade channels. Sports drinks, by comparison, is underdeveloped and growth will be derived from a much lower sales base. However, sports drinks are set to appear in independent small grocers and other retail channels and on-trade establishments. This will bring these products closer to target audiences and increase consumption.

CATEGORY DATA

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

Segmentation

Segmentation

This market research report includes the following:

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

    Statistics Included

    Statistics Included

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

    From Passport

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

    Market size details:

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

    Methodology

    Methodology

    Global insight and local knowledge

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

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

    Industry specialists

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

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

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

    Country and regional analysts

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

    In-country research network

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

    Research Methodology

    Our research methods

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

    Desk research

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

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

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

    Store checks

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

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

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

    Trade survey

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

    Trade surveys allow us to:

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

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

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

    Company analysis

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

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

    Forecasts

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

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

    Data validation

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

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

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

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

    Market analysis

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

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

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