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Country Report

Soft Drinks in South Korea

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 South Korea 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 South Korea, 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 South Korea for free:

The Soft Drinks in South Korea 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 South Korea?
  • What are the major brands in South Korea?
  • 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

Premiumisation leads healthy growth

In 2010, soft drinks experienced healthy growth, registering a 6% increase in off-trade value sales and a 5% increase in off-trade volume sales, thanks to a premiumisation trend, especially within bottled water, fruit/vegetable juice, carbonates and RTD coffee. Imported and premium brands of bottled water, carbonated bottled water and fruit/vegetable juice recorded healthy growth rates. In the case of fruit/vegetable juice, the category continued to see declining volume sales but imported premium juice expanded its presence in South Korea. New flavours of carbonates and renewed brands without sugar and preservatives were also popular launches. However, RTD tea and Asian speciality drinks showed volume declines as they fell out of fashion.

Health and wellness continues to attract consumers

With the growing health and wellness trend, healthy concepts remained popular among South Korean consumers. In particular, various vitamins have been used to target different consumer groups and manufacturers have highlighted the varied functions of different vitamins in their products, targeting sophisticated South Korean consumers. Vitamin B has been marketed for its anti-ageing properties. Vitamin C and collagen remained among the favourite ingredients for skin health. At the same time, manufacturers tried to strengthen “healthy” brands through advertising, the shape of packaging and using brand names to appeal to a sophisticated South Korean consumer base.

Two leading companies maintain positions

Lotte Chilsung Beverage Co Ltd and Coca-Cola Korea Co maintained the two leading positions in 2010, accounting for a 48% combined share in off-trade value terms. Lotte Chilsung remained in the leading position with 33% of off-trade value sales in 2010. The company strengthened its product portfolio, launching premium fruit/vegetable juice and sports drinks and renewing its well-known carbonates and flavoured bottled water lines, recording a positive growth rate although a decline in share. Coca-Cola Korea also introduced a smaller version of its Coca-Cola brand, Mini Coke, which proved popular among younger consumers.

“Sparkling” becomes popular

In 2010, “sparkling” was a popular concept within soft drinks. South Koreans generally perceive sparkling drinks to be less healthy, a traditional perception associated with carbonates. However, carbonates have seen continued positive growth since 2008, despite the health and wellness trend. Growing numbers of South Korean consumers looking for refreshing carbonated options in soft drinks have become apparent. New product developments, presented as sparkling versions of fruit/vegetable juice and RTD tea, were introduced during 2010. Carbonated bottled water experienced strong growth in 2010. Furthermore, manufacturers offered health-positioned drinks in a carbonated format to attract consumers who are sensitive to their health needs.

Soft drinks will see rapid growth but rapid change

Soft drinks will continue to show healthy growth, at a 4% off-trade volume CAGR over the forecast period. Soft drinks is expected to be more polarised between mass products such as carbonates and juice drinks (up to 24% juice), normally offered at a lower price, and premium products. In particular, unique concepts, or more healthy drinks including nutritious ingredients, will be launched quickly and constantly to drive growth in the premium segment, while various products using the “fun” factor will drive the mass segment of carbonates and juice drinks (up to 24% juice) during the forecast period.

Table of Contents

Table of Contents

Soft Drinks in South Korea - Industry Overview

EXECUTIVE SUMMARY

Premiumisation leads healthy growth

Health and wellness continues to attract consumers

Two leading companies maintain positions

“Sparkling” becomes popular

Soft drinks will see rapid growth but rapid change

KEY TRENDS AND DEVELOPMENTS

Premiumisation continues to drive growth

“Sparkling” well received by South Korean consumers

Leading players remain in strong positions

Specialist coffee shops the entry channel for premium soft drinks

Marketing strategies through smartphones become active

MARKET DATA

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

APPENDIX

FOUNTAIN SALES in South Korea

DATA

  • Table 28 Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2005-2010
  • Table 29 Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2005-2010
  • Table 30 Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2005-2010
  • Table 31 Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2005-2010
  • Table 32 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2010-2015
  • Table 33 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2010-2015
  • Table 34 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2010-2015
  • Table 35 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2010-2015

DEFINITIONS

  • Summary 1 Research Sources

Soft Drinks in South Korea - Company Profiles

Dong-A Otsuka Co Ltd in Soft Drinks (South Korea)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Dong-A Otsuka Co Ltd: Competitive Position 2010

Haitai Beverage Co Ltd in Soft Drinks (South Korea)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 7 Haitai Beverage Co Ltd: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 8 Haitai Beverage Co Ltd: Competitive Position 2010

Lotte Chilsung Beverage Co Ltd in Soft Drinks (South Korea)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 11 Lotte Chilsung Beverage Co Ltd: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 12 Lotte Chilsung Beverage Co Ltd: Competitive Position 2010

Woongjin Food Co Ltd in Soft Drinks (South Korea)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 15 Woongjin Food Co Ltd: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 16 Woongjin Food Co Ltd: Competitive Position 2009

Asian Speciality Drinks in South Korea - Category Analysis

HEADLINES

TRENDS

  • Asian speciality drinks registered a 2% decline in off-trade volume terms in 2010. Asian still RTD tea and Asian juice drinks both recorded negative performances, which led to the entire category registering a decline, even though cereal/pulse-based drinks showed a strong performance with off-trade volume sales rising by 4% and off-trade value sales rising by 7%. The category of other Asian speciality drinks also recorded positive growth in 2010.

COMPETITIVE LANDSCAPE

  • Woongjin Food Co Ltd remained the leading operator, holding a 19% off-trade value share in Asian speciality drinks in 2010. Its leading brand, Morning Rice (ranked second overall), is made from rice and positioned as a breakfast alternative, targeted at young working consumers who often choose to consume light and convenient breakfasts on-the-go. Its concept is in line with the government’s campaign in support of the consumption of South Korean rice and it saw healthy growth in 2010. In addition to Morning Rice, Woongjin Food also carries a range of other brands of Asian speciality drinks, including Honey Red Ginseng and Sky Barley, which both gained share, and Green Plum, which saw a slight decline.

PROSPECTS

  • Rising consumer health consciousness is expected to boost sales of cereal/pulse-based drinks. Over the forecast period, the cereal/pulse-based drinks category is expected to record a 3% CAGR in both off-trade volume and 3% off-trade constant value terms. Products within other Asian speciality drinks, made from pine bud or ginseng, are predicted to see sales rise at a 1% CAGR in off-trade volume terms and off-trade constant value terms.

CATEGORY DATA

  • Table 36 Off-trade Sales of Asian Speciality Drinks by Category: Volume 2005-2010
  • Table 37 Off-trade Sales of Asian Speciality Drinks by Category: Value 2005-2010
  • Table 38 Off-trade Sales of Asian Speciality Drinks by Category: % Volume Growth 2005-2010
  • Table 39 Off-trade Sales of Asian Speciality Drinks by Category: % Value Growth 2005-2010
  • Table 40 Company Shares of Asian Speciality Drinks by Off-trade Volume 2006-2010
  • Table 41 Brand Shares of Asian Speciality Drinks by Off-trade Volume 2007-2010
  • Table 42 Company Shares of Asian Speciality Drinks by Off-trade Value 2006-2010
  • Table 43 Brand Shares of Asian Speciality Drinks by Off-trade Value 2007-2010
  • Table 44 Forecast Off-trade Sales of Asian Speciality Drinks by Category: Volume 2010-2015
  • Table 45 Forecast Off-trade Sales of Asian Speciality Drinks by Category: Value 2010-2015
  • Table 46 Forecast Off-trade Sales of Asian Speciality Drinks by Category: % Volume Growth 2010-2015
  • Table 47 Forecast Off-trade Sales of Asian Speciality Drinks by Category: % Value Growth 2010-2015

Bottled Water in South Korea - Category Analysis

HEADLINES

TRENDS

  • In 2010, bottled water continued to register strong growth, rising by 9% in total volume terms, mainly thanks to the good performance of still bottled water and carbonated bottled water. While more South Korean consumers are becoming aware of the importance of water consumption, premium bottled water such as deep sea water and imported bottled water, from various countries, including Evian (Groupe Danone) and Fiji by Fiji Water LLC performed well.

COMPETITIVE LANDSCAPE

  • In off-trade value terms, Nong Shim Co Ltd’s brand Cheju Samdasoo led the bottled water category with a share of 17% in 2010. Cheju Samdasoo is produced by the Jeju Provincial Development Corp in collaboration with Nong Shim and has maintained its leadership position as a result of its pure and clean positioning, using the clean image of Jeju Island during product promotion. In the context of the sweltering summer weather, the brand’s sales soared. In August 2010, its orders exceeded 2,600 tonnes per day, even though the average production capability was 1.8 million litres. In addition, Jeju Samdasoo was designated the official still bottled water for the 2010 G20 Seoul Summit.

PROSPECTS

  • The bottled water category is expected to see sales rise at a CAGR of 6% in total volume terms over the forecast period. Premium water that includes minerals or is sourced from special locations, carbonated bottled water, and vitamin water will gain popularity among high-income consumers and young consumers who are sensitive changing trends. Young consumers have usually experienced foreign brands through travel or study abroad. As a result, they are familiar with imported premium bottled water brands, and some of them seek out certain brands in South Korea. This consumer base will support the expansion of premium imported brands in the domestic environment.

CATEGORY DATA

Institutional Bottled Water Sales

  • Table 48 Sales of Bottled Water to Institutional Channel 2005-2010
  • Table 49 Off-trade Sales of Bottled Water: Volume 2005-2010
  • Table 50 Off-trade Sales of Bottled Water: Value 2005-2010
  • Table 51 Off-trade Sales of Bottled Water: % Volume Growth 2005-2010
  • Table 52 Off-trade Sales of Bottled Water: % Value Growth 2005-2010
  • Table 53 Company Shares of Bottled Water by Off-trade Volume 2006-2010
  • Table 54 Brand Shares of Bottled Water by Off-trade Volume 2007-2010
  • Table 55 Company Shares of Bottled Water by Off-trade Value 2006-2010
  • Table 56 Brand Shares of Bottled Water by Off-trade Value 2007-2010
  • Table 57 Forecast Off-trade Sales of Bottled Water: Volume 2010-2015
  • Table 58 Forecast Off-trade Sales of Bottled Water: Value 2010-2015
  • Table 59 Forecast Off-trade Sales of Bottled Water: % Volume Growth 2010-2015
  • Table 60 Forecast Off-trade Sales of Bottled Water: % Value Growth 2010-2015

Carbonates in South Korea - Category Analysis

HEADLINES

TRENDS

  • In 2010, products within the carbonates category were re-evaluated by consumers, thanks to the introduction of unique concepts. Manufacturers started to add health positioning to carbonates, a strategy which appealed to South Korean consumers during 2010. Dong-A Otsuka Co Ltd introduced a new version of its Oran-C brand in late 2009, and it was well accepted by consumers. New Oran-C included 100mg of vitamin C per 100ml and the company used natural fruit juice instead of artificial ingredients. With the increasing concern over health and wellness, more manufacturers have introduced carbonates with added fruit juice in a bid to sustain consumer interest and stem decline. Woongjin Food Co Ltd introduced two new juice-based carbonates in 2010, adding tomato and aloe juice extracts, under the new brand name of O’clock.

COMPETITIVE LANDSCAPE

  • Lotte Chilsung Beverage Co Ltd maintained its leading position in carbonates in 2010 with a 45% share of off-trade value sales. Since LG Household and Health Care Co Ltd acquired Coca-Cola Korea Bottling Co Ltd in 2008, the parent company has supported its brands with marketing efforts and a strong distribution network. Thanks to the support, Coca-Cola Korea Co continued to see healthy growth of 6% in off-trade value sales during in 2010. Its value share also saw a marginal increase to 39%.

PROSPECTS

  • Carbonates sales are expected to increase at a CAGR of 1% in total constant value terms and 2% in total volume terms over the forecast period. Cola, non-cola, and other non-cola carbonates will continue to show positive growth, while mixers and orange carbonates will continue to decrease at a constant value CAGR 3% and 2% respectively over the forecast period. Given the new launch of various flavours including chocolate flavour by Haitai Beverage Co Ltd as the brand expansion of Sunny Ten and tomato and aloe flavour by Woongjin Food Co Ltd in 2010, carbonates category is expected to see more activity on this front over the forecast period.

CATEGORY DATA

  • Table 61 Low Calorie Carbonates by Subsector
  • Table 62 Off-trade Sales of Carbonates by Category: Volume 2005-2010
  • Table 63 Off-trade Sales of Carbonates by Category: Value 2005-2010
  • Table 64 Off-trade Sales of Carbonates by Category: % Volume Growth 2005-2010
  • Table 65 Off-trade Sales of Carbonates by Category: % Value Growth 2005-2010
  • Table 66 On-trade vs Off-trade Sales of Carbonates: Volume 2005-2010
  • Table 67 On-trade vs Off-trade Sales of Carbonates: Value 2005-2010
  • Table 68 On-trade vs Off-trade Sales of Carbonates: % Volume Growth 2005-2010
  • Table 69 On-trade vs Off-trade Sales of Carbonates: % Value Growth 2005-2010
  • Table 70 Off-trade Sales of Low Calorie Cola Carbonates by Category: % Volume Breakdown 2005-2010
  • Table 71 Company Shares of Carbonates by Off-trade Volume 2006-2010
  • Table 72 Brand Shares of Carbonates by Off-trade Volume 2007-2010
  • Table 73 Company Shares of Carbonates by Off-trade Value 2006-2010
  • Table 74 Brand Shares of Carbonates by Off-trade Value 2007-2010
  • Table 75 Forecast Off-trade Sales of Carbonates by Category: Volume 2010-2015
  • Table 76 Forecast Off-trade Sales of Carbonates by Category: Value 2010-2015
  • Table 77 Forecast Off-trade Sales of Carbonates by Category: % Volume Growth 2010-2015
  • Table 78 Forecast Off-trade Sales of Carbonates by Category: % Value Growth 2010-2015

Concentrates in South Korea - Category Analysis

HEADLINES

TRENDS

  • Concentrates showed healthy growth in 2010 in both powder and liquid concentrates, with an overall rise of 8% in off-trade value sales. Liquid concentrates showed faster growth than powder concentrates. With increasing concerns about health, consumers enjoyed liquid concentrates as nutritional supplements. Grape, balloon flower roots and plum concentrates were perceived as nutritional supplements for health instead of drinks by consumers; most of these products are available in liquid format rather than powder in South Korea. These products are produced from diverse provinces, with some brands only distributed in certain regions. Therefore, players remained fragmented in liquid concentrates, with the category seeing a rise of 4% in RTD volume terms.

COMPETITIVE LANDSCAPE

  • Within powder concentrates, Unilever Korea Co Ltd maintained its leading position with a 73% share of off-trade volume and value sales in 2010, followed by Nestlé Korea Ltd which held an off-trade volume and value share of 1%. Due to the introduction of new products by domestic companies, the dominant foreign brands lost value share, while the share of “others” within powder concentrates rose by two percentage points in 2010.

PROSPECTS

  • Over the forecast period, total volume sales of liquid concentrates are expected to grow at a CAGR of 3%. As health-conscious consumption drives the liquid concentrates category, new products with healthy ingredients are likely to continue to be introduced during the forecast period. As major food companies are focusing their attention on liquid concentrates, this category is likely to see faster growth than powder concentrates. However, the growth rate is expected to slow down over the course of the forecast period as the category becomes more mature.

CATEGORY DATA

Concentrates Conversions

  • Table 79 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format
  • Table 80 Off-trade Sales of Concentrates (as sold) by Category: Volume 2005-2010
  • Table 81 Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2005-2010
  • Table 82 Off-trade Sales of Concentrates (RTD) by Category: Volume 2005-2010
  • Table 83 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2005-2010
  • Table 84 Off-trade Sales of Concentrates by Category: Value 2005-2010
  • Table 85 Off-trade Sales of Concentrates by Category: % Value Growth 2005-2010
  • Table 86 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 87 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 88 Company Shares of Concentrates (RTD) by Off-trade Volume 2006-2010
  • Table 89 Brand Shares of Concentrates (RTD) by Off-trade Volume 2007-2010
  • Table 90 Company Shares of Concentrates by Off-trade Value 2006-2010
  • Table 91 Brand Shares of Concentrates by Off-trade Value 2007-2010
  • Table 92 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2010-2015
  • Table 93 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2010-2015
  • Table 94 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2010-2015
  • Table 95 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2010-2015
  • Table 96 Forecast Off-trade Sales of Concentrates by Category: Value 2010-2015
  • Table 97 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2010-2015

Fruit/Vegetable Juice in South Korea - Category Analysis

HEADLINES

TRENDS

  • The premiumisation of fruit/vegetable juice accelerated in 2010 though fruit/vegetable juice market continued declining in 2010. Since 2004, the category has seen sales decline; however more fruit/vegetable juice manufacturers introduced chilled juices under reconstituted 100% juice in 2010. Chilled juices have been taking the place of existing fruit/vegetable juice, to account for an 11% share in terms of off-trade volume sales in 2010. Given the health and wellness trend, consumers preferred more natural fruit/vegetable juice and manufacturers also introduced various flavours of chilled fruit/vegetable juice to meet consumer demand. While general consumers’ preference for lighter and lower calorie drinks will bring continued market declining in fruit/vegetable juice in South Korea, chilled 100% fruit/vegetable juice will continue appealing to more health conscious South Korean consumers.

COMPETITIVE LANDSCAPE

  • Lotte Chilsung Beverage Co Ltd maintained its leading position in fruit/vegetable juice in 2010 with a 39% off-trade value share. Reflecting the overall decline in the fruit/vegetable juice category, the company saw its volume and value sales decline in 2010. In addition, as competition in the chilled juice segment became intense, the company’s value and volume share in fruit/vegetable juice was reduced by new manufacturers. In particular, the company showed a weak performance in juice drinks (up to 24% juice), with the continuing decline of Asian juice drinks in 2010. Due to the weak performance of Asian juice drinks, the company gradually discontinued their brands since 2008.

PROSPECTS

  • Although there is increasing demand for premium fruit/vegetable juice in South Korea, the category overall is not likely to recover to show positive growth during forecast period, with an annual 1% decline in off-trade value and volume sales expected. While fruit/vegetable juice is considered to be a healthy drink, because of its sometimes high sugar content, diet-conscious South Korean consumers still try to avoid it. Unless there are new products in development which appeal to young female consumers in their 20s and 30s, the negative performance is expected to continue.

CATEGORY DATA

  • Table 98 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2005-2010
  • Table 99 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2005-2010
  • Table 100 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2005-2010
  • Table 101 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2005-2010
  • Table 102 Leading Flavours for 100% Juice: % Volume Breakdown 2005-2010
  • Table 103 Leading Flavours for Nectars (25-99% Juice): % Volume Breakdown 2005-2010
  • Table 104 Leading Flavours for Juice Drinks (up to 24% Juice): % Volume Breakdown 2005-2010
  • Table 105 % Share of Smoothies in 100% Juice and Nectars (25-99% Juice): Off-trade Value 2010
  • Table 106 Chilled Vs Ambient Reconstituted 100% Juice: % Analysis 2005-2010
  • Table 107 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2006-2010
  • Table 108 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2010
  • Table 109 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2006-2010
  • Table 110 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2010
  • Table 111 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2010-2015
  • Table 112 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2010-2015
  • Table 113 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2010-2015
  • Table 114 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2010-2015

RTD Coffee in South Korea - Category Analysis

HEADLINES

TRENDS

  • RTD coffee continued to register healthy growth, with total volume sales rising by 7% in 2010. While specialist coffee shops grew in popularity during 2010, RTD coffee has been premiumised and performed very well. As RTD coffee manufacturers actively introduced premium RTD coffee products, specialist coffee shop operators also expanded their presence in RTD coffee; this trend started with Starbucks in 2007 which expanded into local specialist coffee brands, while Angel-in-us Coffee by Lotteria Co Ltd and Café Bene by Café Bene Co Ltd also introduced their branded RTD coffees in 2010 and earned popularity among South Korean consumers.

COMPETITIVE LANDSCAPE

  • Lotte Chilsung Beverage Co Ltd maintained its leadership of the RTD coffee category with a 44% share in off-trade volume terms. Its Let’s Be brand leads the category with a high level of penetration and wide distribution across a range of grocery retailers. However, its value sales decreased by 1% in 2010 as a result of the introduction of other premium brands. Cantata, the company’s other brand introduced in 2007, for example, showed a positive performance in value terms in 2010 as its value sales rose by 20%. This however was not sufficient to stop the company’s share declining overall.

PROSPECTS

  • RTD coffee will continue to show healthy growth over the forecast period, with a CAGR of 6% in both off-trade constant value and volume terms. Within the foodservice industry, it is anticipated that specialist coffee shops will grow over the forecast period, meaning that consumers’ preference for premium coffee will also develop. This trend will affect the RTD coffee category, as manufacturers will try to launch new premium variants to appeal to South Korean consumers who are already familiar with better quality coffee. At the same time, operators of chained specialist coffee shop brands will try to introduce RTD coffee to expand their brands’ presence through retail channels.

CATEGORY DATA

  • Table 115 Off-trade Sales of RTD Coffee: Volume 2005-2010
  • Table 116 Off-trade Sales of RTD Coffee: Value 2005-2010
  • Table 117 Off-trade Sales of RTD Coffee: % Volume Growth 2005-2010
  • Table 118 Off-trade Sales of RTD Coffee: % Value Growth 2005-2010
  • Table 119 Company Shares of RTD Coffee by Off-trade Volume 2006-2010
  • Table 120 Brand Shares of RTD Coffee by Off-trade Volume 2007-2010
  • Table 121 Company Shares of RTD Coffee by Off-trade Value 2006-2010
  • Table 122 Brand Shares of RTD Coffee by Off-trade Value 2007-2010
  • Table 123 Forecast Off-trade Sales of RTD Coffee: Volume 2010-2015
  • Table 124 Forecast Off-trade Sales of RTD Coffee: Value 2010-2015
  • Table 125 Forecast Off-trade Sales of RTD Coffee: % Volume Growth 2010-2015
  • Table 126 Forecast Off-trade Sales of RTD Coffee: % Value Growth 2010-2015

RTD Tea in South Korea - Category Analysis

HEADLINES

TRENDS

  • RTD tea continued to register a negative performance, with total volume sales falling by 3% in 2010. The negative trend started in 2008 as the economy slowed down during the global financial crisis. During this period, more South Korean consumers shifted their consumption away from RTD tea and towards still bottled water, which is cheaper and known to contain zero calories. Even though the economy has seen some recovery in 2010, South Korean consumers are not returning to RTD tea, largely because the product offer has widened within bottled water, to include various new products such as functional bottled water and premium imported bottled water, which gained popularity during 2010.

COMPETITIVE LANDSCAPE

  • Lotte Chilsung Beverage Co Ltd continued to lead the RTD tea category with an off-trade value share of 21% in 2010. It was followed by Kwang Dong Pharm Co Ltd with 14%. In terms of brand share Kwang Dong Pharm’s RTD tea brand Kwangdong Corn Leaf Tea led the category with an off-trade value share of 14%, followed by Lotte Chilsung’s Lotte brand at 13%. Kwangdong Corn Leaf Tea has lost five percentage points in terms of value share since 2008 with the various new product developments by competing manufacturers. Meanwhile, Lotte Chilsung launched a specialist RTD tea brand, Tea Tree and expanded its product portfolio through the introduction of new green tea and mate tea in 2010 under Tea Tree brand. Competition between existing tea brands and newly launched variants was intense and the gap in company value share between Lotte Chilsung and Kwang Dong Pharm widened considerably in 2010, from three percentage points in 2009 to almost seven in 2010.

PROSPECTS

  • The lack of interest in Asian still RTD tea as a means of weight management will continue, which in turn will negatively affect the RTD tea category as a whole over the forecast period. As consumers become more familiar with media techniques, they are increasingly choosing not to trust advertising messages. Thus if a product is not a dietary supplement, it will become increasingly difficult for operators to attract consumers with slimming concepts.

CATEGORY DATA

  • Table 127 Off-trade Sales of RTD Tea by Category: Volume 2005-2010
  • Table 128 Off-trade Sales of RTD Tea by Category: Value 2005-2010
  • Table 129 Off-trade Sales of RTD Tea by Category: % Volume Growth 2005-2010
  • Table 130 Off-trade Sales of RTD Tea by Category: % Value Growth 2005-2010
  • Table 131 Leading Flavours for RTD Tea: % Volume Breakdown 2006-2010
  • Table 132 Company Shares of RTD Tea by Off-trade Volume 2006-2010
  • Table 133 Brand Shares of RTD Tea by Off-trade Volume 2007-2010
  • Table 134 Company Shares of RTD Tea by Off-trade Value 2006-2010
  • Table 135 Brand Shares of RTD Tea by Off-trade Value 2007-2010
  • Table 136 Forecast Off-trade Sales of RTD Tea by Category: Volume 2010-2015
  • Table 137 Forecast Off-trade Sales of RTD Tea by Category: Value 2010-2015
  • Table 138 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2010-2015
  • Table 139 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2010-2015

Sports and Energy Drinks in South Korea - Category Analysis

HEADLINES

TRENDS

  • Sports and energy drinks recorded positive growth in off-trade value and volume terms in 2010. There have been various new products launched under the health and wellness trend; for example, reduced calories, using stevia. Stevia was first approved for using in food from 2010 and Lotte Chilsung Beverage Co Ltd introduced low calorie sports drinks using stevia instead of sugar, targeting diet conscious consumers in South Korea. However, despite manufacturers’ efforts, sports drinks continued to register a decline during 2010.

COMPETITIVE LANDSCAPE

  • There are three main brands within the sports and energy drinks category in South Korea. The leading brand, Pocari Sweat by Dong-A Otsuka Co Ltd, held an off-trade value share of 48% in 2010. Lotte Chilsung’s Gatorade brand ranked second with a 28% value share, followed by Coca-Cola Korea Co’s Powerade with a 16% share. Gatorade has seen its share rising on the back of strong marketing activities featuring the very famous soccer player, Park Ji Sung, in the product’s TV commercials since 2009.

PROSPECTS

  • Over the forecast period, sales of sports and energy drinks are expected to rise at a CAGR of 1% in constant value terms, with only marginal growth in volume terms. As many other categories of soft drinks offer low-calorie or no-sugar variants with added vitamins or other nutritional ingredients, consumers have become less interested in the stated benefits of sports drinks. Many consumers of sports drinks are expected to shift to functional bottled water (such as those with added vitamins) or variants with fewer calories after exercising, rather than sports drinks. Sales of sports drinks are thus expected to decrease at a CAGR of 1% in both volume and value terms over the forecast period.

CATEGORY DATA

  • Table 140 Still vs Carbonated Sports and Energy Drinks % Off-trade Volume 2005-2010
  • Table 141 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 142 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 143 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 144 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 145 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • Table 146 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2010
  • Table 147 Company Shares of Sports and Energy Drinks by Off-trade Value 2006-2010
  • Table 148 Brand Shares of Sports and Energy Drinks by Off-trade Value 2007-2010
  • Table 149 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2010-2015
  • Table 150 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2010-2015
  • Table 151 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2010-2015
  • Table 152 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)
        • Asian Juice Drinks
        • 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
        • Asian Still RTD Tea
        • Still RTD Tea Excluding Asian
      • Carbonated RTD Tea
    • Sports and Energy Drinks
      • Energy Drinks
      • Sports Drinks
    • Asian Speciality Drinks
      • Asian Still RTD Tea
      • Asian Juice Drinks
      • Cereal/Pulse-based Drinks
      • Other 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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