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Country Report

Soft Drinks in Spain

Apr 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 Spain 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 Spain, 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 Spain for free:

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

Slow economic recovery continues to constrain sales

In 2010, the Spanish economy continued to struggle with ongoing real GDP decline. While the country officially started to exit recession with GDP growing for two quarters in a row in 2010, unemployment remained high with economic concerns thus continuing to significantly hamper consumer confidence and spending. This economic uncertainty was clearly reflected in Spanish soft drinks sales, with overall volume and current value sales declining in 2010. Decline however softened from that seen in 2009, due to the first signs of economic recovery and also due to advantageous weather conditions, with summer being two degrees warmer than usual on average. Spaniards are more likely to consume soft drinks in hot weather.

Price drives purchasing decisions in 2010

Consumers sought out cheaper products in 2010 as they attempted to economise. Consumers consequently compared prices across a range of brands and different channels, with price promotions thus offering the most reliable means of gaining volume share for branded players. Price competition consequently steepened, with this also due to the growing prominence of private label within soft drinks.

Private label maintains unstoppable growth

Coca-Cola’s representative Cía Servicios de Bebidas Refrescantes continued to be a strong leader in soft drinks in 2010. However, the company faced growing competition from private label and thus lost share. By 2010, two of the top four players in off-trade volume terms were supermarkets/hypermarkets, with Mercadona second and Centros Comerciales Carrefour in fourth place. Private label continued to benefit from the country’s poor economic situation and strong consumer price-sensitivity. Sales also benefited from retailers combining aggressive price-oriented campaigns with an enhanced range of products and a stronger commitment to innovation.

Marked shift from on-trade to supermarkets/hypermarkets and discounters

The most important trend in soft drinks distribution in 2010 was the ongoing shift from on-trade sales to off-trade sales. This was due to consumers seeking to save money by avoiding unnecessary expenditures, with many cutting back on visits to on-trade outlets and reducing their spend per visit as a result. Within off-trade sales, the channels that saw the strongest growth were meanwhile those that offer the most affordable prices. Discounters and supermarkets/hypermarkets thus continued to gain share. This was partly due to these channels offering convenient outlet locations and a wide range of quality products but more importantly thanks to their low prices, range of bulk pack sizes, strong private label ranges and frequent price promotions.

Health and price to shape forecast period performance

The Spanish economy is expected to see only slow growth in the first half of the forecast period, with government cuts and a high unemployment rate hampering consumers’ disposable income levels. Price will thus continue to drive most consumers’ purchasing decisions, with this boosting the share of private label and encouraging ongoing frequent price promotions. As a result, overall soft drinks is expected to see continuing constant value unit price decline during the forecast period. There will also however be a strong trend towards healthier soft drinks during the forecast period, particularly in the second half of the forecast period as disposable income levels improve. Players are expected to focus on offering sugar-free, caffeine-free and more natural products in order to attract health-conscious consumers.

Table of Contents

Table of Contents

Soft Drinks in Spain - Industry Overview

EXECUTIVE SUMMARY

Slow economic recovery continues to constrain sales

Price drives purchasing decisions in 2010

Private label maintains unstoppable growth

Marked shift from on-trade to supermarkets/hypermarkets and discounters

Health and price to shape forecast period performance

KEY TRENDS AND DEVELOPMENTS

Price war increases among branded manufacturers

Focus on advertising via social networks

On-trade sales hit hard by economic downturn

Focus on obesity encourages reduction in sugar consumption

The year of Spanish sport

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 Soft Drinks (RTD) by Total Volume 2006-2010
  • Table 14 Brand Shares of Soft Drinks (RTD) by Total Volume 2007-2010
  • Table 15 Company Shares of On-trade Soft Drinks (RTD) by Volume 2006-2010
  • Table 16 Brand Shares of On-trade Soft Drinks (RTD) by Volume 2007-2010
  • Table 17 Company Shares of Off-trade Soft Drinks (as sold) by Volume 2006-2010
  • Table 18 Brand Shares of Off-trade Soft Drinks (as sold) by Volume 2007-2010
  • Table 19 Company Shares of Off-trade Soft Drinks (RTD) by Volume 2006-2010
  • Table 20 Brand Shares of Off-trade Soft Drinks (RTD) by Volume 2007-2010
  • Table 21 Company Shares of Off-trade Soft Drinks by Value 2006-2010
  • Table 22 Brand Shares of Off-trade Soft Drinks by Value 2007-2010
  • Table 23 Off-trade Sales of Soft Drinks by Category and Distribution Format: % Analysis 2010
  • Table 24 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: Volume 2010-2015
  • Table 25 Forecast Off-trade vs On-trade Sales of Soft Drinks (as sold) by Channel: % Volume Growth 2010-2015
  • Table 26 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: Value 2010-2015
  • Table 27 Forecast Off-trade vs On-trade Sales of Soft Drinks by Channel: % Value Growth 2010-2015
  • Table 28 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: Volume 2010-2015
  • Table 29 Forecast Off-trade Sales of Soft Drinks (as sold) by Category: % Volume Growth 2010-2015
  • Table 30 Forecast Off-trade Sales of Soft Drinks by Category: Value 2010-2015
  • Table 31 Forecast Off-trade Sales of Soft Drinks by Category: % Value Growth 2010-2015

APPENDIX

Fountain Sales In Spain

  • Table 32 Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2005-2010
  • Table 33 Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2005-2010
  • Table 34 Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2005-2010
  • Table 35 Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2005-2010
  • Table 36 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: Volume 2010-2015
  • Table 37 Forecast Off-trade vs On-trade Fountain Sales of Soft Drinks: % Volume Growth 2010-2015
  • Table 38 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: Volume 2010-2015
  • Table 39 Forecast Off-trade vs On-trade Fountain Sales of Carbonates: % Volume Growth 2010-2015

DEFINITIONS

  • Summary 1 Research Sources

Soft Drinks in Spain - Company Profiles

Agua Mineral San Benedetto SA in Soft Drinks (Spain)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 4 Agua Mineral San Benedetto SA: Competitive Position 2010

Aguas Font Vella y Lanjaron SA in Soft Drinks (Spain)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 7 Aguas Font Vella y Lanjaron SA: Competitive Position 2010

Cía de Bebidas Pepsico SA in Soft Drinks (Spain)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 10 Cía de Bebidas Pepsico SA: Competitive Position 2010

Cía Servicios de Bebidas Refrescantes SL in Soft Drinks (Spain)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 13 Cía Servicios de Bebidas Refrescantes SL: Competitive Position 2010

García Carrión SA, J in Soft Drinks (Spain)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 16 García Carrión SA, J: Competitive Position 2010

Juver Alimentación SA in Soft Drinks (Spain)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 19 Juver Alimentación SA: Production Statistics 2010

COMPETITIVE POSITIONING

  • Summary 20 Juver Alimentación SA: Competitive Position 2010

Leche Pascual SA in Soft Drinks (Spain)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 23 Leche Pascual SA: Competitive Position 2010

Schweppes SA in Soft Drinks (Spain)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 26 Schweppes SA: Competitive Position 2010

Vichy Catalán (Grupo) SA in Soft Drinks (Spain)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

  • Summary 29 Vichy Catalán (Grupo) SA: Production Statistics 2009

COMPETITIVE POSITIONING

  • Summary 30 Vichy Catalán (Grupo) SA: Competitive Position 2010

Bottled Water in Spain - Category Analysis

HEADLINES

TRENDS

  • Bottled water continued to be hard hit by the impact of the economic downturn in 2010, with higher-priced product areas seeing the sharpest decline in the off-trade. Carbonated bottled water for example saw 1% off-trade volume decline in 2010 over the previous year, while more affordable still bottled water grew sales by almost 1%. Value-added flavoured bottled water notably suffered from its high RTD price in the off-trade in comparison to drinks such as carbonates, concentrates or fruit/vegetable juice, with off-trade volume sales declining by 14% in the year. Functional bottled water, which was only introduced in 2008, meanwhile saw the sharpest decline of 21% in off-trade volume terms. This product area not only suffered from its high price but also from increasing consumer scepticism regarding its health benefits.

COMPETITIVE LANDSCAPE

  • Aguas Font Vella y Lanjaron leads sales of bottled water in value terms and accounted for an off-trade value share of 26% in 2010. The company’s large budget and strong distribution network are the main factors behind its strong leadership. The company launched numerous price promotions in 2010 but struggled to compete with lower-priced private label suppliers. Consequently, the company saw a percentage point decline in value share in 2010 over the previous year.

PROSPECTS

  • Bottled water is largely mature in Spain, with high per capita consumption. Consequently, there is expected to be little off-trade sales growth during the forecast period even given a health and wellness trend that encourages consumers to drink more water. Even though the forecast period is expected to see a stronger economic performance than that seen during the review period, off-trade volume growth is thus set to slow, dropping below 5% for the forecast period as a whole.

CATEGORY DATA

Institutional Bottled Water Sales

  • Table 40 Sales of Bottled Water to Institutional Channel 2005-2010
  • Table 41 Off-trade Sales of Bottled Water: Volume 2005-2010
  • Table 42 Off-trade Sales of Bottled Water: Value 2005-2010
  • Table 43 Off-trade Sales of Bottled Water: % Volume Growth 2005-2010
  • Table 44 Off-trade Sales of Bottled Water: % Value Growth 2005-2010
  • Table 45 Leading Flavours for Flavoured Bottled Water: % Volume Breakdown 2005-2010
  • Table 46 Leading Flavours for Functional Bottled Water: % Volume Breakdown 2005-2010
  • Table 47 Company Shares of Bottled Water by Off-trade Volume 2006-2010
  • Table 48 Brand Shares of Bottled Water by Off-trade Volume 2007-2010
  • Table 49 Company Shares of Bottled Water by Off-trade Value 2006-2010
  • Table 50 Brand Shares of Bottled Water by Off-trade Value 2007-2010
  • Table 51 Forecast Off-trade Sales of Bottled Water: Volume 2010-2015
  • Table 52 Forecast Off-trade Sales of Bottled Water: Value 2010-2015
  • Table 53 Forecast Off-trade Sales of Bottled Water: % Volume Growth 2010-2015
  • Table 54 Forecast Off-trade Sales of Bottled Water: % Value Growth 2010-2015

Carbonates in Spain - Category Analysis

HEADLINES

TRENDS

  • The economic downturn continued to be the main factor shaping sales of carbonates in 2010, with many consumers continuing to economise or cut back on their purchases of these products. Unemployment exceeded 20% of the population in the year and consumers faced a series of austerity measures by the Madrid and national governments, with disposable income levels thus declining further for many. Price thus continued to be the main factor driving consumers’ purchasing decisions and retailers acted accordingly, by focusing on price promotions and promoting private label ranges. Private label thus gained share across carbonates in 2010 over the previous year.

COMPETITIVE LANDSCAPE

  • Coca-Cola’s Cía Servicios de Bebidas Refrescantes continues to lead carbonates, with 61% off-trade value share in 2010. The company’s dominance is due to the strength of its brands, especially Coca-Cola, which alone accounted for 34% off-trade value share in 2010. Other factors contributing to the company’s dominance are its strong investment in new product development and marketing, enabling the company to set trends for soft drinks as a whole.

PROSPECTS

  • Consumers are expected to continue to focus on price when buying carbonates, especially during the first years of the forecast period. This is expected to result in ongoing strong growth for private label in the off-trade. This trend will force branded manufacturers to use price promotions and to focus on price-oriented strategies in order to maintain shares. This will continue to result in constant value unit price decline for overall carbonates in the off-trade, with a decline of 5% expected for the forecast period as a whole.

CATEGORY DATA

  • Table 55 Low Calorie Carbonates by Subsector
  • Table 56 Off-trade Sales of Carbonates by Category: Volume 2005-2010
  • Table 57 Off-trade Sales of Carbonates by Category: Value 2005-2010
  • Table 58 Off-trade Sales of Carbonates by Category: % Volume Growth 2005-2010
  • Table 59 Off-trade Sales of Carbonates by Category: % Value Growth 2005-2010
  • Table 60 On-trade vs Off-trade Sales of Carbonates: Volume 2005-2010
  • Table 61 On-trade vs Off-trade Sales of Carbonates: Value 2005-2010
  • Table 62 On-trade vs Off-trade Sales of Carbonates: % Volume Growth 2005-2010
  • Table 63 On-trade vs Off-trade Sales of Carbonates: % Value Growth 2005-2010
  • Table 64 Off-trade Sales of Low Calorie Cola Carbonates by Category: % Volume Breakdown 2005-2010
  • Table 65 Leading Flavours for Cola Carbonates: % Volume Breakdown 2005-2010
  • Table 66 Leading Flavours for Non-cola Carbonates: % Volume Breakdown 2005-2010
  • Table 67 Company Shares of Carbonates by Off-trade Volume 2006-2010
  • Table 68 Brand Shares of Carbonates by Off-trade Volume 2007-2010
  • Table 69 Company Shares of Carbonates by Off-trade Value 2006-2010
  • Table 70 Brand Shares of Carbonates by Off-trade Value 2007-2010
  • Table 71 Forecast Off-trade Sales of Carbonates by Category: Volume 2010-2015
  • Table 72 Forecast Off-trade Sales of Carbonates by Category: Value 2010-2015
  • Table 73 Forecast Off-trade Sales of Carbonates by Category: % Volume Growth 2010-2015
  • Table 74 Forecast Off-trade Sales of Carbonates by Category: % Value Growth 2010-2015

Concentrates in Spain - Category Analysis

HEADLINES

TRENDS

  • Concentrates benefited from effective new product development towards the end of the review period from Cía Servicios de Bebidas Refrescantes. This player entered concentrates in 2009 with the launch of Menos es Más in liquid concentrates. This innovative product clearly targeted adult consumers. With its clever brand name meaning “less is more,” the brand is positioned as environmentally-friendly due to its compact nature. The range was offered in more traditional flavours such as Lemon and Orange but also in innovative Lemon Ice Tea flavour, with concentrated iced tea proving particularly popular among price-sensitive consumers. The company followed this with the extension of Powerade into powder concentrates in 2010, with this set to strongly challenge rival sports drinks brand Gatorade.

COMPETITIVE LANDSCAPE

  • Rives-Pitman is the leading player in concentrates with 49% share in off-trade value terms. This player is particularly strong in on-trade sales, where it benefits from its strong range of alcoholic drinks and also from the positioning of its range as ideal for cocktails. The company however saw a stronger performance in the off-trade than in the on-trade in 2010 in volume terms, with only marginal decline in the former but 5% decline in the latter. This was due to consumers increasingly opting to socialise over cocktails at home in order to save money.

PROSPECTS

  • Private label may well gain a significant presence in concentrates during the forecast period. During the review period, retailers remained reluctant to invest in private label concentrates, due to low sales levels in this area. However, the success of Menos es Más in liquid concentrates may encourage the launch of private label equivalents at the start of the forecast period. The success of private label in sports drinks during the review period may meanwhile encourage retailers to expand their sports drinks range into powder concentrates. Retailers will seek to cater to cost-conscious consumers during the forecast period, with these consumers likely to be attracted to concentrates due to these products’ low RTD unit price.

CATEGORY DATA

Concentrates Conversions

  • Summary 31 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format
  • Table 75 Off-trade Sales of Concentrates (as sold) by Category: Volume 2005-2010
  • Table 76 Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2005-2010
  • Table 77 Off-trade Sales of Concentrates (RTD) by Category: Volume 2005-2010
  • Table 78 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2005-2010
  • Table 79 Off-trade Sales of Concentrates by Category: Value 2005-2010
  • Table 80 Off-trade Sales of Concentrates by Category: % Value Growth 2005-2010
  • Table 81 Leading Flavours for Liquid Concentrates: % Volume Breakdown 2005-2010
  • Table 82 Leading Flavours for Powder Concentrates: % Volume Breakdown 2005-2010
  • Table 83 Company Shares of Liquid Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 84 Brand Shares of Liquid Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 85 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 86 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 87 Company Shares of Concentrates (RTD) by Off-trade Volume 2006-2010
  • Table 88 Brand Shares of Concentrates (RTD) by Off-trade Volume 2007-2010
  • Table 89 Company Shares of Concentrates by Off-trade Value 2006-2010
  • Table 90 Brand Shares of Concentrates by Off-trade Value 2007-2010
  • Table 91 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2010-2015
  • Table 92 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2010-2015
  • Table 93 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2010-2015
  • Table 94 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2010-2015
  • Table 95 Forecast Off-trade Sales of Concentrates by Category: Value 2010-2015
  • Table 96 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2010-2015

Fruit/Vegetable Juice in Spain - Category Analysis

HEADLINES

TRENDS

  • In 2010, price continued to be the main demand-driver for fruit/vegetable juice, as unemployment remained high and government austerity measures impacted disposable income levels. Lower-priced products thus typically performed better than more expensive ones. For example, reconstituted 100% juice saw a better performance than more expensive not from concentrate 100% juice or nectars. There was also a strong growth in share for private label, due to these products’ affordable prices. Branded players also focused on price, with the more frequent use of price promotions towards the end of the review period. García Carríon notably increased volume sales in 2010 thanks to competitive pricing, price promotions and aggressive publicity campaigns.

COMPETITIVE LANDSCAPE

  • Fruit/vegetable juice is clearly led by private label players. The leading player in 2010 was supermarkets/hypermarkets operator Mercadona, with this company accounting for 21% off-trade value share. Grocery retailer Centros Comerciales Carrefour meanwhile ranked fourth with a solid 9% share, while “other” private label accounted for a further 5% share, bringing the total to 35% in 2010. By the end of the review period, retailers offered a wide range of good quality fruit/vegetable juice at affordable prices, thus attracting many consumers making their regular grocery shop.

PROSPECTS

  • Fruit/vegetable juice is expected to strongly benefit from the health and wellness trend during the forecast period. Consumers will seek to increase their consumption of fruit and vegetables, with many thus opting to include more fruit/vegetable juice in their diets. This will not necessarily result in the freshest or purest products seeing the strongest growth, however, with price continuing to be a factor during the forecast period. Consequently, while reconstituted 100% juice is expected to see growth largely in line with overall fruit/vegetable juice during the forecast period, higher-priced not from concentrate 100% juice is expected to see weaker growth of 12%.

CATEGORY DATA

  • Table 97 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2005-2010
  • Table 98 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2005-2010
  • Table 99 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2005-2010
  • Table 100 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2005-2010
  • Table 101 Leading Flavours for 100% Juice: % Volume Breakdown 2005-2010
  • Table 102 Leading Flavours for Nectars (25-99% Juice): % Volume Breakdown 2005-2010
  • Table 103 Leading Flavours for Juice Drinks (up to 24% Juice): % Volume Breakdown 2005-2010
  • Table 104 % Share of Smoothies in 100% Juice and Nectars (25-99% Juice): Off-trade Value 2010
  • Table 105 Chilled Vs Ambient Not From Concentrate 100% Juice: % Analysis 2005-2010
  • 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 Spain - Category Analysis

HEADLINES

TRENDS

  • Kraft Foods’ Saimaza Ice Presso was one of only two significant brands in RTD coffee in 2010, ranking second behind dominant leader Kaiku Caffe Latte. However, due to low sales levels and increasing price competition, Kraft withdrew Saimaza Ice Presso in 2010, leaving RTD coffee to just one significant player and a small number of economy imports. Saimaza Ice Presso survived for considerably longer than most other global brands in this product area, with Nestlé’s Nescafé, Cadbury Schweppes Sienna and Sara Lee’s Marcilla all exiting Spanish RTD coffee prior to the review period. The exit of Saimaza Ice Presso however resulted in low levels of competition in this product area and ongoing commoditisation.

COMPETITIVE LANDSCAPE

  • Kaiku Gran Cocina clearly dominated sales of RTD coffee in 2010, with 97% off-trade value share and 92% off-trade volume share. This company faced little competition by the end of the year, due to the exit of Kraft’s Saimaza Ice Presso, with Kaiku Caffe Latte thus becoming the only surviving and significant brand in this area. The company maintained a fairly steady share in value terms despite engaging in frequent price promotions and witnessing a sharp two percentage points decline in volume share in the year. This was due to overall current value unit price declining at an even sharper rate than the company’s unit price, as a result of the growing popularity of economy products.

PROSPECTS

  • Kaiku Gran Cocina is expected to remain the dominant player in RTD coffee during the forecast period. The failure of numerous multinationals in this product area, including Kraft, Nestlé and Sara Lee, is likely to discourage any potential new entrants. Fast Drinks 2005’s 2Go is meanwhile likely to continue to be limited by low consumer awareness at the start of the forecast period. If this brand can gain a strong presence in key impulse sales channels such as forecourt retailers and convenience stores, it may benefit from growing consumer interest during the forecast period. However, its higher price may deter many consumers, particularly as Spanish consumers typically prefer fresh hot coffee, believing this to offer a better flavour.

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 Leading Flavours for RTD Coffee: % Volume Breakdown 2005-2010
  • Table 122 Company Shares of RTD Coffee by Off-trade Value 2006-2010
  • Table 123 Brand Shares of RTD Coffee by Off-trade Value 2007-2010
  • Table 124 Forecast Off-trade Sales of RTD Coffee: Volume 2010-2015
  • Table 125 Forecast Off-trade Sales of RTD Coffee: Value 2010-2015
  • Table 126 Forecast Off-trade Sales of RTD Coffee: % Volume Growth 2010-2015
  • Table 127 Forecast Off-trade Sales of RTD Coffee: % Value Growth 2010-2015

RTD Tea in Spain - Category Analysis

HEADLINES

TRENDS

  • RTD tea faced competition from new areas in 2009 and 2010, as the leading RTD tea player Cía Servicios de Bebidas Refrescantes launched competing products elsewhere in soft drinks and beyond. This company notably launched Menos es Más in liquid concentrates in 2009, with this brand’s Lemon Ice Tea variant proving widely popular. Many consumers switched from RTD tea to this ice tea concentrate in order to save money, with others opting to prepare their own home-made iced tea as an even cheaper option. RTD volume sales of Menos es Más overall reached almost two million litres by 2010. The company also launched Nescafé Dolce Gusto Nestea Peach pods in 2010, with these prepared using Dolce Gusto pod machines and served cold. This launch also created strong competition, particularly for Nestea RTD tea.

COMPETITIVE LANDSCAPE

  • Cía Servicios de Bebidas Refrescantes remained the undisputed leader of RTD tea in 2010 with a dominant off-trade value share of 58%. The company’s Nestea is a well-established brand and benefits from joint distribution from Cía Servicios de Bebidas Refrescantes and Nestlé, thus having one of the strongest distribution networks in RTD tea.

PROSPECTS

  • There are expected to be two main trends in RTD tea during the forecast period. The first will be a growing focus on healthier variants. This is expected to result in strong growth for products based on green tea or rooibos and also good growth for sugar- or caffeine-free variants. These products will continue to target mainly health-conscious women and should see good growth in the second half of the forecast period. More of these products are likely to be launched as the Spanish economic performance improves and consumers become more willing to spend on value-added RTD tea.

CATEGORY DATA

  • Table 128 Off-trade Sales of RTD Tea by Category: Volume 2005-2010
  • Table 129 Off-trade Sales of RTD Tea by Category: Value 2005-2010
  • Table 130 Off-trade Sales of RTD Tea by Category: % Volume Growth 2005-2010
  • Table 131 Off-trade Sales of RTD Tea by Category: % Value Growth 2005-2010
  • Table 132 Leading Flavours for RTD Tea: % Volume Breakdown 2006-2010
  • Table 133 Company Shares of RTD Tea by Off-trade Volume 2006-2010
  • Table 134 Brand Shares of RTD Tea by Off-trade Volume 2007-2010
  • Table 135 Company Shares of RTD Tea by Off-trade Value 2006-2010
  • Table 136 Brand Shares of RTD Tea by Off-trade Value 2007-2010
  • Table 137 Forecast Off-trade Sales of RTD Tea by Category: Volume 2010-2015
  • Table 138 Forecast Off-trade Sales of RTD Tea by Category: Value 2010-2015
  • Table 139 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2010-2015
  • Table 140 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2010-2015

Sports and Energy Drinks in Spain - Category Analysis

HEADLINES

TRENDS

  • During the review period, sports achieved an unusual prominence within Spain. This was due to success achieved by many Spanish sportspeople during the review period in a range of different disciplines, such as Rafael Nadal in tennis, Alberto Contador in cycling and Pau Gasol in basketball. This trend was also encouraged by the Spanish national team’s victory in the 2010 FIFA South Africa World Cup. Since the 1992 Barcelona Olympic Games, sports also became a government issue. The state budget for sport-related activities was increased to €193 million annual by the end of the review period, with this figure not being cut despite the economic downturn. This growing focus on sport encouraged many Spaniards to participate more in sports and exercise, with this in turn boosting the consumption of sports drinks.

COMPETITIVE LANDSCAPE

  • Cía Servicios de Bebidas Refrescantes maintained its leadership in sports and energy drinks at the end of the review period, with 56% share in off-trade value terms and 63% volume share. This company’s leadership is due to its strong position in sports drinks, where Aquarius dominates, and its strong presence within energy drinks with the Burn range. The company benefits from offering iconic brands, extensive distribution, frequent new product development and strong marketing.

PROSPECTS

  • The trend towards healthy products will continue to shape sports and energy drinks during the forecast period. Cía Servicios de Bebidas Refrescantes’ Burn con Zumo is expected to be highly successful in attracting new consumers to energy drinks, particularly health-conscious consumers and women. This launch will benefit from the strong brand image of Burn, with the Burn range accounting for 21% off-trade value share in 2010. The company will continue to support Burn with strong marketing, while the brand’s focus on the off-trade channel should also benefit its performance, with an ongoing shift from on-trade to off-trade consumption likely for the forecast period. Similarly, Cía de Bebidas Pepsico’s launch of “no artificial” Gatorade is also expected to attract consumers due to its more natural positioning.

CATEGORY DATA

  • Table 141 Still vs Carbonated Sports and energy drinks % Off-trade Volume 2006-2010
  • Table 142 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 143 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 144 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 145 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 146 Leading Flavours for Sports and Energy Drinks: % Volume Breakdown 2005-2010
  • Table 147 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • Table 148 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2010
  • Table 149 Company Shares of Sports and Energy Drinks by Off-trade Value 2006-2010
  • Table 150 Brand Shares of Sports and Energy Drinks by Off-trade Value 2007-2010
  • Table 151 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2010-2015
  • Table 152 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2010-2015
  • Table 153 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2010-2015
  • Table 154 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2010-2015

Segmentation

Segmentation

This market research report includes the following:

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

    Statistics Included

    Statistics Included

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

    From Passport

    • Market sizes
    • Company shares
    • Brand shares
    • Distribution
    • Chilled v ambient juices
    • Flavours
    • Per cent share of smoothies
    • 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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