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Country Report

Soft Drinks in Venezuela

Jan 2011

Price: $1,900

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About this Report

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Overview

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

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

Soft drinks affected by the recession in Venezuela

Consumption of soft drinks decreased as a result of lower purchasing power in Venezuela. Despite the increase in the unit prices of soft drinks in line with inflation, salaries did not grow at the same rate and this led to reduced purchasing power. Consumers limited their spending to goods considered as priorities.

Domestic production of powder concentrates by Alimentos Kraft de Venezuela proves its potential

In spite of the economic crisis and the threat of expropriation by the Venezuelan government against companies in food and soft drinks, Alimentos Kraft de Venezuela opened two manufacturing plants in 2010 in order to domestically produce powder concentrates Tang and Clight, as well as the jelly brand Royal. The strength of this international company in Venezuela and the large investment of BsF14 million signals the potential of powder concentrates. This is reinforced by the fact that foreign investment decreased in Venezuela due to political uncertainty.

Government pricing strategy leads to increased Enlandes volume share

Enlandes, which has been owned by the Venezuelan government since 2008, exhibited the highest growth rate between 2008 and 2010 in soft drinks with sales multiplied by nearly six. Due to the company's pricing strategy in fruit/vegetable juice to benefit low income consumers, its volume share increased significantly since 2008. Lower consumer purchasing power affected the performance of on trade channels.

Lower consumer purchasing power causes off trade channels to grow faster than on trade

Due to the recession in 2010, off trade channels had a higher growth rate than on trade in 2009 and 2010. Consumers planned more when making their grocery purchases and tended to look for better prices and offers. Due to restricted monthly budgets, Venezuelan consumers chose to eat and drink at home.

Outstanding performance of concentrates is driven by a competitive price strategy

Within the soft drinks industry, concentrates are expected to show the highest growth rate in RTD volume terms, surpassing fruit juices by 2014. Powder concentrates is considered a good choice to accompany home family meals or individual meals due to its affordable price and variety of flavours. In addition, companies are using strong marketing support to increase penetration as well as frequency of consumption among consumers since the Venezuelan government is not expected to compete in concentrates.

Table of Contents

Table of Contents

Soft Drinks in Venezuela - Industry Overview

EXECUTIVE SUMMARY

Soft drinks affected by the recession in Venezuela

Domestic production of powder concentrates by Alimentos Kraft de Venezuela proves its potential

Government pricing strategy leads to increased Enlandes volume share

Lower consumer purchasing power causes off trade channels to grow faster than on trade

Outstanding performance of concentrates is driven by a competitive price strategy

KEY TRENDS AND DEVELOPMENTS

Growth in off trade channels is above on trade due to the economic downturn

Venezuelan government confirms its intention to strengthen its presence in soft drinks

Owens Illinois expropriation threatens Empresas Polar

Interactive marketing campaigns increase dynamism in soft drinks

Flavoured bottled water and sports and energy drinks grow due to the adoption of healthier habits

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

FOUNTAIN SALES IN VENEZUELA

Trends

  • In 2010, fountain sales volume continued to decrease. Fountain on trade sales experienced a marginal increase of 1% and total volume increased from 83 million litres in 2009 to 84 million litres in 2010. This performance was due to the fact that consumers did not frequent on trade establishments due to the economic downturn. Since consumers were looking for products with fewer calories than regular carbonates eg light fruit/vegetable juice and flavoured bottled water, fountain sales were affected due to the significant share that regular carbonates have in soft drinks.

Data

DEFINITIONS

Sources

  • Summary 1 Research Sources

Soft Drinks in Venezuela - Company Profiles

Agua Mineral Los Alpes CA - Soft Drinks - Venezuela

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 3 Agua Mineral Los Alpes: Competitive Position 2010

Corporación Inlaca CA - Soft Drinks - Venezuela

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 5 Corporación Inlaca: Competitive Position 2010

Empresa Nacional Lácteos Los Andes (Enlandes) - Soft Drinks - Venezuela

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 8 Empresa Nacional Lácteos Los Andes: Competitive Position 2010

Empresas Polar CA - Soft Drinks - Venezuela

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 10 Empresas Polar: Competitive Position 2010

Francisco Dorta A Sucrs CA - Soft Drinks - Venezuela

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 12 Francisco Dorta A Sucrs: Competitive Position 2010

Bottled Water in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Since Venezuelan consumers became more aware of the health and wellness trend, bottled water consumption rose considerably. Consumers of carbonates and those who do not like the taste of regular water chose flavoured bottled water. Flavoured bottled water therefore took consumers from carbonates and concentrates rather than from bottled water.

COMPETITIVE LANDSCAPE

  • Empresas Polar maintained its leading position in bottled water with a 37% value share in 2010. The Minalba brand has the support of the strong reputation of Empresas Polar as the largest food and drink company in Venezuela with a distribution network of 45,000 point of sales. Minalba was also a pioneer in new product launches with the carbonated bottled water brand, Minalba Sparkling, and flavoured bottled water brand, Minalba. In second position is Coca-Cola FEMSA's Nevada brand which had a 21% value share in 2010. Unlike regional bottled water competitors, both Minalba and Nevada had strong marketing and promotional support with mass media advertising to position the brands and gain consumer preference.

PROSPECTS

  • Still bottled water is projected to continue growing at a volume CAGR of 5% over the forecast period due to the health and wellness trend. Still bottled water in Venezuela is at a less mature stage compared to other Latin American countries where per capita consumption is three times greater. Bottled water was one of the most active in new product launches and this dynamism led to an increase not only in the consumer base but also in consumption. Flavoured bottled water is projected to perform better than still bottled water and launches of new flavours and products are expected over the forecast period.

CATEGORY DATA

Institutional Bottled Water Sales

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

Carbonates in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Carbonates had the largest share of soft drinks with 67% of the total volume sold in 2010. The health and wellness trend placed carbonates at a disadvantage since it is considered as non nutritious compared to fruit/vegetable juice, and it has a higher calorie content than other soft drinks products. Since 2009, sales of regular cola carbonates decreased as it was considered by consumers as the least healthy in carbonates. However, sales of other non-cola carbonates increased due to the importance malt beverages have for Venezuelans, especially those of low income stratus who frequently consume the product.

COMPETITIVE LANDSCAPE

  • In 2010, Empresas Polar continued to be the leading company in carbonates with a 47% value share. In non-cola carbonates, where Empresas Polar had a strong position in malt drinks due to its emblematic brand Maltín Polar, its value share was 54% in 2010. This position can be attributed to the fact that Empresas Polar invested in refreshing the image of its products as well as in research to develop a portfolio that better satisfies consumer needs. In addition, the Empresas Polar supply network is one of the biggest in the country and distribution is one of the key factors in soft drinks where all types of beverage compete. Although Empresas Polar led carbonates in 2010, Coca-Cola FEMSA continued as the leader of cola carbonates and low calorie cola carbonates with a 46% and 53% value share respectively.

PROSPECTS

  • Volume growth of carbonates is expected to show a slight recovery over the forecast period since the Venezuelan GDP is projected to improve by 2011. Carbonates is considered mature and as a result, no major changes are expected in consumption patterns or increased product demand. The recent launch of flavoured bottled water, which has no calories, is expected to continue taking consumers away from carbonates. However, consumption levels of low calorie cola carbonates is expected due to the health and wellness trend that is making consumers look for reduced-calorie beverages.

CATEGORY DATA

  • Table 49 Off-trade Sales of Carbonates by Category: Volume 2005-2010
  • Table 50 Off-trade Sales of Carbonates by Category: Value 2005-2010
  • Table 51 Off-trade Sales of Carbonates by Category: % Volume Growth 2005-2010
  • Table 52 Off-trade Sales of Carbonates by Category: % Value Growth 2005-2010
  • Table 53 On-trade vs Off-trade Sales of Carbonates: Volume 2005-2010
  • Table 54 On-trade vs Off-trade Sales of Carbonates: Value 2005-2010
  • Table 55 On-trade vs Off-trade Sales of Carbonates: % Volume Growth 2005-2010
  • Table 56 On-trade vs Off-trade Sales of Carbonates: % Value Growth 2005-2010
  • Table 57 Off-trade Sales of Low Calorie Cola Carbonates by Category: % Volume Breakdown 2005-2010
  • Table 58 Company Shares of Carbonates by Off-trade Volume 2006-2010
  • Table 59 Brand Shares of Carbonates by Off-trade Volume 2007-2010
  • Table 60 Company Shares of Carbonates by Off-trade Value 2006-2010
  • Table 61 Brand Shares of Carbonates by Off-trade Value 2007-2010
  • Table 62 Forecast Off-trade Sales of Carbonates by Category: Volume 2010-2015
  • Table 63 Forecast Off-trade Sales of Carbonates by Category: Value 2010-2015
  • Table 64 Forecast Off-trade Sales of Carbonates by Category: % Volume Growth 2010-2015
  • Table 65 Forecast Off-trade Sales of Carbonates by Category: % Value Growth 2010-2015
  • Table 66 Low Calorie Cola Carbonates by Subcategory 2005-2010

Concentrates in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Concentrates became important in soft drinks due to the number of players that compete as well as the variety of flavours. Concentrates has gained shelf space at supermarkets/hypermarkets and independent small retailers since its management is easier compared to other beverages which occupy a bigger shelf space. Due to decreased purchasing power, more consumers chose powder concentrates when looking for a flavoured soft drink due to its lower unit price. Powder concentrates followed the same trend as fruit/vegetable juice regarding new flavours and mixes.

COMPETITIVE LANDSCAPE

  • Alimentos Kraft de Venezuela is the leading company in concentrates, reaching 58% of the total RTD volume sold in 2010. This position can be attributed to the fact that the company has the leading brands Clight and Tang which are popular with a large number of consumers. Clight has a 35% value share with a portfolio of nine flavours, while Tang marketed seventeen different products and had a 17% value share. Due to its strong position in concentrates, in 2010 Alimentos Kraft de Venezuela opened two new manufacturing plants of powder concentrates in order to produce both brands (Clight and Tang) locally. They were previously imported from Colombia and Brazil.

PROSPECTS

  • Powder concentrates is projected to have one of the best volume performances over the forecast period. Due to its affordable price and variety of flavours, powder concentrates is considered a good choice to accompany home meals for both individuals and families. Companies are making strong efforts to increase the consumer base as well as the frequency of consumption in the Venezuelan population. This is evidenced by the opening of a powder concentrates production line by Kraft Foods which is expected to improve product distribution as well as maintain a competitive price compared to other soft drinks.

CATEGORY DATA

Concentrates Conversions

  • Table 67 Off-trade Sales of Concentrates (as sold) by Category: Volume 2005-2010
  • Table 68 Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2005-2010
  • Table 69 Off-trade Sales of Concentrates (RTD) by Category: Volume 2005-2010
  • Table 70 Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2005-2010
  • Table 71 Off-trade Sales of Concentrates by Category: Value 2005-2010
  • Table 72 Off-trade Sales of Concentrates by Category: % Value Growth 2005-2010
  • Table 73 Company Shares of Liquid Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 74 Brand Shares of Liquid Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 75 Company Shares of Powder Concentrates (as sold) by Off-trade Volume 2006-2010
  • Table 76 Brand Shares of Powder Concentrates (as sold) by Off-trade Volume 2007-2010
  • Table 77 Company Shares of Concentrates (RTD) by Off-trade Volume 2006-2010
  • Table 78 Brand Shares of Concentrates (RTD) by Off-trade Volume 2007-2010
  • Table 79 Company Shares of Concentrates by Off-trade Value 2006-2010
  • Table 80 Brand Shares of Concentrates by Off-trade Value 2007-2010
  • Table 81 Forecast Off-trade Sales of Concentrates (as sold) by Category: Volume 2010-2015
  • Table 82 Forecast Off-trade Sales of Concentrates (as sold) by Category: % Volume Growth 2010-2015
  • Table 83 Forecast Off-trade Sales of Concentrates (RTD) by Category: Volume 2010-2015
  • Table 84 Forecast Off-trade Sales of Concentrates (RTD) by Category: % Volume Growth 2010-2015
  • Table 85 Forecast Off-trade Sales of Concentrates by Category: Value 2010-2015
  • Table 86 Forecast Off-trade Sales of Concentrates by Category: % Value Growth 2010-2015
  • Summary 13 Concentrates Conversion Factors for Ready-to-Drink (RTD) Format

Fruit/Vegetable Juice in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Fruit/vegetable juice had an increased growth rate in 2010 due to the impact of the health and wellness trend on consumer habits in soft drinks. Exotic flavours such as guanabana and tamarind are capturing consumers from the regular apple and peach fruit/vegetable juice, which are the most common in the country. In addition, nectar juice mixes (generally two flavours) are becoming popular in fruit/vegetable juice as well as in powder concentrates.

COMPETITIVE LANDSCAPE

  • Empresas Polar is the leading company in fruit/vegetable juice, with 30% of the total volume sold in 2010. This position can be attributed to the fact that Empresas Polar is a company that continuously refreshes the image of its products as well as carrying out research and development in order to satisfy consumer needs. The Yukery brand has a wide variety of products in nectars (25-99% juice), low calorie products and reconstituted 100% juice. The company was also a pioneer in juice mixes of two flavours which is gaining importance in consumer preferences.

PROSPECTS

  • Fruit/vegetable juice is expected to continue growing over the forecast period, due to the health and wellness trend. Due to the government's efforts to maintain nectars (25-99% juice) price above the inflation rate, fruit/vegetable juice penetration among low income consumers is expected to increase between 2011-2015. Domestic producers will introduce more exotic flavours and mixes in order to increase consumption and gain consumers from carbonates, which have the largest consumer base.

CATEGORY DATA

  • Table 87 Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2005-2010
  • Table 88 Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2005-2010
  • Table 89 Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2005-2010
  • Table 90 Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2005-2010
  • Table 91 Leading Flavours for 100% Juice: % Volume Breakdown 2005-2010
  • Table 92 Leading Flavours for Nectars (25-99% Juice): % Volume Breakdown 2005-2010
  • Table 93 Leading Flavours for Juice Drinks (up to 24% Juice): % Volume Breakdown 2005-2010
  • Table 94 % Share of Smoothies in 100% Juice and Nectars (25-99% Juice): Off-trade Value 2010
  • Table 95 Chilled Vs Ambient Not From Concentrate 100% Juice: % Analysis 2005-2010
  • Table 96 Chilled Vs Ambient Reconstituted 100% Juice: % Analysis 2005-2010
  • Table 97 Company Shares of Fruit/Vegetable Juice by Off-trade Volume 2006-2010
  • Table 98 Brand Shares of Fruit/Vegetable Juice by Off-trade Volume 2007-2010
  • Table 99 Company Shares of Fruit/Vegetable Juice by Off-trade Value 2006-2010
  • Table 100 Brand Shares of Fruit/Vegetable Juice by Off-trade Value 2007-2010
  • Table 101 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Volume 2010-2015
  • Table 102 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: Value 2010-2015
  • Table 103 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Volume Growth 2010-2015
  • Table 104 Forecast Off-trade Sales of Fruit/Vegetable Juice by Category: % Value Growth 2010-2015

RTD Tea in Venezuela - Category Analysis

HEADLINES

TRENDS

  • RTD tea had the best performance in terms of volume growth after bottled water. This beverage is considered by Venezuelan consumers as a healthier option for on trade consumption compared to carbonates. Regarding off trade choices, RTD tea competes strongly with powder concentrates since the latter has tea versions which are sold at much lower prices, and pricing is very important given the reduced consumer purchasing power.

COMPETITIVE LANDSCAPE

  • Indulac leads RTD tea, with a 46% share of off trade volume in 2010. The Parmalat RTD tea brand gained consumer recognition since this was one of the first RTD tea products launched in Venezuela. The fact that Parmalat is also present in milk drinks led to an increase in brand awareness in every income group. In addition, the company also competes in fruit/vegetable juice with its Santàl brand, which is well known among upper income consumers.

PROSPECTS

  • RTD tea is expected to continue growing over the forecast period but at a slower rate than during the review period. Since firms that sell international brands in Venezuela are investing in increasing product awareness by highlighting its benefits, the consumer base is expected to increase. Due to the low prices by Enlandes in RTD tea as well as nectars (25-99% juice) brand, Los Andes, product penetration among low income consumer groups is expected to increase between 2011-2015.

CATEGORY DATA

  • Table 105 Off-trade Sales of RTD Tea by Category: Volume 2005-2010
  • Table 106 Off-trade Sales of RTD Tea by Category: Value 2005-2010
  • Table 107 Off-trade Sales of RTD Tea by Category: % Volume Growth 2005-2010
  • Table 108 Off-trade Sales of RTD Tea by Category: % Value Growth 2005-2010
  • Table 109 Leading Flavours for RTD Tea: % Volume Breakdown 2006-2010
  • Table 110 Company Shares of RTD Tea by Off-trade Volume 2006-2010
  • Table 111 Brand Shares of RTD Tea by Off-trade Volume 2007-2010
  • Table 112 Company Shares of RTD Tea by Off-trade Value 2006-2010
  • Table 113 Brand Shares of RTD Tea by Off-trade Value 2007-2010
  • Table 114 Forecast Off-trade Sales of RTD Tea by Category: Volume 2010-2015
  • Table 115 Forecast Off-trade Sales of RTD Tea by Category: Value 2010-2015
  • Table 116 Forecast Off-trade Sales of RTD Tea by Category: % Volume Growth 2010-2015
  • Table 117 Forecast Off-trade Sales of RTD Tea by Category: % Value Growth 2010-2015

Sports and Energy Drinks in Venezuela - Category Analysis

HEADLINES

TRENDS

  • Sports and energy drinks continued to have a good performance in 2010 since it is targeted at a niche market which is not affected by the recession at the same level as lower income groups. Unlike other soft drinks, sports and energy drinks did not have a competitor and this helped it to maintain its consumer base. Market trends show that the Venezuelan population is more aware of adopting a healthier lifestyle with healthy meals and an exercise routine. Sports and energy drinks will continue growing as more people become interested in sporting activities.

COMPETITIVE LANDSCAPE

  • Empresas Polar maintained its leading position in sports and energy drinks with an 82% value share. Gatorade is the leading brand in sports drinks with a 90% value share. This was due to the fact that the company invested a large amount of resources in sponsoring sports events and developing new flavours and innovative package design, such as special editions. This maintained the dynamism and brand awareness levels of sports drinks. This brand focused on capturing consumers from an early age and therefore developed a product specially targeted at children. In energy drinks, Empresas Polar marketed the SoBe Adrenaline Rush carbonated beverage which is in second position with an 18% value share. Red Bull leads energy drinks with a 58% value share.

PROSPECTS

  • Sports and energy drinks is expected to continue to grow over the forecast period. This is based on the health and wellness trend that will continue as more people exercise as part of their daily routine and will therefore consume more sports drinks. Sports drinks was one of the most active regarding new flavour launches and this dynamism led to increased awareness. Launches of new flavours and products are expected to continue in order to maintain brand fidelity.

CATEGORY DATA

  • Table 118 Off-trade Sales of Sports and Energy Drinks by Category: Volume 2005-2010
  • Table 119 Off-trade Sales of Sports and Energy Drinks by Category: Value 2005-2010
  • Table 120 Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2005-2010
  • Table 121 Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2005-2010
  • Table 122 Company Shares of Sports and Energy Drinks by Off-trade Volume 2006-2010
  • Table 123 Brand Shares of Sports and Energy Drinks by Off-trade Volume 2007-2010
  • Table 124 Company Shares of Sports and Energy Drinks by Off-trade Value 2006-2010
  • Table 125 Brand Shares of Sports and Energy Drinks by Off-trade Value 2007-2010
  • Table 126 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Volume 2010-2015
  • Table 127 Forecast Off-trade Sales of Sports and Energy Drinks by Category: Value 2010-2015
  • Table 128 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Volume Growth 2010-2015
  • Table 129 Forecast Off-trade Sales of Sports and Energy Drinks by Category: % Value Growth 2010-2015
  • Table 130 Still vs. Carbonated Functional Drinks % Off-trade Volume 2005-2010

Segmentation

Segmentation

This market research report includes the following:

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

    Statistics Included

    Statistics Included

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

    From Passport

    • Market Sizes
    • Company Shares
    • Brand Shares
    • Distribution
    • Chilled v Ambient Juices
    • Flavours
    • Off-trade vs On-trade
    • Package Size
    • Packaging Type
    • 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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