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Table of Content
1. Basic information about the sector
2. Characteristics of the sector on global level
3. Analysis of the European market
4. Analysis of national markets
5. Conclusions as the answers to investors
questions
Short History
4
Source:
Main products
Soft drinks
5
Source:
http://www.encountermagazine.co.uk/features/tips-increase-soft-drink-sales
Global Beverage
Segments Market Share
in 2012
9%
6%
4%
34%
9%
19%
19%
Carbonated Drinks
Fruit Beverages
Bottled Water
Ready to Drink Tea
Ready to Drink
Coffee
Asian Speciality
Drinks
Sport & Energy
Drinks
6
Value System
Our main
focus!
Suppliers of
raw
materials
10%
Carbona
ted
water
Sugar
Flavorin
gs
Concentra
te
40%
Producers
Blend
raw
material
Ship the
concentrates
and syrups
Bottlers
20%
Wholesalers
15%
Retailers
15%
Add
sweeteners
and water
Bottle the
product
Own
bottling
or
External
company
Vertical Integration
The market leaders have high level of vertical
integration
With acquisitions of bottling companies these
two companies changed the structure of the
soft drink industries
Characteristics of the
sector on global level
12
Macroenvironment
analysis of the European
Market
13
Economic Factors
No.
Factors in the
environment
Intensity
of
influence
-5.+5
+2
1.
Economic growth
2.
Consumption and
spending
+3
3.
Economic
stagnation
-2
Opportuni
ty or
Threat
Opportunity
Opportuni
ty
Threat
14
Legal Factors
No.
Factors in the
environment
Intensity
of
influence
-5
+5
1.
Stability of Law
+4
Opportun
ity
or
Threat
Opportunit
y
2. The European
industryOpportunit
was the
Lack ofsoft drinks+4
first to adopt
Guideline Daily Amount (GDA)
Taxation
y
nutrition labeling
3.
Labeling
-1
Threat
15
Source:
16
Political Factors
No.
Factors in the
environment
1.
Political Stability
2.
Ban on
advertisement
3.
Regulation of new
laws
Intensity Opportuni
of
ty
influence
or
Threat
5.
.+5
+3
Opportuni
ty
-3
Threat
-3
Threat
17
Social Factors
No.
Factors in the
environment
Intensity
of
influence
-5
+5
Opportunit
y
or
Threat
1.
+4
Opportunity
+3
Opportunity
4.
+4
Opportunit
y
5.
Health
-4
3.
18
Social Branding
19
Demographic Factors
No.
Factors in the
environment
Intensity
of
influence
-5
+5
Opportun
ity
or
Threat
1.
Size of the
European
Market
Age Structure
+3
Opportunit
y
-3
Threat
Level of
education
-3
Threat
2.
3.
20
Population structure in
Europe
21
http://www.webpronews.com/germany-elections-can-angela-merkel-save-aging-dying-europe2013-09
Technological Factors
No.
Factors in the
environment
1.
New Technologies
(Production,
Packaging, servicing
the client)
Internet (advertising,
selling, informing,
etc.)
2.
Intensity of Opportunit
influence
y
-5
or
+5
Threat
+3
Opportunity
+3
Opportunit
y
22
International Factors
No.
Factors in the
environment
1.
Emerging
markets that
drive sales
Tourism (Big
international
events such as
Euro 2012)
2.
3.
Intensity
of
influence
-5
+5
Opportuni
ty
or
Threat
+3
Opportunit
y
+3
Opportuni
ty
23
-2
Competition (hot
Threat
Natural Factors
No.
Factors in the
environment
1.
2.
Global Warming
Quality of
Water/Water
Shortage
Environmental
issues
(Plastic, cans,
etc.)
3.
Intensity of Opportunit
influence
y
-5
or
+5
Threat
+3
-3
Opportunity
Threat
-2
Threat
24
Macroenvironment AnalysisConclusions
The environment to invest on the European
market is quite favorable. Political, economic
and
legal factors are stable.
Major opportunities include differentiating
drinks offer and adapting to new trends and
lifestyles. To satisfy the market, the producers
should invest in the range of healthier drinks,
such as a low-calorie drinks.
Other opportunities include new technologies
and more efficiency in production, high role of
Internet and the power of the social media.
The main threats are market saturation and
25
72.9
bln
2.4%*
Industry profitability:
3.5-
4.5%**
Stage in growth cycle:
mature
global
Backward/foward integration:
medium
Capacity utilisation: 60%
(medium)
* For years: 2008-2012
27
Entry Barriers
High marketing spendings
(Coca Colas marketing for 2012
$4billion)
High investment costs
(Manufacturing plant starting from
couple millions
e.g. Nestle investment - $22m)
Massive competetiveness
Hardly accessible distribution channels
exclusive contracts
Exit Barriers
Fixed costs
Binding contracts
High irrecoverable costs in advertising
29
30
Characteristics
PRODUCT
Purchased on daily basis
High-level technological
production
Brand-focused
Rather bought without
testing
Ready-to-consume
Mass produced
No barriers of changing the
product
CUSTOMER (individual)
32
Customers division
33
34
Comparative Analysis of
European Markets
35
Weight
Poland
Slovaki
a
German
y
Russia
GDP PC
12
15
Average
income
15
15
25
10
12
16
20
Labour
costs
25
20
15
Taxes
25
25
15
15
Political &
legal
stability
10
12
12
15
Population
Infrastruct
ure
SUM
25
10
27
6
84,8%
36
25
96
76,8%
28
101
80,8%
22
84
67,2%
Country Level
Analysis: Poland
$8.2 Billion
3.3%
2.9% by 2016
Number of players
45
12.1%
9.4%
8.5%
5.8%
Brand name
High quality
Divers distribution channels
Large product portfolio
Marketing/Advertisement
Domestic brand
High quality
Mostly water products
Domestic brand
High quality
Mostly juice products
Brand name
High Quality
Large product portfolio
Force assessment
Medium
Role of bottlers and retail channel Big companies own the bottling
companies and well established
retail channels
Brand Loyalty
Advertising expenditures
Force assessment
Low
Competitive force of
substitution
Present substitutes
Future substitutes
Force assessment
Medium
Competitive force of
suppliers
Supplied items
High
Force assessment
Low
Competitive force of
buyers
Uniqueness of the product
Possibility of backward
integration
Very low
High
Force assessment
High
Conclusion
Competitive force of
new entrants
Competitive force of
buyers
Low
High
Medium
Low
Rivalry
among
competing
sellers
Medium
Competitive force of
Competitive force of
suppliers
substitution
PRIC
E
21,3%
22,8
%
10,4
%
45.5
%
And
others
Low
Low
BRAND RECOGNITION
High
PRODU
CT
RANGE
22,8
%
39.1
%
16,8
%
And
others
Narrow
Local
GEOGRAPHICAL SCOPE
National
Comments
The Strategic Group Mappings showed that global
companies like Coca-Cola and Pepis have high price
and high brand recognition, as well as a broad
products range and a national geographic scope in
Poland.
On the other hand, Polish companies such as ywiec
Zdrj o Maspex Wadowice (Kubu, Tymbark) have
relatively high price and medium to high brand
recognition, as well as medium product range and a
national geographic scope in Poland.
Brand loyalty
Product differentiation
Value
1
50
51
Investors Questions
Question:
Is the sector worth investing
in Europe?
Answer:
The market is quite saturated in every
subcategory (carbonated drinks, energy
drinks, juices, water).
That's why we think that investment in soft
drinks industry is risky but when executed
properly might be worthy.
Investors Questions
Question:
If the sector is worth investing
which country and which
development mode to choose?
Answer:
As we stated in our presentation a good place for
investment in CEE region would be Poland. It is
hard to suggest any specific development mode as
it depends on investors capabilities. In our opinion
there are two most viable types of investments
are:
Investors Questions
Question: Which groups of investors may be
interested in the entry and what
entry barriers will they have to
surmount? What would the cost be?
Answer:
1. Investors that might be interested in the entry would
be already operating beverage companies that would
like to introduce their product to a new market or a
capital group interested in taking over a polish soft
drink company as a form of investment.
2. Some of the most critical entry barriers are:
Starting capital
Investors Questions
Question: Which groups of investors may be
interested in the entry and what
entry barriers will they have to
surmount? What would the cost be?
Answer:
3. The cost associated with investing in the soft drink
industry by an acquisition of an already established
company varies between the target companies.
Renown middle-sized companies are usually a part of a
larger group. We decided to valuate Kofola Group,
Hostile takeover
Acquisition
producer of soft drinks like Hoop Cola, R20+ and Arctic.
With the use of a tender offer:
51% of shares * 1.25 market
share price
Thank you!
56